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GOOD CORPORATE
GOVERNANCE
Best Achievements in 650 Access to Company 1037
Corporate Governance Information and Data
Implementation Governance Framework, 1082
Commitment to Sustainable 651 Management, and Control of
Corporate Governance Tax Aspects
Implementation Anti-Money Laundering 1083
Correlation Between Corporate 655 Program, Counter Terrorism
Governance Implementation Financing, and Prevention of
and Bank Performance Funding for the Proliferation of
Governance Framework 656 Weapons of Mass Destruction
(APU, PPT, and PPPSPM)
Corporate Governance 657
Structure and Mechanism Anti Corruption Policy 1087 Integrated Governance 1142
Continuous Improvement of 660 Anti-Gratification & Anti- 1088 Implementation
GCG Implementation Quality Bribery Policy Corporate Governance 1152
General Meeting of 673 Procurement of Goods and/or 1092 Aspects and Principles
Shareholders Services Implementation in Accordance
Company Code of Ethics 1097 with Financial Services
Board of Commissioners 699 Authority Regulations
Independent Commissioners 739 Provision of Funds for Social 1101
and Political Activities Implementation of Indonesian 1160
Board of Directors 742 Corporate Governance
Provision of Funds for Related 1102 General Guidelines (PUGKI)
Performance Assessment of 806
Parties and Large Exposure
the Board of Directors and the Implementation of The Asean 1185
Board of Commissioners Providing Loans to Related 1104 Corporate Governance
Parties Scorecard
Nomination and Remuneration 811
of the Board of Directors and Protection of Creditors’ Rights 1106 Implementation of Corporate 1186
the Board of Commissioners Transparency of Financial and 1107 Governance Principles For
Diversity of the Board of 827 Non-Financial Conditions Banks According To Basel
Commissioners and the Board Transparency of Customer 1108 Committee on Banking
of Directors Complaints Procedures and Supervision Standards
Disclosure of Affiliation 830 Customer Dispute Settlement
Relationships Among The Integrity of Reporting and 1111
Board of Commissioners, Information Technology
Board of Directors, and Systems
Controlling Shareholders Conflict of Interest Policy 1112
Committees under the Board 833 (Including Insider Trading)
of Commissioners Shares and Bonds Buyback 1114
Prosedur Penggantian 906 Internal Deviations (Internal 1115
Anggota Komite Di Bawah Fraud)
Komite Dewan Komisaris
Performance-based Long-Term 1118
Supporting Organs of the 907 Compensation Policy
Board of Commissioners
Disclosure of Information 1123
Committees under the Board 911 on Board of Commissioners
of Directors and Board of Directors Share
Supporting Organs of the 951 Ownership and Its Application
Board of Directors Violation Reporting System 1127
Internal Control System 996 (Whistleblowing System)
Risk Management System 1007 Bank’s Strategic Plan 1131
Integrated Risk Management 1024 Reporting Transparency 1138
Governance Management of State Officials’ 1139
External Auditor 1028 Assets Reports (LHKPN)
Legal Cases 1031 Bad Corporate Governance 1141
Administrative Sanctions 1035 Practices
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2025 Management Company Management Discussion and Business Support
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Best Achievements in Corporate
Governance Implementation
The consistency of BNI’s commitment to
implementing disciplined Good Corporate
Governance (“GCG”) practices across all business
activities has strengthened BNI’s position as a
company with strong integrity and high business
quality. Through the implementation of robust
governance practices, in 2025 BNI once again
succeeded in receiving a number of prestigious
awards, including the following:
“Leadership in Corporate ASEAN Asset Class Public Listed Company
Governance - Big Cap”
ASEAN Corporate Governance
The 16th IICD Corporate Governance Conference & Awards
Conference & Award 2025 July 2025
The Most Trusted
Company pada Corporate Indonesia Excellence Good
Governance Perception Corporate Governance Ethics
Index 2025 pada Indonesia Excellence Good
Corporate Governance Awards
2025
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Commitment to Sustainable
Corporate Governance
Implementation
BNI reaffirms its commitment, amid ongoing demonstrated through the signing of the Integrity
business model transformation and the evolving Pact by the Board of Directors, the Board of
regulatory landscape in the banking sector and the Commissioners, and all employees each year.
state-owned enterprise environment, to positioning
the implementation of Good Corporate Governance INTEGRITY AS A PILLAR OF A
(GCG) principles as the fundamental foundation SUSTAINABLE STRATEGY
of all business activities. This commitment aims to
strengthen performance and enhance the Bank’s The Company believes that integrity is not merely
contribution, maximize value for shareholders a matter of compliance with applicable laws and
and stakeholders, and safeguard BNI’s long- regulations, but an integral component of its
term business sustainability. BNI’s consistency in business strategy. The consistent application of
implementing and enforcing GCG principles across integrity principles is reflected in decision-making
all operational activities is inseparable from the processes, the execution of operational activities,
strong awareness of the Board of Commissioners, and interactions with all stakeholders.
the Board of Directors, management, and all BNI Hi-
Movers to continuously reinforce a healthy, adaptive, By positioning integrity as the foundation of
and integrity-driven GCG culture. This commitment both culture and strategy, the Company is able
is aligned with regulatory requirements, global to safeguard its reputation, enhance operational
best practices, and the continuously evolving effectiveness, and manage risks in a more prudent
expectations of stakeholders within the BNI manner.
ecosystem.
BOARD OF COMMISSIONERS INTEGRITY
As the largest state-owned banks in Indonesia PACT
with global competitiveness, and with a strong
commitment to the AKHLAK corporate values and 1. Perform duties and responsibilities diligently,
the spirit of GCG, BNI emphasizes its dedication to accurately, and with full accountability in
meeting the expectations of financial regulators, accordance with the authority granted by the
which increasingly prioritize financial system stability Articles of Association of PT Bank Negara
and strengthened risk management. In broad terms, Indonesia (Persero) Tbk (hereinafter referred to
the governance outcomes expected by BNI through as BNI), while adhering to BNI’s Core Values,
the consistent and robust implementation of GCG Code of Ethics, internal regulations, applicable
are as follows: laws and regulations, as well as sound banking
1. Competitive and focused on long-term management principles.
performance 2. Create a work environment free from corruption,
2. Ethical and responsible in conducting business collusion, and nepotism (KKN) by promoting
3. Contributing positively to society and the and supervising the implementation of the
environment Anti-Bribery Management System (SMAP) and/
4. Capable of resilience and sustainable growth or Gratification Control, including policies,
(corporate resilience) strategies, evaluations, and the adequacy of
human resources in SMAP operations.
To ensure the successful implementation of GCG, the 3. Act objectively and adhere to ethical and moral
Board of Directors and the Board of Commissioners values, fairness, transparency, consistency,
consistently exercise their leadership roles in a while upholding honesty and commitment, and
responsible and accountable manner. The full encourage all business partners to prioritize
commitment of executive management and ethical, sound, and transparent business
employees to the implementation of GCG and practices.
strengthening a culture of integrity within BNI is
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4. Refrain from all forms of conflicts of interest 6. Make decisions with utmost caution (duty of
in performing duties and ensure that the care and loyalty) and professionalism in BNI’s
independence of other BNI personnel remains operational activities, including procurement
unaffected. of goods and services, human resource
5. Actively and optimally contribute to preventing management, fund provision, and management
potential fraud, refraining from engaging of other business activities, in the best interest of
in or tolerating any form of fraud within the BNI.
workplace, and committing to reporting any 7. Actively and optimally contribute to Preventing
suspected fraudulent activity (occurring within potential fraud, refraining from engaging in or
the organization and/or utilizing BNI’s facilities) tolerating any form of fraud within the workplace,
through the reporting channels provided by BNI. and committing to report any suspected
6. Willing to accept sanctions if, in the performance fraudulent activities (occurring within the
of duties and responsibilities as a BNI Employee, organization and/ or involving BNI’s resources)
it is proven that the above commitments have through the reporting channels provided by BNI.
not been fulfilled. 8. Willing to accept sanctions if, in carrying out my
duties and responsibilities as a BNI employee, I
BOARD OF DIRECTORS INTEGRITY PACT am found to have failed to fulfill the commitments
outlined above.
1. Create a work environment free from corruption,
collusion, and nepotism (KKN) by promoting COMMITMENT TO THE IMPLEMENTATION
and supervising the implementation of the Anti- OF THE GOOD CORPORATE GOVERNANCE
Bribery Management System (SMAP) and/or INTEGRITY PACT
Gratification Control, realized through activities
such as, but not limited to, refraining from 1. To embrace and consistently implement the
offering, promising, and/ or receiving any form Core Values of AKHLAK, BNI's Code of Conduct,
of remuneration to or from customers, debtors, and BNI's Internal Provisions.
vendors, partners, collaborators, regulators/ 2. To understand and comply with applicable
supervisors, and/or other external or internal regulations in carrying out duties in accordance
parties. with the principles of Good Corporate
2. Create a work environment free from corruption, Governance.
collusion, and nepotism (KKN) by promoting 3. To uphold integrity and adhere to ethical, moral,
and supervising the implementation of the Anti- and honest values
Bribery Management System (SMAP) and/or 4. To work professionally and with due diligence.
Gratification Control, realized through activities 5. To actively understand and take full responsibility
such as, but not limited to, refraining from for the tasks and roles assigned.
offering, promising, and/ or receiving any form 6. To fully protect the confidentiality of Customer
of remuneration to or from customers, debtors, and Company data.
vendors, partners, collaborators, regulators/ 7. To avoid using company funds, data, assets,
supervisors, and/or other external or internal customers, or other parties cooperating with
parties. BNI for personal or family interests that may
3. Act objectively and adhere to ethical and moral harm BNI.
values, fairness, transparency, consistency, 8. To play an active role in preventing and
while upholding honesty and commitment, and eradicating fraud and to be willing to report any
encourage all business partners to prioritize fraudulent activities within BNI.
ethical, sound, and transparent business 9. To create a work environment free from
practices. Corruption, Collusion, and Nepotism (KKN).
4. Refrain from all forms of conflicts of interest 10. To implement an Anti-Bribery Management
in performing duties and ensure that the System by avoiding gratuities, bribes, and
independence of other BNI personnel remains extortion.
unaffected. 11. To refrain from using personal funds as bridging
5. Refrain from using the Company’s information funds and/or personal accounts for company
and data for personal gain or for the benefit operational activities.
of other parties, as prohibited by internal and 12. To avoid an excessive lifestyle.
external regulations, such as insider trading, 13. To safeguard BNI’s and use social media
misuse of company data, and similar activities. responsibly.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
14. To avoid and disclose any form of conflict of 4. Law No. 40 of 2007 on Limited Liability
interest. Companies, as amended by Law No. 6 of 2023
15. To permit and willingly provide all information concerning the Stipulation of Government
necessary for the enforcement of integrity. Regulation in Lieu of Law No. 2 of 2022 on Job
16. To be accountable for all facilities and benefit Creation into Law;
received and ensure their use complies with 5. Financial Services Authority Regulation (POJK)
applicable regulations. No. 17/POJK.03/2014 on the Implementation
17. To accept sanctions, including termination of Integrated Risk Management for Financial
of employment and/or legal action, for any Conglomerates;
violation of this Integrity Pact. 6. POJK No. 18/POJK.03/2014 on the
Implementation of Integrated Corporate
PURPOSE OF IMPLEMENTING CORPORATE Governance for Financial Conglomerates;
GOVERNANCE 7. POJK No. 33/POJK.04/2014 on the Board of
Directors and Board of Commissioners of
BNI believes that the disciplined and consistent Issuers or Public Companies;
implementation of GCG practices within BNI is not 8. POJK No. 35/POJK.04/2014 on Corporate
only the foundation of sound governance, but also Secretaries of Issuers or Public Companies;
the key to the Company achieving the following 9. POJK No. 21/POJK.04/2015 on the
strategic objectives: Implementation of Corporate Governance
1. Enhance BNI’s corporate value by applying the Guidelines for Public Companies;
principles of GCG, which include Transparency 10. POJK No. 31/POJK.04/2015 on Disclosure of
Accountability, Responsibility, Independence, Information or Material Facts by Issuers or
and Fairness, in order to ensure BNI’s Public Companies;
competitiveness at both national and regional 11. POJK No. 27/POJK.03/2016 concerning the Fit
levels, and to achieve sustainable corporate and Proper Test for Key Parties of Financial
value; Services Institutions;
2. Encourage every BNI organ to consistently 12. POJK No. 51/POJK.03/2017 on the
emphasize GCG culture in every decision- Implementation of Sustainable Finance for
making process, based on applicable values and Financial Services Institutions, Issuers, and
norms, as well as high compliance with existing Public Companies;
laws and regulations; 13. POJK No. 37/POJK.03/2019 on Transparency and
3. Improve BNI’s performance through efficiency Publication of Bank Reports as partially revoked
programs created by the implementation of by POJK No. 13 of 2024 on Transparency and
GCG culture within every BNI organ; and Publication of Basic Credit Interest Rates for
4. Increase investor trust and position BNI as a top Conventional Commercial Banks;
choice for investment. 14. POJK No. 15/POJK.04/2020 on the Planning and
Conduct of General Meetings of Shareholders
FOUNDATION FOR THE IMPLEMENTATION of Public Companies;
OF CORPORATE GOVERNANCE [ACGS D.1.1] 15. POJK No. 42/POJK.04/2020 on Affiliated
Transactions and Conflicts of Interest
The implementation of GCG at BNI is based on Transactions;
various provisions and guidelines as follows: 16. POJK No. 12/POJK.03/2021 on Commercial
1. Law No. 7 of 1992 on Banking, as amended Banks as partially revoked by POJK No. 22 of
from time to time, most recently by Law No. 4 2025 on Commercial Bank Reporting through
of 2023 on the Development and Strengthening the Financial Services Authority Reporting
of the Financial Sector; System;
2. Law No. 8 of 1995 on Capital Markets, as 17. POJK No. 8 of 2023 on the Implementation of
amended by Law No. 4 of 2023 on the Anti-Money Laundering, Counter-Terrorism
Development and Strengthening of the Financing, and Prevention of Proliferation
Financial Sector; Financing of Weapons of Mass Destruction
3. Law No. 19 of 2003 on State-Owned Programs in the Financial Services Sector;
Enterprises, as amended several times, most 18. POJK No. 17 of 2023 on the Implementation of
recently by Law No. 16 of 2025 on the Fourth Corporate Governance for Commercial Banks;
Amendment to Law No. 19 of 2003 on State- 19. POJK No. 12 of 2024 on the Implementation
Owned Enterprises; of Anti-Fraud Strategies for Financial Services
Institutions;
2025 Annual Report
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20. POJK No. 15 of 2024 dated October 9, 2024 on 27. SEOJK No. 14/SEOJK.03/2025 dated June
the Integrity of Bank Financial Reporting; 24, 2025 on the Implementation of Corporate
21. POJK No. 30 of 2024 dated December 19, 2024 Governance for Commercial Banks;
on Financial Conglomerates and Financial 28. Regulation of the Minister of State-Owned
Conglomerate Holding Companies; Enterprises No. PER-2/MBU/03/2023 on
22. OJK Regulation No. 14 of 2025 concerning Corporate Governance Guidelines and
the Implementation of General Meetings Significant Corporate Activities of State-Owned
of Shareholders, Bondholders Meetings, Enterprises;
and Sukukholders Meetings Conducted 29. Regulation of the Minister of State-Owned
Electronically; Enterprises No. PER-3/MBU/03/2023 on the
23. Circular Letter of the Financial Services Organs and Human Resources of State-Owned
Authority (SEOJK) No. 14/SEOJK.03/2015 Enterprises;
on the Implementation of Integrated Risk 30. BNI’s Articles of Association;
Management for Financial Conglomerates; 31. Various guidelines for the implementation of
24. Circular Letter of the Financial Services Good Corporate Governance, including the
Authority (SEOJK) No. 15/SEOJK.03/2015 on Indonesian Corporate Governance Manual
the Implementation of Integrated Corporate (Pedoman Umum Governansi Korporat
Governance for Financial Conglomerates; Indonesia/PUGKI) issued by the National
25. SEOJK No. 32/SEOJK.04/2015 on Corporate Committee on Governance Policy (KNKG),
Governance of Public Companies; the ASEAN Corporate Governance Scorecard
26. SEOJK No. 39/SEOJK.03/2016 on the Fit (ACGS) issued by the Organisation for
and Proper Test for Prospective Controlling Economic Co-operation and Development
Shareholders, Prospective Members of the (OECD), and the Principles for Enhancing
Board of Directors, and Prospective Members Corporate Governance issued by the Basel
of the Board of Commissioners of Banks; Committee on Banking Supervision.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Correlation Between Corporate
Governance Implementation and
Bank Performance
Through the implementation of strong Good Corporate Governance (GCG), BNI is able to achieve efficiency across
its operational activities, enabling the Bank to maintain excellent service quality while sustaining positive financial
performance growth amid dynamic economic challenges.
GOVERNANCE AWARDS IN 2025
BNI’s commitment to implementing GCG principles has resulted in external recognition through the receipt of
various prestigious awards in the field of corporate governance, including the following:
118,24 92,60
“Indonesia Excellence
Good Corporate
Governance Ethics”
“Leadership in Corporate “The Most Trusted Company”
Governance - Big Cap”
The 16th IICD Corporate Governance Corporate Governance Perception Indonesia Excellence Good
Conference & Award 2025 Index Award 2025 Corporate Governance Award 2025
BUSINESS PERFORMANCE ACHIEVEMENTS IN 2025
Through transparent and accountable business management, BNI delivered solid performance by recording
various positive achievements across key financial aspects. These accomplishments reflect the Bank’s
resilience and consistency in maintaining healthy growth amid evolving economic conditions, including the
following:
Credit Growth In Growth of In Rasio CASA
15,9% Low-Cost Funds 28,9% Bank Only
IDR IDR
899,5 726,0 70,4%
trillion YoY trillion YoY 2024 equal to 70,4%
Capital Adequacy Ratio (CAR) Loan To Deposit Ratio (LDR) Non
by Bank Only Performing Loan
20,7% 86,4% 1,9%
2024 equal to 21,4% 2024 equal to 96,1% 2024 equal to 2,0%
2025 Annual Report
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Governance Framework
The implementation of GCG at BNI is reflected in the alignment of three core components of its governance
system: the governance structure, governance process, and governance outcomes, dan governance outcome.
These components are not only clearly defined, but are also closely interconnected and integrated across all areas
of the Bank’s business operations. Together, they are consolidated into a comprehensive governance framework
developed with reference to prevailing guidelines and best practices, forming a critical foundation for BNI’s
sustainable growth and the ongoing strengthening of its governance in the future.
GOVERNANCE FRAMEWORK BNI
GCG Principles
POJK &
Principles
PERMEN BUMN Transparency Accountability Responsibility Independency Fairness
PUGKI Ethics Transparency Accountability Sustainability
Main Organs
GMS
Board of Commissioners
Governance
Board of Directors
Structure
Supporting Organs
Board of Commissioners Board of Directors Enterprise Risk
Internal Audit Unit
Committee Management Division
Corporate Compliance Division Other Related
Secretary Division Work Units
Company Policies Reporting Process Workflow
Governance
Process
Implementation of Organ Duties Internalization Externalization
and Responsibilities
Governance
Outcome
Financial Performance Self Assessment External Assessment
In broad terms, BNI’s Governance Framework consists of 4 (four) key elements that serve as the foundation for
implementing corporate governance:
1. Governance Principles are the principles that underpin the implementation of corporate governance at BNI, in
accordance with regulations issued by the Financial Services Authority (OJK), the Ministry of State-Owned
Enterprises, the Indonesian Code of Corporate Governance (PUGKI), as well as prevailing GCG best practices in the
banking and capital markets sectors.
2. Governance Structure relates to the adequacy of governance structures and supporting infrastructure required to
ensure that the implementation of GCG principles produces outcomes that meet stakeholder expectations. BNI’s
governance structure comprises the Board of Commissioners, the Board of Directors, committees, and corporate
work units. The supporting governance infrastructure includes policies and procedures, management information
systems, as well as the defined roles and responsibilities of each organizational structure.
3. Governance Process represents a series of activities for implementing GCG through a structured system, supported
by effective monitoring processes, to ensure outcomes that align with the expectations of all stakeholders.
4. Governance Process represents a series of activities for implementing GCG through a structured system, supported
by effective monitoring processes, to ensure outcomes that align with the expectations of all stakeholders.
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Corporate Governance
Structure and Mechanism
CORPORATE GOVERNANCE STRUCTURE BNI has established a governance structure
with a clear separation of functions, duties, and
BNI believes that the presence of a sound responsibilities across each governing body, enabling
governance structure is a fundamental foundation every role to be performed effectively and optimally.
for ensuring the consistent implementation of Decision-making mechanisms and reporting lines
GCG principles. Such a structure is expected to for each organ are also designed to be transparent
have a positive impact on the quality of business and firmly grounded in internal regulations as well
performance, thereby ensuring that outcomes are as applicable statutory requirements. With this
aligned with stakeholder expectations. In practice, strong governance foundation, BNI is not only able
BNI’s GCG structure comprises several principal to maintain the quality of GCG implementation, but
governing bodies, namely the General Meeting of also to continuously drive improvements across all
Shareholders (GMS), the Board of Commissioners, lines of business, both at the Bank level and within
and the Board of Directors. These bodies are its Subsidiaries. Alignment within this governance
supported by various supporting organs, including structure is a key factor in ensuring long-term
committees under the Board of Commissioners and business sustainability, as it ensures that every
the Board of Directors, the Corporate Secretary, the business action is carried out ethically, responsibly,
Internal Audit Unit, the Enterprise Risk Management and in accordance with sound business practices.
Division, and the Compliance Division. All of these Guided by this commitment, BNI remains confident
organs carry out strategic functions in accordance in its ability to grow more resiliently, become
with the Bank’s Articles of Association, with the increasingly adaptive in addressing challenges, and
objectives of enhancing performance, safeguarding continuously accelerate its competitiveness within
stakeholder interests, and strengthening compliance the increasingly dynamic banking industry.
with prevailing laws and regulations.
BNI Governance Organ Structure
General Meeting of Shareholders
Effect & Dismisses
Board of Directors Board of Commissioners
Check & Balances
Secretary to Board of
Independent Auditor
Commissioners
Credit Committee Credit Policy Committee
Nomination and
Corporate Secretary
Remuneration Committee
Business Committee Asset & Liability Committee
Internal Audit Division Audit Committee
Integrated Risk
Human Capital Committee
Management Committee
Enterprise Risk Risk Monitoring
Performance Management Technology Management Management Division Committee
Committee Committee
Integrated Governance
Compliance Division
Risk Management & Anti- Committee
Subsidiaries Committee
Fraud Committee
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SOFT-STRUCTURE OF BNI GOVERNANCE 11. Performance Management Committee
Guidelines, pursuant to Board of Directors Decree
The consistent and sustainable implementation No. KP/460/DIR/R, dated September 10, 2025,
of governance at BNI is underpinned by a regarding the Reorganization of the Performance
comprehensive framework of internal policies Management Committee;
and guidelines. These instruments are periodically 12. Integrated Risk Management Committee
evaluated, refined, and enhanced to ensure Guidelines, pursuant to Board of Directors Decree
continuous alignment with evolving statutory No. KP/453/DIR/R, dated September 10, 2025,
regulations and current operational conditions. All regarding the Reorganization of the Integrated
policies and guidelines are regularly disseminated Risk Management Committee;
to all employees and updated as necessary to 13. Business Committee (KBI) Guidelines, pursuant
remain relevant to organizational needs and shifting to Board of Directors Decree No. KP/456/DIR/R,
business dynamics. In this regard, the following is dated September 10, 2025, regarding the
the list of BNI’s GCG soft structures, reflecting the Reorganization of the Business Committee (KBI);
most recent updates: 14. Technology Management Committee Guidelines,
1. Articles of Association of the Company; pursuant to Board of Directors Decree No. KP/461/
2. BNI Code of Ethics as the Code of Conduct for DIR/R, dated September 10, 2025, regarding the
BNI Hi-Movers; Reorganization of the Technology Management
3. Board of Commissioners Charter, pursuant to Committee;
Board of Commissioners Decree No. KEP/017/ 15. Credit Policy Committee (KRB) Guidelines,
DK/2025, dated September 19, 2025; pursuant to Board of Directors Decree No. KP/457/
4. Board of Directors Charter, pursuant to Board of DIR/R, dated September 10, 2025, regarding the
Directors Decree No. KP/339/DIR, dated August Reorganization of the Credit Policy Committee
06, 2024, the last update was made on January (KRB);
28, 2026 and can be accessed through the official 16. Human Capital Committee Guidelines, pursuant
BNI website; to Board of Directors Decree No. KP/458/DIR/R,
5. Audit Committee Charter and Audit Committee dated September 10, 2025, regarding the
Code of Ethics, approved by the Board of Reorganization of the Human Capital Committee;
Commissioners via Decree No. KEP/025/DK/2025, 17. Subsidiary Committee Guidelines, pursuant
dated September 19, 2025; to Board of Directors Decree No. KP/459/DIR/R,
6. Risk Monitoring Committee Charter, approved dated September 10, 2025, regarding the
by the Board of Commissioners via Decree No. Reorganization of the Subsidiary Committee;
KEP/023/DK/2025, dated September 19, 2025; 18. Internal Audit Charter, pursuant to Board of
7. Nomination and Remuneration Committee Directors Decree No. KP/351/DIR/R, dated August
Charter, approved by the Board of Commissioners 15, 2024;
via Decree No. KEP/024/DK/2025, dated 19. Good Corporate Governance Policy, Corporate
September 19, 2025; Guideline No. IN/006/CMP/001, dated January 24,
8. Integrated Governance Committee Charter, 2025;
approved by the Board of Commissioners via 20. Integrated Governance Policy, Corporate
Decree No. KEP/022/DK/2025, dated September Guideline No. IN/012/CMP/002, dated March 27,
19, 2025; 2025;
9. Asset & Liability Committee (ALCO) Guidelines, 21. General Risk Management Policy, Corporate
pursuant to Board of Directors Decree No. KP/455/ Guideline No. IN/010/ERM/009, dated February
DIR/R, dated September 10, 2025, regarding the 17, 2025;
Reorganization of the Asset & Liability Committee 22. General Integrated Risk Management Policy,
(ALCO); Corporate Guideline No. IN/009/ERM/001, dated
10. Risk Management & Anti-Fraud Committee February 17, 2025;
Guidelines, pursuant to Board of Directors 23. General Internal Control System Policy, Corporate
Decree No. KP/454/DIR/R, dated September 10, Guideline No. IN/002/ORM/010, dated January 07,
2025, regarding the Reorganization of the Risk 2025;
Management & Anti-Fraud Committee; 24. Anti-Fraud Strategy Policy, Corporate Guideline
No. IN/006/AFR/002, dated December 22, 2025;
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
25. Dividend Policy, Corporate Guideline No. IN/006/ GOOD CORPORATE GOVERNANCE
CMP/001, dated January 24, 2025; MECHANISM
26. Corporate Guidelines on Handling Conflicts of
Interest No. IN/013/CMP/004, dated May 09, 2025; BNI’s GCG mechanism encompasses a structured
27. Corporate Guidelines on the Work Procedures of set of methods, procedures, and regulations for
the Corporate Communications and Secretarial implementing governance principles, supported
Division No. IN/007/CSE/001, dated June 21, by both robust structural and soft-structural
2024; frameworks. This mechanism is designed to ensure
28. Corporate Guidelines on Prohibited and that all business processes operate in an orderly
Permissible Securities Transactions for Insiders and aligned manner, delivering outcomes that
No. IN/500/KMP/001, dated September 23, 2019; meet stakeholder expectations. In practice, the
29. Policy on Anti-Money Laundering, Countering effectiveness of GCG is underpinned not only by
the Financing of Terrorism, and Countering the formal structures but also by a clear, integrated
Proliferation Financing of Weapons of Mass soft infrastructure. The synergy between GCG
Destruction (AML, CFT, and CPF) No. IN/009/ implementation and the Bank’s Governance Organs
CMP/002, dated March 27, 2025; serves as a strategic foundation for BNI to sustain
30. Corporate Guidelines on Procurement Procedures superior performance, bolster stakeholder trust, and
No. IN/846/PGV/001, dated November 28, 2025; maintain resilience amidst the evolving dynamics
31. Corporate Guidelines on the Work Procedures of the sustainable banking and financial services
of the Compliance Division No. IN/008/CMP/002, industry.
dated March 05, 2025;
32. Corporate Guidelines on the Whistleblowing
System No. IN/030/IAD/002, dated October 23,
2025;
33. Corporate Guidelines on the Anti-Bribery
Management System No. IN/118/CMP/006, dated
December 27, 2024;
34. Corporate Guidelines on Gratuitous Control No.
IN/726/KPN/002, dated September 24, 2021;
35. Corporate Guidelines on the Work Procedures
of the Investor Relations Division No. IN/002/
IRN/001, dated October 03, 2024;
36. Corporate Guidelines on General Procedures for
Personal Data Protection No. IN/014/CMP/002,
dated October 16, 2025;
37. Corporate Guidelines on Strategic Planning No.
IN/006/CPM/002, dated August 25, 2025.
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Continuous Improvement of GCG
Implementation Quality
SETTINGTHE QUALITY STANDARDS OF GCG IMPLEMENTATION
BNI continues to strive to improve the quality of its governance implementation by designing a series of
more structured, complementary, concise, and user-friendly internal regulations to guide daily operations.
This step is taken to ensure that all Bank management activities and decision-making by each organ are
carried out responsibly and in accordance with GCG principles.
As part of its ongoing commitment, BNI regularly evaluates its GCG implementation through self-
assessment and external assessments by independent parties. The results of these evaluations serve as
the basis for designing relevant improvement programs, including policies, internal control systems, and
risk management to detect possible improvements early. Furthermore, BNI emphasizes strengthening the
capacity of its Human Resources (HR) through ongoing training and briefings on the latest GCG practices and
information, ensuring the Bank consistently conducts its business transparently, ethically, and responsibly.
To strengthen its governance, BNI has implemented various initiatives to improve the quality of its GCG
implementation, as illustrated in the following chart:
The Cycle of Continuous Improvement in the Quality
of BNI’s GCG Implementation
01 02
Establishment of Implementation
Quality Standards for of GCG
GCG Implementation Principles
Improving the
Quality of GCG
Implementation Monitoring the
and Implementation
05
Benchmarking of GCG 03
Measurement/
Assessment
of GCG
Implementation
04
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1. BNI’s Commitment to Maintaining Quality 2. Implementation of GCG Principles at BNI
Standards for GCG Implementation BNI recognizes that not only is the sustainability of
The implementation of GCG at BNI is based on an entity measured by only financial performance
the Regulation of the Minister of State-Owned and profit growth, but it also depends heavily on
Enterprises No. PER-2/MBU/03/2023 concerning the effective implementation of GCG. In line with
Guidelines for Governance and Significant this awareness, BNI consistently and diligently
Corporate Activities of State-Owned Enterprises. applies GCG principles based on best practices
Furthermore, as an entity listed on the Indonesia at the national and global levels and implements
Stock Exchange and under the supervision of them across all business and operational
the Financial Services Authority (OJK), BNI activities. GCG values are also internalized by
also aligns its GCG implementation with OJK all BNI Hi-Movers employees to build a work
Regulation No. 21/POJK.04/2015 concerning the culture that upholds integrity, transparency,
Implementation of Governance Guidelines for and accountability. With this approach, BNI can
Public Companies, as well as OJK Regulation achieve comprehensive business balance in the
No. 17 of 2023 concerning the Implementation short and long term, while ensuring the interests
of Governance for Commercial Banks. BNI's of Shareholders and other Stakeholders. The
compliance with all these regulations is believed implementation of GCG principles is crucial
to not only ensure operational integrity and to ensure the Bank's resilience in the face of
transparency but also strengthen stakeholder increasingly competitive business conditions. In
trust and support the Bank's sustainable growth. line with this, BNI continues to monitor and follow
the development of relevant best GCG practices
As part of its strategic efforts to improve the at the national, regional, and international levels,
quality of GCG implementation, BNI regularly while adapting them to the Bank's needs and
reviews and adapts to global GCG best practice operational conditions.
standards, focusing on practices that are relevant
and can be effectively implemented in the A. Implementation of GCG Based on TARIF
banking industry, including: Principles
1. General Guidelines for Indonesian BNI’s GCG practices are founded on the
Corporate Governance (PUGKI) developed five core principles of good governance:
by the National Committee for Governance Transparency, Accountability, Responsibility,
Policy(KNKG); Independence, and Fairness (TARIF). The
2. Principles of Corporate Governance for application of these principles within BNI
State Owned Companies developed by the has been evaluated for compliance with
Organization for Economic Co-operation and Financial Services Authority Regulation
Development (OECD), namely the ASEAN (POJK) No. 17 of 2023 on the Implementation
Corporate Governance Scorecard (ACGS); of Governance for Commercial Banks. This
3. Corporate Governance Perception Index commitment has been endorsed by the
(CGPI) organized by The Indonesian Institute Board of Commissioners, Board of Directors,
for Corporate Governance (IICG). CGPI is management, and all BNI Hi-Movers to foster
research and ranking program for GCG a Bank that achieves sustainable growth,
implementation in companies in Indonesia; global competitiveness, and robust resilience
4. Principles for Enhancing Corporate in its business operations.
Governance issued by the Basel Committee
on Banking Supervision;
5. ESG or Environment, Social, and Governance;
and
6. Internalization of various laws and regulations
and guidelines with national and international
standards into BNI’s internal policies.
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The following is a description of the implementation of the 5 (five) basic principles of good governance at
BNI:
GCG Principles Implementation in BNI Environment
Transparency • The Bank discloses information in a timely, adequate, clear, accurate, and comparable manner and can
be accessed by stakeholders.
• The Bank discloses information transparency that includes but is not limited to the Bank's vision,
mission, business objectives, strategies, financial conditions, and material information and facts that
may influence investordecisions.
• The principle of transparency continues to pay attention to the provisions on Bank confidentiality, official
confidentiality, and protection of personal data in accordance with applicable regulations.
• The Bank's policies must be written and communicated to stakeholders and other parties who have the
right to obtain information about the policy.
Accountability • The Bank sets business targets and strategies to be accountable to stakeholders.
• The Bank establishes a check and balance system in the management of the Bank.
• The Bank has performance measures for all organizational organs based on agreed measures and in line
with the Company's values (Corporate Culture Values), business targets and strategies of the Bank and
has a rewards and punishment system.
• Each organ of the Bank has clear duties and responsibilities, and has competence in accordance with its
responsibilities and understands its role in the implementation of Good Corporate Governance.
• The Bank adheres to the principle of prudence (prudential bank practices) and complies with applicable
laws and regulations, articles of association and internal provisions.
• The Bank as a good corporate citizen cares about the environment and carries out social responsibilities
appropriately..
Responsibility • The Bank adheres to the principle of prudence (prudential bank practices) and complies with applicable
laws and regulations, articles of association and internal provisions.
• The Bank as a good corporate citizen cares about the environment and carries out social responsibilities
appropriately.
Independence • The Bank avoids any unreasonable domination by any stakeholder and is not influenced by certain
interests and is free from conflict of interest.
• The Bank makes decisions objectively and is free from any pressure from any party.
Fairness • The Bank pays attention to the interests of all stakeholders based on the principles of equality and
fairness (equaltreatment).
• The Bank provides an opportunity for all stakeholders to provide input and express opinions for the
interests of the Bank and provides access to open information.
B. Implementation of GCG Based on the 2021 PUGKI Corporate Governance Pillars
In facing various challenges and complex business dynamics in the modern financial and banking
industry, BNI continuously strives to implement best banking practices based on generally accepted
GCG principles, one of which is by referring to the 2021 General Guidelines for Indonesian Corporate
Governance (PUGKI), which was prepared and updated by the National Committee for Governance
Policy (KNKG) as an improvement on the previous guidelines. The 2021 PUGKI Guidelines are
designed to address regulatory developments, changes in the business environment, and increasing
stakeholder expectations, so that BNI can maintain a balance between achieving business objectives,
social responsibility, and supporting operational sustainability.
By thoroughly integrating the PUGKI principles, BNI ensures that all operational activities and
decision-making are carried out transparently, accountably, responsibly, and ethically. This approach
helps foster a strong work culture among all BNI Hi-Movers employees, strengthening organizational
integrity and solidifying the Bank's position as a professional, competitive, and resilient state-owned
banking institution in the face of global challenges. Furthermore, the implementation of sound
corporate governance principles plays a significant role in enhancing investor and stakeholder
confidence and in encouraging economic growth in line with sustainable development principles.
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The following are 4 (four) pillars of corporate governance as outlined in the 2021 PUGKI, which have
been adopted by BNI:
4 (Four) Pillars of Indonesian Corporate Governance
Ethical Accountability
Behavior
4
Pilar
Governasi
Korporat
Indonesia
Transparency Sustainability
Pillars of
Corporate Explanation Implementation in BNI Environment
Governance
Ethical Behavior In carrying out its activities, the • The Bank is committed to internalizing the principles
corporation always prioritizes honesty, of Indonesian corporate governance in values, work
treats all parties with respect, fulfills culture, strategies, operational policies, and operational
commitments, builds and maintains systems and procedures. This commitment is reflected
moral values and trust consistently. in the signing of the Integrity Pact of the Board of
The corporation pays attention to the Commissioners, Directors and all employees which is
interests of shareholders and other carried out periodically every year.
stakeholders based on the principles • All Shareholders including Minority Shareholders and
of fairness and equality and is Foreign Shareholders are treated equally and fairly
managed independently so that each (equal treatment). In addition, all stakeholders are
company organ does not dominate given the same opportunity to obtain information and
each other and cannot be intervened submit
by other parties.
Accountability Corporations can be held • The Bank sets business targets and strategies to be
accountable for their performance accountable to stakeholders.
in a transparent and fair manner. • The Bank establishes a check and balances system in
Therefore, Corporations must be managing the Bank.
managed properly, measurably • The Bank has performance measures for all
and in accordance with corporate organizational organs based on agreed measures and
interests while still taking into account in line with the Company's values (Corporate Culture
the interests of shareholders and Values), business targets and strategies of the Bank and
stakeholders. Accountability is a has a reward and punishment system.
prerequisite for achieving sustainable • Each Bank organ has competence in accordance
performance. with its responsibilities and understands its role in
implementing the principles of Indonesian corporate
governance
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Pillars of
Corporate Explanation Implementation in BNI Environment
Governance
Transparency To maintain objectivity in conducting • Banks disclose information in a timely, adequate,
business, corporations provide clear, accurate, comparable and accessible manner to
material and relevant information stakeholders
in a way that is easily accessible • Banks disclose information disclosures that include
and understood by stakeholders. but are not limited to the Bank's vision, mission,
Corporations take the initiative to business objectives, strategies, financial conditions,
disclose not only issues required by and material information and facts that can influence
laws and regulations, but also matters investor decisions.
that are important for decision-making • The principle of transparency continues to pay
by shareholders, creditors, and attention to the Bank's confidentiality provisions,
stakeholders. official confidentiality, and protection of personal data
in accordance with applicable regulations.
• Bank policies must be written and communicated to
stakeholders and other parties who have the right to
obtain information about the policy.
Sustainability The Corporation complies with laws • The Bank integrates corporate strategy with
and regulations and is committed sustainability values that consider the balance of
to carrying out its responsibilities environmental, social, and governance, as well as
towards society and the environment economic aspects.
in order to contribute to sustainable • In its implementation, the Bank also builds a
development through cooperation comprehensive sustainability culture in every work unit
with all relevant stakeholders to so that green banking practices can be implemented
improve their lives in a manner that is optimally.
in line with business interests and the • The Bank has formed an Environment, Social &
sustainable development agenda. Governance (ESG) Sub-Committee under the Risk
Management & Anti-Fraud Committee, as well as a
special department in the Enterprise Risk Management
(ERM) Division to oversee sustainability practices at the
Bank.
• The Bank has considered Environmental, Social
and Governance factors, and included sustainability
principles in the Company's Code of Ethics, policies,
and guidelines.
• The Bank conducts various internal programs to ensure
sustainable implementation, including the socialization
of the Indonesian Green Taxonomy (THI) to business
units, implementation of Environmental, Social, and
Governance (ESG)-based training, Go Green initiatives,
mandatory e-learning programs, and increasing
ESG awareness through the BNI website and various
communication channels such as Youtube and email
blasts.
C. Footprints of GCG Implementation at BNI
Year Record Activity
2001 The Board of Commissioners and Board of Directors of BNI through the signing of the Joint Decree of the
Commissioners and Board of Directors No. KEP/001/DK and KP/001/DIR dated January 3, 2001 concerning the
Implementation of Good Corporate Governance Principles as stated in the Corporate Governance Handbook
of PT Bank Negara Indonesia (Persero) Tbk which was then used as a guideline for the Board of Directors and
Commissioners to manage BNI.
2002 To improve the implementation of corporate governance, BNI has carried out the following activities:
1. Establishing a Compliance Unit and an Anti-Money Laundering Unit under the responsibility of the Legal
and Compliance Division;
2. Establishing a Remuneration and Nomination Committee
3. Establishing an assessment center to improve the process/system for selecting executive positions;
4. Improving the banking information system; and
5. Establishing an Audit Committee Charter as a guide for members of the Audit Committee in carrying out
their duties.
2003 BNI maintains its consistency in making improvements in various aspects, both in terms of commitment and
compliance. To ensure this, every employee is required to sign a statement of compliance with the Code of
Ethics. As one of BNI’s concrete efforts to improve the quality of GCG implementation, in 2003, BNI formed
an Executive Committee tasked with assisting the Board of Directors in certain areas, including:
1. Asset & Liability Committee (ALCO).
2. Risk Management Committee.
3. Credit Policy Committee.
4. Human Resources Committee.
5. Technology Management Committee.
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Practices Governance Responsibility Commitment Statements
Year Record Activity
2004 Throughout 2004, BNI carried out various accelerations and innovations which resulted in a number of
important achievements in the implementation of GCG, including:
1. The establishment of a Good Corporate Governance Committee tasked with assisting the Board of
Directors in evaluating and optimizing the effectiveness of GCG policies and implementation in BNI’s
work environment.
2. BNI was assessed as one of five public companies with good Corporate Governance practices in a survey
conducted by Standard & Poor’s Governance Services and the Corporate Governance and Financial
Reporting Center (CGFRC) headquartered in Singapore.
3. The successful implementation of a Zero Fraud program to foster healthy and responsible banking
practices, risk awareness, and close supervision of deviant behavior. This program is supported by the
reward & punishment method;
4. The formation of a Work Ethics Team that works under the Human Resources Committee; and
5. Improved stakeholders’ access to all information that has a material impact on BNI, including quarterly
financial reports, annual reports, information on the use of funds from corporate actions, information that
can influence investors’ investment decisions, results of General Meetings of Shareholders, and other
important events concerning BNI, both through the BNI website, reports to the OJK, Stock Exchange,
mass media, public exposure, and analyst meetings.
2005 BNI delivered its commitment to implementing GCG through the establishment of a GCG Monitoring
organizational unit through the Decree of the Board of Directors No. KP/174/DIR/R dated April 26, 2005.
2006 BNI affirmed its commitment by signing the ‘Statement of Commitment to Implement Good Corporate
Governance’ by all Directors, Board of Commissioners, and Division Leaders at the Company’s Work Meeting,
and by all employees at all levels of the organization and renewed annually.
2007 As a follow-up to the signing of the ‘Statement of Commitment to Implement Good Corporate Governance’
in the previous year, BNI has prepared a GCG program including:
1. GCG e-learning.
2. BNI Commissioners and Directors’ Guidelines and Work Procedures.
3. BNI Human Behavior Requirements Book, which consists of BNI HumanWork CultureValues and Main
Behaviors called PRINCIPLE 46.
4. BNI received the title of Trusted Company in the Corporate Governance Perception Index ranking held by
The Indonesian Institute for Corporate Governance (IICG) and SWA magazine.
2008 BNI strengthened the implementation of the Know Your Customer Principle (PMN) and the implementation of
the Money Laundering Crime Law (UU TPPU), the Compliance Division in collaboration with the Information
Technology Division developed and continued to refine a system integrated with the iCONS system to
identify suspicious financial transactions.
2009 Its consistent GCG implementation by all BNI personnel resulted in increase in performance with 103 growth
compared to the previous year.
2010 BNI improved GCG through the following measures:
1. Launching an integratedWhistleblowing System (WBS)
2. Improvement of the BNI employee code of conduct aimed at improving the quality of BNI employees.
3. BNI’s participation in the GCG implementation ranking conducted by independent rating agencies, namely
the Center for Good Corporate Governance, Universitas Gadjah Mada (CGCG UGM), and The Indonesian
Institute for Corporate Directorship (IICD).
2011 BNI has garnered various awards from various national and international institutions, including:
1. Best ofThe Best Company BUMN 2011.
2. The Most Admired ASEAN Enterprise Economics Challenges Award 2011.
3. MostTrusted Company fromThe Indonesian Institute for Corporate Governance (IICG); and
4. BNI’s information technology governance has been recognized for its reliability by being awarded the IT
Governance Award by the Ministry of BUMN.
2012 BNI is consistently able to maintain the quality of GCG implementation, which is reflected in the following
conditions:
1. The results of the self-assessment according to Bank Indonesia regulations in 2011 and 2012 showed a
stable trend with a composite predicate of Very Good; and
2. The establishment of the Anti-Fraud Unit Committee which was formed based on the Decree of the Board
of Directors No. KP/508/DIR/R dated November 9, 2012 concerning the Establishment of the Anti-Fraud
Unit Committee (KAF).
2013 BNI has successfully won a number of awards from various national and international institutions, including:
1. MostTrusted Company Based on Investors and Analysts Assessment Survey at the Good Corporate
Governance Award 2013.
2. Most Trusted Company Based on Corporate Governance Perception Index (CGPI) at the Good Corporate
Governance Award 2013.
3. Award as The Best Bank in Indonesia in Developing Good Corporate Governance (GCG) from Asiamoney
Magazine.
2014 In addition to focusing on improving the quality of GCG implementation, BNI also continues to strive to
increase its contribution to support economic and environmental growth by organizing a number of programs
such as Kampoeng BNI, Partnership and Community Development Program, CSR activities organized by BNI
Syariah, and commitment to the One Billion IndonesianTrees (OBIT) program which has planted more than
7 million trees in the last 7 years.
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Year Record Activity
2015 BNI successfully won the award as “The Best State Owned Enterprise and Top 50 Public Listed Companies”
at the Good Corporate Governance Award event organized byThe Indonesian Institute for Corporate
Directorship (IICD).
2016 BNI successfully won a number of awards from various national and international institutions, including:
1. TheThe Best State Owned Enterprise andTop 50 Public Listed Companies at the Good Corporate
Governance Award event organized by the Indonesian Institute for Corporate Directorship (IICD).
2. MostTrusted Company Based on Corporate Governance Perception Index (CGPI) at the 2016 Good
Corporate Governance Award.
2017 BNI made proud achievements by winning various prestigious awards from leading institutions at the
national and international levels, including:
1. 1st Place in the Listed Financial BUMN Category in the 2016 Annual Report Award event.
2. The Best State Owned Enterprise andTop 50 Public Listed Companies in the Good Corporate Governance
Award event held byThe Indonesian Institute for Corporate Directorship (IICD).
3. MostTrusted Company Based on Corporate Governance Perception Index (CGPI) at the 2017 Good
Corporate Governance Award.
2018 BNI's reputation is increasingly recognized through the achievement of various prestigious awards from
national and international institutions, including:
1. The Best State Owned Enterprise andTop 50 Public Listed Companies in the Good Corporate Governance
Award event held by the Indonesian Institute for Corporate Directorship (IICD).
2. MostTrusted Based on Corporate Governance Perception Index (CGPI) at Good Corporate Governance.
2019 As a result of its strong commitment to implementing GCG in accordance with best practices and applicable
regulations, BNI has successfully won a number of prestigious awards, including:
1. The Best State Owned Enterprise andTop 50 Public Listed Companies in the Good Corporate Governance
Award event held by the Indonesian Institute for Corporate Directorship (IICD).
2. MostTrusted Based on Corporate Governance Perception Index (CGPI) in Good Corporate Governance.
3. The Best Good Corporate Governance Issuer from IDX Channel.
In 2019, BNI began implementing digitalization in the implementation of Board of Directors Meetings and
the implementation of GCG commitments for all BNI Hi-Movers. To improve the implementation of GCG, the
Bank collaborated with IICD to improve the implementation of GCG at BNI.
2020 BNI always strives to continue to make improvements and innovations to realize one of BNI’s missions “To
be a reference for the implementation of compliance and good Corporate Governance for the Industry”.These
efforts have received recognition and awards from external and independent parties in the form of:
1. Award as the “MostTrusted Company” fromThe Indonesian Institute for Corporate Governance (IICG).
2. Predicate as a “Very Good” company in implementing GCG based on the ASEAN Corporate Governance
Scorecard (ACGS) standard from the Indonesian Institute for Corporate Directorship (IICD).
3. The Best GRC Overall for Corporate Governance & Performance 2020 (InternationalTrade & Corporate
Banking) at the GRC (Governance, Risk & Compliance) & Performance Excellence Award 2020 held by
Businessweek Indonesia and the CEO Forum; and
4. Award for Rank I Gratification Control Unit (UPG) in the State-Owned Enterprises (BUMN)/Regional-
Owned Enterprises (BUMD) Category from the Corruption Eradication Commission (KPK).
2021 BNI has won several awards from various national and international institutions, including:
1. Award as the “MostTrusted Company” fromThe Indonesian Institute for Corporate Governance (IICG).
2. Predicate as a “Very Good” company in implementing GCG based on the ASEAN Corporate Governance
Scorecard (ACGS) standard from the Indonesian Institute for Corporate Directorship (IICD).
3. 2nd place winner of The Best Indonesia GCG Award VI-2021 in the Public Company - Book IV Bank category
organized by the Economic Review.
4. Achievement of a score of 100 for the implementation of the 2021 Gratification Control Program from the
KPK.
Other achievements in the field of GCG carried out by BNI during 2021 to improve the quality of GCG
implementation internally, include:
1. Changing GCG management to be under the coordination of two divisions or work units, namely the
Compliance Division and the Corporate Secretary.This is done so that GCG management, both individually
and integrated, is more effective.
2. Signing of the Cooperation Agreement (PKS) between BNI and the Corruption Eradication Commission
regarding Handling Complaints in Efforts to Eradicate Criminal Acts of Corruption based on PKS No.
67 of 2021 and No. DIR/153 dated March 2, 2021, which aims to build and improve the effectiveness
and efficiency of handling complaints both internally and externally which are integrated by prioritizing
confidentiality in order to optimize the eradication of criminal acts of corruption in the work environment.
3. Approving the establishment of the Anti-Fraud Unit based on the Decree of the Board of Directors No.
KP/291/DIR/R dated June 28, 2021 concerning the establishment of the Anti-Fraud Unit Organization
(SAF) which aims to improve the implementation of the Anti-Fraud Strategy at BNI through prevention,
detection, investigation, reporting, and sanctions, monitoring, and evaluation activities.
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Year Record Activity
2022 BNI has received a number of awards from various national and international institutions, including:
1. Award as “The MostTrusted Companies” fromThe Indonesian Institute for Corporate Governance (IICG).
2. Award as “Leadership in Corporate Governance” from the Indonesian Institute for Corporate Directorship
(IICD).
3. Achievement of a score of 100 for the implementation of the Gratification Control Program in 2022 from
the KPK.
In 2022, BNI delvered many achievements in the field of GCG to improve the quality of GCG implementation
internally, as given below:
1. Signing of Integrity Pact by all employees as a manifestation of the implementation of AKHLAK, Principle
46,and RACE; and
2. Establishment of ESG Implementation Coordinator Group at BNI based on Decree No. REN/2/173/R dated
June 30, 2022 and Appointment of Consultant in order to assist the process of preparing framework,
roadmap, and implementation of ESG at BNI.
2023 BNI has strengthened its reputation as a leading institution by winning a number of prestigious awards from
various national and international bodies, including:
1. The award as "The Most Trusted Companies" from The Indonesian Institute for Corporate Governance
(IICG);
2. The award for "Leadership in Corporate Governance" from the Indonesian Institute for Corporate
Directorship (IICD); and
3. The Annual Report Award (ARA) 2022, placing second in the State-Owned Financial Enterprises category.
In 2023, BNI recorded several achievements in the field of GCG to strengthen the quality of its internal
implementation, including:
1. Implementation of the New Way of Working (NWOW) initiative to support faster business development
processes and enhance employee productivity by adopting a more agile working method; and
2. To strengthen the internal control system, BNI established the Operational Risk Management (ORM)
Division and the Senior Operational Risk Executive (SORX), consisting of four functional units: SORX
Wholesale Banking, SORX Network & Services, SORX Consumer Banking & Corporate Function, and
SORX Technology, Digital & Operations.
2024 BNI's discipline and consistency in improving the quality of GCG implementation have led the Bank to
receive various prestigious awards, including:
1. The award as "The Most Trusted Companies" from The Indonesian Institute for Corporate Governance
(IICG);
2. The award for "Leadership in Corporate Governance" from the Indonesian Institute for Corporate
Directorship (IICD);
3. Winner in the State-Owned Financial Enterprises category at the Annual Report Award (ARA) 2023;
4. The 2024 Informative Qualification Award for State-Owned Enterprises from the Central Information
Commission (KIP).
In 2024, BNI undertook several efforts to strengthen its implementation quality and GCG, including:
1. Re-certification of ISO 37001 Anti-Bribery Management System (ABMS); and
2. Establishment of the Data Protection Officer (DPO) under the Compliance Division to implement the
Personal Data Protection Law..
2025 BNI successfully won several awards from various national and international institutions, including:
1. The award as "The Most Trusted Company" at the Corporate Governance Perception Index (CGPI) Award
2025 from Indonesia Independen Cipta Governansi (IICG).
2. Indonesia Excellence GCG Ethics at the Indonesia Excellence GCG Award 2025 from Warta Ekonomi.
3. The award for "Leadership in Corporate Governance" from the Indonesian Institute for Corporate
Directorship (IICD);
4. Third-place winner in the Public Listed State-Owned Financial Enterprises category at the Annual Report
Award (ARA) 2024;
5. The award for the company with the highest increase in desk evaluation score at the Annual Report Award
(ARA) 2024;
6. Recognition as an Indonesian issuer included in the ASEAN Asset Class PLC's category at the ASEAN
Corporate Governance Conference & Awards 2025 based on the ASEAN Corporate Governance Scorecard.
In 2025, BNI implemented several measures to strengthen its application quality and GCG, including:
1. Surveillance Audit for ISO 37001:2016 Anti-Bribery Management System Certification;
2. Establishment of the AML-CFT Division as an implementation of the Financial Services Authority
Regulation on AML/CFT and the ESG Division to strengthen ESG implementation at BNI.
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3. Monitoring GCG Implementation
4. Encourage the implementation of the
BNI places GCG implementation as the primary Governance, Risk and Compliance (GRC)
foundation in all operational activities and forum consistently both in BNI and its
strategic decision-making. To ensure consistent Subsidiaries.
implementation of GCG principles, BNI
implements a systematic and ongoing monitoring 5. Measurement/Assessment of GCG
mechanism. This monitoring includes evaluating Implementation
compliance with internal policies, applicable In line with BNI's commitment to the importance
regulations, and best practice standards in the of internalizing GCG principles to support
banking industry. business sustainability, the Bank consistently
improves GCG practices across all operational
Monitoring is carried out through various aspects through periodic assessments. This
approaches, including routine reviews by effort reflects BNI's commitment to consistently
relevant units, periodic audits, and periodic managing its business ethically, in compliance
reporting to the Board of Commissioners and with regulations, and in line with prevailing
Board of Directors. In addition, BNI utilizes banking industry policies. More than just an
supporting committees such as the Audit internal requirement, GCG assessments are
Committee, Risk Monitoring Committee, and the foundation for transparency in all decision-
Integrated Governance Committee to ensure that making. This is key to the Bank maintaining
every aspect of GCG is implemented effectively stakeholder trust while building strong and
and transparently. sustainable relationships with all relevant parties.
The results of GCG monitoring are used as Periodic assessments of GCG implementation
a basis for decision-making and continuous are conducted by the Bank independently
improvement. Any findings related to compliance, (self-assessment) based on measurable and
risk management effectiveness, or potential standardized parameters, or in collaboration
conflicts of interest are analyzed and followed up with third parties to obtain more objective and
appropriately. Thus, GCG monitoring serves not independent assessment results. Through these
only as a supervisory tool but also as a means to periodic assessments, the Bank is able to identify
strengthen a culture of integrity, accountability, areas requiring improvement and follow up by
and transparency across the organization. formulating strategies to strengthen governance,
ensuring BNI's performance continues to grow
4. Implementation of GCG in 2025 and Person in consistently and sustainably.
Charge of GCG Implementation
BNI has assigned the Compliance Division Self-Assessment
and the Corporate Secretary Division to be
responsible for implementing GCG at all levels A. Assessment Procedure
of the organization. Through this mandate, BNI BNI conducts a self-assessment of the
ensures that all business activities are carried out implementation of Governance principles
ethically, accountably, and in accordance with every semester in accordance with the
applicable regulations. This appointment was provisions of POJK No. 17 of 2023 and
confirmed through Board of Directors Decree SEOJK No. 14/SEOJK.03/2025 concerning the
No. KP/133/DIR/R dated April 7, 2021. Throughout Implementation of Governance for Commercial
2025, the Compliance Division together with the Banks. The assessment is carried out in a
Corporate Secretary Division have carried out comprehensive and structured manner on
a series of tasks and functions in the context of three main aspects, namely: (1) Structure, (2)
implementing GCG at BNI, including: Process, and (3) Results, while still considering
1. Signing of the Good Corporate Governance the 15 (fifteen) Governance Implementation
Integrity Pact by the Board of Directors, Board Assessment Factors which are described as
of Commissioners and all employees. follows:
2. Monitoring and evaluating GCG
implementation and internal control. a) Governance Structure
3. Know Your Employee (KYE) as one of the The goal of the governance structure
inherent supervision efforts for employees assessment is to determine if the Bank’s
to ensure that fraud does not occur by infrastructure and governance structure
considering whether there are indications are enough to ensure that the application
that require further attention (irregularities). of good governance principles yields
results that meet stakeholder expectations.
BNI’s Governance Structure consists of
668 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
the Board of Commissioners, Board of a) Implementation of the duties,
Directors, Committees, and work units in responsibilities, and authority of the Board
the Bank. Meanwhile, what is included in of Directors;
BNI’s Governance infrastructure includes b) Implementation of the duties,
the Bank’s policies and procedures, responsibilities, and authority of the Board
management information systems, and of Commissioners;
the main tasks and functions of each c) Adequacy and implementation of
organizational structure. Committee duties;
d) Handling conflicts of interest;
b) Governance Process e) Implementation of the compliance
The assessment of the Governance process function;
aims to assess the effectiveness of the f) Implementation of the internal audit
process of implementing good governance function;
principles supported by the adequacy g) Implementation of the external audit
of the Bank’s governance structure and function;
infrastructure so that it shows results that h) Implementation of risk management,
are in accordance with the expectations of including the internal control system;
stakeholders. i) Provision of remuneration;
j) Provision of funds to related parties and
c) Governance Outcome the provision of large sums of money;
The assessment of Governance results k) Integrity of reporting and information
aims to assess the quality of outcomes technology systems;
that meet the expectations of stakeholders l) Shareholder aspects;
which are the results of the process of m) Implementation of anti-fraud strategies,
implementing good corporate governance including anti-bribery; and
principles and supported by the adequacy n) Implementation of sustainable finance,
of the Bank’s governance structure and including the implementation of social and
infrastructure. environmental responsibility.
B. Assessment Criteria C. Assessor
The criteria used by BNI in conducting The self-assessment process for GCG
individual self-assessments refer to OJK implementation is coordinated by the
Circular Letter No. 14/SEOJK.03/2025 Compliance Division, involving the Board
concerning the Implementation of Governance of Directors, the Board of Commissioners,
for Commercial Banks. This self-assessment and relevant units for a comprehensive
aims to map the strengths and weaknesses of assessment of the effectiveness of the
Governance implementation using 15 (fifteen) implementation of governance principles.
assessment factors, which include:
D. Assessment Results
BNI recorded the following results of its self-
assessments over the past three years:
Self-Assessment
Description 2025 2024 2023
Composite Value 2 2 2
Throughout 2025, BNI has conducted a self-assessment of its individual implementation of Good
Governance and submitted it to the OJK, with the following results:
Results of Self-Assessment of GCG Implementation for Semesters I and II of 2025
Period Rating Rating Definition Trend
Semester I/2025 2 Demonstrates the general application of good governance by Stable
bank management. The proper use of governance concepts
reflects this. If there are flaws in the way governance
principles are being used, bank management can usually fix
them with standard procedures
Semester II/2025 2 Demonstrates the general application of good governance by Stable
bank management. The proper use of governance concepts
reflects this. If there are flaws in the way governance
principles are being used, bank management can usually fix
them with standard procedures
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Based on the two assessment results, the GCG Assessment by External Parties during
implementation of BNI Governance in 2025 the Last 3 (Three) Years
can be summarized as follows:
GCG Assessment Based on CGPI Standards
The strength of BNI's Corporate Governance Using the findings of the Corporate Governance
Implementation throughout 2025 is described Perception Index (CGPI) evaluation carried
as follows: out byThe Indonesian Institute for Corporate
i. Governance Structure Governance (IICG) as one of the guidelines for
BNI's governance structure has been enhancing the implementation of sustainable
designed in accordance with regulations governance principles is one way that BNI keeps
and best practices in the banking improving the application of good governance
industry. The composition of the Board of principles.The application of the CGPI
Commissioners and Board of Directors assessment employs a stakeholder perspective,
reflects an adequate balance of roles, where relationships with all stakeholders are
competencies, and independence. The becoming more and more crucial in preserving
existence of supporting committees the company's long-term business continuity,
under the Board of Commissioners as well as a reference for the implementation
strengthens the supervisory function and of generally applicable best practices and
ensures effective checks and balances. mandatory GCG.
Furthermore, policies and guidelines
related to governance have been A. Assessment Procedure
comprehensively developed. Prosedur penilaian CGPI oleh IICG merupakan
program riset dan pemeringkatan penerapan
ii. Governance Process GCG di Indonesia. Penilaian CGPI mencakup
BNI's governance process is implemented pemenuhan kepatuhan (compliance) terhadap
through transparent, accountable aturan, prinsip, dan sistem pengendalian
mechanisms based on the principle of yang ada dan berlaku; pemastian kesesuaian
prudence. Decision-making is carried out dan keselarasan (conformance) terhadap nilai
wisely and effectively, involving relevant etika dan norma yang berlaku serta standar
units to ensure objective results. Internal mutu kualias yang ada; termasuk juga lingkup
control and risk management systems perwujudan pencapaian kinerja (performance)
are strictly implemented to maintain keuangan dan non-keuangan di perusahaan.
regulatory compliance and protect the
interests of all stakeholders. B. Assessment Results
The IICG's CGPI assessment procedure is
iii. Governance Outcome a research and ranking program for GCG
BNI periodically evaluates the impact of implementation in Indonesia. The CGPI
GCG implementation on the company's assessment covers compliance with existing
performance and sustainability. The results and applicable rules, principles, and control
of good governance implementation are systems; ensuring conformity and alignment
reflected in an increasingly solid financial with applicable ethical values and norms, as
reputation, consistent performance growth, well as existing quality standards; and also
increased operational effectiveness, and assessing the scope of financial and non-
improved service quality to customers and financial performance within the company:
all stakeholders.
CGPI Assessment Results for Financial Year 2024-2025
Indicator 2025 2024 2023
Governance Structure 25,07 30,71 30,67
Governance Process 33,84 30,92 30,31
Governance Outcome 33,69 30,82 31,28
Skor CGPI 92,60 92,45 92,26
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Practices Governance Responsibility Commitment Statements
BNI's CGPI Trends Over the Past 5 (five) Years
The following is a breakdown of the CGPI assessment results over the past 5 (five) years:
92.60
92.45
91.60 91.66 92.26
90.74
2020 2021 2022 2023 2024 2025
In the 2024 CGPI, held in 2025, one subsidiary, B. Assessment Criteria
BNI Sekuritas, received the title "The Trusted The ACGS assessment components are as
Company," with a score of 82.32: follows:
1) Rights and Equal Treatment of Shareholders;
GCG Assessment Based on ACGS Standards 2) Sustainability and Resilience;
In addition to the CGPI, BNI also underwent an 3) Disclosure and Transparency; and
external assessment of its Corporate Governance 4) Responsibilities of the Board of Directors and
implementation based on the ASEAN Corporate Board of Commissioners.
Governance Scorecard (ACGS) parameters, which
refer to the Corporate Governance principles of C. Parties Conducting the Assessment
the Organization for Economic Cooperation and The assessment is conducted by ACMF
Development (OECD). The ACGS is an initiative through the Domestic Ranking Body (DRB)
of the ASEAN Capital Market Forum (ACMF), appointed by the regulator of each country
supported by the Asian Development Bank (ADB), as a representative in each participating
intended to encourage better GCG practices for country. The DRB conducts assessments on
listed companies in ASEAN. BNI's participation in a national scale, to be further peer reviewed
the ACGS aims to align the Bank's internal GCG by the DRBs of other ASEAN member
practices with regional standards and encourage countries. Since 2016, OJK has appointed
harmonization of GCG implementation across PT RSM Indonesia Konsultan (RSM) as the
ASEAN. DRB to conduct assessments in Indonesia. In
addition, the ACGS assessment in Indonesia
A. Assessment Procedure is also conducted by the Indonesian Institute
The ACGS assessment procedure is carried for Corporate Directorship (IICD).
out through a review of English-language
documents and information provided by the D. Assessment Results
Bank to the public, including information In 2025, BNI received the ACGS assessment
contained in the Annual Report, website, results from IICD, with a score of 118.24
announcements and circulars made by listed and received the predicate "Leadership in
companies. Corporate Governance" or Level 5. Based
on this score, BNI's business practices as a
whole have adopted international standards.
The results of the ACGS BNI assessment by
IICD in 2025 are as follows:
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Assessment Components Fiscal Year 2024 Fiscal Year 2023
1. Shareholder Rights and EqualTreatment 18,00 18,00
2. Sustainability and Resilience 15,00 14,32
3. Disclosure andTransparency 23,53 23,53
Board of Commissioners and Board of Directors
4. 38,71 38,71
Responsibilities
Total Weighted Score (Level 1) 95,24 94,56
5. Bonus 25 23
6. Penalty (2) (2)
Total Skor 118,24 115,56
6. Improving the Quality of GCG g. Periodic Declaration of Gratification
Implementation and Anti-Bribery by all employees
a) Based on various findings and through DigiHC.
recommendations from the GCG practice h. Implementation of an anti-bribery
assessment, BNI has established initiatives management system through ISO
to address existing weaknesses and thereby 37001:2016 certification for the Anti-
continuously improve the quality of GCG Bribery Management System (ABMS).
implementation, including:
i. Review of guidelines/policies related to iv. Externalization of GCG to all stakeholders
Corporate Governance, to be adjusted through webinars, posters, company
to external provisions and current best websites, national mass media, and
practices, including the Good Corporate other media outlets, such as controlling
Governance (GCG) Policy, Dividend gratuities and advising against giving/
Policy, Board of Directors Charter, Board receiving gratuities on religious holidays.
of Commissioners Charter, Committee
Charter, etc 7. BNI GCG Roadmap
II. Increasing awareness of GCG among all BNI ensures that all governance practices are
employees through outreach, webinars, aligned with the established roadmap, embedded
inductions, and various tools, including; in every business process, and consistent with
a. Annual signing of the Integrity Pact by the OJK's sustainable finance roadmap and the
all employees. achievement of the Sustainable Development
b. GCG induction for new employees Goals. To realize sustainable GCG practices, the
joining BNI, including those in the Board of Commissioners, the Board of Directors,
Officer Development Program (ODP), and all BNI employees instill GCG principles
Assistant Development Program (ADP), as part of the corporate culture through the
and BINA BNI. Vision & Mission, Code of Ethics, Integrity
c. Recitation of the Core Values AKHLAK Pact, Work Guidelines, Risk Management, Anti-
and Beliefs during Quality Month and Gratification Policy, Anti-Bribery Management
morning briefings in each unit. System (SMAP), and Social and Environmental
d. Mandatory e-learning of GCG modules Responsibility programs. Over the long term, BNI
for all employees annually. has undertaken various initiatives to strengthen
e. Webinars on Governance, Risk, GCG by developing a Sustainable Finance
and Compliance (GRC), Anti-Fraud Action Plan (RAKB) that integrates financial, risk,
Awareness, Gratification Control, and environmental, social, and governance aspects
Personal Data Protection, inviting into its business strategy.
internal and external speakers.
f. Advice against giving or receiving
gratuities on religious holidays through
internal social media, posters, the
website, and digiHC.
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General Meeting of Shareholders
The General Meeting of Shareholders (GMS) is the 5. PT Kustodian Sentral Efek Indonesia Board of
highest organ in the Bank’s Governance structure, Directors Decree No. KEP-0016/DIR/KSEI/0420
holding all authority that can be delegated to of 2020 concerning Implementation of the KSEI
neither the Board of Commissioners nor the Board electronic General Meeting System (eASY.KSEI)
of Directors, as stipulated in applicable laws and/ Facility as an ElectronicAuthorization Mechanism
or the Bank’s Articles ofAssociation.The GMS in the Process of Organizing a GMS for Securities
serves as a platform for shareholders to exercise Issuers who are Public Companies and whose
their rights to express opinions, cast votes, and shares are kept in KSEI Collective Custody; and
obtain information related to the Bank, as long as 6. Company’s Articles of Association.
it pertains to the meeting agenda and does not
conflict with the interests of the company, while also INFORMATION ON THE ULTIMATE
adhering to the company’s Articles ofAssociation SHAREHOLDER AND BNI’S BENEFICIAL
and applicable regulations.In addition, the GMS OWNER [ACGS C.1.1]
serves is a formal communication medium for
Shareholders to express opinions, vote, and obtain As a State-Owned Enterprise (BUMN), the
information related to the Bank according to the Government of Republic of Indonesia owned one
meeting agenda, and serves as a forum for the Series A Dwiwarna share, representing 0.000%,
Board of Commissioners and Directors to submit through the State-Owned Enterprise Regulatory
accountability reports on the implementation of Agency (BP BUMN). Therefore, the Government of
the Bank's duties and performance during the last the Republic of Indonesia is the Major Shareholder,
financial year. All decisions made in the GMS are Controller, and Beneficial Owner of BNI, meaning
based on the Bank’s interests and are carried out there are no major or indirect controlling
fairly and transparently. shareholders, down to the individual level, or
shareholders acting on behalf of others.
LEGAL BASIS FOR HOLDING A GMS
Information on Shareholding of More Than 5%
The implementation of the BNI GMS is carried out Shares
with reference to provisions including: As of December 31, 2025, PT Danantara Asset
1. Law No. 19 of 2003 concerning State-Owned Management (Persero) held 5% or more of BNI's
Enterprises as last amended by Law No. 16 issued and fully paid-up shares, with a 60.000%
of 2025 concerning the Fourth Amendment to ownership stake, equivalent to 22,378,387,749
Law No. 19 of 2003 concerning State-Owned (twenty-two billion three hundred seventy-eight
Enterprises; million three hundred eighty-seven thousand seven
2. Law No. 40 of 2007 concerning Limited Liability hundred and forty-nine) shares.
Companies as amended by Law No. 6 of 2023
concerning the Stipulation of Government 0,00%
40%
60%
Regulation in Lieu of Law Number 2 of 2022
concerning Job Creation into Law;
3. OJK Regulation No. 15/POJK.04/2020 concerning
Republic of Indonesia
Planning and Implementing General Meeting of
Shareholders in Public Companies; PT Danantara
Asset Management
4. OJK Regulation No. 14 of 2025 concerning (Persero)
the Implementation of General Meetings of
Public
Shareholders, General Meetings of Bondholders,
and General Meetings of Sukuk Holders
Electronically;
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
General Shareholder Rights Associated Special Rights
The Bank ensures that the rights of shareholders Until the end of 2025, the Republic of Indonesia acted
are always protected, which should increase as the Majority Shareholder of BNI with ownership
participationandtheroleofshareholdersorinvestors of 60% or equivalent to 22,378,387,750 shares, as
in the implementation of the Bank's communication well as the holder of Series A Dwiwarna Shares. The
program as a public company. All Bank Shareholders, Series A Dwiwarna Shares have special rights that
whether Series A Dwiwarna, Series B, or Series are not owned by other shareholders, including:
C, have equal rights except for the special rights [ACGS A.2.2, A.5.1]
attached to Series A Dwiwarna Shares as stipulated 1. The right to agree at the GMS on the following
in the Bank's Articles of Association. In general, the matters:
rights of BNI shareholders are as follows: a. Approval for amendments to the Articles of
1. Requesting the convening of a GMS. Association;
2. Proposing agenda items for the GMS. b. Approval for changes in Capital;
3. Granting a proxy to attend and vote at the GMS. c. Approval for the appointment and dismissal
4. Attending and casting votes in the GMS of members of the Board of Directors and
electronically. [ACGS (B) A.1.1] Board of Commissioners; [ACGS A.2.2]
5. Having 1 (one) vote for each 1 (one) share. d. Approval for mergers, consolidations,
6. The right to express opinions and vote in the acquisition, splits and dissolutions;
GMS based on one share. e. Approval for remuneration for members
7. Receiving information related to the agenda of the Board of Directors and Board of
items and proposed resolutions of the GMS. Commissioners; [ACGS A.2.1]
8. Receivinganexplanationofthevotingprocedures f. Approval for the transfer of assets based
before the GMS begins. on the Articles of Association, requiring the
9. Asking questions on any agenda discussion and approval of the GMS;
on any resolutions made during the GMS. g. Approval for participation and reduction
10. Consulting on issues concerning the fundamental in the percentage of equity participation in
rights of shareholders, as long as it supports other companies based on the Articles of
the sustainable growth of the Company and Association, requiring the approval of the
enhances its value in the medium to long term, GMS;
especially for institutional shareholders. h. Approval for the use of profits;
11. Receiving a portion of the Company's profits i. Approval for non-operational investment and
12. Receiving material new information/facts, long-term financing based on the Articles of
including those available to financial analysts Association, requiring the approval of the
and other similar parties, within the time frame GMS;
as stipulated by capital market regulations. 2. The right to propose Candidates for Members
13. Receiving information regarding the privileges 3. The right to propose GMS agenda;
attached to the Company’s share series. 4. The right to request and access company data
14. Shareholders who do not agree on Mergers, and documents in which the mechanism to use
Amalgamations, Acquisitions, or Separations such rights is in accordance with the provisions
reserve the right to request the Company to buy in the Article of Association and regulations.
their shares at their fair prices.The highest share
buyback price shall be the average of the share’s Except for the above-mentioned privileges, holders
daily closing prices on the Stock Exchange for the of Series B and Series C shares have the same rights,
last 90 (ninety) days before the share buyback date while still observing the provisions of the Company’s
as stipulated in Law No. 40 of 2007 concerning Articles of Association regarding Quorum, Voting
Limited Liability Companies, Regulation of the Rights, and Decisions in the GMS. BNI always
Financial Services Authority of the Republic of guarantees the fulfillment of Shareholders' rights in
Indonesia Number 41/POJK.03/2019 concerning accordance with applicable regulations and ensures
Mergers, Amalgamations, Acquisitions, fair and equal treatment for all Shareholders,
Integration, and Conversions of Commercial including in the implementation of the buyback of
Banks, and Regulation of the Financial Services Bank shares.
Authority of the Republic of Indonesia Number
29 of 2023 concerning Share Buybacks issued by
Public Companies.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
FAIR TREATMENT OF SHAREHOLDERS interests of the Company and its shareholders,
as disclosed in this Annual Report in the
BNI consistently upholds the principle of equality Management Discussion and Analysis chapter on
by providing fair treatment to all Shareholders. the Company’s Performance, discussing Material
This commitment is realized through the following Transactions Containing Conflicts of Interest and/
initiatives: or Transactions with Affiliates/Related Parties,
1. Ensures that all shareholders of the same series page 414.
are treated equally, through: 3. The Company has a policy to prevent insider
a. Transparency of shareholders’ rights to receive trading, as disclosed in the 2025 Annual Report.
share of profits through the disclosure of the
dividend payout ratio target, as disclosed POLICY ON SHAREHOLDER RELATIONS
in this Annual Report in the Management
Discussion and Analysis chapter on the BNI consistently applies the principles of corporate
Company’s Performance, page 339. [ACGS A.1.1] governance according to the highest standards,
b. Disclosure of information regarding the rights particularly in upholding the aspect of transparency.
attached to all series of shares.This is included To realize transparency, the Bank always provides
in the Company’s Articles of Association, clear, credible, and timely information to all parties,
which are published on the Company’s including minority and foreign Shareholders,
website. regarding both financial and non-financial
c. In the case of an agenda item in the GMS performance. The Corporate Secretary plays an
regarding changes to rights on shares of a active role in implementing information disclosure
certain series, higher quorum requirements as stipulated in Article 5 of OJK Regulation No. 35/
for attendance and decisions are applied, and POJK.04/2014 concerning Corporate Secretaries of
approval must be obtained from shareholders Issuers or Public Companies. In addition, in order
of the negatively impacted series. to strengthen relations with shareholders in an
d. Disclosure of the ultimate beneficial owners intensive, systematic, and planned manner, BNI has
as disclosed in this Annual Report in the an internal policy governing its relationship with
Corporate Governance chapter under the shareholders.
General Meeting of Shareholders section,
Page 673. SHAREHOLDERS' ACCESS TO
e. Disclosure of the provision that each INFORMATION [ACGS A.4.1]
shareholder has 1 (one) vote, as stated in the
Company’s Articles of Association, which can BNI provides various communication channels
be accessed on the Company’s website. accessible to Shareholders and the general public
2. Ensures that related party transactions are to obtain clear, accurate, and accountable up-to-
approved and executed after managing date information. These communication channels
potential conflicts of interest and protecting the include:
Access to Information for Shareholders
Media Description
GMS Media for delivering reports and information to enable shareholders to participate in decision making.
Website BNI : www.bni.co.id
IDX : www.idx.co.id (ticker code: BBNI)
KSEI : www.ksei.co.id
Print Media Print media through national and international news/newspapers, magazines, etc. to convey the latest
information about the Company.
Electronic Media Electronic media through national and international newsTV, radio, news portals, etc. to convey the latest
information about the Company.
Social Media
@bni
BNI BNI - Bank Negara @bni46 @BNI46
Indonesia
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
PROVISIONS ON THE CONVENING OF THE of the GMS, excluding the date of the GMS
GMS announcement;
2. Announce the GMS to shareholders no later than
Time and Place of GMS Convening 14 (fourteen) days before the GMS call, excluding
In accordance with the Articles of Association, BNI the date of the announcement and the date of the
holds two types of GMS: the Annual GMS and call;
other GMS (Extraordinary GMS). As a state-owned 3. Provide shareholders with the opportunity to
enterprise (SOE) with public company status, BNI propose meeting agenda items in writing to
is required to hold the Annual GMS no later than the Company. The shareholder(s) proposing the
6 (six) months after the end of the fiscal year, or agenda must be 1 (one) shareholder or more,
in accordance with the provisions set by the OJK representing 1/20 (one-twentieth) or more of the
under certain circumstances. An Extraordinary GMS total shares with voting rights. Agenda proposals
may be held at any time as needed for the benefit must be submitted to the Company no later than
of the Company. The GMS shall be held within 7 (seven) days before the GMS notice date; [ACGS
the territory of the Republic of Indonesia, with the A.2.15]
location provisions as stipulated in applicable laws 4. Issue the GMS notice to shareholders no later
and regulations, as follows: than 21 (twenty-one) days before the date of the
1. The domicile of BNI; GMS, excluding the date of the notice and the
2. The place where BNI conducts its main business date of the GMS. The notice must include the
activities; reasons and/or explanations for each agenda
3. The capital city of the province where BNI’s item requiring GMS approval; and [ACGS A.2.13,
domicile or main business activities are located; A.2.14, (B)A.2.1]
or 5. Disclose detailed profiles of the members
4. The province where the stock exchange listing of the Board of Directors and the Board of
BNI’s shares is located. Commissioners, which must at least include
information about their age, academic
Procedures for Convening the GMS qualifications, first appointment date, experience,
BNI always ensures that the Annual GMS and and positions in other public companies, in the
Extraordinary GMS are held in accordance with nomination/re-election process. [ACGS A.6.3]
applicable procedural provisions by upholding
the principles of good corporate governance and Meanwhile, the announcement and summons of the
compliance with laws and regulations. All processes GMS to Shareholders must be carried out at least
of GMS shall refer to (1) OJK Regulation No. 15/ through: [ACGS (B) A.1]
POJK.04/2020 concerning the Plan and Organization 1. The e-GMS service provider’s website;
of General Meetings of Shareholders of Public 2. The Stock Exchange website; and
Companies; (2) OJK Regulation No. 14 of 2025 3. BNI’s website, in both Indonesian and a foreign
concerning the Implementation of General Meetings language, with the foreign language used at
of Shareholders, Bondholders Meetings, and least being English. [ACGS A.6.2]
Sukukholders Meetings Conducted Electronically;
and (3) The Bank’s Articles of Association, the Throughout 2025, BNI held 1 (one) GMS, and
organization of the Annual GMS and Extraordinary its implementation has met the procedures for
GMS of BNI must comply with the following Notification, Announcement, and GMS Notice, with
procedural requirements: the following details:
1. Notify OJK of the meeting agenda no later than
5 (five) working days before the announcement
a. Annual General Meeting of Shareholders for the 2024 Financial Year
Description Date Letter of Delivery Means of Delivery
Notification to OJK January 23, 2025 Letter Number CSE/7/0525 Financial Services Authority and
Indonesia Stock Exchange
Announcement February 04, 2025 Letter Number CSE/7/0717
The Indonesia Stock Exchange
Announcement of Changes to the February 17, 2025 Letter Number CSE/7/1070 website;
Annual GMS Schedule BNI website; and
KSEI website.
Invitation ACGS (B) A.1.1, (B) A.2.1] March 04, 2025 Letter Number CSE/7/1503
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b. Extraordinary GMS 2025
Description Date Letter of Delivery Means of Delivery
Notification to OJK October 30, 2025 Letter Number CSE/7/7839 Financial Services Authority and
Indonesia Stock Exchange
Announcement November 6, 2025 Letter Number CSE/7/8067 The Indonesia Stock Exchange
website;
Invitation ACGS (B) A.1.1, (B) A.2.1] November 21, Letter Number CSE/7/8536
BNI website; and
2025
KSEI website.
The procedure for convening the GMS implemented 4. During the GMS, shareholders are entitled to
by BNI as a state-owned bank in Indonesia refers receive information regarding the meeting
to the provisions of Article 38 paragraph (7) of the agenda and the related materials as long as they
Minister of State-Owned Enterprises Regulation do not conflict with the interests of the Company.
No. PER-3/MBU/03/2023 on the Governance and The GMS held by BNI throughout 2025 has
Human Resources of State-Owned Enterprises, followed all the necessary procedures, including
which stipulates that a public SOE must submit the Notification, Announcement, and Notice of the
curriculum vitae (CV) of the proposed candidates GMS.
for members of the Board of Commissioners and/or
the Board of Directors to be appointed in the GMS. GMS Code of Conduct
This information must be available and announced The rules of procedure for holding the BNI GMS are
at the time of the GMS before any decision is made as follows:
regarding the appointment of such candidates as 1. The GMS Code of Conduct is implemented
members of the Board of Commissioners and/or the based on OJK Regulation No. 15/POJK.04/2020
Board of Directors of the Bank. concerning the Plan and Organization of General
Meetings of Shareholders of Public Companies;
Information related to the stages of BNI’s GMS OJK Regulation Number 14 of 2025 concerning
implementation can be accessed via the website: the Implementation of General Meetings of
https://www.bni.co.id/id-id/perseroan/tatakelola/ Shareholders, General Meetings of Bondholders,
rups. [ACGS A.6.5] and General Meetings of Sukuk Holders
Electronically (“POJK 14/2025”);
Agenda Materials for the GMS 2. The GMS Code of Conduct is distributed to
BNI provides an opportunity for shareholders or shareholders or their proxies during registration;
their proxies to submit questions and/or comments. 3. The rules of procedure for the GMS regulate,
All questions and/or comments submitted are then among other things, meeting participants who
documented in the GMS minutes and published on are entitled to attend the GMS, the meeting chair,
BNI’s website. Below is a description of the Agenda the language used in the GMS, invitations to
Materials for the GMS: [ACGS A.2.5] other parties by the Company, the quorum for
1. The Agenda Materials for the GMS are documents holding meetings and making decisions, meeting
containing the agenda items, accompanied by mechanisms, question and answer and response
the legal basis and relevant explanations for each mechanisms, decision-making mechanisms,
agenda item; and voting procedures, live broadcasts of the
2. The Company is required to provide the agenda meeting;
materials for the meeting to shareholders, which 4. The key points of the GMS Code of Conduct are
can be accessed and downloaded through the read out before the GMS begins; [ACGS A.2.4] and
Company’s website and/or e-GMS.These agenda 5. In accordance with the provisions of the GMS
materials must be available from the date the Code of Conduct as outlined in the Company’s
GMS notice is issued until the GMS is held; Articles of Association, during the opening of
3. In the case of agenda items involving changes the GMS, the meeting chairperson provides an
to the Company’s management, the curriculum explanation to shareholders regarding:
vitae of the proposed candidates for members a. A brief overview of the Company’s general
of the Board of Commissioners and the Board of condition;
Directors of the Public SOE, to be appointed in b. The agenda items of the GMS;
the GMS, must be available and announced at c. The decision-making mechanisms related to
the time of the GMS, before any decision is made the agenda items; and
regarding their appointment.This is in accordance d. The procedures for shareholders to exercise
with the Minister of State-Owned Enterprises their rights to submit questions and/
Regulation No. PER-3/MBU/03/2023 concerning oropinions.
the Governance and Human Resources of State-
Owned Enterprises; and
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Attendance of Shareholders and Other Parties in questions and/or responses must directly relate
the GMS to the agenda item being discussed at the GMS.
Referring to the provisions of Article 23 paragraph
(1) of OJK Regulation No. 15/2020 concerning All questions and/or responses from Shareholders
the Plan and Organization of General Meetings of during the GMS are properly documented in the
Shareholders of Public Companies, shareholders, Minutes of the GMS and published on BNI's official
either in person or represented by proxy, have the website. [ACGS A.2.5]
right to attend the GMS. Shareholders entitled to
attend the GMS are those whose names are listed Bank’s Efforts to Increase Shareholder
in the shareholder registry of the public company Attendance at the General Meeting of
1 (one) business day before the notice of the GMS. Shareholders (GMS) [ACGS A.4.1]
BNI facilitates shareholders in exercising their rights
Granting of Power of Attorney, Electronic and authority to make decisions at the GMS. To
Power of Attorney, and Opportunity to Submit encourage active shareholder participation in the
Questions and/or Responses GMS, BNI has implemented a series of efforts, as
Based on the provisions of POJK No. 15/2020, follows:
Shareholders have the right to attend the GMS in 1. The Bank provides an electronic proxy alternative
person or through written authorization. In the for shareholders to attend and vote in the GMS.
voting process, each Shareholder is required to The electronic proxy is carried out through the
cast votes for all of the shares they own, with the e-RUPS system provided by KSEI. Shareholders
provision that they are not permitted to grant can specify their voting preferences for each
power of attorney to more than one proxy for some agenda item in the electronic proxy.
shares with different votes. In the voting process, 2. The Bank issues timely Announcements and
Shareholders who are unable to attend in person Notices of the GMS in both Indonesian and
can still participate through the eASY.KSEI electronic English, which are published on the e-RUPS
facility. The electronic voting mechanism, both at the provider’s website, the company’s website, and
Annual GMS and the Extraordinary GMS, is carried the Indonesia Stock Exchange (IDX) website;
out securely, in real-time, and in absentia. [ACGS 3. In the Announcement and Notice of the GMS,
(B).A.1.1] the Bank clearly outlines which shareholders are
authorized to attend/represent and vote in the
In order to protect the rights of Shareholders, BNI GMS, namely shareholders whose names are
provides equal space and opportunity for every listed in the Company’s Shareholder Register
Shareholder to ask questions and/or provide or shareholders with securities accounts at PT
responses during the holding of the GMS, with the Kustodian Sentral Efek Indonesia on the date of
following provisions: [ACGS A.2.5] the notice;
1. Only shareholders or their proxies who have 4. On the website, the Bank provides contact details
registered for the GMS are entitled to ask that shareholders can use to communicate
questions and/or provide responses during the regarding the GMS; and
meeting; 5. The Company provides services to shareholders
2. The question and/or response forms will be who need information and/or wish to ask
provided to the shareholders or their proxies questions related to the GMS plan and/or the
during the GMS registration; agenda items of the GMS, either through direct
3. After the Chairperson of the GMS or the person meetings or correspondence via e-mail.
designated by the Chairperson of the GMS
presents proposals regarding matters to be Quorum Requirements for Attendance
decided at the GMS, the Chairperson of the and Decisions at the General Meeting of
GMS will give shareholders or their proxies the Shareholders (GMS)
opportunity to ask questions and/or provide A. Quorum for Attendance [ACGS D.3.4]
responses before a vote is held on the matter in The GMS is declared valid and can be held if
question; and attended by Shareholders representing more
4. For Shareholders or their proxies who wish to than ½ (one half) of all shares with valid voting
ask questions and/or provide responses, the rights, unless otherwise specified in the laws
Chairperson of the GMS invites shareholders/ and regulations or the Articles of Association.
proxies to submit their questions and/or Based on the Articles of Association of BNI, the
responses in writing, stating their name and the holding of the GMS with the agenda of changing
number of shares owned or represented. The the composition of the Board of Directors and
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the Board of Commissioners must be attended through polls, rather than by show of hands, for all
by the Series A Dwiwarna Shareholder and other resolutions at the 2025 Annual General Meeting of
Shareholders and/or their authorized proxies, Shareholders (AGMS) and the 2025 Extraordinary
with the presence of at least ½ (one half) of the General Meeting of Shareholders (EGMS). All
shares entitled to vote. Meanwhile, the GMS with provisions regarding the voting mechanism in
the agenda of changing the Articles of Association the GMS have been published on the Company’s
can only be held if it obtains approval from the website 21 days prior to the GMS. In compliance
Series A Dwiwarna Shareholder together with with POJK 15/2020, the Rules of Procedure for the
other Shareholders and/or their authorized GMS are also distributed to shareholders attending
proxies, with a total attendance of at least 2/3 the meeting, and the key points of the Rules of
(two thirds) of all shares entitled to vote present. Procedure are read out before the GMS begins.
[ACGS A.2.9, A.2.10]
B. Decisions of the General Meeting of Shareholders
(GMS) Parties That Validate the Voting Results [ACGS
In accordance with the provisions of OJK A.2.11]
Regulation No. 15/POJK.04/2020 concerning In conducting the GMS, BNI involves independent
the Planning and Implementation of General and professional parties to ensure fairness,
Meetings of Shareholders of Public Companies transparency, and validity of the implementation
and OJK Regulation No. 16/POJK.04/2020 and decision-making process. These independent
concerning the Electronic Implementation of parties include:
General Meetings of Shareholders of Public
Companies, BNI's GMS throughout 2025 was 1. Notary
implemented in accordance with all applicable A Notary is a public official authorized to prepare
procedural provisions, including the stages of an authentic deed with other authorities as
Notification, Announcement, and GMS Invitation. referred to in Notorial Law, and who is registered
with OJK as a capital market supporting
All decisions in the GMS are made through profession. The Notary’s role is to examine
deliberation to reach consensus. Each resolution the validity of supporting documents, and the
is decided separately to maintain clarity of the formality requirements for the GMS, to ensure
agenda and avoid merging issues. If consensus is they do not conflict with the laws and regulations
not reached, decisions are made through a voting and articles of association.
mechanism while still adhering to the provisions
of the attendance quorum and decision-making 2. Share Register Bureau
quorum of the GMS, where the approval of more The Share Register Bureau is a party contracted
than ½ (one half) of the shares present is required with the company/issuer to record the securities
for a decision to be declared valid. All decisions ownership and distribution of rights related to
made in the GMS are announced to the public securities.The Share Register Bureau assists the
no later than the next business day as stipulated company/issuer in concerning the GMS, by:
in the applicable laws and regulations. [ACGS A.6.1, a. Preparingproxiesfromminorityshareholders;
E.3.4] b. Publishing Written Confirmation for Meetings
(KTUR);
Implementation of the One-Share-One-Vote c. Validating shareholders who are entitled to
Principle attend the GMS and registering them;
BNI implemented the One Share OneVote principle in d. Calculating shareholders presence in
the decision-making and voting process at the 2025 connection with the GMS quorum;
Annual General Meeting of Shareholders (AGMS) e. Providing voting cards for shareholders;
held on March 26, 2025, and the 2025 Extraordinary f. Helping the Notary in calculating votes using
General Meeting of Shareholders (EGMS) held on a barcode scanner.
December 15, 2025. In accordance with the BNI
Annual General Meeting of Shareholders (AGMS) IMPLEMENTATION OF THE 2025 GMS
Rules of Procedure, the Bank permitted the use of
in-absentia voting and prioritized decision-making In 2025, BNI held two General Meetings of
Shareholders (GMS): the Annual GMS (AGMS) for
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the 2024 Fiscal Year, held on Wednesday, March 26, 2025, and the Extraordinary GMS (EGMS) for the 2025
Fiscal Year, held on Monday, December 15, 2025, both physically and electronically through the eASY.
KSEI system. The entire GMS process was conducted in accordance with applicable laws and regulations,
including the dissemination of information regarding the GMS agenda, notifications, announcements,
summons, and publication of the GMS resolutions, which were announced on BNI's official website
(www.bni.co.id), the Indonesia Stock Exchange website (www.idx.co.id), and the KSEI website (www.ksei.
co.id). [ACGS (B) A.1.1]
The following is detailed information regarding the holding of the 2025 BNI AGM:
Day, Date and Wednesday, March 26, 2025
Time 10:26 AM – 12:22 PM WIB
Ballroom Menara BNI, 6th floor
Lokasi Jalan Pejompongan Raya No. 7
Bendungan Hilir, Jakarta
Shareholders and/or their proxies present, either in the Meeting room or electronically through the KSEI
Electronic General Meeting System (hereinafter referred to as "eASY.KSEI"), hold a total of 32,719,558,266
shares, including Series A Dwiwarna shares, or 87.7263151% of the total number of shares with valid voting
rights issued by the Company as of the Meeting date, namely 37,297,312,916 shares, consisting of:
• 1 Series A Dwiwarna share;
• 578,683,733 Series B shares; and
Quorum • 36,718,629,182 Series C shares;
by taking into account the Company's Shareholder List as of March 3, 2025 until 16.00 Western Indonesian
Time, therefore the quorum required in Article 4 1 paragraph (1) letter a and Article 42 letter a of the Financial
Services Authority Regulation number 15/POJK.04/2020 concerning the Planning and Implementation
of General Meetings of Shareholders of Public Companies ("POJK 15") in conjunction of the Company's
Articles of Association has been fulfilled and the Meeting is valid and has the right to make valid and
binding decisions regarding the matters discussed in accordance with the agenda of the Meeting.
Chairman of the The meeting was chaired by Mr. Pahala Nugraha Mansury as Vice President Commissioner, in accordance
AGMS with the letter of the Board of Commissioners Number DK/30 dated March 13, 2025.
The meeting was attended by all members of the Board of Commissioners.
• President Commissioner/Independent Commissioner: Pradjoto
Attendance • Vice President Commissioner: Pahala Nugraha Mansury
of member of • Independent Commissioner: Sigit Widyawan
the Board of • Commissioner: Askolani
Commissioners • Independent Commissioner: Asmawi Syam
including the • Independent Commissioner: Iman Sugema
President • Independent Commissioner: Septian Hario Seto
Commissioner • Independent Commissioner: Erwin Rijanto Slamet
[ACGS A.2.7, A.2.8] • Commissioner: Fadlansyah Lubis
• Commissioner: Robertus Billitea
• Commissioner: Mohamad Yusuf Permana
The meeting was attended by all members of the Board of Directors.
• President Director: Royke Tumilaar
Attendance of
• Deputy President Director: Putrama Wahju Setyawan
member
• Retail Banking Director: Corina Leyla Karnalies
of the Board of
• Risk Management Director: David Pirzada
Directors,
• Network and Services Director: Ronny Venir
including the
• Technology and Operations Director: Toto Prasetio
President
• Enterprise and Commercial Banking Director: I Made Sukajaya
Director
• Digital & Integrated Transaction Banking Director: Hussein Paolo Kartadjoemena
[ACGS A.2.7, A.2.8]
• Wholesale & International Banking Director: Agung Prabowo
• Institutional Director: Munadi Herlambang*)
Independent The vote counting for the decision-making basis of the meeting was conducted by PT Datindo Entrycom
vote counters as the Securities Administration Bureau. Subsequently, the votes were validated by Ashoya Ratam, S.H.,
[ACGS A.2.11] M.Kn, a Notary in Jakarta.
Attendance of • Chairman: Asmawi Syam - Independent Commissioner
member • Member: Sigit Widyawan - Independent Commissioner
of the Audit • Member: Iman Sugema - Independent Commissioner
Committee, • Member: Suhendi Muharam - Independent Party
including the • Member: Human Brilianto - Independent Party
Chairman of
Audit
Committee
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Attendance of The Chairman of the Nomination and Remuneration Committee, Pradjoto – President Commissioner/
the Chairman Independent Commissioner of BNI, attended the 2024 Financial Year Annual General Meeting of
of the Shareholders.
Nomination and
Remuneration
Committee
Number of All shareholders are given the opportunity to ask questions and/or provide opinions on each agenda item
shareholders of the AGMS. There were a total of 7 (seven) shareholders who asked questions at the 2025 AGM.
who raised
questions and/
or opinions
*) Not yet effective.
Methods and Procedures for the 2025 Annual General Meeting of Shareholders for the 2024 Financial
Year
As a public company, all stages of the implementation of the 2025 BNI Annual General Meeting of
Shareholders (AGMS) have been carried out in accordance with the provisions of POJK 15/2020, with the
following details:
Description Date Notes
Annual GMS January 23, It was submitted to the OJK through the Company’s Letter No. CSE/7/0525 dated January
Notification to 2025 23, 2025, regarding the Notification of the 2024 Financial Year Annual General Meeting of
Regulator (OJK) Shareholders and the Provisional Meeting Agenda of PT Bank Negara Indonesia (Persero)
Tbk, submitted to the Financial Services Authority and the Indonesian Stock Exchange.
Announcement of February 4, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/0717 dated
the Annual GMS to 2025 February 4, 2025. The notice for the Annual General Meeting of Shareholders (AGMS) is
Shareholders also delivered through:
• The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
• The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Announcement of February 17, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/1070 dated
Changes to the Annual 2025 February 17, 2025. The notice for the Annual General Meeting of Shareholders (AGMS) is
GMS Schedule to also delivered through:
Shareholders • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
• The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Proposed Agenda for February In accordance with the provisions of Article 16 paragraph (2) of POJK, GMS by Shareholders
the Annual GMS by 25,2025 shareholders, either individually or collectively, representing 1/20 (one-twentieth) or more
Shareholders of the total shares of the Company, are entitled to submit proposals related to the Meeting
Agenda, including adding items to the agenda. Such proposals must be submitted in
writing to the Board of Directors of the Company, as the organizer of the GMS, no later
than 7 (seven) days before the Meeting Notice date, which is Tuesday, February 25, 2025 at
16.00 WIB.
That there is a Series A Dwiwarna Shareholder who proposed the agenda of the Meeting
through the Letter of the Minister of State-Owned Enterprises of the Republic of Indonesia
Number SR-58/MBU/02/2025 dated February 10, 2025 regarding the Approval of the Holding
of the Annual General Meeting of Shareholders for the 2024 Financial Year.
Recording Date for March 3, 2025 Shareholders who are entitled to attend/represent and vote in the meeting are BNI
List of shareholders whose names are registered in the BNI Shareholder Register or shareholders
Shareholders Entitled in securities accounts at PT Kustodian Sentral Efek Indonesia (KSEI) as of Monday, March
to Attend the Annual 3, 2025 until 16.00 WIB.
GMS
Invitation and March 4, 2025 Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/1503 dated
Information on the March 4, 2025. The invitation to the Annual General Meeting of Shareholders (AGMS) is also
Annual GMS Agenda delivered through:
[ACGS A.2.13, (B) A.1] • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
• The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Implementation of the March 26, 2025 The meeting was held both physically and electronically in accordance with POJKNo.16/
Annual GMS POJK.04/2020 regarding the Electronic Implementation of General Meetings of Shareholders
of Public Companies, with PT Kustodian Sentral Efek Indonesia as the e-RUPS provider
through the eASY.KSEI application.The physical meeting was held at the Ballroom of
Menara BNI, 6th Floor, Jalan Pejompongan Raya No. 7, Bendungan Hilir, Jakarta.
Annual GMS Minutes March 26, 2025 The results of the 2024 Annual General Meeting of Shareholders have been formalized
Summary through the Deed of the Minutes of the Annual General Meeting of Shareholders of PT Bank
Negara Indonesia (Persero) Tbk No. 36 dated March 26, 2025.
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Description Date Notes
Annual GMS Minutes March 27, 2025 Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/2206 dated
Summary [ACGS March 27, 2025.
A.2.12]
Publication of the Summary of Minutes of the Annual General Meeting of Shareholders
(AGMS) is also available through:
• The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
• The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Submission of the Deed April 23, 2025 BNI has submitted the Deed of the Minutes of the 2025 Financial Year Annual General
of the Annual GMS Meeting of Shareholders No. 36 dated March 26, 2025, made before Ashoya Ratam, S.H.,
Minutes to Regulators M.Kn, a Notary in Jakarta, through the Company’s Letter No. CSE/7/2627 dated April 23,
2025.
Decision-Making Mechanism for the 2025 AGMS and/or their authorized Proxies who together
For the 2024 Financial Year [ACGS D.3.4] represent more than 1/2 (one half) of the total
Referring to the quorum provisions set forth in number of shares with valid voting rights, and
POJK 15/2020 and the Bank’s Articles of Association, the decision is valid if approved by Series A
decisions in the meeting are made based on Dwiwarna Shareholders and other Shareholders
deliberation to reach a consensus. If a consensus and/or their authorized Proxies who together
is not reached, the decision will be made through a represent more than 1/2 (one half) of the total
voting method.The voting mechanism for decision- number of shares with valid voting rights who
making in the meeting is as follows: are present at the Meeting.
1. For the First and Fourth Meeting Agenda, the 3. For the Fifth and Sixth Meeting Agenda, the
Meeting is attended by Shareholders or their Meeting is attended by Series A Dwiwarna
authorized Proxies who together represent more Shareholders and other shareholders and/or
than 1/2 (one half) of the total number of shares their authorized representatives who together
with valid voting rights, and the decision is valid represent at least 2/3 (two thirds) of the total
if approved by more than 1/2 (one half) of the number of shares with valid voting rights and
total number of shares with valid voting rights the decision is valid if approved by Series A
present at the Meeting. Dwiwarna Shareholders and other shareholders
2. For the Second, Third, and Seventh Meeting and/or their authorized proxies who together
Agenda, the Meeting is attended by Series A represent more than 2/3 (two thirds) of the total
Dwiwarna Shareholders and other Shareholders number of shares with valid voting rights who
are present at the Meeting.
Minutes of Resolutions of the 2025 AGM dated March 26, 2025
All resolutions, questions, and responses raised at each agenda item of the 2025 Annual General Meeting of
Shareholders (AGMS) for Financial Year 2024 have been duly addressed and/or accommodated by BNI and
were recorded in Deed No. 36 dated March 26, 2025, drawn up before Ashoya Ratam, S.H., M.Kn., Notary
in the Administrative City of South Jakarta. Explanations and rationales for each agenda item requiring
shareholder approval are fully accessible on BNI’s website at https://www.bni.co.id/id-id/perseroan/tata-
kelola/rups. The details of the AGMS resolutions for Financial Year 2024 are as follows:
Agenda I Approval of the Annual Report and Ratification of the Consolidated Financial Statements of the
Company, Approval of the SupervisoryTask Report of the Board of Commissioners, as well as the
Ratification of the Financial Statements of the Micro and Small Business Funding Program (PUMK) for
the 2024 Financial Year, along with the full acquittal and discharge of responsibility (volledig acquit et de
charge) to the Board of Directors for the management of the Company and the Board of Commissioners
for the supervision of the Company carried out during the 2024 Financial Year.
Number of There was 1 (one) person who submitted a response and 2 (two) questions from shareholders or their
Shareholders’ representatives/proxies.
Inquiries [ACGS
A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32.382.865.648 shares, or 11.544.012 shares, or 325.148.606 shares, or
98,9709744% of the total shares 0,0352817% of the total shares 0,9937439% of the total shares
with valid voting rights present at with valid voting rights present with valid voting rights present
the meeting. at the meeting. at the meeting.
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Meeting 1. Approved the Company’s Annual Report including Report of the Board of Commissioners’
Resolutions Supervisory Duties for the Fiscal Year 2023 ended on December 31, 2024.
[ACGS A.6.1] 2. Ratified:
a. The Company’s Consolidated Financial Statements for the 2023 Financial Year, which ended on
December 31, 2023, audited by the Public Accounting Firm Rintis, Jumadi, Rianto & Partner (a
member firm of the PricewaterhouseCoopers Global network), in accordance with Report No.
00030/2.1457/AU.2/07/1124-1/0/I/2025 dated February 05, 2025 with a fair opinion in all material
respects, and
b. The Financial Report of the Micro and Small Business Funding Program (PUMK) for the fiscal Year
2024 which ended on December 31,2024, audited by the Public Accounting Firm Rintis, Jumadi,
Rianto & Partner (a member firm of PricewaterhouseCoopers Global Network) in accordance with
Report No 00030/2.1457/AU.2/07/1124- 1/0/II/2025. dated February 05, 2025 with a fair opinion in
all material respects.
3. With the approval of the Company’s Annual Report, including the Supervisory Task Report of the
Board of Commissioners, and the ratification of the Company’s Consolidated Financial Statements,
as well as the Financial Statements of the Micro and Small Business Funding Program (PUMK), all for
the 2024 FinancialYear ending on December 31, 2024, the AGMS grants full acquittal and discharge
of responsibility (volledig acquit et de charge) to all members of the Board of Directors for the
management of the Company and the members of the Board of Commissioners for the supervision
of the Company conducted during the 2024 Financial Year ending on December 31, 2024, provided
that such actions are not criminal in nature and are reflected in the above-mentioned reports.
Follow-up on the The decisions were immediately effective
Meeting’s Decision
Realization Already realized
Agenda II Approval of the Use of the Company’s Net Profit for the Fiscal Year 2024.
Number of There is 1 (one) person who submits a response from the Shareholder or their representative/proxy
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32.307.648.221 shares, or 99.683.021 shares, or 312.227.024 shares, or
98,7410892% of the total shares 0,3046588% of the total shares 0,9542520% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting. at the meeting. at the meeting.
Meeting 1. 65% (sixty five percent) or an amount of Rp. 13,951,339,037,618.90 (thirteen trillion nine hundred
Resolutions fifty one billion three hundred thirty nine million thirty seven thousand six hundred eighteen point
[ACGS A.6.1] nine zero Rupiah) or an amount of Rp. 374.05748422250 (three hundred seventy four point zero five
seven four eight four two two two five zero Rupiah) per share is designated as a Cash Dividend. The
payment will be carried out under the following terms:
a. Dividends of the Republic of Indonesia's share amounting to Rp8,370,803,422,720.61 (eight trillion
three hundred seventy billion eight hundred three million four hundred twenty two thousand
seven hundred twenty point six one rupiah) are paid to the account designated by the Minister of
State-Owned Enterprises.
b. The dividend for the 2023 financial year will be paid proportionally to each shareholder whose
name is listed in the Shareholder Register on the Recording Date.
c. The Board of Directors is granted the authority and power, with the right of substitution, to carry
out the following:
i. Establish the schedule and procedures for the distribution related to the payment of the
dividend for the 2023 financial year in accordance with applicable regulations.
ii. Deduct dividend taxes in accordance with the prevailing tax regulations.
iii. Address other technical matters in accordance with applicable regulations.
2. 35% (thirty five percent) or an amount of Rp. 7,512,259,481,794.79 (seven trillion five hundred twelve
billion two hundred fifty nine million four hundred eighty one thousand seven hundred ninety four
point seven nine Rupiah) will be used as Retained Earnings.
Follow-up on the BNI has distributed the Cash Dividend to Shareholders on April 25, 2025.
Meeting’s Decision
[ACGS A.1.1]
Realization Already realized.
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Agenda III Determination of Remuneration (Salary/Honorarium, Facilites, and Benefits) for 2025 and Tantiem for
[ACGS A.2.1] Fiscal Year 2024 for the Company’s Board of Directors and Board of Commissioners.
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6, D.3.12]
30,678,385,445 shares, or 1,707,490,047 shares, or 333,682,774 shares, or
93.7616125% of the total shares 5.2185608% of the total shares 1.0198266% of the total shares
with valid voting rights present at with valid voting rights present with valid voting rights present
the meeting at the meeting at the meeting
Meeting 1. Approved the granting of power and authority to the Series A Dwiwarna Shareholders to determine
Resolutions*) for the members of the Board of Commissioners:
[ACGS A.2.1, A.6.1, a. Bonus/Performance Incentive/Special Incentive for Fiscal Year 2024 and/or Long-Term Incentive
D.3.12] for the 2025-2027 Period, in accordance with applicable regulations; and
b. Honorarium, including Facilities and Allowances for Fiscal Year 2025.
2. Approved the granting of power and authority to the Board of Commissioners, with prior written
approval from the Series A Dwiwarna Shareholder, to determine for the Board of Directors:
a. Bonuses/Performance Incentives/Special Incentives for the 2024 Financial Year and/or Long-Term
Incentives for the 2025-2027 Period, in accordance with applicable regulations; and
b. Salaries, including facilities and allowances for the 2025 Financial Year.
Meeting’s Decision The decision is being implemented.
Realization In the implementation process
*) Decisions regarding the approval of remuneration or increases for the Board of Directors and/or Board of Commissioners are made by Series A Dwiwarna shareholders.
This is in accordance with the scope of special rights held by Series A Dwiwarna shareholders as stipulated in BNI’s Articles of Association.
Agenda IV Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company's
Consolidated Financial Statements and the Micro and Small Business Funding Program (PUMK)
Financial Statements for the 2025 Fiscal Year
Number of No Shareholders submitted questions or responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32,146,209,003 shares, or 263,328,039 shares, or 310,021,224 shares, or
98.2476864% of the total shares 0.8048032% of the total shares 0.9475104% of the total shares
with valid voting rights present at with valid voting rights present with valid voting rights present
the meeting at the meeting at the meeting
Meeting 1. Approved the appointment of Public Accountants at the Public Accounting Firm Rintis, Jumadi,
Resolutions Rianto & Rekan (a member firm of the PricewaterhouseCoopers network) who will audit the
[ACGS A.6.1, A.6.4] Company's Consolidated Financial Statements, the Financial Statements of the Micro and Small
Business Funding Program (PUMK), and other Reports for the 2025 Financial Year.
2. Approved the granting of power and authority to the Company's Board of Commissioners to:
a. Appoint a Public Accountant and/or Public Accounting Firm to audit the Company's Consolidated
Financial Statements for other periods in the 2025 Financial Year for the purposes and interests of
the Company; and
b. Determining the audit fee and other requirements for the Public Accountant and/or Public
Accounting Firm, and appointing a Replacement Public Accountant and/or Public Accounting Firm
in the event that the Public Accountant and/or Public Accounting Firm of Rintis, Jumadi, Rianto
& Rekan (a member firm of the PricewaterhouseCoopers network) is unable, for any reason, to
complete the audit services for the Company's Consolidated Financial Statements and/or other
periods in the 2025 Financial Year, as well as the Financial Statements of the Micro and Small
Enterprise Funding Program (PUMK) for the 2025 Financial Year, including determining the audit
fee and other requirements for the Replacement Public Accountant and/or Public Accounting
Firm.
Meeting’s Decision The decision has been implemented
Realization has been implemented
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Agenda V Approval of the Company's Share Buyback Plan (Buyback) and Transfer of Shares Proceeding from the
Buyback which are held as Treasury Stock
Number of There is 1 (one) person who submits questions from the Shareholder or their representative/proxy
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
29,339,025,246 shares, or 310,645,140 shares, or 310,645,140 shares, or
89.6681581% of the total shares 0.9494173% of the total shares 0.9494173% of the total shares
with valid voting rights present at with valid voting rights present with valid voting rights present
the meeting at the meeting at the meeting
Meeting 1. Approved the buyback of the Company's shares that have been issued and listed on the Indonesia
Resolutions Stock Exchange in the maximum amount of IDR 1,500,000,000,000 (one trillion five hundred
[ACGS A.6.1] billion Rupiah) including costs related to the buyback of shares by taking into account permits and
provisions of laws and regulations.
2. Approving the transfer of shares resulting from the buyback which are held as treasury stock for
the implementation of the Employee Share Ownership Program and/or the Board of Directors and
Board of Commissioners who meet the requirements to own shares of the Company and/or for other
transfers in accordance with the approval of the OJK and the provisions of laws and regulations.
3. Granting power and authority to carry out the repurchase (buyback) of the Company's shares,
including the termination of its implementation, to the Company's Board of Directors, while still
paying attention to the provisions of laws and regulations.
4. Approved the granting of power and authority to transfer the shares from the Buyback held as
treasury stock to:
a. The Company's Board of Directors for the Employee Stock Ownership Program and/or other
transfers in accordance with OJK approval;
b. The Company's Board of Directors, subject to the approval of the Series A Dwiwarna Shareholder
for the Board of Directors' Stock Ownership Program and/or the Board of Commissioners; while
still observing the provisions of laws and regulations.
Meeting’s Decision The decision is being implemented
Realization The buyback realization is as follows:
As of December 31, 2025: 0 shares.
As of January 31, 2026: 12,125,600 shares.
Agenda VI Changes to the Company's Articles of Association
Number of There is 1 (one) person who submits questions from the Shareholder or their representative/proxy
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
25,624,602,514 shares, or 6,780,832,793 shares, or 317,122,959 shares, or
78.3066883% of the total shares 20.7240964% of the total shares 0.9692153% of the total shares
with valid voting rights present at with valid voting rights present with valid voting rights present
the meeting at the meeting at the meeting
Meeting 1. Approved the amendment to the Company's Articles of Association in order to comply with
Resolutions Financial Services Authority Regulation Number 17 of 2023 dated September 14, 2023 concerning
[ACGS A.6.1] the Implementation of Governance for Commercial Banks.
2. Agree to re-arrange all provisions in the Company's Articles of Association in connection with
the changes as referred to in point 1 (one) above, the attachment of which is the entire articles of
association as attached to the minutes of the notarial deed.
3. Granting power and authority to the Board of Directors with the right of substitution to carry out
all necessary actions related to the decisions of the Meeting, including but not limited to compiling
and restating all of the Company's Articles of Association in a Notarial Deed, adjusting changes to
the Company's Articles of Association if this is required by the authorized agency and submitting it
to the authorized agency to obtain approval and receipt of notification of changes to the Company's
Articles of Association, as well as carrying out everything deemed necessary and useful for this
purpose with nothing being excluded.
Decision The decision has taken effect and the Company's latest Articles of Association in Deed No. 27 dated
April 22, 2025 has been published on the BNI website.
Realization Already realized.
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Agenda VII Approval of the Company's Recovery Plan and Resolution Plan
Number of There is 1 (one) person who submits questions from the Shareholder or their representative/proxy
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
24,686,076,570 shares, or 7,586,600,205 shares, or 446,881,491 shares, or 1.3657932%
75.4474629% of the total shares 23.1867440% of the total shares of the total shares with valid
with valid voting rights present with valid voting rights present voting rights present at the
at the meeting at the meeting meeting
Meeting 1. a. Honorably dismiss the following individuals as members of the Company’s Management:
Resolutions 1) Retail Banking Director: Corina Leyla Karnalies
[ACGS A.6.1] 2) President/Independent Commissioner: Pradjoto
3) Independent Commissioner: Septian Hario Seto
4) Independent Commissioner: Iman Sugema
5) Independent Commissioner: Asmawi Syam
appointed respectively based on the Resolution of the Annual General Meeting of Shareholders
for the 2019 Financial Year dated February 20, 2020 jo. Resolution of the Extraordinary General
Meeting of Shareholders for the 2022 Financial Year dated August 31, 2022 jo. Resolution of the
Annual General Meeting of Shareholders for the 2022 Financial Year dated March 15, 2023 jo.
Resolution of the Annual General Meeting of Shareholders for the 2023 Financial Year dated
March 4, 2024, and Resolution of the Extraordinary General Meeting of Shareholders for the
2023 Financial Year dated September 19, 2023, with gratitude for the contribution of energy and
thoughts given during their tenure as the Company’s Management.
b. All actions of the members of the Board of Directors and Board of Commissioners as referred
to in point 1 letter a of this Letter, in their position as such from the date of the end of their term
of office until the date of the closing of this GMS are declared valid as long as these actions are
reflected in the annual report and annual calculations with due observance of the applicable
provisions.
2. Confirming the honorable dismissal of the following individuals as members of the Company’s
Board of Directors:
1) Human Capital and Compliance Director: Mucharom
2) Finance Director: Novita Widya Anggraini
appointed respectively based on the Resolution of the 2022 Extraordinary General Meeting of
Shareholders dated August 31, 2022 and the Resolution of the 2020 Extraordinary General Meeting
of Shareholders dated September 2, 2020 jo. Resolution of the 2022 Extraordinary General Meeting
of Shareholders dated August 31, 2022, respectively effective from March 24, 2025, and March
25, 2025, with gratitude for the contribution of energy and thoughts given during their tenure as
members of the Company’s Board of Directors.
3. Honorably dismiss the following individuals as members of the Company’s Management:
1) President Director: Royke Tumilaar
2) Enterprise and Commercial Banking Director: I Made Sukajaya
3) Network and Service Director s: Ronny Venir
4) Risk Management Director: David Pirzada
5) Vice President Commissioner: Pahala Nugraha Mansury
6) Commissioner: Robertus Billitea
7) Independent Commissioner: Sigit Widyawan
8) Independent Commissioner: Erwin Rijanto Slamet
9) Commissioner: Fadlansyah Lubis
10)Commissioner: Mohamad Yusuf Permana
11) Commissioner: Askolani
appointed respectively based on the Decision of the Extraordinary General Meeting of Shareholders
of 2020 dated September 2, 2020, the Decision of the Annual General Meeting of Shareholders
of Fiscal Year 2023 dated March 4, 2024, the Decision of the Extraordinary General Meeting of
Shareholders of 2022 dated August 31, 2022, the Decision of the Extraordinary General Meeting
of Shareholders of 2023 dated September 19, 2023, the Decision of the Annual General Meeting of
Shareholders of Fiscal Year 2022 dated March 15, 2023, the Decision of the Annual General Meeting
of Shareholders of Fiscal Year 2020 dated March 29, 2021, effective as of the closing of this General
Meeting of Shareholders, with gratitude for the contribution of energy and thoughts given during
their tenure as members of the Company’s Management.
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4. Changing the nomenclature of positions of members of the Company’s Board of Directors as follows:
No. Originally Become
1) Wholesale and International Banking Director Treasury & International Banking Director
2) Digital and Integrated Transaction Banking Director Commercial Banking Director
3) Retail Banking Director Consumer Banking Director
4) Finance Director Finance & Strategy Director
5) Enterprise and Commercial Banking Director Corporate Banking Director
6) Institutional Banking Director Institutions Director
7) Technology and Operations Director Information Technology Director
8) Network and Services Director Network & Retail Funding Director
9) - Operations Director
6. To assign the following names as members of the Company’s Board of Directors as follows:
No. Name Originally Become
Putrama Wahju Setyawan Vice President Director President Director
Hussein Paolo Digital and Integrated Transaction Finance & Strategy Director
Kartadjoemena Banking Director
Munadi Herlambang Institutional Banking Director Human Capital & Compliance Director
Agung Prabowo Wholesale and International Corporate Banking Director
Banking Director
Toto Prasetio Technology and Operations Information Technology Director
Director
each of whom was appointed based on the Decision of the Annual General Meeting of Shareholders
for the 2022 Financial Year dated March 15, 2023 in conjunction with the Decision of the Annual
General Meeting of Shareholders for the 2023 Financial Year dated March 4, 2024, the Decision of the
Extraordinary General Meeting of Shareholders for the 2022 Financial Year dated August 31, 2022,
and the Decision of the Annual General Meeting of Shareholders for the 2023 Financial Year dated
March 4, 2024, with the remaining term of office continuing the remaining term of office of each in
accordance with the Decision of the GMS appointing the person concerned.
8. Appoint the names below as the Company’s Management:
Vice President Director : Alexandra Askandar
Risk Management Director : David Pirzada
Consumer Banking Director : Corina Leyla Karnalies
Operations Director : Ronny Venir
Corporate Banking Director : Agung Prabowo
Network & Retail Funding Director : Rian Kaslan
Treasury & International Banking Director : Abu Santosa
Commercial Banking Director : Muhammad Iqbal
Institutions Director : Eko Setyo Nugroho
President Commissioner/Independent
: Omar Sjawaldy Anwar
Commissioner
Vice President Commissioner : Tedi Bharata
Commissioner : Suminto
Commissioner : Donny Hutabarat
Independent Commissioner : Vera Febyanthy
Independent Commissioner : Didik Junaidi Rachbini
10. The term of office of the members of the Board of Directors and Board of Commissioners appointed
as referred to in point 6, is in accordance with the provisions of the Company’s Articles of Association,
taking into account the laws and regulations in the Capital Market sector and without reducing the
right of the GMS to dismiss at any time.
11. With the confirmation of the dismissal, termination, change in the nomenclature of positions, transfer
of duties, and appointment of the Company’s Management as referred to in number 1, number 2,
number 3, number 4, number 5, and number 6, the composition of the Company’s Management is
as follows:
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a. Directors
President Director : Putrama Wahju Setyawan
Vice President Director : Alexandra Askandar
Risk Management Director : David Pirzada
Treasury & International Banking Director : Abu Santosa
Commercial Banking Director : Muhammad Iqbal
Human Capital & Compliance Director : Munadi Herlambang
Consumer Banking Director : Corina Leyla Karnalies
Finance & Strategy Director : Hussein Paolo Kartadjoemena
Operations Director : Ronny Venir
Corporate Banking Director : Agung Prabowo
Institutions Director : Eko Setyo Nugroho
Information Technology Director : Toto Prasetio
Network & Retail Funding Director : Rian Kaslan
b. Board of Commissioners
President Commissioner/Independent
: Omar Sjawaldy Anwar
Commissioner
Vice President Commissioner : Tedi Bharata
Commissioner : Suminto
Commissioner : Donny Hutabarat
Independent Commissioner : Vera Febyanthy
Independent Commissioner : Didik Junaidi Rachbini
12. Requesting the Board of Directors to submit a written application to the Financial Services Authority
for the implementation of a Fit & Proper Test for the members of the Board of Directors and Board of
Commissioners appointed as referred to in point 6 by observing the applicable provisions.
13. Members of the Board of Directors and Board of Commissioners appointed as referred to in point 6
who are still holding other positions which are prohibited by statutory regulations from being held
concurrently with the position of Director and Board of Commissioners of a State-Owned Enterprise,
then the person concerned must resign or be dismissed from that position.
Granting power of attorney with the right of substitution to the Company’s Board of Directors to
state the decisions of this GMS in the form of a Notarial Deed and to appear before a Notary or
authorized official, and to make necessary adjustments or corrections if required by the authorized
party for the purposes of implementing the contents of the meeting’s decisions.
Meeting’s Decision The decision has taken effect
Realization Already realized.
Note:
*) In accordance with the Company’s Articles of Association and POJK 15, Shareholders with voting rights who are present at the Meeting but abstain are deemed to
have cast the same vote as the majority of the Shareholders who cast the vote. Therefore, according to the calculation system of PT Kustodian Sentral Efek Indonesia
(the Indonesian Central Securities Depository) and the Securities Administration Bureau, the number of abstain votes is added to the number of affirmative votes.
Explanation of Each AGMS Agenda that Require Shareholder Approval in the GMS Announcement/
Circular and/or Supporting Statement
All decisions, questions, and responses raised on each agenda item of the 2025 AGMS for the 2024 Financial
Year have been addressed and/or accommodated by BNI and are outlined in Deed No. 36 dated March 26,
2025, drawn up before Ashoya Ratam, S.H., M.Kn., Notary in South Jakarta. A complete explanation and
rationale for each agenda item that require shareholder approval can be accessed through BNI's website at
https://www.bni.co.id/id-id/perseroan/tata-kelola/rups.
Realization of Dividend Payment [ACGS A.1.1]
In connection with Agenda Item II of the Annual GMS for the date March 2025 Fiscal Year regarding the
Approval of the Use of Net Profit for the 2024 FiscalYear, BNI has made a Cash Dividend payment based on
the performance of the 2024 FiscalYear with the following details:
Cash Dividends Distributed (Rp-billion) Rp13,951,339,037,618.90
Dividends per Share (IDR) Rp374.05748
Dividend Distribution Ratio from Net Profit for the Year Attributable to Owners of the
65%
Parent Entity for Fiscal Year 2024 (%)
Announcement Date March 27, 2025
Payment Date April 25, 2025
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IMPLEMENTATION OF THE 2025 EXTRAORDINARY GENERAL MEETING OF SHAREHOLDERS
(EGMS)
In 2025, BNI held one Extraordinary General Meeting of Shareholders (EGMS) for 2025, which was held
on Monday, December 15, 2025, both physically and electronically through the eASY.KSEI system. The
entire EGMS process was conducted in accordance with applicable laws and regulations, including the
dissemination of information regarding the EGMS agenda, notifications, announcements, summons, and
publication of the EGMS resolutions, which were announced on BNI’s official website (www.bni.co.id), the
Indonesia Stock Exchange website (www.idx.co.id), and the KSEI website (www.ksei.co.id). [ACGS (B) A.1.1]
The following is detailed information regarding the holding of BNI’s 2025 EGMS:
Day, Date and Monday, December 15, 2025
Time 3:48 PM – 4:33 PM WIB
Location Central Jakarta
Through the KSEI Electronic General Meeting System (“eASY.KSEI”) facility at https://akses.ksei.co.id,
provided by PT Kustodian Sentral Efek Indonesia (“KSEI”)
Quorum Shareholders and/or their proxies who were present, both in the Meeting room and electronically, all
owned 32,719,558,266 shares including Dwiwarna Series A shares or constituted 87.7263151% of the total
number of shares with valid voting rights that had been issued by the Company.
By taking into account the Company’s Shareholder List as of November 20, 2025 until 16.00 WIB, therefore
the quorum required in Article 41 paragraph (1) letter a and Article 42 letter a and Article 45 of the Financial
Services Authority Regulation Number 15/POJK.04/2020 concerning the Planning and Implementation
of General Meetings of Shareholders of Public Companies (“POJK 15”) in conjunction of the Company’s
Articles of Association has been fulfilled and the Meeting is valid and has the right to make valid and
binding decisions regarding the matters discussed in accordance with the agenda of the Meeting.
Chairman of the The meeting was chaired by Mr. Omar Sjawaldy Anwar as the Main Commissioner/Independent
AGM Commissioner, in accordance with the letter of the Board of Commissioners Number DK/131 dated
December 2, 2025.
Presence of • President Commissioner/Independent Commissioner: Omar Sjawaldy Anwar
members of • Independent Commissioner: Vera Febyanthy
the Board of • Independent Commissioner: Didik Junaedi Rachbini
Commissioners, • Commissioner: Donny Hutabarat
including the
President
Commissioner
[ACGS A.2.7, A.2.8]
Presence of • President Director: Putrama Wahju Setyawan
members of • Deputy President Director: Alexandra Askandar
the Board • Finance & Strategy Director: Hussein Paolo Kartadjoemena
of Directors, • Consumer Banking Director: Corina Leyla Karnalies
including the • Risk Management Director: David Pirzada
President • Operations Director: Ronny Venir
Director [ACGS • Information Technology Director: Toto Prasetio
A.2.7, A.2.8] • Corporate Banking Director: Agung Prabowo
• Commercial Banking Director: Muhammad Iqbal
• Network & Retail Funding Director: Rian Eriana Kaslan
• Treasury & International Banking Director: Abu Santosa Sudradjat
• Institutional Director: Eko Setyo Nugroho
• Human Capital & Compliance Director: Munadi Herlambang
Independent The vote count as the basis for making decisions at the Meeting is carried out by the Securities Administration
Vote Counters Bureau, the results of which are then read out by a Notary.
[ACGS A.2.11]
The presence • Chairman: Didik Junaedi Rachbini - Independent Commissioner
of members • Member: Omar Sjawaldy Anwar - President Commissioner/Independent Commissioner
of the Audit • Member: Vera Febyanthy - Independent Commissioner
Committee, • Member: Suhendi Muharam - Independent Party
including • Member: Human Brilianto - Independent Party
the Chair of
the Audit
Committee
Presence of the The Chairman of the Nomination and Remuneration Committee, Omar Sjawaldy Anwar - President
Chairman of the Commissioner/Independent Commissioner of BNI, was present at the 2025 Extraordinary GMS.
Nomination and
Remuneration
Committee
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2025 Management Company Management Discussion and Business Support
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Number of All shareholders were given the opportunity to submit questions and/or opinions on each item on the
shareholders agenda of the 2025 EGMS. A total of 1 (one) shareholder submitted a question during the 2025 EGMS.
who submitted
questions and/
or opinions
Procedures and Procedures for the 2025 Extraordinary GMS
As a public company, BNI has implemented all stages of the 2025 Extraordinary GMS in accordance with
POJK 15/2020, with details as follows:
Description Date Information
Notification of the October 30, Submitted to the OJK through Company Letter No. CSE/7/7839 dated October 30, 2025
Annual General 2025 regarding Notification of the 2025 Extraordinary GMS and the Temporary Meeting
Meeting of Agenda of BNI.
Shareholders to the
Financial Services
Authority (OJK)
Announcement November 6, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/8067
of the Annual 2025 dated November 6, 2025, concerning the Announcement of the 2025 Extraordinary
General Meeting GMS. The invitation to the Annual GMS is also delivered through:
of Shareholders to • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
Shareholders • The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Recording Date List November 20, Shareholders entitled to attend/be represented and vote at the Meeting are BNI
of Shareholders 2025 Shareholders whose names are registered in the BNI Shareholders Register or
Entitled to Attend the Shareholders in securities accounts at PT Kustodian Sentral Efek Indonesia (KSEI) on
Annual GMS Thursday, November 20, 2025 until 16.00 WIB.
Invitation and November 21, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/8536
Information on the 2025 dated November 21, 2025. The notice for the Annual General Meeting of Shareholders
Agenda of the Annual (AGMS) is also delivered through:
General Meeting of • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
Shareholders [ACGS • The Indonesia Stock Exchange website: www.idx.co.id;
A.2.13, (B) A.1] • The BNI website: www.bni.co.id.
Amendment to the December 15, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/9236
2025 Extraordinary 2025 dated December 15, 2025. Corrections to the Notice were also submitted through:
General Meeting of • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
Shareholders (EGMS) • The Indonesia Stock Exchange website: www.idx.co.id;
Notice • The BNI website: www.bni.co.id.
Proposed Agenda for November In accordance with Article 16 paragraph (2) of the POJK, Shareholders, either
the Annual GMS by 13, 2025 & individually or collectively representing 1/20 (one twentieth) or more of the total
Shareholders November 21, number of Company shares, have the right to submit proposals regarding the Meeting
2025 Agenda, including adding Meeting Agendas, provided that the relevant parties must
submit such proposals in writing to the Company's Board of Directors as the organizer
of the GMS no later than 7 (seven) days prior to the date of the Meeting Notice,
namely Friday, November 14, 2025, at 4:00 PM WIB.
That a Series A Dwiwarna Shareholder proposed a Meeting Agenda through Letter
from the Head of BP BUMN Number SR-54/BPU/11/2025 dated November 13, 2025,
concerning the Approval of the 2025 Extraordinary General Meeting of Shareholders
(GMS) of PT Bank Negara Indonesia (Persero) Tbk and Letter from the Head of BP
BUMN No. SR-77/BPU/11/2025 dated November 21, 2025 concerning Approval of
Additional Agenda for the 2025 Extraordinary GMS of PT Bank Negara Indonesia
(Persero) Tbk.
Implementation of December 15, The meeting was held with physical and electronic attendance based on OJK
the Annual GMS 2025 Regulation Number 14 of 2025 concerning the Implementation of General Meetings
of Shareholders, General Meetings of Bondholders, and General Meetings of Sukuk
Holders Electronically with PT Kustodian Sentral Efek Indonesia as the e-RUPS
provider through the eASY.KSEI Facility.
Minutes of the December 15, The results of the 2025 Extraordinary GMS decisions have been notarized through the
Annual General 2025 Deed of Minutes of the Annual General Meeting of Shareholders of PT Bank Negara
Meeting of Indonesia (Persero) Tbk No. 02 dated December 15, 2025.
Shareholders
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Description Date Information
Publication of December 16, Submitted to the Financial Services Authority (OJK) through Letter No. CSE/7/9256
Summary of Minutes 2025 dated December 16, 2025.
of the Annual
General Meeting of Publication of the Summary of Minutes of the Annual General Meeting of Shareholders
Shareholders (AGMS) is also provided through:
[ACGS A.2.12] • The Indonesian Central Securities Depository ("KSEI") website: www.ksei.co.id;
• The Indonesia Stock Exchange website: www.idx.co.id;
• The BNI website: www.bni.co.id.
Reporting of Minutes January 14, BNI has submitted the Deed of Minutes of the Extraordinary GMS 2025 No. 02 dated
of the Annual GMS to 2026 December 15, 2025, made before Titik Krisna Murti Wikaningsih Hastuti, S.H., M.Kn.
Regulators Notary in Jakarta through Company Letter No. CSE/7/0369 dated January 14, 2026.
DECISION-MAKING MECHANISM OF THE 2025 EGMS, DECEMBER 15, 2025 [ACGS D.3.4]
Referring to the quorum requirements as stipulated in POJK 15/2020 and the Bank’s Articles of Association,
all decisions of the Meeting are in principle made based on deliberation to reach consensus. If consensus is
not reached, decisions are made through a voting mechanism. The voting procedures in the decision-making
process of the 2025 EGMS are as follows:
1. For the First Meeting Agenda: The Meeting is attended by Series A Dwiwarna shareholders and other
shareholders, and/or their authorized proxies who together represent at least 2/3 (two-thirds) of the total
shares with valid voting rights. A decision is valid if approved by the Series A Dwiwarna shareholders and
other shareholders and/or their authorized proxies who together represent more than 2/3 (two-thirds) of
the total shares with valid voting rights present at the Meeting.
Specifically regarding the changes to the Company’s Articles of Association which include changes to the
privileges of the Dwiwarna Series A, in accordance with the provisions of Article 45 of the POJK GMS,
the Meeting can be held if attended by 3/4 (three-quarters) of the total shares in the share classification
affected by the change in rights, namely in this case the Dwiwarna Series A Shareholders. Furthermore,
the decision is valid if approved by more than 3/4 (three-quarters) of the total shares in the share
classification affected by the change in rights who are present at the Meeting, which in this Meeting are
the Dwiwarna Series A Shareholders.
2. For the Second and Third Meeting Agenda Items: The Meeting was attended by Shareholders or their
authorized proxies who collectively represent more than 1/2 (one half) of the total number of shares with
valid voting rights, and decisions are valid if approved by the Shareholders or their authorized proxies
who collectively represent more than 1/2 (one half) of the total number of shares with valid voting rights
present at the Meeting.
3. For the Fourth Meeting Agenda Item: The Meeting was attended by Series A Dwiwarna shareholders
and other shareholders, and/or their authorized proxies who collectively represent more than 1/2 (one
half) of the total number of shares with valid voting rights, and decisions are valid if approved by the
Series A Dwiwarna shareholders and other shareholders and/or their authorized proxies who collectively
represent more than 1/2 (one half) of the total number of shares with valid voting rights present at the
Meeting.
Minutes of Resolutions of the 2025 Extraordinary General Meeting of Shareholders (EGMS) dated
December 15, 2025
All resolutions, questions, and responses raised at each agenda item of the 2025 Extraordinary General
Meeting of Shareholders (EGMS) have been duly addressed and/or accommodated by BNI and were
recorded in Deed No. 02 dated March 15, 2025, drawn up before Titik Krisna Murti Wikaningsih Hastuti,
S.H., M.Kn., Notary in the Administrative City of South Jakarta. Explanations and rationales for each agenda
item requiring shareholder approval are fully accessible on BNI’s website at https://www.bni.co.id/id-id/
perseroan/tata-kelola/rups. The details of the 2025 EGMS resolutions are as follows:
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2025 Management Company Management Discussion and Business Support
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Agenda I Amendments to the Company’s Articles of Association.
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries [ACGS
A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
30,687,287,607 shares, or 1,396,737,198 shares, or 401,976,114 shares, or
94.4631125% of the total shares 4.2995049% of the total shares 1.2373826% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting at the meeting at the meeting
Meeting 1. Approved the amendments to the Company’s Articles of Association in order to comply with laws and
Resolutions regulations and policies, including:
[ACGS A.6.1] a. Law Number 19 of 2003 concerning State-Owned Enterprises, as last amended by Law Number
16 of 2025 concerning the Fourth Amendment to Law Number 19 of 2003 concerning State-Owned
Enterprises, including amendments to Article 5 of the Company’s Articles of Association concerning
changes to the privileges of Series A Dwiwarna shares owned by the Republic of Indonesia,
which have been approved by more than ¾ (three-quarters) of the affected share classifications
with voting rights present at the Meeting, namely, in this case, 100% of the Series A Dwiwarna
Shareholders, in accordance with Article 45 of the POJK GMS; and
b. Financial Services Authority Regulation Number 30 of 2024 concerning Financial Conglomerates
and Financial Conglomerate Holding Companies.
2. Approved to re-arrange all provisions in the Company’s Articles of Association in a complete
codification in connection with the changes referred to in point 1 (one) of the Decision above.
3. Granted power and authority to the Company’s Board of Directors with the right of substitution to
take all necessary actions related to the decisions of the agenda of this Meeting, including Drafting
and restating the entire Company’s Articles of Association in a Notarial Deed and granting power with
the right of substitution to submit to the authorized agency to obtain a receipt for notification and
approval of changes to the Company’s Articles of Association, to do everything deemed necessary and
useful for such purposes with nothing being excluded, including to make additions and/or changes to
the amendments to the Articles of Association, if such is required by the authorized agency.
Follow-up on the The resolutions have become effective, and the latest Articles of Association of the Company are
Meeting’s Decision stipulated in Deed No. 06 dated February 10, 2026, and have been published on BNI’s website.
Realization Has been realized.
Agenda II Delegation of Authority for Approval of the 2026 Company Work Plan and Budget.
Number of There is 1 (one) response from the Attorney of PT Danantara Asset Management (Persero) as the Largest
Shareholders’ Series B and Series C Shareholder.
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
31,424,395,848 shares, or 659,623,257 shares, or 401,981,814 shares, or
96.7321152% of the total shares 2.0304846% of the total shares 1.2374001% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting at the meeting. at the meeting.
Meeting Approving the granting of authority and power to the Company’s Board of Commissioners by first
Resolutions obtaining written approval from the majority of Series B and Series C Shareholders, to approve the
[ACGS A.6.1] Company’s 2026 Work Plan and Budget (RKAP) including its amendments.
Follow-up on the The decision is being implemented.
Meeting’s Decision
[ACGS A.1.1]
Realization In the implementation process.
Agenda III Approval of the Results of the Update of the Recovery Action Plan Document of PT Bank Negara Indonesia
[ACGS A.2.1] (Persero) Tbk for 2025/2026.
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
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Practices Governance Responsibility Commitment Statements
Number of Agree Disagree Abstain
Shareholders’
32,077,285,873 shares, or 7,943,346 shares, or 0.0244516% 400,771,700 shares, or
Inquiries
98.7418733% of the total shares of the total shares with valid 1.2336751% of the total shares
[ACGS A.2.6, D.3.12]
with valid voting rights present voting rights present at the with valid voting rights present
at the meeting meeting. at the meeting.
Keputusan Rapat*) Approving the Results of the Update of the Recovery Action Plan Document of PT Bank Negara Indonesia
[ACGS A.2.1, A.6.1, (Persero) Tbk for 2025/2026.
D.3.12]
Follow-up on the The decision is being implemented.
Meeting’s Decision
Realization In the implementation process.
Agenda IV Confirmation of Dismissal of Members of the Board of Commissioners including Appointment of
Replacements.
Number of No Shareholders submitted questions or comments.
Shareholders’
Inquiries [ACGS
A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
31,987,669,939 shares, or 97,597,580 shares, or 0.3004297% 400,733,400 shares, or
98.4660132% of the total shares of the total shares with valid 1.2335572% of the total shares
with valid voting rights present voting rights present at the with valid voting rights present
at the meeting meeting at the meeting
Meeting 1. To confirm the honorable dismissal of Mr. Suminto as Commissioner of PT Bank Negara Indonesia
Resolutions (Persero) Tbk effective October 8, 2025, with gratitude for his contributions of energy and thought
[ACGS A.6.1, A.6.4] during his tenure as Commissioner of the Company.
2. To appoint Mr. Febrio Nathan Kacaribu as Commissioner of PT Bank Negara Indonesia (Persero) Tbk.
3. The term of office of the members of the Board of Commissioners appointed as referred to in point
2 shall be in accordance with the provisions of the Company’s Articles of Association, with due
observance of laws and regulations in the Capital Market sector and without prejudice to the right of
the GMS to dismiss them at any time.
4. With the confirmation of the dismissal and appointment of the Company’s Management as referred to
in points 1 and 2, the composition of the Company’s Management is as follows:
Board of Directors
1) President Director: Putrama Wahju Setyawan
2) Deputy President Director: Alexandra Askandar
3) Risk Management Director: David Pirzada
4) Treasury & International Banking Director: Abu Santosa Sudradjat
5) Commercial Banking Director: Muhammad Iqbal
6) Human Capital & Compliance Director: Munadi Herlambang
7) Consumer Banking Director: Corina Leyla Karnalies
8) Finance & Strategy Director: Hussein Paolo Kartadjoemena
9) Operations Director: Ronny Venir
10) Corporate Banking Director: Agung Prabowo
11) Institutional Director: Eko Setyo Nugroho
12) Information Technology Director: Toto Prasetio
13) Network & Retail Funding Director: Rian Eriana Kaslan
Board of Commissioners
1) President Commissioner/Independent Commissioner: Omar Sjawaldy Anwar
2) Vice President Commissioner: Tedi Bharata
3) Commissioner: Febrio Nathan Kacaribu
4) Commissioner: Donny Hutabarat
5) Independent Commissioner: Vera Febyanthy
6) Independent Commissioner: Didik Junaedi Rachbini
5. Request the Board of Directors to submit a written request to the Financial Services Authority for a Fit
and Proper Test for members of the Board of Commissioners appointed as referred to in point 2, in
accordance with applicable provisions.
6. Members of the Board of Commissioners appointed as referred to in point 2 who are still holding
other positions prohibited by law from concurrently holding positions on the Board of Commissioners
of a State-Owned Enterprise must resign or be dismissed from those positions.
7. Grant power of attorney with the right of substitution to the Company’s Board of Directors to declare
the decisions of this GMS in the form of a Notarial Deed and to appear before a Notary or authorized
official, and to make any necessary adjustments or corrections if required by the authorized party for
the purposes of implementing the meeting’s decisions.
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Follow-up on the The decision is being implemented. The appointed Board of Commissioners is currently undergoing the
Meeting’s Decision OJK Fit & Proper Test.
Realization In the implementation process.
Note:
*) In accordance with the Company’s Articles of Association and POJK 15, Shareholders with voting rights who are present at the Meeting but abstain are deemed
to have cast the same vote as the majority of the Shareholders who cast the vote. Therefore, according to the calculations of the Indonesian Central Securities
Depository (PT Kustodian Sentral Efek Indonesia) and the Securities Administration Bureau, the number of abstain votes is added to the number of affirmative votes.
INFORMATION REGARDING THE 2024 ANNUAL GMS RESOLUTION FOR THE 2023 FISCAL
YEAR
Throughout the 2024 Fiscal Year, BNI held one Annual GMS for the 2023 Fiscal Year, which was held on March
4, 2024. All decisions adopted at the GMS were fully implemented throughout 2024. Information regarding
the 2024 Annual GMS resolutions for the 2023 Fiscal Year and the follow-up to their implementation is as
follows:
Minutes of Resolutions of the 2024 AGM, March 4, 2024
All resolutions, questions, and responses raised at each agenda item of the Annual General Meeting of
Shareholders for Financial Year 2023 have been duly addressed and/or accommodated by BNI and were
recorded in Deed No. 03 dated March 4, 2024, drawn up before Ashoya Ratam, S.H., M.Kn., Notary in the
Administrative City of South Jakarta. Explanations and rationales for each agenda item requiring shareholder
approval are fully accessible on BNI’s website at https://www.bni.co.id/id-id/perseroan/tata-kelola/rups. The
details of the AGMS resolutions for Financial Year 2023 are as follows:
Agenda I Approval of the Annual Report and Ratification of the Company’s Consolidated Financial Statements,
Approval of the Board of Commissioners’ Supervisory Task Report, and Ratification of the Financial
Statements of the Micro and Small Enterprises Funding Program (PUMK) for the 2023 Financial Year, as
well as granting full release and discharge (volledig acquit et de charge) to the Board of Directors for their
management actions in the Company and the Board of Commissioners for their supervisory actions in
the Company that have been carried out during the 2023 Financial Year.
Number of There is 1 (one) person who submits a response from the Shareholder or their representative/proxy
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32,439,520,837 shares, or 44,705,846 shares, or 0.1376232% 199,977,614 shares, or
99.8623768% of the total shares of the total shares with valid 0.6156145% of the total shares
with valid voting rights present voting rights present at the with valid voting rights present
at the meeting meeting at the meeting
Meeting 1. Approved the Company’s Annual Report including the Supervisory Report of the Company’s Board of
Resolutions Commissioners for the 2023 Financial Year ending on December 31, 2023.
[ACGS A.6.1] 2. Ratified:
a. Consolidated Financial Statements of the Company for the Fiscal Year 2023 ending on December
31, 2023, audited by the Public Accounting Firm Tanudiredja, Wibisana, Rintis & Partners (a member
firm of the PricewaterhouseCoopers Global network) in accordance with Report No. 00019/2.1025/
AU.1/07/0222-2/1/I/2024 dated January 25, 2024, with an unqualified opinion in all material respects;
and
b. Financial Report of the Micro and Small Business Funding Program (PUMK) for the 2023 fiscal
year ending on December 31, 2023, audited by the Public Accounting Firm Tanudiredja, Wibisana,
Rintis & Partners (a member firm of the PricewaterhouseCoopers Global network) in accordance
with Report No. 00043/2.1025/AU.2/07/0222-3/1/II/2024 dated February 12, 2024, with an unqualified
opinion in all material respects.
3. With the approval of the Company’s Annual Report, including the Board of Commissioners’
Supervisory Task Report, and the ratification of the Company’s Consolidated Financial Statements,
as well as the Financial Statements of the Micro and Small Enterprises Funding Program (PUMK), all
for the 2023 Financial Year ending on December 31, 2023, the GMS grants full release and discharge
(volledig acquit et de charge) to all members of the Board of Directors for their management actions
in the Company and members of the Board of Commissioners for their supervisory actions in the
Company that have been carried out during the 2023 Financial Year ending on December 31, 2023,
as long as these actions do not constitute a criminal offense and are reflected in the aforementioned
reports.
Follow-up on The decision takes effect immediately
the Meeting’s
Decision
Realization Already realized.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Agenda II Approval of the Use of the Company’s Net Profit for the 2023 Financial Year
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32,484,223,083 shares, or 3,600 shares, or 0.0000111% of 173,176,232 shares, or
99.9999889% of the total shares the total shares with valid voting 0.5331087% of the total shares
with valid voting rights present rights present at the meeting with valid voting rights present
at the meeting at the meeting
Meeting Approved and determined the use of the Company’s consolidated Net Profit attributable to the owners
Resolutions of the parent entity for the 2023 Financial Year amounting to IDR 20,909,476,149,342,- (twenty trillion nine
[ACGS A.6.1] hundred nine billion four hundred seventy six million one hundred forty nine thousand three hundred
and forty two Rupiah) as follows:
1. 50% (fifty percent) or an amount of Rp10,454,738,074,671,- (ten trillion four hundred fifty four billion
seven hundred thirty eight million seventy four thousand six hundred seventy one Rupiah) or an
amount of Rp280,49516984960 (two hundred eighty point four nine five one six nine eight four nine six
zero Rupiah) per share is determined as Cash Dividend. The payment is carried out with the following
provisions:
a. The dividend portion of the Republic of Indonesia amounting to Rp6,277,029,672,896.46 (six trillion
two hundred seventy-seven billion twenty-nine million six hundred seventy-two thousand eight
hundred ninety-six point four six Rupiah) was deposited into the State General Treasury account.
b. Dividends for the 2023 Financial Year will be paid proportionally to each Shareholder whose name
is recorded in the Shareholder Register on the recording date.
c. The Board of Directors is granted the power and authority, with the right of substitution, to:
I. Determine the schedule and distribution procedures related to the payment of dividends for the
2023 financial year in accordance with applicable regulations.
II. Withhold dividend tax in accordance with applicable tax regulations.
III. Perform other technical matters in accordance with applicable regulations.
2. As much as 50% (fifty percent) or an amount of Rp. 10,454,738,074,671,- (ten trillion four hundred fifty
four billion seven hundred thirty eight million seventy four thousand six hundred seventy one Rupiah)
is used as Retained Earnings Balance.
Follow-up on BNI has distributed Cash Dividends to Shareholders on April 2, 2024.
the Meeting’s
Decision
[ACGS A.1.1]
Realization Already realized.
Agenda III Determination of Remuneration (Salary/Honorarium, Facilities, and Allowances) for 2024 and Tantiem for
[ACGS A.2.1] the 2023 Financial Year for the Company’s Board of Directors and Board of Commissioners.
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Hasil Pengambilan Agree Disagree Abstain
Keputusan
30,916,510,975 shares, or 1,567,715,708 shares, or 173,963,032 shares, or
[ACGS A.2.6, D.3.12]
95.1739171% of the total shares 4.8260829% of the total shares 0.5355308% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting at the meeting at the meeting
Meeting 1. Approved the granting of authority and power to the Series A Dwiwarna Shareholder to determine for
Resolutions*) the members of the Board of Commissioners:
[ACGS A.2.1, A.6.1, a. Bonuses/Performance Incentives/Special Incentives for the 2023 Financial Year and/or Long-Term
D.3.12] Incentives for the 2024-2026 Financial Year Period, in accordance with applicable regulations; and
b. Honorarium, Allowances, and Facilities for the 2024 Financial Year.
2. Approved the granting of authority and power to the Board of Commissioners, with prior written
approval from the Series A Dwiwarna Shareholder, to determine for the members of the Board of
Directors:
a. Bonuses/Performance Incentives/Special Incentives for the 2023 Financial Year and/or Long-Term
Incentives for the 2024-2026 Financial Year, in accordance with applicable regulations; and
b. Salaries, Allowances, and Facilities for the 2024 Financial Year.
Follow-up on The decision has been implemented.
the Meeting’s
Decision
Realization It’s in the implementation stage.
*) Decisions regarding the approval of remuneration or increases for the Board of Directors and/or Board of Commissioners are made by Series A Dwiwarna
shareholders. This is in accordance with the scope of special rights held by Series A Dwiwarna shareholders as stipulated in BNI’s Articles of Association.
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Agenda IV Appointment of Public Accountant and/or Public Accounting Firm to Audit the Company’s Consolidated
Financial Statements and the Financial Statements of the Micro and Small Business Funding Program
(PUMK) for the 2024 Financial Year
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
32,477,309,737 shares, or 6,916,946 shares, or 0.0212932% 173,176,032 shares, or
99.9787068% of the total shares of the total shares with valid 0.5331081% of the total shares
with valid voting rights present voting rights present at the with valid voting rights present
at the meeting meeting at the meeting
Keputusan Rapat 1. Approved the appointment of Tanudiredja, Wibisana, Rintis & Rekan (a member firm of the
[ACGS A.6.1, A.6.4] PricewaterhouseCoopers Global network) as the Public Accounting Firm that will audit the Company’s
Consolidated Financial Statements, the Financial Statements of the Micro and Small Business Funding
Program, and other Reports for the 2023 Financial Year.
2. Approved the granting of authority and power to the Company’s Board of Commissioners to:
a. Appoint a Public Accountant and/or Public Accounting Firm to audit the Company’s Consolidated
Financial Statements for other periods in the 2024 Financial Year for the purposes and interests of
the Company; and
b. Determining the audit fee and other requirements for the Public Accountant and/or Public
Accounting Firm, and appointing a Replacement Public Accountant and/or Public Accounting Firm
in the event that the Public Accounting Firm of Tanudiredja, Wibisana, Rintis & Rekan (a member
firm of the PricewaterhouseCoopers Global network) is, for whatever reason, unable to complete
the audit services for the Company’s Consolidated Financial Statements for the 2024 Financial Year
and/or other periods in the 2024 Financial Year, as well as the Financial Statements of the Micro and
Small Enterprise Funding Program for the 2024 Financial Year, including determining the audit fee
and other requirements for the Replacement Public Accountant and/or Public Accounting Firm.
Follow-up on The decision has been implemented.
the Meeting’s
Decision
Realization Already realized.
Agenda V Amendments to the Company’s Articles of Association.
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
25,446,295,643 shares, or 7,037,931,040 shares, or 188,399,071 shares, or
78.3343125% of the total shares 21.6656875% of the total shares 0.5799709% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting at the meeting at the meeting
Meeting 1. Approving the changes to the Company’s Articles of Association, among others, in order to adjust to the
Resolutions laws and regulations (a) Law Number 4 of 2023 dated January 12, 2023 concerning the Development
[ACGS A.6.1] and Strengthening of the Financial Sector; (b) OJK Regulation Number 17 of 2023 dated September
14, 2023 concerning the Implementation of Governance for Commercial Banks; (c) Regulation of the
Minister of State-Owned Enterprises Number PER-2/MBU/03/2023 dated March 24, 2023 concerning
Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises; (d)
Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023 dated March 24,
2023 concerning Organs and Human Resources of State-Owned Enterprises; and (e) other related
regulations.
2. Agree to re-arrange all provisions in the Company’s Articles of Association in connection with the
changes as referred to in point 1 (one) above.
3. Granting authority and power to the Board of Directors with the right of substitution to carry out all
necessary actions related to the decisions of the Meeting, including but not limited to compiling and
restating all of the Company’s Articles of Association in a Notarial Deed, adjusting changes to the
Company’s Articles of Association if this is required by the authorized agency and submitting it to the
authorized agency to obtain approval and receipt of notification of changes to the Company’s Articles
of Association, as well as carrying out everything deemed necessary and useful for this purpose with
nothing being excluded.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Follow-up on The decision has come into effect and the latest Articles of Association of the Company in Deed No. 5
the Meeting’s dated March 4, 2024 has been published on the BNI website.
Decision
Realization Already realized.
Agenda VI Approval of the Company’s Recovery Plan and Resolution Plan
[ACGS A.2.3]
Number of No Shareholders submitted questions and responses
Shareholders’
Inquiries
[ACGS A.2.5]
Voting Result Agree Disagree Abstain
[ACGS A.2.6]
25,016,488,811 shares, or 7,467,737,872 shares, or 422,479,549 shares, or
77.0111878% of the total shares 22.9888122% of the total shares 1.3005683% of the total shares
with valid voting rights present with valid voting rights present with valid voting rights present
at the meeting at the meeting at the meeting
Meeting 1. To honorably dismiss the following individuals as members of the Company’s Management:
Resolutions*) a. Mr. ADI SULISTYOWATI as Deputy President Director;
[ACGS A.2.3, A.6.1] b. Mr. SIS APIK WIJAYANTO as Enterprise & Commercial Banking Director;
c. Mr. MUHAMMAD Iqbal as Institutional Banking Director;
d. Mr. SILVANO WINSTON RUMANTIR as Wholesale & International Banking Director;
e. Mr. SUSYANTO as Commissioner;
f. Mr. ASKOLANI as Commissioner
each of whom was appointed based on the Resolution of the Annual General Meeting of Shareholders
for the 2019 Financial Year dated February 20, 2020 in conjunction with the Extraordinary General
Meeting of Shareholders for the 2020 Financial Year dated September 2, 2020, Resolution of the
Annual General Meeting of Shareholders for the 2019 Financial Year dated February 20, 2020 in
conjunction with the Extraordinary General Meeting of Shareholders for the 2022 Financial Year
dated August 31, 2022 in conjunction with the Annual General Meeting of Shareholders for the
2022 Financial Year dated March 15, 2023, Resolution of the Extraordinary General Meeting of
Shareholders for the 2020 Financial Year dated September 2 ... 2023, the Resolution of the Annual
General Meeting of Shareholders for the 2019 Financial Year dated February 20, 2020, and the
Resolution of the Extraordinary General Meeting of Shareholders for 2019 dated August 30, 2019
with gratitude for the contribution of energy and thoughts given during his tenure as a member of
the Company’s Management.
2. To reassign the following names as members of the Company’s Board of Directors as follows:
a. PUTRAMA W. SETYAWAN, previously Retail Banking Director, to Deputy President Director;
b. CORINA LEYLA KARNALIES, Digital & Integrated Transaction Banking Director, to Retail Banking
Director;
each of whom was appointed based on the Resolution of the 2022 Extraordinary General
Meeting of Shareholders dated August 31, 2022, in conjunction with the Annual General Meeting
of Shareholders for the 2022 Financial Year, dated March 15, 2023, and the Resolution of the
Annual General Meeting of Shareholders for the 2019 Financial Year, dated February 20, 2020, in
conjunction with the 2022 Extraordinary General Meeting of Shareholders dated August 31, 2022,
in conjunction with the Annual General Meeting of Shareholders for the 2022 Financial Year, dated
March 15, 2023, with their terms of office continuing the remainder of their respective terms of
office, in accordance with the Resolution of the respective appointing GMS.
3. To appoint the following names as members of the Company’s Management:
a. Mr. HUSSEIN PAOLO KARTADJOEMENA as Digital and Integrated Transaction Banking Director;
b. Mr. I MADE SUKAJAYA as Enterprise and Commercial Banking Director;
c. Mr. MUNADI HERLAMBANG as Institutional Director;
d. Mr. AGUNG PRABOWO as Wholesale and International Banking Director;
e. Mr. ASKOLANI as Commissioner;
f. Mr. MOHAMAD YUSUF PERMANA as Commissioner.
4. The term of office of the members of the Board of Directors and Board of Commissioners appointed as
referred to in number 3, is in accordance with the provisions of the Company’s Articles of Association,
taking into account the laws and regulations in the Capital Market sector and without reducing the
right of the GMS to dismiss at any time.
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5. With the dismissal, change in position nomenclature, transfer of duties, and appointment of members
of the Company’s Board of Directors and Board of Commissioners as referred to in points 1, 2, and 3,
the composition of the Company’s Board of Directors and Board of Commissioners is as follows:
a. Board of Directors
President Director: Royke Tumilaar
Deputy President Director: Putrama W. Setyawan
Digital and Integrated Transaction Banking Director: Hussein Paolo Kartadjoemena
Enterprise and Commercial Banking Director: I Made Sukajaya
Finance Director: Novita Widya Anggraini
Risk Management Director: David Pirzada
Institutional Director: Munadi Herlambang
Network & Services Director: Ronny Venir
Retail Banking Director: Corina Leyla Karnalies
Technology and Operations Director: Toto Prasetio
Human Capital & Compliance Director: Mucharom
Wholesale and International Banking Director: Agung Prabowo
b. Board of Commissioners
President Commissioner/Independent Commissioner: Pradjoto
Vice President Commissioner: Pahala Nugraha Mansury
Commissioner: Askolani
Commissioner: Fadlansyah Lubis
Commissioner: Robertus Billitea
Commissioner: Mohamad Yusuf Permana
Independent Commissioner: Erwin Rijanto
Independent Commissioner: Sigit Widyawan
Independent Commissioner: Septian Hario Seto
Independent Commissioner: Iman Sugema
Independent Commissioner: Asmawi Syam
6. Members of the Board of Directors and Board of Commissioners appointed as referred to in number
3 points 1), 2), 3), 4), and 6) as well as members of the Board of Directors who are transferred as
referred to in number 2 point 1) may only carry out their duties after obtaining approval from the
Financial Services Authority (OJK) for the Fit and Proper Test and complying with applicable laws and
regulations. In the event that the members of the Board of Directors and Board of Commissioners
are later declared not approved as members of the Board of Directors and Board of Commissioners
in the Fit and Proper Test by the OJK, then the members of the Board of Directors and Board of
Commissioners are honorably dismissed from the date of the stipulation of the Decision on the results
of the Fit and Proper Test by the OJK.
7. Requesting the Board of Directors to submit a written application to the Financial Services Authority
for the implementation of a Fit & Proper Test for members of the Board of Directors and Board of
Commissioners appointed as referred to in number 3 points 1), 2), 3), 4), and 6) as well as members
of the Board of Directors who are transferred as referred to in number 2 point 1).
8. Members of the Board of Directors and Board of Commissioners appointed as referred to in point 3
who are still holding other positions which are prohibited by statutory regulations from being held
concurrently with the position of member of the Board of Directors and Board of Commissioners of a
State-Owned Enterprise, then the person concerned must resign or be dismissed from that position.
9. Granting power of attorney with the right of substitution to the Company’s Board of Directors to state
the decisions of this GMS in the form of a Notarial Deed and to appear before a Notary or authorized
official and make necessary adjustments or corrections if required by the authorized party for the
purposes of implementing the contents of the meeting’s decisions.
Follow-up on The decision has taken effect.
the Meeting’s
Decision
Realization Already realized.
*) Decisions regarding approval of changes to the Bank’s management are made by Series A Dwiwarna shareholders. This is in accordance with the scope of special
rights held by Series A Dwiwarna shareholders as stipulated in BNI’s Articles of Association.
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Board of Commissioners
The Board of Commissioners is the highest the Organs and Human Resources of State-
governance organ at BNI and plays a vital role in Owned Enterprises;
exercising general and/or specific oversight functions 8. The Bank’s Articles of Association.
in accordance with the Articles of Association. In
carrying out its roles and functions, the Board of BOARD OF COMMISSIONERS CHARTER
Commissioners is responsible for ensuring that [ACGS D.1.1]
the Bank conducts its business activities in line
with the Bank’s purposes and objectives, providing BNI has clearly stipulated all duties, responsibilities,
strategic advice to the Board of Directors to promote and working relationships among the Board of
sound management practices, ensuring the Commissioners, the Board of Directors, and other
implementation of the principles of Good Corporate governance organs in the Board of Commissioners
Governance (GCG) at all levels of the organisation, Charter, which has been updated and approved
and ensuring compliance with the Articles of through BNI Board of Commissioners Decree No.
Association, resolutions of the General Meeting of KEP/017/DK/2025 dated September 19, 2025. This
Shareholders (GMS), as well as applicable laws and Charter serves as a comprehensive guideline for
regulations. the Board of Commissioners in carrying out its
obligations, including overseeing management
LEGAL BASIS policies and the conduct of the Company’s
management by the Board of Directors. All such
The basis for the establishment and appointment of oversight activities are carried out to uphold the
the BNI Board of Commissioners refers to a number implementation of the principles of Good Corporate
of laws, regulations, Articles of Association, and Governance (GCG).
related regulations, including:
1. Law No. 40 of 2007 concerning Limited Liability The contents of the Bank's Board of Commissioners
Companies, as amended by Law No. 6 of 2023 Charter regulate various matters, including:
concerning the Stipulation of Government 1. Legal Basis;
Regulation in Lieu of Law No. 2 of 2022 on Job 2. Structure;
Creation into Law; 3. Requirements for Board of Commissioners
2. Law of the Republic of Indonesia No. 19 of Members;
2003, concerning State-Owned Enterprises, as 4. Independent Commissioners;
amended by Law No. 6 of 2023 concerning the 5. Duties, Authorities, Obligations, and
Stipulation of Government Regulation in Lieu of Responsibilities of the Board of Commissioners;
Law No. 2 of 2022 on Job Creation into Law; 6. Appointment and Dismissal of Board of
3. Financial Services Authority Regulation No. 33/ Commissioners Members;
POJK.04/2014, concerning the Board of Directors 7. Term of Office and Vacant Positions within the
and Board of Commissioners of Issuers or Public Board of Commissioners;
Companies; 8. Meetings of the Board of Commissioners and
4. Financial Services Authority Regulation No. Joint Meetings with the Board of Directors;
17 of 2023, concerning the Implementation of 9. Division of Work and Working Hours of the Board
Governance for Commercial Banks; of Commissioners;
5. Financial Services Authority Circular Letter No. 14/ 10. Committees under the Board of Commissioners;
SEOJK.03/2025, concerning the Implementation 11. Secretariat of the Board of Commissioners
of Commercial Bank Governance; and the Corporate Secretary to the Board of
6. Regulation of the Minister of State-Owned Commissioners;
Enterprises No. PER-2/MBU/03/2023, concerning 12. Corporate Values;
Guidelines for Governance and Significant 13. Work Ethics and Prohibitions for the Board of
Corporate Activities of State-Owned Enterprises; Commissioners;
7. Regulation of the Minister of State-Owned 14. Transparency; and
Enterprises No. PER-3/MBU/03/2023, concerning 15. Induction Program.
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The Board of Commissioners Charter is periodically who will be proposed for appointment at the
reviewed and updated in accordance with the GMS must be available and announced at the
prevailing laws and regulations in Indonesia. The time of the GMS before the decision is made
most recent update was made on September 19, regarding the appointment as members of
2025, and the document is accessible through BNI the Board of Commissioners.
official website. 3. Every proposal for the replacement and/ or
appointment of members of the Board of
CRITERIA OR QUALIFICATIONS OF THE Commissioners to the GMS must take into
BOARD OF COMMISSIONERS [ACGS D.3.9, D.3.11] account the recommendations of the committee
that carries out the nomination function.
All candidates and members of the BNI Board of 4. Members of the committee that carries out the
Commissioners who are in office are confirmed to nomination function who have a conflict of
have met the criteria set out in the BNI GCG Policy interest with the recommended proposal must
as follows: disclose this in the recommended proposal.
1. Members of the Board of Commissioners are 5. Replacement and/or appointment of members
appointed and dismissed by a GMS which must of the Board of Commissioners prioritizes
be attended by Series A Dwiwarna Shareholders professional composition, independence,
and the decision of the GMS must be approved by competency suitability, and attention to diversity
Series A Dwiwarna Shareholders by considering in terms of education (field of study), work
the provisions in the Articles of Association experience, age, expertise without distinguishing
2. The procedures for appointing members of ethnicity, religion, and race, which are needed
the Board of Commissioners refer to the OJK appropriately in carrying out the duties and
regulations concerning the Board of Directors responsibilities of the Board of Commissioners.
and Board of Commissioners of Issuers or Public 6. Appointment of members of the Board of
Companies and the regulations of the Minister Commissioners who come from employees or
of SOEs concerning SOE Organs and Human officials at institutions that carry out regulatory
Resources. The procedures for appointing and/or supervisory functions of Banks and/or
members of the Board of Commissioners include: other financial services institutions is carried
a. Sources of prospective candidates for out after the person concerned has effectively
members of the Board of Commissioners resigned as an employee or official and has
come from: undergone a waiting period of at least 6 (six)
1) Former Directors of SOEs; months.
2) Board of Commissioners/Supervisory 7. The GMS (General Meeting of Shareholders)
Board of SOEs; resolution regarding the appointment and
3) Structural Officials and Functional Officials dismissal of members of the Board of
of the Government or Commissioners also stipulates the effective
4) Other sources. date of such appointment and dismissal. In the
b. The GMS/Minister may determine event that the GMS does not specify the date,
candidates proposed by the Nomination the appointment and dismissal of the members
and Remuneration Committee to become of the Board of Commissioners shall become
members of the Board of Commissioners. effective as of the closing of the GMS.
c. The determination of a person as a member of 8. Members of the Board of Commissioners are
the Board of Commissioners may be carried appointed for a term commencing from the date
out after being declared to have passed the determined by the GMS that appointed them
Fit and Proper Test (UKK) in accordance with and ending at the closing of the fifth (5th) Annual
sectoral provisions. GMS following the date of their appointment,
d. In the event that the appointment of members provided that the term shall not exceed five (5)
of the Board of Commissioners is carried out years. This is subject to the prevailing laws and
before the UKK in accordance with sectoral regulations in the Capital Market and Banking
provisions, the actions, duties and functions sectors, without prejudice to the right of the
as members of the Board of Commissioners GMS to dismiss any member of the Board of
shall be accounted for from the date of Commissioners at any time before the expiration
being declared to have passed the UKK in of their term. Upon the expiration of their term,
accordance with sectoral provisions. members of the Board of Commissioners may be
e. Members of the Board of Commissioners as reappointed by the GMS for one additional term.
referred to in point d have an effective term 9. Individuals eligible for appointment as members
of office since being determined by the GMS/ of the Board of Commissioners must meet
Minister. the following requirements at the time of
f. The curriculum vitae (CV) of prospective appointment and throughout their term:
members of the Board of Commissioners
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a. Possess good character, morals, and integrity, following their appointment date, provided that
and be legally competent. it does not exceed a period of five (5) years,
b. Within five (5) years prior to appointment and in accordance with prevailing capital market
during the term of office: and banking regulations. However, this does
1) Have never been declared bankrupt; not preclude the right of the GMS to dismiss
2) Have never served as a member of members of the Board of Commissioners at any
the Board of Directors and/or Board time before the end of their term; and
of Commissioners held responsible 2. Upon the expiration of their term, members of
for causing a company to be declared the Board of Commissioners may be reappointed
bankrupt; by the GMS for one (1) additional term of office.
3) Have never been convicted of a criminal
offense that caused financial loss to the STRUCTURE, NUMBER, AND
state and/or is related to the financial COMPOSITION (INCLUDING THE LEGAL
sector; BASIS FOR APPOINTMENT) OF THE BOARD
4) Have never served as a member of OF COMMISSIONERS IN 2025
the Board of Directors and/or Board of
Commissioners who, during their term of BNI constantly adjusts the number and composition
office: of its Board of Commissioners so that its supervisory
a) Failed to convene an Annual GMS; function can be carried out effectively, objectively,
b) Had their accountability as a member and independently. By 2025, all members of
of the Board of Directors and/or Board the Board of Commissioners have met the
of Commissioners rejected by the GMS requirements regarding number, composition, and
or failed to provide such accountability other provisions as stipulated in the BNI Board of
to the GMS; and Commissioners Charter, namely:
c) Caused a company holding licenses, 1. The number of members of the BNI Board
approvals, or registrations from the of Commissioners shall be at least 3 (three)
Financial Services Authority (OJK) persons. As of December 31, 2025, BNI Board
to fail in fulfilling its obligation to of Commissioners consists 6 (six) members,
submit annual reports and/or financial comprising of 1 (one) President Commissioner/
statements to the OJK or whose annual Independent Commissioner; 1 (one) Vice
reports and/or financial statements President Commissioner; and 4 (four) other
were not approved and/or ratified by Commissioners.
the GMS. 2. The number of members of BNI Board of
c. Possess knowledge and/or expertise in fields Commissioners does not exceed the number of
required by the Company, along with other members of BNI Board of Directors;
qualifications as stipulated by the applicable 3. The Board of Commissioners is led by the
laws and regulations governing the Company. President Commissioner, who is independent of
d. Have a time commitment to the company. the Controlling Shareholder, other members of
10. The mechanisms for the appointment, the Board of Commissioners, and members of
replacement, dismissal, and/or resignation of BNI Board of Directors;
members of the Board of Commissioners shall 4. The replacement and/or appointment of members
be guided by the prevailing laws and regulations of BNI Board of Commissioners has considered
as well as the Company’s Articles of Association. the recommendations of the Nomination and
Remuneration Committee, obtained the approval
TERM OF OFFICE OF THE BOARD OF of shareholders, and received the approval of the
COMMISSIONERS [ACGS D.2.5, D.3.11] Financial Services Authority (OJK);
5. None of the members of BNI Board of
In accordance with the provisions of the Board Commissioners have family relationships up
of Commissioners Charter, the term of office of to the third degree with fellow members of the
BNI Board of Commissioners members is set at Board of Commissioners and/or the Board of
a maximum of two consecutive terms, with the Directors and
following details: 6. Five (5) of the six (6) members of the BNI Board
1. Members of the Board of Commissioners are of Commissioners have passed the Fit and
appointed for a term commencing from the Proper Test, while one (1) newly appointed Board
date determined by the General Meeting of of Commissioner at the Extraordinary General
Shareholders (GMS) that appoints them and Meeting of Shareholders (EGMS) on December
ending at the close of the fifth (5th) Annual GMS 15, 2025 is still undergoing a Fit and Proper Test
by the OJK.
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In 2025, changes occurred in the composition of BNI Board of Commissioners based on the resolutions of
the Annual General Meeting of Shareholders (AGMS) held on March 26, 2025, and the Extraordinary General
Meeting of Shareholders (EGMS) held on December 15, 2025. These changes included the appointment and
dismissal of members of the Board of Commissioners in accordance with organizational needs and the
Company’s dynamics. All such processes were carried out in compliance with BNI Articles of Association,
which stipulates that the appointment and dismissal of members of the Board of Commissioners shall
be decided through resolutions of the GMS. Details of the changes in the composition of the Board of
Commissioners during 2025 are presented in the following table:
Period January 1, 2025 – March 26, 2025:
During the period from January 1, 2025 to March 26, 2025, the BNI Board of Commissioners consisted of
11 (eleven) members, comprising 1 (one) President Commissioner/Independent Commissioner, 1 (one) Vice
President Commissioner, and 9 (nine) Commissioners.
Effective Date of Term of
Name Position Domicile Date of Appointment
Appointment *) Office
Pradjoto President Commissioner/ Jakarta EGMS September 19, February 19, 2024 2020-2025**)
Independent Commissioner ***) 2023
[ACGS D.4.2]
Pahala Nugraha Vice President Commissioner Jakarta EGMS September 19, February 19, 2024 2023-2028
Mansury 2023
Sigit Widyawan Independent Commissioner Solo AGMS March 15, 2023 March 15, 2023 2023-2028
Askolani Commissioner Jakarta AGMS March 4, 2024 March 4, 2024 2024-2029
Asmawi Syam Independent Commissioner **) Jakarta AGMS February 20, 2020 June 17, 2020 2020-2025
Septian Hario Seto Independent Commissioner **) Jakarta AGMS February 20, 2020 August 14, 2020 2020-2025
Iman Sugema Independent Commissioner **) Bogor AGMS February 20, 2020 August 14, 2020 2020-2025
Erwin Rijanto Slamet Independent Commissioner Jakarta AGMS March 29, 2021 August 6, 2021 2021-2026
Fadlansyah Lubis Commissioner Jakarta EGMS August 31, 2022 December 23, 2022 2022-2027
Robertus Billitea Commissioner Jakarta AGMS March 15, 2023 September 11, 2023 2023-2028
Mohamad Yusuf Commissioner Bogor AGMS March 4, 2024 September 2, 2024 2024-2029
Permana
*)
Effectively serving as the Board of Commissioners after obtaining OJK approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/
POJK.03/2016 dated July 22, 2016 concerning the Fit and Proper Test for Key Parties of Financial Services Institutions.
**)
Following his previous term as 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.
Period of March 26, 2025 – October 8, 2025:
During the period from March 26, 2025 to October 8, 2025, the BNI Board of Commissioners consisted
of 6 (six) members, comprising 1 (one) President Commissioner/Independent Commissioner, 1 (one) Vice
President Commissioner, and 4 (four) Commissioners.
Effective Date of
Name Position Domicile Date of Appointment Term of Office
Appointment *)
Omar Sjawaldy President Commissioner/ Jakarta AGMS 26 March 2025 June 30, 2025 2025-2030
Anwar Independent Commissioner
[ACGS D.4.2]
Tedi Bharata Vice President Jakarta AGMS 26 March 2025 June 5, 2025 2025-2030
Commissioner
Vera Febyanthy Independent Commissioner Jakarta AGMS 26 March 2025 August 13, 2025 2025-2030
Didik Junaedi Independent Commissioner Depok AGMS 26 March 2025 August 13, 2025 2025-2030
Rachbini
Suminto Commissioner Jakarta AGMS 26 March 2025 August 13, 2025 2025-2030
Donny Hutabarat Commissioner Jakarta AGMS 26 March 2025 October 16, 2025 2025-2030
*)
Effectively serving as the Board of Commissioners after obtaining OJK approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/
POJK.03/2016 dated July 22, 2016 concerning the Fit and Proper Test for Key Parties of Financial Services Institutions
Period of October 8, 2025 – December 15, 2025:
During the period from October 8, 2025 to December 15, 2025, the BNI Board of Commissioners consisted
of 5 (five) members, comprising 1 (one) President Commissioner/Independent Commissioner, 1 (one) Vice
President Commissioner, and 3 (three) Commissioners.
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Date of Effective Date of
Name Position Domicile Term of Office
Appointment Appointment *)
Omar Sjawaldy President Commissioner/ Jakarta AGMS 26 March June 30, 2025 2025-2030
Anwar Independent 2025
Commissioner
[ACGS D.4.2]
Tedi Bharata Vice President Jakarta AGMS 26 March June 5, 2025 2025-2030
Commissioner 2025
Vera Febyanthy Independent Jakarta AGMS 26 March August 13, 2025 2025-2030
Commissioner 2025
Didik Junaedi Independent Depok AGMS 26 March August 13, 2025 2025-2030
Rachbini Commissioner 2025
Donny Hutabarat Commissioner Jakarta AGMS 26 March October 16, 2025 2025-2030
2025
*)
Effectively serving as the Board of Commissioners after obtaining OJK approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/
POJK.03/2016 dated July 22, 2016 concerning the Fit and Proper Test for Key Parties of Financial Services Institutions
Period of December 15, 2025 – December 31, 2025:
During the period from December 15, 2025 to December 31, 2025, the BNI Board of Commissioners consisted
of 6 (six) members, comprising 1 (one) President Commissioner/Independent Commissioner, 1 (one) Vice
President Commissioner, and 4 (four) Commissioners.
Date of Effective Date of
Name Position Domicile Term of Office
Appointment Appointment *)
Omar Sjawaldy President Commissioner/ Jakarta AGMS 26 March June 30, 2025 2025-2030
Anwar Independent 2025
Commissioner
[ACGS D.4.2]
Tedi Bharata Vice President Jakarta AGMS 26 March June 5, 2025 2025-2030
Commissioner 2025
Vera Febyanthy Independent Jakarta AGMS 26 March August 13, 2025 2025-2030
Commissioner 2025
Didik Junaedi Independent Depok AGMS 26 March August 13, 2025 2025-2030
Rachbini Commissioner 2025
Donny Hutabarat Commissioner Jakarta AGMS 26 March October 16, 2025 2025-2030
2025
Febrio Nathan Komisaris Jakarta EGMS December Currently 2025-2030
Kacaribu 15, 2025 undergoing OJK
Fit & Proper Test
*)
Effectively serving as the Board of Commissioners after obtaining OJK approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/
POJK.03/2016 dated July 22, 2016 concerning the Fit and Proper Test for Key Parties of Financial Services Institutions
As of December 31, 2025, BNI had 1 (one) female Commissioners) serves for more than two terms
Independent Commissioner, namely Ms. Vera of five years each in the same capacity. The career
Febyanthy. [ACGS (B)D.1.1] history of each Commissioner has been disclosed
in the Company Profile chapter, sub-chapter Profile
As shown in the table above, BNI Board of of the Board of Commissioners, in the 2025 Annual
Commissioners is led by a President Commissioner Report.
who originates from an independent or external
professional background. In line with BNI internal MECHANISM FOR APPOINTMENT,
provisions and globally recognized best practices TERMINATION, AND RESIGNATION OF THE
in corporate governance, BNI ensures that Mr. BOARD OF COMMISSIONERS [ACGS A.2.3, D.3.10]
Omar Sjawaldy Anwar, in his capacity as President
Commissioner/Independent Commissioner, has The procedures and regulations for the termination
never served as President Director of BNI within the or resignation of members of the Board of
past three (3) years. [ACGS D.4.2] Commissioners are clearly stipulated in BNI Articles
of Association, with reference to the provisions
With the updated composition of the Board of of POJK No. 33/POJK.04/2014 and POJK No. 15/
Commissioners, BNI ensures that no member of the POJK.04/2020. The provisions in question cover the
Board of Commissioners (including Independent following matters:
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1. Members of the Board of Commissioners are 9. The Company must disclose information to the
appointed and dismissed by the General Meeting public and submit it to OJK no later than 2 (two)
of Shareholders (GMS), which must be attended working days after receiving the resignation letter
by the Series A Dwiwarna shareholders, and the from a member of the Board of Commissioners,
decisions of the meeting must be approved by the as outlined in item 7, and after the GMS is held as
Series A Dwiwarna shareholders, in accordance described in item 8;
with the provisions of the Articles of Association; 10. Prior to the resignation becoming effective, the
2. Members of the Board of Commissioners may be resigning member of the Board of Commissioners
dismissed at any time based on a decision of the remains responsible for completing their duties
GMS, which must specify the reasons for such and responsibilities in accordance with the
dismissal. The reasons for dismissal of a member Articles of Association and applicable laws and
of the Board of Commissioners include, but are regulations;
not limited to: 11. A member of the Board of Commissioners who
a. Failure to perform their duties properly; has resigned remains accountable for their
b. Violating the provisions of the Articles of actions as a Board member up to the date of
Association and/or laws and regulations; approval of their resignation at the GMS;
c. Being involved in actions that harm the 12. The discharge of responsibility for a resigning
Company and/or the state; member of the Board of Commissioners is
d. Engaging in actions that violate ethics and/or granted after the Annual GMS has given approval;
propriety expected of a member of the Board 13. If the resignation of a member of the Board
of Commissioners; of Commissioners results in the number
e. Being found guilty by a court ruling that has of Commissioners falling below 3 (three)
permanent legal force; members, the resignation is valid only if the
f. Resignation. GMS has approved it, and a new member has
3. In addition to the reasons mentioned above, been appointed, ensuring compliance with the
members of the Board of Commissioners may minimum number of Board of Commissioners
also be dismissed by the GMS for other reasons me
deemed appropriate by the GMS in the best 14. A member’s term on the Board of Commissioners
interest of the Company; ends upon:
4. A decision for dismissal based on reasons under a. The effective date of their resignation, as
items 2 (a), (b), (c), and (d) and item 3 above will outlined in item 8;
be taken after the individual concerned has been b. Death;
given the opportunity to defend themselves at c. Completion of their term;
the GMS; d. Dismissal by the GMS
5. Dismissal under item 2 (c) and (e) above will be e. Being declared bankrupt by a Commercial
considered an unjustified dismissal; Court ruling that has permanent legal force
6. There shall be no familial relationship between or being placed under guardianship by court
members of the Board of Commissioners and order; and
between Board of Commissioners members f. Failing to meet the qualifications as a member
and Board of Directors members up to the third of the Board of Commissioners according
degree of consanguinity, whether in a direct or to the Articles of Association and other
collateral line, or by marriage, including in-laws. applicable laws.
In such cases, the GMS has the authority to 15. A member of the Board of Commissioners who
dismiss one of the individuals concerned; leaves their position, whether before or after
7. A member of the Board of Commissioners may their term ends, except in cases of death, remains
resign from their position before the end of their responsible for any actions not yet accounted for
term by providing written notice to the Company; by the GMS.
8. The Company is required to hold a GMS to decide
on the resignation of a member of the Board of
Commissioners no later than 90 (ninety) days
after receiving the resignation letter;
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FIT AND PROPER TEST
New candidates for the Board of Commissioners of BNI may only carry out their duties, tasks, and functions
after receiving approval from OJK. This is in accordance with POJK No. 27/POJK.03/2016 regarding the Fit
and Proper Test for Key Parties in Financial Service Institutions. Below is a list of BNI Board of Commissioners
members who have passed the Fit and Proper Test without any remarks and have received OJK approval:
Fit and Proper Test
Effective Date Based on OJK Effective Date of
No. Name Position Organizer Result
Letter Appointment
1. Omar Sjawaldy President Commissioner/ Financial Pass OJK Letter No. SR-209/ June 30, 2025
Anwar Independent Services PB.02/2025 dated June 26, 2025
Commissioner Authority
[ACGS D.4.2]
2. Tedi Bharata Vice President Financial Pass OJK Letter No. SR-178/ June 5, 2025
Commissioner Services PB.02/2025 dated June 5, 2025
Authority
3. Vera Febyanthy Independent Financial Pass OJK Letter No. SR-314/ August 13, 2025
Commissioner Services PB.02/2025 dated August 12,
Authority 2025
4. Didik Junaedi Independent Financial Pass OJK Letter No. SR-314/ August 13, 2025
Rachbini Commissioner Services PB.02/2025 dated August 12,
Authority 2025
5. Donny Commissioner Financial Pass OJK Letter No. SR 426/ October 16, 2025
Hutabarat Services PB.02/2025 dated October 14,
Authority 2025
6. Febrio Nathan Commissioner Financial Served as a member of the Board of Commissioners since
Kacaribu Services December 15, 2025 and is still undergoing a fit and proper test
Authority by the OJK.
DUTIES AND RESPONSIBILITIES OF THE 1. Comply with the Articles of Association and
BOARD OF COMMISSIONERS [ACGS D.1.3] applicable laws and regulations, as well as
principles of professionalism, efficiency,
In carrying out its supervisory function over the transparency, independence, accountability,
management policies and the general course of responsibility, fairness, and equality;
management of the Bank and its business activities 2. Act in good faith, with caution, and responsibly in
undertaken by the Board of Directors, the Board of carrying out its supervisory and advisory duties
Commissioners acts and is collectively responsible to the Board of Directors for the benefit of the
with the assistance of supporting organs below Company and in accordance with the Company’s
it, such as the Audit Committee, Risk Monitoring objectives and goals.
Committee, Nomination and Remuneration
Committee, and Integrated Governance Committee, Meanwhile, to maintain objectivity and independence
according to their respective fields. In addition in carrying out its supervisory functions and duties,
to fulfilling its supervisory role, the Board of the Board of Commissioners is prohibited from
Commissioners also plays an advisory role to being involved in decision-making related to the
the Board of Directors, including monitoring the Bank’s operational activities, except in relation to:
implementation of the Company’s Long-Term Plan, 1. The provision of funds to related parties
the Company’s Work Plan and Budget, and ensuring as regulated by the provisions regarding
the Bank’s compliance with applicable laws and the maximum limits of credit extension by
regulations, in order to achieve the Bank’s interests commercial banks; and
in accordance with the Bank’s objectives and goals. 2. Other matters as regulated in the Bank’s Articles
of Association or applicable laws and regulations.
Based on Law No. 40 of 2007 regarding Limited
Liability Companies, as amended by Law No. 6 The decision-making in the Bank’s operational
of 2023 on the Ratification of the Government activities by the Board of Commissioners as
Regulation in Lieu of Law No. 2 of 2022 on Job mentioned above is part of the supervisory duties of
Creation into Law, as further amended by Law the Board of Commissioners but does not absolve
No. 11 of 2020 on Job Creation, and the Articles of the Board of Directors from responsibility for
Association of BNI, the Board of Commissioners is managing the Bank.
obligated to:
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Duties and Responsibilities of the President Delegation of Duties to Members of the
Commissioner [ACGS D.4.4] Board of Commissioners [ACGS D.1.3]
The President Commissioner of BNI has the Considering the diversity within the Board
following duties and responsibilities: of Commissioners in terms of expertise and
1. Coordinate the implementation of the Board of professional experience, the Bank has clearly
Commissioners’ tasks; defined the delegation of duties to each member of
2. Lead meetings of the Board of Commissioners; the Board of Commissioners, both as chairpersons
3. Sign written documents, including or members of the committees formed by the Board
correspondence with another Commissioner; of Commissioners to assist in the implementation
4. Represent the Board of Commissioners in of its supervisory duties collectively. The delegation
attending meetings and events organized by the of duties to each member of the Board of
authorities, Series A Dwiwarna shareholders, Commissioners of BNI is as follows:
and other agencies; and
5. Represent the Board of Commissioners in
leading the General Meeting of Shareholders of
the Company.
Period of January 1, 2025 – March 26, 2025
Committee Membership by the Board of
Name Position Period
Commissioners Members
Pradjoto President • January 1, 2025 – February 20, 2025 • Nomination and Remuneration Committee
Commissioner/ • January 1, 2025 – February 20, 2025 Chairman
Independent • Integrated Governance Committee Chairman
Commissioner
Pahala Vice President • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Nugraha Commissioner • January 1, 2025 – March 26, 2025 • Risk Monitoring Committee Member
Mansury
Sigit Independent • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Widyawan Commissioner • January 1, 2025 – March 26, 2025 • Audit Committee Member
Askolani Commissioner • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee
• January 1, 2025 – March 26, 2025 Chairman
• Integrated Governance Committee Chairman
Asmawi Syam Independent • January 1, 2025 – February 20, 2025 • Audit Committee Chairman
Commissioner • January 1, 2025 – February 20, 2025 • Nomination and Remuneration Committee Member
Septian Hario Independent • January 1, 2025 – February 20, 2025 • Nomination and Remuneration Committee Member
Seto Commissioner • January 1, 2025 – February 20, 2025 • Risk Monitoring Committee Member
Iman Sugema Independent • January 1, 2025 – February 20, 2025 • Nomination and Remuneration Committee Member
Commissioner • January 1, 2025 – February 20, 2025 • Audit Committee Member
Erwin Rijanto Independent • January 1, 2025 – March 26, 2025 • Risk Monitoring Committee Chairman
Slamet Commissioner • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Fadlansyah Commissioner • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Lubis • January 1, 2025 – March 26, 2025 • Risk Monitoring Committee Member
Robertus Commissioner • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Billitea • January 1, 2025 – March 26, 2025 • Integrated Governance Committee Member
Mohamad Commissioner • January 1, 2025 – March 26, 2025 • Nomination and Remuneration Committee Member
Yusuf • January 1, 2025 – March 26, 2025 • Integrated Governance Committee Member
Permana
Period of March 26, 2025 – October 8, 2025:
Committee Membership by the Board of
Name Position Period
Commissioners Members
Omar President • June 30, 2025 – present • Nomination and Remuneration Committee Chairman
Sjawaldy Commissioner/ • June 30, 2025 – present • Integrated Governance Committee Chairman
Anwar Independent • September 2, 2025 – present • Audit Committee Member
Commissioner
Tedi Bharata Vice President • June 5, 2025 – present • Nomination and Remuneration Committee Member
Commissioner • June 5, 2025 – present • Integrated Governance Committee Member
Vera Independent • August 13, 2025 – present • Risk Monitoring Committee Chairman
Febyanthy Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
• September 2, 2025 – present • Audit Committee Member
Didik Junaedi Independent • September 2, 2025 – present • Audit Committee Chairman
Rachbini Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
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Committee Membership by the Board of
Name Position Period
Commissioners Members
Suminto Commissioner • August 13, 2025 – October 8, • Nomination and Remuneration Committee Member
2025
• August 13, 2025 – October 8, • Risk Monitoring Committee Member
2025
• August 13, 2025 – October 8, • Integrated Governance Committee Member
2025
Donny Commissioner Still undergoing a fit and proper test by the OJK.
Hutabarat
Period of October 8, 2025 – December 15, 2025:
Committee Membership by the Board of
Name Position Period
Commissioners Members
Omar President • June 30, 2025 – present • Nomination and Remuneration Committee Chairman
Sjawaldy Commissioner/ • June 30, 2025 – present • Integrated Governance Committee Chairman
Anwar Independent • September 2, 2025 – present • Audit Committee Member
Commissioner
Tedi Bharata Vice President • June 5, 2025 – present • Nomination and Remuneration Committee Member
Commissioner • June 5, 2025 – present • Integrated Governance Committee Member
Vera Independent • August 13, 2025 – present • Risk Monitoring Committee Chairman
Febyanthy Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
• September 2, 2025 – present • Audit Committee Member
Didik Junaedi Independent • September 2, 2025 – present • Audit Committee Chairman
Rachbini Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
Donny Commissioner • October 16, 2025 – present • Nomination and Remuneration Committee Member
Hutabarat • October 16, 2025 – present • Risk Monitoring Committee Member
• October 16, 2025 – present • Integrated Governance Committee Member
Periode of December 15, 2025 – December 31, 2025:
Committee Membership by the Board of
Name Position Period
Commissioners Members
Omar President • June 30, 2025 – present • Nomination and Remuneration Committee Chairman
Sjawaldy Commissioner/ • June 30, 2025 – present • Integrated Governance Committee Chairman
Anwar Independent • September 2, 2025 – present • Audit Committee Member
Commissioner
Tedi Bharata Vice President • June 5, 2025 – present • Nomination and Remuneration Committee Member
Commissioner • June 5, 2025 – present • Integrated Governance Committee Member
Vera Independent • August 13, 2025 – present • Risk Monitoring Committee Chairman
Febyanthy Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
• September 2, 2025 – present • Audit Committee Member
Didik Junaedi Independent • September 2, 2025 – present • Audit Committee Chairman
Rachbini Commissioner • August 13, 2025 – present • Nomination and Remuneration Committee Member
• August 13, 2025 – present • Integrated Governance Committee Member
Donny Commissioner • October 16, 2025 – present • Nomination and Remuneration Committee Member
Hutabarat • October 16, 2025 – present • Risk Monitoring Committee Member
• October 16, 2025 – present • Integrated Governance Committee Member
Febrio Commissioner Still undergoing a fit and proper test by the OJK.
Nathan
Kacaribu1)
1)
Served as a member of the Board of Commissioners since December 15, 2025, and as of December 31, 2025, is still undergoing a fit and
proper test by the OJK.
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AUTHORITY OF THE BOARD OF work plans prepared by the Board of Directors, in
COMMISSIONERS accordance with the provisions of the Articles of
Association;
As stipulated in the Articles of Association, the Bank 3. Monitor the Company’s activities, providing
delegates authority to the Board of Commissioners opinions and suggestions to the General Meeting
to: of Shareholders (GMS) on any matters deemed
1. Examine books, letters, and other documents, important for the Company’s management;
verify cash, review other securities, and inspect 4. Report to the Series A Dwiwarna Shareholder in
the Company’s assets; the event of indications of declining Company
2. Enter the premises, buildings, and offices used performance;
by the Company; 5. Propose to the GMS the appointment of a Public
3. Request explanations from the Board of Directors Accountant and/or Public Accounting Firm to
and/or other officials regarding any matters audit the Company’s books;
related to the management of the Company; 6. Review and examine periodic reports and annual
4. Be informed of all policies and actions that have reports prepared by the Board of Directors and
been and will be carried out by the Board of sign the annual report;
Directors; 7. Provide explanations, opinions, and suggestions
5. Request the attendance of the Board of Directors to the GMS regarding the Annual Report, if
and/or other officials under the Board of Directors, requested;
with the knowledge of the Board of Directors, at 8. Prepare minutes of the Board of Commissioners’
Board of Commissioners’ meetings; meetings and retain one copy;
6. Appoint and dismiss a Secretary to the Board of 9. Report to the Company regarding their share
Commissioners; ownership and/or that of their family in the
7. Temporarily dismiss members of the Board of Company and other companies;
Directors in accordance with the provisions of 10. Submit a report on supervisory duties carried out
the Articles of Association; during the past fiscal year to the GMS;
8. Establish the Audit Committee, Nomination 11. Provide explanations on any matters requested
and Remuneration Committee, Risk Monitoring by the Series A Dwiwarna Shareholder, taking
Committee, Integrated Governance Committee, into account laws and regulations, particularly
and other committees as deemed necessary, those in the Capital Market and Banking sectors;
considering the Company’s capabilities; 12. Direct, monitor, and evaluate the implementation
9. Engage experts for specific matters and for a of integrated governance, risk management,
certain period at the Company’s expense, if compliance, and strategic policies of the
deemed necessary; Company in accordance with laws, the Articles of
10. Undertake Company management actions under Association, and/or GMS resolutions;
certain circumstances and for a specified period, 13. Formulate the Board of Commissioners Charter
in accordance with the provisions of the Articles and the Governance Framework between the
of Association; Company’s Board of Commissioners and the
11. Approve the appointment and dismissal of the Boards of Commissioners of Subsidiaries,
Corporate Secretary and/or Head of the Internal considering regulations, especially in the Banking
Audit Unit; and Capital Market sectors;
12. Attend Board of Directors’ meetings and provide 14. Perform other duties related to supervisory and
views on matters being discussed; and advisory roles, provided they do not conflict with
13. Exercise other supervisory authorities as long as laws, the Articles of Association, and/or GMS
they do not conflict with laws and regulations, resolutions;
the Articles of Association, and/or resolutions of 15. Approve strategic matters in accordance with the
the General Meeting of Shareholders (GMS). Articles of Association;
16. Report to the Financial Services Authority (OJK)
DUTIES OF THE BOARD OF no later than five (5) days after discovering:
COMMISSIONERS 1) Violation of the provisions of laws and
regulations in the fields of finance, banking,
Meanwhile, the duties of the Board of Commissioners and those related to the Bank’s business
based on BNI Board of Commissioners Charter are activities; and/or
as follows: 2) Conditions or potential conditions that could
1. Provide advice to the Board of Directors in endanger the Company’s business continuity;
managing the Company; 17. Safeguard all data and information related to
2. Provide opinions and approvals on the Company’s the Bank provided by the Board of Directors, in
Work Plan and Annual Budget as well as other accordance with applicable laws;
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18. Provide written approval for legal actions the Board of Commissioners, except in the
undertaken by the Board of Directors as required context of debt recovery, with due regard to
by BNI Articles of Association No. 06 dated regulations in the capital markets and banking
January 13, 2026, taking into account laws and sectors;
regulations in the Capital Market and Banking e. To reduce equity participation, including
sectors: through dilution, in subsidiaries, joint
a. To write off the Company’s assets within ventures, and/or other companies within
certain value thresholds as determined by the certain value thresholds as determined by
Board of Commissioners, taking into account the Board of Commissioners, except in the
the prevailing laws and regulations governing context of debt recovery, with due regard to
State-Owned Enterprises, as follows: regulations in the capital markets and banking
1. Write-offs due to the transfer/disposal of sectors;
the Company’s fixed assets; f. To divest equity participation in subsidiaries,
2. Write-offs due to the transfer/disposal of joint ventures, and/or other companies within
the Company’s other assets; certain value thresholds as determined by
3. Write-offs of the Company’s fixed assets the Board of Commissioners, except in the
and/or other assets other than those context of debt recovery, with due regard to
resulting from transfer/disposal; regulations in the capital markets and banking
excluding the Company’s assets in the sectors;
course of carrying out its business activities g. To undertake mergers, consolidations,
in accordance with applicable laws and acquisitions, spin-offs, and dissolution of
regulations, including but not limited to assets subsidiaries and joint ventures within certain
in the form of loans, securities, foreclosed value thresholds as determined by the
collateral, movable assets, and other assets Board of Commissioners, with due regard to
acquired in the course of the Company’s regulations in the capital markets and banking
business activities, with due regard to the sectors;
regulations in the capital markets and banking h. To undertake actions that constitute material
sectors; transactions as defined under capital market
b. To pledge the Company’s assets as collateral regulations, within certain value thresholds as
within certain value thresholds as determined determined by the Board of Commissioners,
by the Board of Commissioners, excluding the except for transactions exempted under
Company’s assets in the course of carrying applicable capital market regulations;
out its business activities in accordance with i. To determine and amend the Company’s logo;
applicable laws and regulations, including j. To determine the organizational structure one
but not limited to assets in the form of loans, level below the Board of Directors;
securities, foreclosed collateral, movable k. To undertake actions not stipulated in the
assets, and other assets acquired in the Company’s Work Plan and Budget (RKAP).
course of the Company’s business activities,
with due regard to the regulations in the The Board of Commissioners' approval regarding
capital markets and banking sectors; letters a, b, c, d, e, f, g, and h above with certain
c. To enter into cooperation arrangements with limitations and/or criteria, is determined after
business entities or other parties in the form of obtaining the approval of the Series A Dwiwarna
licensing agreements, management contracts, Shareholder or the Holder of the Most Series B and
asset leases, Joint Operations (KSO), Build Series C Shares. The limitations and/or criteria by
Operate Transfer (BOT), Build Own Transfer the Board of Commissioners for matters referred to
(BoT), Build Transfer Operate (BTO), and in letters a, b, c, d, e, f, g, and h above is determined
other similar cooperation arrangements that after obtaining the approval of the Holder of the
do not constitute the Company’s ordinary Most Series B and Series C Shares. The Board of
course of business (day-to-day business as Commissioners' approval regarding letter k above
usual), within certain value or term limits as is determined after obtaining the approval of the
determined by the Board of Commissioners; Holder of the Most Series B and Series C Shares.
d. To make equity investments in subsidiaries, The actions of the Board of Directors as referred to
joint ventures, and/or other companies, in point c above, as long as they are necessary for
including investments for the establishment the implementation of business activities commonly
of subsidiaries and/or joint ventures, within carried out in the banking business sector with due
certain value thresholds as determined by regard to the provisions of laws and regulations,
do not require the approval of the Board of
Commissioners and/or the GMS.
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POLICY ON CONCURRENT POSITIONS OF POLICY ON CONCURRENT POSITIONS
THE BOARD OF COMMISSIONERS [ACGS D.2.6, FOR THE BOARD OF COMMISSIONERS,
D.2.7] INCLUDING INDEPENDENT
COMMISSIONERS [ACGS D.2.6]
Referring to BNI Board of Commissioners Charter
and as stipulated in the Regulation of the Minister of To ensure the implementation of Good Corporate
State-Owned Enterprises No. PER-3/ MBU/03/2023 Governance principles in carrying out its duties
on the Organs and Human Resources of State- and functions, the Board of Commissioners
Owned Enterprises, each member of BNI Board has established a policy prohibiting concurrent
of Commissioners is permitted to hold concurrent positions for its members. This policy is further
positions as a member of the Board of Commissioners regulated in the Board of Commissioners Charter
in other business entities, provided it complies pursuant to the Board of Commissioners Decree
with sectoral laws and regulations. Furthermore, No. KEP/017/DK/2025 dated September 19, 2025.
in accordance with the Financial Services Authority Additionally, the prohibition of concurrent positions
Regulation (OJK) No. 17 of 2023 concerning for the Board of Commissioners is stipulated in BNI
Governance Implementation for Commercial Banks, GCG Guidelines, which specify that members of
all members of the Bank’s Board of Commissioners the Board of Commissioners are prohibited from
are prohibited from holding concurrent positions as: holding concurrent positions as:
1. A member of the Board of Directors, Board of 1. Members of the Board of Directors, members of
Commissioners, Sharia Supervisory Board, the Board of Commissioners/Supervisory Board,
or Executive Officer in financial institutions or Executive Officers in financial institutions
or financial companies, whether banking or or financial companies, both banking and non-
nonbanking; banking;
2. A member of the Board of Directors, Board of 2. Members of the Board of Directors, members
Commissioners, Sharia Supervisory Board, of the Board of Commissioners, or Executive
or Executive Officer in more than one (1) Officers in more than one (1) non-financial
nonfinancial institution or company, whether institution or company, whether publicly listed or
domiciled domestically or abroad; non-listed, domiciled domestically or abroad;
3. A functional position in banking financial 3. Holding functional roles in banking financial
institutions and/or non-banking financial institutions and/or non-banking financial
institutions, whether domiciled domestically or institutions domiciled domestically or abroad;
abroad; 4. Administrators of political parties and/
4. Any other position that may cause a conflict of or candidates/members of the House of
interest in the performance of duties as a member Representatives (DPR), Regional Representative
of the Board of Commissioners; and/or Council (DPD), Provincial Regional House of
5. Any other position as stipulated by prevailing Representatives (DPRD), and Regency/Municipal
laws and regulations. Regional House of Representatives;
5. Candidates for regional heads/deputy regional
However, the concurrent positions as referred to heads and/or regional heads/deputy regional
above do not include the following: heads, including acting regional heads/deputy
1. Members of the Board of Commissioners serving regional heads;
as members of the Board of Directors, members 6. Other positions that may create conflicts of
of the Board of Commissioners, or executive interest in performing duties as members of the
officers performing supervisory functions in one Board of Commissioners; and/or
(1) non-bank subsidiary controlled by the Bank; 7. Other positions as stipulated by applicable laws
2. Non-Independent Commissioners carrying and regulations.
out functional duties on behalf of the Bank’s
shareholders in the form of legal entities within Information regarding the concurrent positions of
the Bank and/or the Bank’s business group; and/ the Bank’s Board of Commissioners as of December
or 31, 2025, is outlined as follows:
3. Members of the Board of Commissioners
holding positions in non-profit organizations or
institutions, provided that such roles do not cause
them to neglect their duties and responsibilities
as members of the Board of Commissioners.
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Member of the Management Board of
Board of Directors Political Parties and/or Other Positions
of State-Owned Candidates/ Member of in Accordance Other Positions
Position at the Enterprises, DPR, DPD, DPRD Level with the that Can Cause Position in a
Name
Bank Regional Owned I, and DPRD Level II Provisions a Conflict of Subsidiary
Enterprises, and/or Candidates for of Laws and Interest
Private Owned Regional Head/ Deputy Regulations
Enterprises Regional Head
Omar Sjawaldy President No No No No No
Anwar Commissioner/
Independent
Commissioner
Tedi Bharata Vice President No No No No No
Commissioner
Vera Febyanthy Independent No No No No No
Commissioner
Didik Junaedi Independent No No No No No
Rachbini Commissioner
Donny Commissioner No No No No No
Hutabarat
Febrio Nathan Commissioner No No No No No
Kacaribu1)
1)
Served as a member of the Board of Commissioners since December 15, 2025, and as of December 31, 2025, is still undergoing a fit and proper test by the OJK.
MANAGEMENT OF CONFLICT OF INTEREST FOR THE BOARD OF COMMISSIONERS [ACGS A.8.2]
The policy for managing conflicts of interest within the Bank’s Board of Commissioners is clearly outlined in
the Conflict of Interest Handling Guidelines No. IN/013/CMP/004 dated May 09, 2025. In these guidelines, the
Bank encourages all members of the Board of Commissioners to avoid situations that may potentially create
conflicts of interest between personal interests and the interests of the Bank. In the event of a conflict of
interest, the Board of Commissioners is prohibited from taking actions that could harm or reduce the Bank’s
benefits and is required to disclose any potential conflicts of interest in every decision making process. To
prevent activities that may lead to conflicts of interest, each member of the Board of Commissioners must
always:
1. Prioritize the interests of the Company and avoid actions that may compromise the Company’s financial
standing in the event of a conflict of interest;
2. Refrain from participating in decision-making processes in situations where conflicts of interest exist;
3. Disclose any familial, financial, managerial, or ownership relationships with other members of the Board
of Commissioners and/or members of the Board of Directors and/or the Bank’s controlling shareholders
and/or other parties related to the Company’s business activities; and
4. Make the necessary disclosures if decisions must still be made under circumstances involving a conflict
of interest.
PARTICIPATION OF THE BOARD OF COMMISSIONERS IN ASSOCIATIONS AND/ OR
PROFESSIONAL ORGANIZATIONS
Several members of BNI Board of Commissioners are registered as active members in various associations or
professional organizations. The active participation of Board members in such associations or organizations
does not interfere with the fulfillment of their duties and responsibilities as members of the Bank’s Board of
Commissioners, and as such, it is not categorized as holding concurrent positions.
Details of the participation of current members of the BNI Board of Commissioners in professional
associations or organizations are presented as follows:
Name Position Position at the Association/Organization
Omar Sjawaldy Anwar President Commissioner/ -
Independent Commissioner
Tedi Bharata Vice President Commissioner Member of the Higher Education Council
Vera Febyanthy Independent Commissioner -
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Name Position Position at the Association/Organization
Didik Junaedi Rachbini Independent Commissioner Chairman of the Supervisory Board at the Institute for
Development of Economics and Finance (INDEF) Foundation
Donny Hutabarat Commissioner -
Febrio Nathan Kacaribu 1)
Commissioner -
1) Served as a member of the Board of Commissioners since December 15, 2025, and as of December 31, 2025, is still undergoing a fit and proper test by the OJK.
LOAN POLICY FOR THE BOARD OF COMMISSIONERS [ACGS A.8.3]
BNI does not prohibit and has established a loan policy for the Board of Commissioners, which is
implemented in accordance with BNI prevailing credit policies, guided by applicable regulations, and subject
to the same terms and conditions as loans granted to non-affiliated parties. The loan policy for the Board of
Commissioners is applied based on the principles of an arm’s length basis and at market rates, as stipulated
in the Corporate Guidelines for Business and Consumer Banking Credit.
Independence of the Board of Commissioners
All members of BNI Board of Commissioners consistently perform their duties and responsibilities
independently from management to ensure the effective execution of their functions. Accordingly, at least
50% (fifty percent) of the total members of the Board of Commissioners are Independent Commissioners,
which is in line with the Bank’s Governance Policy. The involvement of independent parties within the Board of
Commissioners in every decision-making process is believed to help ensure that governance bodies are not
influenced by conditions that may give rise to conflicts of interest, thereby enabling decisions to be made in
the strategic interests of shareholders and the Bank.
At the beginning of each year, every member of the Board of Commissioners signs an independence
declaration to affirm their independent status. Additionally, the Board of Commissioners reconfirms whether
any situations involving conflicts of interest with the Bank occurred in the past year related to their actions.
If there is any change in status that affects the independence of a Board member during their term of
office including changes in personal or family share ownership in BNI or in other banks, non-bank financial
institutions, or companies, the concerned Board member is required to report and disclose such conflicts of
interest to the Bank.
Share Ownership of the Board of Commissioners [ACGS C.1.3]
All members of the Bank’s Board of Commissioners have disclosed their share ownership transparently,
both in BNI and in other banks or companies. The share ownership of each member of the Board of
Commissioners is presented in the table below:
Share Ownership of the Board of Commissioners as of December 31, 2025
Share Ownership
Name Position
BNI Other Bank or Company
Omar Sjawaldy Anwar President Commissioner/Independent Nihil Nihil
Commissioner
Tedi Bharata Vice President Commissioner Nihil Nihil
Vera Febyanthy Independent Commissioner Nihil Nihil
Didik Junaedi Rachbini Independent Commissioner Nihil Nihil
Donny Hutabarat Commissioner 200 Nihil
Febrio Nathan Kacaribu1) Commissioner Nihil Nihil
1)
Served as a member of the Board of Commissioners from December 15, 2025, and until December 31, 2025, is still undergoing a fit and proper test by the OJK.
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Board of Commissioners Meeting Including Joint Meeting with the Board of Directors
Policies and Implementation of Board of Commissioners Meetings
Based on the Decree of the Board of Commissioners No. KEP/017/DK/2025, dated September 19, 2025,
concerning the Board of Commissioners Charter, which is further elaborated in the applicable Rules and
Procedures governing the Board of Commissioners and the Joint Meetings of the Board of Commissioners
and the Board of Directors of PT Bank Negara Indonesia (Persero) Tbk, forming an integral and inseparable
part of the said Decree, the Board of Commissioners has established the procedures and mechanisms for the
conduct of meetings of the Board of Commissioners and the Board of Directors, which principally stipulate
provisions regarding the following matters:
hedule of Meetings;
2. Meeting Agenda;
3. Meeting Venue;
4. Meeting Participants;
5. Proxies and Representation;
6. Meeting Notifications;
7. Attendance and Decision-Making Process;
8. Documentation and Administrative Management of Meeting Minutes;
9. Meeting Confidentiality;
10. Board of Commissioners’ Resolutions Outside of Meetings;
11. Board of Commissioners Meetings via Teleconference Media; and
12. Format and Presentation Materials for Meetings.
As stipulated in the Procedures and Mechanisms for Board of Commissioners Meetings, the Bank categorizes
meetings into the following types:
1. Board of Commissioners Meetings (Radekom), Including Internal Meetings of the Board of Commissioners
and Board of Commissioners Meetings with Invitees Directors of specific Divisions/Sectors or Senior
Executive Vice Presidents (SEVP); and
2. Joint Meetings of the Board of Directors and Board of Commissioners (Radikom), attended by both
Boards along with the Corporate Secretary and the Secretary to the Board of Commissioners.
In general, the implementation of the Board of Commissioners Meetings is conducted in accordance with the
provisions of the Financial Services Authority Regulation (POJK) No. 33/POJK.04/2014 concerning the Board
of Directors and the Board of Commissioners of Issuers or Public Companies, as well as with reference to
the BNI Board of Commissioners Charter:
Meeting 1. All decisions of the Board of Commissioners are taken in a Board of Commissioners meeting.
Organization 2. The Board of Commissioners must hold a periodic Board of Commissioners Meeting at least 1 (one) time
every 2 (two) months.
3. The Board of Commissioners must hold a Board of Commissioners and the Board of Directors Meeting
periodically at least 1 (one) time every 4 (four) months.
4. The Board of Commissioners Meeting as referred to in points 2 and 3 is held if attended by the majority of
members of the Board of Commissioners.
5. The Board of Commissioners must determine the rules of procedure for the Board of Commissioners
meeting.
6. The Board of Commissioners may hold a meeting at any time at the request of 1 (one) or several members
of the Board of Commissioners or the Board of Directors, stating the matters to be discussed.
7. The Board of Commissioners may also make valid decisions without holding a Board of Commissioners
Meeting provided that all members of the Board of Commissioners have been notified in writing and all
members of the Board of Commissioners give their approval regarding the proposal submitted in writing
and sign the approval. Decisions taken in this manner have the same force as decisions taken validly in a
Board of Commissioners Meeting.
8. In the event that a member of the Board of Commissioners is unable to attend the Meeting physically, then
the member of the Board of Commissioners may attend the Meeting of the Board of Commissioners face-
to-face by utilizing information technology.
9. Every member of the Board of Commissioners who personally in any way, either directly or indirectly, has
an interest in a transaction, contract or proposed contract in which the Company is a party, must declare the
nature of his/her interest in a Meeting of the Board of Commissioners and shall not be entitled to participate
in voting on matters relating to the transaction or contract.
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Meeting 1. The summons for the Board of Commissioners Meeting must be made by the President Commissioner, in
Summons the event that the President Commissioner is unable to attend, the summons for the Meeting must be made
by the Deputy President Commissioner. However, in the event that the Deputy President Commissioner is
unable to attend for any reason, the summons for the Meeting must be made by one of the members of the
Board of Commissioners.
2. The summons for the Board of Commissioners Meeting must be made in writing and delivered or submitted
directly to each member of the Board of Commissioners with adequate receipt or by registered mail or by
courier service or by telex, facsimile, or electronic mail (e-mail) no later than 5 (five) working days before
the meeting is held, excluding the date of the summons and the date of the meeting or in a shorter time if
in urgent circumstances. [ACGS D.3.4]
3. The summons for the Board of Commissioners Meeting must include the agenda, date, time, and place of
the meeting. The Board of Commissioners Meeting is held at the Company's domicile or at another place
within the territory of the Republic of Indonesia or at the Company's place of business activities
4. The materials for the Board of Commissioners Meeting shall be distributed to all meeting participants no
later than 5 (five) working days before the meeting is held, unless the meeting is held outside the schedule,
the meeting materials may be delivered before the meeting is held. [ACGS D.3.6]
5. The summons as mentioned above is not required for meetings that have been scheduled based on the
decision of the Board of Commissioners Meeting held previously.
Attendance 1. The Board of Commissioners Meeting is led by the President Commissioner, if the President Commissioner
and is absent or prevented, then the Deputy President Commissioner who leads the Meeting of the President
Chairmanship Commissioner or a member of the Board of Commissioners appointed in writing by the President
of Board of Commissioner who leads the Meeting if at the same time the Deputy President Commissioner is absent or
Commissioners prevented, or a member of the Board of Commissioners appointed by the Deputy President Commissioner
Meetings who leads the Meeting of the Board of Commissioners if at the same time the President Commissioner is
absent or prevented and does not make an appointment.
2. In the event that the Deputy President Commissioner does not make an appointment, then one of the Board
of Commissioners who has served the longest as a member of the Board of Commissioners acts as the
Chair of the Board of Commissioners Meeting. In the event that the member of the Board of Commissioners
who has served the longest as a member of the Company's Board of Commissioners is more than 1 (one)
person, then the member of the Board of Commissioners as referred to in number 2 above who is the
oldest in age acts as the Chair of the Board of Commissioners Meeting.
3. The implementation of the Board of Commissioners Meeting must be attended by all members of the
Board of Commissioners physically at least 2 (two) times in 1 (one) year.
Quorum and 1. The Board of Commissioners Meeting is valid and has the right to make binding decisions if attended and/
Decision or represented by more than 1/2 (one half) of the total number of members of the Board of Commissioners.
Making [ACGS 2. In the event that there is more than one proposal, a re-election shall be held so that one of the proposals
D.3.4] obtains more than 1/2 (one half) of the total number of votes cast. [ACGS D.3.4]
3. In the Board of Commissioners Meeting, each member of the Board of Commissioners has the right to cast
1 (one) vote and an additional 1 (one) vote for each other member of the Board of Commissioners legally
represented at the meeting.
4. Blank votes (abstain) are considered to agree to the proposal submitted at the meeting. Invalid votes are
considered non-existent and are not counted in determining the number of votes cast at the meeting.
5. Voting regarding a person is carried out using a closed ballot without a signature, while voting regarding
other matters is carried out verbally, unless the Chairperson of the Meeting determines otherwise without
any objection based on the majority of votes from those present.
6. Decisions of the Board of Commissioners Meeting must be taken based on deliberation to reach consensus.
If a decision based on deliberation for consensus is not reached, then the decision must be taken by voting
based on the affirmative votes of more than 1⁄2 (one half) of the total valid votes cast at the relevant
meeting.
7. All decisions of the Board of Commissioners are binding on all members of the Board of Commissioners.
Minutes of 1. The results of the Board of Commissioners Meeting must be stated in the Minutes of Meeting. The Minutes
Meeting of Meeting must be made by a person present at the meeting appointed by the Chairperson of the Meeting
and then signed by all members of the Board of Commissioners present and submitted to all members of
the Board of Commissioners.
2. The results of the Board of Commissioners and the Board of Directors Meeting must be stated in the
Minutes of Meeting. The Minutes of Meeting must be made by a person present at the meeting appointed
by the Chairperson of the Meeting and then signed by all members of the Board of Commissioners and
members of the Board of Directors present and submitted to all members of the Board of Commissioners
and members of the Board of Directors. The Minutes of Meeting as referred to in points 1 and number 2
above contain the matters discussed including dissenting opinions that occur along with the reasons for
the differences of opinion, if any, and the matters decided.
3. In the event that there are members of the Board of Commissioners and/or members of the Board of
Directors who do not sign the results of the meeting as referred to in points 1 and 2 above, the person
concerned must state the reasons in writing in a separate letter attached to the Minutes of Meeting.
4. The Minutes of Meeting as referred to in points 1 and number 2 above must be documented by the Company.
5. Minutes of the Board of Commissioners Meeting are valid evidence for members of the Board of
Commissioners and for third parties regarding the decisions taken at the relevant Meeting.
Decision The Board of Commissioners may also adopt valid decisions without convening a Board of Commissioners
Outside the meeting, provided that all members of the Board of Commissioners have been notified in writing and all
Board of members have given their written approval of the proposed resolution and signed the said approval. Decisions
Commissioners made in this manner shall have the same legal force as decisions validly made in a Board of Commissioners
Meeting meeting.
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Attendance of the Board of Commissioners in Board of Commissioners Meetings, Joint
Meetings with the Board of Directors, and General Meeting of Shareholders (GMS) [ACGS D.3.2,
D.3.3]
In 2025, the Board of Commissioners held a total of 36 (thirty-six) Board of Commissioners Meetings,
including 8 (eight) joint Meetings with the Board of Directors, 1 (one) Annual General Meeting of Shareholders
(AGM), and 1 (one) Extraordinary General Meeting of Shareholders (EGM). The following is the frequency
and attendance of each member of the Board of Commissioners at the Meetings:
Board of Commissioners 2025 AGMS
BOC-BOD Meetings 2025 EGMS
Meetings 2024 Financial Year
Name Position Total and (%) Attendance Total and (%) Attendance Total and (%) Attendance Total and (%) Attendance
Total Total Total Total
Attendance % Attendance % Attendance % Attendance %
Meeting Meeting Meeting Meeting
Pradjoto 1)
President 7 7 100% 1 1 100% 1 1 100% - - -
Commissioner/
Independent
Commissioner
Pahala Vice President 10 10 100% 1 1 100% 1 1 100% - - -
Nugraha Commissioner
Mansury2)
Sigit Independent 10 9 90% 1 1 100% 1 1 100% - - -
Widyawan2) Commissioner
Askolani2) Commissioner 10 9 90% 1 1 100% 1 1 100% - - -
Asmawi Independent 7 7 100% 1 1 100% 1 1 100% - - -
Syam1) Commissioner
Septian Independent 7 7 100% 1 1 100% 1 1 100% - - -
Hario Seto1) Commissioner
Iman Independent 7 7 100% 1 1 100% 1 1 100% - - -
Sugema1) Commissioner
Erwin Independent 10 9 90% 1 1 100% 1 1 100% - - -
Rijanto Commissioner
Slamet2)
Fadlansyah Commissioner 10 10 100% 1 1 100% 1 1 100% - - -
Lubis2)
Robertus Commissioner 10 9 90% 1 1 100% 1 1 100% - - -
Billitea2)
Mohamad Commissioner 10 10 100% 1 1 100% 1 1 100% - - -
Yusuf
Permana2)
Omar President 26 26 100% 7 7 100% - - - 1 1 100%
Sjawaldy Commissioner/
Anwar3) Independent
Commissioner
Tedi Vice President 26 24 92% 7 7 100% - - - 1 0 0%
Bharata4) Commissioner
Vera Independent 20 20 100% 6 6 100% - - - 1 1 100%
Febyanthy5) Commissioner
Didik Independent 20 20 100% 6 6 100% - - - 1 1 100%
Junaedi Commissioner
Rachbini5)
Suminto6) Commissioner 5 5 100% 2 2 100% - - - 1 1 100%
Donny Commissioner 14 13 93% 4 4 100% - - - 1 1 100%
Hutabarat7)
Febrio Commissioner - - - - - - - - - - - -
Nathan
Kacaribu8)
1)
Effective as a member of the Board of Commissioners until February 20, 2025
2)
Effective as a member of the Board of Commissioners until March 26, 2025
3)
Effective as a member of the Board of Commissioners since June 30, 2025
4)
Effective as a member of the Board of Commissioners since June 5, 2025
5)
Effective as a member of the Board of Commissioners since August 13, 2025
6)
Effective as a member of the Board of Commissioners since August 13, 2025 and ending on October 8, 2025
7)
Effective as a member of the Board of Commissioners since October 16, 2025
8)
Served as a member of the Board of Commissioners since December 15, 2025, but not yet effective as it is still undergoing the OJK Fit & Proper Test
Agenda, Dates, and Participants of the Board of Commissioners Meetings in 2025
Based on the recapitulation results throughout 2025, the Board of Commissioners of BNI has held 36 (thirty-
six) Board of Commissioners Meetings, including 8 (eight) joint Meetings with the Board of Directors.
During the period from March 26, 2025 to June 29, 2025, the Board of Commissioners was unable to hold
meetings due to the absence of an effective Board of Commissioners as they were still undergoing the
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OJK Fit & Proper Test. However, during that period, the Board of Commissioners actively held 11 (eleven)
internal consolidation meetings and discussions with the Directors in order to orient themselves and gain a
deeper understanding of BNI condition in preparation for carrying out the duties and functions of the Board
of Commissioners. The attendance rate of the Board of Commissioners at these meetings was high, with
an average attendance of 97%, reflecting the commitment of all members of the Board of Commissioners
to consistently and effectively carry out their supervisory role and provide strategic advice to the Board of
Directors.
The following is a description of the agenda, dates of implementation, and attendance rates of each member
of the Board of Commissioners in the meetings held throughout this year:
No. Date Meeting Agenda Meeting Participants Attendance Notes
1 January 9, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. Credit Consultation to the Board 3. Sigit Widyawan2) 3. Present
of Commissioners 4. Askolani2) 4. Present
2. Approval of DPLK BNI Risk 5. Asmawi Syam1) 5. Present
Management Policy Review 6. Septian Hario Seto1) 6. Present
3. Supervisory Report on DPLK BNI 7. Iman Sugema1) 7. Present
Business Plan for Semester 2 - 8. Mohamad Yusuf Permana2) 8. Present
2024 9. Erwin Rijanto Slamet2) 9. Present
4. Approval of Updates to BNI APU, 10. Fadlansyah Lubis2) 10. Present
PPT, and PPPSPM Policies and 11. Robertus Billitea2) 11. Present
Procedures
5. Approval of Updates to DPLK
BNI APU, PPT, and PPPSPM
Policies and Procedures
2 January 16, Board of Commissioners and the 1. Pradjoto1) 1. Present Hybrid
2025 Board of Directors Meeting 2. Pahala Nugraha Mansury2) 2. Present
1. Closing Meeting of the Audit of 3. Sigit Widyawan2) 3. Present
BNI Financial Statements for the 4. Askolani2) 4. Present
2024 fiscal year 5. Asmawi Syam1) 5. Present
2. BNI Performance, Subsidiary 6. Septian Hario Seto1) 6. Present
Companies’ Performance, and 7. Iman Sugema1) 7. Present
Realization of BNI Business Plan 8. Mohamad Yusuf Permana2) 8. Present
for the Fourth Quarter of 2024 9. Erwin Rijanto Slamet2) 9. Present
3. BNI Health Level and Risk Profile 10. Fadlansyah Lubis2) 10. Present
as of December 31, 2024 11. Robertus Billitea2) 11. Present
4. Proposed Schedule and Agenda
for the 2024 Annual General
Meeting of Shareholders
5. Credit Consultation to the Board
of Commissioners
3 January 30, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. Approval of Anti-Fraud Strategy 3. Sigit Widyawan2) 3. Absent
Policy 4. Askolani2) 4. Present
2. Credit Consultation with the 5. Asmawi Syam1) 5. Present
Board 6. Septian Hario Seto1) 6. Present
7. Iman Sugema1) 7. Present
8. Mohamad Yusuf Permana2) 8. Present
9. Erwin Rijanto Slamet2) 9. Present
10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
4 February 6, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. 2025 Audit Plan and Consultation 3. Sigit Widyawan2) 3. Present
2. BNI Share Buyback Plan 4. Askolani2) 4. Present
3. Determination of Estimated Price 5. Asmawi Syam1) 5. Present
(HPS) for the Procurement of 6. Septian Hario Seto1) 6. Present
Public Accounting Firm (KAP) in 7. Iman Sugema1) 7. Present
2025 8. Mohamad Yusuf Permana2) 8. Present
4. Credit Consultation to the Board 9. Erwin Rijanto Slamet2) 9. Present
of Commissioners 10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
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No. Date Meeting Agenda Meeting Participants Attendance Notes
5 February 11, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
Credit Consultation to the Board of 3. Sigit Widyawan2) 3. Present
Commissioners 4. Askolani2) 4. Absent
5. Asmawi Syam1) 5. Present
6. Septian Hario Seto1) 6. Present
7. Iman Sugema1) 7. Present
8. Mohamad Yusuf Permana2) 8. Present
9. Erwin Rijanto Slamet2) 9. Present
10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
6 February 13, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
One on One Meeting Nominated 3. Sigit Widyawan2) 3. Present
Talent BNI 4. Askolani2) 4. Present
5. Asmawi Syam1) 5. Present
6. Septian Hario Seto1) 6. Present
7. Iman Sugema1) 7. Present
8. Mohamad Yusuf Permana2) 8. Present
9. Erwin Rijanto Slamet2) 9. Present
10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
7 February 18, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. Collegial and Individual KPI of 3. Sigit Widyawan2) 3. Present
the Board of Directors for the 4. Askolani2) 4. Present
2024 period 5. Asmawi Syam1) 5. Present
2. One on One Meeting KPI 6. Septian Hario Seto1) 6. Present
7. Iman Sugema1) 7. Present
8. Mohamad Yusuf Permana2) 8. Present
9. Erwin Rijanto Slamet2) 9. Present
10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
8 February 27, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. Credit Consultation to the Board 3. Sigit Widyawan2) 3. Present
of Commissioners 4. Askolani2) 4. Present
2. Follow-up on problematic 5. Asmawi Syam1) 5. Present
debtors 6. Septian Hario Seto1) 6. Present
7. Iman Sugema1) 7. Present
8. Mohamad Yusuf Permana2) 8. Present
9. Erwin Rijanto Slamet2) 9. Present
10. Fadlansyah Lubis2) 10. Present
11. Robertus Billitea2) 11. Present
9 March 13, Board of Commissioners Meeting 1. Pradjoto1) 1. Present Hybrid
2025 invites relevant Directors 2. Pahala Nugraha Mansury2) 2. Present
1. Appointment of Chair of BNI 3. Sigit Widyawan2) 3. Present
Annual GMS for Fiscal Year 2024 4. Askolani2) 4. Present
2. Determination of Public 5. Asmawi Syam1) 5. Present
Accounting Firm (KAP) for Fiscal 6. Septian Hario Seto1) 6. Present
Year 2025 7. Iman Sugema1) 7. Present
3. Proposal for the Use of BNI Net 8. Mohamad Yusuf Permana2) 8. Present
Profit for Fiscal Year 2024 9. Erwin Rijanto Slamet2) 9. Absent
4. Follow-up on the Board of 10. Fadlansyah Lubis2) 10. Present
Commissioners’ Suggestions 11. Robertus Billitea2) 11. Absent
and Advice on the Board of
Commissioners’ Working Visit to
BNI Overseas Offices
10 March 20, The Board of Commissioners 1. Pradjoto1) 1. Present Hybrid
2025 meeting invites the relevant 2. Pahala Nugraha Mansury2) 2. Present
Directors 3. Sigit Widyawan2) 3. Present
1. Approval of BNI 2025 Risk 4. Askolani2) 4. Present
Appetite Statement (RAS) 5. Asmawi Syam1) 5. Present
Review 6. Septian Hario Seto1) 6. Present
2. Follow-up on the Board 7. Iman Sugema1) 7. Present
of Commissioners’ 8. Mohamad Yusuf Permana2) 8. Present
Recommendations and Advice 9. Erwin Rijanto Slamet2) 9. Present
on the Realization of Credit 10. Fadlansyah Lubis2) 10. Present
Write-offs consulted to the Board 11. Robertus Billitea2) 11. Present
of Commissioners
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No. Date Meeting Agenda Meeting Participants Attendance Notes
11 April 10, Internal Consolidation of the Board 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 of Commissioners 2. Tedi Bharata4) 2. Present
1. Orientation of the Board of 3. Vera Febyanthy5) 3. Present
Commissioners 4. Didik Junaedi Rachbini5) 4. Present
2. Internal Discussion 5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
12 April 25, Discussion of the Board of 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Commissioners inviting the 2. Tedi Bharata4) 2. Present
relevant Directors 3. Vera Febyanthy5) 3. Present
1. BNI Performance, RBB 4. Didik Junaedi Rachbini5) 4. Present
Realization, and Realization of 5. Suminto6) 5. Present
the Collegial KPI of the Board of 6. Donny Hutabarat7) 6. Present
Directors for the First Quarter of
2025
2. Funding Strategy
3. BNI Risk Profile as of March 31,
2025
4. BNI Payment Service Provider
(PJP) Report to Bank Indonesia
13 April 29, Board of Commissioners Discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
1. Urgent Matters Requiring 3. Vera Febyanthy5) 3. Present
Approval and/or Advice and 4. Didik Junaedi Rachbini5) 4. Present
Recommendations from the 5. Suminto6) 5. Present
Board of Commissioners 6. Donny Hutabarat7) 6. Present
2. BNI Operational Risk
Management Framework
3. BNI DPLK Governance Report for
the 2024 Period
14 May 15, 2025 Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
invites relevant Directors 2. Tedi Bharata4) 2. Present
Business Development Roadmap 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
15 May 22, 2025 Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
invites relevant Directors 2. Tedi Bharata4) 2. Present
Key Points of Audit Results and 3. Vera Febyanthy5) 3. Present
Follow-up on BNI Audit Results 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
16 May 27, 2025 Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
invites relevant Directors 2. Tedi Bharata4) 2. Present
Human Resources Strategy of BNI 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
17 June 5, 2025 Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
invites relevant Directors 2. Tedi Bharata4) 2. Present
1. BNI Network Strategy 3. Vera Febyanthy5) 3. Present
2. BNI Operations Risk and 4. Didik Junaedi Rachbini5) 4. Present
Operations Strategy 5. Suminto6) 5. Present
3. BNI Performance as of April 30, 6. Donny Hutabarat7) 6. Present
2025
18 June 12, Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites Directors 2. Tedi Bharata4) 2. Present
Marketing & Branding Strategy 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
19 June 19, Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
1. CRM (Customer Relationship 3. Vera Febyanthy5) 3. Present
Management) Strategy and 4. Didik Junaedi Rachbini5) 4. Present
Business Process Automation 5. Suminto6) 5. Present
related to Corporate Credit 6. Donny Hutabarat7) 6. Present
Processes
2. Implementation of POJK No.
30 of 2024 concerning the
Establishment of PIKK
718 A Heart that Serves, Growing with Indonesia
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No. Date Meeting Agenda Meeting Participants Attendance Notes
20 June 24, Board of Commissioners Discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
1. BNI performance as of May 31, 3. Vera Febyanthy5) 3. Present
2025 4. Didik Junaedi Rachbini5) 4. Absent
2. Revision of the Bank’s Business 5. Suminto6) 5. Present
Plan (RBB) / Company Work Plan 6. Donny Hutabarat7) 6. Present
and Budget (RKAP) 2025 BNI
21 June 26, Board of Commissioners discussion 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
Influencing Perception from Brand 3. Vera Febyanthy5) 3. Present
Perspective 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
22 June 30, Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 inviting relevant Directors 2. Tedi Bharata4) 2. Present
Approval of Subsidiary Company 3. Vera Febyanthy5) 3. Present
Management 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
23 July 1, 2025 Board of Commissioners meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
inviting the Board of Directors 2. Tedi Bharata4) 2. Present
Improvements/Refinements to the 3. Vera Febyanthy5) 3. Present
Governance of Reporting by the 4. Didik Junaedi Rachbini5) 4. Present
Board of Directors and Board of 5. Suminto6) 5. Present
Commissioners Committees 6. Donny Hutabarat7) 6. Present
24 July 3, 2025 Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
invites relevant Directors 2. Tedi Bharata4) 2. Present
1. Approval of BNI 2025 Bank 3. Vera Febyanthy5) 3. Present
Credit Policy (KPB) Review 4. Didik Junaedi Rachbini5) 4. Present
2. Credit Consultation with the 5. Suminto6) 5. Present
Board of Commissioners 6. Donny Hutabarat7) 6. Present
25 July 17, 2025 Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance, Bank Health 3. Vera Febyanthy5) 3. Present
Level, and BNI Risk Profile as of 4. Didik Junaedi Rachbini5) 4. Present
June 30, 2025 (Second Quarter 5. Suminto6) 5. Present
of 2025) 6. Donny Hutabarat7) 6. Present
2. Proposal for BNI Board of
Directors Organizational
Restructuring
3. Internal Control Over Financial
Reporting / ICOFR for the First
Half of 2025
26 July 31, 2025 Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
inviting relevant Directors 2. Tedi Bharata4) 2. Present
BNI Information Technology (IT) 3. Vera Febyanthy5) 3. Present
Implementation 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
27 August 7, Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 inviting relevant Directors 2. Tedi Bharata4) 2. Present
Approval of BNI Internal Audit Head 3. Vera Febyanthy5) 3. Present
Replacement 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
28 August 21, Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
BNI Performance as of July 31, 2025 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
29 September The Board of Commissioners 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
11, 2025 Meeting invited the relevant 2. Tedi Bharata4) 2. Present
Directors 3. Vera Febyanthy5) 3. Present
1. New Software Development Life 4. Didik Junaedi Rachbini5) 4. Present
Cycle (SDLC) 5. Suminto6) 5. Present
2. AI Adoption and Analytics 6. Donny Hutabarat7) 6. Present
3. Digitalization of Branches and
Regions
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
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No. Date Meeting Agenda Meeting Participants Attendance Notes
30 September Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
18, 2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of August 3. Vera Febyanthy5) 3. Present
31, 2025 4. Didik Junaedi Rachbini5) 4. Present
2. Evaluation of Consumer 5. Suminto6) 5. Present
Protection Implementation 6. Donny Hutabarat7) 6. Present
and Implementation of
Financial Literacy and Inclusion
Improvement
31 September Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
25, 2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
1. Kick-off Meeting for BNI 3. Vera Febyanthy5) 3. Present
Financial Statement Audit for the 4. Didik Junaedi Rachbini5) 4. Present
Fiscal Year Ending December 31, 5. Suminto6) 5. Present
2025 6. Donny Hutabarat7) 6. Present
2. Results of the 2025 Risk Maturity
Index (RMI) Assessment
32 October 2, Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
Evaluation of the Implementation of 3. Vera Febyanthy5) 3. Present
BNI Anti-Fraud Strategy 4. Didik Junaedi Rachbini5) 4. Present
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
33 October 9, Board of Commissioners meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
1. Strategy for Managing Fund 3. Vera Febyanthy5) 3. Present
2. Evaluation of the Effectiveness 4. Didik Junaedi Rachbini5) 4. Present
of BNI Internal Control System 5. Donny Hutabarat7) 5. Present
and the Implementation of BNI
Internal Audit Duties
34 October 21, Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
BNI individual risk profile as of 3. Vera Febyanthy5) 3. Present
September 30, 2025 4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Present
35 October 23, Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of 3. Vera Febyanthy5) 3. Present
September 30, 2025 4. Didik Junaedi Rachbini5) 4. Present
2. Evaluation of Government 5. Donny Hutabarat7) 5. Present
36 October 30, The Board of Commissioners 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Meeting invites the relevant 2. Tedi Bharata4) 2. Present
Directors 3. Vera Febyanthy5) 3. Present
Approval of the 2026 Company 4. Didik Junaedi Rachbini5) 4. Present
Work Plan and Budget (RKAP), 5. Donny Hutabarat7) 5. Present
2026 Board of Directors Collegial
KPI, Company Long-Term Plan
(RJPP) 2026-2030, Sustainable
Finance Action Plan (RAKB)
2026, Macroprudential Inclusive
Financing (RPIM) targets for 2026
37 November 4, The Board of Commissioners 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 meeting invites the relevant 2. Tedi Bharata4) 2. Present
Directors 3. Vera Febyanthy5) 3. Present
Update on the plan for the BNI 4. Didik Junaedi Rachbini5) 4. Present
Extraordinary General Meeting of 5. Donny Hutabarat7) 5. Present
Shareholders (EGMS)
38 November 6, The Board of Commissioners 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 meeting invites the relevant 2. Tedi Bharata4) 2. Present
Directors 3. Vera Febyanthy5) 3. Present
1. Approval of the Proposed 4. Didik Junaedi Rachbini5) 4. Present
2. 2025 Board of Directors KPI 5. Donny Hutabarat7) 5. Present
39 November The Board of Commissioners 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
11, 2025 meeting invites the relevant 2. Tedi Bharata4) 2. Present
Directors 3. Vera Febyanthy5) 3. Present
Update on BNI Recovery Plan 4. Didik Junaedi Rachbini5) 4. Present
Document for 2025/2026 5. Donny Hutabarat7) 5. Present
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No. Date Meeting Agenda Meeting Participants Attendance Notes
40 November Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
20, 2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
Evaluation of BNI Corporate 3. Vera Febyanthy5) 3. Present
Transformation 4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Present
41 November Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
27, 2025 invites relevant Directors 2. Tedi Bharata4) 2. Absent
1. Approval of Credit Facilities 3. Vera Febyanthy5) 3. Present
2. Implementation of BNI Support 4. Didik Junaedi Rachbini5) 4. Present
for the Merah Putih Village/Sub- 5. Donny Hutabarat7) 5. Present
District Cooperative Program
42 December 2, Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Present
Proposed decision of the 2025 BNI 3. Vera Febyanthy5) 3. Present
EGMS 4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Present
43 December 9, Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 invites relevant Directors 2. Tedi Bharata4) 2. Absent
Approval of the Principle Permit 3. Vera Febyanthy5) 3. Present
for Procurement and Procurement 4. Didik Junaedi Rachbini5) 4. Present
Budget for Public Accounting Firms 5. Donny Hutabarat7) 5. Present
(KAP) for the 2026 Fiscal Year
44 December Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
11, 2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of October 3. Vera Febyanthy5) 3. Present
31, 2025 4. Didik Junaedi Rachbini5) 4. Present
2. Realization of Write-offs per 5. Donny Hutabarat7) 5. Present
Business Segment
45 December Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
16, 2025 with relevant Directors 2. Tedi Bharata4) 2. Present
Discussion of BNI Fraud 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Absent
6. Febrio Nathan Kacaribu8) 6. Present
46 December Board of Commissioners Meeting 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
18, 2025 with relevant Directors 2. Tedi Bharata4) 2. Present
1. Approval of the Review of the 3. Vera Febyanthy5) 3. Present
General Risk Management 4. Didik Junaedi Rachbini5) 4. Present
Policy, General Internal Control 5. Donny Hutabarat7) 5. Present
System Policy, and General 6. Febrio Nathan Kacaribu8) 6. Present
Integrated Risk Management and
Integrated Capital Policy for 2025
2. Results of the Board of
Commissioners’ Working Visit to
Overseas Offices
47 December Board of Commissioners and the 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
23, 2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
Evaluation of the implementation 3. Vera Febyanthy5) 3. Present
of the Anti-Fraud Strategy for both 4. Didik Junaedi Rachbini5) 4. Present
Internal Fraud and External Fraud 5. Donny Hutabarat7) 5. Present
6. Febrio Nathan Kacaribu8) 6. Absent
Internal consolidation and discussions conducted during the period did not result in an effective Board of Commissioners as they were still undergoing the OJK Fit
& Proper Test.
1)
Effectively served as a member of the Board of Commissioners until February 20, 2025.
2)
Effectively served as a member of the Board of Commissioners until March 26, 2025.
3)
Effectively served as a member of the Board of Commissioners since June 30, 2025.
4)
Effectively served as a member of the Board of Commissioners since June 5, 2025.
5)
Effectively served as a member of the Board of Commissioners since August 13, 2025.
6)
Effective as a member of the Board of Commissioners from August 13, 2025 to October 8, 2025
7)
Effective as a member of the Board of Commissioners from October 16, 2025
8)
Appointed as a member of the Board of Commissioners from December 15, 2025, but not yet effective as the OJK Fit & Proper Test is still ongoing
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Joint Meetings of the Board of Commissioners and the Board of Directors
Based on POJK No. 17 of 2023, the Board of Commissioners is required to hold joint meetings with the
Board of Directors at least once every four (4) months. During 2025, the Board of Commissioners and Board
of Directors held eight (8) joint meetings with the following agenda, dates, and participants:
No. Tanggal Agenda Rapat Peserta Rapat Kehadiran Keterangan
1 January 16, Board of Commissioners Meeting and 1. Pradjoto1) 1. Present Hybrid
2025 Board of Directors Meeting 2. Pahala Nugraha Mansury2) 2. Present
1. Audit Closing Meeting for BNI 3. Sigit Widyawan2) 3. Present
Financial Statements for 2024 fiscal 4. Askolani2) 4. Present
year 5. Asmawi Syam1) 5. Present
2. BNI Performance, Subsidiary 6. Septian Hario Seto1) 6. Present
Performance, and BNI RBB 7. Iman Sugema1) 7. Present
Realization for the Fourth Quarter of 8. Mohamad Yusuf Permana2) 8. Present
2024 9. Erwin Rijanto Slamet2) 9. Present
3. BNI's Health Level and Risk Profile 10. Fadlansyah Lubis2) 10. Present
as of December 31, 2024 11. Robertus Biilitea2) 11. Present
4. Proposed Schedule and Agenda for
the 2024 Annual General Meeting of
Shareholders
5. Credit Consultation with the Board
of Commissioners
2 July 17, 2025 Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance, Bank Health Level, 3. Vera Febyanthy5) 3. Present
and BNI Risk Profile as of June 30, 4. Didik Junaedi Rachbini5) 4. Present
2025 (Second Quarter of 2025) 5. Suminto6) 5. Present
2. Proposed Organizational 6. Donny Hutabarat7) 6. Present
Restructuring of the Board of
Directors of BNI
3. Internal Control Over Financial
Reporting / ICOFR for the First Half
of 2025
3 August 21, Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
BNI Performance as of July 31, 2025 3. Vera Febyanthy5) 3. Present
4. Didik Junaedi Rachbini5) 4. Absent
5. Suminto6) 5. Present
6. Donny Hutabarat7) 6. Present
4 September Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
18, 2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of August 31, 3. Vera Febyanthy5) 3. Present
2025 4. Didik Junaedi Rachbini5) 4. Present
2. Evaluation of Consumer Protection 5. Suminto6) 5. Present
Implementation and Implementation 6. Donny Hutabarat7) 6. Present
of Financial Literacy and Inclusion
Improvement
5 October 21, Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
BNI Individual Risk Profile as of 3. Vera Febyanthy5) 3. Present
September 30, 2025 4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Present
6 October 23, Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of September 3. Vera Febyanthy5) 3. Present
30, 2025 4. Didik Junaedi Rachbini5) 4. Present
2. Evaluation of Government SAL Fund 5. Donny Hutabarat7) 5. Present
Placement at BNI
7 December 11, Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
1. BNI Performance as of October 31, 3. Vera Febyanthy5) 3. Present
2025 4. Didik Junaedi Rachbini5) 4. Present
2. Realization of Write-offs per Business 5. Donny Hutabarat7) 5. Present
Segment
8 December 23, Board of Commissioners Meeting and 1. Omar Sjawaldy Anwar3) 1. Present Hybrid
2025 Board of Directors Meeting 2. Tedi Bharata4) 2. Present
Evaluation of the implementation of 3. Vera Febyanthy5) 3. Present
Anti-Fraud Strategies 4. Didik Junaedi Rachbini5) 4. Present
5. Donny Hutabarat7) 5. Present
6. Febrio Nathan Kacaribu8) 6. Absent
1)
Effectively served as a member of the Board of Commissioners until February 20, 2025.
2)
Effectively served as a member of the Board of Commissioners until March 26, 2025.
3)
Effectively served as a member of the Board of Commissioners since June 30, 2025.
4)
Effectively served as a member of the Board of Commissioners since June 5, 2025.
5)
Effectively served as a member of the Board of Commissioners since August 13, 2025.
6)
Effective as a member of the Board of Commissioners from August 13, 2025 to October 8, 2025
7)
Effective as a member of the Board of Commissioners from October 16, 2025
8)
Appointed as a member of the Board of Commissioners from December 15, 2025, but not yet effective as the OJK Fit & Proper Test
is still ongoing
722 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Scheduled Meetings for 2026 [ACGS D.3.1] s. Resolution Plan.
The Board of Commissioners has prepared the t. Implementation of Consumer and Public
schedule for the Board of Commissioners Meetings Protection at BNI.
and Joint Meetings with the Board of Directors for u. Provision of Payment Services at BNI.
2026 based on the Board of Commissioners’ Work v. Bank Information Technology, covering IT
Plan and Budget (RKA) established at the beginning strategic planning, IT governance, IT risk
of the year. The 2026 meeting plan outlines that, in management policies, IT audit planning and
general, the duties, authorities, and responsibilities implementation, and the management of reliable
of BNI’s Board of Commissioners in overseeing and effective IT security to ensure the availability,
management policies, the course of management confidentiality, and accuracy of information.
both regarding the company and the company’s w. Remuneration policy for the Board of Directors,
business carried out by the Board of Directors based Board of Commissioners, and employees.
on statutory regulations including duties, authorities x. Macroprudential Inclusive Financing Ratio (RPIM)
and obligations, and responsibilities related to and RPIM Development Strategy.
matters which include but are not limited to ensuring y. General Policy on Internal Control Systems
the implementation/supervising/ evaluating/ giving (KUSPI) and Internal Control Over Financial
direction/assessment of: Reporting (ICOFR).
a. Bank's strategic policies, including the duties and
responsibilities and achievements of the Board TRAINING AND/OR COMPETENCY
of Directors' work plan. ENHANCEMENT FOR BOARD OF
b. Bank Business Plan & Corporate Work Plan and COMMISSIONERS MEMBERS IN 2025
Budget.
c. Bank’s Soundness Level, including BNI’s Policy on Ongoing Training and/or
Risk Profile and the risk profile of Financial Competency Development [ACGS D.5.2]
Service Institutions within BNI’s Financial In line with rapid industrial transformation and
Conglomeration. changes in market behavior, BNI is required to be
d. Recovery Action Plan. adaptive in responding to these dynamics in order
e. Internal Control System. to formulate relevant and competitive business
f. Internal audit functions, including follow-ups strategies. To address these challenges, BNI requires
on audit findings and recommendations from all employees, including the Board of Commissioners,
the Bank’s internal audit unit, external auditors, to continuously improve their competencies
supervision results from the Financial Services through education programs, certification, training,
Authority (OJK), and/or other regulatory workshops, and sharing sessions. All of these
authorities. development programs are facilitated by BNI, both
g. Internal audits in Subsidiaries. internally and through cooperation with external
h. Risk Management and Risk Management parties (expertise), including the involvement
strategies. of the Board of Commissioners in competency
i. Integrated Risk Management within the Financial improvement programs organized by other parties.
Conglomeration.
j. Corporate Governance. By formulating a Board of Commissioners
k. Integrated Governance within the Financial Competency Development Program plan that
Conglomeration. is aligned with OJK Regulation No. 24 of 2022
l. Integrated Capital Management. concerning the Development of the Quality of
m. Bank Compliance Function. Human Resources in Commercial Banks, BNI hopes
n. Implementation of Anti-Money Laundering that each member of the Board of Commissioners
and Counter-Terrorism Financing (AML/CTF) can continue to hone their knowledge, skills, and
programs, as well as the Prevention of the expand their understanding so that they are able to
Financing of Proliferation of Weapons of Mass provide strategic direction and effective supervision
Destruction (PPPSPM). to the Board of Directors.
o. Implementation of Anti-Fraud Strategy, Whistle
Blowing System (WBS), and Significant Fraud Training and/or Competency Enhancement
Reports. in the 2025 Fiscal Year [ACGS D.5.2]
p. Human Resources. In 2025, all members of BNI’s Board of Commissioners
q. Anti-Bribery Management System (ABMS). actively participated in several training and/or
r. Appointment of Public Accounting Firms. competency development activities as follows:
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/Conference/ Type of
No Date Venue Organizer
Seminar Education
Omar Sjawaldy Anwar
1 Risk Management Certification Training April 16-17, 2025 Jakarta Offline Indonesia Risk
Program: Risk Management Certification Professional
Scheme Material Level/Qualification 6 Association (IRPA)
Without Levels
2 Fit & Proper Test Training Program: In- April 22-23, 2025 Jakarta Offline Indonesia Risk
depth Training on Financial Services Professional
Authority Regulations (POJK) Regarding Association (IRPA)
Bank Products and Activities
3 Executive Overview for Board of April 24, 2025 Jakarta Offline Lembaga
Commissioners Pengembangan
Perbankan Indonesia
4 Fit & Proper Test Briefing by BNI Internal April 30, 2025 and Jakarta Offline Corporate Secretary
May 2, 2025 BNI
Tedi Bharata
1 Risk Management Certification April 17, 2025 Jakarta Offline Indonesia Risk
Refreshment Program: Risk Professional
Management Certification Scheme Association (IRPA)
Material Level/Qualification 6 Non-
Tiered
2 Fit & Proper Test Training Program: In- April 22-23, 2025 Jakarta Offline Indonesia Risk
depth Training on Financial Services Professional
Authority Regulations (POJK) Regarding Association (IRPA)
Bank Products and Activities
3 Executive Overview for Board of April 24, 2025 Jakarta Offline Lembaga
Commissioners Pengembangan
Perbankan Indonesia
4 Fit & Proper Test Briefing by BNI Internal April 30, 2025 and Jakarta Offline Corporate Secretary
May 2, 2025 BNI
5 Compliance Forum: “Decision Making September 16, 2025 Jakarta Offline BNI University
based on the Business Judgment
Rule Principle in the context of Good
Corporate Governance and Anti-
Corruption”
Febrio Nathan Kacaribu*
1 OJK Fit & Proper Test Briefing by BNI December 30, 2025 Jakarta Offline Corporate Secretary
Internal BNI
Donny Hutabarat
1 Risk Management Certification Training April 16-17, 2025 Jakarta Offline Indonesia Risk
Program: Risk Management Certification Professional
Scheme Material Level/Qualification 6 Association (IRPA)
Without Levels
2 Fit & Proper Test Training Program: In- April 22-23, 2025 Jakarta Offline Indonesia Risk
depth Training on Financial Services Professional
Authority Regulations (POJK) Regarding Association (IRPA)
Bank Products and Activities
3 Executive Overview for Board of April 24, 2025 Jakarta Offline Lembaga
Commissioners Pengembangan
Perbankan Indonesia
4 Fit & Proper Test Briefing by BNI Internal April 30, 2025 and Jakarta Offline Corporate Secretary
May 2, 2025 BNI
5 Compliance Forum: “Decision Making September 16, 2025 Jakarta Offline BNI University
based on the Business Judgment
Rule Principle in the context of Good
Corporate Governance and Anti-
Corruption”
Vera Febyanthy
1 Risk Management Certification Training April 16-17, 2025 Jakarta Offline Indonesia Risk
Program: Risk Management Certification Professional
Scheme Material Level/Qualification 6 Association (IRPA)
Without Levels
2 Fit & Proper Test Training Program: In- April 22-23, 2025 Jakarta Offline Indonesia Risk
depth Training on Financial Services Professional
Authority Regulations (POJK) Regarding Association (IRPA)
Bank Products and Activities
724 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Training/Workshop/Conference/ Type of
No Date Venue Organizer
Seminar Education
3 Executive Overview for Board of April 24, 2025 Jakarta Offline Lembaga
Commissioners Pengembangan
Perbankan Indonesia
4 Fit & Proper Test Briefing by BNI Internal April 30, 2025 and Jakarta Offline Corporate Secretary
May 2, 2025 BNI
5 Workshop Program on the Authority May 8, 2025 Jakarta Offline Indonesia Risk
and Duties of the Risk Monitoring Professional
Committee and its Instruments Association (IRPA)
6 Compliance Forum: “Decision Making September 16, 2025 Jakarta Offline BNI University
based on the Business Judgment
Rule Principle in the context of Good
Corporate Governance and Anti-
Corruption”
Didik Junaedi Rachbini
1 Risk Management Certification Training April 16-17, 2025 Jakarta Offline Indonesia Risk
Program: Risk Management Certification Professional
Scheme Material Level/Qualification 6 Association (IRPA)
Without Levels
2 Fit & Proper Test Training Program: In- April 22-23, 2025 Jakarta Offline Indonesia Risk
depth Training on Financial Services Professional
Authority Regulations (POJK) Regarding Association (IRPA)
Bank Products and Activities
3 Executive Overview for Board of April 24, 2025 Jakarta Offline Lembaga
Commissioners Pengembangan
Perbankan Indonesia
4 Fit & Proper Test Briefing by BNI Internal April 30, 2025 and Jakarta Offline Corporate Secretary
May 2, 2025 BNI
*) Appointed as a member of the Board of Commissioners since December 15, 2025, but not yet effective as he is still undergoing the OJK Fit & Proper Test.
ORIENTATION AND INTRODUCTION Commissioners/Supervisory Board and the Board
PROGRAM FOR NEW BOARD OF of Directors must receive an introduction program
COMMISSIONERS MEMBERS [ACGS D.5.1] regarding the respective State-Owned Enterprise.
The orientation program for new members of the
Orientation and Introduction Program Policy Board of Commissioners should at least receive
for New Commissioners materials in the form of document delivery,
Based on the Board of Commissioners Decree No. presentation, or explanation that can be done by
KEP/024/DK/2024 dated October 22, 2024, regarding the Board of Directors, Corporate Secretary, related
the Charter of the Board of Commissioners as the divisions or units, as well as experts from external
Guideline and Code of Conduct for the Board of sources, which in general include the following
Commissioners, it is stipulated that every newly information or matters:
appointed member of the Board of Commissioners 1. The Bank’s vision, mission, organizational
must undergo an orientation and introduction structure, business activities, and operational
program concerning the performance of their duties network;
and responsibilities at the Bank. 2. The Annual Report, the Company’s Work Plan
and Budget (RKAP), the Bank’s Business Plan
The purpose of this program is to provide a (RBB), the Company’s Code of Ethics, BNI’s Work
comprehensive understanding and overview of Culture, the Board of Commissioners’ Code of
the Bank’s general conditions, values, vision and Conduct, the Corporate Governance Handbook,
mission, business activities, and subsidiaries, as and the Company’s Articles of Association;
well as to socialize the policies, procedures, and 3. Good Corporate Governance (including multiple
implementation of good corporate governance positions, share ownership, and Independent
within the Bank. The program also demonstrates the Commissioners);
Bank’s compliance with the Ministry of State-Owned 4. The duties, authority, and responsibilities of
Enterprises Regulation No. PER-2/MBU/03/2023 the Board of Commissioners and the Board
dated March 3, 2023, regarding the Governance of Directors, delegation of authority, and the
Guidelines and Significant Corporate Activities of limitations of the Board of Commissioners’
State-Owned Enterprises, Article 43, which mandates authority in overseeing the Company based on
that newly appointed members of the Board of applicable laws and regulations;
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2025 Management Company Management Discussion and Business Support
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5. The Committees under the Board of Commissioners that are formed and directly accountable to the
Board of Commissioners, the Secretary of the Board of Commissioners, and the Secretariat of the Board
of Commissioners that support the smooth execution of the Board of Commissioners’ duties; and
6. The remuneration and benefits provided to members of the Board of Commissioners.
Implementation of the Orientation and Introduction Program for New Commissioners in
2025
During 2025, BNI facilitated an orientation and introduction program for members of the Board of
Commissioners, which was carried out as follows:
Name Position Subject/Material
Omar Sjawaldy President Commissioner/ 1. Briefing on the duties and responsibilities of the BNI Board of
Anwar Independent Commissioner Commissioners on April 10, 2025, covering:
• BNI’s vision, mission, and organizational structure;
Tedi Bharata Vice President
• Duties and functions of the Board of Commissioners;
Commissioner
• Good Corporate Governance of the Board of Commissioners;
Vera Febyanthy Independent Commissioner • Committees under the Board of Commissioners, as well as the
Didik Junaedi Independent Commissioner Secretary of the Board of Commissioners and the Secretariat of the
Rachbini Board of Commissioners, which assist in the smooth running of the
Board of Commissioners’ duties;
Donny Hutabarat Commissioner • Risk Management Certification;
• Provisions regarding remuneration, facilities, and allowances for
members of the Board of Commissioners.
2. Briefing on the development of BNI’s internal conditions on April 30,
2025, and May 2, 2025, including:
• Corporate Plan
• Bank Business Plan (RBB) and Company Work Plan and Budget
(RKAP)
• Financial Performance of BNI and Subsidiaries
• BNI Business
• Risk Management, Legal, Audit & Compliance Issues
3. Briefing on General Banking Knowledge on April 22-24, 2025,
including:
• Prudential Banking & Indonesian Banking System (SPI)
• Good Corporate Governance (Role of the Board of Commissioners),
Risk Management and Compliance (GRC)
• Asset Liability Management
• Internal Audit
• Sharing session related to the Fit & Proper Test process for
Commissioner Candidates
Febrio Nathan Commissioner 1. Briefing on the duties and responsibilities of the BNI Board of
Kacaribu* Commissioners on December 23, 2025, covering:
• BNI’s vision, mission, and organizational structure;
• Duties and functions of the Board of Commissioners;
• Good Corporate Governance of the Board of Commissioners;
• Committees under the Board of Commissioners, as well as the
Secretary of the Board of Commissioners and the Secretariat of the
Board of Commissioners, which assist in the smooth running of the
Board of Commissioners’ duties;
• Risk Management Certification;
• Provisions regarding remuneration, facilities, and allowances for
members of the Board of Commissioners.
2. Briefing on the development of BNI’s internal conditions on December
30, 2025, including:
• Corporate Plan
• Bank Business Plan (RBB) and Company Work Plan and Budget
(RKAP) Other briefings will be held in 2026.
*) Appointed as a member of the Board of Commissioners since December 15, 2025, but not yet effective as he is still undergoing the OJK Fit & Proper Test.
726 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
RISK MANAGEMENT CERTIFICATION holders in the field of banking risk management.
The maintenance program is implemented with
BNI is committed to improving the capacity and reference to the following provisions:
supervisory role of the Board of Commissioners 1. Conducted periodically at least once every year
by encouraging the active participation of each after the Risk Management Certificate is issued;
member in the Risk Management certification and and
alignment program. All of these initiatives are 2. The forms of maintenance program activities
carried out in accordance with POJK Regulation No. include in-house training, seminars,
24/2022, SEOJK Regulation No. 28/2022, and OJK dissemination of regulations from the competent
Letter No. S-11/D.3/2024, as a manifestation of BNI's authorities, workshops, e-learning, and/or work
seriousness in ensuring high-quality governance portfolios related to the Bank's risk management
and risk management. field.
In addition, the Bank also requires the Board As of December 31, 2025, the majority of BNI Board
of Commissioners to participate in the Risk of Commissioners members have passed and
Management Certification Refreshment Program hold valid Risk Management Certification with a
with the aim of maintaining and improving the qualification level of JK-6, as detailed below:
competence of Risk Management Certificate
Qualification Certificate Issuing Certificate Issue Expiration Validity
Name Position
Level (JK) Institution Date Date Period
Omar Sjawaldy President JK 6 Professional April 21, 2025 April 21, 2028 3 years
Anwar Commissioner/ Certification Institution
Independent Risk Management
Commissioner Certification Agency
(LSP BSMR)
Tedi Bharata Vice President JK 6 Professional Certification June 3, 2024 June 3, 2027 3 years
Commissioner Institution Banking
Professional Certification
Agency (LSP LSPP)
Vera Febyanthy Independent JK 6 Professional April 21, 2025 April 21, 2028 3 years
Commissioner Certification Institution
Risk Management
Certification Agency
(LSP BSMR)
Didik Junaedi Independent JK 6 Professional Certification April 21, 2025 April 21, 2028 3 years
Rachbini Commissioner Body Risk Management
Certification Agency
(LSP BSMR)
Donny Hutabarat Commissioner JK 6 Professional Certification April 21, 2025 April 21, 2028 3 years
Body Risk Management
Certification Agency
(LSP BSMR)
Febrio Nathan Commissioner In the process of fulfilling certification
Kacaribu
*) Appointed as a member of the Board of Commissioners since December 15, 2025, but not yet effective as he is still undergoing the OJK Fit & Proper Test.
BASIS FOR IMPLEMENTING THE DUTIES OF THE BOARD OF COMMISSIONERS
The Board of Commissioners is required to prepare a Work Plan and Budget (RKA) every year as a reference
in carrying out its duties, authorities, and responsibilities as a supervisory body. The RKA is prepared and
submitted to the Board of Directors at the beginning of the fiscal year, and has been prepared in accordance
with the following regulatory provisions:
1. Regulation of the Minister of State-Owned Enterprises No. PER-2/MBU/03/2023 dated 3 2023 concerning
Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises Article 14
paragraph (8) stipulates that the Board of Commissioners/Supervisory Board is required to prepare an
annual work plan and budget for the Board of Commissioners/ Supervisory Board which is an inseparable
part of the Company’s Work Plan and Budget (RKAP); and
2. BNI’s Articles of Association stipulates that the Board of Commissioners is required to prepare a work
program for the Board of Commissioners which is an inseparable part of the Company’s Annual Work
Plan and Budget prepared by the Board of Directors.
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MECHANISM FOR IMPLEMENTING offices, both offline and online. The implementation
THE BOARD OF COMMISSIONERS’ of the supervisory function carried out by the Board
SUPERVISORY DUTIES of Commissioners is explained in detail as follows:
The procedures and mechanisms for performing the 1. Supervision of the Bank’s Business Plan (RBB)/
functions, duties, and obligations of the BNI Board Corporate Work Plan and Budget (RKAP) and
of Commissioners are regulated as follows: Financial Performance
1. The Board of Commissioners holds Board of The Board of Commissioners carried out
Commissioners meetings, including internal comprehensive oversight of the Bank’s Business
Board of Commissioners meetings, meetings Plan (RBB) and BNI’s strategic policies, including
with invited Sector Directors and Senior Executive directing, monitoring, and evaluating the
Vice Presidents regarding the discussion agenda, implementation of the Corporate Plan, monthly
or routine meetings with the Board of Directors; financial performance, and the achievement
2. The active role of the committees under the of the Bank’s financial targets. The Board of
Board of Commissioners in assisting and Commissioners also reviewed and evaluated the
supporting the smooth execution of the Board realization of the RBB reported to the Financial
of Commissioners’ duties includes conducting Services Authority (OJK) on a semi-annual basis.
committee meetings, as well as carrying out In addition, the Board of Commissioners routinely
evaluations, studies, or reviews of matters reviewed consolidated financial performance
that are part of the Board of Commissioners’ reports, financial information to be disclosed, as
responsibilities; well as the implementation of audits conducted
3. Providing suggestions, advice or decisions of the by Public Accounting Firms, including proposing
Board of Commissioners in writing to the Board the appointment of external auditors.Throughout
of Directors as: 2025, the Board of Commissioners approved the
a. Follow-up to the results of the Board of Revision of the 2025 RBB/RKAP and the RBB/
Commissioners Meeting or the Board of RKAP for 2026.
Commissioners’ meeting with the Board of
Directors; and 2. Internal Control, Risk Management, and
b. Responses to reports on the implementation Compliance
of the Board of Directors’ duties or requests To ensure effective governance, the Board of
for approval, consultation or proposals Commissioners supervised the implementation
submitted by the Board of Directors to of the internal control system, monitored the
the Board of Commissioners, as well as effectiveness of the Internal Audit Unit, and
information regarding strategic and significant ensured follow-up on findings from internal
problems based on the results of the Board and external audits, as well as examinations
of Commissioners’ evaluation and review conducted by OJK, the Supreme Audit Agency
of written reports on the implementation of (BPK), and other authorities. The Board of
the Board of Directors’ duties to the Board of Commissioners also evaluated BNI’s risk
Commissioners. management policies and the implementation
4. Implementation of working visits by the Board of of integrated risk management, including the
Commissioners to BNI work unit environments Bank’s soundness level, risk profile, capital
and provision of advice and suggestions by adequacy, and periodic risk mitigation strategies.
the Board of Commissioners to the Board of Compliance oversight was exercised through
Directors based on the results of the Board of evaluations of the implementation of the
Commissioners’ working visits. compliance function, reports from the Director
of Compliance, and the implementation of the
REPORT ON THE IMPLEMENTATION Anti-Bribery Management System (ABMS), Anti-
OF THE DUTIES OF THE BOARD OF Fraud Strategy, Whistleblowing System, as well
COMMISSIONERS IN 2025 as AML/CFT and Counter-Proliferation Financing
programs.
In 2025, the Board of Commissioners collectively
performed its supervisory function over the Bank's 3. Technology, Human Resources, and Consumer
policies and management in accordance with Protection
laws and regulations, the Articles of Association, The Board of Commissioners also supervised the
and the Work Plan. To support the effectiveness implementation of the Information Technology
of its supervision, the Board of Commissioners Strategic Plan, IT development plans, and digital
routinely held internal meetings, joint meetings initiatives such as wondr by BNI, BNIdirect, and
with the Board of Directors, and conducted visits to credit-related tools. In addition, oversight was
divisions, regional offices, branches, and overseas conducted over human capital management,
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remuneration policies for the Board of Directors, and future market trends. This is necessary
the Board of Commissioners, and employees, for banks to maintain and improve their
as well as the management of outsourcing positioning in the banking industry. Therefore,
arrangements. Evaluations were carried out on the Board of Directors should continue to
consumer protection, the provision of payment explore breakthroughs and innovations that
system services, the achievement of the Payment can be implemented and have a positive
System Infrastructure Roadmap (RPIM), and the impact on improving the Company's
implementation of internal control over financial performance.
reporting (ICOFR). b. The Board of Directors should continue to
strive to improve internal business processes
4. Strengthening GCG, Oversight of Subsidiaries, through the creation of appropriate policies,
and Credit Quality quality human resources, and adequate
The Board of Commissioners ensured the technology so as to produce quality
implementation of Good Corporate Governance performance.
(GCG) principles at all levels of BNI and its c. In implementing the Company’s strategy, the
subsidiaries within the Financial Conglomeration, Board of Directors is expected to continue to
including reviewing GCG implementation reports, improve the implementation of adequate risk
self-assessments, evaluating the performance management and prepare possible scenarios,
of subsidiaries, and encouraging continuous by conducting business prudently and
improvements in governance practices in guided by applicable laws and regulations,
accordance with prevailing regulations and best and implementing the principles of Good
practices. The Board of Commissioners approved Corporate Governance (GCG).
various strategic policies, including the Corporate d. All government program financing initiatives
Plan, RBB/RKAP, Sustainable Finance Action must continue to be implemented in accordance
Plan (RAKB), Risk Appetite Statement (RAS), with the principles of prudential banking,
organizational changes, as well as integrated risk credit risk control, and compliance with OJK
management and governance policies. The Board Regulations, Bank Indonesia Regulations, and
of Commissioners also monitored developments other Government Regulations specifically
in credit portfolio quality and the realization of governing government program financing.
write-offs to ensure the consistent application of e. The Board of Directors is requested to take
prudential principles. advantage of the momentum to strengthen
BNI's position as a major global bank amid
5. Supervisory Reports on the Implementation reciprocal tariff negotiations between
of the Bank’s Business Plan Submitted to OJK Indonesia and the United States, including
and Responses to the Achievement of the approaching Danantara regarding the
Bank’s Performance and KPIs Submitted to BP centralization of settlement transactions
BUMN (formerly the Ministry of State-Owned for all state-owned enterprises with foreign
Enterprises) partners.
The Board of Commissioners submitted the
Supervisory Report on the Implementation 2. Credit
of the Bank’s Business Plan to OJK on a semi- a. BNI is the only Indonesian bank with branches
annual basis and delivered responses regarding in several global financial centers; therefore,
the achievement of the Bank’s performance the Board of Commissioners requests
and Key Performance Indicators (KPIs) to BP the Board of Directors to closely examine
BUMN (formerly the Ministry of State-Owned opportunities related to Offshore NDF, which
Enterprises) on a quarterly basis. can also support BNI’s custodian business
and reach international investors, with the
LIST OF RECOMMENDATIONS / hope that BNI can act as a channeling agent
SUGGESTIONS / ADVICE FROM THE BOARD to attract domestic inflows.
OF COMMISSIONERS IN 2025 b. Given the increasingly uncertain economic
conditions, additional efforts are required
Throughout 2025, the Board of Commissioners has to intensely monitor the condition/business
issued several important Recommendations/Advice progress of debtors whose loans have been
to the Board of Directors regarding the management restructured so they can return to performing
and administration of the Bank, including: status. It is advised that CKPN (Allowance for
1. General Performance Impairment Losses) be formed gradually in
a. Performance achievements should take into accordance with regulations for loans that
account the growth of the banking industry, have been restructured under relaxation
especially in facing peer group challenges programs but show no signs of improvement.
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c. The Board of Commissioners reminds medium segment and to identify financing
the Board of Directors of the importance tenors and the relocation of liquid assets that
of conducting the credit granting process can be optimized, which is expected to reduce
prudently by strictly implementing the 5C NPL and LaR.
Principles and the four-eyes principle in every i. The Board of Commissioners urges the Board
process. These principles include evaluating of Directors to pay attention to the increase
Know Your Customer (KYC), business in the cost of funds, and such increase must
conditions directly related to repayment be balanced with efficiency in the opex
capacity as the first way-out, ensuring the cost components, considering the future
collateral adequacy ratio as the second way- challenges in obtaining liquidity.
out, meeting the minimum requirements
according to the Bank’s Credit Policy (KPB), 3. Liquidity
monitoring the use of credit facilities, and a. The Board of Commissioners regards it
tracking debtor business growth. necessary to have further engagement with
d. In order to increase BNI's competitiveness corporate and institutional customers with
against its main competitors regarding SLA, the expectation of acquiring the ecosystem of
the Board of Commissioners requests the these customers, so that the Retail, Consumer,
Board of Directors to establish end-to-end SLA and Commercial segments can benefit in the
standards for all credit segments, starting from form of both funding and financing.
the credit application process, verification, b. Regarding the allocation of the Excess Budget
and analysis, through to credit disbursement, Balance (SAL) from the Government of
while still maintaining precautionary aspects Indonesia through the Ministry of Finance to
and risk management. BNI, the Board of Commissioners requests the
e. In connection with the implementation of Board of Directors to conduct periodic stress
the end-to-end credit process improvement tests and implement risk mitigation steps in
program, a comprehensive evaluation should the event of a total withdrawal of SAL funds,
be conducted to determine the effectiveness which poses a risk to BNI’s LDR surge.
of the program. Additionally, improvements c. The Board of Commissioners advises the
must be made to achieve the program's Board of Directors to encourage credit growth
objectives. The Board of Commissioners more aggressively yet remains controlled,
reminds the Board of Directors that credit by utilizing the still-large national liquidity
process improvements should pay attention space, including optimizing the momentum
to internal and external audit findings. of stricter Export Proceeds (DHE) policies.
f. The Board of Directors is also urged to d. Regarding the carbon footprint issue, the
enhance supervision protocols and risk Board of Commissioners suggests that the
mitigation implemented appropriately, as well Board of Directors utilize the issue as an entry
as to diversify with loans in other segments, point for developing green products and
particularly consumer, small, and commercial. services capable of creating new transactions,
This is an anticipation that should a macro- increasing income, and strengthening
economic downturn occur, loans from the the bank's position in the green economy
corporate segment do not become a source ecosystem.
of risk for BNI bank-wide.
g. Regarding existing credit analysts, in terms of 4. Digital Banking and Technology.
both competency/knowledge and character, a. The Board of Directors should optimize
the Board of Commissioners advises that a the utilization of information technology to
thorough evaluation be conducted, including enhance banking services and transactions for
an adequate assessment process, as well as an BNI and its subsidiaries, thereby providing a
evaluation of the history of credits they have positive impact on the business performance
recommended, covering their credit portfolio of BNI and its subsidiaries through thorough
performance, specifically the percentage of preparation of reliable and adequate IT
performing and non-performing loans. infrastructure (including data centers) capable
h. The Board of Commissioners encourages of adapting to business growth and changing
the integration of risk management market needs.
implementation with technological support, b. The Board of Commissioners supports the
including the utilization of Artificial strengthening of Artificial Intelligence (AI)
Intelligence (AI) and behavior assessment, and Big Data utilization across all of BNI's
to respond to the declining risk profile in the business processes as part of strengthening
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digital business competencies, with a focus Commissioners requests the Board of
on increasing transparency, productivity, Directors to ensure that Human Capital at
and efficiency. Such development should BNI is prepared by considering three aspects,
be implemented in alignment with areas of namely: knowledge, skill set, and capabilities.
improvement in human capital aspects and is b. The Board of Directors is expected to ensure
expected to support the provision of fast and the integration of all employee data (including
accurate data analytics, particularly regarding Medical Check-Up and psychological test
market developments, while simultaneously results) into a single integrated system.
strengthening the generating idea process c. The Board of Commissioners requests the
to support the accuracy and speed of the Board of Directors to pay attention to employee
Company's business strategy execution. well-being, including the improvement of
c. In the framework of information technology employee facilities both at the head office and
development at subsidiaries, it is expected in the regions.
to be fully integrated. In connection with d. In terms of developing an adaptive work
this, the Board of Directors is requested to environment, particularly for Gen Z, the
comprehensively review its strategic planning, Board of Commissioners encourages
including but not limited to the adequacy of accelerating its development by considering
resources, specifically human capital covering 4 (four) main aspects: the provision of
skill sets, capacity, and capabilities, as well as work hubs, transformation of work culture,
considering development options conducted flexible benefits, and digital learning (flexible
directly by BNI based on a cost-and-benefit e-learning).
analysis. e. In order to support skill development for BNI’s
d. Regarding the IT infrastructure improvements Human Capital, the Board of Commissioners
that have commenced for the wondr by encourages BNI University to act as an enabler
BNI and BNI Direct applications, the Board for development and learning that can drive
of Commissioners requests the Board of the acceleration of BNI's business.
Directors to conduct an evaluation and
measure the success rate of both applications 6. Bank Intermediation
against business growth, including the a. Management's strategic steps that have
increase in low-cost funds (CASA) and fee- successfully increased profit deserve
based income, so that they may ultimately appreciation and should be continued by
increase profit. prioritizing a fund-raising strategy that focuses
e. The Board of Directors is expected to on low-cost funds with efficient sources of
continuously increase engagement for the funds. This can strengthen profitability with
wondr by BNI application in order to increase minimal funding costs, thereby creating a
the number of active customers/merchants strong and sustainable foundation for growth
more aggressively yet remains controlled, while remaining mindful of the prudential
which can strengthen CASA-based deposits. principle in order to increase quality credit.
f. In the future, the Board of Directors should b. The Board of Directors should maintain
develop features to analyze customer a healthy balance between profit and risk
behavior, including classifications for in the Bank’s intermediation activities and
customers with red-flag transactions. continuously improve corporate governance
g. In terms of maintaining the Bank's system and strengthen internal controls to manage
security to support safe customer transactions risks more effectively.
and business, the Board of Commissioners
emphasizes the need to formulate proactive 7. Implementation of Anti-Fraud Strategy
steps in strengthening cybersecurity to a. The Board of Directors is expected to develop
prevent potential ransomware threats, a Fraud Detection System (FDS) that integrates
protect data and critical infrastructure from people, process, and technology, so that early
cyberattacks, and focus on maintaining the detection of potential fraud can be further
integrity of the bank's systems. optimized.
b. The Board of Commissioners views it
5. Human Capital Policies and Procedures necessary to impose strict sanctions,
a. A company's competitive advantage is both on fraud perpetrators and on parties
influenced not only by technology and involved in the case as well as those who
infrastructure but also significantly by commit violations of regulations that create
Human Capital; therefore, the Board of opportunities for fraud. This aims to provide a
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deterrent effect that can reduce the chances of 9. Integrated Governance and Risk Management
fraud occurring. a. The Board of Commissioners provides input
c. The implementation of the fraud framework to the Board of Directors to ensure that BNI
based on four pillars (prevention, Group products are packaged and created
investigation, detection, and evaluation) comprehensively so that customers have
should be strengthened with a primary focus various holistic options; it is expected that
on strengthening the detection pillar through an integrated approach to the BNI Group
systems, processes, and behavior monitoring. ecosystem and value chain can serve as an
d. Know Your Employee (KYE) conducted by Unit effort toward customer retention.
Heads with HC support needs to be carried b. The Board of Commissioners emphasizes
out for all employees as a means of detecting the importance of maintaining quality
fraud through changes in employee behavior. and consistency in the implementation of
e. The Board of Commissioners directs the Integrated Governance (TKT) and Integrated
Board of Directors to formulate the company’s Risk Management. Improvements in internal
risk architecture as a guideline for all divisions control and governance are critical steps that
in implementing risk management and anti- support the healthy and sustainable business
fraud strategies in daily business processes growth and performance of Subsidiaries.
(holistic risk view). c. The Board of Directors is encouraged to be
f. Operational risk management, fraud control, more comprehensive in formulating Risk
and the enhancement of internal control Profiles across all Subsidiaries by paying
functions need to be improved and receive attention to operational risks that do not yet
special attention from the Board of Directors, reflect a crisis mode. The operational risk
especially regarding incidents that impact framework is expected to serve as a guide in
BNI’s achievements and stakeholder trust. ensuring that the Three Lines Model functions
effectively, internal processes run well, and
8. Overseas Branches (KLN) to drive improvements in Compliance and
a. The Board of Directors should conduct Risk Management (KPMR) throughout all
comprehensive supervision across various Subsidiaries.
aspects, including Risk Management, d. The Board of Directors should create a
Compliance Function, Internal Control, roadmap related to development according
Audit, and Anti-Fraud, towards Overseas to the business priorities of each Subsidiary,
Branches so that corrective efforts can be including recovery and improvement efforts
properly implemented to support sustainable particularly regarding credit risk, liquidity
business development and ensure that risk, strategic risk, and performance decline,
Overseas Branches operate in accordance increasing provisions, decreasing financing
with established standards and minimize risks quality, and fraud in subsidiaries that are still
associated with international activities. recording losses.
b. The Board of Commissioners encourages the
Board of Directors to continuously improve 10. Implementation of Anti-Money Laundering,
and develop BNI’s business and international Prevention of Terrorism Financing, and
network to ensure that the mandate from the Prevention of Financing of the Proliferation of
Ministry of SOEs to BNI as a Global Bank is Weapons of Mass Destruction (APU PPT and
successfully executed. PPPSPM)
c. The Board of Commissioners encourages a. The implementation of APU PPT and PPPSPM,
the Board of Directors to optimize the role which has been carried out well, should
of Overseas Branches in attracting investors be continuously evaluated and updated
to the country, as this presents business in line with the latest policies and trends.
potential for BNI. Furthermore, the policies or guidelines that
d. The Board of Commissioners suggests the have been formulated must be socialized to
Board of Directors to examine opportunities all employees.
related to offshore NDF, which can support b. The Board of Commissioners emphasizes
BNI’s custodian business and reach the importance of increasing the knowledge
international investors. The expectation is that and precision of Branch officers in inputting
BNI can act as a channeling agent to attract customer data according to the standards
domestic inflows. set in the account opening system to prevent
inaccurate data. Additionally, the Board
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of Commissioners also urges the Board potentially poses a risk to the Subsidiaries.
of Directors to set strict target times for e. The Board of Commissioners expects that
completing data updates as a step to improve the implementation of the 2025 Integrated
overall efficiency and accuracy of customer Risk Appetite Statement (RAS) across all
data. Subsidiaries be ensured and monitored
c. The Board of Directors is expected to ensure periodically, including the implementation of
that all branch offices and business units early warning systems, particularly regarding
directly dealing with customers consistently fraud using an IT approach, as well as the
apply Enhanced Due Diligence (EDD) for implementation of periodic audits.
customers categorized as "High Risk," f. The Zero Fraud Tolerance commitment should
including Politically Exposed Persons (PEP) be a value agreed upon by the entire Bank
and parties related to PEP, and perform Financial Conglomerate, from the Main Entity
screening of Walk-in Customers (WIC) through (i.e., PIKK) to the Subsidiaries, in order to
the provided platforms. create a work environment with integrity and
d. The Board of Commissioners reminds the send a clear message that fraudulent acts will
importance of systems that support the not be tolerated within the entire corporate
analysis of Suspicious Financial Transaction organizational structure.
Reports (LTKM) being equipped with LTKM g. The Board of Commissioners urges
scenarios and containing all points that must that improvements and performance
be executed. This aims to ensure that all data enhancements of Subsidiaries be carried
included in LTKM can be properly identified out by reviewing scoring models, human
by the system. resources, KPI operationalization, the
e. Regarding Subsidiaries, the Board of ecosystem with the parent Company, and the
Commissioners reminds them to ensure the synergy between BNI and its Subsidiaries.
timely and optimal fulfillment and updating
of APU PPT and PPPSPM data, particularly BOARD OF DIRECTORS DECISIONS
for Subsidiaries whose achievements are still REQUIRING APPROVAL FROM THE BOARD
inadequate. OF COMMISSIONERS [ACGS D.1.2]
11. Subsidiaries The Board of Directors may issue Board of Directors
a. The Board of Directors is expected to Decrees to regulate specific matters related to
routinely evaluate the work programs of the operational and business management of the
each Subsidiary, oversee the transformation Bank. However, there are exceptions for certain
process, and continuously carry out matters where the Board of Directors must obtain
improvement efforts so that Subsidiaries can prior approval from the Board of Commissioners
provide a larger contribution to the Bank’s before issuing such decrees, as stipulated in the
overall performance through consolidation. Board of Commissioners Decree within specific
b. IT support for Subsidiaries is expected to limits and/or criteria that have been approved by
lower the risk levels in each Subsidiary. the Series A Dwiwarna Shareholder. Referring to
Utilizing a technological approach, especially the Bank’s Articles of Association and the Board of
in supporting the Subsidiaries' businesses, Commissioners Decree, while observing applicable
can also act as a booster in improving laws and regulations in the Capital Market and
performance. Banking sectors, the scope of the Board of Directors’
c. The implementation of AI and Agentic AI decisions that require written approval from the
can support BNI in terms of financial, risk Board of Commissioners is as follows:
areas, and business automation; therefore, 1. Write off the Company's assets within a
the availability of human resources in the certain value limit determined by the Board
AI Roadmap must be ensured through of Commissioners with due consideration
synergy and communication with BNI Modal of regulatory provisions on State-Owned
Ventura, which has networks and business Enterprises, as follows:
relationships with IT startups. a. Write off due to the transfer/assignment of the
d. The Board of Commissioners pays attention to Company's Fixed Assets;
the vacancies of strategic leadership positions b. Write off due to the transfer/assignment of
in several Subsidiaries. Accelerating the filling other Company Assets;
of these vacant positions is necessary as this c. Write off the Company's Fixed Assets and/
or other Assets other than due to transfer/
assignment;
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except for the Company's assets held for the in the Capital Market sector with a certain value
purpose of carrying out the Company's business determined by the Board of Commissioners,
activities in accordance with applicable laws unless such actions constitute material
and regulations, including assets in the form of transactions exempted by laws and regulations
credit, securities, foreclosed collateral, movable in the Capital Market sector;
property, and other assets acquired in the course 9. Establishing and changing the Company's logo;
of the Company's business activities with due 10. Establishing the organizational structure one
consideration of regulatory provisions in the level below the Board of Directors;
capital market and banking sectors; 11. Taking actions not covered in the Company's
2. Pledge the Company's assets as collateral with Work Plan and Budget (RKAP).
certain value limits determined by the Board of Relinquishing the right to collect or not collect
Commissioners, except for the Company's assets principal bad debts that have been written off for
in the context of carrying out the Company's credit settlement, either in part or in full, which is
business activities in accordance with applicable implemented based on policies established by the
laws and regulations, which include assets in the Board of Directors with the approval of the Board of
form of credit, securities, foreclosed collateral, Directors. The Board of Commissioners and within
movable goods, and other assets obtained in the amount of the write-off ceiling (limit) that has
the context of the Company's business activities, been determined by the GMS, which will remain
with due regard to provisions in the capital in effect until a new ceiling (limit) is determined by
market and banking sectors; the GMS, provided that prior approval is obtained
3. Entering into partnerships with business from BPI Danantara in accordance with laws and
entities or other parties in the form of licensing regulations in the BUMN sector is obtained.
agreements, management contracts, asset leases,
Joint Operations (KSO), Build Operate Transfer The Board of Commissioners' approval regarding
(BOT), Build Own Transfer (BOWT), Build Transfer points 1, 2, 3, 4, 5, 6, 7 and 8 above with certain
Operate (BTO), and other similar partnerships limitations and/or criteria, is determined after
that are not part of the Company's day-to-day obtaining the approval of the Series A Dwiwarna
business as usual activities, with a specific Shareholder or the Holder of the Most Series B and
value or time period determined by the Board of Series C Shares. The determination of limitations
Commissioners; and/or criteria by the Board of Commissioners for
4. Making equity participation in subsidiaries, joint matters referred to in points 1, 2, 3, 4, 5, 6, 7 and 8
ventures, and/or other companies, including above is carried out after obtaining the approval of
participation to establish subsidiaries and/or joint the Holder of the Most Series B and Series C Shares.
ventures with certain value limits determined The Board of Commissioners' approval regarding
by the Board of Commissioners, except for the point 11 above is determined after obtaining the
purpose of rescuing receivables, taking into approval of the Holder of the Most Series B and
account provisions in the Capital Market and Series C Shares. The Board of Directors' actions
Banking sectors; as referred to in point 3 above, as long as they
5. Reducing equity participation, including dilution, are necessary for the implementation of business
in subsidiaries, joint ventures, and/or other activities commonly carried out in the banking
companies with certain value limits determined business sector with due regard to the provisions of
by the Board of Commissioners, except for the laws and regulations, do not require the approval of
purpose of rescuing receivables, taking into the Board of Commissioners and/or the GMS.
account provisions in the Capital Market and
Banking sectors; IMPLEMENTATION OF BOARD OF
6. Releasing Equity participation in subsidiaries, COMMISSIONERS’ DECISIONS IN 2025
joint ventures, and/or other companies with
a certain value limit determined by the Board The Board of Commissioners has the authority to
of Commissioners, except for the purpose issue Board of Commissioners Decrees related to
of rescuing receivables, taking into account strategic matters to assist and support the execution
provisions in the Capital Market and Banking of its duties and responsibilities as the supervisory
sectors; organ of the Board of Directors, as well as to enforce
7. Merging, consolidating, acquiring, separating, the application of good governance principles in the
and dissolving subsidiaries and joint ventures Bank. Below is a list of the Board of Commissioners’
with a certain value determined by the Board of Decrees that have been implemented during 2025,
Commissioners, taking into account provisions including:
in the Capital Market and Banking sectors; 1. Appointment of Mr. Alwi Abdurrahman Shihab as a
8. Taking actions that constitute material Member of the Integrated Governance Committee
transactions as stipulated by laws and regulations
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2. Termination of the Appointment of Ms. Demy 26. Appointment of Ms. Retno Murwani as an
Marizka Inriani and the Appointment of Mr. Ryan Independent Member of the Risk Monitoring
Alief Putra as Secretariat Staff of the Board of Committee
Commissioners 27. Appointment of Mr. Donny Hutabarat as a Member
3. Termination of the Appointment of Mr. Anas Puji of the Nomination and Remuneration Committee
Istanto as Secretary of the Board of Commissioners 28. Appointment of Mr. Donny Hutabarat as a Member
4. Termination of the Appointment of Mr. Anas of the Risk Monitoring Committee
Puji Istanto as Secretary of the Nomination and 29. Appointment of Mr. Donny Hutabarat as a Member
Remuneration Committee of the Integrated Governance Committee
5. Appointment of Mr. Sarpi as Secretary of the Board 30. Confirmation of the Termination of Appointment of
of Commissioners Mr. Suminto as a Member of the Nomination and
6. Appointment of Mr. Sarpi as Secretary of the Remuneration Committee
Nomination and Remuneration Committee 31. Confirmation of the Termination of Appointment of
7. Appointment of a Member of the Board of Mr. Suminto as a Member of the Risk Monitoring
Commissioners as a Member of the Nomination Committee
and Remuneration Committee 32. Confirmation of the Termination of Appointment
8. Appointment of a Member of the Board of of Mr. Suminto as a Member of the Integrated
Commissioners as a Member of the Integrated Governance Committee
Governance Committee 33. Honorable Termination of Mr. Suhendi Muharam
9. Appointment of a Member of the Board of as an Independent Member of the Audit Committee
Commissioners as a Member of the Risk 34. Appointment of Mr. Alih Suasono as an
Monitoring Committee Independent Member of the Audit Committee
10. Appointment of a Member of the Board of 35. Appointment of Mr. Alih Suasono as an Independent
Commissioners as a Member of the Audit Member of the Integrated Governance Committee
Committee 36. Appointment of Mr. Jhon F. Tamba as an
11. Honorable Termination of Ms. Nurani Raswindriati Independent Member of the Audit Committee
as an Independent Member of the Integrated 37. Appointment of Mr. Jhon F. Tamba as an
Governance Committee Independent Member of the Integrated Governance
12. Honorable Termination of Mr. Sarpi as Secretary of Committee
the Board of Commissioners 38. Honorable Termination of Ms. Dwita Suherlina as
13. Honorable Termination of Mr. Sarpi as Secretary of an Independent Member of the Risk Monitoring
the Nomination and Remuneration Committee Committee
14. Appointment of Mr. MuhammadYusuf as Secretary
of the Board of Commissioners BOARD OF COMMISSIONERS’
15. Appointment of Mr. MuhammadYusuf as Secretary ASSESSMENT OF THE PERFORMANCE
of the Nomination and Remuneration Committee OF COMMITTEES UNDER THE BOARD OF
16. Honorable Termination of Ms. Tri Kartika Dewi COMMISSIONERS [ACGS D.5.7]
and the Appointment of Mr. Muhammad Daffa
Nasution as Secretariat Staff of the Board of In order to enhance the role of the Board of
Commissioners Commissioners in carrying out its supervisory
17. Charter of the Board of Commissioners of PT Bank and advisory functions to the Board of Directors,
Negara Indonesia (Persero) Tbk the Board of Commissioners has formed 4 (four)
18. Rules of Procedure for Meetings of the Board of supporting committees under it, namely:
Commissioners and Joint Meetings of the Board 1. Audit Committee;
of Commissioners with the Board of Directors of 2. Risk Monitoring Committee;
PT Bank Negara Indonesia (Persero) Tbk 3. Nomination and Remuneration Committee; and
19. Allowances, Facilities, and Benefits for Members of 4. Integrated Governance Committee.
the Board of Directors and Board of Commissioners
20. Honorable Termination of Mr. Bambang The four committees above execute clear mandates
Setyogroho as an Independent Member of the in accordance with prevailing laws and regulations
Risk Monitoring Committee as well as their respective work guidelines, thereby
21. Honorable Termination of Mr. Human Brilianto as providing objective and independent input and
an Independent Member of the Audit Committee recommendations to the Board of Commissioners.
22. Charter of the Integrated Governance Committee At least once a year, the Board of Commissioners
23. Charter of the Risk Monitoring Committee conducts a performance evaluation of the
24. Charter of the Nomination and Remuneration committees under its authority to ensure that the
Committee execution of functions, duties, and responsibilities
25. Charter of the Audit Committee and Code of Ethics is running optimally. The evaluation is conducted
of the Audit Committee by taking into account key performance indicators,
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including the achievement of work plans/programs, the supervisory function, each committee played
the attendance and participation rates of members a part in providing recommendations that served
in meetings, as well as the submission of reports on as considerations and complemented the Board
the implementation of duties and activities by the of Commissioners’ perspective in carrying out its
Audit Committee, the Nomination and Remuneration duties and responsibilities.
Committee, the Risk Monitoring Committee, and the
Integrated Governance Committee. The following are the results of the Board of
Commissioners’ assessment of the performance of
Assessment Procedures and Criteria Used the supporting committees throughout 2025:
[ACGS D.5.7] • Audit Committee
The Board of Commissioners conducts an evaluation The Audit Committee has carried out its
of the performance of the committees under its oversight duties and responsibilities related to
authority to ensure that the execution of functions, the review of financial information issued by the
duties, and responsibilities is carried out effectively. Bank to the public and/or to the Authorities. In
The performance assessment is conducted based on addition, the Audit Committee also conducted
a number of criteria, which at a minimum include: reviews to ensure compliance with laws and
a. The realization of the committee’s work plan/ regulations relevant to the Bank’s activities,
program achievements during the fiscal year; provided recommendations to the Board of
b. The attendance and participation rates of Commissioners regarding the appointment of
members in meetings; Public Accountants (AP) and Public Accounting
c. Member competencies; and Firms (KAP), and evaluated the effectiveness of
d. The submission of reports on the implementation the implementation of audits/services provided
of duties. by Public Accountants (AP) and Public Accounting
Firms (KAP). The Audit Committee also reviewed
Party Conducting Performance the annual internal audit plan, monitored the
Assessment of Committees of the Board of execution and results of audits by BNI’s Internal
Commissioners [ACGS D.5.7] Audit (IAD) and external audits, and oversaw the
The Board of Commissioners periodically assesses completion of follow-up actions by Management.
the performance of committees under the Board
of Commissioners, including the Audit Committee, • Risk Monitoring Committee
Risk Monitoring Committee, Nomination and The Risk Monitoring Committee has assessed
Remuneration Committee, Risk Monitoring the suitability between risk management
Committee, and Integrated Governance Committee. policies and the implementation of Bank
At least once a year, the Board of Commissioners policies, and also monitors and evaluates
provides a performance assessment of the the implementation of tasks by the risk
committees at the Board of Commissioners management committee and risk management
level to ensure the implementation of activities work unit. The results of this assessment are
carried out by the Audit Committee, Nomination used to provide recommendations to the
and Remuneration Committee, Risk Monitoring Board of Commissioners. The Risk Monitoring
Committee, and Integrated Governance Committee. Committee evaluates the implementation of
risk management for the Bank’s 8 (eight) main
In addition, the performance assessment of all risks, namely Credit Risk, Market Risk, Liquidity
committees under the Board of Commissioners also Risk, Operational Risk, Strategic Risk, Legal
involves an independent external party at least once Risk, Compliance Risk, Reputation Risk, and
every 3 (three) years. an additional 2 (two) other risks included in
integrated risk management, namely Insurance
Result of Committee Performance Risk and Intragroup Transaction Risk.
Assessment in 2025
In 2025, the Board of Commissioners conducted a • Nomination and Remuneration Committee
performance assessment of the committees under The Nomination and Remuneration Committee
its authority based on established indicators or has also carried out its role in carrying out
criteria.The results of the assessment show that each supervisory duties and obligations, which include
committee member actively participated in internal evaluating and formulating recommendations
meetings as well as joint meetings with the Board to the Board of Commissioners regarding
of Commissioners, as reflected in the high level of regulations and policies related to nomination
attendance. Furthermore, the assessment was also and remuneration for members of the Board of
based on the reports on the implementation of duties Commissioners, Board of Directors, executive
submitted periodically and in writing to the Board officers and employees as a whole. This also
of Commissioners. In supporting the execution of includes examining and assessing the company’s
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talent management policies, as well as evaluating Minister of State-Owned Enterprises No. PER-3/
organizational development proposed by the MBU/03/2023 dated March 20, 2023, concerning
Board of Directors in accordance with applicable Organs and Human Resources of State-
regulations. Owned Enterprises, the organs of the Board
of Commissioners may consist of the Audit
• Integrated Governance Committee Committee, Nomination and Remuneration
The Board of Commissioners assesses that the Committee, Risk Monitoring Committee, and
Integrated Governance Committee has carried Integrated Governance Committee, as well as the
out its oversight function optimally throughout Secretariat of the Board of Commissioners;
2025, as evidenced by the implementation 2. Regulation of the Financial Services Authority
of comprehensive evaluations regarding the No. 18/POJK.03/2014, dated November 18, 2014,
effectiveness of internal controls, the integration concerning the Implementation of Integrated
of the compliance function, and the performance Governance for Financial Conglomerates,
of the Integrated Governance Guidelines. During in order to support the effectiveness of the
this period, the Committee played an active role implementation of its duties, the Board of
in providing strategic recommendations to the Commissioners of the Main Entity is required to
Board of Commissioners of the Main Entity (i.e., form an Integrated Governance Committee;
PIKK), which included proposals for guideline 3. Financial Services Authority Regulation No.
refinements as well as in-depth assessments 45/POJK.03/2015, dated December 23, 2015,
of the suitability between policies and their concerning the Implementation of Governance
implementation in the field. This proactive step in the Provision of Remuneration for Commercial
was taken to ensure that governance standards are Banks, in carrying out the task of supervising the
applied consistently, effectively, and accountably implementation of the Remuneration policy and
across all Financial Services Institutions within periodically evaluating the Remuneration policy,
the BNI Financial Conglomeration ecosystem. the Board of Commissioners is required to form
a Remuneration Committee;
Throughout 2025, the execution of programs 4. Financial Services Authority Regulation No.
and work plans by the committees under the 55/POJK.04/2015, dated December 23, 2015,
Board of Commissioners was demonstrated concerning the Establishment and Guidelines
by the level of participation, the number of for the Implementation of the Audit Committee,
meetings attended, and the reports detailing the Issuers or Public Companies are required to have
activities carried out by the Audit Committee, an Audit Committee and
Nomination and Remuneration Committee, 5. Financial Services Authority Regulation No. 17 of
Risk Monitoring Committee, and Integrated 2023, dated September 14, 2023, concerning the
Governance Committee. This indicates that these Implementation of Governance for Commercial
committees have effectively fulfilled their duties Banks, in order to support the effectiveness of the
and responsibilities. implementation of duties and responsibilities, the
Board of Commissioners is required to form at least
COMPLETENESS OF THE BOARD OF an Audit Committee, a Risk Monitoring Committee,
COMMISSIONERS’ ORGAN and a Nomination and Remuneration Committee.
To support the effective execution of the Board Working Mechanism of Committees Under
of Commissioners’ duties and responsibilities, the Board of Commissioners
particularly in overseeing the management The implementation of the duties of the committees
of the Bank by the Board of Directors, BNI under the Board of Commissioners must be guided
establishes supporting organs under the Board by the respective Committee Charters as established
of Commissioners, which consist of committees through the Board of Commissioners Decree and
under the Board of Commissioners and the Board published on the Bank’s official website, namely:
of Commissioners Secretariat. The establishment 1. Decree of the Board of Commissioners No.
and implementation of the Secretariat of the Board KEP/022/DK/2024 dated September 19, 2025,
of Commissioners and the supporting committees concerning the “Integrated Governance
under the Board of Commissioners have taken Committee Charter”;
into account the provisions of applicable laws and 2. Decree of the Board of Commissioners No.
regulations, including: KEP/023/DK/2024 dated September 19, 2025,
1. Regulation of the Minister of State-Owned concerning the “Risk Monitoring Committee
Enterprises No. PER-2/MBU/03/2023 dated March Charter”;
3, 2023, concerning Guidelines for Governance 3. Decree of the Board of Commissioners No.
and Significant Corporate Activities of State- KEP/024/DK/2024 dated September 19, 2025,
Owned Enterprises and Regulation of the concerning the “Nomination and Remuneration
Committee Charter”; and
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4. Decree of the Board of Commissioners No. under the Board of Commissioners. Furthermore,
KEP/025/DK/2025 dated September 19, 2025, the results of the evaluation and assessment, as
concerning the “Audit Committee Charter and referred to, are submitted as recommendations to the
Code of Ethics of the Audit Committee of PT Bank Board of Commissioners to extend or terminate the
Negara Indonesia (Persero) Tbk.” appointment of the committee members concerned
at the Bank. The assessment factors used as the
At the beginning of each year, all committees basis for assessing the performance of committee
under the Board of Commissioners prepare their members under the Board of Commissioners who
respective Work Plan Programs to be used as come from independent parties (not the Board of
guidelines in executing their duties to support the Commissioners), are as follows:
implementation of the Board of Commissioners' 1. Duties according to the Committee Charter
duties, whether through monitoring activities, (weight 25%);
reviews, or providing advice or recommendations 2. Competence and Skill (weight 30%);
to the Board of Commissioners regarding matters 3. Output Quality (weight 30%); and
related to the functions and duties of the respective 4. Attendance Level (15%).
committees through the following mechanisms:
1. The Committee holds meetings both internally Obligation of Attendance of Committee
and by inviting the relevant Director, unit and/or Members Coming from Independent Parties
division and/or related unit; Independent committee members from outside the
2. The Committee conducts a review/evaluation/ Bank are required to be present regularly during
review and discussion/discussion outside the the Bank’s working days and hours, in accordance
meeting forum, which, if necessary, is conducted with the schedule determined by the Board of
with related units or divisions/units; Commissioners and/or the committee chairperson.
3. The results of the meeting or evaluation/review This includes attending Committee Meetings and
and discussion/discussion outside the meeting performing other assigned duties. Additionally, they
forum are submitted by the Committee Chair to are required to sign the attendance register at the
the Board of Commissioners as a report either in Bank when carrying out tasks beyond attending
writing or in the Board of Commissioners Meeting Committee Meetings. If necessary, at the request of
forum discussing the related agenda; and the Board of Commissioners and/or the committee
4. The Committees under the Board of chairperson, independent committee members
Commissioners submit a report on the realization must also be present at the Bank, during Board of
of their work programs/activities every quarter to Commissioners Meetings or Committee Meetings,
the Board of Commissioners. or at specific activities that require the presence
of the Board of Commissioners. This requirement
Further information related to each Committee is applies outside the previously established frequency
presented separately in a separate sub-chapter, and schedule of routine attendance. Information
Committees Under the Board of Commissioners. regarding the committees under the Board of
Commissioners and the Secretary of the Board of
Performance Assessment of Committees Commissioners is provided in a separate subchapter.
Under the Board of Commissioners
Information related to the performance Board of Commissioners Secretariat Organ
assessment of the committees under the Board of The BNI Board of Commissioners Secretariat
Commissioners has been presented separately in a is headed by the Secretary of the Board of
separate subchapter, Committees Under the Board Commissioners, an external appointee, supported
of Commissioners. by the staff of the Board of Commissioners
Secretariat. The functions and duties of the Board
Performance Assessment or Evaluation of of Commissioners Secretariat and the Secretary
Independent Committee Members of the Board of Commissioners are carried out in
The committee chair conducts performance accordance with the Regulation of the Minister of
evaluations of independent committee members State-Owned Enterprises No. PER-3/MBU/03/2023,
annually or as needed at any time. The performance dated March 20, 2023, concerning the Organs and
evaluation includes Performance Assessment Human
Indicators that cover but are not limited to, the
competence and expertise, quality of output, Resources of State-Owned Enterprises. Information
discipline, and attendance of the respective regarding the Secretariat of the Board of
committee members at the Bank, as well as the Commissioners and the Secretary of the Board
execution of duties and responsibilities in accordance of Commissioners is presented in a separate
with the committee charter and work procedures subchapter, Supporting Organs of the Board of
applicable to independent committee members Commissioners.
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Independent Commissioner
Independent Commissioners are members of the Board of Commissioners who have no financial,
management, share ownership, and or family relationships with members of the Board of Directors,
other members of the Board of Commissioners, and or controlling shareholders, including the ultimate
controlling shareholder, nor any relationship with the Bank that could give rise to potential conflicts of
interest that may impair their independence in decision making. The role of Independent Commissioners
is to promote a more objective working climate and environment, while upholding fairness and equality
among various interests, including the interests of minority shareholders and other Stakeholders. This role
also strengthens the integrity of corporate governance through oversight of management and the strategic
decision making process at BNI. The presence of Independent Commissioners at BNI represents the Bank’s
compliance with the provisions of OJK Regulation No. 17 of 2023 on the Implementation of Corporate
Governance for Commercial Banks and OJK Circular Letter No. 14/SEOJK.03/2025 on the Implementation of
Corporate Governance for Commercial Banks.
CRITERIA AND NUMBER OF INDEPENDENT COMMISSIONERS
As of December 31, 2025, BNI had 3 (three) Independent Commissioners, representing 50% of the total 6
(six) members of the Board of Commissioners. Accordingly, the number of Independent Commissioners
at BNI has met the requirements stipulated under OJK Regulation No. 17 of 2023 and OJK Circular Letter
No. 14/SEOJK.03/2025 on the Implementation of Corporate Governance for Commercial Banks, as well as
international governance standards under the ASEAN Corporate Governance Scorecard, which require at
least 50 percent of the total members of the Board of Commissioners.[ACGS (B).D.4.1, D.2.4]
The following are the Independent Commissioners serving as of the end of the 2025 financial year:
Name Position Legal Basis of Appointment Term of Office
Omar Sjawaldy Anwar President Commissioner/Independent AGMS March 26, 2025 2025-2030
Commissioner [ACGS D.4.2]
Vera Febyanthy Independent Commissioner AGMS March 26, 2025 2025-2030
Didik Junaedi Rachbini Independent Commissioner AGMS March 26, 2025 2025-2030
The Bank always pays attention to the individual criteria that Independent Commissioners must fulfill,
especially regarding the requirements and criteria for Independent Commissioners as further regulated
through other applicable laws and regulations, in particular:
1. Law No. 40 of 2007 concerning Limited Liability Companies as amended by Law No. 6 of 2023 concerning
the Stipulation of Government Regulations in Lieu of Law Number 2 of 2022 concerning Job Creation
into Law, which regulates that:
a. The Company’s Articles of Association may regulate the existence of 1 (one) or more independent
commissioners and 1 (one) delegate commissioner; and
b. Independent commissioners are appointed based on GMS resolutions from parties who are not
affiliated with the major shareholders, members of the Board of Directors, and/or other members of
the Board of Commissioners.
2. Financial Services Authority Regulation No. 33/POJK.04/2014 dated December 8, 2014 concerning the
Board of Directors and the Board of Commissioners of Issuers or Independent Commissioner of Public
Companies, which regulates that:
a. Independent Commissioners are members of the Board of Commissioners who come from outside
the Issuer or Public Company and fulfill the requirements as Independent Commissioners as referred
to in the POJK;
b. Independent Commissioners must fulfill the following requirements:
i. Not a person who works or has the authority and responsibility to plan, lead, control or supervise
the activities of an Issuer or Public Company within the last 6 (six) months, except for reappointment
as an Independent Commissioner of an Issuer or Public Company in the following period;
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ii. Does not own shares, either directly or the Board of Commissioners, members of
indirectly, in the Issuer or Public Company; the Board of Directors, and or controlling
iii. Does not have affiliation with the Issuer shareholders, including the ultimate
or Public Company, member of the Board controlling shareholder, or any relationship
of Commissioners, member of the Board with the Bank that may affect the ability to act
of Directors, or major shareholder of the independently;
Issuer or Public Company; and b. The definitions of financial, management,
c. Does not have any direct or indirect business ownership, and or family relationships
relationships related to the business activities with other members of the Board of
of the Issuer or Public Company. Commissioners, members of the Board of
3. Financial Services Authority Regulation No. Directors, and or controlling shareholders, or
17 of 2023 concerning the Implementation relationships with the Bank that may affect the
of Governance for Commercial Banks, which ability to act independently, are determined in
regulates that: accordance with the provisions set out in the
a. Candidates for Independent Commissioners applicable laws and regulations, in particular
must have: the OJK Circular Letter on the Implementation
i. Knowledge in the banking sector that is of Corporate Governance for Commercial
adequate and relevant to the position as Banks.
Independent Commissioner; and 5. Financial Services Authority Circular No. 28/
ii. Experience in banking and/or finance. SEOJK.03/2022 concerning Risk Management
b. Former members of the Board of Directors Certification for Commercial Bank Human
or Executive Officers of the Bank or parties Resources, which regulates that Ownership of
who have a relationship with the Bank who a Risk Management Certificate is one aspect of
may influence the person’s ability to act assessing competency factors in assessing the
independently must undergo a cooling-off ability and suitability of prospective members of
period of at least 1 year before becoming the Board of Directors and prospective members
an Independent Commissioner at the Bank of the Board of Commissioners in accordance
concerned. with provisions of the Financial Services
c. Non-Independent Commissioners can change Authority regarding the fit and proper test for the
to become Independent Commissioners at the main parties of financial services institutions.
Bank or bank business group concerned by
fulfilling the requirements as an Independent 6. Circular Letter of PT Danantara Asset
Commissioner. Management (Persero) No. SE/002/DI-DAM/
d. Non-Independent Commissioners who DO/2025 concerning Guidelines on Conduct
will transition to become Independent and Professionalism of the Board of Directors
Commissioners at the Bank concerned are and Board of Commissioners, which, inter alia,
required to undergo a cooling-off period of at encourages:
least 1 (one) year. a. Continuously enhance capabilities, knowledge,
e. The transition from Non-Independent and strategic insight to strengthen leadership
Commissioner to Independent Commissioner effectiveness and the implementation of
must obtain OJK approval through a fit Good Corporate Governance.
and proper test in accordance with POJK b. Participate in relevant leadership development
regarding fit and proper tests for financial programs and professional certifications,
services institutions. including those in finance, risk management,
4. Financial Services Authority Circular No. 14/ sustainability and ESG, digital transformation,
SEOJK.03/2025 concerning the Implementation as well as cross generational and cross-
of Governance for Commercial Banks, which cultural leadership.
regulates that: c. Undertake training to strengthen oversight
a. An Independent Commissioner is a member and internal control competencies, enabling
of the Board of Commissioners who has no the effective, independent, and risk-oriented
financial, management, ownership, and or performance of oversight functions.
family relationships with other members of
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STATEMENT OF INDEPENDENCE OF INDEPENDENT COMMISSIONERS
In line with the provisions of Article 25 paragraph (1) OJK Regulation No. 33/POJK.04/2014 concerning
the Board of Directors and Board of Commissioners of Issuers or Public Companies, BNI ensures that all
Independent Commissioners in office have fulfilled the independence requirements as evidenced by the
absence of financial, management, share ownership, and/or familial relationships with members of the
Board of Directors, other members of the Board of Commissioners, and/or controlling shareholders, or
relationships with other companies that may affect the person’s ability to act independently. The following
is a statement of independence from each Independent Commissioner:
No Family Relationship
with the Board of
Has no financial
Has No Management Has no Share Commissioners, Board
relationship with
Relationship in BNI, Ownership of Directors, and/
Name the Board of
Subsidiary, or Affiliated Relationship or Fellow Members
Commissioners and
Companies in BNI of the Nomination
Directors
and Remuneration
Committee
Omar Sjawaldy
√ √ √ √
Anwar
Vera Febyanthy √ √ √ √
Didik Junaedi
√ √ √ √
Rachbini
Each Independent Commissioner of BNI has signed a Statement Letter confirming the fulfillment of all
eligibility criteria and the independence of the position in accordance with applicable laws and regulations,
and has submitted such statement to the Financial Services Authority (OJK) as one of the requirements to
participate in the fit and proper test process. During 2025, the Independent Commissioners in office were
as follows:
Independence Attachment
Omar Sjawaldy Anwar
President Commissioner/
Independent Commissioner
Vera Febyanthy Didik Junaedi Rachbini
Independent Commissioner Independent Commissioner
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Board of Directors
The Board of Directors is the primary organ within 5. Bank Articles of Association
BNI’s governance structure, which collectively 6. The Board of Directors’ Decree Number KP/339/
assumes holding full authority and responsibility DIR dated August 6, 2024, concerning the Charter
for the management of the Bank to achieve its goals of the Board of Directors of PT Bank Negara
aims and objectives. The Board of Directors also Indonesia (Persero)Tbk
represents the Bank both inside and outside the
courts, in accordance with the Articles of Association BOARD OF DIRECTORS’ CHARTER [ACGS D.1.1]
and applicable laws and regulations. In carrying out
its duties and responsibilities, the Board of Directors In fulfilling its responsibilities, the Board of Directors
has the authority to direct the Bank’s operations, is guided by the Board of Directors’ Charter, which
take strategic steps, and establish policies necessary was ratified through BNI Board of Directors’ Decree
to ensure the Bank’s operational efficiency and No. KP/339/DIR dated August 6, 2024. This Board of
effectiveness. Directors’ Charter is a comprehensive framework
containing guidelines and a code of ethics, is
In discharging its duties, each member of the Board binding, and must be adhered to by all members of
of Directors fulfils carries out their responsibilities the Board of Directors.
in accordance with the division of duties and
authorities, to ensure effective management and The Bank’s Board of Directors’ Charter regulates
deliver optimal results. All of these duties shall be various matters, including:
discharged in good faith in accordance with the 1. General Provisions;
Articles of Association, prioritizing the principles 2. Accountability and Responsibility of the Board of
of banking prudence, professional ethics, the Directors;
code of ethics, national and international banking 3. Number, Composition, and Independence of the
conventions, and compliance with all applicable Board of Directors;
laws and regulations in Indonesia, including Bank 4. Guidelines for Ethics and Conduct of the Board of
Indonesia, the Financial Services Authority, and Directors, Requirements for Board Members;
other relevant regulations. 5. Signing of Management Contracts for Board
Members;
LEGAL BASIS 6. Procedures for Appointing Board Members;
7. Dismissal of Board Members;
The basis for the formation and appointment of 8. Resignation of Board Members;
BNI’s Board of Directors refers to a number of laws, 9. Expiration of a Board Member’s Term of Office;
regulations, Articles of Association, and related 10. Company Management Policies by the Board of
regulations, including: Directors;
1. Law No. 40 of 2007 concerning Limited Liability 11. Division of Duties and Authorities of the Board of
Companies as amended by Law No. 6 of Directors;
2023 concerning Stipulation of Government 12. Arrangement of Authority and Decision-Making
Regulations in Lieu of Law No. 2 of 2022 Procedures of the Board of Directors;
concerning Job Creation becomes law; 13. Duties, Authorities, and Obligations of the Board
2. Financial Services Authority Regulation No. 33/ of Directors;
POJK.04/2014 concerning the Board of Directors 14. Actions of the Board of Directors that
and the Board of Commissioners of Issuers or require written approval from the Board of
Public Companies; Commissioners;
3. Regulation of the Minister of SOE Number 15. Actions of the Board of Directors that require
PER-2/MBU/03/2023 concerning Guidelines for approval from the GMS. These actions may only
Governance and Significant Corporate Activities be carried out by the Board of Directors after
of State-Owned Enterprises; receiving a written response from the Board of
4. Regulation of the Minister of SOE Number PER- Commissioners and approval from the GMS.
3/MBU/03/2023 concerning Organs and Human 16. Board of Directors Meeting;
Resources of State-Owned Enterprises 17. Annual Management Contract and Key
Performance Indicators;
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18. Board of Directors Remuneration;
19. Board of Directors Succession Policy;
20. Income for Concurrent Positions;
21. Working Relationship between the Board of Directors and the Board of Commissioners;
22. Working Hours;
23. Leave of Directors Members;
24. Company Induction Program;
25. Competency Improvement for Board of Directors Members;
26. Transparency Aspects of the Board of Directors; and
27. Prohibition on Taking Personal Gain and Conflicts of Interest.
The Board of Directors Charter is periodically evaluated and updated in accordance with applicable
Indonesian laws and regulations. The last update was made on January 28, 2026, and the document can be
accessed through the official BNI website.
CRITERIA OR QUALIFICATIONS OF THE BOARD OF DIRECTORS [ACGS D.3.9, D.3.11]
BNI’s Board of Directors is appointed through a selection process based on criteria and qualifications in
accordance with statutory regulations, the application of GCG principles, and the Bank’s strategic needs
in realizing its vision, mission, and business plan. Each member of the Board of Directors must possess
high integrity, adequate competence, extensive experience, and a relevant professional track record in the
banking sector and other business areas that support the Bank’s sustainable management.
The criteria for BNI’s Board of Directors are shown in the following table:
Hussein Paolo Kartadjoemena
Putrama Wahju Setyawan
Abu Santosa Sudradjat
Corina Leyla Karnalies
Munadi Herlambang
Alexandra Askandar
Eko Setyo Nugroho
Rian Eriana Kaslan
Muhammad Iqbal
Agung Prabowo
David Pirzada
Toto Prasetio
Ronny Venir
Criteria or Requirement
1. Integrity, at least including:
a) Proficient in performing legal actions in the 5 (five) √ √ √ √ √ √ √ √ √ √ √ √ √
years before appointment and during their term of
office:
• Has never been declared bankrupt; or
• Has never been a member of the Board
of Directors or a member of the Board of
Commissioners found guilty of causing a
company to be declared bankrupt based on a
court decision.
b) Has good character and morals; √ √ √ √ √ √ √ √ √ √ √ √ √
c) Has the commitment to comply with prevailing laws √ √ √ √ √ √ √ √ √ √ √ √ √
and regulations;
d) Has the commitment to develop sound Bank √ √ √ √ √ √ √ √ √ √ √ √ √
operations;
e) Has not been included in the list of those failing to √ √ √ √ √ √ √ √ √ √ √ √ √
pass the fit and proper test;
f) Has a commitment to not take and/or repeat certain √ √ √ √ √ √ √ √ √ √ √ √ √
actions and/or actions, for candidates for members of
the Board of Directors or candidates for members of
the Board of Commissioners who have not passed the
fit and proper test and have undergone sanctions;.
2. Competencies, at least including:
a) Sufficient knowledge in banking relevant to the √ √ √ √ √ √ √ √ √ √ √ √ √
position;
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Hussein Paolo Kartadjoemena
Putrama Wahju Setyawan
Abu Santosa Sudradjat
Corina Leyla Karnalies
Munadi Herlambang
Alexandra Askandar
Eko Setyo Nugroho
Rian Eriana Kaslan
Muhammad Iqbal
Agung Prabowo
David Pirzada
Toto Prasetio
Ronny Venir
Criteria or Requirement
b) Has the experience and expertise in banking and/ or √ √ √ √ √ √ √ √ √ √ √ √ √
finance; and
c) The ability to carry out strategic management in √ √ √ √ √ √ √ √ √ √ √ √ √
the context of developing the company and its
subsidiaries.
3. Has a good financial reputation with no bad loans; √ √ √ √ √ √ √ √ √ √ √ √ √
4. Complies with the laws and regulations in the field of √ √ √ √ √ √ √ √ √ √ √ √ √
Banking, Capital Market, other laws and regulations
and the Company’s Articles of Association;
5. Between fellow members of the Board of Directors, √ √ √ √ √ √ √ √ √ √ √ √ √
and between members of the Board of Directors
and members of the Board of Commissioners, it is
prohibited to have blood relationship up to the third
degree either in a straight line or a sideways line or
an affair (son-in-law or brother-in-law).
6. Time commitment to the company √ √ √ √ √ √ √ √ √ √ √ √ √
TERM OF OFFICE OF THE BOARD OF
DIRECTORS [ACGS D.2.5] supports effective management, supervision, and
decision-making at the Board of Directors level.
The term of office of the BNI Board of Directors is set
for a maximum of 2 (two) consecutive periods, with By 2025, all members of the Board of Directors
the following provisions and details: are guaranteed to have met the requirements for
1. The Board of Directors members are appointed number, composition, and other provisions as
for a period commencing from the date stipulated in the BNI Board of Directors’ Guidelines
determined by the GMS that appoints them and and Work Procedures, namely:
ends at the closing of the 5 (fifth) Annual GMS 1. The number of members of the BNI Board of
after the date of appointment on condition that it Directors serving as of December 31, 2025, is 12
should not exceed a period of 5 (five) years, by (twelve) people, consisting of 1 (one) President
observing the laws and regulations in the Capital Director, and 1 (one) Deputy President Director;
Market sector, but without reducing the right of 2. 1 (one) Director who concurrently serves as
the GMS to dismiss at any time any members of Compliance Director and 9 (nine) other Directors;
the Board of Directors before their term of office 3. The number of members of the BNI Board of
ends; and Directors is greater than the number of members
2. Dismissal is effective from the closing of the of the BNI Board of Commissioners;
GMS, unless otherwise determined by the GMS. 4. All members of the BNI Board of Directors are
domiciled in Jakarta, Indonesia;
COMPOSITION, NUMBER, AND 5. The majority of members of the BNI Board of
COMPOSITION (INCLUDING LEGAL BASIS Directors have at least 5 (five) years of experience
FOR APPOINTMENT) OF THE BOARD OF in the operational field as Bank executive officers;
DIRECTORS IN 2025 6. The Board of Directors is led by the President
Director, who comes from a party that is
The number and composition of BNI’s Board of independent of the Controlling Shareholders,
Directors are determined proportionally, taking into other members of the Board of Directors, and
account the Bank’s strategic needs and aligning members of the BNI Board of Commissioners;
them with the Bank’s characteristics, capacity, and 7. There placementand/orappointment of members
business scale. This determination also prioritizes of the BNI Board of Directors has considered
the principle of diversity within the Board of the recommendations of the Nomination and
Directors, in terms of background, expertise, and Remuneration Committee and obtained approval
experience, to ensure balanced representation that from shareholders, including non-controlling
shareholders, and obtained OJK approval; [ACGS
A.2.2]
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8. All members of the BNI Board of Directors do not have familial relationships up to the third degree with
fellow members of the Board of Directors and/or Board of Commissioners or Controlling Shareholders;
and
9. All members of the BNI Board of Directors have passed the Fit and ProperTest.
In connection with the dismissal, changes in position nomenclature, transfer of duties, and appointment
of member of the Board of Directors based on the resolution of the 2025 Annual GMS held on March 26,
2025, the number and composition of the BNI Board of Directors underwent changes with the following
description:
Period January, 1 2025 – March 26, 2025
Effective date of Term of
Name Position Domicile Basis of Appointment
office Office
Royke Tumilaar President Jakarta Extraordinary GMS on September 2, November 19, 2020-2025
Director 2020 2020
Putrama Wahju Deputy Jakarta The Extraordinary GMS on August • December 23, 2022-2027
Setyawan President 31, 2022, then his assignment was 2022
Director transferred to Deputy President Director • September 2,
at the Annual GMS on March 4, 2024. 2024
Novita Widya Finance Jakarta Extraordinary GMS on September 2, November 19, 2020-2025
Anggraini Director 2020 2020
Corina Leyla Digital and Jakarta Annual General Meeting of Shareholders June 26, 2020 2020-2025
Karnalies Integrated on February 20, 2020
Transaction
Banking
Director
David Pirzada Risk Jakarta Extraordinary GMS on September 2, December 1, 2020 2020-2025
Management 2020
Director
Ronny Venir Network and Jakarta Extraordinary GMS on September 2, November 6, 2020-2025
Services 2020 2020
Director
Mucharom Human Jakarta Extraordinary GMS on August 31, 2020 January 6, 2023 2022-2027
Capital and
Compliance
Director
Toto Prasetio Technology and Jakarta Extraordinary GMS on August 31, 2020 January 31, 2023 2022-2027
Operations
Director
I Made Sukajaya Enterprise and Jakarta Annual GMS on March 4, 2024 September 2, 2024-2029
Commercial 2024
Banking
Director
Hussein Paolo Digital and Jakarta Annual GMS on March 4, 2024 September 2, 2024-2029
Kartadjoemena Integrated 2024
Transaction
Banking
Director
Agung Prabowo Wholesale and Jakarta Annual GMS on March 4, 2024 October 9, 2024 2024-2029
International
Banking
Director
Munadi Institutional Jakarta Annual GMS on March 4, 2024 December 1, 2025 2024-2029
Herlambang Banking
Director
*) Members of the Board of Directors become effective upon obtaining approval from the Financial Services Authority (OJK) following the Fit and Proper Test assessment,
in accordance with OJK Regulation No. 27/POJK.03/2016 dated July 22, 2016 concerning the Fit and Proper Test for Key Parties of Financial Services Institutions.
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Period March 26, 2025 – December 31, 2025
Effective date Term of
Name Position Domicile Basis of Appointment
of office Office
Putrama Wahju President Director Jakarta Annual GMS on March 26, 2025 June 5, 2025 2022-2027
Setyawan
Alexandra Deputy President Jakarta Annual GMS on March 26, 2025 June 5, 2025 2025-2029
Askandar Director
Hussein Paolo Finance and Strategy Jakarta Annual GMS on March 4, 2024, then his September 2, 2024-2029
Kartadjoemena Director assignment was transferred to Director of 2024
Finance & Strategy at the Annual GMS on
March 26, 2025
Corina Leyla Consumer Banking Jakarta Annual GMS on February 20, 2020, then June 26, 2020 2020-2025
Karnalies Director reappointed as Director of Consumer 2025-2029
Banking at the Annual GMS on March
26, 2025
David Pirzada Risk Management Jakarta Extraordinary GMS on September 2, December 1, 2020-2025
Director 2020, then reappointed as Director of 2020 2025-2029
Risk Management at the Annual GMS on
March 26, 2025
Ronny Venir Operations Director Jakarta Extraordinary GMS on September 2, November 6, 2020-2025
2020, then reappointed as Director of 2020 2025-2029
Operations at the Annual GMS on March
26, 2025
Toto Prasetio Information Technology Jakarta The Extraordinary GMS on August January 31, 2022-2027
Director 31, 2022, then his assignment was 2023
transferred to Director of Information
Technology at the Annual GMS on March
26, 2025.
Agung Prabowo Corporate Banking Jakarta Annual GMS on March 4, 2024, then his October 9, 2024 2024-2029
Director assignment was transferred to Director of
Corporate Banking at the Annual GMS on
March 26, 2025
Muhammad Commercial Banking Jakarta Annual GMS on March 26, 2025 August 12, 2025 2025-2029
Iqbal Director
Rian Eriana Network and Retail Jakarta Annual GMS on March 26, 2025 August 12, 2025 2025-2029
Kaslan Funding Director
Abu Santosa Treasury and Jakarta Annual GMS on March 26, 2025 August 12, 2025 2025-2029
Sudradjat International Banking
Director
Eko Setyo Institutional Director Jakarta Annual GMS on March 26, 2025 August 12, 2025 2025-2029
Nugroho
Munadi Human Capital and Jakarta The Annual GMS on March 4, 2024, was November 28, 2024-2029
Herlambang Compliance Director then reassigned to become Director of 2025
Human Capital & Compliance at the
Annual GMS on March 26, 2025.
* The Board of Directors is effective after obtaining OJK Approval on the Fit and ProperTest.This is in accordance with OJK regulation No. 27/POJK.03/2016 dated July
22, 2016 concerning Fit and ProperTest for Key Parties of Financial Services Institutions.
Based on the disclosure table above, it can be of Shareholders. Based on the composition of the
seen that the BNI Board of Directors is led by the Board of Directors as of December 31, 2025, BNI
President Director and does not include the position has three female Directors with superior capacity,
of Independent Director in connection with the competence, and experience in their respective
implementation of the two-board system principle fields, as follows: [ACGS (B).D.1.1]
in BNI’s governance structure. In this system, the 1. Alexandra Askandar: Deputy President Director
functions and roles of the Independent Director 2. Corina Leyla Karnalies: Consumer Banking
are transferred to the Deputy President Director. Director
The procedures for the selection and appointment 3. Rian Eriana Kaslan: Network & Retail Funding
of BNI’s Directors always refer to the Director Director
Succession Policy applicable within the Bank. As
of December 31, 2025, no Director had previously BNI consistently ensures the independence of each
served as President Director of BNI within the last 2 member of the Board of Directors in carrying out
years. [ACGS D.4.3, D.4.5] their duties and responsibilities. This is reflected in
the fact that no member of the Board of Directors
BNI’s commitment to promoting leadership and the has served more than two terms of five years in the
active role of women at the top management level same capacity. Further information regarding the
is reflected in the election of Alexandra Askandar career history and complete profile of each member
as Deputy President Director of the Bank, based on of the Board of Directors can be found in the
the resolutions of the 2025 Annual General Meeting Company Profile chapter, sub-chapter “Director’s
Profile” in the 2025 Annual Report.
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MECHANISM FOR APPOINTMENT, 8. Members of Board of Directors may be dismissed
DISMISSAL, AND RESIGNATION OF THE temporarily by the Board of Commissioners
BOARD OF DIRECTORS [ACGS D.3.10] by stating the reasons in the event that such
a member acts in contrary to the Articles of
The procedures and procedures for the dismissal Association or there is an indication of doing an
and resignation of members of the Board of Directors action that harms the Company or is neglect in
are clearly regulated in BNI’s Articles of Association, performing obligations or there are compelling
while still referring to the provisions of POJK No. 33/ reasons for the Company by considering the
POJK.04/2014 and POJK No. 15/POJK.04/2020. The following provisions:
provisions in question cover the following: a. Such temporary dismissal shall be notified
1. The GMS may dismiss members of the Board of in writing to the concerned member of the
Directors at any time by stating the reasons. Board of Directors together with the reasons
2. The reasons for dismissing a member of the causing such action with a copy to the Board
Board of Directors is based on fact that the of Directors;
concerned member of the Board of Directors: b. The notification as referred to in item 8 letter
a. Did not perform/under performed in a shall be delivered no later than 2 (two)
fulfilling the obligations agreed upon in the business days after the determination of such
management contract. temporary dismissal;
b. Did not perform their duties properly. c. The temporarily dismissed member of the
c. Violated the provisions of Articles of Board of Directors is not authorized to perform
Association and/or laws and regulations. Company management in the Company’s
d. Engaged in actions that harmed the Company interest in accordance with the Company’s
and/or the State purposes and objectives nor represent the
e. Committed actions that violated ethics and/or Company, either inside or outside court;
properness that must be upheld as Board of d. Within a period of no later than 90 (ninety)
Directors. days after such temporary dismissal, the
f. Convicted by a Court decision that has Board of Commissioners shall convene a
permanent legal force. GMS to withdraw or enforce such temporary
g. Resigned. dismissal resolution;
h. Other reasons considered appropriate by the e. In the event that the time period to convene
GMS in the interests and objectives of the the GMS as referred to in item 8 letter d has
Company. passed or the GMS cannot adopt a resolution,
3. A decision for dismissal shall be made after the then such temporary dismissal shall become
related person has had the opportunity to defend void
themself, except for reasons as referred to in f. The limitation of authority in item 8 letter c shall
item 2 letter f and g. be effective from the decision of temporary
4. Dismissal for reasons as referred to in item dismissal by the Board of Commissioners
2, letter d and f shall constitute dishonorable until:
dismissal. g. There is a GMS decision confirming or
5. A member of the Board of Directors may resign revoking the temporary dismissal in item 8
from their post before their term of office expires. letter d; or
In this matter, the member of the Board of h. The time period in item 8 letter d has passed.
Directors who resigns must submit a resignation i. In the GMS as referred to in item 8 letter d, the
request to the Company. related members of the Board of Directors are
6. BNI must convene a GMS to resolve the given an opportunity to defend themselves.
resignation proposal of members of the Board of j. Such temporary dismissals cannot be
Commissioners no longer than 90 (ninety) days extended or reestablished for the same
after receipt of the resignation letter. reasons, in the event that such temporary
7. Members of the Board of Directors who resign dismissal is declared void as referred to in
before or after their term of office ends, unless item 8 letter e.
due to death, the person concerned shall still be
responsible to submit accountability for actions
not yet received by the GMS.
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k. In the event that the GMS cancels a temporary FIT AND PROPER ASSESSMENT
dismissal or there are circumstances as
referred to in item 8 letter e, then the related Each prospective member of the BNI Board of
member of the Board of Directors must Directors is required to take and pass the Fit and
resume their duties properly. Proper Test and obtain approval from the Financial
l. In the event that the GMS reaffirms the Services Authority (OJK) before being able to
temporary dismissal resolution, then the carry out their duties and functions effectively,
related member of the Board of Directors in accordance with the provisions of POJK No.
shall be dismissed going forward. 27/POJK.03/2016 concerning the Fit and Proper
m. In the event that the temporary dismissed Assessment for Key Parties of Financial Services
member of the Board of Directors is not Institutions. All members of the BNI Board of
present at the GMS after being summoned Directors who are in office have been declared
in writing, then the temporary dismissed fit and proper without notes and have obtained
member of the Board of Directors shall be approval from the OJK.
deemed not to have exercised their right to
defend themself in the GMS and has accepted
the GMS resolution.
Fit and Proper Test
Effective Date of
No. Name Position Implementation Results OJK Approval Letter No.
Appointment
1. Putrama Wahju President Director OJK Passed OJK Board of Commissioners June 5, 2025
Setyawan Decree No. KEPR-51/D.03/2025
2. Alexandra Deputy President OJK Passed OJK Board of Commissioners June 5, 2025
Askandar Director Decree No. KEPR-50/D.03/2025
3. Hussein Paolo Finance and OJK Passed OJK Board of Commissioners September 2,
Kartadjoemena Strategy Director Decree No. KEP-102/D.03/2024 2024
4. Corina Leyla Consumer Banking OJK Passed OJK Board of Commissioners June 26, 2020
Karnalies Director Decree No. 37/KDK.03/2020
5. David Pirzada Risk Management OJK Passed OJK Board of Commissioners December 1,
Director Decree No. 86/KDK.03/2020 2020
6. Ronny Venir Operations Director OJK Passed OJK Board of Commissioners November 6,
Decree No. 79/KDK.03/2020 2020
7. Toto Prasetio Information OJK Passed OJK Board of Commissioners January 31,
Technology Decree No. KEP-13/D.03/2024 2023
Director
8. Agung Corporate Banking OJK Passed OJK Board of Commissioners October 9, 2024
Prabowo Director Decree No. KEPR-120/D.03/2024
9. Muhammad Commercial OJK Passed OJK Board of Commissioners August 12, 2025
Iqbal Banking Director Decree No. KEPR-103/D.03/2025
10. Rian Eriana Network and Retail OJK Passed OJK Board of Commissioners August 12, 2025
Kaslan Funding Director Decree No. KEPR-105/D.03/2025
11. Abu Santosa Treasury and OJK Passed OJK Board of Commissioners August 12, 2025
Sudradjat International Decree No. KEPR-104/D.03/2025
Banking Director
12. Eko Setyo Institutional OJK Passed OJK Board of Commissioners August 12, 2025
Nugroho Director Decree No. KEPR-106/D.03/2025
13. Munadi Human Capital and OJK Passed OJK Board of Commissioners November 28,
Herlambang Compliance Decree No. KEPR-231/D.03/2025 2025
Director
DUTIES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS [ACGS D.1.3]
The Board of Directors has the duties, responsibilities, and authority to manage and administer the Bank to
ensure the achievement of the Bank’s operational objectives, while always adhering to applicable laws and
regulations and based on GCG principles. In general, the Board of Directors assumes full responsibility as
the authorized body to represent the Bank, both inside and outside the courts, in all legal actions and events,
while adhering to the limitations stipulated in regulations, the Articles of Association, and GMS resolutions.
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The following is a description of the Board of A more detailed description of the duties and
Directors’ duties and responsibilities as a collegial responsibilities of the Board of Directors is set out
body, as set out in the Board of Directors Charter: in the Board of Directors Work Guidelines, which are
available and accessible on the BNI website.
1) The Company’s Board of Directors is fully
responsible for managing and conducting all DIVISION OF DUTIES AND
actions on behalf of the Company in the best RESPONSIBILITIES OF EACH MEMBER
interests of the Company and in line with its OF THE BOARD OF DIRECTORS [ACGS D.1.3]
purposes and objectives. In carrying out this
mandate, the Board of Directors represents the Each member of the BNI Board of Directors has distinct
Company both inside and outside the court in all roles and responsibilities based on their respective
matters and circumstances, while consistently areas of expertise, experience, and competencies,
observing and complying with applicable laws enabling them to provide complementary
and regulations, the Articles of Association, contributions to the Bank’s management. This
and resolutions of the General Meeting of diversity of backgrounds and expertise is a key
Shareholders (GMS). strength in supporting the effectiveness of the
2) Implementing sound corporate governance, decision-making process, business strategy
robust risk management, and integrated formulation, and the implementation of GCG
compliance across the Company, aligned with principles. Through solid synergy among members
developments in the banking ecosystem and of the Board of Directors, BNI continuously strives
supported by digitalization and technological to innovate, improve performance, and create
innovation. sustainable added value for all stakeholders.
3) Striving for and ensuring that the Company’s
business and activities are carried out in The division of work scope and responsibilities
accordance with its purposes, objectives, and of each member of the BNI Board of Directors is
business activities; periodically determined through a Board of Directors
4) Preparing an Annual Report, including a Financial Decree concerning Organizational Restructuring.
Statement as a manifestation of accountability For the period from January 1, 2025, to March 26,
for the Company’s management, as well as the 2025, the implementation of the Board of Directors’
Company’s financial documents as referred to in duties refers to Board of Directors Decree No.
the Law on Company Documents; KP/235/DIR/R dated Juni 7, 2024. Following changes
5) Preparing a Financial Statement based on in the composition and nomenclature of Board of
Financial Accounting Standards and submitting Directors positions based on the resolutions of the
it to a Public Accountant for audit; 2025 Annual General Meeting of Shareholders held
6) Submit the Balance Sheet and Profit and Loss on March 26, 2025, the division of Board of Directors’
Statement approved by the GMS to the Head duties for the period from March 26, 2025, to March
of the State-Owned Enterprises Supervisory 26, 2025, will be amended. December 31, 2025, The
Agency (BP BUMN) in accordance with statutory division of duties among the Board of Directors for
provisions; the period from March 26, 2025 to December 31,
7) Prepare annual reports and other required 2025 was established through the Board of Directors’
reports in accordance with the mechanisms and decree Number KP/377/DIR/R dated August 1, 2025.
provisions of statutory regulations;
8) Prepare the Company’s organizational structure, The main duties and authorities of each member of
complete with details and duties; the BNI Board of Directors throughout 2025 are as
9) Provide explanations on all matters requested follows:
or inquired by members of the Board of
Commissioners and Series A Dwiwarna
Shareholders, in due observance of prevailing
laws and regulations, particularly those
applicable to the banking and capital market
sectors.
10) Carry out other obligations in accordance with
the provisions stipulated in statutory regulations,
the Company’s Articles of Association, and/or
those stipulated by the GMS.
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Division of Duties and Responsibilities of the Board of Directors
Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
1. Royke Tumilaar President Directorate/SEVP: Lead and direct, control, and be responsible in
Director 1. Deputy President accordance with its authority in terms of:
Director 1. Implementation of the Duties, Authorities, and
2. Wholesale & Responsibilities of the Board of Directors as
International Banking regulated in the Company’s Articles of Association.
Director 2. To lead, supervise, and coordinate all business and
3. Enterprise & Commercial operational activities of the company assisted by
Banking Director the Deputy President Director. (Board of Director’s
4. Institutional Banking Decree No. KP/235/DIR/R dated June 235, 2024).
Director 3. To chair all Board of Directors meetings. (AA Article
5. Digital & Integrated 13 Paragraph (7)).
Transactions Banking 4. Sign each share certificate, collective share
Director certificate, convertible bond, warrant, and/or
6. Human Capital & other securities that can be converted into shares
Compliance Director together with the President Commissioner. (AA
7. Finance Director Article 6 Paragraph (6)).
5. To lead, supervise, and coordinate all activities
Division/Unit/Functional related to the Internal Audit Organization and
Unit: Corporate Secretary Organization (Board of
1. Internal Audit Unit Director’s Decree No. KP/235/DIR/R dated June 7,
2. Corporate Secretary 2024).
Division
2. Putrama Wahju Deputy Directorate/SEVP: Lead and direct, control, and be responsible in
Setyawan President 1. Retail Banking Director accordance with its authority in terms of:
Director 2. Risk Management 1. Implementation of the Duties, Authorities, and
Director Responsibilities of the Board of Directors as
3. Technology & regulated in the Company’s Articles of Association.
Operations Director 2. Assist the President Director in leading,
4. Network and Services supervising, and coordinating all BNI business and
Director operational activities (Board of Director’s Decree
No. KP/235/DIR/R dated June 7, 2024).
Division/Unit/Functional 3. Leading, supervising, and coordinating all
Unit: activities and the Pension Fund Organization
Pension Fund Devision (Board of Director’s Decree No. KP/235/DIR/R dated
June 7, 2024).
4. If the President Director is absent or unavailable,
the Deputy President Director will chair the Board
of Directors Meeting.
3. Novita Widya Director of Division/Unit/Functional Under the supervision of the President Director, leads,
Anggraini Finance Unit: directs, controls, and is responsible in accordance
1. Corporate Planning & with his/her authority, in the following matters:
Performance 1. Implementation of the Duties, Authorities, and
2. Accounting Division Responsibilities of the Board of Directors as
3. Procurement & Fixed regulated in the Company’s Articles of Association.
Assets Division 2. Assist the President Director in leading,
4. Investor Relations supervising, and coordinating all BNI Financial
Division activities (Board of Director’s Decree No. KP/235/
5. Subsidiaries Division DIR/R dated June 7, 2024).
Management 3. Lead, supervise, and coordinate all activities
6. Office of Chief and Organizations of Corporate Planning
Economist Division & Performance Management, Accounting
7. Data Management & Organizations, Procurement & Fixed Assets
Analytics Division Organizations, Investor Relations Organizations,
Subsidiaries Management Organizations, Office
of Chief Economist Organizations, and Data
Management & Analytics Organizations (Board of
Director’s Decree No. KP/235/DIR/R dated June 7,
2024).
4. Become Director of Regional Development Office
17 (CDV Memo No. CDV/2/536 dated March 20,
2024).
5. Become Director of Overseas, NewYork Branch
(CDV Memo No. CDV/2/563 dated March 20, 2024).
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Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
4. Corina Leyla Director Direcorate/SEVP: Under the supervision of the Deputy President
Karnalies of Retail SEVP Wealth Management Director, leads directs, controls, and is responsible in
Banking accordance with its authority in terms of:
Divisions/Functional Units: 1. Implementation of the Duties, Authorities, and
1. Consumer Segment Responsibilities of the Board of Directors as
Division regulated in the Company’s Articles of Association.
2. Consumer Product 2. Assist the Deputy President Director in leading,
Division supervising, and coordinating all Retail Banking
3. Card Business Division activities (Director’s Decree No. KP/235/DIR/R
4. Retail Productive Banking dated June 7, 2024).
Division 3. Supervising the SEVP Wealth Management in
5. Business Program leading, supervising, and coordinating all Wealth
Division Management activities and organizations.
6. SORX Consumer 4. Leading, supervising, and coordinating all activities
Banking & Corporate related to the Consumer Segment Organization,
Function Consumer Product Organization, Card Business
Organization, Retail Productive Banking
SEVP Wealth Management Organization, Business Program Organization, and
directly supervises the SORX Consumer Banking & Corporate Function
following Divisions/ (Director’s Decree No. KP/235/DIR/R dated June 7,
Functional Units: 2024).
Wealth Management
Division
5. David Pirzada Director Direcorate/SEVP: Under the supervision of the Deputy President
of Risk 1. SEVP Credit Risk Director, leads, directs, controls, and is responsible in
Management 2. SEVP Remedial & accordance with its authority in terms of:
Recovery 1. Implementation of the Duties, Authorities, and
Responsibilities of the Board of Directors as
Division/Unit/Functional regulated in the Company’s Articles of Association.
Unit: 2. Assist the Deputy President Director in leading,
1. Enterprise Risk supervising, and coordinating all BNI Risk
Management Division Management activities, including Credit Risk and
2. Operational Risk Remedial & Recovery. (Board of Director’s Decree
Management Division No. KP/235/DIR/R dated June 7, 2024).
3 Retail Credit Risk 3. Supervise the SEVP Credit Risk in leading,
Division supervising, and coordinating all activities and
4 Anti Fraud Unit organizations within the Corporate & Enterprise
5 Senior Credit Risk Credit Risk and Commercial Credit Risk
Executive organizations.
4. Supervise the SEVP Remedial & Recovery in
SEVP Credit Risk directly leading, supervising, and coordinating all activities
supervises Division/Unit/ and organizations within the Corporate Remedial
Functional Unit: & Recovery, Enterprise & Commercial Remedial
1 Corporate & Enterprise & Recovery, and Retail Collection & Recovery
Credit Risk Division organizations.
2) Commercial Credit Risk 5. Lead, supervise, and coordinate all activities
Division related to Enterprise Risk Management
Organizations, Operational Risk Management
SEVP Remedial & Recovery Organizations, Retail Credit Risk Organizations,
directly supervises Anti-Fraud Organizations, Corporate & Enterprise
Division/Unit/Functional Credit Risk Organizations, Commercial Credit Risk
Unit: Organizations, Corporate Remedial & Recovery
1) Corporate Remedial & Organizations, Enterprise Organizations &
Recovery Division Commercial Remedial & Recovery, Retail Collection
2) Enterprise & & Recovery Organizations, and Senior Credit Risk
Commercial Remedial & Executive (Board of Director’s Decree No. KP/235/
Recovery Division DIR/R dated June 7, 2024).
3) Retail Collection & 6. Become Director of Development for Regional
Recovery Division Office 11 and Regional Office 03 (CDV Memo No.
CDV/2/563 dated March 20, 2024)
7. Become Director of Overseas, London Branch and
Amsterdam Rep. Office (CDV Memo No. CDV/2/563
dated March 20, 2024).
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
6. Ronny Venir Network Division/Unit/Functional Under the supervision of the President Director, leads,
and Services Unit: directs, controls, and is responsible in accordance
Director 1. Distribution Network & with its authority in terms of:
Sales Division 1. Implementation of the Duties, Authorities, and
2. Agen46 Division Responsibilities of the Board of Directors as
3. Customer Experience regulated in the Company’s Articles of Association.
Center Division 2. Assist the President Director in leading,
4. SORX Network & supervising, and coordinating all BNI Network
Services Services & activities. (Board of Director’s Decree
5. Regional Office 01-17 No. KP/235/DIR/R dated June 7, 2024).
3. Lead, supervise, and coordinate all activities related
to the Distribution Network & Sales Organization,
Agen46 Organization, Customer Experience Center
Organization, and SORX Network & Services
(Board of Director’s Decree No. KP/235/DIR/R dated
June 7, 2024).
4. In charge and supervise all BNI Regional Offices
(Board of Director’s Decree No. KP/235/DIR/R dated
June 7, 2024).
5. Become Director of Overseas, Hong Kong Branch
(CDV Memo No. CDV/2/563 dated March 20, 2024).
6. Become Director of Guidance for Subsidiary
Company - BNI Life Insurance. (CDV Memo No.
CDV/2/563 dated March 20, 2024).
7. Mucharom Human Directorate/SEVP: Under the supervision of the President Director, leads
Capital and SEVP Human Capital and directs, controls and is responsible in accordance
Compliance with his/her authority, in the following matters:
Director Division/Unit/Functional 1. Implementation of the Duties, Authorities, and
Unit: Responsibilities of the Board of Directors as
1. Human Capital Strategy regulated in the Company’s Articles of Association.
Division 2. Assist the President Director in leading,
2. Human Capital Services supervising, and coordinating all business and
Division operational activities of the company assisted by
3. BNI University the Deputy President Director. (Board of Director’s
4. Compliance Division Decree No. KP/235/DIR/R dated June 7, 2024).
5. Legal Division 3. Supervising the SEVP Human Capital in order to
6. Policy Governance lead, supervise, and coordinate all activities and
Division organizations of the Human Capital Strategy,
7. HC Business Partner Human Capital Services Organization, BNI
University Organization, and Human Capital
SEVP Human Capital Business Partner Organization.
directly supervises the 4. Leading, supervising, and coordinating all activities
following Divisions/ related to the Compliance Organization, Legal
Functional Units: Organization, and Policy Governance Organization
1. Human Capital Strategy (Decree of the Director No. KP/235/DIR/R dated
Division June 7, 2024).
2. Human Capital Services 5. Become Director of Development for Regional
Division Office 2 and Regional Office 2 (CDV Memo No.
3. BNI University CDV/2/563 dated March 20, 2024).
4. HC Business Partner 6. Become Director of Overseas Development, Tokyo
Branch (CDV Memo No. CDV/2/563 dated March 20,
2024).
752 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
8. Toto Prasetio Technology Directorate/SEVP: Under the supervision of the President Director, leads,
and 1. SEVP Information directs, controls, and is responsible in accordance
Operations Technology with its authority in terms of:
Director 2. SEVP Operations 1. Implementation of the Duties, Authorities, and
Responsibilities of the Board of Directors as
Division/Unit/Functional regulated in the Company’s Articles of Association.
Unit: 2. Assist the President Director in leading,
1. IT Strategy & supervising, and coordinating all business and
Architecture Division operational activities of the company assisted by
2. CISO Division the Deputy President Director. (Board of Director’s
3. Operations Strategy & Decree No. KP/235/DIR/R dated June 7, 2024).
Development Division 3. Supervise SEVP Information Technology in order
4. SORXTechnology, to lead, supervise, and coordinate all activities
Digital, & Operations and Wholesale Digital Delivery Organization,
Retail Digital Delivery Organization, Application
SEVP Development Organization, IT Application Services
InformationTechnology Organization, and IT Infrastructure Management
directly supervises Organization.
Division/Unit/Functional 4. Supervise SEVP Operations in order to lead,
Unit: supervise, and coordinate all activities and Banking
1. Wholesale Digital Operations Organization, Digital Operations
Delivery Division Organization, Credit operations Organization
2. Retail Digital Delivery 5. To lead, supervise, and coordinate all activities
Division related to IT Strategy & Architecture Organization,
3. Application CISO Organization, Operations Strategy &
Development Division Development Organization and SORX Technology,
4. IT Application Services Digital Operations (SK Dir No. KP/235/DIR/R dated
Division June 7, 2024).
5. IT Infrastructure 6. To serve as the Supervising Director of the
Management Division Regional Office 09 and Regional Office 15 (CDV
Memo No. CDV/2/563 dated March 20, 2024).
SEVP Operations directly 7. Appointed as Supervisory Director of Subsidiary
supervises Division/Unit/ – BNI Ventures (Memo CDV No. CDV/2/563 dated
Functional Unit: March 20, 2024).
1. Banking Operations 8. Appointed as Supervising Director of the Seoul
Division Overseas Branch (Memo CDV No. CDV/2/563
2. Digital Operations dated March 20, 2024).
Division
3. Credit Operations
Division
9. I Made Enterprise Division/Unit/Functional Under the supervision of the President Director, leads
Sukajaya and Unit: and directs, controls and is responsible in accordance
Commercial 1. Enterprise Banking with his/her authority, in the following matters:
Banking Division 1. Implementation of the Duties, Authorities, and
Director 2. Commercial Banking 1 Obligations of the Board of Directors as stipulated
Division in the Company’s Articles of Association.
3. Commercial Banking 2 2. Assist the President Director in leading,
Division supervising, and coordinating all BNI Enterprise
4. Senior Business & Commercial Banking activities. (Decree of the
Executive Board of Directors No. KP/235/DIR/R dated June 7,
2024).
3. To lead, supervise, and coordinate all activities and
Organizations of Enterprise Banking, Commercial
Banking Organization 1, Commercial Banking
Organization 2, and Senior Business Executive
(Decree of the Board of Directors No. KP/235/DIR/R
dated June 7, 2024).
4. To serve as the Supervising Director of the Regional
Office 01 and Regional Office 10. (CDV Memo No.
CDV/2/563 dated March 20, 2024).
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
10. Hussein Paolo Digital and Directorate/SEVP: Under the supervision of the President Director, to
Kartadjoemena Integrated SEVP Retail Digital lead, direct, control and be responsible in accordance
Transaction Solutions with his/her authority, in terms of:
Banking 1. Implementation of the Duties, Authorities, and
Director Division/Unit/Functional Obligations of the Board of Directors as stipulated
Unit: in the Company’s Articles of Association.
1. WholesaleTransaction 2. Assist the Deputy President Director in leading,
Product & Partnership supervising, and coordinating all BNI Digital &
Division Integrated Transaction Banking activities including
2. Wholesale Digital Retail Digital Solutions (SK Dir No. KP/235/DIR/R
Channel Division dated June 7, 2024).
3. Corporate Development 3. Supervise SEVP Retail Digital Solutions in order to
& Transformation lead, supervise, and coordinate all activities and the
Division Retail Digital Product & Partnership Organization,
4. Strategic Project Retail Digital Channel Organization and Marketing
Communications Organization.
SEVP Retail Digital 4. To lead, supervise, and coordinate all activities
Solutions directly related to the Corporate Development &
supervises Division/ Transformation Organization, Strategic Projects,
Unit/Functional Unit: Wholesale Transaction Product & Partnership
1. Retail Digital Product & Organization, and Wholesale Digital Channel
Partnership Division Organization (SK Dir No.KP/235/DIR/R dated June
2. Retail Digital Channel 7, 2024).
Division 5. To serve as the Supervising Director of the
3. Marketing Regional Office 14 and Regional Office 08 (CDV
Communications Memo No.CDV/2/563 dated March 20, 2024).
Division 6. To serve as the Supervising Director of the
Singapore Overseas Branch (CDV Memo No.
CDV/2/563 dated March 20, 2024).
7. To serve as the Supervising Director of the
Subsidiary– hibank (CDV Memo No. CDV/2/563
dated March 20, 2024).
11. Agung Wholesale Directorate/SEVP: Under the supervision of the President Director, to
Prabowo and 1. SEVP Corporate Banking lead, direct, control and be responsible in accordance
International 2. SEVPTreasury with his/her authority, in terms of:
Banking 1. Implementation of the Duties, Authorities, and
Director Division/Unit: Obligations of the Board of Directors as stipulated
1. Corporate Banking 1 in the Company’s Articles of Association.
Division 2. Assisting the President Directorin
2. Corporate Banking 2 leading,supervising, and coordinating all
Division Wholesale and International Banking activities of
3 Syndication & BNI. (Decree of the Board of Directors No. KP/235/
Structured Finance DIR/R dated June 7, 2024).
Division 3. Supervising SEVP Corporate Banking in order
4. International & Financial to lead, supervise and coordinate all activities
Institutions Division and organizations of Corporate Banking 3 and
5). Senior Business Corporate Banking 4.
Executive 4. Supervising SEVP Treasury in order to lead
6. SORX Wholesale supervise, and coordinate all activities and
Banking organizations of Treasury.
7. Overseas Branch 5. To lead, supervise, and coordinate all activities
and Corporate Banking Organization 1, Corporate
SEVP Corporate Banking Banking Organization 2, Syndication & Structured
directly supervises Finance Organization, International & Financial
Division/Unit/Functional Institutions Organization, Senior Business
Unit: Executive, SORX Wholesale Banking, and Overseas
1. Corporate Banking 3 Network.
2. Corporate Banking 4 6. To serve as the Supervising Director of the Regional
Office 12 and Regional Office 06 (CDV Memo No.
SEVPTreasury directly CDV/2/563 dated March 20, 2024).
supervises the Division/ 7. To serve as the Supervising Director of the
Functional Units: Subsidiary- BNI Sekuritas and BNI Remittance (SK
Treasury Division Dir No. KP/235/DIR/R dated June 7, 2024).
754 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Period Basics of Division of Tasks
January 1, 2025-March 26, 2025 Board of Directors Decree Number KP/235/DIR/R dated June 7, 2024.
Direct Supervision of
No. Name Position Scope of Work and Responsibilities
Directorate/SEVP/Division
12. Munadi Institutional Division/Unit/Functional Under the supervision of the President Director, to
Herlambang* Banking Unit lead direct, control and be responsible in accordance
Director 1. Institutional Banking 1 with his/her authority, in terms of:
Division 1. Implementation of the Duties, Authorities, and
2. Institutional Banking 2 Obligations of the Board of Directors as stipulated
Division in the Company’s Articles of Association.
2. To assist the President Director in leading,
supervising, and coordinating all BNI Institutional
Banking activities. (Decree of the Board of Directors
No. KP/235/DIR/R dated June 7, 2024).
3. To lead, supervise, and coordinate all activities
related to Institutional Banking Organization 1 and
Institutional Banking Organization 2 (Decree of the
Director No. KP/235/DIR/R dated June 7, 2024).
4. To serve as the Supervising Director of the Regional
Office 05 and Regional Office 16. (CDV Memo No.
CDV/2/563 dated March 20, 2024).
* The duties of the Director of Corporate Banking are carried out in accordance with the Deputy Director regulations in accordance with BNI
regulations.
In accordance with the results of the 2025 Annual GMS decision, in addition to dismissing the old members
of the Board of Directors and appointing new members of the Board of Directors, the decision of the 2025
Annual GMS held on March 26, 2025 also stipulated changes to the nomenclature of positions and the
transfer of assignments of members of the Board of Directors with the following description:
No. Original Type Change of Position to
1. Wholesale and International Banking Director Treasury & International Banking Director
2. Digital and Integrated Transaction Banking Director Commercial Banking Director
3. Retail Banking Director Direktur Consumer Banking
4. Finance Director Finance & Strategy Director
5. Enterprise and Commercial Banking Director Corporate Banking Director
6. Institutional Banking Director Institutional Director
7. Technology and Operations Director Information Technology Director
8. Network and Services Director Network & Retail Funding Director
9. - Operations Director
In line with the changes in job nomenclature and adjustments to the organizational structure as stipulated
in the results of the 2025 Annual GMS decisions, the following are the names of the members of the Board
of Directors who have experienced a transfer of duties since March 26, 2025:
No. Name Original Type Change of Position to
1. Corina Leyla Retail Banking Director Consumer Banking Director
Karnalies
2. Munadi Institutional Banking Director Human Capital & Compliance Director
Herlambang
3. Hussein Paolo Digital and Integrated Transaction Banking Finance & Strategy Director
Kartadjoemena Director
4. Ronny Venir Network and Services Director Operations Director
5. Agung Prabowo Wholesale and International Banking Director Corporate Banking Director
6. Toto Prasetio Technology and Operations Director Information Technology Director
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
With the transfer of duties of the members of the Board of Directors, the division of duties and division of
tasks of the Board of Directors is as follows:
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
1 Putrama Wahju President Director 1. Vice President Director Leading, directing, controlling, and being
Setyawan 2. All Division Directors responsible, in accordance with their
3. Regional Office authority, in the following areas:
4. Internal Audit Unit 1. Implementing the Duties, Authorities,
5. Corporate Secretary and Obligations of the Board of Directors
Division as stipulated in the Company's Articles of
Association.
2. Leading, supervising, and coordinating
all business and operational activities
of the company, assisted by the Deputy
President Director.
3. Leading all Board of Directors meetings.
4. Signing all share certificates, collective
share certificates, convertible bonds,
warrants, and/or other securities
convertible into shares together with the
President Commissioner.
5. Leading, supervising, and coordinating
all activities related to the Internal Audit
Organization and the Corporate Secretary
Organization.
6. Supervising the Regional Office
2. Alexandra Deputy President 1. All Division Directors Leading, directing, controlling, and being
Askandar Director 2. Environmental, Social & responsible, in accordance with their
Governance Division authority, in the following areas:
1. Implementing the Duties, Authorities,
and Obligations of the Board of
Directors as stipulated in the Company's
Articles of Association.
2. Assisting the President Director in
leading, supervising, and coordinating
all BNI business and operational
activities. If the President Director is
absent or unavailable, the Deputy
President Director shall chair the Board
of Directors' Meeting.
3. Leading, supervising, and
coordinating all activities related to the
Environmental, Social, and Governance
Organization.
756 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
3. David Pirzada Risk Management 1. SEVP Credit Risk Under the supervision of the President
Director 2. SEVP Remedial & Director and Deputy President Director,
Recovery lead, direct, control, and be responsible, in
3. Enterprise Risk accordance with their authority, for:
Management Division 1. Implementation of the Duties,
4. Operational Risk Authorities, and Obligations of the
Management Division Board of Directors as stipulated in the
5. Anti-Fraud Unit Company's Articles of Association.
6. Senior Credit Risk 2. Assist the President Director and
Executive Deputy President Director in leading,
supervising, and coordinating all BNI
The SEVP Credit Risk Risk Management activities, including
directly supervises the Credit Risk and Remedial & Recovery.
following Divisions/ 3. Supervise the SEVP Credit Risk in
Functional Units: leading, supervising, and coordinating
1. Corporate Credit Risk all activities and organizations within
Division the Corporate Credit Risk, Enterprise
2. Enterprise Credit Risk Credit Risk, Commercial Credit Risk, and
Division Retail Credit Risk Divisions.
3. Commercial Credit Risk 4. Supervise the SEVP Remedial &
Division Recovery in leading, supervising,
4. Retail Credit Risk and coordinating all activities and
Division organizations within the Corporate
Remedial & Recovery Division,
The SEVP Remedial Enterprise & Commercial Remedial
& Recovery directly & Recovery, and Retail Collection &
supervises the following Recovery Division.
Divisions/Functional Units: 5. Lead, supervise, and coordinate all
1. Corporate Remedial & activities related to the Enterprise
Recovery Division Risk Management, Operational Risk
2. Enterprise & Management, Anti-Fraud, and Senior
Commercial Remedial & Credit Risk Executive Divisions.
Recovery Division
3. Retail Collection &
Recovery Division
4. Abu Santosa Treasury & International 1. SEVP Treasury Under the supervision of the President
Sudradjat Banking Director 2. International & Financial Director and Deputy President Director,
Institutions Division he/she leads, directs, controls, and is
3. Office of the Chief responsible, in accordance with his/her
Economist Division authority, for:
4. Overseas Network 1. Implementation of the Duties,
Authorities, and Obligations of the Board
The SEVP Treasury directly of Directors as stipulated in the Company's
supervises the following Articles of Association.
Divisions/Functional Units: 2. Assisting the President Director and
1. Treasury Division Deputy President Director in leading,
2. Pension Fund Division supervising, and coordinating all BNI
Treasury and International Banking
activities.
3. Supervising the SEVP Treasury in
leading, supervising, and coordinating all
activities and organization of the Treasury
and Pension Fund Divisions.
4. Leading, supervising, and coordinating
all activities and organization of the
International & Financial Institutions
Division, the Office of the Chief Economist,
and the Overseas Network.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
5. Muhammad Commercial Banking 1. SEVP Commercial & Under the supervision of the President
Iqbal Director SME Director and Deputy President Director,
2. Enterprise Banking the Bank leads, directs, controls, and
Division 1 is responsible, in accordance with its
2. Enterprise Banking authority, for:
Division 2 1. Implementing the Duties, Authorities,
3. Senior Business and Obligations of the Board of
Executive Directors as stipulated in the Company's
Articles of Association.
The SEVP Commercial & 2. Supervising the SEVP Commercial
SME directly supervises & SME in leading, supervising,
the following Divisions/ and coordinating all activities and
Functional Units: organizations of Commercial Banking
1. Commercial Banking Divisions 1 & 2, SME Business, and
Division 1 Business Programs.
2. Commercial Banking 3. Leading, supervising, and coordinating
Division 2 all activities and organizations of
3. SME Business Division Enterprise Banking Divisions 1 and 2,
4. Business Program and Senior Business Executives.
Division
6. Munadi Human Capital & 1. SEVP Legal & Under the supervision of the President
Herlambang Compliance Director Governance Director and Deputy President Director,
2. SEVP Human Capital the Bank leads, directs, controls, and is
2. Compliance Division responsible, in accordance with its authority,
3. AML-CFT Division for:
1. Implementation of the Duties, Authorities,
The SEVP Legal & and Obligations of the Board of Directors
Governance directly as stipulated in the Company's Articles of
supervises the following Association.
Divisions/Functional Units: 2. Supervising the SEVP Legal &
1. Legal Division Governance in leading, supervising,
2. Policy Governance and coordinating all Legal and Policy
Division Governance activities and organizations,
as well as consultative lines regarding
The SEVP Human Capital Compliance.
directly supervises the 3. Supervising the SEVP Human Capital in
following Divisions/ leading, supervising, and coordinating all
Functional Units: activities and organizations of the Human
1. Human Capital Strategy Capital Strategy Division, Human Capital
Division Services, BNI University, and Human Capital
2. Human Capital Services Business Partners.
Division 4. Leading, supervising, and coordinating all
3. BNI University activities related to the Compliance Division
4. Human Capital Business and AML-CFT.
Partner
758 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
7. Corina Leyla Consumer Banking 1. SEVP Wealth Under the supervision of the President
Karnalies Director Management Director and Deputy President Director,
2. Consumer Segment he/she leads, directs, controls, and is
Division responsible, in accordance with his/her
3. Consumer Product authority, for:
Division 1. Implementation of the Duties,
4. Retail Digital Product & Authorities, and Obligations of the
Partnership Division Board of Directors as stipulated in the
4. Marketing Company's Articles of Association.
Communications 3. Supervising the SEVP Wealth
Division Management in leading, supervising,
5. Card Business Division and coordinating all activities and
5. Senior Operational Risk organization of the Wealth Management
Executive Consumer Division.
Banking & Corporate 4. Leading, supervising, and coordinating
Function all activities related to the Consumer
Segment, Consumer Product, Retail
The SEVP Wealth Digital Product & Partnership, Marketing
Management directly Communications, Card Business, and
supervises the following Senior Operational Risk Executive
Divisions/Functional Units: Consumer Banking & Corporate
1. Wealth Management Function.
Division
8. Hussein Paolo Finance & Strategy 1. Corporate Planning Under the supervision of the President
Kartadjoemena Director & Performance Director and Deputy President Director,
Management Division the Company leads, directs, controls,
2 Accounting Division and is responsible, in accordance with its
3 Procurement & Fixed authority, for:
Assets Division 1. The implementation of the duties,
4. Investor Relations authorities, and obligations of the
Division Board of Directors as stipulated in the
5. Subsidiaries Company’s Articles of Association.
Management Division 2. To assist the President Director and
6. Corporate Development Vice President Director in leading,
& Transformation supervising, and coordinating all of
Division BNI’s financial activities.
7. Transformation Project 3. Leading, supervising, and coordinating
all activities and organizations of the
Corporate Planning & Performance
Management, Accounting, Procurement
& Fixed Assets, Investor Relations,
Subsidiaries Management, Corporate
Development & Transformation
divisions, and providing assistance to
the Transformation Project.
9. Ronny Venir Operations Director 1. Credit Operations Under the supervision of the President
Division Director and Deputy President Director,
2. Digital Operations the Company leads, directs, controls,
Division and is responsible, in accordance with its
3. Banking Operations authority, for:
Division 1. Implementing the Duties, Authorities,
4. Customer Experience and Obligations of the Board of
Center Division Directors as stipulated in the Company's
5. Operations Strategy & Articles of Association.
Development Division 2. Leading, supervising, and coordinating
all activities and organization of the
Credit Operations, Digital Operations,
Banking Operations, Customer
Experience Center, and Operations
Strategy & Development Divisions.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 113
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
10. Agung Corporate Banking 1. SEVP Wholesale Under the supervision of the President
Prabowo Director Solutions & Value Chain Director and Deputy President Director,
2. Corporate Banking he/she leads, directs, controls, and is
Division 1 responsible, in accordance with his/her
3. Corporate Banking authority, for:
Division 2 1. Implementation of the Duties,
4. Corporate Banking Authorities, and Obligations of the
Division 3 Board of Directors as stipulated in the
5. Corporate Banking Company's Articles of Association.
Division 4 2. Supervising the SEVP Wholesale &
6. Senior Business Value Chain in leading, supervising,
Executive and coordinating all activities and
7. Senior Operational Risk organization of the Syndication &
Executive Wholesale Structured Finance Division, Wholesale
Banking Transaction Product & Value Chain, and
Wholesale Transaction Digital Channel.
The SEVP Wholesale 3. Leading, supervising, and coordinating
Solutions & Value Chain all activities and organization of
directly supervises the Corporate Banking Divisions 1 to
following Divisions/ 4, Senior Business Executives, and
Functional Units: Senior Operational Risk Executives for
1. Syndication & Wholesale Banking
Structured Finance
Division
2. Wholesale Transaction
Product & Value Chain
Division
3. Wholesale Transaction
Digital Channel Division.
11. Eko Setyo Institutional Director 1. SEVP Government Under the supervision of the President
Nugroho Solution Director and Deputy President Director,
2. Institutional Banking the Bank leads, directs, controls, and
Division 1 is responsible, in accordance with its
3. Institutional Banking authority, for:
Division 2 1. Implementing the Duties, Authorities,
and Obligations of the Board of
The SEVP Government Directors as stipulated in the Company's
Solution directly Articles of Association.
supervises the following 2. Supervising the SEVP Government
Divisions/Functional Units: Solution in leading, supervising,
1. Government Solution and coordinating all activities and
organizations within Government
Solution.
3. Leading, supervising, and coordinating
all activities and organizations within
Institutional Banking 1 and 2.
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Practices Governance Responsibility Commitment Statements
Period Legal Basis for Division of Duties
Board of Directors' Decree (SK) 377/DIR/R dated August 1, 2025 and CDV
March 26, 2025-December 31, 2025
Memo Number CDV/2/1441 dated August 4, 2025
Direct Supervision:
No. Name Position Director/SEVP/Division/ Scope of Work and Responsibilities
Unit/Functional Unit
12. Toto Prasetio Information Technology 1. SEVP Information Under the supervision of the President
Director Technology Director and Deputy President Director,
2. IT Strategy & lead, direct, control, and be responsible, in
Architecture Division accordance with their authority, for:
3. CISO Division 1. Implementation of the Duties,
4. AI & Big Data Analytics Authorities, and Obligations of the
Division Board of Directors as stipulated in the
5. Senior Operational Risk Company's Articles of Association.
Executive Technology & 2. Supervise the SEVP of Information
Operations Technology in leading, supervising,
and coordinating all activities and
The SEVP Information organizations within the Wholesale
Technology directly Digital Delivery, Retail Digital Delivery,
supervises the following Application Development, IT Application
Divisions/Functional Units: Services, and IT Infrastructure
1. Wholesale Digital Management Divisions.
Delivery Division 3. Lead, supervise, and coordinate all
2. Retail Digital Delivery activities and organizations within the IT
Division Strategy & Architecture, CISO, AI & Big
3. Application Data Analytics, and Senior Operational
Development Division Risk Executive Technology & Operations
4. IT Application Services Divisions.
Division
5. IT Infrastructure
Management Division
13. Rian Eriana Network & Retail 1. SEVP Network & Sales Under the supervision of the President
Kaslan Funding Director 2. Retail Digital Channel Director and Deputy President Director,
Division lead, direct, control, and be responsible, in
3. Agent 46 Division accordance with their authority, for:
4. Senior Operational Risk 1. Implementation of the Duties,
Executive Network & Authorities, and Obligations of the
Retail Board of Directors as stipulated in the
Company's Articles of Association.
The SEVP Network & 2. Supervise the SEVP Network & Sales in
Sales directly supervises leading, supervising, and coordinating
the following Divisions/ all activities and organizations within
Functional Units: the Network Strategy & Development,
1. Network Strategy & Sales Strategy & Execution, and Branch
Development Division Transformation Project divisions, as
2. Sales Strategy & well as providing a dotted line to the
Execution Division Regional Office.
3. Branch Transformation 3. Lead, supervise, and coordinate all
Project activities and organizations within
the Retail Digital Channel Division,
Agen46, and the Senior Operational Risk
Executive Network & Retail.
AUTHORITY OF THE BOARD OF DIRECTORS
In carrying out its duties and responsibilities, the Board of Directors has a number of authorities regulated
and established in accordance with the provisions of the Bank’s Articles of Association. The Board of
Directors’ authorities are as follows:
1. Set up the Company’s management policies, taking into account applicable regulations;
2. Set up policies for synergy between the Company and the Majority Series B and Series C Shareholders,
guided by the policies established by the Majority Series B and Series C Shareholders;
3. Arrange the transfer of the Board of Directors’ authority to represent the Company, both inside and
outside the Court, to a person or persons specifically appointed for that purpose, including Company
employees, either individually or jointly, and/or other bodies;
4. Regulate provisions regarding Company employees, including determining wages, pensions, old-age
security, and other income for Company employees in accordance with applicable laws and regulations;
5. Appoint and dismiss Company employees in accordance with applicable labor regulations and laws and
regulations;
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6. Appoint and dismiss the Corporate Secretary 2. Establishing on time the Company’s Long
and/or Head of the Internal Audit Unit with the Term Plan, the Company’s Annual Work Plan
approval of the Board of Commissioners after and Budget, and other work plans, and any
first obtaining the approval of the Majority Series amendments to be submitted to the Board of
B and Series C Shareholders; Commissioners for approval;
7. Write off the Company’s Fixed Assets and/or 3. Preparing the Shareholders Register, Special
other Assets in accordance with the provisions Register, GMS Minutes, and Minutes of the Board
stipulated in these Articles of Association and of Directors’ meetings;
which will then be reported to the Board of 4. Preparing the Annual Report, which contains the
Commissioners and accounted for in the Annual Financial Statements, as a form of accountability
Report; of the Company’s management as well as the
8. Relinquish the right to collect or not collect Company’s financial documents as referred to in
interest, fines, fees, and other receivables other Law on Company Documents;
than the principal amount incurred in the context 5. Preparing the Financial Statements based on
of restructuring and/or settlement of receivables, the Financial Accounting Standards and submit
as well as other actions in the context of settling them to Public Accountant to be audited;
the Company’s receivables, provided that prior 6. Delivering the Annual Report after review by
approval from BPI Danantara is obtained in the Board of Commissioners within a maximum
accordance with laws and regulations in the field period of 5 (five) months after the Company’s
of State-Owned Enterprises; fiscal year ends to the GMS for approval and
9. Relinquish the right to collect or not collect bad ratification;
principal receivables that have been written 7. Providing explanation to the GMS on the Annual
off in the context of credit settlement, either Report;
in part or in full, which will be implemented 8. Delivering the Balance Sheet and Income
based on policies established by the Board Statement after approval by the GMS to the
of Directors with the approval of the Board of Minister in charge of Law in accordance with the
Commissioners and within the write-off ceiling provisions of laws and regulations;
(limit) determined by the GMS, which will remain 9. Submit reports on the implementation of write-
in effect until a new ceiling (limit) is determined offs and write-offs in accordance with laws and
by the GMS, provided that prior approval from regulations;
BPI Danantara is obtained in accordance with 10. Prepare other reports required by laws and
laws and regulations in the field of State-Owned regulations;
Enterprises; 11. Keep the Shareholder Register, Special Register,
10. Establish the Company’s write-off and receivables Minutes of the GMS, Minutes of Board of
write-off policies with the approval of the Board of Commissioners Meetings, and Minutes of Board
Commissioners and the majority shareholders of of Directors Meetings, the Annual Report and the
Series B and Series C shares, taking into account Company’s financial documents as referred to
applicable provisions, and propose the write-off in these Articles of Association, as well as other
limit as referred to in point 9) to be determined Company documents;
by the GMS; 12. File and manage, both physically and/or
11. Establish Committees as needed; electronically at the Company’s domicile, the
12. Carry out all other actions and deeds regarding following: the Shareholder Register, Special
the management and ownership of the Register, Minutes of the GMS, Minutes of Board
Company’s assets, bind the Company with other of Commissioners Meetings, and Minutes of
parties and/or other parties with the Company, Board of Directors Meetings, the Annual Report
and represent the Company inside and outside and the Company’s financial documents, as well
the court regarding all matters and all events, as other Company documents;
with limitations as stipulated in laws and 13. Do and maintain the Company’s bookkeeping
regulations, these Articles of Association, and/or and administration in accordance with applicable
GMS decisions. corporate practice;
14. Establish an accounting system in accordance
BOARD OF DIRECTORS’ RESPONSIBILITIES with Financial Accounting Standards and based
on the principles of internal control, particularly
As regulated in the BNI Board of Directors’ Work the management, recording, storage, and
Guidelines and Procedures, the Board of Directors oversight functions;
is responsible for: 15. Provide periodic reports in a manner and on a
1. Promoting and ensuring the implementation timeframe consistent with applicable laws and
Promoting and ensuring the implementation regulations, as well as other reports whenever
requested by the Board of Commissioners and/or
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Series A Dwiwarna Shareholders and/or Series BOARD OF DIRECTORS’ ACTIONS THAT
B and Series C Shareholders with the largest MUST OBTAIN WRITTEN APPROVAL FROM
number of shares, taking into account laws and THE BOARD OF COMMISSIONERS [ACGS D.1.2]
regulations, particularly provisions in the Capital
Market and Banking sectors; The following is a list of actions or decisions of the
16. Prepare the Company’s organizational structure, Board of Directors that must obtain written approval
complete with details and duties; from the Board of Commissioners:
17. Provide explanations on all matters inquired 1. Write off the Company’s assets within certain
or requested by members of the Board of value thresholds as determined by the Board
Commissioners, Series A Dwiwarna Shareholders of Commissioners, taking into account the
and/or Series B and Series C Shareholders with prevailing laws and regulations governing State-
the largest number of shares, taking into account Owned Enterprises, as follows:
laws and regulations, particularly provisions in a. Write-offs due to the transfer/disposal of the
the Banking and Capital Market sectors; Company’s fixed assets;
18. Implement integrated governance, risk b. Write-offs due to the transfer/disposal of the
management, and capital requirements for the Company’s other assets;
Financial Conglomerate; c. Write-offs of the Company’s fixed assets and/
19. Prepare a Board of Directors Charter, Risk or other assets other than those resulting
Management Charter, Internal Audit Charter, from transfer/disposal;
and other documents, with due consideration excluding the Company’s assets in the course of
all regulatory provisions especially those in the carrying out its business activities in accordance
Banking and Capital Market sectors; with applicable laws and regulations, including
20. Carry out other obligations in accordance with but not limited to assets in the form of loans,
the provisions - which are regulated in laws and securities, foreclosed collateral, movable assets,
regulations, these Articles of Association - and/or and other assets acquired in the course of the
those determined by the GMS. Company’s business activities, with due regard
to regulations in the capital markets and banking
BOARD OF DIRECTORS’ ACTIONS THAT sectors;
MUST OBTAIN GMS APPROVAL 2. Pledge the Company’s assets as collateral within
certain value thresholds as determined by the
In carrying out management functions, there are a Board of Commissioners, excluding assets
number of specific actions that can only be carried utilized in the ordinary course of the Company’s
out by the Board of Directors after obtaining approval business activities in accordance with applicable
from the GMS, namely as follows: laws and regulations, including but not limited to
1. The Board of Directors is responsible for loans, securities, foreclosed collateral, movable
requesting approval from the GMS to: assets, and other assets acquired in the course
a. Transfer the Company’s assets; or of business, with due regard to regulations in the
b. Make collateral for debts of the Company’s capital markets and banking sectors.
assets, which constitute more than 50% 3. Enter into cooperation arrangements with
(fifty percent) of the Company’s net assets business entities or other parties in the form of
in 1 (one) or more transactions, whether licensing agreements, management contracts,
related to each other or not, except for the asset leases, Joint Operations (KSO), Build
implementation of the Company’s business Operate Transfer (BOT), Build Own Transfer
activities in accordance with Article 3 of the (BoT), Build Transfer Operate (BTO), and other
Articles ofAssociation. similar arrangements that do not constitute the
2. Actions carried out without the approval of the Company’s day-to-day business activities, within
GMS remain binding on the Company as long as certain value or term limits as determined by the
the other parties to the legal action have good Board of Commissioners.
intentions; and 4. Make equity investments in subsidiaries, joint
3. The GMS may reduce restrictions on the actions ventures, and/or other companies, including
of the Board of Directors as regulated in these the establishment of subsidiaries and/or joint
Articles of Association or determine other ventures, within certain value thresholds as
restrictions on the Board of Directors other than determined by the Board of Commissioners,
those regulated in the Articles of Association. except in the context of debt recovery, with due
regard to capital market and banking regulations.
5. Reduce equity participation, including through
dilution, in subsidiaries, joint ventures, and/or
other companies within certain value thresholds
as determined by the Board of Commissioners,
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except in the context of debt recovery, with due Commissioners in relation to item 11 above shall be
regard to capital market and banking regulations. determined after obtaining approval from Series B
6. Divest equity participation in subsidiaries, joint Shareholders and Majority Series C Shareholders.
ventures, and/or other companies within certain Actions of the Board of Directors as referred to in
value thresholds as determined by the Board of item 3 above insofar as required in the framework
Commissioners, except in the context of debt of carrying out business activities commonly carried
recovery, with due regard to capital market and out in the banking business sector by taking into
banking regulations. account provisions of laws and regulations, shall not
7. Undertake mergers, consolidations, acquisitions, require approval from the Board of Commissioners
spin-offs, and dissolution of subsidiaries and and/or the GMS.
joint ventures within certain value thresholds
as determined by the Board of Commissioners, BOARD OF DIRECTORS’ ACTIONS THAT
with due regard to capital market and banking MUST GET A RESPONSE FROM THE BOARD
regulations. OF COMMISSIONERS
8. Undertake actions that constitute material
transactions as defined under capital market In order to maintain a balance between the
regulations, within certain value thresholds as supervisory function and strategic decision-making,
determined by the Board of Commissioners, there are several actions of the Board of Directors
except for transactions exempted under whose implementation requires a written response
applicable capital market regulations. from the Board of Commissioners and approval
9. Determine and amend the Company’s logo. from the GMS, namely:
10. Determine the organizational structure one level 1. Carry out actions that are included in material
below the Board of Directors. transactions asstipulated by statutory regulations
11. Undertake actions not stipulated in the Company’s in the Capital Market sector with a value above
Work Plan and Budget (RKAP) 50% (fifty percent) of the Company’s equity,
unless such actions are included in material
Relinquish or no longer keep the right to collect transactions that are excluded by statutory
interest receivables, fines, fees, and other regulations that apply in the Capital Market
receivables outside the principal amount carried sector;
out in the context of restructuring and/or settlement 2. Carrying out transactions that contain a conflict
of receivables and other actions in the context of of interest as determined in the applicable laws
settling the Company’s receivables on condition that and regulations in the Capital Market;
approval from BPI Danantara shall be obtained first 3. Carrying out other transactions to comply with
in accordance with laws and regulations in the field applicable laws and regulations in the Capital
of BUMN. Market.
Determine policies on write-off and write-off claim If within 30 (thirty) days of receiving the request
of the Company’s receivables with the approval or complete explanation and documents from the
of the Board of Commissioners and Series B Board of Directors, the Board of Commissioners
Shareholders and Majority Series C Shareholders does not provide a written response, then the
by taking into account applicable provisions, and to GMS can decide without a written response from
propose the above write-off ceiling (limit) amount to the Board of Commissioners. Actions carried out
be determined by the GMS. without the approval of the GMS remain binding on
the Company as long as the other parties to the legal
Approval of the Board of Commissioners in relation action have good intentions.
to items 1, 2, 3, 4, 5, 6, 7 and 8 above with certain
limits and/or criteria shall be determined after DIRECTOR IN CHARGE OF COMPLIANCE
obtaining approval from the Series A Dwiwarna FUNCTIONS
Shareholder or Series B Shareholders and Majority
Series C Shareholders. Determination of limits In order to ensure that all Bank operational
and/or criteria by the Board of Commissioners activities are carried out in accordance with the
for matters as referred to in items 1, 2, 3, 4, 5, 6, provisions of applicable laws and regulations
7 and 8 above shall be carried out after obtaining and to mitigate the risk of non-compliance that
approval from Series B Shareholders and Majority could potentially cause losses to the Bank and
Series C Shareholders. Approval of the Board of stakeholders, BNI implements preventive measures
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(ex-ante) to prevent violations from occurring, as DUTIES AND RESPONSIBILITIES OF THE
well as curative measures (ex-post) as a handling DIRECTOR IN CHARGE OF THE COMPLIANCE
effort if deviations are found. To strengthen the FUNCTION
implementation of the compliance function, BNI has
appointed a Director who specifically oversees the The duties and responsibilities of the Director in
compliance function (Compliance Director), namely charge of the Compliance Function include at least:
Mr. Munadi Herlambang. The appointment of the BNI 1. Formulate a strategy to encourage the creation
Compliance Director has fulfilled the independence of a Bank Compliance Culture;
requirements as stipulated in POJK No. 46 / POJK.03 2. Propose a compliance policy or compliance
/ 2017, without overseeing other functions that are principles that will be determined by the Board
not permitted. of Directors;
3. Establish compliance systems and procedures
As part of BNI’s commitment to strengthening that will be used to develop Bank internal
governance and compliance, the Compliance regulations and guidelines;
Director is primarily responsible for ensuring 4. Ensure that all regulatory policies, systems and
that all Bank policies and operational activities procedures, as well as business activities carried
are implemented in accordance with regulatory out by the Bank are in accordance with the
requirements. In addition to overseeing compliance, provisions of the Financial Services Authority,
the Compliance Director is also responsible for Bank Indonesia, and applicable laws and
ensuring the Bank’s compliance is consistently regulations;
maintained, fostering a culture of compliance at all 5. Minimizing Bank Compliance Risk;
levels of the organization, and ensuring compliance 6. Take preventive measures so that policies
risks are managed effectively and sustainably. and/or decisions taken by the Bank’s Board of
Directors do not deviate from the provisions of
Further details regarding the Compliance Function’s the Financial Services Authority, Bank Indonesia,
implementation and achievements in implementing and applicable laws and regulations;
Compliance Programs and Activities throughout 7. In order to implement theAnti-Money Laundering
2025 are provided in more detail in the Compliance Program, Counter Terrorism Financing, and
Work Unit sub-chapter within this Annual Report. Prevention of Financing for the Proliferation of
Weapons of Mass Destruction (APU PPT and
PPPSPM), the Compliance Director has the duties
REQUIREMENTS FOR THE DIRECTOR IN and responsibilities of at least:
CHARGE OF THE COMPLIANCE FUNCTION a. Proposing strategic written policies and
procedures regarding the implementation of
Each Director candidate proposed to oversee the the APU PPT and PPPSPM programs to the
Compliance Function at BNI is required to meet Board of Commissioners;
individual criteria and requirements as stipulated by b. Ensure that the implementation of APU PPT
the regulator, to ensure integrity, independence, and and PPPSPM is carried out in accordance with
competence in carrying out the compliance function. established written policies and procedures;
These criteria include: c. Ensure that the scope of active supervision of
1. Prospective Directors who are in charge of the the Board of Directors is fulfilled adequately;
compliance function must have integrity and d. Monitor and maintain the Bank’s compliance
adequate knowledge regarding the provisions of Monitor and maintain the Bank’s compliance
the Financial Services Authority, Bank Indonesia, the Financial Services Authority, including
and applicable laws and regulations; and commitments in the Action Plan, Data
2. The Director in charge of the Compliance Update Activity Plan Report, and the results
Function is required to fulfill independence of Bank Indonesia supervision related to the
requirements. “Independence requirements” implementation of the APU PPT and PPPSPM
are not having financial, management, share Programs;
ownership, and/or familial relationships up to e. Monitor the implementation of the duties of
the third degree with members of the Board of the Special Work Unit and/or Bank officials
Commissioners, the Board of Directors, and/ responsible for the implementation of APU
or controlling Shareholders or relationships PPT and PPPSPM;
with the Bank that could affect their ability to f. Provide recommendations to the President
act independently as intended in provisions Director regarding officials who will lead the
regarding the Implementation of Good Corporate Special Work Unit or officials responsible
Governance for Commercial Banks. for implementing the APU PPT and PPPSPM
Programs;
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g. Providing approval for Suspicious Financial a. In the event that the Director in charge of
Transaction Reports (LTKM); the Compliance function is unable to carry
h. Propose an Action Plan Report and Data out his/her office duties for more than 7
Update Plan Report before submitting it to the (seven) consecutive working days then
Financial Services Authority; and the relevant Director must be temporarily
i. Ensure that officials and/or employees, replaced by another Director until the
especially from related work units and new Director in charge of the Compliance
employees, have attended training related to function is able to carry out his/her office
the implementation of APU PPT and PPPSPM duties again;
once a year. b. In the event that the Director in charge of
8. The Director in charge of the Compliance function the Compliance function is permanently
is obliged to submit a report to the Financial absent, resigns, or his/her term of office
Services Authority regarding the implementation has expired, the Bank is obliged to
of his duties, including: immediately appoint a replacement for
a. Compliance Work Plan contained in the Bank the Director in charge of the Compliance
Business Plan; function, no later than 6 (six) months after
b. Compliance Report; and the Director in charge of the Compliance
c. Special reports regarding policies and/or function is permanently absent, resigns, or
decisions of the Board of Directors, which, his/her term of office expires;
according to the Director in charge of the c. During the process of replacing the Director
Compliance function, have deviated from the in charge of the Compliance function,
provisions of the Financial Services Authority the Bank is obliged to appoint or assign
and/or applicable laws and regulations as part another Director to temporarily carry out
of the duties of the Director in charge of the the duties of the Director in charge of the
Compliance function. Compliance function;
9. Report the implementation of duties and d. Directors carrying out temporary duties
responsibilities to the President Director with as Directors in charge of the Compliance
a copy to the Board of Commissioners at least function are required to fulfill the above
quarterly; requirements. This is excepted if there is
10. Perform other tasks related to the Compliance no Director in the Company who fulfills
function. these requirements; and
e. The temporary replacement of the position
ORGANIZATIONAL STRUCTURE OF THE of Director in charge of the Compliance
DIRECTOR IN CHARGE OF THE COMPLIANCE function must be reported to the Financial
FUNCTION Services Authority.
To ensure the effectiveness of the implementation POLICY ON CONCURRENT POSITIONS OF
of the compliance function, BNI has established THE BOARD OF DIRECTORS [ACGS D.2.6, D.2.7]
an organizational structure that is under the
direct supervision of the Director in charge of the BNI is committed to maintaining the professionalism
Compliance Function, as explained below: and independence of its Board of Directors through
1. The President Director and/or Deputy President the implementation of a strict policy regarding
Director are not permitted to hold concurrent concurrent positions. This policy was formulated
positions as Directors in charge of the Compliance to ensure that each member of the Board of
function. Directors can optimally carry out their duties and
2. The Director who is in charge of the Compliance responsibilities without any conflicts of interest
function is prohibited from being in charge of the that could affect objectivity in decision-making. This
following functions: policy aligns with the Regulation of the Minister of
a. Business and operations; State-Owned Enterprises No. PER-3/MBU/03/2023
b. Risk management, which makes decisions concerning Organs and Human Resources of State-
on the Bank’s business activities; Owned Enterprises, which emphasizes that members
c. Treasury; of the Board of Directors are only permitted to hold
d. Finance and accounting; concurrent positions within the limits stipulated by
e. Logistics and procurement of goods/ applicable laws and regulations.
services;
f. InformationTechnology; and As a form of compliance with the provisions of
g. Internal audit. applicable laws and regulations, all members of the
3. Replacement of the Director in charge of the BNI Board of Directors are prohibited from holding
Compliance function: concurrent positions as members of the Board of
Commissioners, Directors, or Executive Officers
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at other banks, companies, and/or institutions, except for positions expressly permitted by applicable
regulations. However, there are exceptions that are not included in the category of concurrent positions, if a
member of the Board of Directors has responsibility for supervision at a Bank Subsidiary Company, carries
out functional duties as a member of the Board of Commissioners at a non-bank Subsidiary Company
controlled by the Bank, as long as the concurrent position does not result in the person concerned neglecting
the implementation of duties and responsibilities as a member of the Bank Board of Directors
General provisions regarding concurrent positions for the Board of Directors are regulated in the following
regulations:
1. Based on SOE Ministerial Regulation No. PER-3/MBU/03/2023 concerning Organs and Human Resources
of State-Owned Enterprises, members of the Board of Directors are prohibited from holding concurrent
positions as:
a. Board of Directors of SOE, Regional Owned Enterprises, Private Owned Enterprises;
b. Board of Commissioners/Supervisory Board at SOE and other companies;
c. Other structural and functional positions in central and/or regional government agencies/institutions;
d. Other positions in accordance with provisions in statutory regulations;
e. Political party administrators, legislative members and/or regional heads/deputy regional heads;
f. Other positions that may give rise to a conflict of interest; and/or
g. Become a legislative candidate or candidate for regional head/deputy regional head.
2. In addition to the concurrent positions mentioned above, members of the BNI Board of Directors are
prohibited from holding concurrent positions as members of the Board of Commissioners in other
companies, except:
a. The Board of Commissioners of the relevant SOE subsidiary/SOE-affiliated company, provided that
they are only entitled to the highest income from the position held concurrently, unless otherwise
determined by the Minister; and
b. Board of Commissioners in other companies to represent/stand for the interests of SOE as long as
they obtain permission from the Minister of SOE.
As a form of transparency and implementation of the principle of accountability in good corporate
governance, the following information is presented regarding the concurrent positions of members of the
BNI Board of Directors as of December 31, 2025:
Member of Political Party
Board of Management
Directors of and/or Candidates Other Positions
Other
State-Owned Members of DPR, in Accordance
Position in Positions that
Enterprises, DPD, DPRD with the Position in
Name the Bank can Cause a
Regional Level I, and DPRD Provisions Subsidiary
Conflict of
Owned Level II and/or of Laws and
Interest
Enterprises, Regional Head/ Regulations
Private Owned Deputy Regional
Enterprises Head Candidates
Putrama Wahju President
No No No No No
Setyawan Director
Deputy
Alexandra
President No No No No No
Askandar
Director
Risk
David Pirzada Management No No No No No
Director
Treasury &
Abu Santosa
International No No No No No
Sudradjat
Banking Director
Muhammad Commercial
No No No No No
Iqbal Banking Director
Human Capital
Munadi
& Compliance No No No No No
Herlambang
Director
Corina Leyla Consumer
No No No No No
Karnalies Banking Director
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Member of Political Party
Board of Management
Directors of and/or Candidates Other Positions
Other
State-Owned Members of DPR, in Accordance
Position in Positions that
Enterprises, DPD, DPRD with the Position in
Name the Bank can Cause a
Regional Level I, and DPRD Provisions Subsidiary
Conflict of
Owned Level II and/or of Laws and
Interest
Enterprises, Regional Head/ Regulations
Private Owned Deputy Regional
Enterprises Head Candidates
Hussein Paolo Finance &
No No No No No
Kartadjoemena Strategy Director
Operations
Ronny Venir No No No No No
Director
Agung Corporate
No No No No No
Prabowo Banking Director
Eko Setyo Institutional
No No No No No
Nugroho Director
Information
Toto Prasetio Technology No No No No No
Director
Rian Eriana Network & Retail
No No No No No
Kaslan Funding Director
MANAGEMENT OF CONFLICTS OF 3. Must fill out a Special List containing his/her and/
INTEREST OF THE BOARD OF DIRECTORS or his/her family's share ownership of 5% (five
[ACGS A.8.2] percent) or more in banks or other companies
domiciled at home and abroad;
In implementing the principles of good corporate 4. Must disclose financial and familial
governance, BNI consistently upholds the values of relationships with other members of the Board
integrity and transparency, including in managing of Commissioners, members of the Board of
potential conflicts of interest at the Board of Directors Directors, and/or controlling shareholders of the
level. Each member of the Board of Directors is Company;
required to act independently and professionally, 5. Prohibited from taking actions that could harm
prioritizing the interests of the Company above their the Company or reduce the Company's profits
personal interests or those of any affiliated parties. If and must disclose conflicts of interest in every
a potential conflict of interest situation is identified, decision in the event of a conflict of interest; and
the relevant Director is required to publicly declare 6. Not to participate in discussions and decision-
their involvement and withdraw from the decision- making that contain elements of conflict of
making process. interest.
The provisions and mechanisms for managing PARTICIPATION OF BOARD OF DIRECTORS
conflicts of interest for BNI's Board of Directors MEMBERS IN PROFESSIONAL
are stipulated in the Conflict of Interest Handling
Guidelines No. IN/119/CMP/001 dated December 27,
2024. The steps required by members of the Board
of Directors to address conflict of interest situations
include:
1. Must prioritize the economic interests of the
Company above the economic interests of
personal or family or other parties;
2. Not to use his/her position for personal interests
or for the interests of other people or parties that
conflict with the interests of the Company;
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ASSOCIATIONS AND/OR ORGANIZATIONS
Several members of the BNI Board of Directors actively participate in various industry associations and
professional organizations as a way of contributing to the development of the banking sector and enhancing
professional competence. All of these engagements are carried out without neglecting their primary duties
and responsibilities as members of the Bank's Board of Directors, and therefore do not fall under the
category of concurrent positions.
The details of the current BNI Board of Directors' participation are presented below:
No. Name Position in Bank Position in Association/Organization
1. Putrama Wahju Setyawan President Director Chairman - Association of State-Owned Banks (HIMBARA)
2. Alexandra Askandar Deputy President Director • Treasurer - Perbanas
• Deputy Chair III - Central Executive Board of the
Indonesian Association of Economists (ISEI)
• Strategic Advisory Board - University of Indonesia
Alumni Association (ILUNI)
3. Hussein Paolo Finance & Strategy • Treasurer I – Association of State-Owned Banks
Kartadjoemena Director (HIMBARA)
• Deputy Chair for Social Affairs – Indonesian Bankers
Association (IBI)
4. Corina Leyla Karnalies Consumer Banking • Supervisory Board at AKKI (Indonesian Credit Card
Director Association)
• Deputy Chairman - Indonesian Payment Systems
Association (ASPI)
5. David Pirzada Risk Management • Risk Management Coordinator - Association of State-
Director Owned Banks (HIMBARA)
• Director of Financial Risk Management - BARa
6. Ronny Venir Operations Director Secretary General - Banking Operational Directors
Communication Forum (FKDOP)
7. Toto Prasetio Information Technology • Deputy Chairperson of Division III - BUMN Digital
Director Forum (Fordigi)
• Chairperson of IT & Operations, Perbanas
8. Agung Prabowo Corporate Banking -
Director
9. Muhammad Iqbal Commercial Banking -
Director
10. Rian Eriana Kaslan Network & Retail Funding -
Director
11. Abu Santosa Sudradjat Treasury & International is •carried outGeneral
Secretary in accordance
- Apuvindowith the credit
(Indonesian Money policies
Banking Director Market
in force atand
BNIForeign
and is Exchange
guidedMarket Association)
by the provisions of
• Code of Ethics Council - Himdasun (Debt Securities
applicable laws and regulations. All loans provided
Traders Association)
to •the Board of Directors
Honorary Board must
- ACI - FMA meet the
Indonesia same terms
(Association
and Cambiste
conditions as those -applicable
Internationale to non-affiliated
Financial Markets Association
Indonesia)
parties. This policy is implemented by upholding
12. Eko Setyo Nugroho Institutional Director theSecretary - Association
principles of arm’s of length
State-Owned
basisBanks
and(HIMBARA)
at market
13 Munadi Herlambang Human Capital & rates, as stipulated in the Company Guidelines
• Funding Coordinator - Association of State-Owned
Compliance Director for Banks (HIMBARA)
Business Banking Credit Procedures for the
• Head of Division 1 Organization Development &
Corporate & Enterprise Segment, Book I, Chapter on
Workforce Planning
Credit Approval, and the Board of Directors’ Charter.
POLICY ON THE PROVISION OF LOANS FOR INDEPENDENCE OF THE BOARD OF
THE BOARD OF DIRECTORS [ACGS A.8.3] DIRECTORS [ACGS A.8.2]
BNI does not prohibit the provision of loan facilities BNI ensures that each member of the Board of
to members of the Board of Directors as long as it
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Directors carries out their duties independently, upholding professionalism and objectivity. All strategic and
operational decisions must be taken without intervention from any party, so that the Bank’s management is
always oriented towards the interests of BNI, shareholders, and other stakeholders in accordance with GCG
principles. Likewise, each member of the Board of Directors is also obliged to disclose to the Bank if they
have a material interest, whether directly, indirectly, or on behalf of a third party, in transactions or issues
that directly impact the Bank. This obligation also includes disclosure of any changes in share ownership,
whether in the name of an individual or a family, in BNI or in other banks, non-bank financial institutions,
and other companies. As a form of commitment to the implementation of the principle of independence,
each member of the BNI Board of Directors is required to sign a Statement of Acting Independently in the
Implementation of the Company’s Operational Management at the beginning of each year as evidence of
integrity and a statement of independence in carrying out their duties.
Statement of Independence of Members of the Board of Directors
Abu Santosa Sudradjat
Corina Leyla Karnalies
Munadi Herlambang
Alexandra Askandar
Eko Setyo Nugroho
Eko Setyo Nugroho
Rian Eriana Kaslan
Muhammad Iqbal
Agung Prabowo
Kartadjoemena
Putrama Wahju
Hussein Paolo
David Pirzada
Toto Prasetio
Setyawan
Statement
An independent party with
no affiliation to the Bank’s
√ √ √ √ √ √ √ √ √ √ √ √ √
owner or Controlling
Shareholder (PSP)
Has no financial,
managerial, share
ownership, and/or family
relationship with other
members of the Board of
Commissioners, members
√ √ √ √ √ √ √ √ √ √ √ √ √
of the Board of Directors,
and/or the controlling
shareholder, or any other
relationship that may
affect the ability to act
independently.
BOARD OF DIRECTORS' SHARE OWNERSHIP [ACGS C.1.3]
In accordance with the provisions of OJK Regulation No. 17 of 2023 concerning the Implementation of
Governance for Commercial Banks Article 32 letter a, the BNI Board of Directors has disclosed share
ownership of 5% (five percent) or more, both in the Bank concerned, and in other banks and/or companies,
domiciled in Indonesia and abroad. The share ownership of the BNI Board of Directors as of December 31,
2025 can be seen in the table below:
Share Ownership
Name Position
BNI Other Bank or Company
Putrama Wahju Setyawan President Director 5,997,426 None
Alexandra Askandar Deputy President Director - None
Hussein Paolo Kartadjoemena Finance & Strategy Director 3,075,911 None
Corina Leyla Karnalies Consumer Banking Director 5,513,174 None
David Pirzada Risk Management Director 4,866,684 None
Ronny Venir Operations Director 5,546,296 None
Toto Prasetio Information Technology Director 4,222,896 None
Agung Prabowo Corporate Banking Director 1,915,356 None
Muhammad Iqbal Commercial Banking Director 3,064,085 None
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Rian Eriana Kaslan Network & Retail Funding Director 802,397 None
Abu Santosa Sudradjat Treasury & International Banking Director - None
Eko Setyo Nugroho Institutional Director 311,797 None
Munadi Herlambang Human Capital & Compliance Director - None
BOARD OF DIRECTORS MEETING
Policies and Implementation of Board of Directors Meetings
In carrying out business activities and managing the Bank, the BNI Board of Directors maintains a regular
communication forum through Board of Directors Meetings, which are held periodically at least once a
month. Furthermore, Board of Directors Meetings may be held at any time deemed necessary by one or
more members of the Board of Directors, or upon written request from one or more members of the Board
of Commissioners.
The policy for implementing these Board of Directors Meetings is in accordance with the provisions of POJK
No. 33/POJK.04/2014 concerning the Board of Directors and Board of Commissioners of Issuers or Public
Companies, as well as Article 13 of BNI’s Articles of Association and the Board of Directors Charter. The
following is a description of the policy for implementing BNI’s Board of Directors Meetings:
Meeting 1. The Board of Directors is obliged to hold regular Board of Directors Meetings at least once per month.
Implementation 2. The Board of Directors is obliged to hold regular Board of Directors and Board of Commissioners
meetings at least once every 1 (one) months.
3. The Board of Directors is obliged to determine the rules for the Board of Directors’ meetings.
4. Board of Directors Meetings can be held at any time if:
a. deemed necessary by one or more members of the Board of Directors;
b. Upon written request from one or more members of the Board of Commissioners.
Meeting 1. Meetings can be held at the Company’s domicile or at other places within the territory of the Republic
Summon of Indonesia or at the Company’s place of business activities.
2. Summons for Board of Directors Meetings must be made by members of the Board of Directors who
have the right to represent the Board of Directors.
3. Summons for Board of Directors Meetings must be made in writing and conveyed or delivered directly
to each member of the Board of Directors with adequate receipt or by registered post or by courier
service or by telex, fax, or electronic mail (e-mail) no later than 5 (five) working days before the meeting
is held without taking into account the date of summons and the date of the meeting or within a shorter
time if in urgent circumstances.
4. Summons for the Board of Directors Meeting must include the agenda, date, time, and place of the
meeting. Board of Directors meetings can be held at the Company’s domicile or at other places within
the territory of the Republic of Indonesia or at the Company’s place of business activities. [ACGS D.3.6]
5. Board of Directors’ meeting materials are distributed to all meeting participants no later than 5 (five)
working days before the meeting is held, and in case the meeting is held outside the schedule, meeting
materials can be submitted before the meeting is held.
Chairman of 1. All Board of Directors Meetings are chaired by the President Director, and in case the President Director
the Board is absent or unable to attend, then the Deputy President Director who chairs the Board of Directors
of Directors Meeting or a Director appointed in writing by the President Director who chairs the Board of Directors
Meeting Meeting if at the same time the Deputy President Director is absent or is unavailable, or the Director
is appointed by the Deputy Director who chairs the Board of Directors Meeting if at the same time the
President Director is absent or unavailable and does not make the appointment.
2. If the GMS does not appoint a Deputy President Director, then in the event that the President Director is
absent or unavailable, one of the Directors appointed in writing by the President Director will chair the
Board of Directors Meeting.
3. In the event that the President Director does not make an appointment, then one of the Directors who
has served the longest as a member of the Board of Directors shall chair the Board of Directors Meeting.
4. In the event that the Director who has served the longest as a member of the Company’s Board of
Directors is more than 1 (one) person, then the Director referred to in number 3 above is the oldest in
age who acts as chairman of the Board of Directors Meeting.
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Attendance 1. A member of the Board of Directors may be represented at a Board of Directors Meeting only by another
member of the Board of Directors based on a power of attorney. A member of the Board of Directors
can only represent another member of the Board of Directors.
2. Members of the Board of Directors who are unable to attend a Board of Directors Meeting can submit
their opinion in writing and sign it, then convey it to the President Director or Deputy President Director
or to other members of the Board of Directors who will chair the Board of Directors Meeting, regarding
whether they support or do not support the matters to be discussed, and opinions will be considered as
valid votes cast at the Board of Directors Meeting.
3. In the event that members of the Board of Directors are unable to attend the meeting physically,
members of the Board of Directors can attend the meeting via teleconference, video conference, or
other electronic media, in accordance with applicable regulations.
4. Every member of the Board of Directors who personally in any way, either directly or indirectly, has an
interest in a transaction, contract, or proposed contract in which the Company is a party must have the
nature of his interest declared at a Board of Directors Meeting and therefore has no right to take part in
voting on matters relating to the transaction or contract.
Quorum and 1. A Board of Directors meeting is valid and has the right to make binding decisions if attended and/or
Decision Making represented by more than 2⁄3 (two thirds) of the total members of the Board of Directors.
[ACGS D.3.4] 2. In the event that there is more than one proposal, a re-election is carried out so that one of the proposals
receives more than 2⁄3 (two thirds) of the total votes cast.
3. Decisions at Board of Directors Meetings must be taken based on deliberation to reach consensus. If a
decision based on deliberation to reach a consensus is not reached, then the decision must be taken by
voting based on the affirmative votes of more than 2⁄3 (two thirds) of the number of valid votes cast at
the relevant meeting.
4. At a Board of Directors Meeting, each member of the Board of Directors has the right to cast 1 (one)
vote and an additional 1 (one) vote for each other member of the Board of Directors whom he or she
legally represents at the meeting.
5. A blank vote (abstain) is deemed to approve the proposal submitted at the meeting. Invalid votes are
considered non-existent and are not counted in determining the number of votes cast at the meeting.
6. Voting regarding individuals is carried out using closed ballot papers without signatures, while voting
regarding other matters is carried out verbally, unless the Chairman of the Meeting determines
otherwise without any objection based on the majority of votes from those present.
7. Every policy and strategic decision must be decided through a Board of Directors meeting with due
regard to supervision in accordance with the duties and responsibilities of the Board of Commissioners.
Minutes of 1. The results of the Board of Directors Meeting must be stated in the Minutes of Meeting.The minutes
Meetings of the meeting must be drawn up by someone present at the meeting appointed by the Chairman of
the Meeting and then signed by all members of the Board of Directors present and submitted to all
members of the Board of Directors.
2. The results of the Board of Directors and Board of Commissioners meetings must be included in the
Minutes of Meeting.The minutes of the meeting must be drawn up by someone present at the meeting
appointed by the Chairman of the Meeting and then signed by all members of the Board of Directors
and members of the Board of Commissioners present and submitted to all members of the Board of
Directors and members of the Board of Commissioners.
3. In the event that there are members of the Board of Directors and/or members of the Board of
Commissioners who do not sign the results of the meeting as referred to in points 1 and 2 above, the
person concerned is obliged to state the reasons in writing in a separate letter attached to the Minutes
of Meeting.
4. The minutes of the meeting as referred to in points 1 and 2 above must be documented by the Company.
5. Minutes of the Board of Directors’ Meetings are valid evidence for members of the Board of Directors
and for third parties regarding the decisions taken at the relevant Meeting.
6. Board of Directors is required to prepare minutes of Board of Directors’ meetings and document them
in accordance with statutory regulations and articles of association.
7. Dissenting opinions that occur at Board of Directors meetings must be stated clearly in the minutes of
the meeting along with the reasons for the difference of opinion.
Keputusan di The Board of Directors can also make valid decisions without holding a Board of Directors Meeting
Luar Rapat provided that all members of the Board of Directors have been notified in writing and all members of the
Direksi Board of Directors have given their approval regarding the proposal submitted in writing and signed the
approval. Decisions taken in this way have the same force as decisions legally taken at a Board of Directors
Meeting.
Level of Attendance of the Board of Directors Members at the Board of Directors Meetings,
Joint Meetings of the Board of Directors and the Board of Commissioners, and GMS [ACGS
D.3.2, D.3.3]
In 2025, the Board of Directors held 46 (forty-six) Board of Directors Meetings and 8 (eight) Board of Directors
Meetings with the Board of Commissioners, as well as 1 (one) Annual General Meeting of Shareholders. The
following is a description of the frequency and attendance of each member of the Board of Directors at the
Meetings:
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Board of Directors Meeting Annual GMS 2025
BOD and BOC Meetings AGM Meeting 2025
[ACGS D.3.5] for the Year 2024
Name Position Number and (%) Attendance Number and (%) Attendance Number and (%) Attendance Number and (%) Attendance
Total Level of Attendance Total Level of Attendance Total Level of Attendance Total Level of Attendance
Meeting Attendance Percentage Meeting Attendance Percentage Meeting Attendance Percentage Meeting Attendance Percentage
President
Royke Tumilaar* 8 8 100 1 1 100 1 1 100 - - -
Director
Novita Widya Finance
8 8 100 1 1 100 1 1 100 - - -
Anggraini* Director
Human
Capital and
Mucharom* 8 8 100 1 1 100 1 1 100 - - -
Compliance
Director
Enterprise
I Made and
Sukajaya* Commercial 8 8 100 1 1 100 1 1 100 - - -
Banking
Director
Putrama Wahju President
46 46 100 8 7 88 1 1 100 1 1 100
Setyawan Director
Deputy
Alexandra
President 38 36 95 7 6 86 - - - 1 1 100
Askandar**
Director
Risk
David Pirzada Management 38 36 95 8 8 100 1 1 100 1 1 100
Director
Treasury &
Abu Santosa International
38 35 92 7 6 86 - - - 1 1 100
Sudradjat** Banking
Director
Commercial
Muhammad
Banking 38 34 89 7 6 86 - - - 1 1 100
Iqbal**
Director
Human
Munadi Capital &
46 36 95 8 7 88 1 1 100 1 1 100
Herlambang Compliance
Director
Consumer
Corina Leyla
Banking 46 36 95 8 7 88 1 1 100 1 1 100
Karnalies
Director
Finance &
Hussein Paolo
Strategy 46 44 96 8 7 88 1 1 100 1 1 100
Kartadjoemena
Director
Operations
Ronny Venir 46 43 93 8 7 88 1 1 100 1 1 100
Director
Corporate
Agung Prabowo Banking 46 40 87 8 7 88 1 1 100 1 1 100
Director
Eko Setyo Director of
38 36 95 7 6 86 - - - 1 1 100
Nugroho** Governance
Information
Toto Prasetio Technology 46 44 96 8 7 88 1 1 100 1 1 100
Director
Network
Rian Eriana & Retail
38 35 92 7 6 86 - - - 1 1 100
Kaslan** Funding
Director
*) His position as Director of BNI ended in line with the expiration of his term as a member of the Board of Directors, as determined by the decision of the AGM on March
26, 2025.
**) His position as Director of the BNI since the decision of the AGM on March 26, 2025.
Agenda, Date, and Participants of the 2025 Board of Directors Meeting [ACGS D.3.5]
The following is a description of the agenda, implementation dates, and participants of the BNI Board of
Directors Meetings throughout 2025, as a form of transparency and accountability in the implementation of
the Board of Directors’ functions:
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No. Date Meeting Agenda Meeting Partcipants Attendance Notes
1. January 08, 1. General Agenda, including · Royke Tumilaar • Present BNI Meeting
2025 Financial Performance Update · Putrama Wahju Setyawan • Present Room
2. Sales Tool & Monitoring · Novita Widya Anggraini • Present
· Corina Leyla Karnalies • Present
· David Pirzada • Present
· Ronny Venir • Present
· Mucharom • Present
· Toto Prasetio • Present
· I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo • Present
· Munadi Herlambang* • Present
2. January 13, 1. Clearance Meeting for the · Royke Tumilaar • Present BNI Meeting
2025 Audit of BNI's Consolidated · Putrama Wahju Setyawan • Present Room
Financial Statements · Novita Widya Anggraini • Present
2. Sales Rhythm Monitoring · Corina Leyla Karnalies • Present
3. Project Approval · David Pirzada • Present
4. Approval of Resolutions on the · Ronny Venir • Present
Agenda of the 2024 General · Mucharom • Present
Meeting of Shareholders, · Toto Prasetio • Present
including: · I Made Sukajaya • Present
a. Proposed Cash Dividends · Hussein Paolo Kartadjoemena • Present
b. Proposed Corporate · Agung Prabowo • Present
Actions · Munadi Herlambang* • Present
5. Human Capital Committee
6. Asset & Liability Committee
(ALCO)
3. January 22, 1. General Agenda · Royke Tumilaar • Present BNI Meeting
2025 2. Approval of the Proposed Cash · Putrama Wahju Setyawan • Present Room
Dividend · Novita Widya Anggraini • Present
· Corina Leyla Karnalies • Present
· David Pirzada • Present
· Ronny Venir • Present
· Mucharom • Present
· Toto Prasetio • Present
· I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo
· Munadi Herlambang* • Present
• Present
4. February 03, • Human Capital Committee · Royke Tumilaar • Present BNI Meeting
2025 • Performance Updates · Putrama Wahju Setyawan • Present Room
· Novita Widya Anggraini • Present
· Corina Leyla Karnalies • Present
· David Pirzada • Present
· Ronny Venir • Present
· Mucharom • Present
· Toto Prasetio • Present
· I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo • Present
· Munadi Herlambang* • Present
5. February 17, 1. Human Capital Committee · Royke Tumilaar • Present BNI Meeting
2025 2. Remuneration Update · Putrama Wahju Setyawan • Present Room
3. General Agenda, including · Novita Widya Anggraini • Present
BNI's 79th Anniversary Update · Corina Leyla Karnalies • Present
4. Savings Commission Initiative · David Pirzada • Present
Progress Update · Ronny Venir • Present
5. Data Quality Reward · Mucharom • Present
6. Technology Management · Toto Prasetio • Present
Committee (KMT) · I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo
· Munadi Herlambang* • Present
• Present
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No. Date Meeting Agenda Meeting Partcipants Attendance Notes
6. February 24, 1. General Agenda including · Royke Tumilaar • Present BNI Meeting
2025 BNI's 79th Anniversary · Putrama Wahju Setyawan • Present Room
2. Term Update · Novita Widya Anggraini • Present
· Corina Leyla Karnalies • Present
· David Pirzada • Present
· Ronny Venir • Present
· Mucharom • Present
· Toto Prasetio • Present
· I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo • Present
· Munadi Herlambang* • Present
7. March 10, 1. Project Update · Royke Tumilaar • Present BNI Meeting
2025 2. Savings Umbrella Program · Putrama Wahju Setyawan • Present Room
3. Corporate Action Submission · Novita Widya Anggraini • Present
4. Discussion of BNI's Risk · Corina Leyla Karnalies • Present
Appetite Statement (RAS) · David Pirzada • Present
Review · Ronny Venir • Present
5. Technology Management · Mucharom • Present
Committee (KMT) · Toto Prasetio • Present
6. Asset & Liability Committee · I Made Sukajaya • Present
(ALCO) · Hussein Paolo Kartadjoemena • Present
7. Human Capital Committee · Agung Prabowo • Present
8. General Agenda · Munadi Herlambang* • Present
8. March 17, 1. Human Capital Committee · Royke Tumilaar • Present BNI Meeting
2025 2. Update Performance · Putrama Wahju Setyawan • Present Room
3. Performance Value Chain · Novita Widya Anggraini • Present
4. Update Projects · Corina Leyla Karnalies • Present
· David Pirzada • Present
· Ronny Venir • Present
· Mucharom • Present
· Toto Prasetio • Present
· I Made Sukajaya • Present
· Hussein Paolo Kartadjoemena • Present
· Agung Prabowo
· Munadi Herlambang* • Present
• Present
9. March 27, Organizational Structuring · Putrama Wahju Setyawan* • Present BNI Meeting
2025 · Alexandra Askandar* • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
10. April 09, 1. Human Capital Committee · Putrama Wahju Setyawan* • Present BNI Meeting
2025 2. Asset & Liability Committee · Alexandra Askandar* • Present Room
(ALCO) · Hussein Paolo Kartadjoemena • Present
3. Update Performance · Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
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No. Date Meeting Agenda Meeting Partcipants Attendance Notes
11. April 21, 1. Technology Management · Putrama Wahju Setyawan* • Present BNI Meeting
2025 Committee (KMT) · Alexandra Askandar* • Present Room
2. Credit Policy Committee · Hussein Paolo Kartadjoemena • Present
3. Financial Report Updates · Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • On Duty
· Munadi Herlambang* • Present
12. May 05, 1. Asset & Liability Committee · Putrama Wahju Setyawan* • Present BNI Meeting
2025 (ALCO) · Alexandra Askandar* • Present Room
2. Review of Credit Approval · Hussein Paolo Kartadjoemena • Present
Authority · Corina Leyla Karnalies • Present
3. Wondr Update by BNI · Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
13. May 19, 1. Proposed Client Tiering 2025 · Putrama Wahju Setyawan* • Present BNI Meeting
2025 2. Overview of ATM & CSR · Alexandra Askandar* • Present Room
Performance · Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
14. May 23, BNI Townhall Meeting 2025 · Putrama Wahju Setyawan* • Present BNI Meeting
2025 · Alexandra Askandar* • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
15. May 27, 2025 BNI Java Jazz Festival 2025 Event · Putrama Wahju Setyawan* • Present BNI Meeting
Update · Alexandra Askandar* • Present Room
· Hussein Paolo Kartadjoemena • On Duty
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
776 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
16. May 28, BNI Java Jazz Festival 2025 Event · Putrama Wahju Setyawan* • Present BNI Meeting
2025 Update · Alexandra Askandar* • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • On Duty
· Ronny Venir • On Duty
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • On Duty
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
17. June 02, 1. Subsidiary Committee · Putrama Wahju Setyawan* • Present BNI Meeting
2025 2. Human Capital Committee · Alexandra Askandar* • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
18. June 25, 1. BNI Best Employee 2025 · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. Human Capital Committee · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
19. June 30, 1. Anti-Money Laundering · Putrama Wahju Setyawan • Present BNI Meeting
2025 Training Update · Alexandra Askandar • Present Room
2. BNI 79th Anniversary Agenda · Hussein Paolo Kartadjoemena • Present
Update · Corina Leyla Karnalies • Present
3. Approval of the Extension · Agung Prabowo • Present
of the Tapenas Cash Back · Ronny Venir • Present
Program · David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
20. 07 Juli 2025 ICOFR Implementation Update · Putrama Wahju Setyawan • Present BNI Meeting
July 07, 2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
21 July 11, 2025 1. Organizational Restructuring · Putrama Wahju Setyawan • Present BNI Meeting
(Directorate Division) of BNI · Alexandra Askandar • Present Room
2. Review of Derivative · Hussein Paolo Kartadjoemena • Present
Procedures for Bank Credit · Corina Leyla Karnalies • Present
Policies (KPB) · Agung Prabowo • Present
3. Financial Report Updates · Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
22. July 14, 1. Service Procurement · Putrama Wahju Setyawan • Present BNI Meeting
2025 Committee · Alexandra Askandar • Present Room
2. Technology Management · Hussein Paolo Kartadjoemena • Present
Committee (KMT) · Corina Leyla Karnalies • Present
3. Update on BNI Mobile Banking · Agung Prabowo • Present
Closure · Ronny Venir • Present
4. Update on Dormant Account · David Pirzada • Present
Progress · Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
23. July 28, 1. Human Capital Committee · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. CRM Request · Alexandra Askandar • On Duty Room
3. BNI Rejeki Wondr Program · Hussein Paolo Kartadjoemena • Present
Update · Corina Leyla Karnalies • Present
4. BNI WondrX 2025 Update · Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
24. August 04, Human Capital Committee · Putrama Wahju Setyawan • Present BNI Meeting
2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Presen
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
25. August 12, Update Financial Reports · Putrama Wahju Setyawan • Present BNI Meeting
2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho* • Present
· Muhammad Iqbal* • Present
· Abu Santosa Sudradjat* • Present
· Rian Eriana Kaslan* • Present
· Munadi Herlambang* • Present
778 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
26. August 25, 1. Organizational Restructuring · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. Financial Report Updates · Alexandra Askandar • Present Room
3. BNIMove Digital Capability · Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
27. August 31, Business Continuity Management · Putrama Wahju Setyawan • Present BNI Meeting
2025 (BCM) · Alexandra Askandar • Present Room
Business Continuity Management · Hussein Paolo Kartadjoemena • Present
(BCM) · Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
28. September 1. Kick-Off Meeting for Audit · Putrama Wahju Setyawan • Present BNI Meeting
01, 2025 Implementation in December · Alexandra Askandar • Present Room
2025 · Hussein Paolo Kartadjoemena • Present
2. General Agenda, including · Corina Leyla Karnalies • Present
Optimization of FBI Bank · Agung Prabowo • Present
Guarantee, Trade, and Letter · Ronny Venir • Present
of Credit · David Pirzada • On Leave
3. Structuring of the Board of · Toto Prasetio • Present
Directors Committee · Eko Setyo Nugroho • Present
4. Organizational Restructuring · Muhammad Iqbal • Present
of the Network Strategy & · Abu Santosa Sudradjat • Present
Development Division, Sales · Rian Eriana Kaslan • Present
Strategy & Execution Division, · Munadi Herlambang* • Present
and Government Solutions
Division
29. September 1. Corporate Action Plan · Putrama Wahju Setyawan • Present BNI Meeting
08, 2025 2. Review of Commercial · Alexandra Askandar • Present Room
Segment Credit Approval · Hussein Paolo Kartadjoemena • Present
Authority & Division of · Corina Leyla Karnalies • Present
Directors and SEVP Functions · Agung Prabowo • Present
within the Credit Committee · Ronny Venir • Present
3. Deactivation of the Crisis · David Pirzada • Present
Management Team · Toto Prasetio • Present
4. Optimization of FBI Bank · Eko Setyo Nugroho • Present
Guarantees, Trade Guarantees, · Muhammad Iqbal • Present
and Letters of Credit · Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
30. September 1. Corporate Action Plan · Putrama Wahju Setyawan • Present BNI Meeting
15, 2025 2. Review of Commercial · Alexandra Askandar • Present Room
Segment Credit Approval · Hussein Paolo Kartadjoemena • Present
Authority & Division of · Corina Leyla Karnalies • Present
Directors and SEVP Functions · Agung Prabowo • Present
within the Credit Committee · Ronny Venir • Present
3. Deactivation of the Crisis · David Pirzada • Present
Management Team · Toto Prasetio • Present
4. Optimization of FBI Bank · Eko Setyo Nugroho • Present
Guarantees, Trade Guarantees, · Muhammad Iqbal • Present
and Letters of Credit · Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
31. September 1. General Agenda, including · Putrama Wahju Setyawan • Present BNI Meeting
22, 2025 2025 Program Follow-up · Alexandra Askandar • Present Room
Update · Hussein Paolo Kartadjoemena • Present
2. Subsidiary Committee · Corina Leyla Karnalies • Present
3. Product Committee: · Agung Prabowo • Present
a. Approval of the Proposed · Ronny Venir • Present
RPP for September 2025; · David Pirzada • Present
b. Update on Wonder by BNI · Toto Prasetio • On Duty
R5 · Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
32. September 1. Asset & Liability Committee · Putrama Wahju Setyawan • Present BNI Meeting
29, 2025 (ALCO) · Alexandra Askandar • Present Room
2. General Agenda including · Hussein Paolo Kartadjoemena • Present
Macro Update of the 2025 · Corina Leyla Karnalies • Present
Program · Agung Prabowo • Present
3. Implementation of Piloting · Ronny Venir • Present
New Region, Area, & Branch · David Pirzada • Present
Models · Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Permission
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
33. October 06, 1. General Agenda · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. Review of Corporate · Alexandra Askandar • Present Room
Governance Guidelines · Hussein Paolo Kartadjoemena • Present
3. Wondr Update by BNI · Corina Leyla Karnalies • Present
4. Socialization of Platform/FSCM, · Agung Prabowo • Present
SPAN, and Leading Model · Ronny Venir • On Leave
Construction for Ecosystems · David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
34. October 14, 1. Financial Report Update · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. International Project Update · Alexandra Askandar • On Duty Room
3. IT Project Update · Hussein Paolo Kartadjoemena • Present
4. Approval of Corporate · Corina Leyla Karnalies • Present
Governance Guidelines · Agung Prabowo • Present
Review · Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
35. October 20, General Agenda · Putrama Wahju Setyawan • Present BNI Meeting
2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • On Duty
· Muhammad Iqbal • On Duty
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • On Duty
· Munadi Herlambang* • Present
780 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
36. October 22, Approval regarding the 2026 · Putrama Wahju Setyawan • Present BNI Meeting
2025 RKAP/RBB, 2026 Collegial KPI, · Alexandra Askandar • Present Room
2026-2030 RJPP, and 2026 RAKB · Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
37. October 27, 1. Asset & Liability Committee · Putrama Wahju Setyawan • Present BNI Meeting
2025 (ALCO) · Alexandra Askandar • Present Room
2. Marketing Strategy 2026 · Hussein Paolo Kartadjoemena • Present
3. Asset & Liability Committee · Corina Leyla Karnalies
(ALCO) · Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
• Present
38. November 1. Plan for the 2025 BNI · Putrama Wahju Setyawan • Present BNI Meeting
03, 2025 Extraordinary General Meeting · Alexandra Askandar • Present Room
of Shareholders · Hussein Paolo Kartadjoemena • Present
2. Subsidiary Committee · Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
39. November 1. General Agenda · Putrama Wahju Setyawan • Present BNI Meeting
10, 2025 2. Discussion of the Results of · Alexandra Askandar • Present Room
the 2025/2026 Recovery Action · Hussein Paolo Kartadjoemena • Present
Plan Update · Corina Leyla Karnalies • Present
3. Subsidiary Committee · Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
40. November 1. Asset & Liability Committee · Putrama Wahju Setyawan • Present BNI Meeting
17, 2025 (ALCO) · Alexandra Askandar • Present Room
2. a.Division/Unit Mapping · Hussein Paolo Kartadjoemena • Present
b. Grha Elevator · Corina Leyla Karnalies • Present
Modernization · Agung Prabowo • Present
3. Product Committee Update - · Ronny Venir • Present
Wondr Release Update · David Pirzada • Present
4. International Project Update · Toto Prasetio • Present
· Eko Setyo Nugroho • On Duty
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
41. November 1. Technology Management · Putrama Wahju Setyawan • Present BNI Meeting
24, 2025 Committee (KMT) · Alexandra Askandar • Present Room
2. Subsidiary IT Synergy · Hussein Paolo Kartadjoemena • Present
3. 2024-2028 RSTI Update · Corina Leyla Karnalies • Present
4. 2026 IT Project Portfolio · Agung Prabowo • Present
Proposal · Ronny Venir • Present
5. 2026 RPTI Proposal · David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang* • Present
42. December 1. Review of the Division of · Putrama Wahju Setyawan • Present BNI Meeting
01, 2025 Business and Risk Functions · Alexandra Askandar • Present Room
for the Board of Directors, · Hussein Paolo Kartadjoemena • Present
SEVP, and SBX/SCX in the · Corina Leyla Karnalies • Present
Credit Committee · Agung Prabowo • Present
2. Proposed Resolutions of the · Ronny Venir • Present
2025 Extraordinary GMS · David Pirzada • On Leave
3. General Agenda · Toto Prasetio • On Duty
4. Updates regarding POJK 24 · Eko Setyo Nugroho • Present
of 2025 concerning Account · Muhammad Iqbal • On Duty
Management in Commercial · Abu Santosa Sudradjat • Present
Banks · Rian Eriana Kaslan • On Duty
5. Liquidity Updates · Munadi Herlambang • Present
6. Financial Report Updates
43. December 8, 1. General Agenda · Putrama Wahju Setyawan • Present BNI Meeting
2025 2. IT Update · Alexandra Askandar • Present Room
3. Payment Update · Hussein Paolo Kartadjoemena • Present
4. AFR Update · Corina Leyla Karnalies • Present
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • On Duty
· Abu Santosa Sudradjat • On Duty
· Rian Eriana Kaslan • Present
· Munadi Herlambang • Present
44. December 1. Human Capital Committee · Putrama Wahju Setyawan • Present BNI Meeting
22, 2025 2. Governance KPI 2026 · Alexandra Askandar • Present Room
3. Technology Management · Hussein Paolo Kartadjoemena • Present
Committee (KMT): · Corina Leyla Karnalies • Present
a. Christmas and New Year · Agung Prabowo • Present
Operational Update · Ronny Venir • Present
b. Christmas and New Year IT · David Pirzada • Present
Operational Update · Toto Prasetio • Present
c. Fraud Detection System · Eko Setyo Nugroho • Present
Improvement Plan · Muhammad Iqbal • Present
4. Marcom Strategy Update 2026 · Abu Santosa Sudradjat • Present
5. Business Overview and · Rian Eriana Kaslan • Present
Acceleration · Munadi Herlambang • Present
6. Discussion on the
Implementation of the
Danantara CX 100 Index
45. December Liquidity Needs Update · Putrama Wahju Setyawan • Present BNI Meeting
24, 2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • On Leave
· Corina Leyla Karnalies • On Leave
· Agung Prabowo • Present
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang • On Leave
782 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No. Date Meeting Agenda Meeting Partcipants Attendance Notes
46. December General Agenda · Putrama Wahju Setyawan • Present BNI Meeting
29, 2025 · Alexandra Askandar • Present Room
· Hussein Paolo Kartadjoemena • Present
· Corina Leyla Karnalies • On Leave
· Agung Prabowo • On Leave
· Ronny Venir • Present
· David Pirzada • Present
· Toto Prasetio • Present
· Eko Setyo Nugroho • Present
· Muhammad Iqbal • Present
· Abu Santosa Sudradjat • Present
· Rian Eriana Kaslan • Present
· Munadi Herlambang • On Leave
* Not effective yet.
Joint Board of Directors Meeting with the Board of Commissioners
Information regarding the Policy on the Joint Meeting of the Board of Directors and the Board of
Commissioners has been disclosed in the section/sub-heading Joint Meeting of the Board of Commissioners
and the Board of Directors.
Joint Board of Directors Meetings Scheduled in 2025 [ACGS D.3.1]
As part of the effort to ensure continuous coordination and the effectiveness of strategic decision-making,
BNI has prepared a schedule for the Board of Directors Meetings for 2026. This plan was prepared by
considering business dynamics, coordination needs among members of the Board of Directors, as well as
compliance with the provisions of laws and regulations and the Board of Directors Charter. The following is
an overview of the BNI Board of Directors Meeting plan scheduled to be held in 2026:
No. Month Meeting Agenda
1 January 1. Proposal for the Appointment of the Chairperson of BNI’s 80th Anniversary Committee
2. KDKMP Update
3. Standardization of Outlet Format and Design
4. a. Presentation of the Evaluation Results of 15 Significant Accounts within the ICOFR Scope
b. ICOFR Update
5. Discussion of the Review Results of BNI’s 2026 Risk Appetite Statement (RAS)
6. Finalization of Unit Performance Evaluation for FY 2025
7. Clearance Meeting for BNI Consolidated Audit for Fiscal Year 2025
8. 2026 Share Buyback Plan
9. Plan for the 2025 Fiscal Year Annual General Meeting of Shareholders (AGMS) of BNI
10. Decision on KRO Booking1
11. Strategy to Accelerate Savings Growth in 2026
2 February 1. Request for Approval of the Review of BNI Financial Conglomeration Integrated Governance Policy
2. 2025 Current Account Growth Strategy
3. Presentation on Optimization and Strengthening of the MBG Program Ecosystem
4. Retail Credit Tools Update
5. Corporate Plan and RBB
6. Business Continuity Management
7. Investor Relations & BBNI Shares
8. MSME Business Review & Strategy
3 March 1. IT Architecture and Digitalization
2. Banking Operations
3. Human Resources Evaluation & Strategy
4. Corporate Banking Business Review & Strategy
4 April 1. Risk Management
2. Internal Control
3. Consumer Business Review & Strategy
4. Evaluation of Lending, Funding, and Service Policies
5. ESG Implementation Evaluation
5 May 1. Capital Injection
2. Subsidiaries Performance Evaluation
3. Integrated Risk Management & Governance
4. Remedial Recovery Evaluation & Strategy
6 June 1. Governance, Risk, and Compliance
2. Review of Anti-Gratuity & Anti-Bribery Policies
3. Evaluation of Branch Network & Service Digitalization
4. Banking Ratios
5. Review of RBB Realization
7 July 1. Performance and Financial Evaluation
2. International Business Performance & Review
3. Treasury Business Review
4. Transformation
5. Big Data Evaluation & Strategy
6. ESG Implementation Evaluation
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Month Meeting Agenda
8 August 1. Bank Capitalization
2. Asset & Liability
3. Review of Corporate Organizational Effectiveness
4. Institutional & Transactional Banking Business Review & Strategy
9 September 1. Bank Revenue Evaluation & Strategy
2. Performance and Financial Evaluation
3. Digitalization & Anti-Cyber Crime Strategy
10 October 1. Human Resources Management Strategy
2. Banking Ratios
3. Bank Products & Services Evaluation
11 November 1. Bank Asset Management
2. Business Innovation
3. Bank Products & Services Evaluation
12 December 1. Performance and Financial Evaluation
2. Target Achievement Evaluation
3. Strategy & Transformation Evaluation
4. BNI Share Performance Evaluation
5. ESG Implementation Evaluation
TRAINING AND/OR COMPETENCY IMPROVEMENT FOR THE BOARD OF DIRECTORS IN
2025
Continuous Training and/or Competency Development Policy [ACGS D.5.2]
As part of the continuous commitment to strengthening leadership capabilities, BNI proactively plans and
implements various competency development activities for the Board of Directors, through education,
training, seminars, and workshops relevant to the field of duties of each member of the Board of Directors.
All BNI Board of Directors' competency development programs are designed not only to enhance technical
knowledge but also to broaden strategic perspectives, enabling the Board of Directors to respond
appropriately to the challenges and opportunities in the banking industry.
Annually, BNI prepares a plan for the Board of Directors' Competency Development Program based on the
latest learning topics relevant to macroeconomic developments, dynamics of the banking industry, market
trends, and good Corporate Governance principles. The education and training programs can be organized
internally or in collaboration with external parties, provided that the materials provided are in accordance
with the competency needs of each member of the Board of Directors. BNI ensures that every program is
facilitated by competent instructors from both external and internal parties and is designed comprehensively
to support the enhancement of the Board of Directors' capabilities in carrying out their strategic duties.
Training and/or Competency Improvement in Financial Year 2025 [ACGS D.5.2]
In 2025, all members of the BNI Board of Directors participated in various training and competency
development activities to strengthen the Bank’s supervisory capacity and strategic direction, as follows:
Training and/or Competency Improvement in Financial Year 2025
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
Putrama Wahju Setyawan
President Director
1 BNI Business Meeting 2025 January 19-21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
2 Full Year 2024 Earnings Call January 22, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
3 BRI Microfinance Outlook 2025 January 30, Tangerang Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
4 Focus Group Discussion with February 6, Bogor Training PT Bank Negara Indonesia
the Ministry of Cooperatives, 2025 (Persero) Tbk
Increasing Business Opportunities
for Cooperatives: Innovation &
Collaboration
5 Economic Gathering with the April 8, 2025 Jakarta Workshop Ministry of Economic
President of Indonesia on the Theme Affairs Secretariat
of Strengthening National Economic
Resilience Amidst the Wave of Trade
Tariff Wars
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Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
6 Earnings Call and Press Conference FY April 28, 25 Jakarta Workshop PT Bank Negara Indonesia
- 2025 (Persero) Tbk
7 Danantara Townhall with KBUMN April 28, 25 Jakarta Workshop Danantara Indonesia
8 BNI Townhall 2025 May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
9 Commission XI DPR RI Consultation July 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
with Himbara and BSI (Persero) Tbk
10 Kick Off Danantara Indonesia Human July 25, 2025 Jakarta Workshop PT Bank Negara Indonesia
Capital Program (Persero) Tbk
11 Sharing Session BNI and Ministry of August 4, 2025 Jakarta Sharing PT Bank Negara Indonesia
Cooperatives Session (Persero) Tbk
12 Onboarding Retail Productive Credit August 14, Jakarta Workshop PT Bank Negara Indonesia
Risk and Training for Head of Retail 2025 (Persero) Tbk
Productive Credit Risk and Head of
Commercial Credit Risk (HOR)
13 Compliance Forum with KPK September Jakarta Workshop PT Bank Negara Indonesia
16, 25 (Persero) Tbk
14 Socialization of Housing Credit Program September Tangerang Workshop PT Bank Negara Indonesia
(KPP) with Ministry of PKP 26, 25 (Persero) Tbk
15 Implementation of CEO Direction - October 1, 2025 Jakarta Workshop PT Bank Negara Indonesia
Implementation of New Region, Area, (Persero) Tbk
and Branch Model
16 Earnings Call 3Q-2025 October 24, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
17 Workshop on the Submission of October 24, Jakarta Workshop Danantara Indonesia
Strategic Plans for State-Owned 2025
Enterprises and Their Subsidiaries
18 BNI ESG Sustainability & Transition November 19, Jakarta Workshop PT Bank Negara Indonesia
“BEST” Event 2025 (Persero) Tbk
19 OJK Invitation to the Year-End Dialogue December 4, Jakarta Seminar Financial Services Authority
between Board of Commissioners 2025 (OJK)
Members and the Financial Services
Industry in 2025
Alexandra Askandar
Deputy President Director
1 FNP Briefing: Market Update and April 15, 2025 Jakarta Workshop PT Bank Negara Indonesia
Investor's Point of View (Persero) Tbk
2 FNP Briefing: BNI Strategic Planning April 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
3 FNP Briefing: BNI Corporate April 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
Management (Persero) Tbk
4 FNP Briefing: International Business and April 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
Overseas Offices (Persero) Tbk
5 FNP Briefing: Prudential Banking April 29, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
6 Danantara Townhall with KBUMN April 28, 2025 Jakarta Workshop Danantara Indonesia
7 FNP Briefing: Bank Business April 30, 2025 Jakarta Workshop PT Bank Negara Indonesia
Environment & Leadership Journey (Persero) Tbk
8 FNP Briefing: Prudential Banking May 6, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
9 BSMR's SMR JK 07 Maintenance May 7, 2025 Jakarta Training Risk Management
Program Certification Agency
(BSMR)
10 FNP Briefing: Asset Liability May 7, 2025 Jakarta Workshop Indonesian Banking
Management Development Institute
(LPPI)
11 FNP Briefing: Individual and Integrated May 9, 2025 Online Workshop PT Bank Negara Indonesia
Bank Health Levels (Persero) Tbk
2025 Annual Report
785
PT Bank Negara Indonesia (Persero) Tbk
Page 139
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
12 BRICS Women Business Alliance May 15-16, Rusia Speaker BRICS
2025
13 BNI 2025 Townhall May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
14 Live streaming of ESG-related Risk June 11, 2025 Jakarta Speaker PT Bank Negara Indonesia
Management Forum (Persero) Tbk
15 Public Expose Sustainability Bond June 12, 2025 Jakarta Seminar PT Bank Negara Indonesia
(Persero) Tbk
16 Business Mapping Workshop June 14, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
17 Jakarta Sustainability Investment July 23, 2025 Jakarta Workshop Kearney
Forum: Advancing Sustainability for Top
20 Global Cities
18 Earnings Call 1H-2025 July 25, 2025 Jakarta Conference PT Bank Negara Indonesia
(Persero) Tbk
19 Speakers at the Green Financing August 8, 2025 Jakarta Speaker Bank Indonesia
Seminar
20 Sharing Session between BNI and the August 4, 2025 Jakarta Sharing PT Bank Negara Indonesia
Ministry of Cooperatives Session (Persero) Tbk
21 Compliance Forum with the Corruption September 16, Jakarta Workshop PT Bank Negara Indonesia
Eradication Commission (KPK) 2025 (Persero) Tbk
22 Speakers at the Kartini Women September 25, Jakarta Speaker Danantara Indonesia
Leadership Program 2025
23 Implementation of Housing Credit September 26, Sutera Hall Jakarta Ministry of Housing and
Program (KPP) Socialization with the 2025 Settlement Areas (PKP)
Ministry of PKP
24 Implementation of CEO Direction - October 1, 2025 Grha BNI Jakarta PT Bank Negara Indonesia
Implementation of New Region, Area (Persero), Tbk
and Branch Model
25 Earnings Call 3Q-2025 via Zoom October 24, Grha BNI Jakarta PT Bank Negara Indonesia
2025 (Persero), Tbk
26 Townhall Serving Wholeheartedly October 31, Wisma Jakarta Danantara Indonesia
2025 Danantara
27 BNI Emerald Market Outlook 2025 Event December 1, Hotel Jakarta Bursa Efek Indonesia
2025 Indonesia
Kempinski
Jakarta
28 CNBC Financial Forum 2025 December 3, Main Hall Jakarta Consumer News and
2025 Bursa Efek Business Channel (CNBC)
Indonesia
29 Srikandi BNI Women In Celebration December 18, Grha BNI Workshop PT Bank Negara Indonesia
Week 2025 2025 (Persero), Tbk
Hussein Paolo Kartadjoemena
Finance & Strategy Director
1 BNI Investor Daily Round Table “Growing January 15, Jakarta Sharing PT Bank Negara Indonesia
Higher in the Face of Domestic 2025 Session (Persero), Tbk
Challenges and Global Pressures”
2 Business Meeting 2025 January 20-21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
3 Earning Call and Press Conference FY January 22, Jakarta Workshop PT Bank Negara Indonesia
- 2024 2025 (Persero), Tbk
4 Emtek Connect Vol. 3 Invitation February 6, Jakarta Forum PT Elang Mahkota Teknologi
2025 Tbk (Emtek Group)
5 OJK Invitation: 2025 Financial Services February 11, Jakarta Forum Financial Services Authority
Industry Annual Meeting "Strengthening 2025 (OJK)
a Stable and Inclusive Financial Services
Sector to Support National Priority
Programs
6 Reinforcement Core Credit Skill for February 12, Jakarta Training PT Bank Negara Indonesia
Executive Leaders 2025 (Persero), Tbk
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
7 CNBC Indonesia & Artajasa: Digital February 25, Jakarta Forum Consumer News and
Economic Forum 2025 Business Channel (CNBC)
8 CNBC Indonesia: Economic Outlook February 26, Jakarta Forum Consumer News and
2025 “Riding the Wave of 8% Economic 2025 Business Channel (CNBC)
Expansion”
9 BNI Investor Daily Round Table “Growing February 27, Jakarta Forum PT Bank Negara Indonesia
Higher in the Face of Domestic 2025 (Persero), Tbk
Challenges and Global Pressures”
10 SMR JK 07 Maintenance Program May 7, 2025 Jakarta Training Risk Management
Certification Agency
(BSMR)
11 BNI Townhall 2025 May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
12 Pubex Sustainability Bond June 12, 2025 Jakarta Forum PT Bank Negara Indonesia
(Persero), Tbk
13 Issuer Seminar 2025 “Navigating Global July 8, 2025 Jakarta Seminar PT Kustodian Sentral Efek
Dynamics: The Resilience of Indonesia's Indonesia (KSEI)
Economic and Financial Systems”
14 Joint Consultation with Commission July 22, 2025 Jakarta Forum Himpunan Bank Milik
XI of the Indonesian House of Negara (HIMBARA)
Representatives, Himbara, and BSI on
the Topic: Credit Distribution
15 Earnings Call 1H - 2025 July 25, 2025 Jakarta Forum PT Bank Negara Indonesia
(Persero), Tbk
16 BNI & Kemenkop Sharing Session: August 4, 2025 Jakarta Sharing PT Bank Negara Indonesia
“Strengthening the People's Economy Session (Persero), Tbk
Based on Mutual Cooperation”
17 Compliance Forum 2025 September 16, Jakarta Forum PT Bank Negara Indonesia
2025 (Persero), Tbk
18 CEO Direction - Implementation of New October 1, 2025 Jakarta Sharing PT Bank Negara Indonesia
Region, Area, and Branch Model Session (Persero), Tbk
19 Observation of BNI's Corporate October 29, Jakarta Forum PT Bank Negara Indonesia
Governance Perception Index (CGPI) 2025 (Persero), Tbk
Program for Fiscal Year 2024
20 Speakers at the Board of November 14, Labuan Sharing PT Bank Negara Indonesia
Commissioners Retreat 2025 Bajo Session (Persero), Tbk
21 16th Kompas100 CEO Forum Powered November 26, Tangerang Forum Perusahaan Listrik Negara
by PLN with the theme: Navigating 2025 (PLN)
Direction & Examining Indonesia's
Resilience Strategy Amid Global Turmoil
22 BNI HC Leaders Talk December 9, Jakarta Forum PT Bank Negara Indonesia
2025 (Persero), Tbk
Corina Leyla Karnalies
Consumer Banking Director
1 Workshop Sektor REB Tahun 2025 January 14–15, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
2 BNI Investor Daily Round Table January 15, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
3 Business Meeting BNI 2025 January 20–21, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
4 Earnings Call and Press Conference FY January 22, Jakarta Workshop PT Bank Negara Indonesia
- 2024 2025 (Persero), Tbk
5 Business Meeting Wilayah 04 February 7, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
6 BNI Investor Daily Roundtable February 27, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
7 Earnings Call and Press Conference 1Q April 28, 2025 Jakarta Workshop PT Bank Negara Indonesia
- 2025 (Persero), Tbk
8 Mastercard Customer Forum 2025 April 29, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
2025 Annual Report
787
PT Bank Negara Indonesia (Persero) Tbk
Page 141
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
9 SMR JK 07 Maintenance Program from May 7, 2025 Jakarta Workshop PT Bank Negara Indonesia
BSMR (Persero), Tbk
10 BNI Townhall 2025 May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
11 BOD Teaching BMC 1 Batch 2 2025 June 13, 2025 Online Workshop PT Bank Negara Indonesia
(Persero), Tbk
12 Asia Pacific VISA Client Forum June 18–19, Rusia Workshop VISA
2025
13 Commission XI DPR RI Consignment July 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
with Himbara and BSI (Persero), Tbk
14 Earnings Call 1H - 2025 July 25, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
15 Sharing Session BNI & Ministry of August 4, 2025 Jakarta Workshop PT Bank Negara Indonesia
Cooperatives: Strengthening the (Persero), Tbk
People's Economy Based on Mutual
Cooperation
16 FGD on SP Industry Structure September 11, Jakarta Workshop Indonesian Payment
Arrangement 2025 Systems Association (ASPI)
& Bank Indonesia
17 Compliance Forum 2025 September 16, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
18 Implementation of Housing Program September 26, Tangerang Workshop Ministry of Housing and
Credit Socialization (KPP) with the 2025 Settlements (PKP)
Ministry of PKP
19 Implementation of CEO Direction - October 1, 2025 Jakarta Workshop PT Bank Negara Indonesia
Implementation of New Region, Area (Persero), Tbk
and Branch Model
20 Earnings Call 3Q-2025 via Zoom October 24, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
21 Townhall Serving Wholeheartedly October 31, Jakarta Forum Group Danantara Indonesia
2025 Discussion
22 18th JCB World Conference 2025 November 5–7, Seoul Workshop JCB
2025
23 Sinarmas Land Customer Gathering November 15, Tangerang Workshop PT Bank Negara Indonesia
Event 2025 (Persero), Tbk & Sinarmas
Land
24 2025 Indonesian Payment System November 21, Bali Workshop Indonesian Payment
Association Executive Gathering - The 2025 Systems Association (ASPI)
Future of Payments. Innovate, Trusted,
Global
25 BNI Emerald Market Outlook 2025 Event December 1, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
26 BNI MMS Group Indonesia 2025 December 3, Jakarta Workshop PT Bank Negara Indonesia
Financial Planning and Loyalty Payroll 2025 (Persero), Tbk
David Pirzada
Risk Management Director
1 BNI Investor Daily Round Table January 15, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
2 DPR Economic Outlook “Analyzing February 5, Jakarta Seminar House of Representatives
the 2025 State Budget to Build Market 2025 of the Republic of Indonesia
Confidence” (DPR RI)
3 Reinforcement Core Credit Skill February 12– Jakarta Workshop PT Bank Negara Indonesia
Learning Program for Executive Leaders 16, 2025 (Persero), Tbk
4 BNI 2025 Business Meeting January 20–21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
5 BNI ESG Bankers Club: “ESG Trends and April 16, 2025 Jakarta Seminar PT Bank Negara Indonesia
Implications for Indonesian Banks” (Persero), Tbk
6 SMR JK 07 Maintenance Program May 7, 2025 Jakarta Certification Risk Management
Certification Agency
(BSMR)
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Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
7 BNI 2025 Townhall May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
8 Evaluation of the Implementation of Bad May 28, 2025 Jakarta Sharing Ministry of Micro, Small,
Debt Write-offs for MSMEs and Others Session and Medium Enterprises of
the Republic of Indonesia
(UMKM)
9 Chief Risk Officer School Program June 25, 2025 Jakarta Workshop BUMN School of Excellence
Mentoring (BSE)
10 House of Representatives Commission July 1, 2025 Jakarta Sharing Commission VII of the
VII Working Meeting on the Progress Session Indonesian House of
of People's Business Credit (KUR) Representatives
Distribution to MSMEs
11 House of Representatives Committee July 2, 2025 Jakarta Sharing Committee IV of the
IV Hearing (RDP): Discussion on the Session Indonesian Regional
Progress of Bad Debt Write-offs for Micro, Representative Council
Small, and Medium Enterprises (MSMEs)
12 Consultation between Commission July 22, 2025 Jakarta Sharing PT Bank Negara Indonesia
XI of the Indonesian House of Session (Persero), Tbk
Representatives with HIMBARA and BSI
13 BARa Sharing Session July 23, 2025 Online Sharing Bankers Association for
Session Risk Management (BARa)
14 Chief Risk Officer School Program July 30, 2025 Online Workshop BUMN School of Excellence
Mentoring (BSE)
15 Chief Risk Officer School Program August 7, 2025 Jakarta Workshop BUMN School of Excellence
Graduation (BSE)
16 Hearing Meeting (RDP) of Commission August 21, Jakarta Sharing Commission VI of the
VI of the Indonesian House of 2025 Session Indonesian House of
Representatives Representatives
17 Discussion on the Development of Bank August 22, Online Sharing Financial Services Authority
Credit Distribution and Interest Rates 2025 Session (OJK)
18 Indonesian Ombudsman in the Context August 26, Jakarta Seminar Ombudsman of the
of Preventing Maladministration & 2025 Republic of Indonesia
Fraud in the Banking Sector Public
Services
19 Compliance Forum 2025: “Decision September 16, Jakarta Seminar PT Bank Negara Indonesia
Making Based on the Business 2025 (Persero), Tbk
Judgment Rule Principle in the Context
of Good Corporate Governance and
Anti-Corruption”
20 Republika ESG Now Awards 2025 October 16, Jakarta Event Republika
2025
21 BNI ESG & Sustainability Transition (BEST): November 19, Jakarta Event PT Bank Negara Indonesia
“Launch of the ESG Advisory Playbook for 2025 (Persero), Tbk
the Palm Oil Plantation Sector”
22 Human Capital Leaders Talk: “Human December 9, Jakarta Seminar Danantara Indonesia
Resource Development Strategies to 2025
Build Professionalism, Integrity, and
Dedication”
Ronny Venir
Operations Director
1 Business Meeting W.08 January 3-4, Bali Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk & KPK
2 Business Meeting W.05 January 7-8, Semarang Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk & KPK
3 Business Meeting W.17 January 7-8, Yogyakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk & KPK
4 Business Meeting W.06 January 9-10, Surabaya Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk & KPK
5 Business Meeting W.18 January 9-10, Malang Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk & KPK
2025 Annual Report
789
PT Bank Negara Indonesia (Persero) Tbk
Page 143
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
6 Business Meeting BNI 2025 January 20-21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
7 Earnings Call and Press Conference FY January 22, Jakarta Workshop PT Bank Negara Indonesia
- 2024 2025 (Persero), Tbk
8 BNI Pensioners Association National April 12, 2025 Jakarta Sharing PT Bank Negara Indonesia
Conference Session (Persero), Tbk & KPK
9 Facilitator of the SESPIBANK Program April 24, 2025 Jakarta Sharing Indonesian Banking
Batch 80 Session Development Institute (LPPI)
10 Credit Operations Division Workshop April 25, 2025 Bogor Sharing PT Bank Negara Indonesia
Session (Persero), Tbk & KPK
11 UNPAD Alumni Talk Show “Legacy, April 30, 2025 Jakarta Sharing Universitas Padjajaran
Leadership, and Impact: The Unpad Session (UNPAD)
Legacy in Driving Future Partnerships”
12 BSMR SMR JK 07 Maintenance Program May 7, 2025 Jakarta Training Risk Management
Certification Agency
(BSMR)
13 FKDOP 2024 Annual Report May 8, 2025 Jakarta Secretary Operational Directors
General Communication Forum
(Management)
14 Operations Sector Workshop May 15, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk & KPK
15 External Resource Person for OJK's May 16 & 28, Jakarta Sharing Financial Services Authority
Tiered Leadership Development 2025 Session (OJK)
Program (PPKB) Level One in 2025
16 BNI Townhall 2025 May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
17 Resource Person for BMC1 Program June 12, 2025 Jakarta Resource PT Bank Negara Indonesia
Batch 2 in 2025 Person (Persero), Tbk & KPK
18 Wondr Fest W17 Anniversary of PT Bank July 19, 2025 Yogyakarta Resource PT Bank Negara Indonesia
Negara Indonesia (Persero) Tbk Person (Persero), Tbk & KPK
19 Consultation between Commission July 22, 2025 Jakarta Sharing PT Bank Negara Indonesia
XI of the Indonesian House of Session (Persero), Tbk & KPK
Representatives, Himbara, and BSI
20 Earnings Call 1H2025 July 25, 2025 Jakarta Speaker PT Bank Negara Indonesia
(Persero) Tbk
21 PKN_BNI Cross-Generation Reunion August 6, 2025 Jakarta Resource PT Bank Negara Indonesia
Person (Persero), Tbk & KPK
22 Providing Guidance and Supervision to August 8, 2025 Bandung Sharing PT Bank Negara Indonesia
the Operations Unit in W04 Session (Persero), Tbk & KPK
23 CNBC Talkshow Money Talk segment - August 19, Jakarta Talkshow Consumer News and
Consumer Protection 2025 Business Channel (CNBC)
24 Providing Guidance and Supervision to September 25, Yogyakarta Sharing PT Bank Negara Indonesia
the Operations Unit in W17 2025 Session (Persero), Tbk & KPK
25 Focus Group Discussion Indonesia Anti October 22, Jakarta FGD Indonesia Anti-Scam Center
Scam Center 2025 (IASC) - Financial Services
Authority (OJK)
26 Public Lecture on Digitalization and October 24, RIau Resource Universitas Riau
Financial Education in Banking at the 2025 Person
University of Riau
27 Providing Guidance and Supervision to October 24, Padang Sharing PT Bank Negara Indonesia
the Operations Unit at W02 2025 Session (Persero), Tbk & KPK
28 Sharing Session Leader Inspiring Hari November 1, Bandung Resource Universitas Padjajaran
Pulang Kandang FAPET UNPAD 2025 Person (UNPAD)
29 Providing Guidance and Supervision to November 7, Surabaya Sharing PT Bank Negara Indonesia
the Operations Unit at W06 2025 Session (Persero), Tbk & KPK
30 Kick Off Joint Movement for Consumer November 7, Jakarta FGD Financial Services Authority
Protection (GEBERPK) 2025 (OJK)
31 Providing Guidance to the Operations November 8, Yogyakarta Sharing PT Bank Negara Indonesia
Unit at W17 on the implementation plan 2025 Session (Persero), Tbk & KPK
for the establishment of RBO W17
790 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
32 Consumer Protection Education Seminar November 10, Jakarta Educational Financial Services Authority
- Indonesian Migrant Workers 2025 Seminar (OJK)
33 International Customer Experience November 15, London Awarding International Customer
Award Ceremony - London 2025 Experience Awards (ICXA)
34 Visit to the Indonesian Embassy in November 16, London FGD and PT Bank Negara Indonesia
London, KLN London, BNI Debtors 2025 Supervision (Persero), Tbk & KPK
35 KIP Public Trial - Accessibility for All, November 19, Jakarta Public Test Central Information
BNI Policies and Strategies to Fulfill 2025 - Resource Commission (KIP) of the
the Public's Right to Access Public Person Republic of Indonesia
Information
36 Kick Off Customer Experience 100 November 22, Jakarta FGD Danantara Indonesia
(CX100) 2025
37 Financial Health Event 2025 with OJK November 26, Jakarta Educational Financial Services Authority
and Queen Maxima 2025 Seminar (OJK)
38 Provision of Guidance and Supervision December 5, Bali Sharing PT Bank Negara Indonesia
of Operations Unit in W08 2025 Session (Persero), Tbk & KPK
39 Commission XI DPR RI Consignment December 8, Jakarta Sharing PT Bank Mandiri (Persero)
with Himbara and BSI 2025 Session Tbk
40 Provision of Guidance and Supervision December 11, Malang Sharing PT Bank Negara Indonesia
of Operations Unit at W18 2025 Session (Persero), Tbk & KPK
41 Exit Meeting with the Financial Services December 16, Jakarta Exit Meeting Financial Services Authority
Authority (OJK) 2025 (OJK)
42 Exit Meeting with Bank Indonesia (BI) December 17, Gedung BI Exit Meeting Bank Indonesia (BI)
2025
43 CNBC Talkshow Money Talk segment December 31, Studio Talkshow Consumer News and
- BNI's preparedness for disaster 2025 CNBC Business Channel (CNBC)
conditions and year-end operations Jakarta
Toto Prasetio
Information Technology Director
1 BNI Investor Daily Round Table January 15, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
2 Business Meeting BNI 2025 January 20–21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
3 Earnings Call and Press Conference FY January 22, Jakarta Workshop PT Bank Negara Indonesia
- 2024 2025 (Persero), Tbk
4 Sharing Session W06 February 10, Surabaya Sharing PT Bank Negara Indonesia
2025 Session (Persero), Tbk
5 Safari Ramadhan W01 March 4, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
6 Safari Ramadhan W09 March 11, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
7 Safari Ramadhan W11 March 14, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
8 Update monthly performance review April 16, 2025 Jakarta Sharing PT Bank Negara Indonesia
W15 Session (Persero), Tbk
9 Earnings Call 1Q-2025 April 28, 2025 Jakarta Conference PT Bank Negara Indonesia
(Persero), Tbk
10 Entry Meeting OJK 2025 April 25, 2025 Jakarta Forum Group Financial Services Authority
Discussion (OJK)
11 BSMR's SMR JK 07 Maintenance May 7, 2025 Bali Training Risk Management
Program Certification Agency
(BSMR)
12 BNI 2025 Townhall May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
13 W15 Regional Supervision June 18, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero) Tbk
14 W08 Regional Supervision June 20, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero) Tbk
2025 Annual Report
791
PT Bank Negara Indonesia (Persero) Tbk
Page 145
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
15 W15 Gathering with Pertamina Trans July 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
Kontinental partners as part of the BNI (Persero) Tbk
Anniversary event series
16 Visit to Sarinah July 18, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero) Tbk
17 Earnings Call 2Q - 2025 July 25, 2025 Bandung Conference PT Bank Negara Indonesia
(Persero) Tbk
18 INFOBANK DIGITAL #growthsummit August 7, 2025 Jakarta Conference Infobank
19 Strengthening Cyber Security System & June 24, 2025 Bali Conference Board of Audit (BPK)
Electronic Channeling BPD
20 DMA Workshop October 17, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
21 ID Banking Leader Forum October 22, Karawang Conference Google
2025
22 PRIMA Executive Gathering 2025 October 22–24, Jakarta Conference Rintis
2025
23 Earnings Call 3Q-2025 October 24, Jakarta Conference PT Bank Negara Indonesia
2025 (Persero) Tbk
24 W15 Visit - Karawang October 28, Jakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
25 When Security Becomes the Greatest November 20, Jakarta Conference Infobank
Risk in the Financial Industry 2025
26 Digital Trust Insights 2026: Cybersecurity November 25, Jakarta Conference PWC
in an Era of Uncertainty 2025
27 Commission XI DPR Consignment December 8, Jakarta Group PT Bank Mandiri (Persero)
2025 Discussion Tbk
28 BNI HC Leaders Talk December 9, Jakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
Agung Prabowo
Corporate Banking Director
1 BNI Investor Daily Round Table dan January 15, Jakarta Workshop PT Bank Negara Indonesia
Appreciation Night 2024 2025 (Persero), Tbk
2 Business Meeting BNI 2025 January 20–21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
3 Earnings Call and Press Conference FY January 22, Jakarta Workshop PT Bank Negara Indonesia
- 2024 2025 (Persero), Tbk
4 Thought Leadership Forum Pertamina February 18, Jakarta Workshop PT Pertamina (Persero)
Group: Indonesia's Oil & Gas Future 2025
5 Safari Ramadhan Medan March 4, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
6 Safari Ramadhan Surabaya March 7, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
7 Vietnam & Indonesia: a Partnership for March 10, 2025 Jakarta Sharing PT Bank Negara Indonesia
Progress & Prosperity Session (Persero), Tbk
8 BNI Sekuritas Roundtable Discussion: March 19, 2025 Jakarta Sharing BNI Sekuritas
Public housing & internet roadmap Session
9 Thought Leadership Forum BNI x Medco March 20, 2025 Jakarta Forum PT Bank Negara Indonesia
(Persero), Tbk & Medco
10 Goldman Sachs Investor Conference April 11, 2025 Jakarta Conference Golman Sachs
11 Sharing Session MUFG April 24, 2025 Jakarta Sharing Mitsubishi UFJ Financial
Session Group (MUFG)
12 Earnings Call 1Q - 2025 April 28, 2025 Jakarta Forum PT Bank Negara Indonesia
(Persero), Tbk
13 Grand Business Forum 2025 May 8, 2025 Jakarta Forum Grab
14 Unlocking Infrasrtucture Financing: May 8, 2025 Bali Forum PT Bank Negara Indonesia
Perspective from International Financial (Persero), Tbk
Institutions
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Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
15 Townhall Meeting May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
16 Ceremony PT Indo Raya Tenaga June 10, 2025 Jakarta Speaker PT Indo Raya Tenaga
17 Public Expose June 12, 2025 Probolinggo Seminar PT Bank Negara Indonesia
(Persero), Tbk
18 Townhall Meeting Value Chain BNI July 2, 2025 Singapore Seminar PT Bank Negara Indonesia
(Persero), Tbk
19 Ceremonial Handover of Dairy Cows July 15, 2025 Jakarta Workshop PT Japfa Comfeed
Indonesia Tbk
20 RGE Bankers Forum July 17, 2025 Jakarta Forum Royal Golden Eagle (RGE)
21 Invitation to Commission XI DPR RI July 22, 2025 Australia Forum Dewan Perwakilan Rakyat
Consignment with Himbara & BSI Republik Indonesia (DPR RI)
22 Earnings Call 2Q-2025 July 25, 2025 Jakarta Forum PT Bank Negara Indonesia
(Persero), Tbk
23 IndOz Conference 2025 August 21, Jakarta Forum Australia-Indonesia
2025 Business Council (AIBC) &
Consulate General of the
Republic of Indonesia (KJRI)
24 DB Indonesia Credit Connect - Panel August 26, Jakarta Forum Deutsche Bank (DB)
Session 2025
25 BNIS Access China & Indonesia September 23, Bekasi Forum PT Bank Negara Indonesia
Investment Forum 2025 (Persero), Tbk
26 Indonesia International Sustainability October 10, Jakarta Forum PT Bank Negara Indonesia
Forum 2025 2025 (Persero), Tbk
27 Groundbreaking Ceremony for the October 17, Bali Forum Ministry of Micro, Small,
Construction of 800 Merah Putih Village/ 2025 and Medium Enterprises of
Sub-District Cooperatives the Republic of Indonesia
(UMKM)
28 Earnings Call & Press Conference 3Q- October 24, Jakarta Forum PT Bank Negara Indonesia
2025 2025 (Persero), Tbk
29 BNI Customer Gathering 2025 November 14, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
30 BNI ESG Sustainability & Transaction November 19, Jakarta ESG PT Bank Negara Indonesia
“BEST” 2025 (Persero), Tbk
31 BNI Emerald Market Outlook 2025 December 1, Tokyo Seminar PT Bank Negara Indonesia
2025 (Persero), Tbk
32 BNIdirect Capabilities Event Vol 4 December 2, Jakarta Seminar PT Bank Negara Indonesia
2025 (Persero), Tbk
33 Indonesia Day Forum December 3, Tokyo, Forum Danantara Indonesia
2025 Jepang
34 Digital Economy Insight Session & Year December 31, Grha BNI Workshop PT Bank Negara Indonesia
End Closing 2025 2025 (Persero), Tbk
Muhammad Iqbal
Commercial Banking Director
1 Townhall Meeting May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
2 Workshop Speaker on Business June 12, 2025 Jakarta Sharing PT Bank Negara Indonesia
Mapping Session (Persero), Tbk
3 Earnings Call 1H2025 July 25, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero), Tbk
4 CBDO Executive Program - Global Class August 20, Singapore Workshop Danantara Indonesia
Session with INSEAD Business School 2025
5 Speaker at Regional Economic October 20, Bali Workshop Financial Services Authority
Development Forum 2025 (OJK)
6 Earnings Call 3Q-2025 October 24, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
7 Townhall Serving Wholeheartedly October 31, Jakarta Forum Group Danantara Indonesia
2025 Discussion
2025 Annual Report
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Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
8 Specific Working Visit of Commission November 7, Bandung Sharing House of Representatives
XI of the Indonesian House of 2025 Session of the Republic of Indonesia
Representatives for the Second Session (DPR RI)
of 2025-2026
9 Working Visit of BAKN DPR RI December 1, Batam Sharing House of Representatives
(Management of People's Business 2025 Session of the Republic of Indonesia
Credit to BNI) (DPR RI)
10 Specific Working Visit of Commission December 5, Bali Sharing PT Bank Negara Indonesia
VI of the Indonesian House of 2025 Session (Persero) Tbk
Representatives for the Second Session
of 2025-2028
11 Commission XI DPR RI Consignment December 8, Jakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
Rian Eriana Kaslan
Network & Retail Funding Director
1 BNI Investor Daily Round Table and January 15, Jakarta Seminar PT Bank Negara Indonesia
Appreciation Night 2024 2025 (Persero) Tbk
2 BNI Business Meeting 2025 January 20–21, Bogor Seminar PT Bank Negara Indonesia
2025 (Persero) Tbk
3 Emtek Connect 2025 February 6, Jakarta Seminar PT Elang Mahkota Teknologi
2025 Tbk (Emtek Group)
4 Speaker at the “Women Leaders in March 11, 2025 Jakarta Speaker Fintech Indonesia
Fintech and Banking Roundtable:
Shaping the Future of Innovation” event
5 Speaker at the Financial Education event April 21, 2025 Jakarta Speaker Financial Services Authority
in commemoration of Kartini Day 2025 (OJK)
6 Speaker at the National Conference April 28, 2025 Jakarta Speaker Financial Services Authority
on Increasing the Added Value of (OJK)
Regional Excellence through Synergy in
Agricultural Downstreaming, Tourism,
and the Creative Economy, Supporting
Opportunities for Deepening the
Financial Services Market
7 SMR JK 07 Maintenance Program May 7, 2025 Jakarta Training Risk Management
Certification Agency
(BSMR)
8 Panelist at the Grab Business Forum May 8, 2025 Jakarta Panelist Grab
2025: Beyond Bolder: Navigating
Changes, Driving Growth
9 Townhall Meeting May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
10 Facilitator at the LPPI event - SESPIBank May 14, 2025 Jakarta Facilitator Indonesian Banking
Program Batch 80 related to Digital Development Agency (LPPI)
Marketing Strategy
11 BOD teaching the Branch Management June 13, 2025 Jakarta Facilitator PT Bank Negara Indonesia
Course (BMC1) Batch 2 in 2025 (Persero) Tbk
12 Speaker event Wise Connect Singapore November 11, Jakarta Speaker Wise
2025 2025
13 BNI HC Leaders Talk December 9, Jakarta Seminar PT Bank Negara Indonesia
2025 (Persero) Tbk
Abu Santosa Sudradjat
Treasury & International Banking Director
1 FNP Briefing: Market Update and April 15, 2025 Jakarta Workshop PT Bank Negara Indonesia
Investor's Point of View (Persero) Tbk
2 FNP Briefing: BNI Strategic Planning April 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
3 FNP Briefing: BNI Corporate April 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
Management (Persero) Tbk
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Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
4 FNP Briefing: International Business and April 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
Overseas Offices (Persero) Tbk
5 Earnings Call and Press Conference 1Q April 28, 2025 Jakarta Speaker PT Bank Negara Indonesia
- 2025 (Persero) Tbk
6 FNP Briefing: Prudential Banking April 29, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
7 FNP Briefing: Bank Business April 30, 2025 Jakarta Workshop PT Bank Negara Indonesia
Environment & Leadership Journey (Persero) Tbk
8 FNP Briefing: Prudential Banking May 6, 2025 Jakarta Workshop Indonesian Banking
Development Institute
(LPPI)
9 FNP Briefing: Asset Liability May 7, 2025 Jakarta Workshop Indonesian Banking
Management Development Institute
(LPPI)
10 SMR JK 07 Maintenance Program May 7, 2025 Jakarta Training Risk Management
Certification Agency
(BSMR)
11 FNP Briefing: Individual and Integrated May 9, 2025 Online Workshop PT Bank Negara Indonesia
Bank Health Levels (Persero) Tbk
12 FNP Briefing: Latest POJK Material May 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
Updates (Persero) Tbk
13 BNI 2025 Townhall May 23, 2025 Jakarta Sharing PT Bank Negara Indonesia
Session (Persero) Tbk
14 FNP Briefing: Overview of Current June 3, 2025 Online Workshop PT Bank Negara Indonesia
Accounts & Current Account Growth (Persero) Tbk
Strategy
15 FNP Briefing: Consumer Protection June 4, 2025 Online Workshop PT Bank Negara Indonesia
and Complaint Handling, APU-PPT and (Persero) Tbk
Eradication of Online Gambling
16 FNP Briefing: OJK and BPK Reports and June 11, 2025 Online Workshop PT Bank Negara Indonesia
Follow-up on Audit Findings at BNI (Persero) Tbk
17 Business Mapping Workshop June 13, 2025 Jakarta Speaker PT Bank Negara Indonesia
(Persero) Tbk
18 Macroprudential Discussion Forum June 30, 2025 Jakarta Sharing Bank Indonesia (BI)
Session
19 Business Meeting W.05 July 19-20, Semarang Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
20 Business Meeting W.16 July 12-13, Papua Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
21 Commission XI DPR RI Consignment July 22, 2025 Jakarta workshop Bank Indonesia (BI)
with Himbara and BSI
22 Earnings Call 1H2025 July 25, 2025 Jakarta Speaker PT Bank Negara Indonesia
(Persero) Tbk
23 BNIdirect API between PT Sarana August 6, 2025 Bandung workshop PT Sarana Multigriya
Muligriya Finansial and BNI Finansial (Persero)
24 JPMorgan Banking Seminar in the UK August 16-22, London workshop JPMorgan
2025
25 Earnings Call and Press Conference 3Q- October 24, Jakarta Speaker PT Bank Negara Indonesia
2025 2025 (Persero) Tbk
26 KLN Singapore Business Meeting November 6-7, Singapore Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
27 Introduction to SMF Debt Securities November 20, Jakarta workshop PT Sarana Multigriya
as Underlying Transactions for Bank 2025 Finansial (Persero)
Indonesia REPO
28 OJK EXIT Meeting November 27, Jakarta workshop Financial Services Authority
2025 (OJK)
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Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
29 KLN New York Business Meeting December 1-8, New York Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
30 Consultation between Commission December 8, Jakarta Sharing PT Bank Mandiri (Persero)
XI of the Indonesian House of 2025 Session Tbk
Representatives, Himbara, and BSI
31 Customer Gathering PSF December 9, Jakarta Speaker PT Bank Negara Indonesia
2025 (Persero) Tbk
32 BNI HC Leaders Talk December 9, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
33 Business Meeting Div Treasury December 10, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
Eko Setyo Nugroho
Institutional Director
1 Working Visit of Commission XI of the April 11, 2025 Surabaya Workshop PT Bank Negara Indonesia
Indonesian House of Representatives (Persero) Tbk
2 FNP Briefing: Market Update and April 15, 2025 Jakarta Workshop PT Bank Negara Indonesia
Investor's Point of View (Persero) Tbk
3 FNP Briefing: BNI Strategic Planning April 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
4 FNP Briefing: BNI Corporate April 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
Management (Persero) Tbk
5 FNP Briefing: International Business and April 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
Overseas Offices (Persero) Tbk
6 Earnings Call and Press Conference 1Q April 28, 2025 Online Workshop PT Bank Negara Indonesia
- 2025 (Persero) Tbk
7 FNP Briefing: Prudential Banking April 29, 2025 Jakarta Workshop Indonesian Banking
Development Institute
(LPPI)
8 JK 07 Risk Management Certification April 29-30, Jakarta Certification Risk Management
Briefing 2025 Certification Agency
(BSMR)
9 FNP Briefing: Bank Business April 30, 2025 Jakarta Workshop PT Bank Negara Indonesia
Environment & Leadership Journey (Persero) Tbk
10 JK07 Risk Management Certification May 2, 2025 Jakarta Certification Risk Management
Certification Agency
(BSMR)
11 FNP Briefing: Prudential Banking May 6, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
12 FNP Briefing: Asset Liability May 7, 2025 Jakarta Workshop Indonesian Banking
Management Development Institute
(LPPI)
13 FNP Briefing: Individual and Integrated May 9, 2025 Online Workshop PT Bank Negara Indonesia
Bank Health Levels (Persero) Tbk
14 Specific Working Visit of Commission May 16, 2025 Tangerang Workshop House of Representatives
XI of the Indonesian House of of the Republic of Indonesia
Representatives (DPR RI)
15 Kick-off of Financial Literacy Bulab in May 22, 2025 Brebes Workshop Financial Services Authority
Brebes Regency (OJK)
16 Townhall Meeting May 23, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
17 Working Visit of Commission XI of the May 28-29, Bali Workshop Bank Indonesia
Indonesian House of Representatives 2025
18 FNP Briefing: Overview of Current June 3, 2025 Online Workshop PT Bank Negara Indonesia
Accounts & Strategies for Increasing (Persero) Tbk
Current Accounts
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Practices Governance Responsibility Commitment Statements
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
19 FNP Briefing: Consumer Protection June 4, 2025 Online Workshop PT Bank Negara Indonesia
and Complaint Handling, APU-PPT and (Persero) Tbk
Eradication of Online Gambling
20 FNP Briefing: Reports and Follow-up June 11, 2025 Online Workshop PT Bank Negara Indonesia
on OJK and BPK Findings on Audit (Persero) Tbk
Implementation at BNI
21 International Conference on June 12, 2025 Jakarta Workshop Coordinating Ministry for
Infrastructure 2025 Infrastructure and Regional
Development (Kemenko
Infrawil),
22 Sharing Session Healthcare Horizon June 17, 2025 Jakarta Sharing PT Bank Negara Indonesia
Navigating Opportunities in a Growing Session (Persero) Tbk
Industry
23 BNI Best Employee Bootcamp 2025 - June 17, 2025 Jakarta Sharing PT Bank Negara Indonesia
Leadership Session (Theme: The Mentor Session (Persero) Tbk
in Action)
24 Working Visit of Commission VI of the June 22-23, Palembang Workshop State-Owned Enterprise
Indonesian House of Representatives 2025 Regulatory Agency (BP
BUMN)
25 Consultation between Commission July 22, 2025 Jakarta Workshop PT Bank Negara Indonesia
XI of the Indonesian House of (Persero) Tbk
Representatives, Himbara, and BSI
26 Earnings Call 1H - 2025 July 25, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero) Tbk
27 Strategic Forum Towards National July 31, 2025 Jakarta Workshop Ministry of Energy and
Energy Independence (Energy Self- Mineral Resources
Sufficiency: The Future of Indonesia)
28 Sharing Session between BNI & the August 4, 2025 Jakarta Workshop PT Bank Negara Indonesia
Ministry of Cooperatives: Strengthening (Persero) Tbk
the People's Economy Based on Mutual
Cooperation
29 Working Visit of Commission XI of the August 10, Makassar Workshop PT Bank Negara Indonesia
Indonesian House of Representatives 2025 (Persero) Tbk
30 Seminar, Business Matching, and August 13, Semarang Seminar Ministry of Health of the
Exhibition in the Context of Accelerating 2025 Republic of Indonesia
Spending on Indonesian-Produced
Medical Equipment
31 Opening of Bank Guarantee Training for August 26, Jakarta Workshop PT Bank Negara Indonesia
INS Employees 2025 (Persero) Tbk
32 Economy Mastery Forum 2025 with August 29, Jakarta Workshop Infobank
Dr. Perry Warjiyo, Governor of Bank 2025
Indonesia - Unlock Opportunities in
Global Economic Changes
33 Implementation of Housing Program September 26, Jakarta Workshop Ministry of Housing and
Credit (KPP) Socialization with the 2025 Settlement Areas (PKP)
Ministry of PKP
34 Implementation of CEO Direction - October 1, 2025 Jakarta Workshop PT Bank Negara Indonesia
Implementation of New Region, Area, (Persero) Tbk
and Branch Model
35 Working Visit of Commission VI of the October 2-3, Makassar Workshop PT Bank Negara Indonesia
Indonesian House of Representatives 2025 (Persero) Tbk
36 Invitation to Capital Market Stakeholder October 9, 2025 Jakarta Workshop PT Bursa Efek Indonesia
Dialogue with the Indonesian Minister
of Finance
37 BP Energy Outlook 2025 October 10, Jakarta Workshop British Petroleum
2025
38 Earnings Call 3Q-2025 via Zoom October 24, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
39 Observation of BNI's Corporate October 29, Jakarta Sharing PT Bank Negara Indonesia
Governance Perception Index (CGPI) for 2025 Session (Persero) Tbk
Fiscal Year 2024
2025 Annual Report
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Performance Report Profile Analysis on Company Performance Functions
Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
40 SP National Working Meeting 2025 November 7, Jakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
41 Speaker at the Focus Group Discussion November 27, Jakarta Sharing Office of the Presidential
on “Accelerating a Collaborative KDMP 2025 Session Staff of the Republic of
and KNMP Ecosystem” Indonesia
42 BNI Emerald Market Outlook 2025 Event December 1, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero) Tbk
43 Commission XI of the Indonesian House December 8, Jakarta Sharing PT Bank Mandiri (Persero)
of Representatives Consultation with 2025 Session Tbk
Himbara and BSI
44 BNI HC Leaders Talk December 9, Jakarta Sharing PT Bank Negara Indonesia
2025 Session (Persero) Tbk
Munadi Herlambang
Human Capital & Compliance Director
1 Business Meeting BNI 2025 January 20–21, Bogor Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
2 Focus Group Discussion with the February 6, Bogor FGD PT Bank Negara Indonesia
Ministry of Cooperatives, Enhancing 2025 (Persero), Tbk
Cooperative Business Opportunities:
Innovation & Collaboration
3 Reinforcement Core Credit Skill February 12, Jakarta Training PT Bank Negara Indonesia
Learning Program for Executive Leaders 14, and 16, (Persero), Tbk
2025
4 BSMR's SMR JK 07 Maintenance May 7, 2025 Jakarta Risk Risk Management
Program Certification Agency
(BSMR)
5 Inauguration of the Bela Negara June 11, 2025 Bogor Conference Universitas Pertahanan RI
Campus
6 International Conference on June 12, 2025 Jakarta Conference Coordinating Ministry for
Infrastructure 2025 Infrastructure and Regional
Development
7 BNI Best Employee Excelent 2025 June 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
8 BOD Teaching June 16, 2025 Jakarta Workshop PT Bank Negara Indonesia
(Persero), Tbk
9 Training on Leading Organizational June 23–24, Online Certification Mitra Kalyana Sejahtera
Compliance (Certified Chief Compliance 2025 Job Training Institute (LPK
Officer) - MKS)
10 Master Class of Compliance June 23–24, Online Training Center for Risk
2025 Management &
Sustainability (CRMS)
Indonesia
11 Kick-Off Danantara Indonesia Human July 25, 2025 Jakarta Workshop Danantara Indonesia
Capital (HC) Program
12 Sharing Session: Strengthening the August 4, 2025 Jakarta FGD PT Bank Negara
People's Economy Based on Mutual Indonesia (Persero), Tbk &
Cooperation Kementerian Koperasi
13 Speaker: Legal Refreshment September 12, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
14 Compliance Forum September 16, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
15 Hearing of Subsidiary Company September 19, Jakarta FGD Danantara Indonesia
Management with Danantara 2025
16 Earning Call 3Q2025 October 24, Jakarta Workshop PT Bank Negara Indonesia
2025 (Persero), Tbk
17 Speaker: HMI Youth Service Camp Event October 27, Jakarta Panelist Islamic Student Association
2025
18 Panelist of BNI Workers Union National November 7, Jakarta Talkshow PT Bank Negara Indonesia
Working Meeting 2025 (Persero), Tbk
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Training/Workshop/ Conference/ Type of
No Date Venue Organizer
Seminar Training
19 Dissemination of TPPU Committee November 27, Jakarta Seminar Financial Transaction
Strengthening in Preventing and 2025 Reports and Analysis
Eradicating Money Laundering Related Center (PPATK)
to Online Gambling
20 FGD on Issues in Implementing the December 4, Jakarta Seminar Financial Services Authority
Personal Data Protection Law in the 2025 (OJK)
Financial Services Sector
21 Refreshment: The Role of the Director of December 4, Jakarta Training Indonesian Risk
Compliance & Governance in Banks 2025 Professional Association
(IRPA)
22 Refreshment: Indonesian Banking December 5, Jakarta Training Indonesian Risk
Regulations 2025 Professional Association
(IRPA)
23 Leadership in the 21st Century December Online Training Wharton School
5–19, 2025
24 Refreshment: Banking Business December 8, Jakarta Training Indonesian Risk
Processes 2025 Professional Association
(IRPA)
25 Refreshment: Prudential Banking December 9, Jakarta Training Indonesian Risk
2025 Professional Association
(IRPA)
26 Human Capital Executive Forum “The December 9, Jakarta Seminar PT Bank Negara Indonesia
New Growth Engine” 2025 (Persero), Tbk
27 BNI HC Leaders Talk December 9, Jakarta Seminar PT Bank Negara Indonesia
2025 (Persero), Tbk
28 Strategic Management: Competitive & December 9-23, Online Training Wharton School
Corporate Strategy 2025
29 Refreshment: Good Corporate December 10, Jakarta Training Indonesian Risk
Governance 2025 Professional Association
(IRPA)
30 Refreshment: Risk Management December 11, Jakarta Training Indonesian Risk
2025 Professional Association
(IRPA)
31 Refreshment: APU-PPT-PPPSPM December 12, Jakarta Training Indonesian Risk
2025 Professional Association
(IRPA)
32 Refreshment: Consumer Protection December 15, Jakarta Training Indonesian Risk
2025 Professional Association
(IRPA)
33 Leadership Accelerator Essentials: December 19, Online Training Emritus & BNI Corportate
Growing Your Business - Elevating 2025 University
Business Performance Through Market
Experience
34 Leadership Accelerator Essentials: December 22, Online Training Emritus & BNI Corportate
Operational Risk - Protecting the 2025 University
Organization Through Effective Risk
Governance
35 Leadership Accelerator Essentials: December 23, Online Training Emritus & BNI Corportate
Servant Leadership - Inspiring People 2025 University
Through Service & Autenticity
ORIENTATION AND INDUCTION PROGRAM FOR NEW MEMBER OF THE BOARD OF
DIRECTORS [ACGS D.5.1]
New Director Orientation and Introduction Program Policy
Every new member of the Board of Directors is facilitated with an orientation and induction program
designed to provide a comprehensive understanding of BNI. This program aligns perceptions and work
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standards, and give more insights into the Bank’s vision, mission, strategy, and values. The orientation
covers relevant technical and governance aspects, which allow new Directors to adapt quickly and do their
duties effectively, in line with the Bank’s strategic direction and objectives. The program’s implementation
is regulated in the Board of Directors Charter Document to ensure that every new member of the Board
of Directors fully understands their roles, responsibilities, and contributions in supporting the Bank’s
performance and progress.
Policies regarding the orientation and induction program for new members of the Board of Directors are
regulated in the Board of Directors Charter Document. The implementation of this program is intended so
that all new members of the Board of Directors can better understand their duties and responsibilities and
are able to work in harmony with other Bank Governance organs, in accordance with GCG principles.
Implementation of the Orientation and Induction Program for New Directors in 2025
Throughout 2025, BNI facilitated an orientation and induction program for several newly appointed
members of the Board of Directors and transferred directors. The implementation of this activity is intended
so that each Director has a comprehensive understanding of the vision, mission, strategy, and corporate
governance, so that each individual is expected to carry out their roles and responsibilities effectively. The
description of the orientation program implementation is as follows:
Name Position Development Program
Putrama Wahju Setyawan President Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Alexandra Askandar Vice President Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Hussein Paolo Kartadjoemena Finance & Strategy Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Corina Leyla Karnalies Consumer Banking Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
David Pirzada Risk Management Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Ronny Venir Operations Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Toto Prasetio Information Technology Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Agung Prabowo Corporate Banking Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Munadi Herlambang Human Capital & Compliance Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
- Development Program related to
Financial Services Authority (OJK)
Regulations
Muhammad Iqbal Commercial Banking Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
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Practices Governance Responsibility Commitment Statements
Name Position Development Program
Rian Eriana Kaslan Network & Retail Funding Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
Abu Santosa Sudradjat Treasury & International Banking - Development Program related to the
Director Directorship Program
- Development Program related to BNI
Business
- Development Program related to
Financial Services Authority (OJK)
Regulations
Eko Setyo Nugroho Institutional Banking Director - Development Program related to the
Directorship Program
- Development Program related to BNI
Business
RISK MANAGEMENT CERTIFICATION
In order to fulfill HR competency in the field of Bank risk management, BNI carries out Risk Management
Certification and/or Refreshment programs for the Board of Directors in accordance with POJK No. 24 of 2022
concerning the Development of the Quality of Human Resources for Commercial Banks and OJK Circular
No. 28/SEOJK.03/2022 concerning Risk Management Certification for Commercial Bank Human Resources.
All serving members of the BNI Board of Directors have Level 5 Risk Management Certification as one
of the requirements for taking the fit and proper test conducted by the Financial Services Authority. This
demonstrates BNI’s commitment to ensuring that the Board of Directors possesses adequate competence
and capability to manage risks professionally.
The following is information on the Risk Management Certification held by each member of the BNI Board
of Directors that remained valid until the end of 2025:
Certificate
Qualification Certifying Expiry Validity
Name Position Issuance
Level (JK) Institution Date Period
Date
Putrama Wahju Setyawan President Director 7 LSPP 29/04/24 29/04/27 3 years
Alexandra Askandar Vice President Director 7 LSPP 19/08/24 19/08/27 3 years
Hussein Paolo Finance & Strategy 7 LSPP 17/04/24 17/04/27 3 years
Katadjoemena Director
Corina Leyla Karnalies Consumer Banking 7 LSPP 29/04/24 29/04/27 3 years
Director
David Pirzada Risk Management 7 LSPP 29/04/24 29/04/27 3 years
Director
Ronny Venir Operations Director 7 LSPP 29/04/24 29/04/27 3 years
Toto Prasetio Information Technology 7 LSPP 29/04/24 29/04/27 3 years
Director
Agung Prabowo Corporate Banking 7 LSPP 17/04/24 17/04/27 3 years
Director
Muhammad Iqbal Commercial Banking 7 BSMR 28/03/24 23/03/27 3 years
Director
Rian Eriana Kaslan Network & Retail 7 LSPP 29/04/24 28/03/27 3 years
Funding Director
Abu Santosa Sudradjat Treasury & 7 LSPP 18/11/24 18/11/27 3 years
International Banking
Director
Eko Setyo Nugroho Institutional Director 7 BSMR 02/05/25 02/05/28 3 years
Munadi Herlambang Human Capital & 7 BSMR 23/03/24 23/03/27 3 years
Compliance Director
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BOARD OF DIRECTORS’ DUTIES IMPLEMENTATION REPORT IN 2025
Throughout 2025, the BNI Board of Directors discharged its responsibilities with full dedication, consistently
adhering to the applicable laws and regulations as well as the Bank’s Articles of Association. The following
is the report on the implementation of the Board of Directors’ duties in general:
1. Preparation of Bank planning including Corporate Plan and RBB/RKAP;
2. Fulfillment of Bank performance targets;
3. Asset and financial management;
4. Organizing Board of Directors Meetings;
5. Attend Board of Commissioners Meetings;
6. Organizing General Meeting of Shareholders;
7. Monitoring and improving internal business processes; and
8. Carrying out other tasks related to Bank management.
A more detailed description of the 2025 Board of Directors’ task implementation report can be found in the
Board of Directors’ Report chapter.
LIST OF BOARD OF DIRECTORS’ DECISIONS IN 2025
Throughout 2025, the BNI Board of Directors issued various strategic decisions regarding the management
and strategic management of the Bank’s business activities, as detailed below:
No. Subject
1 Board of Directors Meeting Conduct Guidelines (Radisi)
2 Authority to Decide on Credit
3 Temporary Authority to Decide on Credit
4 Investment Committee of Financial Institution Pension Fund (DPLK)
5 Retirement Preparation Period (MPP)
6 Transfer/Change of Position
7 Renewal of the Board of Supervisors and Management of BNI Pension Fund
8 Establishment of BNI Professional Certification Body (LSP BNI)
9 Establishment of Branch Transformation Project Organization
10 Establishment of Division Organization
11 Establishment of Evaluation Team for the Selection of Candidate Directors and Commissioners of BNI Subsidiaries
12 Establishment of BNI Sustainability Report Compilation Team for Fiscal Year 2024
13 Establishment of Task Force Team for POJK 30 Year 2024 Implementation
14 Establishment of Task Force Team for Value Chain Execution
15 Establishment of Government Solution Functional Unit
16 Organizational Arrangement of Asset & Liability Committee (ALCO)
17 Organizational Arrangement of Business Committee (KBI)
18 Organizational Arrangement of Human Capital Committee
19 Organizational Arrangement of Credit Policy Committee (KRB)
20 Organizational Arrangement of Performance Management Committee (PMC)
21 Organizational Arrangement of Risk Management & Anti-Fraud Committee
22 Organizational Arrangement of Integrated Risk Management Committee (KMRT)
23 Organizational Arrangement of Technology Management Committee (KMT)
24 Organizational Arrangement of Subsidiary Company Committee
25 Organizational Arrangement of Division
26 Organizational Arrangement of Transformation Project
27 Determination of Position Grade
28 Determination of Human Capital Management Authority
29 Determination of BNI Professional Certification Body (LSP BNI) Logo
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No. Subject
30 Termination of Employment Relationship
31 Termination of Temporary Replacement (Pgs)
32 Termination of Assignment as BNI Pension Fund Board of Supervisors
33 Termination of BNI Financial Institution Pension Fund (DPLK) Management Appointment
34 Termination of Membership as BNI Pension Fund Board of Supervisors
35 Appointment as Permanent Employee
36 Appointment of BNI Pension Fund Supervisors
37 Appointment as Member of BNI Pension Fund Management
38 Validation of BNI Professional Certification Body Organizational Structure
39 Temporary Replacement (Pgs)
40 Resignation Report
41 Term of Service Award (PMB)
42 Increase of Individual Credit Approval Authority
43 Retirement
44 Financial Institution Pension Fund (DPLK) Assignment
45 Assignment as BNI Financial Institution Pension Fund (DPLK) Management
46 Assignment of Wholesale LMS Team
47 Appointment/Assignment
48 Appointment of Steering Committee of BNI Professional Certification Body (LSP BNI)
49 Appointment of Temporary Replacement
50 Submission of 2025 FHCI Membership Confirmation
51 BNI Financial Institution Pension Fund (DPLK) Regulations
52 Extension of Sharia Supervisory Board (DPS) of BNI Financial Institution Pension Fund (DPLK)
53 Approval of Proposed BNI Financial Institution Pension Fund (DPLK) Regulations
54 Piloting of Regional, Area, and Branch Office Organizational Arrangement
55 Branch Transformation Project - Intelligent Branch
56 New Region, Area, and Branch Market Implementation Project
57 SME Banking Revamp Project
58 Wholesale LMS Implementation Project
59 Correction of Retirement Preparation Period (MPP)
60 BNI 79th Anniversary Committee Decree
61 Decree on Dispensation Permit
62 Power of Attorney
63 Task Force for 2025 POJK Implementation
64 Task Force for Acceleration of SME Banking Credit Tools Development
65 Task Force for Value Chain Execution
66 Project Update: Branch Transformation - Intelligent Branch
67 Proposed Interns for Ministry of SOE (KBUMN) Talent Secondment Period July to December 2025
BOARD OF DIRECTORS’ ASSESSMENT OF THE PERFORMANCE OF COMMITTEES UNDER
THE BOARD OF DIRECTORS [ACGS D.5.7]
In order to support the effective implementation of the duties and responsibilities of the Board of Directors,
BNI has established a number of strategic committees that have been aligned with the characteristics and
business needs of the Bank, primarily to support the Board of Directors in the strategic decision-making
process, ensure the Bank’s compliance with banking regulations or applicable laws, and uphold the
implementation of GCG principles. The existence of these committees also contributes to improving the
quality of supervision, transparency, and the application of prudential principles in all of the Bank’s business
activities. The following are the committees under the Board of Directors:
1. Integrated Risk Management Committee (KMRT);
2. Risk Management & Anti-Fraud Committee (KRA);
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3. Asset & Liability Committee (ALCO);
4. Business Committee (KBI);
5. Credit Policy Committee (KRB);
6. Human Capital Committee (KHC);
7. Subsidiary Company Committee (KPA);
8. Performance Management Committee (PMC);
9. Technology Management Committee (KMT); and
10. Credit Committee.
All committees under the Board of Directors fulfil; a clear and structured mandate. At least once a year,
the Board of Directors evaluates the performance of the committees to ensure the effectiveness of the
implementation of their functions and responsibilities with due consideration of various key performance
indicators, including the work program target achievement, the level of attendance and participation of
members in meetings, and the quality and accuracy of the submission of the duty implementation reports
of each committee.
Assessment Procedures Used [ACGS D.5.7]
Throughout 2025, the Board of Directors periodically evaluated the performance of the supporting committees
under it in accordance with the applicable assessment criteria. The assessment procedure is carried out by:
1. The assessment is carried out by each permanent member of the Board of Directors and SEVP who are
members of the Committee based on the assessment proposal from the Division as secretary of the
Committee. The assessment used is the combined value and average value of all assessors.
2. The assessment consists of quantitative and qualitative elements.
3. The final score can be discussed and discussed in a Committee Meeting or Board of Directors Meeting
as a form of evaluation and input as well as future direction.
4. The final score will be documented by the Division as Committee secretary and copied to the Corporate
Secretary
In assessing the performance of committees under the Board of Directors, BNI has a number of criteria that
serve as the basis for the assessment, including at least:
1. The frequency of meetings is compared with the work plan/minimum obligations;
2. Speed of preparation and delivery of minutes of Committee meetings;
3. Percentage of follow-up and speed of follow-up time to Committee meeting decisions;
4. The percentage of member attendance (quorum) and active participation of members in meetings;
5. Banking performance ratios (key ratios) related to the Committee’s functions;
6. Member competence; and
7. Agenda and scheduling of strategic issues facing the company (sense of urgency).
In addition to referring to the general criteria above, BNI also has special assessment criteria to assess the
performance of each committee, which is tailored to the functions, duties, and responsibilities under its authority.
Party Conducting the Performance Assessment of Board of Directors Committees [ACGS D.5.7]
The performance of the committees under the Board of Directors is appraised by the permanent members
of the Board of Directors and SEVPs who are members of the committee, based on proposals from the
Division acting as the committee secretary. In summary, the parties involved in the performance assessment
process of the committees under the Board of Directors are as follows:
No. Performance Assessment Assessment Conducted by
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Practices Governance Responsibility Commitment Statements
1. Committee on a Collegial basis Each member of the Committee for the performance of the Committee
2. Committee Member on an Each Committee member provides an assessment for each other Committee
individual basis member.
3. Chairman of the Committee Each Committee member is related to the performance of their Chairman of the
Committee
Each assessor shall submit their assessment objectively, based on data, and on a confidential and anonymous
basis. The assessment results are submitted directly through an online survey and subsequently presented
to the Nomination and Remuneration Committee for review with the Board of Commissioners at a Board
of Commissioners meeting. The results of the discussion will be followed up in the form of improvements
or action plans, if necessary. Meanwhile, the final results of the performance evaluation are discussed in a
Committee Meeting or Board of Directors Meeting as a basis for evaluation and future direction.
In addition, the performance assessment of all committees under the Board of Directors also involves an
independent external party at least once every 3 (three) years.
2025 Committee Performance Assessment Results [ACGS D.5.7]
No. Supporting Committees under the Board of Directors Score
1. Integrated Risk Management Committee (KMRT) Good
2. Risk Management & Anti-Fraud Committee (KRA) Good
3. Asset & Liability Committee (ALCO) Good
4. Business Committee (KBI) Good
5. Credit Policy Committee (KRB) Good
6. Human Capital Committee (KHC) Good
7. Subsidiary Company Committee (KPA) Good
8. Performance Management Committee (PMC) Good
9. Technology Management Committee (KMT) Good
10 Credit Committee Good
Score Range Table
Value Range Description
80-100 Excellent
60-79 Good
<60 Adequate
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Performance Assessment of the
Board of Directors and the Board of
Commissioners [ACGS D.5.5, D.5.6]
PERFORMANCE ASSESSMENT OF THE Customer, Internal Business Process, and Learning
BOARD OF DIRECTORS (INCLUDING THE and Growth. This approach is designed to align with
PRESIDENT DIRECTOR) BNI's strategy and the duties and responsibilities of
each member of the Board of Directors, taking into
Procedure for Performance Assessment of the account both collegial and individual aspects, both
Board of Directors (Including the President from a financial and non-financial perspective.
Director)
The process of implementing the assessment Performance Assessment Criteria For The Board
of the Board of Directors' performance refers to of Directors (Including The President Director)
the provisions of the Minister of State-Owned Management of the Key Performance Indicators
Enterprises Regulation No. PER-3/MBU/03/2023 (KPI) for the Board of Directors, both collegial
concerning the Organs and Human Resources and individual, refers to applicable government
of State-Owned Enterprises, the Minister of regulations, strategic initiatives/Management Work
State-Owned Enterprises Regulation No. PER-2/ Plans (RKM) for the directorate, and the Bank's
MBU/03/2023 concerning Guidelines for Governance Business Plan (RBB)/Corporate Work and Budget
and Significant Corporate Activities of State-Owned Plan (RKAP) for the fiscal year. The performance
Enterprises, and the Letter of the Ministry of State- assessment criteria for the Board of Directors
Owned Enterprises No. S-491/MBU/04/2023 dated (including the President Director) are as follows:
September 29, 2023. Based on this, BNI ensures
that the process of assessing the Board of Directors' 1. Collegial KPI [ACGS D.5.5]
performance is carried out objectively, transparently, The Bank uses 5 (five) main perspectives to
and accountably, in line with the principles of GCG. measure and assess collegial KPI performance:
a. Economic and social value for Indonesia,
The performance assessment procedures for the covering financial and social aspects.
Board of Directors that apply within BNI are carried b. Business Model Innovation.
out with the following mechanisms or provisions: c. Technology Leadership. Governance
1. Collegial performance assessment of the Board Framework
of Directors is conducted at least twice a year. d. Investment Enhancement.
2. Individual performance assessment of the Board e. Talent Development
of Directors, including the President Director, is
conducted at least twice a year; and [ACGS D.5.4] These five main perspectives are then translated
3. Annually,thecollegialandindividualperformance into both financial and non-financial performance
achievements of the Board of Directors are targets, which are aligned with the strategic
reviewed by a public accounting firm auditing initiatives that have been set by the Bank.
the company's financial statements.
2. Individual KPI [ACGS D.5.6]
The performance assessment of the Board of Individual KPIs for the Board of Directors are
Directors, both collegially and individually, is designed based on the duties, core functions, and
conducted through a self-assessment method which responsibilities of each member. The criteria used
is then reviewed by a Public Accounting Firm (KAP). by BNI to measure the performance of Individual
This assessment is confidential and anonymous, Directors (including the President Director) uses
and serves as evaluation material for the continuous the Balance Scorecard which consists of 4 (four)
improvement of the Board of Directors' performance. perspectives as follows:
Meanwhile, regarding the assessment of individual a. Financial.
performance - including the President Director, b. Customer.
BNI applies the Balanced Scorecard method which c. Internal Business Process.
covers 4 (four) perspectives, namely Financial, d. Learning & Growth
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Parties ConductingThe Assessment governance. The results of the review are submitted
The Board of Directors' performance is assessed to the Board of Commissioners through the
through a self-assessment mechanism by each Nomination and Remuneration Committee and
Director based on Key Performance Indicators (KPIs) reported to BP BUMN as the Bank's controlling
that have been established and agreed upon at the shareholder.
beginning of the year. To maintain objectivity and
ensure independent assessment results, BNI also Results of The Board of Directors' Performance
involves an independent external party, namely a Assessment (IncludingThe President Director) In
Public Accounting Firm (KAP), which conducts an 2025
audit of the Bank's financial statements. The audit In 2025, BNI conducted an independent assessment
results serve as one of the bases for assessing the of the Board of Directors' performance by measuring
Board of Directors' performance, both collegially both the collegial KPI of the Board of Directors and
and individually, to ensure that performance the individual KPI of each Director, including the
achievements are in line with the principles of President Director.The assessment results are as
transparency, accountability, and good corporate follows:
1. Collegial KPI Achievement [ACGS D.5.5]
Achievement
Perspective No KPI Weight Unit
in 2025
Economic and 1 PPOP Consolidation 12% IDR Trillion 96.2%
social value for
2 Consolidated ROE Tier 1 10% % 92.2%
Indonesia
(57%) 3 Total Shareholder Return (TSR) 8% Percentile (P) 100.0%
4 Cost of Credit (CoC) 8% % 102.8%
5 Consolidated Cost to Income Ratio (CIR) 7% % 96.8%
6 KUR Distribution Realization 7% % 104.5%
7 NPS for Bank 5% % 110.0%
Business Model 8 Consolidated CASA Ratio 5% % 94.6%
Innovation
9 Average credit growth in the Corporate and 5% % 110.0%
(10%)
Consumer segments
Technology 10 Number of Active Users of BNI Mobile Banking and 5% User 110.0%
Leadership wondr
(10%)
11 Cyber Security Breach 5% Report 110.0%
Increased 12 Environment, Social, Government (ESG) Rating 5% Rating 110.0%
Investment
13 Export Financing 5% IDR Billion 103.2%
(15%)
14 Sustainable Financing/Credit 4% IDR Trillion 100.9%
Talent 15 Human Capital Transformation 8% % 105.3%
Development
(8%)
Total Achievements 101.95%
2. Achievement Of Individual KPIS [ACGS D.5.6]
Assessment of the individual KPIs of each member of the Board of Directors is carried out based on the
achievement of KPI targets in each Directorate, with the following description:
President Director [ACGS D.5.4]
• Achieving the realization of the Business Plan in accordance with RKAP/RBB.
• Ensuring compliance with regulations as a public company.
• Maintaining the bank's soundness level.
• Achieving the implementation and distribution of TJSL.
• Enhancing BNI's brand image.
• Increasing Market Share of Low-Cost Funds
• Improving asset quality.
• Fulfilling internal control implementation at each line of defense.
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Deputy President Director Human Capital & Compliance Director
• Achieving the realization of the Business Plan • Achieving human capital management
in accordance with RKAP/RBB. strategies and targets.
• Improving BNI's brand image. • Improving employee capabilities and
• Fulfillment of ESG standards in bank productivity.
operations • Implementing Compliance at BNI Bank.
• Increasing Market Share of Low-Cost Funds • Reducing the number of regulatory sanction
• Improving asset quality. penalties.
• Fulfilling internal control implementation at • Fulfilling business procedure and policy
each line of defense. needs.
• Increasing Low-Cost Fund Market Share
Risk Management Director • Fulfilling internal control implementation in
• Ensuring effective implementation of risk each line of defense.
management in accordance with the articles
of association, risk management policies, Consumer Banking Director
internal control system policies, standard • Increased profitability and business volume
procedures, and external regulations. for the Consumer segment
• .Attaining of End to End Debtor Monitoring. • Increased fee-based income for the Consumer
• Increasing Low-Cost Fund Market Share segment
• Maintaining asset quality improvement. • Increased transaction volume for Consumer
• Fulfilling internal control implementation in segment customers
each line of defense. • Business growth through value chain
execution
Treasury & International Banking Director • Increased low-cost funds market share
• Increased profitability and business volume • Maintained asset quality for the Consumer
for the International channel and Treasury segment
products. • Fulfilled internal control implementation
• Increased fee-based income for the across all lines of defense.
International channel and Treasury products.
• Increased transaction volume for International Finance & Strategy Director
channel and Treasury product customers. • Achieving the Company's Business Realization
• Achieved Financial Institution Pension Fund in accordance with the Company's Work Plan
(DPLK) business growth. (RKAP/RBB).
• Business growth through value chain • Achieving the business performance of
execution. Subsidiaries.
• Increased market share of low-cost funds. • Achieving Procurement Process Effectiveness
• Maintained asset quality for the International and Asset Optimization
channel. • Increasing Low-Cost Fund Market Share
• Fulfilled internal control implementation • Fulfilling the implementation of internal
across all lines of defense. controls at every line of defense.
Commercial Banking Director Operations Director
• Increased profitability and business volume • Improving Operational Excellence.
for the Middle & Small segment • Achieving customer satisfaction and resolving
• Increased fee-based income for the Middle & complaints.
Small segment • Increasing Low-Cost Fund Market Share
• Increased transaction volume for Middle & • Ensuring internal control implementation
Small segment customers across all lines of defense.
• Business growth through value chain
execution Corporate Banking Director
• Increased low-cost fund market share • Increased profitability and business volume
• Maintained asset quality for the Middle & for the Corporate Banking segment
Small segment • Increased fee-based income for the Corporate
• Fulfilled internal control implementation Banking segment.
across all lines of defense. • Increased transaction volume for Corporate
Banking customers
• Business growth through value chain
execution
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• Increased low-cost funds market share The Board of Commissioners' performance
• Maintained asset quality for the Corporate assessment is conducted collectively and reported
Banking segment to shareholders at the Annual General Meeting of
• Fulfilled internal control implementation Shareholders (GMS) through the presentation of the
across all lines of defense. Board of Commissioners' performance, outlined in
the Board of Commissioners' Supervisory Report.
Institutional Director Based on this report, the GMS then grants full
• Increased profitability and business volume release and discharge (volledig acquit et de charge)
for the Institutional Banking segment. to the Company's Board of Commissioners for their
• Increased funding for Institutional Banking. supervisory actions carried out during the fiscal year
• Increased transaction volume for Institutional ending at the end of the fiscal year.
Banking customers.
• Support for government programs. Referring to the Regulation of the Minister of State-
• Business growth through value chain Owned Enterprises No. PER-2/MBU/03/2023 dated
execution. March 3, 2023 concerning Guidelines for Governance
• Increased Market Share of Low-Cost Funds. and Significant Corporate Activities of State-Owned
• Achieved internal control implementation Enterprises, the Board of Commissioners at the
across all lines of defense. beginning of the year prepares an Annual Work Plan
which is an integral part of the Company's Work
Information Technology Director Plan and Budget (RKAP). As part of the evaluation
• Implementation of effective technology and mechanism, the Board of Commissioners conducts
information governance. a collegial performance assessment through a self-
• Completion of Information Technology assessment method. This assessment is intended to
Projects in accordance with the project charter. measure the effectiveness of the implementation of
• Increased Low-Cost Funds Market Share supervisory duties and providing strategic direction
• Fulfillment of internal control implementation throughout the financial year, as well as serving
at every line of defense. as a basis for continuous improvement in order to
enhance the quality of corporate governance.
Network & Retail Funding Director
• Achieved increased profitability and business Policy and Procedure for the Board of
volume in the Region Commissioners' Performance Assessment
• Achieved increased Regional Fee-Based The Board of Commissioners' performance is
Income assessed periodically using a self-assessment
• Increased transaction volume by Retail method twice a year, scheduled every June and
Banking segment customers December of the current year. This is done as part
• Business growth through value chain of an ongoing evaluation mechanism to ensure
execution the effectiveness of the Board of Commissioners'
• Increased Low-Cost Funds Market Share oversight function. The results of the assessment are
• Maintained Regional Asset Quality then reported to Shareholders at the Annual General
• Fulfilled internal control implementation at Meeting of Shareholders as part of an accountability
every line of defense. mechanism and to improve the quality of corporate
governance.
BOARD OF COMMISSIONERS
PERFORMANCE ASSESSMENT Board of Commissioners' Performance
Assessment Criteria [ACGS D.5.5]
The performance assessment of the Board The collegial performance assessment of the Board
of Commissioners is a crucial element in the of Commissioners is conducted by measuring
implementation of corporate governance, which the achievement level of the annual collegial
objectively measures the effectiveness of the KPIs established at the beginning of the year and
oversight and advisory functions of the Board of approved by the Ministry of State-Owned Enterprises
Directors. This assessment process is based on (BP BUMN), as the holder of the Series A Dwiwarna
several indicators, including contribution to the Share. For the 2025 financial year, this performance
achievement of the Bank's strategic objectives, assessment will take into account several relevant
the quality of strategic direction provided, and strategic aspects, including:
compliance with applicable laws and regulations. 1. Planning Aspect – Weight: 10%
This performance assessment serves not only as an 2. Supervision and Advisory Aspect – Weight: 55%
evaluation instrument but also as a foundation for 3. Reporting Aspect – Weight: 17%
enhancing the role of the Board of Commissioners 4. Dynamic Aspect – Weight: 18%
in addressing business dynamics and the challenges
of the banking industry.
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Parties Conducting the Board of Commissioners' Performance Assessment
The collegial performance assessment of the Board of Commissioners is conducted through a self-
assessment process, proposed by the Nomination and Remuneration Committee and approved by the Board
of Commissioners. This mechanism is part of the Bank's commitment to ensuring objective and transparent
performance evaluation, as well as being the basis for increasing the effectiveness of the supervisory
function.
Board of Commissioners' Performance Assessment Results In 2025
The performance of the Board of Commissioners is measured based on several key aspects that reflect the
quality and effectiveness of its supervisory function and strategic direction, which significantly impacts the
Bank's business continuity. This assessment includes the ability to provide relevant strategic direction, the
accuracy of anticipating and managing risks, and the accuracy of ensuring policy alignment with the Bank's
vision, mission, and values. The following details the results of the Board of Commissioners' performance
assessment for the 2025 financial year:
No. Aspek dan Parameter Weight Achievement
1. Planning Aspect 10.00% 100%
Conducting discussions and providing recommendations/approval on the preparation
of the Board of Commissioners' work plan for the coming year
2. Supervision and Advice Aspect 55.00% 104.11%
a. Providing approval/response/recommendation to Shareholders on the Bank's
Business Plan for the coming year and the Revision of the Bank's Business Plan for
the current year, Annual Report, and Quarterly Performance Analysis.
b. Providing approval and advice to the Board of Directors according to the Board of
Commissioners' field of duty.
c. Board of Commissioners Meeting
d. Board of Commissioners Committee Meeting with the Board of Directors/Related
Units
e. Board of Commissioners Working Visit
f. Realization of the Board of Commissioners Committee Work Plan
3. Reporting Aspect 17.00% 100%
a. Board of Commissioners KPI Realization Report
b. Board of Commissioners Supervision Report to the Authorities and the Ministry of
State-Owned Enterprises.
4. a. Proposal of External Auditors to Shareholders 18.00% 103.33%
b. Competency Improvement through Seminars, Workshops, etc.
c. GCG Assessment Results
Total 100,00% 103.35%
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Nomination and Remuneration of
Members of the Board of Commissioners
and the Board of Directors
PROCEDURE FOR NOMINATION of Directors and/or member of the Board
OF MEMBERS OF THE BOARD OF of Commissioners to the GMS; and
COMMISSIONERS c) Has ever caused a company that obtained
a permit, approval, or registration from the
Nomination Policy for Members of the OJK to not fulfill its obligation to submit an
Board of Commissioners annual report and/or financial statement to
The Nomination Policy for members of the the OJK, and/or the annual report and/or
Board of Commissioners is regulated in the financial statement was not approved and/
Good Corporate Governance Policy, Company or ratified by the GMS.
Guidelines No. IN/097/CMP/001 dated August 28, 3. Have a commitment to comply with statutory
2024, which has been updated and approved by regulations.
the Board of Commissioners through BNI Board of 4. Have knowledge and/or expertise in the field
Commissioners Letter No. DK/237 dated December required by the Company.
31, 2024, which regulates, among other things, 5. Not currently holding a position that has the
the system and procedures for selecting and/or potential to cause a conflict of interest.
replacing members of the Board of Commissioners 6. Not serving as a member of the Board of
to be submitted to the GMS. Commissioners/Supervisory Board of a SOE
or Board of Commissioners of the Subsidiary
NOMINATION PROCESS FOR BOARD OF Company concerned for 2 (two) periods;
COMMISSIONERS MEMBERS 7. Not currently holding a position that is prohibited
from holding a position as a member of the Board
Criteria for Members of the Board of of Commissioners;
Commissioners 8. Physically and mentally healthy, who is not
A candidate may be selected and appointed as suffering from an illness that could hinder the
a member of the BNI Board of Commissioners performance of his/her duties as a member of the
if they meet the established criteria for Board of Board of Commissioners, as proven by a health
Commissioners members, which are as follows: certificate from the hospital;
1. Have good character, morals, and integrity and 9. Have a Taxpayer Identification Number (NPWP)
are capable of carrying out legal actions. and have carried out the obligation to pay taxes
2. Within the last 5 (five) years before appointment for the last 2 (two) years;
and during his/her tenure: 10. For prospective candidates from technical
1) Never declared bankruptcy. ministries or other government agencies, they
2) Never been a member of the Board of must be based on a letter of proposal from the
Directors and/or a member of the Board of head of the agency concerned; and
Commissioners who was found guilty of 11. Prospective candidates for members of the
causing a company to be declared bankrupt. Board of Commissioners who come from
3) Never been convicted of committing a criminal State Administrators must report the State
act that is detrimental to state finances and/or Administrator's Wealth Report (LHKPN) for the
related to the financial sector. last 2 (two) years as proven by proof of the
4) Never been a member of the Board of LHKPN report to the authorized institution.
Directors and/or member of the Board of 12. Appointment of members of the Board of
Commissioners during his/her tenure: Commissioners who come from employees or
a) Never held an annual GMS; officials in institutions that carry out regulatory
b) His/her accountability as a member of and/or supervisory functions of Banks and/or
the Board of Directors and/or Board of other financial service institutions is carried out
Commissioners has never been accepted after the person concerned has effectively ceased
by the GMS or has never provided his/her to be an employee or official and has undergone
accountability as a member of the Board a cooling-off period of at least 6 (six months).
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13. Former members of the Board of Directors as well as regulations of the Minister of SOE
or Executive Officers or parties who have a concerning SOE Organs and Human Resources.
relationship with the Bank who may influence Procedures for appointing members of the Board
the person's ability to act independently must of Commissioners include:
undergo a cooling-off period of at least 1 7. Sources of prospective members of the Board of
(one) year before becoming an Independent Commissioners come from:
Commissioner at the Bank concerned. a. Former SOE Board of Director;
b. Board of Commissioners/Supervisory Board
Procedures for Election, Appointment, of SOE;
Replacement, and Dismissal of Members of c. Structural Officials and Functional
the Board of Commissioners Government Officials; or
Explained below is the procedures for the selection, d. Other sources.
appointment, replacement, and dismissal of 8. The GMS/Minister can determine candidates
members of the BNI Board of Commissioners: proposed by the Nomination and Remuneration
1. The selection of candidates for members of the Committee at the Ministry of SOE to become
Board of Commissioners is carried out using members of the Board of Commissioners.
procedures and mechanisms in accordance with 9. Determination of a person as a member of the
those regulated in SOE Ministerial Regulation Board of Commissioners can be done after being
No. PER-3/MBU/03/2023 concerning Organs and declared to have passed the Fit and Proper Test
Human Resources of State-Owned Enterprises, (UKK) in accordance with sectoral provisions.
which, among other things, regulates provisions 10. In the event that the appointment of members of
for sources, selection and assessment of the Board of Commissioners is carried out before
prospective candidates, as well as proposals for the UKK is in accordance with sectoral provisions,
appointment. the actions, duties, and functions as a member of
2. Banks can use the services of independent and the Board of Commissioners are calculated from
reputable third parties in the selection process the time they are declared to have passed the
for candidates for the Board of Commissioners. UKK in accordance with sectoral provisions.
In carrying out the nomination process for 11. Members of the Board of Commissioners, as
the BNI Board of Commissioners in 2025, the referred to in point 9, have terms of office that are
Nomination and Remuneration Committee did effective as of the date determined by the GMS/
not collaborate with independent professionals. Minister.
3. Every proposal for replacement and/or 12. Curriculum vitae of prospective members of the
appointment of members of the Board of Board of Commissioners who will be proposed
Commissioners to the GMS must consider the for appointment at the GMS must be available
recommendations of the committee that carries and announced at the time of the GMS before
out the nomination function. making a decision regarding appointment as
4. Replacement and/or appointment of members members of the Board of Commissioners.
of the Board of Commissioners prioritizes 13. The GMS resolution regarding the appointment
professional composition, independence, and and dismissal of members of the Board of
suitability of competence and pays attention to Commissioners also determines when the
diversity in terms of education (field of study), appointment and dismissal will take effect. In the
work experience, age, and expertise, without event that the GMS does not determine, then the
distinction of ethnicity, religion, and race, appointment and dismissal of members of the
which is required in carrying out the duties and Board of Commissioners shall take effect from
responsibilities of the Board of Commissioners. the closing of the GMS.
Further explanation regarding the diversity 14. Members of the Board of Commissioners are
policy of the Board of Commissioners is outlined appointed for a period starting from the date
in this Annual Report on page 827. determined by the GMS that appointed them and
5. Members of the Board of Commissioners are ending at the close of the 5th (fifth) Annual GMS
appointed and dismissed by a GMS, which must after the date of appointment, provided that the
be attended by Series A Dwiwarna Shareholders, period cannot exceed 5 (five) years, taking into
and the resolutions of the GMS must be account the regulations and legislation in the
approved by Series A Dwiwarna Shareholders, fields of Capital Markets and Banking, but without
taking into account the provisions in the Articles prejudice to the rights of the GMS to dismiss
of Association. members of the Board of Commissioners at any
6. Procedures for appointing members of the Board time before their term of office ends. After their
of Commissioners refer to OJK regulations term of office ends, members of the Board of
concerning the Board of Directors and Board of Commissioners can be reappointed by the GMS
Commissioners of Issuers or Public Companies for one term of office.
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15. A member of the Board of Commissioners has Criteria for Members of the Board of
the right to resign from his position by notifying Directors
the Company in writing of his intention. A candidate may be selected and appointed as
16. The Company is obliged to hold a GMS to decide a member of the BNI Board of Directors if they
on requests for resignation of members of the meet the established criteria for Board of Directors
Board of Commissioners within a period of no membership, which are as follows:
later than 90 (ninety) days after receipt of the 1. Have character, morals, expertise, integrity,
letter of resignation. leadership, experience, honesty, and good
17. The Company is obliged to disclose information behavior and are capable of carrying out legal
to the public and submit it to the OJK no later actions;
than 2 (two) working days after receiving the 2. Domiciled in Indonesia.
request for resignation of a member of the Board 3. Within the last 5 (five) years before appointment
of Commissioners. and during his/her tenure:
18. Before the resignation becomes effective, the a. Never declared bankruptcy;
relevant member of the Board of Commissioners b. Never been a member of the Board of
is still obliged to complete his duties and Directors and/or a member of the Board of
responsibilities in accordance with the articles of Commissioners who was found guilty of
association and applicable laws and regulations. causing a company to be declared bankrupt;
19. The term of office of a member of the Board of c. Never been convicted of committing a
Commissioners ends if: criminal offense that is detrimental to state
a. His/her resignation is effective. finances and/or related to the financial sector;
b. Deceased. d. Never been a member of the Board of
c. His/her term of office ends. Directors and/or member of the Board of
d. Dismissed due to GMS resolution. Commissioners who during his/her tenure:
e. Declared bankrupt by the Commercial Court, 1) Never held an annual GMS;
which has permanent legal force, or placed 2) His/her accountability as a member of
under guardianship based on a court decision. the Board of Directors and/or Board of
f. No longer meets the requirements as a Commissioners has never been accepted
member of the Board of Commissioners based by the GMS or he/she has never provided
on the provisions of the Articles of Association his/her accountability as a member of the
and applicable laws and regulations. Board of Directors and/or member of the
g. Dismissed due to a GMS resolution at any time Board of Commissioners to the GMS; and
if a member of the Board of Commissioners: 3) Has caused a company that has obtained
1) Unable to carry out his/her duties properly. a permit, approval, or registration from
2) Violates the provisions of the articles of the OJK to fail to fulfill its obligation to
association and/or statutory regulations. submit an annual report and/or financial
3) Being involved in actions that are statement to the OJK.
detrimental to the Bank and/or the country. 4. Have a commitment to comply with statutory
4) Carrying out actions that violate the regulations.
ethics and/or propriety that should be 5. Have knowledge and/or expertise in the field
respected as a member of the Board of required by the Company.
Commissioners. 6. Not currently holding a position that has the
5) Declared guilty by a court decision that has potential to cause a conflict of interest;
permanent legal force. 7. Not serving as a member of the Board of Directors
6) Resign. of the relevant SOE or Subsidiary Company for 2
(two) periods;
PROCEDURE FOR NOMINATION OF 8. Not currently holding a position that is prohibited
MEMBERS OF THE BOARD OF DIRECTORS from holding a position as a member of the Board
of Directors according to statutory regulations;
Board of Directors' Member Nomination 9. Have dedication and devote full time to carrying
Policy out their duties, as stated in a statement letter
Policies related to the nomination of Board members from the person concerned;
are regulated in the Good Corporate Governance 10. Physically and spiritually healthy, that is, not
Policy and Company Guidelines No. IN/006/CMP/001 currently suffering from an illness that could
dated January 24, 2025. This policy serves as the hinder the performance of their duties as a
basis for a transparent, objective, and accountable Director, as proven by a health certificate from
nomination process to ensure the quality of the hospital; and
leadership at the Board level. 11. Have a Taxpayer Identification Number (NPWP)
and have carried out the obligation to pay taxes
for the last 2 (two) years.
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12. Appointment of members of the Board of into account the provisions in the Articles of
Directors who come from employees or officials Association. This provision also applies to GMS
at institutions that carry out regulatory and/ or held in order to revoke or confirm the decision
supervisory functions of Banks and/or other to temporarily dismiss a member of the Board of
financial service institutions is carried out after Directors.
the person concerned has effectively ceased to 6. Procedures for appointing members of the
be an employee or official and has undergone a Board of Directors refer to OJK regulations
cooling-off period of at least 6 (six) month. concerning the Board of Directors and Board of
Commissioners of Issuers or Public Companies
PROCEDURES FOR SELECTION, as well as regulations of the Minister of SOE
APPOINTMENT, REPLACEMENT, AND concerning SOE Organs and Human Resources.
DISMISSAL OF THE BOARD OF DIRECTORS 7. Sources of prospective members of the Board of
Directors come from:
The following is a description of the procedures a. Former SOE Board of Director;
for the selection, appointment, replacement, and b. Board of Commissioners/Supervisory Board
dismissal of members of the BNI Board of Directors: of SOE;
1. The selection of prospective members of c. Structural Officials and Functional
the Board of Directors is carried out using Government Officials; or
procedures and mechanisms in accordance with d. Other sources.
those regulated in the Regulation of the Minister 8. The GMS/Minister can appoint candidates
of SOE No. PER-3/MBU/03/2023 concerning proposed by the Nomination and Remuneration
Organs and Human Resources of State-Owned Committee at the Ministry of SOE to become
Enterprises, which, among other things, regulates members of the Board of Directors.
provisions for sources, selection and assessment 9. Determination of a person as a member of
of prospective candidates, as well as proposals the Board of Directors can be done after being
for appointment. declared to have passed the Fit and Proper Test
2. The bank may use the services of an independent (UKK) in accordance with sectoral provisions.
third party with a good reputation in the selection 10. In the event that the appointment of members of
process for Board of Directors candidates. In the Board of Directors is carried out before the
2025, BNI collaborated with a professional UKK is in accordance with sectoral provisions,
independent consultant, PT Daya Dimensi the actions, duties, and functions as a member
Indonesia, to carry out the process of identifying of the Board of Directors are calculated from the
and assessing the quality of Board of Directors time they are declared to have passed the UKK in
candidates. The fee for independent consultant accordance with sectoral provisions.
services is set at Rp20,165,000 per candidate, 11. Members of the Board of Directors, as referred to
as a form of implementing the principles of in point 8, have terms of office that are effective
transparency and good corporate governance. as of the date determined by the GMS/Minister.
3. Every proposal for replacement and/or 12. Curriculum vitae of prospective members of
appointment of members of the Board of Directors the Board of Directors who will be proposed for
to the GMS must consider the recommendations appointment at the GMS must be available and
of the committee that carries out the nomination announced at the time of the GMS before making
function. a decision regarding appointment as a member
4. Replacement and/or appointment of members of the Board of Directors.
of the Board of Directors prioritizes professional 13. The GMS resolution regarding the appointment and
composition, independence, and suitability of dismissal of members of the Board of Directors also
competency and pays attention to diversity determines when the appointment and dismissal
in terms of education (field of study), work will take effect. In the event that the GMS does not
experience, age, expertise, and representation of determine, then the appointment and dismissal of
women, without distinction of ethnicity, religion, members of the Board of Directors will take effect
and race, which are needed appropriately in from the closing of the GMS.
carrying out the duties and responsibilities of the 14. Members of the Board of Directors are appointed
Board of Directors. An explanation of the Board for a period starting from the closing of the GMS or
of Directors' Diversity Policy is outlined in this the date determined by the GMS appointing them
Annual Report on page 827. and ending at the close of the 5th (fifth) Annual
5. Members of the Board of Directors are appointed GMS after the date of appointment, provided that
and dismissed by the GMS, where the GMS is the period cannot exceed 5 (five) years, taking
attended by Series A Dwiwarna shareholders, into account the laws and regulations in the fields
and the GMS resolutions must be approved of Capital Markets and Banking, but without
by the Series A Dwiwarna shareholders, taking prejudice to the rights of the GMS to dismiss
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members of the Board of Directors at any time suitability of candidates for the Bank's strategic
before their term of office ends. needs. This process is designed as part of
15. Such termination takes effect from the closing of transparent and accountable governance to ensure
the GMS unless otherwise determined by the GMS. that all candidates for the Board of Directors meet
16. After their term of office ends, members of the the formal and material requirements in accordance
Board of Directors can be reappointed by the with laws and regulations and have passed the Fit
GMS for one term of office. and Proper Test based on banking regulations and
17. Members of the Board of Directors may resign State-owned Enterprise provisions. Subsequently,
from their positions before their term of office the official appointment of candidates for the Board
ends. In the event that a member of the Board of Directors is carried out through a GMS decision.
of Directors resigns, the relevant member of the [ACGS (B).D.2.2]
Board of Directors is obliged to submit a written
resignation request regarding his/her intentions Board of Directors' Succession Policy [ACGS D.5.3]
to the Company. To ensure leadership continuity in the future, BNI
18. The Company is obliged to hold a GMS to decide implements a succession policy for the Board of
on requests for resignation of members of the Directors and/or Senior Management that has
Board of Directors no later than 90 (ninety) days been aligned with the Regulation of the Minister
after receipt of the resignation letter. of State-Owned Enterprises (SOEs) No. PER-2/
19. Members of the Board of Directors who resign as MBU/03/2023 concerning Guidelines on Governance
mentioned above can still be held accountable as and Significant Corporate Activities of SOEs, as well
members of the Board of Directors from the time as Regulation of the Minister of SOEs No. PER-
of their appointment until the date of approval of 3/MBU/03/2023 concerning Organs and Human
their resignation at the GMS. Resources of SOEs.
20. The term of office of a member of the Board of
Directors ends if: This policy is designed to identify and develop high-
a. His/her resignation is effective. potential employees included in the Talent Pool to
b. Deceased; prepare them for future strategic positions. They are
c. His/her term of office ends; facilitated through various competency development
d. Declared bankrupt by the Commercial Court, programs covering management, business strategy,
which has permanent legal force, or placed strategic planning, analysis of business risks and
under guardianship based on a court decision; opportunities, as well as evaluations of operational
e. No longer meets the requirements as a and financial performance.
member of the Board of Directors based on
the provisions of the Articles of Association In the Board of Directors nomination process, the
and statutory regulations; Board of Commissioners reviews internal candidates
f. Dismissed by resolution of the GMS at any who are assessed to have outstanding talent based
time if a member of the Board of Directors: on the recommendations of the Nomination and
1) Unable to fulfill the obligations agreed Remuneration Committee, while ensuring that the
upon in the management contract; process is transparent, objective, and in accordance
2) Unable to carry out their duties properly; with regulations. In 2025, BNI collaborated with
3) Violates the provisions of the Articles of a professional independent consultant, PT Daya
Association and/or statutory regulations; Dimensi Indonesia, to carry out the process of
4) Being involved in actions that are identifying and assessing the quality of Board of
detrimental to the Company and/or the Directors candidates in line with the Company's
country; strategic direction. This collaboration aims to ensure
5) Carrying out actions that violate the ethics that assessments are conducted comprehensively,
and/or propriety that should be respected objectively, and based on competence. The fee
as the Board of Directors; for independent consultant services is set at IDR
6) Resign; 20,165,000 per candidate, as a form of implementing
7) Other reasons deemed appropriate by the the principles of transparency and good corporate
GMS for the interests and objectives of the governance. [ACGS (B).D.2.2]
Company.
PROCEDURES AND IMPLEMENTATION
The nomination of candidates for the Board of
Directors is carried out through a structured and Remuneration Policy
accountable mechanism, involving the Board In determining its remuneration policy, the Bank
of Commissioners and the Nomination and upholds the principle of prudence and ensures
Remuneration Committee as the parties responsible regulatory compliance in both the banking and
for assessing the competence, integrity, and state-owned enterprise (SOE) sectors. The primary
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regulatory references include OJK Regulation No. that is linked to performance and risk, including
45/POJK.03/2015 concerning the Implementation bonuses or other equivalent forms. Variable
of Governance in the Provision of Remuneration remuneration is carried out to encourage prudent
for Commercial Banks, OJK Circular Letter No. 40/ risk taking.
SEOJK.03/2016 as its implementation guideline,
Regulation of the Minister of SOEs No. PER-3/ Remuneration Policy Linked to Risk
MBU/03/2023 concerning Organs and Human The Remuneration Policy prepared in the context of
Resources of SOEs, as well as OJK Regulation creating effective risk management is reflected in:
No. 17 of 2023 concerning the Implementation of 1. Application of the prudent principle in providing
Governance for Commercial Banks. remuneration.
2. The role of the Board of Commissioners in
BNI’s Remuneration Policy is formulated in a supervising the implementation of remuneration
transparent and balanced manner and in accordance policies.
with the principles of good corporate governance to 3. The role of the Board of Commissioners in
support business sustainability and the interests of carrying out regular evaluations of remuneration
all stakeholders, as stipulated in the Good Corporate policies.
Governance Policy, Company Guideline No. IN/097/ 4. Risk-linked remuneration policy aims to:
CMP/001 dated 28 August 2024, which has been a. Prevent the emergence of moral hazard
updated and approved by the Board of Commissioners and prioritize prudential elements in bank
through BNI Board of Commissioners Letter No. management.
DK/237 dated December 31, 2024, which generally b. Maintaining the health of the Bank individually.
regulates matters relating to: c. Mitigating excessive risk taking by
1. The remuneration structure includes at least a decisionmakers.
remuneration scale based on level and position, 5. Determination of income in the form of salary
as well as remuneration components, and or honorarium, allowances, and permanent
2. Methods and mechanisms for determining facilities is carried out by considering risks,
remuneration for the Board of Directors, Board business scale factors, business complexity
of Commissioners, and Bank employees. factors, inflation rates, company financial
conditions and capabilities, and other relevant
Corporate facilities are provided in accordance with factors, and must not conflict with legislation.
the principles of good corporate governance and
are used solely for purposes related to the position 6. Variable remuneration in the form of tantiem/
held, and must not conflict with prevailing laws performance incentives/Long Term Incentives
and regulations. BNI consistently applies good (LTI), which consider, among other things,
corporate governance principles in the provision risk, performance factors, and the Company's
of remuneration by taking into account various financial capabilities, as well as other relevant
aspects, namely: factors.
1. Creating effective risk management; 7. Implementation of deferred variable
2. Bank financial stability; remuneration (Malus) or withdrawing variable
3. Adequacy and strengthening of Bank capital; remuneration that has been paid (Clawback) to
4. Short-term and long-term liquidity needs; and officials classified as Material RiskTakers (MRT),
5. Potential income in the future. in accordance with the provisions of Article
26 POJK No. 45/POJK.03/2015 concerning the
REMUNERATION POLICY SCOPE Implementation of Governance in Providing
Remuneration for Commercial Banks. Malus
The Bank provides remuneration to the Board and/ or Clawback against MRT is applied in the
of Directors, the Board of Commissioners, and case of: [ACGS D.3.13]
employees in the form of: a. It is legally proven that there was abuse of
1. Fixed remuneration, namely remuneration that position and/or authority and/or committing a
is not linked to performance and risk, including criminal act by the recipient of the suspended
basic salary, facilities, housing allowance, Tantiem, which resulted in losses for the
health allowance, education allowance, holiday Company.
allowance, and pension. Determination of b. Restatement of the Company's financial
remuneration must always consider business statement, which is the basis for determining
scale, business complexity, peer group, inflation the award of Tantiem.
rate, condition, and financial capacity and does c. The risk rating in the last quarter before the
not conflict with applicable laws and regulations. implementation of the suspended Tantiem
2. Variable remuneration, namely remuneration was 4 (Moderate to High) or worse.
d. The Annual GMS decided to reject the
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responsibility of the Board of Directors to performance and risks, including:
and/ or the Board of Commissioners for the 1. Suspension of variable remuneration with the
Company's performance for the financial year following conditions:
as decided at the Annual GMS. a. For parties designated as MRT, part of the
e. Other considerations deemed important by variable remuneration will be deferred.
the GMS. b. The amount of suspension for MRTs who are
members of the Board of Directors and Board
Determination of Material Risk Takers (MRT) of Commissioners is a minimum of 10%.
Determination of Material Risk Takers (MRT) is 2. The suspension (malus) or withdrawal (clawback)
categorized as follows: policy determination applies if the following
1. Material Risk Takers (MRT) can be determined conditions occur:
using qualitative methods according to the a. It is proven that there is Individual Fraud.
portion of responsibility that influences the b. Restatement of the company's financial
main risk profile, which will be determined statement, which is the basis for determining
in accordance with the risk profile evaluation variable remuneration.
determined by the Company every year. c. The risk rating in the last quarter before the
2. Determining the MRT category can also be payment of deferred variable remuneration
done quantitatively through a comparison is 4 (Moderate to High) or worse. [ACGS D.3.13,
of variable remuneration between MRT and (B).B.1.6]
nonMRT employees, taking into consideration
the performance and risk level of the position In addition to paying attention to risk, determining
concerned. remuneration also pays attention to performance,
the implementation of which is carried out through:
BNI appointed members of the Board of 1. Determination of increases in remuneration for
Commissioners, the Board of Directors, and Senior the Board of Directors, Board of Commissioners,
Executive Vice President (SEVP) as MRT. and employees considers the previous year's
performance evaluation.
Remuneration Linked to Risk and 2. Determination of variable remuneration
Performance [ACGS C.3.3 (B).B.1.5, (B).B.1.6] considering the achievement of Key Performance
BNI implements a remuneration policy that is fair, Indicators (KPI) of at least 80%.
competitive, and aligned with the achievement of
the Bank’s short-term and long-term performance Variable Remuneration for the Board of
targets. The determination of remuneration is Commissioners, the Board of Directors and
based on the results of Key Performance Indicators Employees
(KPIs), while also taking into account the risk profile, Variable remuneration is remuneration that is linked
compliance, and Good Corporate Governance to performance and risk, which is given in the form
(GCG) principles. Based on these achievements, of bonuses or other equivalent forms.
the Nomination and Remuneration Committee 1. Form and Reasons for Selecting Variable
submits recommendations to the Board of Remuneration
Commissioners, which are subsequently presented Variable compensation determined based on
to the shareholders through the General Meeting of performance achievements, namely as follows:
Shareholders (GMS) for approval. a. For the Board of Commissioners and the
Board of Directors
As part of the application of the prudential principle, Performance Bonuses for the Board of
BNI also implements a risk-based remuneration Commissioners and the Board of Directors
system through the designation of Material Risk constitute variable compensation that is
Takers (MRT) and the application of deferred committed by the Company at the beginning
remuneration schemes. The relevant key risks of the year. This compensation aims to
are reviewed annually in accordance with market motivate members of the Board of Directors
conditions, industry developments, and the and the Board of Commissioners, as well
Bank’s financial capacity, ensuring that variable as to provide direct rewards for achieving
remuneration policies remain aligned with business and exceeding individual targets, work unit
sustainability. All of these policies are periodically targets, and overall Company targets.
evaluated to ensure their continued relevance to b. For Employees
the Bank’s needs and the dynamics of the banking Bonuses are variable compensation that is
industry. not guaranteed by the Company. Bonuses
are granted to employees as a form of
The implementation of Bank remuneration is linked appreciation for the achievement of the
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Company’s performance.
2. Reasons for differences in variable remuneration Independent Monitoring of Remuneration
given to employees: Policy Implementation
a. BNI applies the Position Group concept, To ensure independence in the implementation of
which consists of Support, Business, and remuneration policies, BNI assigns the Internal
Marketer Advisor. The provision of variable Audit function as the main controller that conducts
remuneration will differ between job groups, comprehensive supervision of its implementation.
which is adjusted to a constant amount per In addition, the effectiveness and compliance
position group in question. of remuneration policies are also evaluated
b. The Company provides greater variable independently through audits by external auditors.
compensation for marketers due to the With this multi-layered control mechanism, BNI
following: ensures that remuneration policies are implemented
a) Marketers are profit makers. transparently, accountably, and in accordance with
b) Encourage marketers to exceed applicable regulations.
predetermined targets.
c) Appreciation for marketers. Remuneration Policy Review
Management periodically conducts reviews of the
The factors causing differences in variable employee remuneration and welfare system. The
compensation are based on considerations of assessment is carried out by considering business
performance and competency achievements, scale factors, business complexity factors, inflation
including work unit performance and company rates, company financial conditions and capabilities,
performance. and including generally accepted income levels in
similar industries.
Guaranteed Variable Remuneration without
Conditions for Candidates for Board of External Consulting Services and Consultant
Commissioners, Candidates for Board of Duties Related to Remuneration Policy [ACGS
Directors, and/or Candidates for Employees (B).D.3.1]
There is no variable remuneration that is BNI uses independent consultants in the field of
unconditionally guaranteed by BNI to prospective remuneration for the Board of Commissioners,
Board of Directors, prospective Board of Board of Directors, and Employees to determine
Commissioners, and/or prospective employees and adjust remuneration policies in line with market
during the first 1 (one) year of employment. conditions. In 2025, BNI collaborated with Willis
Towers Watson Indonesia to obtain objective input
Remuneration Policy Linked to Company and effective recommendations for improving its
Sustainability Performance remuneration policy.
Remuneration for the Board of Directors and
the Board of Commissioners is determined by Procedure for Determining Remuneration
considering Environmental, Social, and Governance for the Board of Commissioners and the
(LST) aspects. In 2025, the remuneration of the Board of Directors
Board of Directors and Board of Commissioners is The remuneration of the Board of Commissioners
linked to the achievement of the Board of Directors' and the Board of Directors is determined by the
KPIs for 2025, which include: GMS, first through the following procedures:
1. ESG Rating, which includes, among others: 1. An independent remuneration consultant
a. Financing environmental impact prepares a study of the structure and nominal
b. Consumer financial protection remuneration based on market data and
c. Human capital development considering the provisions of laws and
d. Access to finance regulations, then submits it to the Nomination
e. Privacy and data security and Remuneration Committee (KNR).
f. Corporate governance 2. The results of the independent consultant's study
g. Corporate behaviour are discussed at the KNR Meeting, and then
2. Social and Environmental Responsibility (TJSL). recommended to the Board of Commissioners.
3. Averaged diversity in nominated talent (women 3. KNR recommendations are discussed at the
and young). Board of Commissioners Meeting.
4. Realization of Distribution of People's Business 4. Remuneration proposals are submitted by the
Credit (KUR). Board of Commissioners to Series A Dwiwarna
5. Sustainability Credit (Green Financing). Shareholders to be proposed on the GMS
agenda.
5. The GMS gives approval to the proposed
Remuneration for the Board of Directors and
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Board of Commissioners and/or gives authority and power to Series A Dwiwarna Shareholders to
determine the remuneration of members of the Board of Commissioners, and approves the granting of
authority and power to the Board of Commissioners by first obtaining written approval from the Series
A Dwiwarna Shareholders to determine the Board of Directors' Remuneration. [ACGS D.3.12]
6. In the event that the GMS gives authority, the Series A Dwiwarna Shareholders determine the
Remuneration of the Board of Commissioners and the Board of Directors.
7. By taking into account the GMS resolution, the Board of Commissioners determines the Remuneration for
the Board of Directors based on the determination of Remuneration by Series A Dwiwarna Shareholders
Remuneration Policy for the Board of Commissioners and the Board of Director
1. The income of the Board of Directors and the Board of Commissioners is determined by the GMS.
2. Determination of income in the form of salary or honorarium, allowances, and permanent facilities is
carried out by considering business scale factors, business complexity factors, inflation rates, company
financial conditions and capabilities, and other relevant factors, and must not conflict with statutory
regulations.
3. The determination of income in the form of variable tantiem/performance incentives/Long Term
Incentives (LTI) (merit rating) is carried out by considering the Company's performance factors and
financial capabilities, as well as other relevant factors, including the generally accepted level of income
in the similar industry.
Indicators for Determining Remuneration for the Board of Commissioners and the Board of
Directors
Based on SOE Ministerial Regulation No. PER-3/MBU/03/2023 concerning Organs and Human Resources of
State-Owned Enterprises, determining the remuneration of the Board of Commissioners must consider the
following indicators:
1. Business scale factor.
2. Business complexity factor.
3. Inflation rate.
4. The Company's financial condition and capabilities; and
5. Other relevant factors, and must not conflict with statutory regulations.
Board of Commissioners Remuneration Structure [ACGS C.3.1, C.3.2]
The determination of remuneration components for members of the Bank's Board of Commissioners refers to
the provisions of Minister of State-Owned Enterprises Regulation No. PER-3/MBU/03/2023 concerning State-
Owned Enterprises' Organs and Human Resources and Circular Letter of PT Danantara Asset Management
(Persero) Number SE/002/DI-DAM/DO/2025 dated October 31, 2025 concerning Guidelines on the Conduct
and Professionalism of the Board of Directors and Board of Commissioners. The disclosure of the types of
remuneration and facilities to which the Bank's Board of Commissioners is entitled is explained as follows:
Remuneration Structure for the Board of Commissioners
Type of
Remuneration/ Description
Facility
Honorarium
Honorarium • President Commissioner is 45% of the President Director’s salary;
Composition • Vice President Commissioner at 42.5% of the President Director’s salary;
• Commissioners amounting to 90% of the President Commissioner’s honorarium.
Allowances
Religious The Board of Commissioners is given a holiday allowance of 1 (one) time the honorarium
Holiday
Post- • Given during office (from effective appointment until termination);
employment • The premium borne by the Company is 25% (twenty five percent) of salary in one year;
Insurance • Selection of programs for post-service insurance is determined by the Board of Directors and Board of
Commissioners, coordinated by the unit that manages facilities and benefits for members of the Board
of Directors and Board of Commissioners;
• Premiums, contributions or other relevant terms for post-service insurance include premiums for
accident and death insurance.
Transportation The Board of Commissioners is given a transportation allowance of 20% (twenty percent) of the
honorarium
Facilities
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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Performance Report Profile Analysis on Company Performance Functions
Type of
Remuneration/ Description
Facility
Health • Health facilities are provided in the form of health insurance or reimbursement for medical expenses
• Health facilities are provided in the form of:
i. Health insurance program administered by the Social Security Administering Agency;
ii. Outpatient care and medication;
iii. Hospitalization and medication;
iv. Medical check-up.
• Health facilities are provided to members of the Commissioners as well as husband/wife and a
maximum of 3 (three) children who have not reached the age of 25 (twenty five) years, provided that
the child who is not yet 25 (twenty five) years old has ever been married or If you have ever worked, the
person concerned is not entitled to health facilities.
• In the event that the treating doctor provides a referral for treatment abroad, health facilities can be
provided in full or in part by taking into account the company’s financial capabilities.
• Medical check-ups are provided with the following conditions:
i. medical check-up is given 1 (one) time every year; and
ii. medical check-ups are carried out within the country.
Legal Aid • Legal assistance facilities are provided to members of the Board of Commissioners in the event that
actions/deeds occur for and on behalf of the position of members of the Board of Commissioners which
are related to the aims and objectives and business activities of the Company.
• Legal assistance facilities are provided by taking into account the principles of fairness, transparency
and accountability in accordance with applicable regulations, as well as taking into account the
Company’s financial capabilities.
• Legal aid facilities are provided in the form of:
i. financing legal services which includes the process of providing information, examining witnesses,
suspects and defendants in judicial institutions until obtaining a decision that has permanent legal
force, and preparation of related documents relating to this process;
ii. financing legal services as a witness or defendant in legal disputes in judicial institutions until
obtaining a decision that has permanent legal force, and preparation of related documents relating
to this process; and
iii. transportation and accommodation costs in connection with the legal process.
• Legal aid facilities can be charged to the Company only for 1 (one) legal service provider for 1 (one)
specific case.
• The appointment of legal service providers is carried out by the Company in accordance with the
provisions for the procurement of goods and services that apply to the Company.
• In the event that a member of the Board of Commissioners uses a legal service provider of their own
choice or is involved in the process of appointing a legal service provider, whether at the level of inquiry/
investigation, court of first instance, appeal, cassation or judicial review, the costs of the attorney/legal
consultant are not borne/reimbursed by the Company.
• In the event that a member of the Board of Commissioners is acquitted/declared not guilty by a court
with a decision that has permanent legal force, then the legal aid facilities are at the expense of the
Company.
• As long as the legal matter does not yet have permanent legal force, the retirement insurance for the
Commissioner in question is not paid and is placed in a special account as collateral for the legal costs
incurred by the Company.
• The Company does not provide legal assistance facilities in the event that members of the Board of
Commissioners become witnesses, suspects or defendants due to criminal proceedings or defendants
due to proceedings other than criminal cases reported by:
i. Company;
ii. State, as a legal entity or state institution or government institution; or
iii. Certain parties determined by the GMS/Minister;
• Commissioners who use legal aid facilities must provide a duly stamped statement explaining the
following:
i. that the capacity of Commissioners in certain cases is not an individual;
ii. willing to use post-service insurance as collateral for legal costs incurred by the Company;
iii. willing to return the costs incurred for providing legal aid facilities to the Company if it is proven that
the capacity of the member of Commissioners concerned in the case is as an individual; and
iv. willing to replace/refund the costs incurred by the company if a member of the Commissioner is
found guilty by a court with a decision that has permanent legal force.
• The Company must provide legal assistance facilities to former members of the Commissioners in
the event of legal problems arising because the person concerned carries out actions/deeds for and
on behalf of their position relating to the aims and objectives and business activities of the Company,
which they carried out while the person concerned served as a member of the Board of Commissioners.
• Provisions regarding the provision of legal aid facilities, mutatis mutandis apply to the provision of legal
aid facilities for former Commissioners.
• Procedures for legal assistance for members of the Board of Commissioners are carried out in
accordance with applicable laws and regulations, in particular the Regulation of the Minister of State for
State-Owned Enterprises which regulates Guidelines for Determining the Income of Directors, Board of
Commissioners and Supervisory Boards of State-Owned Enterprises.
820 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Total Nominal and Components of Remuneration for the Board of Commissioners [ACGS C.3.1,
C.3.2]
Disclosure of remuneration components for the Board of Commissioners is guided by SE OJK No. 40/
SEOJK.03/2016 concerning the Implementation of Governance in Providing Remuneration for Commercial
Banks and the results of the 2025 Annual GMS resolution, which stipulates that members of the BNI Board
of Commissioners are entitled to a certain amount of remuneration consisting of honorarium, transportation
allowance, holiday allowance, and other facilities such as health facilities and post-service insurance as
detailed below:
Remuneration Other Facilities in the Form of Nature (in
million
Housing Transportation Health IDR)
No. Name Position Holiday Housing Transportation Post-Service
Honorarium Tantiem (cannot be (cannot be (cannot be [ACGS
Allowance Allowance Allowance Insurance D.3.2,
owned) owned) owned)
D.3.4]
January 1 to March 26, 2025 Period
1 Pradjoto President √ √ X √ X X X √ √ 1,083
Commissioner/
Independent
Commissioner
2 Pahala Deputy √ √ X √ X X X √ √ 1,286
Nugraha President
Mansury Commissioner
3 Sigit Independent √ √ X √ X X X √ √ 1,051
Widyawan Commissioner
4 Askolani Commissioner √ √ X √ X X X √ √ 918
5 Asmawi Independent √ √ X √ X X X √ √ 1,460
Syam Commissioner
6 Septian Independent √ √ X √ X X X √ √ 933
Hario Seto Commissioner
7 Iman Independent √ √ X √ X X X √ √ 918
Sugema Commissioner
8 Erwin Independent √ √ X √ X X X √ √ 1,684
Rijanto Commissioner
Slamet
9 Fadlansyah Commissioner √ √ X √ X X X √ √ 918
Lubis
10 Robertus Commissioner √ X X √ X X X √ √ 785
Billitea
11 Mohammad Commissioner √ √ X √ X X X √ √ 918
Yusuf
Permana
March 26, 2025 to October 8, 2025 Period
1 Suminto Commissioner √ X X √ X X X √ √ 1,666
March 26, 2025 to December 31, 2025 Period
1 Omar President √ X X √ X X X √ √ 2,695
Sjawwaldy Commissioner/
Anwar Independent
Commissioner
2 Tedi Bharata Deputy √ X X √ X X X √ √ 2,522
President
Commissioner
3 Vera Independent √ X X √ X X X √ √ 2,377
Febyanthy Commissioner
4 Didik Independent √ X X √ X X X √ √ 2,397
Junaedi Commissioner
Rachbini
5 Donny Commissioner √ √ X √ X X X √ √ 2,640
Hutabarat
December 15, 2025 to December 31, 2025 Period
1 Febrio Commissioner √ √ X √ X X X √ √ 309
Nathan
Kacaribu*)
Total (in millions of IDR) 16,045 2,266 - 3,209 - - - 2,950 2,090 26,560
*) In the OJK Fit and Proper Test process
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Variable Remuneration for the Board of In accordance with prevailing regulations, the
Commissioners [ACGS C.3.3] Bank may defer the payment of Deferred Variable
In 2025, the Bank has allocated Tantiem/Performance Remuneration (malus) or reclaim Variable
Incentives for Fiscal Year 2024 to the Board Remuneration that has already been paid (clawback)
of Commissioners. The Tantiem/Performance to parties designated as Material Risk Takers (MRT)
Incentives will be distributed to members of under certain conditions. [ACGS D.3.13]
the Board of Commissioners using a proportion
calculated based on the President Director’s bonus, Board of Directors' Remuneration Structure
in accordance with applicable regulations, namely: [ACGS C.3.1, C.3.2]
45% for the President Commissioner, 42.5% for the The determination of remuneration components
Vice President Commissioner, and 90% for other for members of the Bank's Board of Directors
Commissioners relative to the Performance Bonus refers to the provisions of Minister of State-Owned
of the President Commissioner. Enterprises Regulation No. PER-3/MBU/03/2023
concerning the Organization and Human Resources
In order to comply with Article 23 of OJK Regulation of State-Owned Enterprises and Circular Letter
No. 45/POJK.03/2015 on the Implementation of of PT Danantara Asset Management (Persero)
Governance in the Provision of Remuneration for Number SE/002/DI-DAM/DO/2025 dated October
Commercial Banks, the Bank will pay a portion of 31, 2025 concerning Guidelines on the Conduct and
the total allocated Tantiem/Performance Incentives Professionalism of the Board of Directors and Board
as Deferred Variable Remuneration. of Commissioners. The types of remuneration and
benefits that BNI directors are entitled to receive are
explained in the table below:
Remuneration Structure for Member of the Board of Directors
Type of
Remuneration/ Description
Facility
Salary
Salary • President Director is 100%;
Components • Vice President Director is 90% of the Salary of President Director;
• Other Directors is 85% of the salary of the President Director.
Allowances
Religious Members of the Board of Directors are given allowance for Religious Holiday for 1 (one) time salary each
Holidays year.
Post- • Post-employment Insurance, including the insurance program organized by the Employment Social
Employment Security Agency, is provided during his/her tenure.
Insurance • The premium borne by the Company is 25% (twenty-five percent) of salary in one year;
• The selection of the program for post-employment insurance is determined by the Board of Directors
and the Board of Commissioners coordinated by the unit that manages the facilities and benefits of
members of the Board of Directors and the Board of Commissioners;
• The provision of premiums, dues or other relevant terms for post-employment insurance includes
premiums for accident and life insurance.
Housing Members of the Board of Directors are entitled to a housing allowance including utility costs on a monthly
Allowance basis, the amount of which is determined by the Minister, amounting to IDR27,500,000 per month.
Facilities
Vehicles • Members of the Board of Directors are provided with 1 (one) official vehicle and 1 (one) driver which can
be used full time by members of the Board of Directors with overtime pay borne by the Company;
• Vehicle specifications and types are determined by the Company, with a maximum limit of 3,500 cc for
oilfueled vehicles or a maximum limit of 100 kWh for battery electric vehicles.
• Maintenance costs and vehicle operational costs as well as other costs arising in connection with official
vehicle facilities are borne by the Company at cost (at cost);
• Members of the Board of Directors who ceased serving are required to return their official vehicles to
the Company within a period of no later than 30 (thirty) days.
822 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Type of
Remuneration/ Description
Facility
Health • Health facilities are given in the forms of health insurance or reimbursement of medical expenses;
• Health facilities are provided in the forms of: i. Health insurance program administered by the Social
Security Administering Agency; ii. Outpatient and medicine; iii. Inpatient and medicine; iv. Medical
check-up, 1 (one) time every year and taken domestically.
• Health facilities are provided to members of the Board of Directors as well as husband/wife and a
maximum of 3 (three) children who have not yet reached the age of 25 (twenty five) years, provided
that the child who is not yet 25 (twenty five) years old has ever been married or have ever worked, the
person concerned is not entitled to health facilities.
• In the event that the treating doctor provides a referral for treatment abroad, The provision of health
facilities can be provided in full or in part by taking into account the company’s financial capabilities.
i. Medical check-ups are provided with the following conditions:
ii. Medical check-up is provided 1 (one) time every year; and
iii. Medical check-ups are carried out within the country.
Legal Aid • Legal assistance facilities are provided to members of the Board of Directors in the event of actions/
deeds for and on behalf of the position of members of the Board of Directors which are related to the
aims and objectives and business activities of the Company;
• Legal aid facilities are provided by taking into account the principles of fairness, transparency and
accountability in accordance with applicable regulations, as well as taking into account the Company’s
financial capabilities.
• Legal aid facilities are provided in the form of:
i. financing legal services which includes the process of providing information, examining witnesses,
suspects and defendants in judicial institutions until obtaining a decision that has permanent legal
force, and preparation of related documents relating to this process;
ii. financing legal services as a witness or defendant in legal disputes in judicial institutions until
obtaining a decision that has permanent legal force, and preparation of related documents relating
to this process; and
iii. transportation and accommodation costs in connection with the legal process.
• Legal aid facilities can be charged to the Company only for 1 (one) legal service provider for 1 (one)
specific case.
• The appointment of legal service providers is carried out by the Company in accordance with the
provisions for the procurement of goods and services that apply to the Company.
• In the event that a member of the Board of Directors uses a legal service provider of their own choice
or is involved in the process of appointing a legal service provider, whether at the level of inquiry/
investigation, court of first instance, appeal, cassation or judicial review, the costs of the attorney/legal
consultant are not borne/reimbursed by the Company.
• In the event that a member of the Board of Directors is acquitted/declared not guilty by a court with a
decision that has permanent legal force, then the legal aid facility is at the expense of the Company.
• As long as the legal matter does not yet have permanent legal force, post-service insurance for
members of the Board of Directors is not paid and is placed in a special account as collateral for legal
costs incurred by the Company.
• The Company does not provide legal assistance facilities in the event that members of the Board of
Directors become witnesses, suspects or defendants due to criminal proceedings or defendants due to
proceedings other than criminal cases reported by:
i. Company;
ii. The State, as a legal entity or State institution or government institution; or
iii. Certain parties determined by the GMS/Minister;
• Members of the Board of Directors who use legal aid facilities must provide a stamped statement
stating the following: that the capacity of members of the Board of Directors in certain cases is not
individual;
i. willing to use post-service insurance as collateral for legal costs incurred by the Company;
ii. willing to return the costs incurred for providing legal assistance facilities to the Company if it
is proven that the capacity of the member of the Board of Directors concerned in the case is an
individual; and
iii. willing to replace/refund the costs incurred by the company if a member of the Board of Directors is
found guilty by a court with a decision that has permanent legal force.
• The company must provide legal assistance facilities to former members of the Board of Directors in
the event of legal problems arising because the person concerned carries out actions/deeds for and
on behalf of their position relating to the aims and objectives and business activities of the Company,
which they carried out while the person concerned served as a member of the Board of Directors.
• Provisions regarding the provision of legal aid facilities, mutatis mutandis apply to the provision of legal
aid facilities for former members of the Board of Directors.
• The legal assistance procedures for Directors are carried out in accordance with applicable laws and
regulations, in particular the Regulation of the Minister of State for State-Owned Enterprises which
regulates Guidelines for Determining the Income of Directors, Board of Commissioners and Supervisory
Board of State-Owned Enterprises.
2025 Annual Report
823
PT Bank Negara Indonesia (Persero) Tbk
Page 177
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Total Nominal and Remuneration Components of the Board of Directors [ACGS C.3.4]
Disclosure of the remuneration components of the Board of Directors refers to SEOJK No. 40/SEOJK.03/2016
concerning the Implementation of Governance in the Provision of Remuneration for Commercial Banks and
is based on the results of the 2025 AGM for the 2024 Financial Year, which stipulates that members of the
BNI Board of Directors are entitled to remuneration consisting of a basic salary, transportation allowance,
housing allowance, holiday allowance, and other facilities such as health facilities and post-employment
insurance. Detailed information regarding the remuneration structure and other facilities received by BNI
Board of Directors members in 2025 is as follows:
Remuneration Other Facilities in the Form of Nature (in
million
Housing Transportation Health IDR)
No. Name Position Holiday Housing Transportation Post-Service
Honorarium Tantiem (cannot be (cannot be (cannot be [ACGS
Allowance Allowance Allowance Insurance D.3.2,
owned) owned) owned)
D.3.4]
January 1 to March 26, 2025 Period
1 Royke President √ X √ X X X √ √ √ 2,114
Tumilaar Director
2 Putrama Deputy √ √ √ X X X √ √ √ 2,184
Wahju Presidentr
Setyawan Director
3 Novita Widya Director √ √ √ X X X √ √ √ 2,023
Anggraini
4 Mucharom Director √ √ √ X X X √ √ √ 2,066
5 I Made Director √ √ √ X X X √ √ √ 2,416
SUkajaya
Periode 26 Maret sd 31 Desember 2025
1 Putrama President √ X √ X X X √ √ √ 6,084
Wahju Director
Setyawan
2 Alexandra Deputy √ X √ X X X √ √ √ 6,420
Askandar Presidentr
Director
3 Hussein Paolo Finance & √ √ √ X X X √ √ √ 7,246
Katadjoemena Strategy
Director
4 Corina Leyla Consumer √ √ √ X X X √ √ √ 7,341
Karnalies Banking
Director
5 David Pirzada Risk √ √ √ X X X √ √ √ 7,511
Management
Director
6 Ronny Venir Operations √ √ √ X X X √ √ √ 7,239
Director
7 Toto Prasetio Information √ √ √ X X X √ √ √ 7,415
Technology
Director
8 Agung Corporate √ √ √ X X X √ √ √ 7,275
Prabowo Banking
Director
9 Muhammad Commercial √ √ √ X X X √ √ √ 5,345
Iqbal Banking
Director
10 Rian Eriana Network √ √ √ X X X √ √ √
Kaslan & Retail 5,221
Funding
Director
11 Abu Santosa Treasury & √ √ √ X X X √ √ √ 5,194
Sudradjat International
Banking
Director
12 Eko Setyo Institutional √ √ √ X X X √ √ √ 5,299
Nugroho Director
13 Munadi Human √ √ √ X X X √ √ √ 7,623
Herlambang Capital &
Compliance
Director
Total (in IDR million) 61,054 4,324 4,214 - - - 12,495 11,396 2,535 96,018
824 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Variable Remuneration for the Board of Directors
In 2025, the Bank has allocated Tantiem/Performance Incentives for Fiscal Year 2024 to the Board of Directors.
The Tantiem/Performance Incentives will be distributed to members of the Board of Directors using a
proportion calculated based on the President Director’s bonus, in accordance with applicable regulations,
namely: 90% for the Vice President Director and 85% for other members of the Board of Directors.
In order to comply with Article 23 of OJK Regulation No. 45/POJK.03/2015 on the Implementation of
Governance in the Provision of Remuneration for Commercial Banks, the Bank will pay a portion of the total
allocated Tantiem/Performance Incentives as Deferred Variable Remuneration.
In accordance with prevailing regulations, the Bank may defer the payment of Deferred Variable Remuneration
(malus) or reclaim Variable Remuneration that has already been paid (clawback) from parties designated as
Material Risk Takers (MRT) under certain conditions. [ACGS D.3.13]
Stock Options Owned by the Board of Commissioners, the Board of Directors, and Executive Officers
Throughout 2025, no BNI stock options were held by members of the Board of Commissioners, Board of
Directors, and Executive Officers.
Total Remuneration of the Board of Commissioners and Board of Directors for 2025
The total remuneration paid to the Board of Commissioners and the Board of Directors for the year ending
December 31, 2025, amounted to IDR117,952 million.
Fixed Remuneration 117,952 million
Variable Remuneration -
Total 117,952 million
Allocation of Variable Remuneration for MRT for 1 (One) Year (2025)
Variable remuneration for MRT (Board of Commissioners, Board of Directors, & SEVP) for performance in
2024, to be paid in 2025, is still being formulated by Danantara.
Quantitative Information for Parties in the Material Risk Takers (MRT) Category
BNI designated members of the Board of Commissioners, the Board of Directors, and Senior Executive
Vice President (SEVP) as Material Risk Takers (MRT). Quantitative information regarding the total remaining
deferred remuneration that is exposed to both implicit and explicit adjustments, the total reduction in
remuneration due to explicit adjustments during the reporting period, and the total reduction in remuneration
due to implicit adjustments during the reporting period is as follows:
TahYear 2025 Year 2024 Year 2023
(Performance in 2024)* (Performance in 2023) (Performance in 2022)
Total Deduction During Reporting Total Deduction During Reporting Total Deduction During Reporting
Types of Variable Period Period Period
Remuneration Deferred Deferred Deferred
Due to Due to Due to Due to Due to Due to Due to
Remaining Explicit Implicit Explicit Remaining Explicit Implicit Total Remaining Explicit Implicit Total
Adjustment Adjustment Adjustment Adjustment Adjustment (A)+(B) Adjustment Adjustment (A)+(B)
(A) (B) (A) (A) (B) (A) (B)
Board of Commissioners and Board of Directors
Cash (IDR million) - - - - Rp9,527 - - - Rp1,393 - - -
2025 Annual Report
825
PT Bank Negara Indonesia (Persero) Tbk
Page 179
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
TahYear 2025 Year 2024 Year 2023
(Performance in 2024)* (Performance in 2023) (Performance in 2022)
Total Deduction During Reporting Total Deduction During Reporting Total Deduction During Reporting
Types of Variable Period Period Period
Remuneration Deferred Deferred Deferred
Due to Due to Due to Due to Due to Due to Due to
Remaining Explicit Implicit Explicit Remaining Explicit Implicit Total Remaining Explicit Implicit Total
Adjustment Adjustment Adjustment Adjustment Adjustment (A)+(B) Adjustment Adjustment (A)+(B)
(A) (B) (A) (A) (B) (A) (B)
Shares/Share- - shares - - - 8,519,298 - - 8,519,298 1,210,738 - - -
based instruments shares shares shares
issued by the
Bank (in number
of shares and
nominal amount
of million Rupiah
representing the
conversion of such
shares)
SEVP
Cash (IDR million) - - - - - - - - - - - -
Shares/Share- - - - - 1.854.537 - - - 192.660 - - -
based instruments shares shares
issued by the
Bank (in number
of shares and
nominal amount
of million Rupiah
representing the
conversion of such
shares)
* Variable remuneration for MRTs in 2025 (Fiscal Year 2024) is still being formulated by Danantara BNI applies a Malus and Clawback policy on variable remuneration
given to parties categorized as Material Risk Takers (MRTs). This policy is part of efforts to strengthen risk management by providing the Bank with the opportunity
to review and, if necessary, withdraw or defer remuneration payments in the event of violations or certain conditions that trigger the application of Clawback.
Throughout the 2024 and 2025 reporting periods, there were no reductions in remuneration as there were no events that met the criteria for applying Clawback to
MRT.
Highest and Lowest Salary Ratio
BNI upholds the principle of fairness in its remuneration policy by ensuring competitive and proportional
compensation to attract the best talent, as well as maintaining employee loyalty and motivation in the long
term. All remuneration policies implemented are in line with applicable laws and regulations, ensuring
that their implementation remains within the corridor of good governance. The following is a comparison
between the highest and lowest salaries within the Bank:
Subject 2025 2024
Highest and lowest Board of Commissioners salary ratio 1.11:1 1.11:1
Highest and lowest Board of Directors salary ratio 1.18:1 1.18:1
Highest Board of Directors salary ratio and highest employee salary ratio 1.97:1 2.53:1
Highest and lowest employee salary ratio 44.55:1 38.29:1
Total Severance Pay Given and Total Employees Receiving Severance Pay
In 2025, a number of employees were terminated because they have reached retirement age or applied for
early retirement at their own request. In this regard, the Bank has paid nominal severance pay in accordance
with the applicable statutory provisions with the following description:
No. Nominal Amount of Severance Pay Total Employee
1. > Rp1 billion 162
2. > Rp500 million - Rp1 billion 288
3. < Rp500 million 359
826 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Diversity of the Board of Commissioners
and the Board of Directors [ACGS (B)E.1.2]
BOARD OF COMMISSIONERS AND BOARD This composition reflects balance across age, gender,
OF DIRECTORS DIVERSITY POLICY educational background, and relevant professional
experience.The application of these diversity principles
The determination of the composition of the Board is intended to enrich strategic perspectives, strengthen
of Commissioners and the Board of Directors the effectiveness of decision making, and ensure
is a strategic aspect in establishing strong and the consistent implementation of good corporate
balanced leadership, while also ensuring a diversity governance across all levels of the organization.
of perspectives in strategic decision making. In
this regard, BNI, through the Nomination and Diversity in The Composition of Members of
Remuneration Committee, carefully reviews and the Board of Commissioners
proposes the slate of candidates for members of the The diversity aspects of the composition of BNI’s
Board of Commissioners and the Board of Directors to Board of Commissioners refer to the diversity
the GMS. The nomination process takes into account requirements as stipulated in OJK Circular Letter
diversity in educational background, experience, No. 32/SEOJK.04/2015 on Corporate Governance
expertise, gender, and age range, with the objective Guidelines for Issuers or Public Companies and
of forming a management body that is professional, OJK Circular Letter No. 13/SEOJK.03/2017 on the
inclusive, and aligned with the Bank’s needs and Implementation of Corporate Governance for
strategic direction. The formal appointment of Commercial Banks, which have been incorporated
members of the Board of Directors and the Board of into the Company’s Articles of Association as well
Commissioners is subsequently carried out by the as the Good Corporate Governance Policy and
GMS, while continuing to uphold the principles of Corporate Guidelines No. IN/005/CMP/001 dated
diversity and balanced competencies. [ACGS D.4.6] January 24, 2025. Based on these provisions, the
diversity aspects of BNI’s Board of Commissioners
All mechanisms for proposing candidates and are determined as follows:
implementing diversity principles within BNI’s 1. Education/skills/work experience, must have at
governing bodies are regulated under the Diversity least:
Policy for the Board of Commissioners and the Board a. 1 (one) member who has an educational
of Directors, which is formulated in accordance background/expertise/work experience in the
with capital market and banking regulations as well field of economics/business/finance;
as international best practices. This policy is set b. 1 (one) member who has educational
out in the Good Corporate Governance Policy and background/skills/work experience in the
Corporate Guidelines IN 001 CMP 001 and IN 005/ banking industry;
CMP/005 dated January 24, 2025. The policy affirms c. 1 (one) member who has an educational
that every appointment and or replacement process background/expertise/work experience in the
for members of the Board of Commissioners and field of risk management.
the Board of Directors prioritizes professionalism, 2. Gender
independence, and suitability of competencies, Considering the gender diversity of members of
while also considering diversity principles covering the Board of Commissioners, with at least 1 (one)
educational background, work experience, age, member of the Board of Commissioners being
expertise, and female representation, without female.
distinction based on ethnicity, religion, or race. In 3. Age
addition, this diversity policy serves as the foundation a. The majority of members of the Board
for the implementation of the succession policy, of Commissioners are over 50 years old
ensuring the availability of a talent pool aligned with (experienced and mature).
the targeted composition and strategic direction of b. There are members of the Board of
BNI’s governing bodies. Commissioners aged less than 50 years old
(young leader).
As of December 31, 2025, the composition of BNI’s 4. Independence
Board of Directors and Board of Commissioners a. At least 50% (fifty percent) of the members of
had been structured in accordance with the diversity the Board of Commissioners are Independent
principles set out in the Company’s internal policies. Commissioners.
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b. Former members of the Board of Directors 2. Gender
or Executive Officers or parties who have a Considering the gender diversity of members
relationship with the Bank who may influence of the Board of Directors, with at least 1 (one)
the person’s ability to act independently must member of the Board of Directors being female.
undergo a cooling-off period of at least 1 3. Age
(one) year prior to becoming an Independent a. The majority of members of the Board of
Commissioner. Directors are over 50 years old (experienced
and mature).
Diversity in The Composition of Board of b. There are members of the Board of Directors
Directors Members aged less than 50 years (young leaders).
In line with the Board of Commissioners Diversity 4. Independence
Policy, the diversity of the composition of the The majority of members of the Board of
Board of Directors has been regulated under the Directors are parties who are independent of the
Good Corporate Governance Policy and Corporate Bank’s controlling shareholders.
Guidelines No. IN/001/CMP/001 dated January 24,
2025, with the diversity aspects of the Board of ACHIEVEMENTS OF THE BOARD OF
Directors determined as follow: COMMISSIONERS AND BOARD OF
1. Education/skills/work experience, having at least: DIRECTORS’ COMPOSITION DIVERSITY
a. 1 (one) member who has an educational POLICY [ACGS (B).D.1.2]
background/expertise/work experience in the The composition of BNI’s Board of Commissioners
field of economics/business/finance; and Board of Directors in 2025 has reflected the
b. 1 (one) member who has educational implementation of diversity principles in accordance
background/skills/work experience in the with applicable laws and regulations as well as the
banking industry; Board of Commissioners and Board of Directors
c. 1 (one) member who has an educational Diversity Policy. The implementation of this policy
background/expertise/work experience in the ensures balance across various aspects, including
field of risk management. age, gender, educational background, experience,
and expertise:
Achievements of Diversity in the Composition of Members of the Board of Commissioners
Objectives Achievement
Work Experience Diverse work experience, including:
[ACGS D.4.6] 1. Experience in economics/business:
Experience as a Member of Commission XI of the House of Representatives of
the Republic of Indonesia, University Rector and Professor of Economics, Head
of Department at Bank Indonesia, member of the Board of Directors or Board of
Commissioners, or Executive Officer in financial services and banking institutions.
2. Experience in the banking sector:
Experience as a member of the Board of Directors or Board of Commissioners,
Executive Officer, or senior management position holder in banks or other financial
√
services institutions.
3. Experience in Government:
Experience as Deputy Head of the State Owned Enterprises Regulatory Body and
Director General at the Ministry of Finance.
4. Experience in the field of Risk Management:
All members of the Board of Commissioners hold Banking Risk Management
Competency Certification Qualification Level 6. There is a member of the Board of
Commissioners with experience serving on the Code of Ethics Board of the Risk
Management Certification Body.
Independence There are 3 (three) Independent Commissioners out of a total of 6 (six) members of
√
the Board of Commissioners.
Age The majority of members of the Board of Commissioners are over 50 years of age, with
√
2 (two) members aged under 50 years.
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Practices Governance Responsibility Commitment Statements
Objectives Achievement
Gender There is 1 (one) female member of the Board of Commissioners out of a total of 6 (six)
members.
In performing its oversight function, the Board of Commissioners is also supported by
Independent Members of the Board Committees consisting of both men and women.
Overall, there is 1 (one) woman out of a total of 3 (three) Independent Members of the
Board Committees, reflecting BNI’s commitment to the implementation of diversity and
√
gender equality principles within the corporate governance structure.
Each proposal for the replacement and or appointment of members of the Board of
Commissioners takes into account the recommendations of the Nomination and
Remuneration Committee, which consistently consider diversity aspects, including
gender.
Achievements of Diversity in the Composition of the Board of Directors
Objectives Achievement
Education The educational levels of members of the Board of Directors are varied, including
Bachelor and Master levels, with various educational fields such as economics
and development studies, financial management, business, accounting, risk √
management, forestry, agriculture, physics, engineering, animal husbandry, and
agribusiness.
Work Experience Members of the Board of Directors have a variety of work experiences, namely
as members of the Board of Directors and Board of Commissioners of banks, √
non-bank financial services institutions, and non-financial services companies.
Independence All members of the Board of Directors are independent parties from the
controlling shareholders of the Bank and have no affiliation with fellow members √
of the Board of Directors and Board of Commissioners.
Age The majority of members of the Board of Directors are over 50 years old, and
there are 3 (three) members of the Board of Directors who are less than 50 years √
old.
Gender There are 3 (three) female members of the Board of Directors out of a total of
√
13 (thirteen) members.
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Disclosure of Affiliation Relationships
Among the Board of Commissioners,
Board of Directors, and Controlling
Shareholders
BNI consistently upholds the principle of trans- In this annual report, the Bank transparently dis-
parency as one of the main pillars in the imple- closes information regarding the affiliation rela-
mentation of Good Corporate Governance (GCG), tionships of the Board of Commissioners and Board
in line with the provisions of POJK No. 17 of 2023 of Directors, including:
concerning the Implementation of Governance 1. Affiliation relationships among members of the
for Commercial Banks. To ensure information dis- Board of Directors;
closure, BNI always discloses all material infor- 2. Affiliation relationships between members of the
mation, including management and ownership Board of Directors and members of the Board of
relationships among members of the Board of Commissioners;
Commissioners, Board of Directors, and Control- 3. Affiliation relationships between members of
ling Shareholders, in a comprehensive, accurate, the Board of Directors and the Major and/or
timely, and easily accessible manner to the public Controlling Shareholders;
and regulators. By identifying and openly disclos- 4. Affiliation relationships among members of the
ing any potential affiliated relationships, the Bank Board of Commissioners; and
proactively manages potential conflicts of inter-est, 5. Affiliation relationships between members of the
ensures independent and objective decision-making Board of Commissioners and the Major and/or
processes, and strengthens trust and cred-ibility Controlling Shareholders.
among all stakeholders.
The Bank ensures that all members of the Board
To safeguard the principles of independence and of Directors and Board of Commissioners do not
objectivity in the execution of supervisory func- have any financial relationships, management
tions and strategic decision-making, BNI stipu- relationships, share ownership, and/or familial
lates that each member of the Board of Commis- relationships with other members of the Board of
sioners and Board of Directors must be free from Directors, the Board of Commissioners, and/or
familial relationships up to the second degree, Controlling Shareholders, or any relationships with
whether through direct lineage or collateral line- the Bank, thereby enabling them to carry out their
age, including relationships arising from mar-riage. duties and responsibilities independent-ly.
This provision is applied from the nomina-tion
and selection process of prospective mem-bers of Board of Commissioners
management and is reviewed periodically to ensure The transparency of the BNI Board of Commissioners'
compliance with prevailing regulations and to affiliate relationships can be seen in the table below:
maintain high GCG standards throughout all levels
of the organization.
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Practices Governance Responsibility Commitment Statements
Affiliated Relationships with Other Members of the Board of Commissioners, Members of
the Board of Directors, and Controlling Shareholders
Family Relationship up to the Second
Financial Relationship With Management
Degree with
Relations
Major and Major and with Other
Name Position Board of Board of Board of Board of
Controlling Controlling Companies
Commissioners Directors Commissioners Directors
Shareholders*) Shareholders*)
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Omar President √ √ √ √ √ √ √
Sjawaldy Commissioner/
Anwar Independent
Commissioner
Tedi Vice President √ √ √ √ √ √ √
Bharata Commissioner
Vera Independent √ √ √ √ √ √ √
Febyanthy Commissioner
Didik Independent √ √ √ √ √ √ √
Junaedi Commissioner
Rachbini
Donny Independent √ √ √ √ √ √ √
Hutabarat Commissioner
Febrio Commissioner √ √ √ √ √ √ √
Nathan
Kacaribu**)
*)
Directly or indirectly
**)
Can carry out actions, duties, and functions after obtaining approval from the OJK’s Fit & Proper Test.
Board of Directors
Disclosure of independence and affiliation of members of the Board of Directors can be seen in the table
below:
Affiliated Relationships with Other Members of the Board of Directors, Members of the
Board of Commissioners, and Controlling Shareholders
Family Relationship up to the Second
Financial Relationship With Management
Degree with
Relations
Major and Major and with Other
Name Position Board of Board of Board of Board of
Controlling Controlling Companies
Commissioners Directors Commissioners Directors
Shareholders*) Shareholders*)
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Putrama President √ √ √ √ √ √ √
Wahju Director
Setyawan
Alexandra Deputy √ √ √ √ √ √ √
Askandar President
Director
Hussein Finance & √ √ √ √ √ √ √
Paolo Strategy
Kartadjoemena Director
Corina Leyla Consumer √ √ √ √ √ √ √
Karnalies Banking
Director
David Pirzada Risk √ √ √ √ √ √ √
Management
Director
Ronny Venir Operations √ √ √ √ √ √ √
Director
Toto Prasetio Information √ √ √ √ √ √ √
& Technology
Director
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Family Relationship up to the Second
Financial Relationship With Management
Degree with
Relations
Major and Major and with Other
Name Position Board of Board of Board of Board of
Controlling Controlling Companies
Commissioners Directors Commissioners Directors
Shareholders*) Shareholders*)
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Agung Corporate √ √ √ √ √ √ √
Prabowo Banking
Director
Muhammad Commercial √ √ √ √ √ √ √
Iqbal Banking
Director
Rian Eriana Network & √ √ √ √ √ √ √
Kaslan Retail Funding
Director
Abu Santosa Treasury & √ √ √ √ √ √ √
Sudradjat International
Banking
Director
Eko Setyo Institutional √ √ √ √ √ √ √
Nugroho Director
Munadi Human √ √ √ √ √ √ √
Herlambang Capital and
Compliance
Director
*)
Directly or indirectly
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Practices Governance Responsibility Commitment Statements
Committees under the Board of
Commissioners
To enhance the effectiveness of its supervisory and Public Accounting Firms in Financial Services
and advisory functions for the Board of Directors, Activities;
the Board of Commissioners is authorized to 4. Financial Services Authority (OJK) Regulation
establish several committees under its oversight, No. 17 of 202 concerning the Implementation of
namely the Audit Committee, the Remuneration Governance for Commercial Banks;
and Nomination Committee, the Risk Monitoring 5. Financial Services Authority (OJK) Regulation No.
Committee, and the Integrated Governance 15 of 2024 concerning the Integrity of Financial
Committee. The establishment of these committees Reporting;
has been carried out in compliance with applicable 6. Regulation of the Minister of State-Owned
laws and regulations governing publicly listed Enterprises of the Republic of Indonesia No.
companies, the banking sector, and State-Owned PER-2/MBU/03/2023 concerning Governance
Enterprises (BUMN). Through these committees, Guidelines and Significant Corporate Activities for
the Board of Commissioners can perform its role State-Owned Enterprises;
more optimally, purposefully, and independently in 7. Regulation of the Minister of State-Owned
ensuring transparent, prudent, and highly ethical Enterprises of the Republic of Indonesia No. PER3/
governance. MBU/03/2023 concerning Organs and Human
Resources of State-Owned Enterprises; and
8. Board of Commissioners’ Decree No. KEP/05/
DK/2000 dated July 28, 2000, concerning the
AUDIT COMMITTEE [ACGS D.2.18] Establishment of the Audit Committee.
The Audit Committee is a supporting committee AUDIT COMMITTEE CHARTER [ACGS D.2.21]
under the Board of Commissioners that plays a
strategic role in supporting the effectiveness of The functions and responsibilities of the BNI Audit
oversight functions and the implementation of GCG Committee are comprehensively outlined in the
principles. Through the performance of its duties, Audit Committee Charter, which was ratified through
the Audit Committee provides independent views Board of Commissioners Decree No. KEP/025/
to the Board of Commissioners on the integrity DK/2025 dated September 19, 2025, concerning the
of financial reports, the effectiveness of internal Audit Committee Charter and Code of Ethics of PT
controls, compliance with regulations, and the Bank Negara Indonesia (Persero) Tbk. This charter
results of internal and external audits.Thus, the Audit serves as the main reference in the implementation
Committee plays an important role in ensuring that of the Audit Committee's duties, while also
the oversight process is transparent, accountable, reinforcing BNI's commitment to the principles
and in accordance with applicable governance of accountability and transparency. Through this
standards. document, the Audit Committee has clear guidelines
in carrying out its supervisory functions so that it
LEGAL BASIS FOR THE ESTABLISHMENT OF can assist the Board of Commissioners in ensuring
THE AUDIT COMMITTEE the Bank's compliance with applicable regulations,
as well as maintaining the integrity of the financial
The legal basis for the establishment of BNI’s Audit reporting process and the effectiveness of the Bank's
Committee refers to the following regulations: internal control system.
1. Financial Services Authority (OJK) Regulation No.
55/POJK.04/2015 concerning the Establishment The BNI Audit Committee Charter regulates several
and Implementation Guidelines for the Audit matters, including:
Committee; 1. Legal basis;
2. Financial Services Authority (OJK) Regulation No. 2. Organizational structure and membership of the
1/POJK.03/2019 concerning the Implementation of Audit Committee;
the Internal Audit Function in Commercial Banks; 3. Membership requirements of the Audit
3. Financial Services Authority (OJK) Regulation No. Committee;
9 of 2023 concerning the Use of Public Accountants
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4. Duties and responsibilities of the Audit days after such appointment, is accompanied
Committee; by the Audit Committee’s recommendation
5. Term of office of the Audit Committee; and the considerations used in issuing the
6. Authority of the Audit Committee; recommendation;
7. Audit Committee meetings; and 7. Providing recommendations to the Board of
8. Reporting. Commissioners based on evaluation results
regarding the appointment, reappointment,
Taking into account business developments, the dismissal, or replacement of the Public
complexity of business activities, and changes in Accountant and/or Public Accounting Firm that
applicable regulations, the BNI Audit Committee will audit the financial statements, based on
Charter is evaluated and updated periodically to independence, scope of assignment, and audit
ensure that it remains relevant and in line with fees. [ACGS D.2.24]
current governance requirements. The latest update 8. Evaluating the implementation of audit services
was implemented on September 19, 2025, and has on annual historical financial information by
been published on BNI's official website (https:// the Public Accountant and/or Public Accounting
www.bni.co.id/Portals/1/BNI/Perusahaan/Docs/KA- Firm, at a minimum through:
Piagam-Komite-Audit-Tahun-2025.pdf). This step i. Compliance of the audit implementation with
was taken as part of the Bank's commitment to applicable auditing standards;
transparency and openness of information to all ii. Adequacy of fieldwork duration;
stakeholders. iii. Review of the scope of services provided and
adequacy of sampling; and
DUTIES AND RESPONSIBILITIES OF THE iv. Recommendations for improvements
AUDIT COMMITTEE provided by the Public Accountant and/or
Public Accounting Firm.
The duties and responsibilities of the Audit The Audit Committee must ensure that the
Committee as stipulated in the Audit Committee evaluation report on the implementation of
Charter are as follows: audit services on annual historical financial
1. Reviewing financial information to be disclosed information by the Public Accountant and/
by the Bank to the public and/or regulatory or Public Accounting Firm is reported by the
authorities, including financial statements, Company to the Financial Services Authority
projections, and other reports related to the annually no later than six months after the end
Bank’s financial information. of the financial year, and to the SOE Regulatory
2. Monitoring and evaluating the implementation Body no later than one month after the Public
of internal control policies and procedures in the Accounting Firm completes its work.
Bank’s financial reporting process. 9. Reviewing the implementation of examinations
3. Monitoring and evaluating the compliance of the conducted by internal auditors and external
Financial Statements with Indonesian Financial auditors, and overseeing the follow-up actions
Accounting Standards (SAK) and OJK regulations taken by the Board of Directors on audit findings,
regarding the recording of financial transactions. in order to provide recommendations to the
4. Reviewing compliance with laws and regulations Board of Commissioners.
related to the Company’s business activities. 10. Reviewing complaints related to the Company’s
5. Providing independent opinions on: accounting and financial reporting processes.
i. Differences of opinion between management 11. Conducting examinations of alleged errors in
and the Accountant regarding the services decisions of the Board of Directors’ Meetings
provided; and/or or deviations in the implementation of such
ii. Non-compliance of audit implementation by decisions.These examinations may be conducted
the Public Accounting Firm with applicable by the Audit Committee or independent parties
auditing standards. proposed by the Audit Committee and approved
6. Providing recommendations to the Board of by the Board of Commissioners at the Company’s
Commissioners regarding the appointment of expense.
the Public Accountant and Public Accounting 12. Reviewing and providing advice to the Board of
Firm to be submitted to the General Meeting Commissioners regarding potential conflicts of
of Shareholders (GMS) as regulated by the interest involving the Company.
authorities. 13. Providing recommendations to the Board of
The Audit Committee must ensure that the report Commissioners regarding the appointment
on the appointment of the Public Accountant and dismissal of the Head of the Internal Audit
and/or Public Accounting Firm for the audit of the Division (IAD), and ensuring that reports on such
Company’s annual historical financial information appointment or dismissal, signed by the President
reported to the OJK, no later than 10 working Director and the President Commissioner, are
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
submitted to the Financial Services Authority no the findings are identified.
later than 10 (ten) working days after the date of 18. Ensuring that reports on the implementation
appointment or dismissal. of the main results of internal audits, signed
14. Providing recommendations to the Board of by the President Director and the Chair of the
Commissioners regarding the establishment of Audit Committee, are submitted to the Financial
the Internal Audit Charter. The Audit Committee Services Authority on a semi-annual basis no
must ensure that the Internal Audit Charter is later than:
reviewed at least once every three years. i. July 31 of the current year for the first
15. In carrying out the internal audit function, the semester; and
Audit Committee is responsible for: ii. January 31 of the following year for the
i. Monitoring and reviewing the effectiveness second semester.
of the Bank’s internal audit implementation; 19. Providing recommendations to the Board of
ii. Evaluating the performance of the IAD; Commissioners regarding the appointment of a
iii. Ensuring that the IAD communicates Rating Agency to conduct the Bank Soundness
with the Board of Directors, the Board of Level Assessment.
Commissioners, external auditors, and the 20. Maintaining the confidentiality of the Company’s
Financial Services Authority; documents, data, and information.
iv. Ensuring that the IAD operates independently; 21. Performing duties related to risk management as
v. Providing recommendations to the Board of stipulated in prevailing laws and regulations.
Commissioners regarding the preparation 22. Coordinating with other committees under the
and determination of the audit plan, scope, Board of Commissioners to avoid overlapping
and budget of the IAD; duties and to enhance cooperation in carrying
vi. Reviewing audit reports and ensuring that the out tasks.
Board of Directors takes prompt corrective
actions to address control weaknesses, AUDIT COMMITTEE CODE OF ETHICS
fraud, non-compliance with policies, laws,
and regulations, or other issues identified In carrying out its duties and responsibilities, the Audit
and reported by the IAD; Committee always adheres to the Audit Committee
vii. Providing recommendations to the Board of Code of Ethics, which serves as a reference for
Commissioners regarding the overall annual professional conduct in performing its supervisory
remuneration of the IAD and performance functions and providing recommendations to
incentives; and the Board of Commissioners. This code of ethics
viii. Ensuring that the IAD upholds integrity in the regulates standards of integrity, independence,
performance of its duties. objectivity, and confidentiality of information,
16. Memberikan rekomendasi kepada Dewan so that all members of the Audit Committee can
Komisaris mengenai penunjukan pengendali carry out their roles ethically, transparently, and in
mutu independen dari pihak ekstern untuk accordance with the principles of good corporate
melakukan kaji ulang terhadap kinerja IAD. governance.
Komite Audit wajib memastikan bahwa laporan
hasil kaji ulang pihak ekstern yang independen The scope of the Audit Committee Code of Ethics
yang ditandatangani oleh Direktur Utama dan covers the following matters:
Komisaris Utama disampaikan kepada Otoritas 1. Integrity
Jasa Keuangan paling lambat 2 (dua) bulan Audit Committee members are committed to
setelah periode pengkajian berakhir; consistently aligning thoughts, words, and
16. Providing recommendations to the Board of actions with fundamental ethical principles. In
Commissioners regarding the appointment of an executing their duties, they must:
independent external quality assurance reviewer i. Act honestly, diligently, and responsibly;
to conduct a review of the IAD’s performance. ii. Comply with legal regulations and make
The Audit Committee must ensure that the disclosures in accordance with legal and
report on the results of the independent external professional standards;
review, signed by the President Director and the iii. Uphold professionalism and encourage
President Commissioner, is submitted to the others to act professionally;
Financial Services Authority no later than 2 (two) iv. Respect and support BNI’s established Vision
months after the end of the review period. and Mission;
17. Ensuring that a special report on any internal v. Refrain from engaging in illegal activities or
audit findings that are expected to endanger actions that could undermine the credibility of
the Bank’s business continuity, signed by the the Audit Committee; and
President Director and the Chair of the Audit vi. Avoid intentional misrepresentation or
Committee, is submitted to the Financial Services manipulation in carrying out their assigned
Authority no later than three working days after duties and responsibilities.
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2. Objectivity and Independence APPOINTMENT, DISMISSAL, AND TERM OF
Audit Committee members provide fair and OFFICE OF AUDIT COMMITTEE MEMBERS
balanced assessments based on relevant
conditions without being influenced by personal In accordance with POJK No. 17 of 2023 and the BNI
or external interests. In carrying out their duties, Audit Committee Charter, the term of office of Audit
Audit Committee Members must: Committee members appointed in the middle of a
i. Maintain impartiality and prioritize management period shall end concurrently with the
stakeholders’ interests above personal term of office of the Board of Commissioners that
interests; appointed them, and shall not exceed the term of
ii. Disclose all material facts that, if withheld, office of the said Board of Commissioners. Audit
could obscure the accuracy of reports; Committee members may be reappointed for one
iii. Declare any relationships that could affect subsequent term. Meanwhile, Audit Committee
their judgment and create conflicts of interest; members from independent parties may serve
and for a maximum period of 3 (three) years and may
iv. Not accept anything that could compromise be extended once for an additional 2 (two) years,
or influence professional judgment. resulting in a maximum total term of 5 (five) years.
3. Competence These provisions do not reduce the authority of the
Audit Committee members utilize their Board of Commissioners to dismiss Audit Committee
knowledge, skills, and experience to fulfill their members at any time prior to the end of their
duties, responsibilities, and authority. They must: term, if deemed necessary based on performance
i. Carry out the duties, responsibilities and evaluations or other considerations.
authority given in accordance with the
competencies possessed; In practice, if a member of the Board of
ii. Maintain and improve knowledge and skills Commissioners serving as Chairperson of the Audit
continuously. Committee resigns before the end of their term
4. Confidentiality as Commissioner, the position of Chairperson of
Audit Committee members safeguard confidential the Audit Committee shall be assumed by another
Bank information and uphold professional Independent Commissioner. Furthermore, the
secrecy in accordance with the Bank’s policies Chairperson and members of the Audit Committee
and applicable regulations. In carrying out their are appointed and dismissed by the Board of
duties, Audit Committee Members must: Commissioners. Every appointment and dismissal
i. Exercise prudence in using and protecting of Audit Committee members must be reported to
information obtained in their role; and the GMS/the Head of the State-Owned Enterprises
ii. Not use confidential information for personal Supervisory Body and submitted to the Financial
or external interests unless legally or Services Authority (OJK) no later than 2 (two)
professionally required. working days after the appointment or dismissal
decision is made. The President Commissioner is
AUTHORITY OF THE AUDIT COMMITTEE not permitted to concurrently serve as Chairperson
of the Audit Committee, except under extraordinary
The BNI Audit Committee has the authorities to: circumstances, which must be accompanied by a
1. Accessing corporate documents, data, and written explanation in the Annual Report.
information on employees, funds, assets, and
resources, including all Bank activities; STRUCTURE, MEMBERSHIP, AND
2. Communicating directly with employees, EXPERTISE OF THE AUDIT COMMITTEE
including the Board of Directors, as well as
internal audit, risk management, and external The composition of the BNI Audit Committee has
auditors regarding their responsibilities; been structured in accordance with applicable
3. Engaging independent external parties as needed laws and regulations as well as the BNI Audit
to support its tasks (if necessary); and Committee Charter, thereby ensuring the fulfillment
4. Exercising other authorities granted by the Board of the principles of independence, competence, and
of Commissioners. professionalism in the performance of its duties.
The composition of the BNI Audit Committee is as
follows:
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1. The Audit Committee is established by and 5. An Independent Party is a party outside the Bank
accountable to the Board of Commissioners; who has no financial, management, ownership,
2. Members of the Audit Committee are appointed and/or family relationship with members of the
and dismissed by the Board of Commissioners; Board of Directors, members of the Board of
3. The Audit Committee shall consist of at least: Commissioners, and/or controlling shareholders,
a. 1 (one) Independent Commissioner serving including ultimate shareholders (PSPT), or any
concurrently as Chairperson; relationship with the Bank that may affect the
b. 1 (one) Independent Party with expertise in ability to act independently;
finance or accounting, who is assessed as 6. The Audit Committee is chaired by an Independent
meeting the following criteria: Commissioner who also serves as a member;
1) Possesses a competency certificate in the 7. The Chairperson of the Audit Committee may
field of finance and/or accounting issued concurrently serve as chairperson of no more
by recognized domestic or international than 1 (one) other committee;
institutions; and 8. The Board of Commissioners is required to
2) Has a minimum of 5 (five) years of working conduct an evaluation of the committee’s
experience in the field of finance and/or performance at least at the end of each financial
accounting. year.
c. 1 (one) Independent Party with expertise in
law or banking, who is assessed as meeting NUMBER, STRUCTURE, AND COMPOSITION
the following criteria: OF AUDIT COMMITTEE MEMBERSHIP
1) Possesses a competency certificate in:
a) The legal field, including but not limited As of December 31, 2025, the BNI Audit Committee
to legal auditor, notary, and/or contract consisted of 5 (five) members, comprising 3 (three)
specialist; and/or Independent Commissioners—one of whom served
b) The banking field, including but as the Chairperson of the Committee—and 2 (two)
not limited to risk management Independent Parties appointed pursuant to Board of
as applicable to the Board of Commissioners’ Decrees No. KEP/010/DK/2025 dated
Commissioners, compliance, public September 2, 2025, No. KEP/034/DK/2025 dated
accountant, accountant, general December 18, 2025, and No. KEP/036/DK/2025 dated
banking, wealth management, strategic December 18, 2025. This membership structure
planning, information technology, reflects the implementation of the principles of
treasury, banking-related audit, independence and competence as stipulated in the
corporate finance, payment systems Bank’s GCG provisions. With such composition, the
and rupiah currency management, BNI Audit Committee is able to perform its oversight
consumer protection, and capital functions and provide recommendations to the Board
market aspects, issued by recognized of Commissioners in an objective, professional, and
domestic or international institutions; independent manner, free from the influence of any
and vested interests. [ACGS D.2.19, D.2.20]
2) Has a minimum of 5 (five) years of working
experience in the field of law and/or The number, structure, composition, and
banking. independence of all Audit Committee members have
4. All members of the Audit Committee must be been ensured to comply with the provisions set forth
independent (Independent Commissioners and in the Audit Committee Charter. The following is the
Independent Parties); composition of the BNI Audit Committee throughout
2025:
Period January 1, 2025 – March 26, 2025
Position at the Bank
Name Position Term of Office Period
[ACGS D.2.20]
Asmawi Syam *)
Chairman July 20, 2020 - March 26, First Independent
2025 Commissioner
Sigit Widyawan Member September 8, 2020 - March Second Independent
26, 2025 Commissioner
Iman Sugema*) Member September 8, 2020 - First Independent
February 20, 2025 Commissioner
2025 Annual Report
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Position at the Bank
Name Position Term of Office Period
[ACGS D.2.20]
Human Brillianto Independent Member January 25, 2021 – Second -
September 30, 2025
Suhendi Muharam Independent Member July 5, 2021 – December Second -
18, 2025
*) 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, which has been 5 (years) since the date of appointment.
In order to comply with the provisions of Financial Services Authority Regulation (POJK) No. 55/
POJK.04/2015 dated December 29, 2015 concerning the Establishment and Implementation Guidelines of
the Audit Committee, BNI has made adjustments to the composition of the Audit Committee. The changes
were stipulated through BNI Board of Commissioners Decree No. KEP/010/DK/2025 dated September 2, 2025
concerning the Appointment of the Board of Commissioners as Members of the Audit Committee, with the
following membership composition:
Periode 26 Maret 2025 – 18 Desember 2025
Position at the Bank
Name Position Term of Office Period
[ACGS D.2.20]
Didik Junaedi Chairman September 2, 2025 - Independent
First
Rachbini present Commissioner
Member President
Omar Sjawaldy September 2, 2025 - Commissioner/
First
Anwar present Independent
Commissioner
Member September 2, 2025 - Independent
Vera Febyanthy First
present Commissioner
Independent Member January 25, 2021 – Second
Human Brillianto -
September 30, 2025
Independent Member July 5, 2021 – December
Suhendi Muharam Second -
18, 2025
In order to comply with the Regulation of the Minister of State-Owned Enterprises Number PER-3/MBU/03/2023
concerning State-Owned Enterprises' Organs and Human Resources, BNI has made adjustments to the
composition of the Audit Committee as stipulated in BNI Board of Commissioners Decree No. KEP/034/
DK/2025 and KEP/036/DK/2025 dated December 18, 2025, concerning the Appointment of Independent
Members of the Audit Committee, as follows:
Period December 18, 2025 – December 31, 2025
Position at the Bank
Name Position Term of Office Period
[ACGS D.2.20]
Didik Junaedi Chairman September 2, 2025 - present Independent Commissioner
First
Rachbini
Omar Sjawaldy Anwar Member September 2, 2025 - present President Commissioner/
First
Independent Commissioner
Vera Febyanthy Member September 2, 2025 - present First Independent Commissioner
Alih Suasono Independent Member December 18, 2025–present First Independent Party
Jhon Fernando Tamba Independent Member December 18, 2025–present First Independent Party
The composition of the Audit Committee membership as listed in the table above shows that all individuals
appointed as Chair and members are independent parties, either as Independent Commissioners or
external professionals who have no interest relationship with the Bank. In compliance with the provisions
of POJK No. 55/POJK.04/2015 dated December 23, 2015 concerning the Establishment and Guidelines for
the Implementation of the Audit Committee, BNI has submitted information regarding the appointment and/
or dismissal of Audit Committee members to the OJK within a maximum period of 2 (two) working days
from the date the decision was made, and has published this information on the Indonesia Stock Exchange
website and the Bank's official website. [ACGS D.2.19, D.2.20]
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AUDIT COMMITTEE PROFILE
More detailed information regarding the profiles of the Audit Committee members as members of the Bank's
Board of Commissioners can be found in the Company Profile chapter, sub-chapter Board of Commissioners
Profile, in this Annual Report. The following is a brief profile of the members of BNI's Audit Committee as of
December 31, 2025:
Audit Committee Chairman [ACGS D.2.20]
Didik Junaedi Rachbini
Legal Basis of Decree (SK) of the Board of Commissioners of BNI No. KEP/010/DK/2025 dated September 2,
Appointment 2025
Term of Office September 2, 2025 - present
Professional Certication Risk Management Certification Level/Qualification 6 without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Sub-chapter on the Board of
Commissioners Profile.
Member of the Audit Committee, Concurrently as the Board of Commissioners
Omar Sjawaldy Anwar
Legal Basis of Decree (SK) of the Board of Commissioners of BNI No. KEP/010/DK/2025 dated September 2,
Appointment 2025
Term of Office September 2, 2025 - present
Professional Certication Risk Management Certification Level/Qualification 6 without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Sub-chapter on the Board of
Commissioners Profile.
Vera Febyanthy
Legal Basis of Decree (SK) of the Board of Commissioners of BNI No. KEP/010/DK/2025 dated September 2,
Appointment 2025
Term of Office September 2, 2025 - present
Professional Certication Risk Management Certification Level/Qualification 6 without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Sub-chapter on the Board of
Commissioners Profile.
2025 Annual Report
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Member of the Audit Committee from Independent Party
Age
58 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Alih Suasono • Bachelor’s Degree (S1) from Gadjah Mada University (1991)
• Master’s Degree (S2) in Human Resource Management from Tanjungpura University (2003)
Member of the Audit Committee
Legal Basis for Appointment Work Experience
Initially appointed as an Independent Member of the Audit Committee • Head of Small Credit Center Batam, PT Bank Negara Indonesia Tbk
pursuant to the Board of Commissioners’ Decree No. KEP/034/ (2010–2012)
DK/2025 dated December 18, 2025, concerning the Appointment of an • Head of Medium Credit Center Surabaya, PT Bank Negara
Independent Member of the Audit Committee. Indonesia Tbk (2012–2013)
• Head of Medium Credit Center Pekanbaru, PT Bank Negara
Term of Office Indonesia Tbk (2013–2016)
December 18, 2025 – present (First Term) • Head of Medium Credit Center Malang, PT Bank Negara Indonesia
Tbk (2016–2017)
Professional Certification and/or Training • Head of Regional Banking Business Malang, PT Bank Negara
Banking Risk Management Competency Certification Level 4 Indonesia Tbk (2017–2019)
• Deputy Head of Medium Enterprise Business Division, PT Bank
Negara Indonesia Tbk (2019–2021)
• Independent Member of the Audit Committee of PT Bank Negara
Indonesia (Persero) Tbk (2025–present)
Concurrent Positions
BNI
-
Other Companies/Institutions
-
Usia
57 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Jhon Fernando Tamba • Bachelor’s Degree (S1) in Accounting from Gadjah Mada University (1995)
• Master’s Degree (S2) in Management from the University of Indonesia (2007)
Member of the Audit Committee
Legal Basis for Appointment Work Experience
Initially appointed as an Independent Member of the Audit Committee Previously held various positions at PT Bank Negara Indonesia
pursuant to the Board of Commissioners’ Decree No. KEP/036/ (Persero) Tbk, including 15 years of experience in the Internal Audit
DK/2025 dated December 18, 2025, concerning the Appointment of an function.
Independent Member of the Audit Committee. • General Manager, Corporate Finance & Treasury Department,
PT Adhi Karya (Persero) (2021–2023)
Term of Office • Head of Network Credit Audit Group, PT Bank Negara Indonesia
December 18, 2025 – present (First Term) Tbk (2010–2012)
• Group Head of Corporate Business Banking, PT Bank Negara
Professional Certification and/or Training Indonesia Tbk (2012–2013)
Banking Risk Management Competency Certification Level 4 • Deputy Division Head of Corporate Business Risk Division, PT Bank
Negara Indonesia Tbk (2013–2014)
• Deputy Head of Corporate Credit Risk & MHE Division, PT Bank
Negara Indonesia Tbk (2014–2019)
• Deputy Head of Corporate & Multinational Business Division 2,
PT Bank Negara Indonesia Tbk (2019–2021)
• Independent Member of the Audit Committee of PT Bank Negara
Indonesia (Persero) Tbk (2025 – present)
Concurrent Positions
BNI
-
Other Companies/Institutions
-
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QUALIFICATIONS, EDUCATION, AND WORK 8. In the event that an Audit Committee member
EXPERIENCE OF THE AUDIT COMMITTEE acquires shares in the Company, whether directly
or indirectly, due to a legal event, such shares
The membership requirements for BNI’s Audit must be transferred to another party within
Committee include the following: no more than six (6) months from the date of
1. Must possess high integrity, good character and acquisition.
morals, competence, knowledge, and experience 9. Must not have any affiliation with members of
relevant to their field of work, as well as strong the Board of Commissioners, members of the
communication skills. Board of Directors, or the Company’s Major
2. Must not be an individual who has worked Shareholders.
for or held authority and responsibility in 10. Must not have any direct or indirect business
planning, leading, controlling, or supervising relationships related to the Company’s business
the Company’s activities within the past six (6) activities.
months, except for Independent Commissioners. 11. The committee must sign an integrity pact, which
3. Must not be affiliated with a Public Accounting is a statement and commitment to comply with
Firm, Law Firm, Public Appraisal Service Office, all laws and regulations and the principles of
or any other party providing assurance services, good corporate governance.
non-assurance services, appraisal services, and/
or other consulting services to the Company QUALIFICATIONS, EDUCATION AND FIELDS
within the past six (6) months. OF EXPERTISE OF THE AUDIT COMMITTEE
4. Must have a thorough understanding of
financial statements, the Company’s business— The expertise of the Audit Committee, particularly
particularly in relation to its services or business those from independent parties, must be
activities—audit processes, risk management, demonstrated by holding at least one competency
and capital market regulations, as well as other certification that supports the committee’s
relevant laws and regulations. functions and responsibilities. These may include
5. Must comply with the Audit Committee Code of certifications in risk management, public accounting,
Ethics established by the Company. accountancy, and auditing. In accordance with these
6. Must be willing to continuously enhance their requirements, the Bank ensures that the Chairman
competencies through education and training. and all serving members of the Audit Committee
7. Must not hold direct or indirect shares in the meet the educational and professional experience
Company. qualifications outlined in the table below:
Educational Qualifications and Work Experience, and Fields of Expertise of the Audit Committee Per
December 31, 2025
Areas of
Name Position Education Work Experience
Expertise
Didik Chairman His work experience His work experience can be seen in the section on Economy
Junaedi can be seen in the Diversity of the Board of Commissioners
Rachbini section on Diversity
of the Board of
Commissioners
Omar Member His work experience His work experience can be seen in the section on • Accounting
Sjawaldy can be seen in the Diversity of the Board of Commissioners • Strategic
Anwar section on Diversity Management
of the Board of • Finance
Commissioners • Technology
Vera Member His work experience His work experience can be seen in the section on • Public
Febyanthy can be seen in the Diversity of the Board of Commissioners Administration
section on Diversity • Public Policy
of the Board of • Finance
Commissioners
2025 Annual Report
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Areas of
Name Position Education Work Experience
Expertise
Alih Suasono Independent • Bachelor's Degree • Head of Batam Small Credit Center (2010-2012). • Banking
Member (S1) from Gadjah • Head of Surabaya Commercial Credit Center • Finance
Mada University (2012-2013)
• Master's Degree • Head of Pekanbaru Commercial Credit Center
(S2) in Human (2013-2016)
Resource • Head of Malang Commercial Credit Center
Management (2016-2017)
from Tanjungpura • Head of Business Banking in Malang Region
University (2017-2019)
• Deputy Head of Commercial Business Division
(2019-2021)
• Independent Member of the Audit Committee of
PT Bank Negara Indonesia (Persero) Tbk (2025-present)
Jhon Independent • Bachelor's Degree • Head of Network Credit Audit Group (2010–2012) • Banking
Fernando Member (S1) in Accounting • Group Head of Corporate Business Banking Audit • Finance
Tamba from Gadjah (2012–2013) • Audit
Mada University • Deputy Division Head of Corporate Business Risk
• Master's Division (2013–2014)
Degree (S2) in • Deputy Head of Corporate Credit Risk & MHE
Management from Division (2014–2019)
the University of • Deputy Head of Corporate & Multinational Business
Indonesia Division 2 (2019–2021)
• General Manager of Corporate Finance & Treasury
Department at PT Adhi Karya (Persero) Tbk (2021–
2023)
• Independent Member of the Audit Committee of
PT Bank Negara Indonesia (Persero) Tbk (2025 –
present)
STATEMENT OF INDEPENDENCE OF THE AUDIT COMMITTEE
BNI guarantees that all members of the Audit Committee are independent parties, with no financial,
management, share ownership, and/or family relationships with members of the Board of Commissioners,
Board of Directors, and/or Controlling Shareholders. Furthermore, there are no connections with the Bank
that could affect independence and objectivity in the performance of duties, so that the monitoring and
evaluation process can be carried out free from conflicts of interest.
All members of the Audit Committee have also signed a statement of independence as a form of commitment
that every decision, review result, and recommendation submitted is always based on professional
and objective considerations, to support the best interests of the Bank and the implementation of GCG.
Furthermore, the composition of the BNI Audit Committee is in accordance with the provisions of OJK
Regulation No. 17 of 2023 concerning the Implementation of Governance for Commercial Banks, while the
policies and criteria for independence are regulated in detail in the BNI Audit Committee Code of Ethics.
Table of Audit Committee Independency
Omar Jhon
Didik Junaedi Vera
Aspek Independensi Sjawaldy Alih Suasono Fernando
Rachbini Febyanthy
Anwar Tamba
No financial relationships with the Board √ √ √ √ √
of Commissioners and the Board of
Directors
No management relationships in the √ √ √ √ √
company, subsidiaries or affiliated
companies
No share ownership relationship in the √ √ √ √ √
company
No familial relationships with the Board √ √ √ √ √
of Commissioners, the Board of Directors,
and/or fellow members of the Audit
Committee
Not serving on the board of political party √ √ √ √ √
or government official
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DUAL POSITION INFORMATION
As a form of transparency and accountability, BNI openly discloses information regarding the concurrent
positions held by each member of the Audit Committee. This information is presented in full in the following
table:
Position in Other
Position in Other Position in Other
Name Position in the Bank State Owned
Banks Public Companies
Enterprises
Didik Junaedi Chairman of the None Independent President None
Rachbini Audit Committee Commissioner at PT
and Independent Lippo Cikarang Tbk
Commissioner
Omar Sjawaldy Anwar Member and None None None
Independent
Commissioner
Vera Febyanthy Member and None None None
Independent
Commissioner
Alih Suasono Independent Member None None None
Jhon Fernando Tamba Independent Member None None None
AUDIT COMMITTEE MEETINGS Meeting Frequency and Attendance of
Committee Members [ACGS D.2.23]
Meeting Implementation Policy [ACGS D.2.23] Throughout 2025, the BNI Audit Committee held 20
As stipulated in the Audit Committee Charter, BNI (twenty) meetings. During the period from March 26,
Audit Committee Meetings are held in accordance 2025 to September 2, 2025, there were no effective
with established policies and procedures, as follows: members of the Audit Committee on the Board of
1. The Audit Committee must hold meetings at Commissioners because they were still undergoing
least once a month. the OJK Fit & Proper Test. However, during that
2. An Audit Committee meeting is considered period, the Audit Committee held eight (8) internal
valid if attended by the majority of committee consolidation and discussion sessions with the
members. relevant directors to provide orientation and in-
3. Decisions in committee meetings are made based depth information on BNI's condition in preparation
on deliberation and consensus. If consensus is for the Audit Committee to carry out its duties and
not reached, decisions are made by a majority functions. The frequency of these meetings was in
vote. accordance with the provisions set forth in the Audit
4. Meetings are chaired by the Chairman of the Committee Charter. All of these meetings were held
Audit Committee or by an Audit Committee to ensure the effectiveness of the supervisory and
member who is an Independent Commissioner if coordination functions, particularly in discussing
the Chairman is unable to attend.; strategic issues and important findings that require
5. Every Audit Committee meeting must be immediate follow-up by the Board of Commissioners.
documented in minutes of the meeting, signed
by all attending members. Any dissenting The following is the attendance data of BNI Audit
opinions must be explicitly recorded along with Committee members in Audit Committee meetings
the reasoning behind the disagreement. during 2025, which reflects the level of participation
6. Meetings may be conducted physically or via and commitment of members in carrying out their
video conference or other media that allow all supervisory duties and responsibilities effectively
participants to see and hear each other directly and consistently:
and actively participate in the meeting.
7. The attendance of committee members in
meetings is reported in the quarterly and annual
reports of the Committee.
2025 Annual Report
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Name Position Number of Meetings Attended Percentage
[ACGS D.2.23] [ACGS D.2.23] [ACGS D.2.23]
Asmawi Syam 1)
Chairman 5 5 100%
Iman Sugema1) Member 5 5 100%
Sigit Widyawan 2)
Member 7 7 100%
Didik Junaedi Chairman 5 5 100%
Rachbini3)
Omar Sjawaldy Member 5 4 80%
Anwar3)
Vera Febyanthy3) Member 5 5 100%
Human Brillianto 4)
Independent Member 8 8 100%
Suhendi Muharam5) Independent Member 12 12 100%
Alih Suasono 6)
Independent Member - - -
Jhon Fernando Independent Member - - -
Tamba6)
1)
Effectively serving as Chairperson/Member of the Audit Committee until February 20, 2025, in connection with the expiration of the Board’s term of office 5 (years)
from the date of appointment
2)
Effectively serving as a Member of the Audit Committee until March 26, 2025
3)
Effectively serving as Chair/Member of the Audit Committee since September 2, 2025
4)
Effectively serving as a Member of the Audit Committee until September 30, 2025
5)
Effective as a Member of the Audit Committee until December 18, 2025
6)
Effective as a Member of the Audit Committee since December 18, 2025
Meeting Agenda [ACGS D.2.23]
In 2025, the Audit Committee held 12 (twelve) meetings and 8 (eight) internal consolidations and discussions
with relevant directors (during the period from March 26, 2025 to September 2, 2025) with the following
agenda:
No. Meeting Dates Meeting Agenda Audit Committee Member Invited
1. January 14, Closing Meeting Audit of • Asmawi Syam1) • Risk Management Director
2025 BNI Consolidated Financial • Iman Sugema1) • Wholesale & International Banking
Statements and Other • Sigit Widyawan2) Director
Reports for the Fiscal Year • Human Brillianto4) • Technology & Operations Director
Ending December 31, 2024 • Suhendi Muharam5) • Retail Banking Director
• Enterprise & Commercial Banking
Director
• Network & Services Director
• SEVP Information & Technology
• SEVP Credit Risk
• SEVP Remedial & Recovery
• SEVP Corporate Banking
• SEVP Treasury
• KAP Rintis, Jumadi, Rianto, and Partners
(KAP RJRR/PwC Global Network Firm)
• Related Divisions
2. January 14, Internal Audit Committee • Asmawi Syam1) Chairman and all Members of the Audit
2025 Meeting • Iman Sugema1) Committee
• Sigit Widyawan2)
• Human Brillianto4)
• Suhendi Muharam5)
3. January 23, Evaluation of Bank Internal • Asmawi Syam1) Internal Audit
2025 Audit Functions for the • Iman Sugema1)
Second Semester of 2024 • Sigit Widyawan2)
• Human Brillianto4)
• Suhendi Muharam5)
4. January 23, Discussion of Proposed • Asmawi Syam1) • Risk Management Director
2025 Credit Book Write-off Plan • Iman Sugema1) • Enterprise & Commercial Banking
• Sigit Widyawan2) Director
• Human Brillianto4) • Human Capital & Compliance Director
• Suhendi Muharam5) • SEVP Credit Risk
• Internal Audit
• Related Divisions
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No. Meeting Dates Meeting Agenda Audit Committee Member Invited
5. February 4, Internal Audit Committee • Asmawi Syam1) Chairman and all Members of the Audit
2025 Meeting • Iman Sugema1) Committee
• Sigit Widyawan2)
• Human Brillianto4)
• Suhendi Muharam5)
6. March 11, 2025 Internal Audit Committee • Asmawi Syam1) Chairman and all Members of the Audit
Meeting • Iman Sugema1) Committee
• Sigit Widyawan2)
• Human Brillianto4)
• Suhendi Muharam5)
7. March 25, 2025 Discussion of Proposed • Asmawi Syam1) • Risk Management Director
Credit Book Write-off Plan • Iman Sugema1) • Wholesale & International Banking
• Sigit Widyawan2) Director
• Human Brillianto4) • Human Capital & Compliance Director
• Suhendi Muharam5) • SEVP Credit Risk
• Internal Audit
• Related Divisions
8. April 15, 2025 Audit Committee • Didik Junaedi Rachbini3) All Audit Committee Members
Consolidation and Internal • Vera Febyanthy3)
Discussion • Human Brillianto4)
• Suhendi Muharam5)
9. April 23, 2025 Audit Committee • Didik Junaedi Rachbini3) All Audit Committee Members
Consolidation and Internal • Omar Sjawaldy Anwar3)
Discussion • Vera Febyanthy3)
• Human Brillianto4)
• Suhendi Muharam5)
10. May 14, 2025 Discussion of Internal Audit • Didik Junaedi Rachbini3) Internal Audit
Report Findings • Omar Sjawaldy Anwar3)
• Vera Febyanthy3)
• Human Brillianto4)
• Suhendi Muharam5)
11. June 13, 2025 Discussion on the Provision • Didik Junaedi Rachbini3) • Finance & Strategy Director
of Audit Services by KAP • Omar Sjawaldy Anwar3) • Related Divisions
on Financial Statements • Vera Febyanthy3)
and Other Reports for the • Human Brillianto4)
2024 Fiscal Year • Suhendi Muharam5)
12. June 17, 2025 Consolidation and Internal • Didik Junaedi Rachbini3) All Members of the Audit Committee
Discussion of the Audit • Vera Febyanthy3)
Committee • Human Brillianto4)
• Suhendi Muharam5)
13. June 23, 2025 Consolidation and Internal • Didik Junaedi Rachbini3) All Members of the Audit Committee
Discussion of the Audit • Human Brillianto4)
Committee • Suhendi Muharam5)
14. July 29, 2025 Discussion on the Bank's • Didik Junaedi Rachbini3) Internal Audit
Internal Audit Function for • Vera Febyanthy3)
the First Half of 2025 • Human Brillianto4)
• Suhendi Muharam5)
15. August 5, 2025 Consolidation and Internal • Didik Junaedi Rachbini3) All Members of the Audit Committee
Discussion of the Audit • Human Brillianto4)
Committee • Suhendi Muharam5)
16. September 25, Kick-off Meeting for the • Didik Junaedi Rachbini3) • Finance & Strategy Director
2025 Audit of BNI's Consolidated • Omar Sjawaldy Anwar3) • Internal Audit
Financial Statements and • Vera Febyanthy3) • Related Divisions
Other Reports for the Fiscal • Human Brillianto4)
Year Ending December • Suhendi Muharam5)
31, 2025 by KAP Rintis,
Jumadi, Rianto, and
Partners (KAP RJRR)
17. October 23, Evaluation of the Bank's • Didik Junaedi Rachbini3) Internal Audit
2025 Internal Audit Function for • Omar Sjawaldy Anwar3)
the Third Quarter of 2025 • Vera Febyanthy3)
• Suhendi Muharam5)
18. November 6, Discussion of the Board • Didik Junaedi Rachbini3) • Finance & Strategy Director
2025 of Directors' proposal • Omar Sjawaldy Anwar3) • Network & Retail Funding Director
regarding the Approval • Vera Febyanthy3) • Relevant SEVP
of the Write-off of Office • Suhendi Muharam5) • Relevant Division
Buildings
19. December 2, Discussion of the Internal • Didik Junaedi Rachbini3) • Finance & Strategy Director
2025 Audit Examination Report • Omar Sjawaldy Anwar3) • Operations Director
• Vera Febyanthy3) • Internal Audit
• Suhendi Muharam5) • Relevant Division
2025 Annual Report
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No. Meeting Dates Meeting Agenda Audit Committee Member Invited
20. December 18, Progress Meeting on the • Didik Junaedi Rachbini3) • Finance & Strategy Director
2025 Audit of BNI's Consolidated • Omar Sjawaldy Anwar3) • KAP Rintis, Jumadi, Rianto, and Partners
Financial Statements • Vera Febyanthy3) (KAP RJRR/PwC Global Network Firm)
and Other Reports for the • Suhendi Muharam5) • Relevant Division
Fiscal Year Ending on • Alih Suasono6)
December 31, 2025 by KAP • Jhon Fernando Tamba6)
Rintis, Jumadi, Rianto, and
Partners (KAP RJRR)
Internal consolidation and discussions conducted during this period did not involve any members of the Audit Committee (neither the Chair nor the Audit
Committee Members) of the Board of Commissioners, as they were still undergoing the OJK Fit & Proper Test.
1)
Effective as Chair/Member of the Audit Committee until February 20, 2025, in connection with the expiration of the Board’s term of office of 5 (years) from the date of
appointment
2)
Effective as Member of the Audit Committee until March 26, 2025
3)
Effectively serving as Chairman/Member of the Audit Committee since September 2, 2025
4)
Effectively serving as Member of the Audit Committee until September 30, 2025
5)
Effective as a Member of the Audit Committee until December 18, 2025
6)
Effective as a Member of the Audit Committee since December 18, 2025
AUDIT COMMITTEE REPORTING
The Audit Committee shall periodically prepare and submit reports to the Board of Commissioners at
least once every three (3) months, which shall include, among other things, the results of the performance
of its duties, evaluations, and recommendations on issues that require the attention of the Board of
Commissioners. In addition, the Audit Committee shall be required to report to the Board of Commissioners
on every assignment given.
AUDIT COMMITTEE MEMBER COMPETENCY IMPROVEMENT PROGRAM IN 2025
Throughout 2025, all members of the Audit Committee participated in various education and training
programs aimed at updating their knowledge, improving their competencies, and strengthening their
understanding of, among other things, the latest developments in governance, risk management, auditing,
and compliance. The details of the training activities attended by each member of the Audit Committee are
as follows:
Types of Training and Competency
Implementation Date Organizer
Development Materials/Training
Didik Junaedi Rachbini – Chairman of the Audit Committee/Independent Commissioner
Competency development/training can be found in the Section of Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Omar Sjawaldy Anwar – Member of Audit Committee/Independent Commissioner
Competency development/training can be found in the Section of Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Vera Febyanthy – Member of Audit Committee/Independent Commissioner
Competency development/training can be found in the Section of Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Alih Suasono – Member of the Audit Committee (Independent Party)
Audit Committee Onboarding December 18, 2025 BNI Corporate Secretary
Jhon Fernando Tamba – Member of the Audit Committee (Independent Party)
Audit Committee Onboarding December 18, 2025 BNI Corporate Secretary
AUDIT COMMITTEE KPI ACHIEVEMENTS IN 2025
The Audit Committee's performance is assessed based on Key Performance Indicators (KPIs) that have been
agreed upon at the beginning of the year as a benchmark for performance achievement. In 2025, the Audit
Committee successfully achieved 166.67% of its KPI targets.This achievement reflects the success of the Audit
Committee in carrying out its duties and responsibilities, including assisting the Board of Commissioners
in performing its internal control functions, improving the transparency of financial reporting, and ensuring
compliance with applicable accounting standards. This success is not only measured by the number of audit
findings, but also through qualitative indicators that reflect the effectiveness of supervision, the accuracy of
recommendations, and the tangible contribution to improving GCG principles.
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WORK PROGRAM AND IMPLEMENTATION a. Reviewing the audit results conducted by
OF AUDIT COMMITTEE DUTIES IN 2025 OJK, BPK, KAP, BI, BPKP, and other regulators,
as well as monitoring the follow-up actions
The BNI Audit Committee has developed an annual taken based on these audit findings.
work program that serves as a strategic guide in b. Monitoring, advising, and overseeing the
carrying out its supervisory functions and providing preparation of key audit findings reports for
recommendations to the Board of Commissioners. submission to OJK.
This work program was developed taking into c. Reviewing the planning and execution of
account the Bank's policy direction, regulatory compliance functions through assessments
developments, and the dynamics of risks faced conducted by the Compliance Division, as
by the banking industry. During 2025, the Audit well as overseeing follow-up actions based
Committee carried out various monitoring and on these reviews.
evaluation activities on the effectiveness of internal d. Monitoring the progress of employee case
controls, the quality of financial reporting, and the resolutions and follow-up actions related to
level of compliance with applicable regulations. fraud cases.
Each evaluation result and recommendation were 8. Carrying out assignments related to the
systematically communicated to the Board of Company’s Internal Audit function, with the
Commissioners to support the strengthening of results forming the basis of the Audit Committee’s
governance and improvement of organizational recommendations to the Board of Commissioners
performance. for their approval or consideration, including:
a. Reviewing proposals from the Board of
In 2025, the Audit Committee held 20 (twenty) Directors regarding the dismissal and
meetings and/or internal discussions, and 38 (thirty- appointment of the Internal Audit Head.
eight) evaluations/studies/reviews. Furthermore, b. Assessing the planning and execution of
the description of the BNI Audit Committee's Internal Audit’s 2025 audit and consultation
task implementation report for the current year is functions.
presented as follows: c. Reviewing proposed updates to BNI’s Internal
1. Reviewing financial information to be disclosed Audit Charter.
by the Company to the public and/or regulatory d. Reviewing the proposal for appointing an
authorities. external consultant to conduct an independent
2. Reviewing the Company’s monthly performance review of the Internal Audit function in 2025.
reports. 9. Evaluating BNI’s Internal Control System,
3. Reviewing compliance with laws and regulations including.
related to the Company’s business activities. a. Assessing the implementation of the
4. Providing recommendations to the Board of Whistleblowing System (WBS).
Commissioners regarding the appointment of a b. Evaluating the implementation of the
Public Accountant (AP) and a Public Accounting AntiFraud Strategy Program.
Firm (KAP) for auditing the Consolidated 10. Conducting assignments related to the
Financial Statements and other reports for the implementation of Internal Control Over Financial
2025 financial year. Reporting (ICOFR).
5. Evaluating the audit services performed by the 11. Implementation of tasks related to BNI's Financial
appointed KAP for the Consolidated Financial Institution Pension Fund (DPLK), namely:
Statements and other reports for the 2024 financial a. Conducting a review of the realization of BNI's
year, including assessing the independence DPLK Business Plan for the second semester
and objectivity of the KAP, for submission to of 2024.
the Financial Services Authority (OJK) and the b. Reviewing updates to BNI's Anti-Money
Ministry of State-Owned Enterprises (BUMN). Laundering, Counter-Terrorism Financing,
6. Implementation of tasks related to the Bank and Counter-Proliferation Financing (AML,
Business Plan (RBB)/Company Budget Work Plan CTF, and CPF) policies.
(RKAP) and Sustainable Financial Action Plan, 12. Implementation of tasks related to BNI Financial
including review of BNI's RBB/RKAP for 2026, Institution Pension Fund (DPLK), namely:
the 2026-2030 Company Long-Term Plan (RJPP), a. Reviewing the realization of BNI DPLK
and the 2026 Sustainable Financial Action Plan business as a recommendation for the Board
(RAKB). of Commissioners in submitting a Supervisory
7. Reviewing the audit findings from both internal Report on the realization of BNI DPLK business
and external auditors and overseeing the to the Financial Services Authority for Non-
followup actions by the Board of Directors, Bank Financial Industry (OJK IKNB);
covering:
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2025 Management Company Management Discussion and Business Support
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b. Reviewing the implementation of BNI DPLK b. Proposals for Credit Write-Off Plans;
governance; c. Audit Reports;
c. Reviewing updates to BNI DPLK's Anti-Money d. Reports and/or Letters from Regulators and/or
Laundering, Counter-Terrorism Financing, External Auditors (OJK, BPK, KAP, KBUMN).
and Counter-Proliferation Financing (AML,
CTF, and CPF) policies; In carrying out its duties and responsibilities, the BNI
13. Conducting Audit Committee Working Visits to Audit Committee also continuously builds effective
BNI Regional Offices and BNI Overseas Branches working relationships with various stakeholders,
in order to evaluate, among other things: both internal and external, to ensure comprehensive
a. Operational management and objective oversight functions. These working
b. Performance relationships include coordination with the Internal
c. Implementation of established business Audit Unit (SKAI/IAD), Management, Public
strategies Accountants and/or Public Accounting Firms (KAP),
d. Risk management and compliance with local as well as supervisory authorities such as the
banking regulations and internal Bank policies Financial Services Authority (OJK), Bank Indonesia
e. Market conditions and business development (BI), and other relevant authorities, including the
opportunities in the covered areas. Financial Institution Pension Fund (DPLK).
14. Conducting Audit Committee Working Visits in
the context of Commercial Banking Segment Synergy with these parties is carried out in order
Credit Evaluation to BNI Regional Offices and to ensure the effectiveness of internal controls, the
Commercial Business Centers (CMCs). accuracy of financial reporting, and compliance
15. Reviewing reports/proposals/letters from with applicable regulations. The following is the
Management and/or letters from Regulators realization of the implementation of the BNI Audit
as directed by the Board of Commissioners, Committee's tasks in 2025 regarding working
including: relationships with each of the interested parties:
a. BNI's Anti-Money Laundering, Counter-
Terrorism Financing, and Counter-Proliferation
Financing (AML, CTF, CPF) reports;
Implementation of the Audit Committee’s Working Relationship with Internal Audit (IAD)
No. Main Tasks Implementation Details Implementation Date
1. Evaluation of the Bank's Internal a. Realization of Internal Audit RAT January 23, 2025
Audit Function for the Second b. Key Audit Findings (including in-depth report
Semester of 2024 findings)
c. Progress of Follow-up on Internal Audit and External
Auditor Examinations
d. Management of Whistle Blowing System (WBS)
2. Review of the IAD Audit and Audit Committee Recommendations Audit Plan and February 3, 2025
Consultation Plan for 2025 Internal Audit Consultation for 2024
3. Discussion of Internal Audit Discussion and Review of Internal Audit Examination May 14, 2025
Examination Audit Results Report Results Report
4. Dismissal and Appointment of Audit Committee Recommendations on the Dismissal August 5, 2025
Internal Audit Leaders and Appointment of Internal Audit Leaders
5. Evaluation of the Bank's Internal a. Realization of Internal Audit RAT July 29, 2025
Audit Function for the First Half of b. Audit Findings (including in-depth report findings)
2025 c. Progress of Internal Audit and External Auditor
Follow-up
d. Whistle Blowing System Management (WBS)
6. Evaluation of the Bank's Internal a. Realization of Internal Audit RAT October 23, 2025
Audit Function for the Third b. Audit Findings (including in-depth report findings)
Quarter of 2025 c. Progress of Internal Audit and External Auditor
Follow-up
d. Whistle Blowing System Management (WBS)
7. Discussion of Internal Audit Discussion and Review of Internal Audit Findings Report December 2, 2025
Examination Audit Results Report
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Implementation of Audit Committee Working Relationship with Public Accountant and/or Public
Accounting Firm [ACGS D.2.24]
No. Main Tasks Implementation Details Implementation Date
1. Procurement 1) Review of the Proposed HPS for KAP Procurement in 2025 February 3, 2025
of Public
2) Audit Committee Recommendations on the Appointment of Public March 11, 2025
Accounting Firm
Accountants and/or Public Accounting Firms for Audit Services for
(KAP) Audit
Consolidated Financial Statements and Other Reports for the 2025
Services
Fiscal Year
3) Review of Board of Directors Letter Number DIR/910 dated November November 26, 2025
19, 2025 regarding the Principle Permit for Procurement and
Procurement Budget for KAP in 2026
2. Financial 1) Closing Meeting for Audit of Consolidated Financial Statements and January 14, 2025
Statements Other Reports for Fiscal Year 2025
2) Review of Financial Statements for December 2024 January 15, 2025
3) Review of the June 2025 Financial Statements July 17, 2025
4) Review of the August 2025 Financial Statements September 18, 2025
5) Kick Off Meeting for the Audit of the Consolidated Financial Statements September 25, 2025
and Other Reports for the 2025 Fiscal Year
6) Review of the September 2025 Financial Statements October 22, 2025
7) Review of Financial Statements for October 2025 December 11, 2025
8) Progress Meeting on the Audit of Consolidated Financial Statements December 18, 2025
and Other Reports for the 2025 Fiscal Year
3. Audit Committee 1) Audit Committee Evaluation of the Provision of Audit Services by KAP April 16, 2025
Evaluation for the 2024 Fiscal Year – submitted to the Ministry of State-Owned
Report Enterprises
2) Audit Committee Evaluation of the Implementation of Audit Services June 26, 2025
by KAP for the 2024 Fiscal Year – submitted to the Ministry of Financial
Services
Implementation of the Audit Committee’s Working Relationship with Financial Services Authority,
Bank Indonesia and Other Authorities
No. Main Tasks Implementation Details Implementation Date
1. Compliance Audit on Information Technology Submission of Audit Reports September 1, 2025
Management for 2023 and 2024 (First
Semester) by the Indonesian Audit Board
2. Compliance Audit on Revenue Management Submission of Audit Reports September 11, 2025
for 2024 by the Indonesian Audit Board
3. General Audit of BNI for 2025 by the Financial Exit Meeting 2025 November 27, 2025
Services Authority
4. Thematic Audit related to BNI's Financial Exit Meeting 2025 December 16, 2025
Information Service System (SLIK) for 2025 by
the Financial Services Authority
5. Fullscope Audit of BNI's Payment Service Exit Meeting 2025 December 17, 2025
Providers (PJP) for 2025 by Bank Indonesia
2025 Annual Report
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Implementation of the Audit Committee’s Working Relationship with Management
No. Main Tasks Implementation Details Implementation Date
1. Suggestions 1) Review and Advice & Recommendations on Updating BNI's Anti-Money January 8, 2025
and Advice Laundering, Counter-Terrorism Financing, and Counter-Proliferation
from the Audit Financing Policies (AML, CTF, and CPFP).
Committee
2) Review and Advice & Recommendations on the Proposed Credit Book January 23, 2025
Write-Off.
3) Review and Advice & Recommendations on Anti-Fraud Strategy Policy. January 29, 2025
4) Review and Advice & Recommendations on Bank Credit Policy for 2025. July 15, 2025
5) Review and Advice & Recommendations on Socialization and July 17, 2025
Communication of the Scope of Implementation of Internal Control Over
Financial Reporting (ICoFR).
6) Review and Advice on BNI's Strategic Plan and IT (Information July 31, 2025
Technology) Architecture
7) Review and Advice on the Request to Write Off the Garut Branch Office November 5, 2025
Building Asset
8) Review and Advice on the NWOW and BRAVE corporate transformation November 26, 2025
updates
9) Review and Advice on BNI's 2026 General Internal Control System Policy December 9, 2025
(KUSPI)
10)Review and Advice on the Realization of Write-offs per Business December 11, 2025
Segment, including Root Cause Analysis and Risk Mitigation
2. Evaluasi 1) Evaluation of the 2025 Risk Maturity Index (RMI) Assessment Results (on September 25, 2025
Komite BNI's 2024 Performance)
Audit
2) Evaluation of Anti-Fraud Strategy October 2, 2025
Evaluation
of the Audit 3) Evaluation of the Company Budget Work Plan (RKAP), Collegial KPIs, November 26, 2025
Committee Company Long-Term Plan (RJPP) 2026-2030, and Sustainable Financial
Action Plan (RAKB) 2026
4) Evaluation of BNI's 2026 Collegial KPI Proposals November 26, 2025
Implementation of Audit Committee Working Relationship with Pension Fund Financial Institution
(DPLK)
No. Main Tasks Implementation Details Implementation Date
1. Suggestions 1) Review and Suggestions & Advice on the Realization of the BNI DPLK January 8, 2025
and Advice Business Plan for the Second Semester of 2024
from the Audit
2) Review and Advice & Recommendations on Updating the Anti-Money January 8, 2025
Committee
Laundering, Counter-Terrorism Financing, and Counter-Proliferation
Financing (AML, CTF, and CPF) Policies of DPLK BNI
Internal Audit Committee
No. Main Tasks Implementation Details Implementation Date
1. Audit Committee 1) Discussion of Audit Committee Review Results January 14, 2025
Work Plan
2) Review of the Audit Committee Work Plan for 2025 January 15, 2025
3) Discussion of Audit Committee Review Results February 4, 2025
4) Discussion of Audit Committee Review Results March 11, 2025
5) Discussion of Audit Committee Review Results April 15, 2025
6) Discussion of Audit Committee Review Results April 23, 2025
7) Discussion of Audit Committee Review Results June 17, 2025
8) Discussion of Audit Committee Review Results June 23, 2025
9) Discussion of Audit Committee Review Results August 5, 2025
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As a follow-up to the suggestions and AI, as well as the composition of the audit
recommendations made in various meetings during team) in the Audit Kick Off Meeting Agenda
2025, the Audit Committee also held in-depth for the Audit of the BNI Consolidated Financial
discussions with relevant parties on a number Statement and Other Reports for the 2025
of strategic and operational aspects that require Financial Year; Monitoring Progress on the
special attention. These discussions covered key implementation of the KAP Audit including
issues related to the quality of financial reporting, findings that require further adjustments and/
the effectiveness of internal controls, the results or confirmation; and Audit Clearance Meeting,
of external and internal audits, and the level of presentation of all KAP audit results after the
compliance with applicable regulations. 2025 Financial Statement audit process has
been completed.
The main points of discussion between the Audit
Committee and relevant parties during 2025 are as b. Implementing Consultant for the Review of
follows: BNI’s Internal Audit Function in 2025
1. Management The Audit Committee carries out its duties
The Audit Committee reviews audited and in evaluating BNI’s Internal Audit Function,
unaudited financial statements published in namely attending interview invitations from
2025 to ensure that the content and disclosure Independent Consultants, which is a series
of information are in accordance with of review processes to obtain views from
accounting standards and applicable statutory the Audit Committee regarding conditions
provisions. Evaluation of the effectiveness of that need to be improved in BNI’s Internal
audit implementation by external auditors, Audit Function. Apart from that, holding a
independence, objectivity, and the adequacy meeting with the Consultant Implementing
of the scope of the audit is also carried out the Review of BNI’s Internal Audit Function
by the Audit Committee through discussions to discuss the results of the Independent
with Management. The Audit Committee also Consultant’s review of BNI’s Internal Audit
discusses and monitors the follow-up to the Function in accordance with applicable laws
completion of audit findings, both internal and regulations and best practice. The Audit
audits and external audits, monitors the follow- Committee provides constructive suggestions
up to the resolution of cases that occur in and advice to improve the effectiveness of
order to encourage accelerated resolution, BNI’s Internal Audit Function, which is also
and takes necessary administrative sanctions. in line with the results of the Independent
In addition, the Audit Committee reviews and Consultant’s review.
provides recommendations to the Board of
Commissioners on proposals from Management c. Implementing Consultant for Diagnostic
that require approval or consultation with the Internal Control Over Financial Reporting
Board of Commissioners. (ICOFR) in 2025
In order to comply with applicable laws and
2. External Auditor regulations and follow up on Shareholder
a. Public Accounting Firm (KAP) Implementing Aspirations, BNI, which is included in
Audit Services for BNI Consolidated Financial Systemic A SOE, is required to carry out an
Statements and Other Reports for Financial Internal Control Over Financial Reporting
Year 2025 (ICOFR) Diagnostic carried out together with
With regard to the series of audit processes an Independent Consultant, which aims to
for the BNI Consolidated Financial Statement improve the quality of internal control over
and Other Reports for the 2025 Financial financial reporting.
Year by the Public Accounting Firm (KAP),
the Audit Committee conveyed its concerns, The role of the Audit Committee in
suggestions and advice through holding a implementing the ICOFR Diagnostics includes
joint Committee Meeting with the Board of participating in a series of processes carried
Directors and KAP, with discussions regarding out by the Independent Consultant, namely
the audit plan (including sampling, scope, attending interview invitations to convey the
model/methodology, use of Technology and duties and functions of the Audit Committee
2025 Annual Report
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that have been carried out, especially in 166 recommendations pending out of a
terms of reviewing the integrity of financial total of 558 recommendations;
statements. Apart from that, the Audit 4) Progress in completing the Management
Committee also reviews the results of the Letter from KAP Rintis, Jumadi,
ICOFR Diagnostics and the proposed ICOFR Rianto dan Rekan (a member firm of
Guidelines, which then become the Audit PricewaterhouseCoopers) is 100%.
Committee’s Recommendations to the Board 5) Progress in completing the audit results
of Commissioners, which are submitted at the of the Financial and Development
Board of Commissioners Meeting forum. Supervisory Agency (BPKP) is 100%.
d. Others In order to comply with applicable laws
In addition, the Audit Committee is also active and regulations, both POJK and Minister
in attending Audit Exit Meeting invitations of SOE Regulations, the Audit Committee
from the Financial Services Authority and the has prepared a Report on the Results of
Financial Audit Agency. the Audit Committee’s Evaluation of the
Implementation of Audit Services for Annual
e. Monitoring Historical Financial Information for the 2024
In order to carry out the monitoring function Financial Year period by KAP Tanudiredja,
of audit results by Regulators and external Wibisana, Rintis, and Partner (a member firm
auditors (OJK, BPK, BI, KAP, etc.), the Audit of the PricewaterhouseCoopers network),
Committee has carried out an evaluation of the which was submitted to the Ministry of SOE
follow-up actions carried out by Management. in April 2025 and to the OJK in June 2025.
Review and evaluation of the results of the
Regulator and external auditors for the period 3. Internal Audit
up to the end of 2025 are as follows: The Audit Committee reviews the annual internal
1) Progress in completing the Bank Indonesia audit plan, monitors the implementation and
(BI) audit results is 100%; audit results from BNI Internal Audit (IAD), and
2) Progress in completing the Financial follows up to its completion by Management.
Services Authority (OJK) audit results is The Audit Committee also holds discussions
100%; with Internal Audit in an effort to encourage
3) Progress in completing the Supreme Audit effectiveness and strengthen the Internal Audit
Agency (BPK) audit results is 70.25%, with function.
Based on the 2025 Internal Audit Annual Work Plan and Budget (RKAT), the realization of the planned
activities carried out by Internal Audit is as follows:
No. Activity Plan Realization
1. Delivery Channel Audit including KLN 30 31
2. Mandatory Audit 14 14
3. Division Audit 1 1
4. Subsidiaries Audit 3 3
5. Non-IT/Thematic Audit 34 46
6. IT/Application/Project Activity Audit 25 29
7. Advisory 16 23
8. Surprise Audit 2 2
Total 125 149
The realization of Internal Audit activities reached 117.60% of the planned target based on the 2025 Annual
Work and Budget Plan (RKAT).
Internal Audit conducted a total of 9 investigative audits (4 assignments were for credit examinations, 5
assignments were for non-credit examinations).
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Follow-Up on Internal Audits until the End of 2025
December 31, 2025 December 31, 2024 December 31, 2024
Total Due 2,237 5,003 6,833
Completed 2,211 4,998 6,830
Progress 99.83% 99.88% 92.16%
Whistleblowing System (WBS) Report
Number of Reports by Reporting Channel 2025 2024
WBS Channel 356 289
Outside WBS Channel 3 7
Total Reports 359 296
Follow-up Results 2025 2024
Proven 99 *)
65
Unproven 142 230
Still under investigation 118 1
* Of the 99 proven reports, the criteria for violations included customer complaints (52 reports), confidential employee complaints (35 reports), violations of the code
of ethics/unethical behavior (5 reports), violations of regulations/laws (5 reports), and fraud (2 reports).
4. Compliance Director d. The implementation of the Anti-Fraud Strategy
Based on the Audit Committee’s review of the for the second semester of 2025 was reported to
Compliance Report on adherence to banking OJK in January 2026, while the implementation
regulations and other relevant laws and of the Anti-Fraud Strategy for the first semester
regulations, the following conclusions were of 2025 was reported to OJK in July 2025. In
conveyed: 2025, there were 42 internal fraud incidents
a. Throughout 2025, the Company regularly (one of which constituted significant fraud and
submitted reports to the Financial Services was reported to OJK on an incidental basis),
Authority (OJK) in accordance with OJK while the number of external fraud incidents
Regulation No. 46/POJK.03/2017 concerning amounted to 13 cases.
the Implementation of the Compliance 5. Board of Commissioners
Function for Commercial Banks. In addition, The Audit Committee’s duties, responsibilities,
the Audit Committee conducted reviews and and recommendations are periodically reported
discussions on the Compliance Division’s to the Board of Commissioners, with key
work plan, the progress of employee case highlights including:
handling, and the implementation of the Anti- a) The review of the proposed appointment
Fraud Strategy Program. of KAP for 2025 and the Audit Committee
b. Discussions on the Compliance Division’s has provided recommendations to the
work plan were conducted to enhance Board of Commissioners to appoint the
the effectiveness of synergy among the Public Accounting Firm KAP Rintis, Jumadi,
Compliance Division, the Anti-Fraud function, Rianto & Partners (a member firm of the
and Internal Audit in carrying out supervisory PricewaterhouseCoopers network) to audit
functions, particularly in ensuring the the Consolidated Financial Statements and
Company’s compliance with applicable Other Reports ending December 31, 2025,
regulations. and to evaluate the effectiveness of the
c. Based on the examination and evaluation implementation of Public Accounting Firm
of the employee case resolution process Audit Services in 2024 (including aspects of
in 2025, a total of 106 cases were recorded, independence and objectivity);
consisting of 86 cases that had been b) Reviewing the Bank’s published financial
resolved and 20 cases that were still in the statements;
process of resolution. For cases that had c) Assessing the effectiveness of the Internal
been resolved, employees proven to have Audit function concerning the realization of
committed violations and/or fraud were RKAT, audit findings and recommendations,
subject to administrative sanctions, including: compliance with Internal Control, risk
termination of employment for 38 employees; management processes, and corporate
demotion for 11 employees; severe written governance (GCG) implementation;
warnings for 20 employees; written warnings d) Evaluating the effectiveness of follow-ups on
for 57 employees; and coaching letters for 71 Internal and External Auditor findings and
employees. recommendations;
2025 Annual Report
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e) Reviewing the company’s monthly the 2026 financial year audit to the Board of
performance reports, proposed revisions to Commissioners;
the 2025 RBB/RKAP, and proposed RBB/RKAP 4. Evaluating the general audit services provided
for 2025–2028 and RAKB for 2026 submitted by KAP for the 2025 Consolidated Financial
by Management; Statements and other reports; Reviewing
f) Reviewing and providing input on the internal and external audit examinations and
proposal for credit write-offs within a range of overseeing management’s follow-up actions on
IDR 100 billion to IDR 200 billion; audit findings;
g) Examining management proposals requiring 5. Reviewing and recommending the Annual
approval from the Board of Commissioners; Audit and Consultation Plan to the Board of
and Commissioners;
h) Formulating key recommendations and 6. Review of the implementation of Good Corporate
advice from the Audit Committee meetings Governance (GCG) in the Company;
and recommending that the Board of 7. Assessing compliance with laws and regulations
Commissioners communicate these related to the company’s activities;
recommendations to Management for 8. Reviewing the implementation of the Compliance
followup actions. Division's review and monitoring the follow-up
on the review results;
AUDIT COMMITTEE STATEMENT ON THE 9. Evaluating the implementation of the Anti-Fraud
ADEQUACY OF INTERNAL CONTROL AND Strategy program;
RISK MANAGEMENT SYSTEMS 10. Recommending a rating agency appointment to
evaluate the company’s financial health;
The Audit Committee assesses that the internal 11. Reviewing the Company Work Plan and Budget
control and risk management systems implemented (RKAP)/Bank Business Plan (RBB) and any
within BNI’s internal environment are effective, changes thereto (if any);
adequate, and capable of managing risks and 12. Reviewing and updating the Audit Committee
business opportunities to support the Bank’s Charter;
business objectives without compromising financial 13. Reviewing and updating corporate policies
performance, compliance, or reputation. The Bank’s requiring Board of Commissioners’ approval;
internal control and risk management systems 14. Mengikuti program Pendidikan dan pelatihan;
provide tools to anticipate and manage risks by dan
considering changes in risk profiles due to shifts in 15. Following up on directives from the Board
business strategy, external factors, and regulatory of Commissioners regarding reports/letters
requirements. This is reflected in the effectiveness submitted to them.
of internal control and risk management functions,
including internal audit, compliance, financial, and AUDIT COMMITTEE MEMBER
operational controls. REMUNERATION [ACGS C.3.4]
The remuneration policy for committee members
AUDIT COMMITTEE WORK PLAN FOR 2026 from the Board of Commissioners is integrated with
their honorarium, with no special remuneration
The Audit Committee has prepared and established allocated for each committee member. Meanwhile, the
a work plan for the upcoming year 2026, which will remuneration for independent (nonCommissioner)
be carried out in the form of committee meetings, committee members is determined by the Board of
reviews, and reports to the Board of Commissioners, Commissioners, with a maximum limit of 20% of the
with the following strategic priorities: President Director’s salary and no additional income
1. Reviewing financial information to be disclosed beyond this honorarium. This policy aligns with the
to the public and/or regulatory authorities provisions of Minister of SOEs Regulation No. PER-
(Quarterly); 3/MBU/03/2023 dated March 20, 2023, regarding the
2. Reviewing financial information (Monthly); Organization and Human Resources of State-Owned
3. Reviewing the procurement of KAP and Enterprises.
recommending the appointment of a KAP for
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NOMINATION AND 5. Board of Commissioners Decree No. Kep/01/
DK/2002, dated December 2, 2002, on
REMUNERATION COMMITTEE the Establishment of the Nomination and
[ACGS D.2.8, D.2.13]
Remuneration Committee.
The establishment of the Remuneration and THE NOMINATION AND REMUNERATION
Nomination Committee at BNI aims to strengthen the COMMITTEE CHARTER [ACGS D.2.11, D.2.16]
supervisory function of the Board of Commissioners
in ensuring that the nomination process and BNI Nomination and Remuneration Committee
the determination of remuneration for strategic carries out its duties and responsibilities based on
management po-sitions are carried out objectively, its Charter, which has been aligned with Financial
efficiently, and effectively. In line with GCG Services Authority Regulation No. 34/POJK.04/2014
principles, OJK regulates the establishment of this on the Nomination and Remuneration Committee
committee to ensure compliance with the principles of Issuers or Public Companies and with good
of transparency, accountability, responsibility, corporate governance practices.The BNI Nomination
independence, and fairness, particularly in providing and Remuneration Committee Charter was enacted
recommendations related to the nomination and through the Board of Commissioners Decree of PT
remuneration processes for members of the Board of Bank Negara Indonesia (Persero) Tbk. No. KEP/019/
Commissioners, the Board of Directors, committee DK/2024 dated June 6, 2024, concerning the
members at the Board of Com-missioners level, as Nomination and Remuneration Committee Charter.
well as all employees of the Bank.
The Nomination and Remuneration Committee
In line with its strategic role in ensuring that the Charter serves as a written and binding working
nomination and remuneration determi-nation guideline for each Committee member to ensure that
processes are conducted objectively, efficiently, all nomination and remuneration processes within
and effectively, the Nomination and Remuneration the Bank are conducted in a transparent, objective,
Committee is also respon-sible for conducting a and structured manner. The role of the Nomination
comprehensive review and evaluation of the Bank’s and Remuneration Committee is not limited to
talent manage-ment systems and policies. It includes nomination and remuneration determination since
re-viewing career development mechanisms, it also covers the responsibility to review and
leadership development programs, and the evaluate the Bank’s talent management systems and
organizational structure, as well as evalu-ating policies, including the evaluation of organizational
organizational development proposals submitted by development proposals submitted by the Board of
the Board of Directors, to en-sure alignment with the Directors. This aims to ensure alignment between
Bank’s long-term business strategy, GCG principles, human capital management policies and the
and future competency requirements. Bank’s long-term business strategy as well as GCG
principles.
LEGAL BASIS FOR THE ESTABLISHMENT OF
THE NOMINATION AND REMUNERATION The BNI Nomination and Remuneration Committee
COMMITTEE Charter regulates several matters, including:
1. Legal foundation;
The establishment of the Nomination and 2. Organizational structure and membership of the
Remuneration Committee refers to the following Nomination and Remuneration Committee;
regulations: 3. Membership requirements for the Nomination
1. Financial Services Authority Regulation No. 17 of and Remuneration Committee;
2023, dated September 14, 2023, on Governance 4. Responsibilities of the Nomination and
Implementation for Commercial Banks; Remuneration Committee;
2. Financial Services Authority Regulation No. 34/ 5. Duties of the Nomination and Remuneration
POJK.04/2014, dated December 8, 2014, on the Committee;
Nomination and Remuneration Committee for 6. Authority, rights, and obligations of the
Issuers or Public Companies; Nomination and Remuneration Committee;
3. Minister of State-Owned Enterprises Regulation 7. Meetings of the Nomination and Remuneration
No. PER-3/MBU/03/2023, dated March 20, Committee; and
2023, on the Organs and Human Resources of 8. Term of office for members of the Nomination
StateOwned Enterprises; and Remuneration Committee.
4. Minister of State-Owned Enterprises Regulation
No. PER-2/MBU/03/2023, dated March 3, 2023, Taking into account business developments, the
on Governance Guidelines and Significant complexity of business activities, and regulatory
Corporate Activities of State-Owned Enterprises; changes, the BNI Nomination and Remuneration
and
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Committee Charter is evaluated and updated g. Provide recommendations to the Board
periodically to ensure that it remains relevant and of Commissioners regarding Independent
in line with current governance requirements. The Parties who will become members of the Audit
latest update was implemented on September Committee and Risk Monitoring Committee.
19, 2025, and has been published on BNI's official 2. Regarding the Remuneration function:
website https://www.bni.co.id/Portals/1/BNI/ a. Conducting evaluations of the remuneration
Perusahaan/Docs/KNR-Piagam-Komite-Nominasi- system/policy based on performance, risk,
Remunerasi-Tahun-2025.pdf). This step was taken as fairness with peer groups, targets, and
a form of the Bank's commitment to transparency longterm strategies of the Bank, fulfillment of
and openness of information to all stakeholders. reserves as stipulated in laws and regulations
and the Bank’s potential income in the future.
DUTIES AND RESPONSIBILITIES OF THE b. Preparing and providing recommendations to
NOMINATION AND REMUNERATION the Board of Commissioners regarding:
COMMITTEE 1) Remuneration structure;
2) Remuneration policy; and
The duties and responsibilities of the Nomination 3) Amount of remuneration;
and Remuneration Committee as stipulated in the The structure, policy and amount
Nomination and Remuneration Committee Charter of remuneration for the Board of
are as follows: Commissioners and Board of Directors
1. Related to the nomination function: mentioned above are evaluated by the
a. Provide recommendations to the Board of Nomination and Remuneration Committee
Commissioners regarding: at least once a year.
1) Composition of positions of members of c. Delivering evaluation results and providing
the Board of Directors and/or members of recommendations to the Board of
the Board of Commissioners; Commissioners regarding:
2) Policies and criteria required in the 1) Remuneration policy for the Board of
Nomination process; and Directors and Board of Commissioners to
3) Performance evaluation policies for be submitted to the General Meeting of
members of the Board of Directors and/or Shareholders.
members of the Board of Commissioners. 2) Remuneration policy for executive officers
b. Assist the Board of Commissioners in and employees as a whole to be submitted
assessing the performance of members to the Board of Directors.
of the Board of Directors and/or members d. Ensuring that the remuneration policy is in
of the Board of Commissioners based on accordance with applicable provisions.
benchmarks that have been prepared as e. Conducting periodic evaluations of the
evaluation materials; implementation of the remuneration policy.
c. Provide recommendations to the Board of f. Assisting the Board of Commissioners
Commissioners regarding the program for in assessing performance with the
developing the capabilities of members of appropriateness of the remuneration received
the Board of Directors and/or members of the by each member of the Board of Directors and/
Board of Commissioners; or member of the Board of Commissioners.
d. Conduct evaluations of candidates for 3. Related to the Talent Management function:
BUMN representatives who will be proposed a. Conducting evaluations of the Talent
as members of the Board of Directors or Classification system and procedures carried
members of the Board of Commissioners of out by the Board of Directors;
Subsidiaries, before being submitted to the b. Conducting periodic reviews of the company’s
GMS/Minister; Talent Management System and monitoring
e. Prepare and provide recommendations and evaluating its implementation;
to the Board of Commissioners regarding c. Validate and calibrate the Talents proposed
the system and procedures for selecting by the Board of Directors to the Board of
and/or replacing members of the Board of Commissioners/Supervisory Board (Selected
Commissioners and the Board of Directors to Talent), to produce a list of Talents to be
the Board of Commissioners to be submitted nominated by the Board of Commissioners/
to the General Meeting of Shareholders; Supervisory Board to the GMS/Minister
f. Prepare and provide recommendations to (Nominated Talent).
the Board of Commissioners regarding the 4. In appointing the President Commissioner,
management process and implementation of the Nomination and Remuneration Committee
talent development for the needs of BUMN prepares a description of the job specifications,
executives (Board of Directors and BOD-1). including time commitment requirements that
also consider the need for time commitment
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during a crisis. The existence of other significant AUTHORITY, RIGHTS, AND OBLIGATIONS
commitments outside the corporation must be OF THE NOMINATION AND REMUNERATION
disclosed to the board of commissioners prior to COMMITTEE
appointment and disclosed in the annual report.
Changes in commitments must be immediately The BNI Nomination and Remuneration Committee
reported to the board of commissioners and their has a number of authorities to:
impact explained in the next annual report. 1. Access records or information about employees,
5. In appointing Commissioners Members, the funds, assets, and other resources belonging to
Nomination and Remuneration Committee BNI related to the implementation of its duties.
determines the terms and conditions for The Nomination and Remuneration Committee
appointing Commissioners Members. These is required to report in writing the results of the
terms and conditions are available for review.The assignment to the Board of Commissioners.
expected time commitment is stated in the Letter 2. Cooperate with the Human Resources Division,
of Appointment of Commissioners Members and Development and Learning Division, Budgeting
Commissioners Members must have sufficient and Financial Management Division, and other
time to fulfill the expected time commitment. related Divisions.
The existence of other significant commitments 3. In performing its duties, the Nomination and
outside BNI must be disclosed to the Board of Remuneration Committee is authorized to
Commissioners prior to appointment, along with recommend the appointment of an independent
an indication of the time commitment required consultant, as proposed by the Board of Directors,
and the Board of Commissioners must be notified to be appointed by the Board of Commissioners
if there are changes to such commitments. in order to support the Committee’s functions
6. Develop guidelines to ensure that all members and responsibilities, including the preparation
of the Board of Commissioners allocate sufficient of remuneration proposals based on benchmark
time to the Bank to be able to carry out their data. In this regard, the Committee is responsible
responsibilities effectively.The guidelines include for the selection process and the terms of
among others: engagement of the consultant, as well as for
a. The President Commissioner is committed to disclosing the consultant’s identity and service
providing sufficient time and also considering fees. Accordingly, the independent consultant
the need for time commitments during times engaged was PT Daya Dimensi Indonesia, with
of crisis. Other significant commitments consulting fees set at IDR20,165,000 (twenty
outside the Bank must be disclosed to the million one hundred sixty-five thousand Rupiah)
Board of Commissioners prior to appointment per candidate, as part of the implementation
and disclosed in the annual report. Changes in of the principles of transparency and good
commitments must be immediately reported corporate governance.
to the Board of Commissioners and their 4. Must carry out its duties properly and maintain
impact explained in the next annual report. the confidentiality of all documents, data and
b. Members of the Board of Commissioners information of the Company, both from internal
are committed to providing the expected and external parties and only used for the benefit
time. Other significant commitments outside of carrying out the duties of the Committee.
the Bank must be disclosed to the Board of 5. In carrying out its duties and responsibilities
Commissioners prior to appointment, along related to the remuneration policy, the
with an indication of the time commitment Nomination and Remuneration Committee must
required and the Board of Commissioners pay attention to at least:
must be notified if there are changes to such a. Financial performance and fulfillment of
commitments. reserves as stipulated in applicable laws.
7. Carrying out other tasks assigned by the Board b. Individual work performance.
of Commissioners related to the nomination and c. Fairness with peer groups, and
remuneration function. d. Consideration of the Bank’s long-term goals
8. The procedure for carrying out the duties and and strategies.
functions of the Nomination and Remuneration 6. Before the current fiscal year, the Nomination
Committee is carried out based on the Financial and Remuneration Committee must prepare
Services Authority Regulation governing the and submit an Annual Work Plan and Budget to
Nomination and Remuneration Committee the Board of Commissioners for determination,
of Commercial Banks, the Financial Services a copy of which is submitted by the Board of
Authority Regulation governing the Nomination Commissioners to the Board of Directors for
and Remuneration Committee of Issuers or public their information. The implementation of the
companies and the Financial Services Authority Nomination and Remuneration Committee’s
Regulation governing the implementation of Annual Work Plan and Budget is reported to the
governance in providing remuneration for Board of Commissioners.
commercial banks, which are applicable.
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7. The Nomination and Remuneration Committee is 4. The Nomination and Remuneration Committee
required to prepare and submit a report on the consists of at least 3 (three) members, namely
implementation of its duties, responsibilities and 1 (one) Independent Commissioner who also
nomination and remuneration procedures to the serves as Chair, 1 (one) Commissioner and 1
Board of Commissioners. (one) executive officer who oversees the human
resources function or a party who holds a
POLICY ON APPOINTMENT, DISMISSAL, managerial position under the Board of Directors
AND TERM OF OFFICE OF THE NOMINATION who oversees human resources at BNI.
AND REMUNERATION COMMITTEE 5. Other members of the Nomination and
MEMBERS Remuneration Committee other than the
minimum members as stated in point 4) above
The term of office of members of the Nomi-nation may come from other members of the Board of
and Remuneration Committee origi-nating from the Commissioners and parties from outside BNI.
Board of Commissioners shall automatically end 6. If the Nomination and Remuneration Committee
upon the expiration of their tenure as Commissioners. members are determined to consist of more than
Should a member resign or cease to serve before the 3 (three) person, then the committee members
end of their term, a replacement shall be ap-pointed who are Independent Commissioners must
from among the other members of the Board of number at least 2 (two) person.
Commissioners. In the event that the Chair of the 7. The majority of additional Committee members,
Committee steps down, the position must be filled as referred to in point (5), must not be managerial
by another Inde-pendent Commissioner no later level officers below the Board of Directors
than 30 (thir-ty) days from the end of the respective responsible for human resources.
term. The replacement of Nomination and Remu- 8. The Chair of the Nomination and Remuneration
neration Committee members who are not part of Committee must be an Independent
the Board of Commissioners must be carried out no Commissioner at BNI.
later than 60 (sixty) days after the concerned member 9. The Chairperson of the Nomination and
is no longer able to perform their duties. The term Remuneration Committee is prohibited from
of office for independent Committee members is a holding concurrent positions as chair of more
max-imum of 3 (three) years and may be extend-ed than 1 (one) committee in another committee
once for an additional 2 (two) years, re-sulting in and may only hold concurrent positions as
a total maximum tenure of 5 (five) years, without Chairperson of a Committee in a maximum of 1
prejudice to the right of the Board of Commissioners (one) other committee at BNI.
to dismiss Com-mittee members at any time. 10. Committee members must not be members of
the Board of Directors, either at BNI or at any
STRUCTURE, MEMBERSHIP, AND other bank.
EXPERTISE OF THE NOMINATION AND 11. If deemed necessary, the Committee may appoint
REMUNERATION COMMITTEE MEMBERS a Committee Secretary, whose assignment,
rights, authority, and responsibilities are
The composition of the BNI Nomination and determined by the Committee Chair.
Remuneration Committee is determined in
accordance with applicable regulations and the NUMBER, STRUCTURE, AND COMPOSITION
Nomination and Remuneration Committee Charter, OF MEMBERSHIP OF THE NOMINATION
to ensure that the principles of independence, AND REMUNERATION COMMITTEE
competence, and professionalism are fulfilled.
The following are the provisions related to As of the end of 2025, BNI’s Nomination and
the composition of the BNI Nomination and Remuneration Committee consisted of six
Remuneration Committee: (6) members as stipulated in the Board of
1. The Nomination and Remuneration Committee is Commissioners Decree No. KEP/024/DK/2025
established by the Board of Commissioners. The dated September 19, 2025. The composition of the
Board may form the Committee as a separate Committee comprised 3 (three) members, namely 1
entity. (one) Independent Commissioner who also served as
2. The Committee must act independently and Chair, 1 (one) Commissioner, and 1 (one) executive
report directly to the Board of Commissioners. officer who supervised human resources functions
3. The appointment of Committee members is or a party who held a managerial position under the
carried out by the Board of Directors based on a Board of Directors in charge of human resources at
Board of Commissioners’ resolution. BNI. This composition reflects BNI's commitment to
maintaining a majority of independent members.
[ACGS D.2.9, D.2.10, D.2.14, D.2.15, (B).D.2.1]
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The Bank ensures that the current structure and composition of the Nomination and Remuneration Committee
comply with the provisions set out in the Nomination and Remuneration Committee Charter. The following
is the composition of BNI’s Nomination and Remuneration Committee throughout 2025:
January 1, 20245– March 26, 2025 Period
Name Position Term of Office Position in the Bank
Pradjoto1) Chairman September 21, 2023-March 26, 2025 President Commissioner/
[ACGS D.2.10, D.2.15] Independent Commissioner
Pahala Nugraha Mansury3) Member October 30, 2023-March 26, 2025 Vice President
Commissioner
Sigit Widyawan3) Member July 20, 2020-March 26, 2025 Independent Commissioner
Askolani 3)
Member January 30, 2020-March 26, 2025 Commissioner
Asmawi Syam2) Member July 20, 2020-March 26, 2025 Independent Commissioner
Iman Sugema 2)
Member August 27, 2020-March 26, 2025 Independent Commissioner
Septian Hario Seto2) Member August 27, 2020-March 26, 2025 Independent Commissioner
Erwin Rijanto Slamet 3)
Member August 16, 2021-March 26, 2025 Independent Commissioner
Fadlansyah Lubis3) Member December 29, 2022-March 26, 2025 Commissioner
Robertus Billitea 3)
Member September 21, 2023-March 26, 2025 Commissioner
Mohamad Yusuf Permana3) Member October 22, 2024-March 26, 2025 Commissioner
Danni Tri Suryani 3)
Independent Member August 10, 2020-March 26, 2025 -
Yenni Sari Dewi Member May 26, 2023-present Human Capital Strategy
Division Head
1) Effectively serving as Chair of the Nomination and Remuneration Committee until February 20, 2025, in connection with the expiration of his term as a member of
the Board of Commissioners, 5 (five) years from the date of appointment.
2) Effectively serving as a Member of the Nomination and Remuneration Committee until February 20, 2025, in connection with the expiration of his term as a
member of the Board of Commissioners, 5 (five) years from the date of appointment.
3) Effective as Member of the Nomination and Remuneration Committee until March 26, 2025
In order to comply with the provisions of Fi-nancial Services Authority Regulation (POJK) No. 34/POJK.04/2014
concerning the Nomi-nation and Remuneration Committee of Issu-ers or Public Companies, BNI has
adjusted the composition of its Nomination and Re-muneration Committee. Such changes were stipulated
through the Board of Commission-ers Decree No. KEP/007/DK/2025 dated Au-gust 21, 2025, concerning the
Appointment of Members of the Nomination and Remu-neration Committee, resulting in the follow-ing
composition:
March 26, 2025– October 8, 2025 Period
Name Position Term of Office Position in the Bank
Omar Sjawaldy Anwar1) Chairman March 26, 2025-present President Commissioner/
[ACGS D.2.10, D.2.15] Independent Commissioner
Tedi Bharata2) Member March 26, 2025-present Vice President Commissioner
Suminto 3)
Member March 26, 2025-October 8, 2025 Commissioner
Didik Junaedi Rachbini4) Member March 26, 2025-present Independent Commissioner
Vera Febyanthy 4)
Member March 26, 2025-present Independent Commissioner
Donny Hutabarat5) Member March 26, 2025-present Commissioner
Yenni Sari Dewi Member March 26, 2025-present Human Capital Strategy
Division Head
1) Effective as Chair of the Nomination and Remuneration Committee since June 30, 2025
2) Effective as Member of the Nomination and Remuneration Committee since June 5, 2025
3) Effective as a Member of the Nomination and Remuneration Committee since August 13, 2025 until October 8, 2025.
4) Effective as a Member of the Nomination and Remuneration Committee since August 13, 2025
5) Effective as a Member of the Nomination and Remuneration Committee since October 16, 2025
October 8, 2025 – December 31, 2025 Period
Name Position Term of Office Position in the Bank
Chairman President Commissioner/
Omar Sjawaldy Anwar1) March 26, 2025-present
[ACGS D.2.10, D.2.15] Independent Commissioner
Tedi Bharata2) Member March 26, 2025-present Vice President Commissioner
Didik Junaedi Rachbini 3)
Member March 26, 2025-present Independent Commissioner
Vera Febyanthy3) Member March 26, 2025-present Independent Commissioner
Donny Hutabarat 4)
Member March 26, 2025-present Commissioner
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Name Position Term of Office Position in the Bank
Human Capital Strategy
Yenni Sari Dewi Member March 26, 2024-present
Division Head
1) Effective as Chair of the Nomination and Remuneration Committee since June 30, 2025
2) Effective as Member of the Nomination and Remuneration Committee since June 5, 2025
3) Effective as a Member of the Nomination and Remuneration Committee since August 13, 2025 until October 8, 2025.
4) Effective as a Member of the Nomination and Remuneration Committee since August 13, 2025
NOMINATION AND REMUNERATION COMMITTEE PROFILE
More detailed information about the profiles of the members of the Nomination and Re-muneration
Committee as members of the Bank's Board of Commissioners can be found in the Company Profile chapter,
sub-chapter Board of Commissioners Profile, in this An-nual Report. The following is a brief profile of the
members of BNI's Nomination and Re-muneration Committee as of December 31, 2025.
Chairman of the Nomination and Remuneration Committee
Omar Sjawaldy Anwar
Legal Basis of Appointment Board of Commissioners of BNI Decree No. KEP/024/DK/2025 dated September 19, 2025
Term of Office March 26, 2025 – present
Professional Certication Risk Management Certification Level 6 (Non-tiered)
Complete Profile His profile is described in the Company Profile Chapter, Sub-chapter Board of Commissioners Profile.
Member of the Nomination and Remuneration Committee as Board of Commissioners
Tedi Bharata
Vice President Commissioner
Legal Basis of Appointment Board of Commissioners of BNI Decree No. KEP/024/DK/2025 dated September 19, 2025
Term of Office March 26, 2025 – present
Professional Certication Risk Management Certification Level 6 (Non-tiered)
Complete Profile His profile is described in the Company Profile Chapter, Sub-chapter Board of Commissioners Profile.
Didik Junaedi Rachbini
Independent Commissioner
Legal Basis of Appointment Board of Commissioners of BNI Decree No. KEP/024/DK/2025 dated September 19, 2025
Term of Office March 26, 2025 – present
Professional Certication Risk Management Certification Level 6 (Non-tiered)
Complete Profile His profile is described in the Company Profile Chapter, Sub-chapter Board of Commissioners Profile.
Vera Febyanthy
Independent Commissioner
Legal Basis of Appointment Board of Commissioners of BNI Decree No. KEP/024/DK/2025 dated September 19, 2025
Term of Office March 26, 2025 – present
Professional Certication Risk Management Certification Level 6 (Non-tiered)
Complete Profile His profile is described in the Company Profile Chapter, Sub-chapter Board of Commissioners Profile.
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Member of the Nomination and Remuneration Committee from the Independent Party
Age
47 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Yenni Sari Dewi • Bachelor’s Degree in Nutrition and Animal Feed from Universitas Gadjah Mada (2000)
• Master’s Degree in General Business from Universitas Gadjah Mada (2003)
Member of Nomination and Remuneration
Committee
Legal Basis of Appointment 5. Other developments:
Appointed for the first time as Member of the Nomination and - Mandatory e-learning courses on PDP, security awareness,
Remuneration Committee on May 26, 2023 based on Board of APUPPT, anti-fraud awareness, good corporate governance, risk
Commissioners Decree No. KEP/002/DK/2023 dated May 26, 2023 culture, and sustainability finance.
- LinkedIn Learning courses on topics such as cybersecurity,
Term of Office strategic agility, learning with innovation in the age of AI,
2023-saat ini operational excellence foundation, and more.
- Webinars on risk management and sustainability disclosure.
Professional Certification and/or Training
1. Star Track Executive Development Program. Stream: Strategic Work Experience
Human Resources Leadership, Cornell University, October - • Head of Management & Organization Research Group– Strategic
December 2025. Planning Division (2015-2020),
2. Future of Work: Leading Modern Workplaces – The Wharton School, • Dean of Leadership & Future Capability Academy – BNI Corporate
November 25, 2025. University (2020-2021)
3. Executive Training – From Capable to Exceptional, Impact Executive • Deputy Head of Strategy & Policy Division – Human Capital
Education, April 25, 2025 Strategy Division (2021-2023)
4. Risk Management Certification Maintenance Level 6, BSMR, • Head of Human Capital Strategy Division at PT Bank Negara
December 1, 2025. Indonesia (Persero), Tbk (2023 - present)
Concurrent Position
Head of Human Capital Strategy Division at PT Bank Negara
Indonesia (Persero), Tbk
QUALIFICATIONS, EDUCATION, AND WORK party in this charter follows the applicable
EXPERIENCE OF THE NOMINATION AND regulations governing independent committee
REMUNERATION COMMITTEE members under the Board of Commissioners,
particularly the Financial Services Authority (OJK)
The membership requirements for BNI’s Nomination Circular Letter on Governance Implementation
and Remuneration Committee are as follows: for Commercial Banks and the OJK Regulation on
1. Possess high integrity, adequate capability, the Nomination and Remuneration Committee
knowledge, and work experience in the for Issuers or Public Companies.
Committee’s areas of responsibility, as well as an 2. Have relevant experience in nomination and/or
understanding of the banking sector. remuneration.
2. Have no personal interests or affiliations that 3. Not be an employee of BNI.
could create negative impacts or conflicts of 4. Not hold concurrent positions as:
interest with the company. a. A member of the Board of Commissioners/
3. Be able to allocate sufficient time to fulfill their Supervisory Board in a State-Owned
duties. Enterprise (SOE) or other company.
4. Demonstrate strong collaboration and effective b. A secretary or staff member of the Board of
communication skills. Commissioners/Supervisory Board in an SOE
or other company.
In addition to meeting the requirements as c. A member of any other committee within the
described above, all members of the Nomination company.
and Remuneration Committee who are Independent 5. The executive officer overseeing human
Parties must meet the following additional criteria: resources must have knowledge of remuneration
1. Have no affiliation, financial, managerial, and/or nomination systems and the bank’s
ownership, or family relationships with succession planning.
members of the Board of Commissioners, the 6. BNI must verify the accuracy of all documents or
Board of Directors, and/or holders of BNI’s Series supporting data related to the independent status
A Dwiwarna shares, or any other relationships requirements, including a personal integrity
with BNI that may affect their ability to act statement from the independent party.
independently. The definition of an independent
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By adhering to both the general and specific requirements outlined in the Nomination and Remuneration
Committee Charter, the Bank ensures that the current Chair and all members of the Committee meet the
educational qualifications and work experience criteria, as detailed in the table below:
Educational Qualifications, Work Experience, and Areas of Expertise of the Nomination and
Remuneration Committee as of December 31, 2025
Nama Position Education Work Experience Areas of Expertise
Omar Chairman Work experience can be found Work experience can be found in the • Accounting
Sjawaldy [ACGS in the Board of Commissioners Board of Commissioners Composition • Strategic
Anwar D.2.10, Composition Diversity Section Diversity Section Management
D.2.15]
• Finance
• Technology
Tedi Bharata Member Work experience can be found Work experience can be found in the • Public
in the Board of Commissioners Board of Commissioners Composition Administration
Composition Diversity Section Diversity Section • Finance
• Human
Resource
Management
• Information
Management
& Computer
Systems
Didik Junaedi Member Work experience can be found Work experience can be found in the Economy
Rachbini in the Board of Commissioners Board of Commissioners Composition
Composition Diversity Section Diversity Section
Vera Member Work experience can be found Work experience can be found in the • Public
Febyanthy in the Board of Commissioners Board of Commissioners Composition Administration
Composition Diversity Section Diversity Section • Public Policy
• Finance
Donny Anggota Riwayat Pengalaman Kerja Beliau dapat Riwayat Pengalaman Kerja Beliau dapat • Ekonomi
Hutabarat dilihat pada bagian Keberagaman dilihat pada bagian Keberagaman
Komposisi Dewan Komposisi Dewan • Market &
Komisaris Komisaris Treasury
Yenni Sari Member • Bachelor of Nutrition & Animal Work experience can be found in the • Management
Dewi Feed from Gadjah Mada Board of Commissioners Composition Economics; and
University (2000); and Diversity Section • Organizational
• Master of General Business from Management
Gadjah Mada University (2003). and Human
Resources.
INDEPENDENCE STATEMENT OF THE NOMINATION AND REMUNERATION COMMITTEE
BNI ensures that all members of the Remu-neration and Nomination Committee who are independent
parties have no financial, mana-gerial, share ownership, and/or family rela-tionships with the Board of
Commissioners, Board of Directors, or Controlling Sharehold-ers. This reflects the Remuneration and Nom-
ination Committee's commitment to uphold-ing the principles of GCG and maintaining integrity in the Bank's
nomination and remu-neration oversight process. All members of the Nomination and Remuneration Com-
mittee have signed a statement of independ-ence in accordance with the provisions of OJK Regulation No.
17 of 2023 concerning the Implementation of Corporate Governance for Commercial Banks.
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Nomination and Remuneration Committee Independency
Independency Aspects
No familial
relationships
with the Board of
No financial
No management Commissioners, Not serving on
Name relationships No share
relationships in the Board the board of
with the Board of ownership
BNI, subsidiaries of Directors, political party
Commissioners relationship in
or affiliated and/or fellow or government
and the Board of BNI
companies members of the official
Directors
Nomination and
Remuneration
Committee
Omar Sjawaldy Anwar √ √ √ √ √
Tedi Bharata √ √ √ √ √
Didik Junaedi Rachbini √ √ √ √ √
Donny Hutabarat √ √ √ √ √
Vera Febyanthy √ √ √ √ √
Yenni Sari Dewi √ √ √ √ √
CONCURRENT POSITIONS INFORMATION
As a form of transparency and accountability, BNI openly discloses information regarding the concurrent
positions held by each mem-ber of the Nomination and Remuneration Committee. This information is
presented in full in the following table:
Position in Other
Position in Other Position in Other
Name Position in the Bank State-Owned
Banks Public Companies
Enterprises
Omar Sjawaldy President Commissioner/ None None None
Anwar Independent Commissioner
Tedi Bharata Vice President Commissioner None None None
Didik Junaedi Independent Commissioner None √ None
Rachbini
Donny Hutabarat Commissioner None None None
Vera Febyanthy Independent Commissioner None None None
Yenni Sari Dewi Human Capital Strategy None None None
Division Head
NOMINATION AND REMUNERATION 3. Meetings are chaired by the Chairperson of the
COMMITTEE MEETINGS [ACGS D.2.12, D.2.17] Nomination and Remuneration Committee. If
the Chairperson is unable to attend, the meeting
Meeting Policy is led by the most senior committee member
The Nomination and Remuneration Committee designated/agreed upon in the meeting.
Charter clearly regulates the policies and procedures 4. Decision-making at the Nomination and
for conducting BNI Nomination and Remuneration Remuneration Committee meeting is based on
Committee Meetings, including the following matters: consensus. In the event that consensus is not
1. Meetings of the Nomination and Remuneration reached, decision-making is based on majority
Committee are held as needed by the Bank, with vote with the principle of 1 (one) person 1 (one)
a minimum of four meetings per year. vote.
2. The Nomination and Remuneration Committee 5. If in the decision-making process carried out
Meeting may only be held if attended by a by voting there are an equal number of votes,
majority of the members of the Nomination and then the decision is taken based on the majority
Remuneration Committee and of the majority, vote with the principle of 1 (one) person 1 (one)
one is the Chairperson of the Nomination and vote, without counting the votes of members
Remuneration Committee and 1 (one) Executive who are Human Resources Executive Officers or
Officer in charge of Human Resources or a party parties who hold managerial positions under the
holding a managerial position under the Board of Board of Directors who are in charge of human
Directors in charge of human resources. resources.
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6. The results of the Nomination and Remuneration Committee meetings are recorded in minutes of the
meeting, signed by all committee members, and properly documented.
7. Any dissenting opinions expressed in the meeting must be clearly recorded in the minutes, along with
the reasons for the disagreement.
8. The minutes of the meeting, as referred to in point 6 above, are submitted in writing by the Nomination
and Remuneration Committee to the Board of Commissioners.
9. The attendance of Nomination and Remuneration Committee members in meetings is reported in the
committee’s quarterly and annual reports.
Meeting Frequency and Attendance Rate of the Nomination and Remuneration Committee
Members
Throughout 2025, the BNI Nomination and Remuneration Committee held 12 (twelve) meetings. During
the period from March 26, 2025 to June 5, 2025, the Nomination & Remuneration Committee was unable
to hold meetings due to the absence of effective members of the Nomination & Remuneration Committee
(both the Chair and members of the Nomination & Remuneration Committee) as they were still taking
the OJK Fit & Proper Test. However, during that period, the Nomination & Remuneration Committee held
one internal consolidation and discussion with the relevant directors to provide orientation and in-depth
information on BNI's condition in preparation for carrying out the duties and functions of the Nomination
and Remuneration Committee. The frequency of these meetings has met the provisions stipulated in the
Charter of the Nomination and Remuneration Committee. The following is the attendance data of the
members of the BNI Nomination and Remuneration Committee in these meetings throughout 2025, which
reflects the level of participation and commitment of members in carrying out their supervisory duties and
responsibilities effectively and consistently.
Number of
Attended Percentage
Name Position Meetings [ACGS D.2.12, [ACGS D.2.12,
[ACGS D.2.12,
D.2.17] D.2.17]
D.2.17]
Pradjoto1) Chairman 3 3 100%
Pahala Nugraha Mansury3) Member 6 5 83%
Sigit Widyawan 3)
Member 6 6 100%
Askolani3) Member 6 5 83%
Asmawi Syam 2)
Member 3 3 100%
Iman Sugema2) Member 3 3 100%
Septian Hario Seto 2)
Member 3 3 100%
Erwin Rijanto Slamet3) Member 6 6 100%
Fadlansyah Lubis 3)
Member 6 6 100%
Robertus Billitea3) Member 6 4 67%
Mohamad Yusuf Permana 3)
Member 6 6 100%
Danni Tri Suryani3) Independent Member 9 9 100%
Omar Sjawaldy Anwar 4)
Chairman [ACGS D.2.10, D.2.15] 5 4 80%
Tedi Bharata5) Member 5 4 80%
Suminto6) Member 3 2 67%
Didik Junaedi Rachbini7) Member 3 3 100%
Vera Febyanthy7) Member 3 3 100%
Donny Hutabarat8) Member 1 1 100%
Yenni Sari Dewi Member 12 12 100%
1)
Effectively serving as Chair of the Nomination and Remuneration Committee until February 20, 2025, in connection with the expiration of his term as a member of
the Board of Commissioners, 5 (five) years from the date of appointment.
2)
Effectively serving as a Member of the Nomination and Remuneration Committee until February 20, 2025, in connection with the expiration of his term as a
member of the Board of Commissioners, 5 (five) years from the date of appointment.
3)
Effective serving as Member of the Nomination and Remuneration Committee until March 26, 2025.
4)
Effective serving as Member of the Nomination and Remuneration Committee starting June 30, 2025.
5)
Effective serving as Member of the Nomination and Remuneration Committee starting June 5, 2025.
6)
Effective serving as Member of the Nomination and Remuneration Committee starting August 13, 2025 and ending on October 8, 2025.
7)
Effective serving as Member of the Nomination and Remuneration Committee starting August 13, 2025.
8)
Effective serving as Member of the Nomination and Remuneration Committee starting October 16, 2025.
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Meeting Agenda
In 2025, the Nomination and Remuneration Committee held 12 (twelve) meetings, consisting of 8 (eight)
meetings related to Nomination and 4 (four) meetings related to Remuneration with the following agenda:
Meeting Members of the Nomination
No. Meeting Agenda Invitee Category
Dates & Remuneration Committee
1 February 11, • Agenda I – Discussion on Talent 1. Pradjoto; Director of Nomination
2025 Development Policy and Plan 2. Pahala Nugraha Human Capital
• Agenda II – Discussion on Mansury; & Compliance;
the Board of Commissioners 3. Sigit Widyawan; SEVP Human
Development Program 4. Asmawi Syam; Capital
5. Iman Sugema;
6. Septian Hario Seto;
7. Erwin Rijanto Slamet;
8. Fadlansyah Lubis;
9. Mohamad Yusuf
Permana;
10. Danni Tri Suryani;
11. Yenni Sari Dewi
2 February 11, One-on-One Meeting with BNI 1. Pradjoto; All 2025 Nomination
2025 Nominated Talents 2. Pahala Nugraha Nominated
Mansury; Talents
3. Sigit Widyawan;
4. Askolani;
5. Asmawi Syam;
6. Iman Sugema;
7. Septian Hario Seto;
8. Erwin Rijanto Slamet;
9. Fadlansyah Lubis;
10. Robertus Billitea;
11. Mohamad Yusuf
Permana;
12. Danni Tri Suryani;
13. Yenni Sari Dewi
3 February 18, • Agenda I – Discussion on the 1. Pradjoto; All directors Remuneration
2025 Collective and Individual KPI 2. Sigit Widyawan;
Achievement of the Board of 3. Askolani;
Directors for 2024 4. Asmawi Syam;
• Agenda II – Internal Meeting of 5. Iman Sugema;
the Board of Commissioners 6. Septian Hario Seto;
/ NRC prior to One-on-One 7. Erwin Rijanto Slamet;
Meetings with Directors 8. Fadlansyah Lubis;
• Agenda III – One-on-One 9. Mohamad Yusuf
Meeting on Directors’ KPI Permana;
Achievement for 2024 10. Danni Tri Suryani;
• Agenda IV – Internal Meeting 11. Yenni Sari Dewi
of the BoC / NRC One-on-One
Meeting with Directors
4 February 27, Discussion on the Willis Towers 1. Pahala Nugraha Director of Remuneration
2025 Watson Study Report and the Mansury; Human Capital &
Proposed Remuneration for the 2. Sigit Widyawan; Compliance
Board of Directors and Board of 3. Askolani;
Commissioners for 2025 4. Erwin Rijanto Slamet;
5. Fadlansyah Lubis;
6. Robertus Billitea;
7. Mohamad Yusuf
Permana;
8. Danni Tri Suryani;
9. Yenni Sari Dewi
5 March 20, • Discussion on the Appointment 1. Pahala Nugraha Director of Nomination
2025 of the Management and Mansury; Human Capital
Supervisory Board of BNI 2. Sigit Widyawan; & Compliance;
Ventures 3. Askolani; Director of
• Discussion on the Request for 4. Erwin Rijanto Slamet; Finance; SEVP
Approval to Amend Pension 5. Fadlansyah Lubis; Human Capital
Fund Regulations 6. Robertus Billitea;
7. Mohamad Yusuf
Permana;
8. Danni Tri Suryani;
9. Yenni Sari Dewi
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Meeting Members of the Nomination
No. Meeting Agenda Invitee Category
Dates & Remuneration Committee
6 March 26, Discussion on the Proposal of 1. Pahala Nugraha Ministry of Nomination
2025 Series A Dwiwarna Shareholders Mansury; SOEs as Series
regarding Changes in the 2. Sigit Widyawan; A Dwiwarna
Company’s Management in the 3. Askolani; Shareholder
context of the Annual General 4. Erwin Rijanto Slamet;
Meeting of Shareholders for Fiscal 5. Fadlansyah Lubis;
Year 2024 of PT Bank Negara 6. Robertus Billitea;
Indonesia (Persero) Tbk 7. Mohamad Yusuf
Permana;
8. Danni Tri Suryani;
9. Yenni Sari Dewi
7 June 3, 2025 Discussion on the Development 1. Omar Sjawaldy Anwar; Director of Nomination
Program for the Board of 2. Tedi Bharata; Suminto; Human Capital
Commissioners and its 3. Didik Junaedi Rachbini; & Compliance;
Committees 4. Vera Febyanthy; SEVP Human
5. Danni Tri Suryani; Capital
6. Yenni Sari Dewi
8 July 8, 2025 Branch Productivity as the Impact 1. Omar Sjawaldy Anwar; Director of Remuneration
of Branch & Human Capital 2. Tedi Bharata; Suminto; Human Capital
Transformation 3. Didik Junaedi Rachbini; & Compliance;
4. Vera Febyanthy; Director of
5. Danni Tri Suryani; Finance; Director
6. Yenni Sari Dewi of Network &
Retail Funding;
SEVP Human
Capital
9 July 10, 2025 Evaluation of the Implementation 1. Omar Sjawaldy Anwar; Director of Nomination
of Internal Talent Development 2. Tedi Bharata; Suminto; Human Capital
and the Policy on Outsourced 3. Didik Junaedi Rachbini; & Compliance;
Workforce Management 4. Vera Febyanthy; SEVP Human
5. Danni Tri Suryani; Capital
6. Yenni Sari Dewi
10 August 12, • Agenda I – Integrated Human 1. Tedi Bharata; Director of Nomination
2025 Capital IT Policy 2. Suminto; Human Capital
• Agenda II – Completion of 3. Didik Junaedi Rachbini; & Compliance;
Employee Data and People 4. Vera Febyanthy; Director of
Analytics 5. Yenni Sari Dewi Information
Technology; SEVP
Human Capital;
SEVP Information
Technology
11 September 9, • Agenda I: Whistle Blowing 1. Omar Sjawaldy Anwar, Director of Remuneration
2025 System (WBS) Report related to 2. Tedi Bharata, Human Capital
Human Capital aspects. 3. Suminto, & Compliance,
• Agenda II: Monitoring of 4. Didik Junaedi Rachbini, SEVP of Human
employee discipline and 5. Vera Febyanthy, Capital.
employee cases. 6. Yenni Sari Dewi.
12 December Discussion on the proposal from 1. Omar Sjawaldy Anwar, Ministry of Nomination
15, 2025 the Series A Dwiwarna Shareholder 2. Tedi Bharata, SOEs (BUMN)
regarding changes to the Company's 3. Suminto, as the Series
Management in the context of the 4. Didik Junaedi Rachbini, A Dwiwarna
Extraordinary General Meeting of 5. Vera Febyanthy, Shareholder.
Shareholders (EGMS) for Fiscal Year 6. Yenni Sari Dewi.
2024 of PT Bank Negara Indonesia
(Persero) Tbk.
Internal consolidation and discussions conducted during this period did not involve any members of the Audit Committee (neither the Chair nor the Audit
Committee Members) of the Board of Commissioners, as they were still undergoing the OJK Fit & Proper Test.
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NOMINATION AND REMUNERATION COMMITTEE REPORTING
The Nomination and Remuneration Committee submits reports to the Board of Commissioners on every
assignment given and/or on any issues deemed to require the Board of Commissioners’ attention, at least
four (4) times a year, or more frequently if necessary based on special assignments or the identification of
strategic issues requiring the Board’s attention. The reports are subsequently submitted in written form and
discussed at meetings of the Board of Commissioners, either directly or through written documentation. All
reporting documentation must be properly filed in the Company’s official archives for audit and corporate
governance evaluation purposes.
COMPETENCY ENHANCEMENT PROGRAM FOR MEMBERS OF THE NOMINATION AND
REMUNERATION COMMITTEE IN 2025
Throughout 2025, all members of the Nomi-nation and Remuneration Committee partici-pated in various
education and training pro-grams aimed at enhancing their understand-ing and competencies in carrying
out their duties and responsibilities efficiently, trans-parently, independently, and accountably, particularly
in supervising and providing rec-ommendations regarding nomination and remuneration policies for the
Board of Com-missioners, the Board of Directors, and exec-utives, thereby strengthening the implemen-
tation of good corporate governance.
The details of training activities attended by each member of the Nomination and Remu-neration Committee
throughout 2025 are as follows:
Name of Training/Workshop/
Implementation Time Organizer
Conference/Seminar
Omar Sjawaldy Anwar - Chairman of the KNR/Independent Commissioner
Competency development/training can be found in Section of the Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Tedi Bharata - KNR Member/Vice President Commissioner
Competency development/training can be found in Section of the Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Didik Junaedi Rachbini – KNR Member/Independent Commissioner
Competency development/training can be found in Section of the Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Vera Febyanthy – KNR Member/Commissioner
Competency development/training can be found in Section of the Training and/or Competency Improvement of Board of
Commissioners Members in 2025.
Yenni Sari Dewi - KNR Member/Human Capital Strategy Division Head
Competency development/training can be found in Certification and/or Training Human Capital Division Head
NOMINATION AND REMUNERATION WORK PROGRAM AND IMPLEMENTATION
COMMITTEE KPI ACHIEVEMENT IN 2025 OF DUTIES OF THE NOMINATION AND
REMUNERATION COMMITTEE IN 2025
The performance assessment of the Nomi-nation
and Remuneration Committee is con-ducted based In 2025, the Nomination and Remuneration
on the KPIs that were mutually agreed upon at the Committee submitted a report on the
beginning of the year as benchmarks for performance implementation of its duties and responsibilities to
achievement. In 2025, the Nomination and the Board of Commissioners and provided several
Remuneration Committee held 12 (twelve) meetings recommendations, including the following:
against the target of 4 (four) meetings as stipulated. 1. Talent Development Policy related to the BUMN
This achievement reflects the Committee’s success Talent Pool
in carrying out its duties and respon-sibilities, 2. Outsourcing Workforce Management Policy &
including assisting the Board of Commissioners in Procedures
performing its supervisory function and providing 3. Remuneration of the Board of Directors and
recommendations re-lated to the determination Board of Commissioners in 2024
of nomination and remuneration policies, salary 4. Target KPI of the Board of Directors in 2025
recommenda-tions, as well as the performance (including the KPI of the Collegial Board of
evaluation of the Board of Commissioners and the Directors in 2025)
Board of Directors.
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5. Proposal for Nominated Talent in 2025 REMUNERATION OF MEMBERS OF THE
6. Proposal for Subsidiary Management NOMINATION AND REMUNERATION
7. Sanctions Policy COMMITTEE [ACGS C.3.4]
8. Changes to Pension Fund Regulations
9. Restructuring of the Board of Directors The honorarium for members of the Nomi-nation
Organization (Directorate Division) of BNI and Remuneration Committee who also serve as
10. Changes to Allowances and Facilities for members of the Board of Commissioners is included
members of the Board of Directors and Board of as part of the overall honorarium of the Board of
Commissioners Commis-sioners; therefore, no separate honorarium
11. Employee Remuneration is provided. Meanwhile, for Committee mem-bers
12. Proposed performance targets promised for the from independent parties (non-Commissioners),
next 3 years related to Long Term Incentives (LTI) the Board of Commission-ers determines the
and discussion of governance LTI honorarium at a maxi-mum amount of 20% of the
13. Internal talent and employee development President Direc-tor’s salary, without any additional
14. Proposed KPI of the Board of Directors Collegiate income. This policy is in line with the provisions of
in 2025 the Minister of State-Owned Enterprises Regula-tion
No. PER-3/MBU/03/2023 concerning the Organs and
EVALUATION OF THE NOMINATION AND Human Resources of State-Owned Enterprises.
REMUNERATION COMMITTEE ON THE
IMPLEMENTATION OF THE NOMINATION
AND REMUNERATION POLICY AT THE BANK
RISK MONITORING COMMITTEE
[ACGS (B).D.6.1]
The Nomination and Remuneration Com-
mittee consistently conducts evaluations of the The Board of Commissioners has established the
implementation of nomination and re-muneration Risk Monitoring Committee to support the execution
policies within BNI to ensure alignment with of its supervisory duties, par-ticularly in providing
business strategy, prevailing regulations, and the guidance and advice to the Board of Directors.
principles of good corpo-rate governance. In 2025, Through this Com-mittee, the Bank ensures that
such evaluations were carried out comprehensively its risk man-agement framework, procedures, and
by as-sessing the adequacy of the policies, the meth-odologies remain robust and adequate, so
effectiveness of their implementation, and their that the implementation of risk management is
conformity with market conditions and best consistently aligned with applicable stand-ards
practices in the banking industry. The results of these and methodologies as well as with Good Corporate
evaluations were subse-quently used as the basis Governance (GCG) principles. The existence of
for the Nomination and Remuneration Committee in the Risk Monitoring Committee plays a vital role
providing recommendations to the Board of Commis- in ensuring that the Bank’s business activities are
sioners regarding improvements and en-hancements conducted within ac-ceptable risk limits while
to nomination and remuneration policies. optimizing oppor-tunities in line with the Bank’s
strategic ob-jectives. This role ensures that business
NOMINATION AND REMUNERATION op-erations are carried out in a controlled man-ner,
COMMITTEE WORK PLAN FOR 2026 supporting sustainable growth and main-taining the
Bank’s long-term stability.
The Nomination and Remuneration Committee has
set a work plan for 2026 with the following strategic LEGAL BASIS FOR THE ESTABLISHMENT OF
priorities: THE RISK MONITORING COMMITTEE
1. Internalization of Performance Culture and
Branch Productivity as an impact of Human The establishment of the Risk Monitoring Committee
Capital and Branch Transformation refers to the following regulations:
2. Talent Development Plan 1. Financial Services Authority Regulation No. 17 of
3. Remuneration of the Board of Directors, Board of 2023, dated September 14, 2023, on Governance
Commissioners, and Employees Implementation for Commercial Banks.
4. IT Human Capital Policy 2. Financial Services Authority Circular Letter No.
5. People Analytics 13/SEOJK.03/2017, dated March 17, 2017, on
6. Evaluation of Collegial and Individual KPI Governance Implementation for Commercial
Achievement of the Board of Directors Banks.
7. Evaluation of Prospective Directors and 3. Regulation of the Minister of State-Owned
Prospective Board of Commissioners of SOEs Enterprises (SOEs) of the Republic of Indonesia
8. Evaluation of Prospective Directors and Prospective No. PER-3/MBU/03/2023, dated March 20, 2023,
Board of Commissioners of Subsidiaries on SOE Organizations and Human Resources.
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4. Regulation of the Minister of State-Owned 8. Meetings of the Risk Monitoring Committee, and
Enterprises of the Republic of Indonesia No. 9. The tenure of Risk Monitoring Committee
PER-2/MBU/03/2023, dated March 3, 2023, on members.
SOE Governance Guidelines and Significant
Corporate Activities. The BNI Risk Monitoring Committee Charter is
5. Decree of the Deputy for Finance and Risk evaluated and updated regularly to ensure that
Management, Ministry of SOEs No. SK-3/DKU. it remains relevant and in line with business
MBU/05/2023, dated May 26, 2023, on Technical developments, increased risk profiles, and current
Guidelines for the Composition and Qualifications corporate governance aspects. The latest update
of Risk Management Bodies within SOEs. was carried out on September 19, 2025, and has
6. Bank Indonesia and Financial Services Authority been published on the official BNI website (https://
regulations on Risk Management Implementation www.bni.co.id/Portals/1/BNI/Perusahaan/Docs/KPR-
for Commercial Banks and Integrated Risk Piagam-Komite-Pemantau-Risiko-Tahun-2025.pdf).
Management for Financial Conglomerates. This step was taken as part of the Bank's commitment
7. the Company's Articles of Association. to transparency and openness of information to all
8. Articles of Association of PT Bank BNI (Persero) stakeholders.
Tbk and its amendments.
9. Board of Commissioners Decree No. Kep/002/ DUTIES AND RESPONSIBILITIES OF THE
DK/2004, dated March 1, 2004, on the Establishment RISK MONITORING COMMITTEE
of the Risk and Compliance Committee.
The duties and responsibilities of the BNI Risk
RISK MONITORING COMMITTEE CHARTER Monitoring Committee as stipulated in the Risk
Monitoring Committee Charter are as follows:
The BNI Risk Monitoring Committee has prepared 1. Evaluating the alignment between risk
a Risk Monitoring Committee Charter, which was management policies and their implementation,
established through the Board of Commissioners’ specifically:
Decree No. KEP/023/DK/2025 dated 19 September a. Assessing the consistency between the Bank’s
2025 concerning the Risk Monitoring Committee risk management policies and their execution,
Charter of PT Bank Negara Indonesia (Persero) Tbk. covering credit risk, market risk, liquidity
This Charter is binding and serves as the principal risk, operational risk, strategic risk, legal risk,
basis for determining the direction, responsibilities, compliance risk, and reputational risk.
and working procedures of the Risk Monitoring b. Reviewing the alignment of integrated
Committee at BNI. The scope of work of the Risk risk management policies with their
Monitoring Committee is clearly defined, covering implementation, encompassing the eight
its authorities, duties, meeting mechanisms, risks mentioned above, along with insurance
and reporting of work results to the Board of risk and intra-group transaction risk.
Commissioners. c. Providing recommendations to the Board
of Commissioners on the adequacy
With this Charter, each member of the Risk of risk management policies and their
Monitoring Committee shall be able to carry out implementation to ensure effective risk
their supervisory functions effectively and provide control.
constructive views and recommendations to the d. Reviewing and providing opinions to the
Board of Commissioners in order to support the Board of Commissioners on the General
enhancement of the Bank’s risk management quality. Credit Policy and other regulatory-required
The Risk Monitoring Committee Charter includes, policies submitted by the Board of Directors
among others: for approval.
1. The foundation for the establishment and duties 2. Monitoring and evaluating the performance of
of the Risk Monitoring Committee. the risk management committee and the risk
2. The objectives of the Risk Monitoring Committee. management unit to provide recommendations
3. The structure and membership of the Risk to the Board of Commissioners, including:
Monitoring Committee. a. Monitoring the execution of the Risk
4. Membership requirements for the Risk Management Unit’s work plan and the duties
Monitoring Committee. of the Risk Management Committee.
5. Duties of the Risk Monitoring Committee. b. Monitoring the implementation of the
6. Authorities of the Risk Monitoring Committee. Integrated Risk Management Unit’s work
7. Rights and obligations of the Risk Monitoring plan and the duties of the Integrated Risk
Committee. Management Committee.
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c. Recommending improvements to the 5. Prepare and submit a report to the Board of
effectiveness of risk management at BNI, Commissioners signed by the Committee
including the integrated risk management Chairperson and Committee Members as follows:
with its subsidiaries. a. Reports on the execution of duties, with
d. Evaluating and reporting regulatory risk recommendations if necessary.
assessments to the Board of Commissioners. b. Quarterly and annual reports.
3. Carrying out other specific duties related to 6. Reporting to the General Meeting of Shareholders
the functions and scope of the Risk Monitoring (GMS) through the Board of Commissioners
Committee as assigned by the Board of regarding responsibilities, achievements, and
Commissioners. other relevant matters.
7. Prohibited from accepting gifts or benefits related
AUTHORITIES OF THE RISK MONITORING to their position.
COMMITTEE 8. Allocating sufficient time to fulfill their duties
effectively.
To support the implementation of supervisory 9. In order to avoid overlapping implementation of
duties over the Bank’s risk management, the Risk tasks among the committees under the Board of
Monitoring Committee is delegated a number of Commissioners and cooperation in implementing
authorities, as follows: tasks, the Risk Monitoring Committee is required
1. Accessing records or information related to to coordinate with other Committees under the
employees, funds, assets, and other resources of Board of Commissioners.
BNI relevant to its duties, with a written report
submitted to the Board of Commissioners. APPOINTMENT, DISMISSAL, AND TERM
2. Conducting random tests and inspections of BNI OF OFFICE OF THE RISK MONITORING
branches, representative offices, regional offices, COMMITTEE MEMBERS
and business units as necessary.
3. Communicate directly with parties related to The term of office of members of the Risk Monitoring
the duties of the Risk Monitoring Committee, Committee who are members of the Board of
including communicating matters related to Commissioners is the same as their term of office as
financial and management information. members of the Board of Commissioners and ends
4. Collaborating with the Risk Management at the same time as that term. With this provision,
Committee, Integrated Risk Management members of the Risk Monitoring Committee who
Committee, Risk Management Unit, and other are members of the Board of Commissioners
relevant units. au-tomatically resign from the Committee when
their term of office as members of the Board of
HAK DAN KEWAJIBAN KOMITE PEMANTAU Commissioners ends. In practice, if the chair of the
RISIKO Committee resigns before the end of their term of
office, the position of Chair shall be replaced by
The Risk Monitoring Committee Charter outlines the another Independ-ent Commissioner. Members
rights and obligations of all members of the Risk of the Com-mittee from independent parties have
Monitoring Committee, with the following details: a max-imum term of office of 3 (three) years and
1. Performing duties in accordance with the Risk may be extended once for 2 (two) years, bringing
Monitoring Committee Charter. the total maximum term of office to 5 (five) years,
2. Independent committee members are entitled without prejudice to the Board of Commissioners'
to honorariums from BNI, the amount of which right to dismiss them at any time.
determined by the Board of Commissioners in
compliance with applicable regulations. Taking into account the recommendation of the
3. Maintaining the confidentiality of all documents, Chair of the Risk Monitoring Committee, the Board
data, and information related to the Risk of Commissioners has the authori-ty to dismiss
Monitoring Committee activities. independent Committee mem-bers at any time if
4. Preparing and submitting the Annual Work Plan they are deemed unable to carry out their duties and
and Budget to the Board of Commissioners before obligations in accordance with the provisions of the
the start of the financial year, a copy of which ap-pointment decree or employment agree-ment, as
is submitted by the Board of Commissioners well as applicable regulations. If the Chair of the Risk
to the Board of Directors for their information. Monitoring Committee re-signs as a member of the
The implementation of the Risk Monitoring Board of Commis-sioners, the replacement of the
Committee’s Annual Work Plan and Budget is Chair of the Committee must be carried out by other
reported to the Board of Commissioners. members of the Board of Commissioners no later
than 30 (thirty) days.
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STRUCTURE, MEMBERSHIP, AND have a relationship with BNI that can affect the
EXPERTISE OF THE RISK MONITORING ability to act independently who will become
COMMITTEE independent members of the Risk Monitoring
Committee are required to undergo a cooling off
The requirements and criteria for the composition period of at least 6 (six) months. The cooling off
and membership of the BNI Risk Monitoring period provisions do not apply to former members
Committee are outlined as follows: of the Board of Directors and former executive
1. The Risk Monitoring Committee is formed based officers of BNI whose duties are only to carry out
on the decision of the Board of Commissioners supervisory functions for at least 6 (six) months.
meeting and is placed in a Decree of the Board of What is meant by the cooling off period is the
Commissioners. cooling off period as regulated in the Regulations
2. The Risk Monitoring Committee is under the and Circulars of the Financial Services Authority
coordination of the Board of Commissioners concerning the Implementation of Governance
and is directly responsible to the Board of for Commercial Banks in force.
Commissioners. 9. Members of the Risk Monitoring Committee who
3. The appointment of Risk Monitoring Committee come from independent parties are not permitted
Members is carried out by the Board of to hold concurrent positions as:
Directors based on the Decision of the Board of a. Members of the Board of Commissioners/
Commissioners Meeting. Supervisory Board at State-Owned Enterprises
4. The membership of the Risk Monitoring (BUMN)/other companies;
Committee consists of at least: b. Secretary/staff of the Secretary of the Board of
a. 1 (one) Independent Commissioner who also Commissioners/Supervisory Board at BUMN/
serves as chairman other companies.
b. 1 (one) person from an independent party who c. Other committee members at BNI; and/or
has expertise in the field of risk management d. Committee members at other state-owned
c. 1 (one) person from an independent party enterprises/companies.
who has expertise in the field of finance 10. The Board of Directors carries out the
d. Committee members who are not members appointment and dismissal of members of the
of the Board of Commissioners/Supervisory Risk Monitoring Committee who come from
Board of BUMN are a maximum of 2 (two) independent parties based on the decision of the
people, where one of the committee members Board of Commissioners meeting and the Decree
has knowledge and/or expertise in the field of of the Board of Commissioners.
risk management 11. The Chairperson of the Risk Monitoring
e. The expertise of the Independent Party as Committee has the right to propose the
referred to in points b) and c) above is proven replacement of members of the Risk Monitoring
by having a risk management certificate Committee to the Board of Commissioners if
as applicable to the Board of Directors and one of the members of the Risk Monitoring
having a competency certificate that supports Committee ends his/her term of office, resigns or
the implementation of the functions and is dismissed.
responsibilities of the committee. 12. Members of the Risk Monitoring Committee are
5. Independent commissioners and independent prohibited from coming from members of the
parties who are members of the Risk Monitoring Board of Directors of BNI or other banks. The
Committee must be at least 50% (fifty per Risk Monitoring Committee works collectively
hundred) of the total number of members of the to carry out its duties to assist the Board of
Risk Monitoring Committee. Commissioners.
6. The Chairperson of the Risk Monitoring 13. The Risk Monitoring Committee is independent
Committee is an Independent Commissioner both in carrying out its duties and in reporting,
who also serves as a member as determined and is directly responsible to the Board of
in a decision of the Board of Commissioners Commissioners.
meeting, and is positioned in a Decree of the 14. In carrying out its daily duties, the Committee
Board of Commissioners. may be assisted by staff from outside BNI or the
7. The Chairperson of the Risk Monitoring Committee’s secretary. The staff or Committee
Committee may only serve as Chairperson of Secretary are appointed based on the decision
a Committee in a maximum of 1 (one) other of the Board of Commissioners Meeting and are
Committee at BNI. listed in the Board of Commissioners’ Decree.
8. Former members of the Board of Directors and
former executive officers of BNI or parties who
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NUMBER, COMPOSITION, AND COMPOSITION OF MEMBERSHIP OF THE RISK
MONITORING COMMITTEE
As of December 31, 2025, the BNI Risk Monitoring Committee consists of three members appointed based
on Board of Commissioners Decrees No. KEP/009/DK/2025 dated August 21, 2025, No. KEP/028/DK/2025
dated October 16, 2025, and No. KEP/026/DK/2025 dated October 1, 2025. Of these, 1 (one) person is an
Independent Commissioner who also acts as the chair of the Committee, 1 (one) person is a Non-Independent
Commissioner, and 1 (one) other person is an Independent Party who has competence and qualifications in
the field of risk and financial management.
BNI ensures that the structure and composi-tion of the Risk Monitoring Committee in office as of December
31, 2025, complies with the provisions set forth in the Risk Moni-toring Committee Charter. The following is
the composition of the BNI Risk Monitoring Committee members throughout 2025:
January 1, 2025 – March 26, 2025 Period
Name Position Term of Office Period Position in the Bank
October 30, 2023-March 26, Independent
Erwin Rijanto Slamet Chairman First
2025 Commissioner
February 19, 2024-March 26, Vice President
Pahala Nugraha Mansury Member First
2025 Commissioner
December 29, 2022-March
Fadlansyah Lubis Member First Commissioner
26, 2025
September 8, 2020-March Independent
Septian Hario Seto*) Member First
26, 2025 Commissioner
January 18, 2021-December
Dwita Suherlina Independent Member Second -
18, 2025
June 1, 2022-September 30,
Bambang Setyogroho Independent Member Second -
2025
*) effectively serving as a member of the risk monitoring committee until February 20, 2025, in connection with the term of office as a member of the board of
commissioners having expired 5 (five) years since the date of appointment
March 26, 2025 – September 30, 2025 Period
Name Position Term of Office Period Position in the Bank
Vera Febyanthy Chairman August 13, 2025-present First Independent Commissioner
Donny Hutabarat Member October 16, 2025-present First Commissioner
Suminto Member August 13, 2025-October 8, 2025 First Commissioner
Dwita Suherlina Independent Member January 18, 2021-December 18, Second -
2025
Bambang Independent Member June 1, 2022-September 30, 2025 Second -
Setyogroho
October 1, 2025 – October 8, 2025 Period
Name Position Term of Office Period Position in the Bank
Vera Febyanthy Chairman August 13, 2025-present First Independent
Commissioner
Donny Hutabarat Member October 16, 2025-present First Commissioner
Suminto Member August 13, 2025-October 8, 2025 First Commissioner
Dwita Suherlina Independent Member January 18, 2021-December 18, 2025 Second -
Retno Murwani Independent Member October 1, 2025-present Second -
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Practices Governance Responsibility Commitment Statements
October 9, 2025 – December 18, 2025 Period
Name Position Term of Office Period Position in the Bank
Vera Febyanthy Chairman August 13, 2025-present First Independent Commissioner
Dony Hutabarat Member October 16, 2025-present First Commissioner
Dwita Suherlina Independent Member January 18, 2021-December 18, 2025 Second -
Retno Murwani Independent Member October 1, 2025-present Second -
December 18, 2025 – December 31, 2025 Period
Name Position Term of Office Period Position in the Bank
Vera Febyanthy Chairman August 13, 2025-present First Independent Commissioner
Donny Hutabarat Member October 16, 2025-present First Commissioner
Retno Murwani Independent Member October 1, 2025-present Second -
RISK MONITORING COMMITTEE PROFILES
More detailed information about the profiles of the Risk Monitoring Committee members as members of
the Bank's Board of Commis-sioners can be found in the Company Profile chapter, sub-chapter Board of
Commissioners Profile, in this Annual Report. The following is a brief profile of the members of BNI's Risk
Monitoring Committee as of December 31, 2025:
Chair of the Risk Monitoring Committee
Vera Febyanthy
Legal Basis of Appointment BNI Board of Commissioners Decree No. KEP/009/DK/2025 dated August 21, 2025 concerning
the Appointment of the Board of Commissioners as Members of the Risk Monitoring
Committee.
Term of Office August 13, 2025 - present.
Professional Certication Risk Management Certification Level 6 Without Levels.
Complete Profile Profile can be found in the Board of Commissioners’ profile section in the Company Profile
chapter.
Member of the Risk Monitoring Committee concurrently serving as a Commissioner
Donny Hutabarat
Legal Basis of Appointment Letter of the Board of Commissioners No. KEP/028/DK/2025 dated October 16, 2025 concerning
the Appointment of Donny Hutabarat as a Member of the Risk Monitoring Committee.
Term of Office October 16, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels.
Complete Profile Profile can be found in the Board of Commissioners’ profile section in the Company Profile
chapter.
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Risk Monitoring Committee from Independent Member
Age
58 years old as of December 31, 2025
Nationality
Indonesian citizen
Domicile
Jakarta, Indonesia
Education
Retno Murwani • Bachelor of Agriculture from Brawijaya University (1990)
• Master of Social Sciences from Gadjah Mada University (1992)
Risk Monitoring Committee Independent Member
Legal Basis of Appointment • Head of Corporate Credit Risk Division at PT Bank Negara
First appointed as a Member of the Risk Monitoring Committee Indonesia (Persero) Tbk (2016-2020)
on October 1, 2025, based on Board of Commissioners Decree No. • Regional Head – Jakarta BSD at PT Bank Negara Indonesia
KEP/026/DK/2025 dated October 1, 2025 (Persero) Tbk (2020-2021)
• Project Manager – Strategic Planning Division PT Bank Negara
Term of Office Indonesia (Persero) Tbk (2021)
October 1, 2025-present (First Term) • Head of Commercial Business Division 1 PT Bank Negara
Indonesia (Persero) Tbk (2021-2022)
Professional Certification and/or Training • Senior Credit Officer for Corporations & Large Commercial PT
Risk Management Certification Level 7 from BSMR Bank Negara Indonesia (Persero) Tbk (2022-2023)
• Independent Member of the Risk Monitoring Committee at PT
Work Experience Bank Negara Indonesia (Persero) Tbk (2025-present)
• Deputy Head of Corporate Division 2 PT Bank Negara Indonesia
(Persero) Tbk (2011-2012) Concurrent Position
• VP Origination & Relationship – Local Corporate & Multinational No concurrent positions either internally at BNI or externally
Company Division 2 PT Bank Negara Indonesia (Persero) Tbk
(2012-2013)
• Head of Corporate Remedial & Recovery Division PT Bank Negara
Indonesia (Persero) Tbk (2014-2016)
QUALIFICATIONS, EDUCATION, AND WORK EXPERIENCE OF THE RISK MONITORING
COMMITTEE
The following are the general and specific criteria that must be met in order to be appointed as chair and/or
member of the BNI Risk Monitoring Committee:
1. General Requirements
a. Have integrity, good character and morals and sufficient work experience related to the duties of other
committees.
b. Have no personal interests/connections that can have a negative impact and conflict of interest on
BNI.
c. Not currently having any bad credit/financing at any Financial Institution.
2. Competency Requirements
a. Have adequate expertise, ability, knowledge and experience in the fields of economics, finance and
banking or risk management in accordance with the requirements stipulated in the Financial Services
Authority Regulation governing the requirements for members of the Risk Monitoring Committee.
b. Be able to work together and have the ability to communicate well and effectively and provide
sufficient time to carry out their duties.
c. Have sufficient knowledge and understanding of laws and regulations in the fields of banking, Capital
Markets, BUMN and other laws and regulations, especially those related to BNI’s operational activities,
implementation of GCG and risk management.
Transparency in the fulfillment of educational and work experience qualification criteria for the Chair and
members of the BNI Risk Monitoring Committee is presented in the following table:
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Educational Qualifications and Work Experience, and Fields of Expertise of the Risk Monitoring
Committee
Name Position Education Work Experience Areas of Expertise
Vera Chairman Work experience can be Work experience can be found in the • Public
Febyanthy found in the Board of Board of Commissioners Composition Administration
Commissioners Composition Diversity Section • Public Policy
Diversity Section • Finance
Donny Member Work experience can be Work experience can be found in the • Economy
Hutabarat found in the Board of Board of Commissioners Composition • Market &
Commissioners Composition Diversity Section Treasury
Diversity Section
Retno Member • Bachelor of Agriculture Has work experience in areas including Risk Management
Murwani from Brawijaya University credit business, business risk, and and Finance
• Master of Social Sciences remedial & recovery in banking.
from Gadjah Mada
University
STATEMENT OF INDEPENDENCE OF THE RISK MONITORING COMMITTEE
Each member of the Risk Monitoring Committee works objectively, free from intervention or interests of
other parties, and has no financial, management, share ownership, or family relationships with members
of the Board of Commissioners, Board of Directors, or Controlling Shareholders that could influence
decision-making. This principle of independence is the foundation for ensuring that all recommendations,
assessments, and oversight by the Committee are objective and reflect actual conditions.
The aspects of independence of the Risk Monitoring Committee members are outlined in the following table:
Table of Risk Monitoring Committee Independence
Independency Aspect
No familial
Relationship
No financial
No Management With the Board of Not serving
Relationship
Name Relationship in Commissioners, on Boards of
With the Board of
BNi, Subsidiaries, No shares in BNi the Board of Political Parties,
Commissioners
or Affiliated Directors And/or Government
And the Board of
Companies fellow Members Officials
Directors
of Risk Monitoring
Committee
Vera Febyanthy √ √ √ √ √
Donny Hutabarat √ √ √ √ √
Retno Murwani √ √ √ √ √
CONCURRENT POSITION INFORMATION
As a form of transparency and accountability, BNI openly discloses information regarding the concurrent
positions held by each mem-ber of the Risk Monitoring Committee. This information is presented in full in
the follow-ing table:
Position in Other
Position in Other Position in Other
Name Position in the Bank State-Owned
Banks Public Companies
Enterprises
Vera Febyanthy Chairman of the Risk None None None
Monitoring Committee
& Independent
Commissioner
Donny Hutabarat Member & Commissioner None None None
Retno Murwani Independent None None None
Commissioners
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RISK MONITORING COMMITTEE MEETINGS 9. Dissenting opinions that occur in the committee
meeting must be clearly stated in the minutes
Meeting Policy of the meeting along with the reasons for the
The policies and procedures for conducting Risk dissenting opinions.
Monitoring Committee meetings as stipulated in the 10. Meeting minutes are prepared by the Committee
Risk Monitoring Committee Charter are outlined as Secretary.
follows: 11. The Risk Monitoring Committee submits meeting
1. The Risk Monitoring Committee shall hold a minutes in writing to the Board of Commissioners.
meeting at least 1 (one) time in 1 (one) month. 12. Attendance of committee members is reported in
2. Risk monitoring committee meetings may only the committee’s quarterly and annual reports.
be held if attended by a majority (i.e., more than
50% (fifty percent)) of the committee members. Meeting Frequency and Attendance
3. Meetings are chaired by the Chairman of the Throughout 2025, the BNI Risk Monitoring
Risk Monitoring Committee or the most senior Committee held a total of 14 (fourteen) meetings.
member if the Chairman is unavailable. During the period from 26 March 2025 to 13 August
4. If necessary, the Risk Monitoring Committee may 2025, the Risk Monitoring Committee was unable
invite relevant parties to attend the meeting. to convene formal meetings as there were no
5. Decisions are made based on consensus. effective members of the Board of Commissioners
6. In the event that no consensus is reached, serving on the Committee (either as Chairperson
decisions are made based on a majority vote or Commissioner Members), since they were
with the principle of 1 (one) person, 1 (one) vote. still undergoing the OJK Fit and Proper Test
7. The decision of the Risk Monitoring Committee process. Nevertheless, during this period, the Risk
meeting is considered valid if approved by more Monitoring Committee conducted 7 (seven) Internal
than 1/2 (one half) of the number of members Consolidation sessions and/or discussions with the
of the Risk Monitoring Committee present. The relevant Director to carry out orientation and deepen
regulation of the voting rights of Committee its understanding of BNI’s conditions in preparation
members adheres to the principle of 1 (one) for performing the duties and functions of the Risk
person 1 (one) vote. Monitoring Committee. The frequency of meetings
8. The results of the Committee meeting must be complied with the provisions stipulated in the
stated in the minutes of the meeting signed Risk Monitoring Committee Charter. The following
by all members of the Committee present presents the attendance data of BNI Risk Monitoring
and documented in accordance with laws and Committee members at the meetings throughout
regulations. 2025, reflecting the level of participation and
commitment of the members in carrying out their
supervisory duties and responsibilities effectively
and consistently.
Number of
Attended Percentage
Name Position Meetings [ACGS D.2.12, [ACGS D.2.12,
[ACGS D.2.12,
D.2.17] D.2.17]
D.2.17]
Erwin Rijanto Slamet1) Chairman 5 5 100%
Pahala Nugraha Mansury1) Member 5 4 80%
Fadlansyah Lubis1) Member 5 5 100%
Septian Hario Seto2) Member 3 3 100%
Vera Febyanthy3) Chairman 9 9 100%
Suminto4) Member 3 2 67%
Donny Hutabarat5) Member 6 6 100%
Dwita Suherlina8) Member 14 14 100%
Bambang Setyogroho6) Independent Member 7 7 100%
Retno Murwani7) Independent Member 7 7 100%
1)
Effective as Chair/Member of the Risk Monitoring Committee until March 26, 2025
2)
Effectively serving as a Member of the Risk Monitoring Committee until February 20, 2025, in connection with the expiration of the term of office as a Board of
Commissioners of 5 (five) years from the date of appointment.
3)
Effective as Chair of the Risk Monitoring Committee since August 13, 2025
4)
Effective as a Member of the Risk Monitoring Committee from August 13, 2025 to October 8, 2025
5)
Effective as a Member of the Risk Monitoring Committee from October 16, 2025
6)
Effective as a Member of the Risk Monitoring Committee until September 30, 2025
7)
Effective as a Member of the Risk Monitoring Committee since October 1, 2025
8)
Effective as a Member of the Risk Monitoring Committee until December 18, 2025
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Meeting Agenda
In 2025, the Risk Monitoring Committee held 14 (fourteen) meetings and 7 (seven) internal consolidations
and discussions with relevant directors (during the period from March 26, 2025 to August 13, 2025), with the
following agenda:
No. Meeting Date Meeting Agenda Audit Committee Member Invitee
1 January 14, Discussion of BNI Individual • Erwin Rijanto Slamet1) Audit Committee, Risk Management
2025 Health Level and Risk Profile as • Pahala Nugraha Mansury1) Director, and relevant Division
of December 31, 2024 • Septian Hario Seto2) Heads
• Fadlansyah Lubis1)
• Dwita Suherlina8)
• Bambang Setyogroho6)
2 January 14, Internal KPR Meeting • Erwin Rijanto Slamet1) Chair of the KPR and all KPR
2025 • Pahala Nugraha Mansury1) Members
• Septian Hario Seto2)
• Fadlansyah Lubis1)
• Dwita Suherlina8)
• Bambang Setyogroho6)
3 February 11, Evaluation of Integrated Risk • Erwin Rijanto Slamet1) Integrated Governance Committee,
2025 Profile and Integrated KPMM for • Pahala Nugraha Mansury1) Risk Management Director, and
Semester II/2024 • Septian Hario Seto2) relevant Division Heads
• Fadlansyah Lubis1)
• Dwita Suherlina8)
• Bambang Setyogroho6)
4 March 18, • Progress of BNI Risk Appetite • Erwin Rijanto Slamet1) Risk Management Director, and
2025 Statement (RAS) Review • Pahala Nugraha Mansury1) relevant Division Heads
Results • Fadlansyah Lubis1)
• Evaluation of Credit • Dwita Suherlina8)
Expansion Framework • Bambang Setyogroho6)
Guidelines
5 March 25, Evaluation of the 2024 • Erwin Rijanto Slamet1) Wholesale & International Banking
2025 Tactical Account Plan (TAP) • Fadlansyah Lubis1) Director, SEVP Corporate Banking,
achievements and plans for TAP • Dwita Suherlina8) and relevant Division Heads
improvement/development in • Bambang Setyogroho6)
2025
6 April 29, 2025 Internal Consolidation of KPR • Vera Febyanthy3) All KPR Members
• Donny Hutabarat5)
• Dwita Suherlina8)
• Bambang Setyogroho6)
7 June 3, 2025 Discussion of the conditions of • Vera Febyanthy3) President Commissioner,
the Middle segment (Enterprise • Donny Hutabarat5) Commercial Banking Director, Risk
and Commercial) and the Small • Dwita Suherlina8) Management Director, and relevant
segment (i.e. Retail Productive) • Bambang Setyogroho6) Division Heads
of BNI
8 July 1, 2025 Internal Consolidation of • Vera Febyanthy3) All KPR Members
Mortgage Loans • Donny Hutabarat5)
• Dwita Suherlina8)
• Bambang Setyogroho6)
9 July 15, 2025 Discussion of compliance • Vera Febyanthy3) Audit Committee, Risk Management
functions and APU-PPT PPPSPM • Donny Hutabarat5) Director,
as well as compliance risks • Dwita Suherlina8) Human Capital & Compliance
(including KLN) for Semester • Bambang Setyogroho6) Director, SEVP Remedial & Recovery,
I/2025; and Discussion of Anti- and relevant Division Heads
Fraud function governance for
Semester I/2025
10 July 15, 2025 Discussion of Loan at Risk • Vera Febyanthy3) Audit Committee, Risk Management
(LaR) conditions in all Credit • Donny Hutabarat5) Director, Consumer Banking
segments for the position in • Dwita Suherlina8) Director, Commercial Banking
June 2025 • Bambang Setyogroho6) Director, SEVP Wholesale Solutions
& Value Chain, SEVP Credit Risk,
SEVP Remedial & Recovery, and
relevant Division Heads
2025 Annual Report
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No. Meeting Date Meeting Agenda Audit Committee Member Invitee
11 July 29, 2025 Discussion of Government • Vera Febyanthy3) President Commissioner,
Credit Program Support and • Donny Hutabarat5) Vice President Commissioner,
Implementation at BNI • Dwita Suherlina8) Commercial Banking Director,
• Bambang Setyogroho6) Consumer Banking Director, Risk
Management Director, SEVP Credit
Risk, and relevant Division Heads
12 August 5, Discussion of Integrated Risk • Vera Febyanthy3) Integrated Governance Committee,
2025 Profile and Integrated KPMM for • Donny Hutabarat5) Risk Management Director, and
the First Semester of 2025 • Suminto4) relevant Division Heads
• Dwita Suherlina8)
• Bambang Setyogroho6)
13 August 26, Evaluation of risks related to • Vera Febyanthy3) Treasury & International Banking
2025 transactions in Treasury, as • Dwita Suherlina8) Director, Risk Management Director,
well as updates on Market and • Bambang Setyogroho6) SEVP Treasury, and relevant Division
Liquidity Risk management at Heads
BNI
14 September Evaluation of Sustainable • Vera Febyanthy3) Deputy President Director, Risk
23, 2025 Finance Policies and • Suminto4) Management Director, Human
Implementation (GRC-ESG) • Dwita Suherlina8) Capital & Compliance Director, and
• Bambang Setyogroho6) relevant Division Heads
15 October 7, Evaluation of the Strategy for • Vera Febyanthy3) Risk Management Director,
2025 Managing Government SAL • Suminto4) Corporate Banking Director,
Fund Placements at BNI • Dwita Suherlina8) Consumer Banking Director, Treasury
• Retno Murwani7) & International Banking Director,
Finance & Strategy Director, SEVP
Treasury, SEVP Credit Risk, SEVP
Commercial & SME, SEVP Wealth
Management, and relevant Division
Heads
16 October 21, Evaluation of BNI's Loan at Risk • Vera Febyanthy3) Risk Management Director,
2025 (LaR) position for September • Donny Hutabarat5) Corporate Banking Director,
2025 (Third Quarter of 2025) • Dwita Suherlina8) Commercial Banking Director,
• Retno Murwani7) Consumer Banking Director, SEVP
Wholesale Solutions & Value
Chain, SEVP Commercial & SME,
SEVP Credit Risk, SEVP Remedial
& Recovery, and relevant Division
Heads
17 October 21, In-depth evaluation of credit • Vera Febyanthy3) Corporate Banking Director, Risk
2025 in BNI's Corporate Banking • Donny Hutabarat5) Management Director, SEVP
segment • Dwita Suherlina8) Wholesale Solutions & Value Chain,
• Retno Murwani7) SEVP Credit Risk, and relevant
Division Heads
18 November 4, Evaluation of BNI's Remedial • Vera Febyanthy3) Risk Management Director, Human
2025 & Recovery (RR) performance • Donny Hutabarat5) Capital & Compliance Director, SEVP
and Legal Issues related to RR • Dwita Suherlina8) Remedial & Recovery, SEVP Legal &
Activities • Retno Murwani7) Governance, relevant Division Heads
19 November Internal Mortgage Meeting • Vera Febyanthy3) Chair of the KPR and all KPR
26, 2025 • Donny Hutabarat5) Members
• Dwita Suherlina8)
• Retno Murwani7)
20 December Evaluation of Integrated Risk • Vera Febyanthy3) Integrated Governance Committee,
12, 2025 Profile and Integrated KPMM for • Donny Hutabarat5) Risk Management Director, and
the Second Half of 2025 • Dwita Suherlina8) relevant Division Heads
• Retno Murwani7)
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No. Meeting Date Meeting Agenda Audit Committee Member Invitee
21 December Discussion of BNI Individual • Vera Febyanthy3) Audit Committee, Risk Management
18, 2025 Health Levels and Risk Profiles • Donny Hutabarat5) Director, and relevant Division
as of December 31, 2025 • Dwita Suherlina8) Heads
• Retno Murwani7)
Internal consolidation and discussions conducted during the period did not involve any members of the Risk Monitoring Committee (neither the Chair nor the
members of the Risk Monitoring Committee) as they were still undergoing the OJK Fit & Proper Test.
1)
Effective as Chair/Member of the Risk Monitoring Committee until March 26, 2025.
2)
Effectively serving as Chair of the Nomination and Remuneration Committee until February 20, 2025, in connection with the expiration of his term as a member of
the Board of Commissioners after 5 (five) years since his appointment.
3)
Effectively serving as a member of the Risk Monitoring Committee since August 13, 2025
4)
Effective as a member of the Risk Monitoring Committee since August 13, 2025 and ending on October 8, 2025
5)
Effective as a member of the Risk Monitoring Committee since October 16, 2025
6)
Effective as a Member of the Risk Monitoring Committee until September 30, 2025
7)
Effective as a Member of the Risk Monitoring Committee since October 1, 2025
8)
Effective as a Member of the Risk Monitoring Committee until December 18, 2025
RISK MONITORING COMMITTEE REPORTING
The Risk Monitoring Committee reporting mechanism is carried out by submitting re-ports to the Board
of Commissioners on eve-ry assignment given and/or issue that re-quires the attention of the Board of
Commis-sioners, at least twice a year, or more fre-quently if necessary based on special as-signments or the
identification of strategic issues. Reports are submitted in writing and discussed at Board of Commissioners
meetings, either directly or through written documents.
2025 RISK MONITORING COMMITTEE MEMBER COMPETENCY IMPROVEMENT PROGRAM
All active members of the Risk Monitoring Committee participate in various educational and/or training
activities to enhance their competencies and knowledge regarding best practices in governance when
addressing cur-rent risk developments relevant to the bank-ing industry. The following is a list of training
programs and competency development ma-terials that the Risk Monitoring Committee has participated in
throughout 2025:
Name of Training/Workshop/
Implementation Date Organizer
Conference/seminar
Vera Febyanthy – Chairman of KPR/Independent Commissioner
Competency development/training can be found in the section on Training and/or Competency Improvement for Board of
Commissioners Members in 2025.
Donny Hutabarat – Member of KPR/Vice President Commissioner
Competency development/training can be found in the section on Training and/or Competency Improvement for Board of
Commissioners Members in 2025.
Retno Murwani – Member of KPR/Independent Commissioner
Risk Monitoring Committee Onboarding October 1, 2025 BNI Corporate Secretary
Banking Risk Management Briefing Program for
December 17, 2025 BNI University
Qualification Level 7
RISK MONITORING COMMITTEE KPI ACHIEVEMENTS IN 2025
The Risk Monitoring Committee's performance is assessed based on KPIs that have been agreed upon
at the beginning of the year as a benchmark for performance achievement. In 2025, the Risk Monitoring
Committee successfully achieved 117% of its KPI targets. This achievement demonstrates the active role of
the Risk Monitoring Committee in providing effective support to the Board of Commissioners, particularly
in ensuring that the Bank's risk management has been carried out comprehensively, measurably, and in
accordance with the principle of prudence.
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DESCRIPTION OF ACTIVITIES IN THE 2025 f. Meeting and review regarding the Management
FISCAL YEAR and Distribution of Budget Surplus (SAL)
funds placed by the Government in BNI;g.
Throughout 2025, the BNI Risk Monitoring Committee Meeting on the Evaluation and Improvement
has carried out its duties and responsibilities in of BNI's Tactical Account Plan (TAP);
accordance with the provisions of the applicable 4. Review of updates to BNI's General Risk
Charter. The Committee consistently evaluates the Management Policy and General Integrated
effectiveness of risk management implementation Risk Management & Integrated Capital Policy
across all business lines, monitors compliance proposed by the Board of Directors to the
with internal policies and regulatory requirements, Board of Commissioners;
and submits relevant recommendations for 5. Meetings and reviews of updates to the Bank’s
improvement to the Board of Commissioners. In Credit Policy (KPB) proposed by the Board of
addition, the Committee also reviewed the Bank's Directors to the Board of Commissioners.
risk profile, which includes credit risk, market risk, 6. Review of updates to BNI’s 2024/2025 Recovery
operational risk, and strategic risk, to ensure that Plan Document submitted by the Board of
risk management is carried out carefully and in line Directors for the Board of Commissioners’
with BNI's business strategy. All results of meetings approval.;
and monitoring activities, including reviews and 7. Review of BNI's 2026 Business Plan (RBB)/
evaluations conducted by the Risk Monitoring Company Budget Work Plan (RKAP), as well as
Committee, were submitted to the Board of revisions to BNI's 2025 RBB/RKAP;
Commissioners in the form of written reports and 8. Meeting and review of BNI's 2025 Risk Appetite
through Board of Commissioners meetings. Statement proposed by the Board of Directors
for approval by the Board of Commissioners;
In 2025, the Risk Monitoring Committee held 14 9. Meeting and review of the Implementation of
(fourteen) meetings, 7 (seven) discussions, and Sustainable Finance (Environmental, Social, &
conducted 74 (seventy-four) evaluations/studies/ Governance/ESG) at BNI;
reviews, which aimed to ensure the effectiveness 10. Review of BNI's DPLK Risk Management Policy;
of risk management and compliance with the 11. Review of the Risk Monitoring Committee
Bank's policies, regulations, and business strategy Charter.
direction. Furthermore, the description of the BNI
Risk Monitoring Committee's task implementation EVALUATION OF THE RISK MONITORING
report throughout the current year is presented as COMMITTEE ON THE IMPLEMENTATION OF
follows: RISK MANAGEMENT AT THE BANK
1. Meetings and reviews concerning BNI’s Bank
Soundness Level, Risk Profile, Integrated Risk In 2025, the Risk Monitoring Committee conducted a
Profile, and the execution of the Risk Management comprehensive evaluation of the implementation of
Committee and Integrated Risk Management risk management across all of the Bank's business
Committee’s duties; lines. The results showed that risk management
2. In-depth discussions on key issues related to was carried out in accordance with regulatory
Operational Risk, Legal Risk, Compliance Risk, requirements and internal policies, with reference
Strategic Risk, Reputation Risk, Credit Risk, to the established risk limits. Improvements in the
Market Risk, Liquidity Risk, Insurance Risk, and adequacy of the risk monitoring system also support
Intra-Group Risk. faster and more accurate decision-making. The
3. Implementation of credit-related duties: Committee assessed the Bank's overall risk health
a. Meetings and reviews on the handling of as “Healthy” and concluded that risk management
Loan at Risk (LaR) and credit restructuring implementation has been adequate, despite some
at the BNI-wide and regional levels across minor weaknesses that can be resolved through
Corporate, Enterprise, Commercial, Small normal business activities.
(including KUR), and Consumer segments:
b. Meetings and reviews of credit consultations RISK MONITORING COMMITTEE’S WORK
submitted by the Board of Directors to the PLAN FOR 2026
Board of Commissioners;
c. Meetings and reviews of credit approvals to The Risk Monitoring Committee has formulated a
Related Parties submitted by the Board of roadmap for 2026, which is based on the evaluation of
Directors to the Board of Commissioners; the implementation of tasks in 2025 and projections
d. Meetings and reviews on Remedial & of the Bank's future business needs. The work plan
Recovery discussions.; includes holding meetings, conducting reviews, and
e. Meeting and review regarding the submitting reports to the Board of Commissioners,
Implementation of BNI Support for with a focus on strategic priorities that are in line
Government Credit Programs; with the Bank's business development and risk
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Practices Governance Responsibility Commitment Statements
dynamics. The following are the priorities for the INTEGRATED GOVERNANCE
implementation of BNI's Risk Monitoring Committee
activities for 2026: COMMITTEE
1. Evaluation of the Bank’s Soundness Level every
six months (semi-annually). The Integrated Governance Committee is formed
2. Evaluation of the Individual Risk Profile every by and is directly responsible to the BNI Board
three months (quarterly). of Commissioners who represents the Parent
3. In-depth evaluation of issues and reports to the Company of the Financial Conglomerate (PIKK),
Board of Commissioners concerning Credit Risk, to strengthen oversight over the implementation
Market Risk, Liquidity Risk, Operational Risk, of Integrated Governance within the BNI Financial
Legal Risk, Strategic Risk, Compliance Risk, and Conglomerate in accordance with applicable laws
Reputation Risk (individually), as well as Intra and regulations. This Committee holds a strategic
Group Transaction Risk and Insurance Risk (on an role in supporting the Board of Commissioners
integrated basis). to ensure the implementation of good corporate
4. Monitoring and evaluation of the Risk governance within the scope of the BNI Financial
Management Unit (SKMR), Integrated Risk Conglomerate, as well as providing strategic advice
& Capital Management Unit (SKMRT), Risk and recommendations to the Board of Directors
Management Committee (KMR), and Integrated regarding the implementation and continuous
Risk Management Committee (KMRT). evaluation of the Integrated Governance Guidelines,
5. Periodic or annual review of General Policies and including input for the improvement of governance
Documents that require approval from the Board policies and practices within the Bank.
of Commissioners, including: Bank Credit Policy
(KPB), General Risk Management Policy (KUMR), LEGAL BASIS FOR THE ESTABLISHMENT
General Integrated Risk Management Policy OF THE INTEGRATED GOVERNANCE
(KUMRT), Good Corporate Governance Policy, COMMITTEE
Integrated Governance Policy, Updates to the
Recovery Action Plan, and so on in accordance The establishment of the BNI Integrated
with the Board of Directors’ proposals to the Governance Committee is based on applicable
Board of Commissioners. laws and regulations as well as best practices in the
6. Review/discussion of proposals/requests from Indonesian banking industry, including:
the Board of Directors that require approval 1. Financial Services Authority Regulation Number
from the Board of Commissioners and follow- 30 of 2024 dated December 23, 2024, concerning
up of the Board of Commissioners’ dispositions Financial Conglomerates and Parent Companies
regarding reports/letters submitted to the Board of Financial Conglomerates.
of Commissioners and reports to the Board of 2. Financial Services Authority Regulation
Commissioners. Number 17 of 2023 dated September 14, 2023,
7. Review and update of the Risk Monitoring concerning the Implementation of Governance
Committee Charter as needed, in response for Commercial Banks.
to regulatory developments and changing 3. Financial Services Authority Regulation Number
conditions. 45/POJK.03/2020 dated October 16, 2020,
concerning Financial Conglomerates.
REMUNERATION OF RISK MONITORING 4. Financial Services Authority Regulation Number
COMMITTEE MEMBERS [ACGS C.3.4] 18/POJK.03/2014 dated November 18, 2014,
concerning the Implementation of Integrated
The remuneration policy for Risk Monitoring Governance for Financial Conglomerates.
Committee members who are also members 5. Regulation of the Minister of State-Owned
of the Board of Commissioners is integrated Enterprises of the Republic of Indonesia Number
into the honorarium provided to the Board of PER 2/MBU/03/2023 dated March 03, 2023,
Commissioners, with no additional remuneration concerning Guidelines for Governance and
for committee membership. Meanwhile, the Significant Corporate Activities of State-Owned
honorarium for independent (non-Commissioner) Enterprises.
committee members is determined by the Board 6. Regulation of the Minister of State-Owned
of Commissioners, with a maximum amount set at Enterprises of the Republic of Indonesia Number
20% of the President Director’s salary. No additional PER 3/MBU/03/2023 dated March 20, 2023,
income is provided beyond this honorarium. This concerning Organs and Human Resources of
policy aligns with the provisions of the Indonesian State-Owned Enterprises.
Ministry of SOEs Regulation No. PER-3/MBU/03/2023, 7. Financial Services Authority Circular Letter
dated March 20, 2023, regarding the Governance No. 14/SEOJK.03/2025 dated June 24, 2025,
and Human Resources of State-Owned Enterprises. concerning the Implementation of Governance
for Commercial Banks.
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8. Financial Services Authority Circular Letter No. 15/ DUTIES AND RESPONSIBILITIES OF THE
SEOJK.03/2015 dated May 25, 2015, concerning INTEGRATED GOVERNANCE COMMITTEE
the Implementation of Integrated Governance for
Financial Conglomerates. The BNI Integrated Governance Committee has
9. Articles of Association of the Company and its duties and responsibilities that at least include:
amendments. 1. Evaluating the implementation of Integrated
10. Decree of the Board of Commissioners of PT Bank Governance at least through an assessment of the
Negara Indonesia (Persero) Tbk No. KEP/006/ adequacy of internal control, the implementation
DK/2015 dated June 22, 2015, concerning the of integrated compliance functions, and the
Establishment of the Integrated Governance implementation of Integrated Governance
Committee. Guidelines. In conducting the evaluation, the
Integrated Governance Committee obtains
INTEGRATED GOVERNANCE COMMITTEE information in the form of evaluation results
CHARTER on the implementation of internal audits, the
implementation of risk management, and the
In discharging their duties and responsibilities, all compliance function of each Financial Services
members of the Integrated Governance Committee Institution from members of the Board of
are guided by the Integrated Governance Committee Commissioners of each Financial Services
Charter stipulated through the Decree of the Board Institution who are members of the Integrated
of Commissioners No. KEP/022/DK/2025 dated Governance Committee.
September 19, 2025. This Charter holds a central role 2. Providing recommendations to the Board of
in maintaining alignment in the implementation of Commissioners of the PIKK regarding the results
governance within the Bank and its Subsidiaries in of the evaluation of the implementation of
accordance with applicable regulations. Integrated Governance and the improvement of
the Integrated Governance Guidelines.
Substantially, the BNI Integrated Governance 3. Carrying out the duties of the Board of
Committee Charter regulates, among others: Commissioners of the PIKK to review and evaluate
1. Basis for the establishment and implementation materials related to the duties of the Integrated
of the duties of the Integrated Governance Governance Committee and/or other duties
Committee; determined by the Board of Commissioners of
2. Definitions used in the Integrated Governance the PIKK.
Committee; 4. Evaluating the suitability between the Integrated
3. Establishment and Structure of the Integrated Governance policy and the implementation of
Governance Committee; said policy and providing recommendations
4. Membership requirements of the Integrated to the Board of Commissioners of the PIKK
Governance Committee; regarding the Integrated Governance policy and
5. Membership of the Integrated Governance its implementation to ensure that Integrated
Committee; Governance management has been carried out
6. Duties and responsibilities of the Integrated adequately.
Governance Committee; 5. Before the current fiscal year, the Integrated
7. Authority of the Integrated Governance Governance Committee must prepare and submit
Committee; an Annual Work Plan and Budget to the Board of
8. Term of office of members of the Integrated Commissioners of the PIKK for determination,
Governance Committee; a copy of which is submitted by the Board
9. Meetings of the Integrated Governance of Commissioners of the PIKK to the Board
Committee; of Directors of the PIKK for information. The
10. Reporting of the Integrated Governance implementation of the Integrated Governance
Committee; and Committee’s Annual Work Plan and Budget is
reported to the Board of Commissioners of the
The BNI Integrated Governance Committee Charter PIKK.
is evaluated and updated periodically, with the latest 6. Members of the Integrated Governance
update performed on September 19, 2025, which has Committee must carry out their duties properly
been published on the BNI official website (https:// and maintain the confidentiality of all documents,
www.bni.co.id/id-id/perseroan/tata-kelola/komite- data, information, and everything related to the
dewan-komisaris). The Bank takes this step as a form implementation of the Integrated Governance
its commitment to transparency and information Committee’s Duties, which are only to be used
disclosure to all stakeholders. for the purpose of carrying out their duties.
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AUTHORITY OF THE INTEGRATED 3. The term of office of members of the Integrated
GOVERNANCE COMMITTEE Governance Committee who come from
independent parties is a maximum of 3 (three)
As part of its duties to assist the Board of years and can be extended once for a period
Commissioners of the PIKK, the Integrated of 2 (two) years so that the total term of office
Governance Committee is delegated the following of members of the Integrated Governance
authorities: Committee who come from independent parties
1. The Integrated Governance Committee may in the company is a maximum of 5 (five) years,
request explanations or necessary information without reducing the rights of the Board of
regarding employees, funds, assets, and other Commissioners of the PIKK to dismiss the
resources related to the implementation of its relevant committee members at any time.
duties to the Financial Services Institutions 4. The Board of Commissioners of the PIKK may
within the BNI financial conglomerate, while dismiss members of the Integrated Governance
still observing applicable regulations. The Committee at any time if they are deemed to
Committee is required to report the results of have failed to perform their duties as stipulated
such assignments in writing to the Board of in the Decree of appointment/assignment of the
Commissioners of the PIKK. relevant committee members.
2. Members of the Integrated Governance 5. If the member of the Board of Commissioners
Committee are authorized to communicate with of the PIKK serving as Chairperson of the
work units in the PIKK, for functions including Integrated Governance Committee resigns
Internal Audit, Legal and Compliance, Finance from their position as a member of the Board
and Risk Management, Human Resources, of Commissioners of the PIKK, the Chairperson
and necessary aspects of Business Operations must be replaced by another Independent
functions, to obtain information, clarification, and Commissioner of the PIKK who also serves as
request required reports in an integrated manner Chairperson of one of the Committees within the
and/or to fulfill the duties of the Integrated PIKK, within a maximum of 30 (thirty) days.
Governance Committee. 6. The dismissal and appointment of Committee
3. To carry out its duties, the Integrated Governance members are reported to the GMS.
Committee may cooperate or coordinate
with other Committees under the Board of STRUCTURE, MEMBERSHIP, AND
Commissioners of the PIKK, as well as relevant EXPERTISE OF THE INTEGRATED
divisions/units/work units within the PIKK or GOVERNANCE COMMITTEE
other Financial Services Institutions within the
BNI Financial Conglomerate. Requirements and criteria regarding the structure
and membership of the BNI Integrated Governance
POLICY ON APPOINTMENT, DISMISSAL, Committee are described as follows:
AND TERM OF OFFICE OF THE INTEGRATED a. The Integrated Governance Committee consists
GOVERNANCE COMMITTEE MEMBERS of at lea:
1) An Independent Commissioner who serves as
Policies regarding the appointment, dismissal, and Chairperson of one of the committees within
term of office of the BNI Integrated Governance the PIKK, as the Chairperson as well as a
Committee are described as follows: member;
1. The Chairperson and members of the Integrated 2) Independent Commissioners representing
Governance Committee are appointed and and appointed from each Financial
dismissed by the Board of Commissioners of the Services Institution within the BNI Financial
PIKK. Conglomerate, as members;
2. Members of the Integrated Governance 3) An independent party as a member.
Committee who are members of the Board The independent party may come from
of Commissioners of the PIKK, or the Board independent party members of the
of Commissioners and Supervisory Board of Committees within the PIKK;
Financial Services Institutions: 4) Members of the Sharia Supervisory Board
a. Serve a term that aligns with their appointment from Financial Services Institutions that
as members of the Board of Commissioners carry out business activities based on
or Supervisory Board, as determined by the Sharia principles within the BNI Financial
GMS. Conglomerate as members, the number
b. Automatically cease to hold office when of whom is adjusted to the needs of the
their term as a member of the Board of BNI Financial Conglomerate as well as the
Commissioners or Supervisory Board ends. efficiency and effectiveness of the Integrated
Governance Committee’s duties.
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b. The number and composition of Independent Commissioners who are members of the Integrated
Governance Committee as referred to in point a.2 above are adjusted to the needs of the BNI Financial
Conglomerate and the efficiency and effectiveness of the Integrated Governance Committee's duties,
considering at least the representation of each financial services sector.
c. The membership of Independent Commissioners in the Integrated Governance Committee as referred
to in point a.2 above may consist of permanent and non-permanent membership, in accordance with
the needs of the BNI Financial Conglomerate, whereby if necessary, the PIKK may add non-permanent
membership of Independent Commissioners from Financial Services Institutions that have not yet
become members of the Integrated Governance Committee.
d. The membership of Independent Commissioners, independent parties, and members of the Sharia
Supervisory Board in the Integrated Governance Committee within the BNI Financial Conglomerate as
referred to in point a. above is not considered as holding concurrent positions.
NUMBER, STRUCTURE, AND COMPOSITION OF THE INTEGRATED GOVERNANCE
COMMITTEE MEMBERS
The membership composition of the BNI Integrated Governance Committee as of December 31, 2025,
consisted of 13 (thirteen) members, with the latest changes based on the BNI Board of Commissioners'
Decree No. KEP/035/DK/2025 and No. KEP/037/DK/2025 dated December 18, 2025. BNI confirms that the
number and structure of the Integrated Governance Committee are in alignment with the provisions
regulated in the Integrated Governance Committee Charter.
The composition of the BNI Integrated Governance Committee members for the 2025 period is as follows:
January 1, 2025 – March 26, 2025 Period
Position in Main Entity (i.e., PIKK) and
Name Position Term of Office Period
Subsidiary Company
Pradjoto1 Chairman October 30, 2023 - March First President Commissioner/Independent
26, 2025 Commissioner of the Main Entity (i.e. PIKK)
Askolani2 Member March 10, 2020 - March Second Commissioner of Main Entity (i.e. PIKK)
26, 2025
Robertus Billitea2 Member September 21, 2023 - First Commissioner of Main Entity (i.e. PIKK)
March 26, 2025
Mohamad Yusuf2 Member October 24, 2024 - March First Commissioner of Main Entity (i.e. PIKK)
Permana 26, 2025
Alwi Abdurrahman Member January 9, 2025 - present First Independent Commissioner of PT BNI Life
Shihab3 Insurance
Siti Haniatunnisa Member October 28, 2022 - present First Sharia Supervisory Board of PT BNI Life
Insurance
Rudy Tandjung Member October 17, 2024 - present First President Commissioner/Independent
Commissioner of PT BNI Sekuritas
Eko Priyo Pratomo Member October 28, 2022 - present First President Commissioner/Independent
Commissioner of PT BNI Asset Management
Rufina Tinawati Member July 22, 2022 - present First Independent Commissioner of PT Bank Hibank
Marianto Indonesia
Suhartono Member January 19, 2024 - present First President Commissioner/Independent
Commissioner of PT BNI Multifinance4
Nurani Raswindriati Member June 1, 2022 – September Second Independent Party
30, 2025
Description:
1) Resigned as Chair/Member of the TKT Committee on February 20, 2025.
2) Resigned as Member of the TKT Committee on March 26, 2025.
3) Effective as Member of the TKT Committee since January 9, 2025
4) Effective after the reappointment process is completed
BNI made adjustments to the membership composition of the Integrated Governance Committee based on
the results of the Company's Annual General Meeting of Shareholders (GMS) dated March 26, 2025, which
changed the composition of the Company's management.
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March 26, 2025 – October 8, 2025 Period
Position in Main Entity (i.e., PIKK) and
Name Position Term of Office Period
Subsidiary Company
Omar Sjawaldy Chairman June 30, 2025 - present First President Commissioner/Independent
Anwar1) Commissioner
Tedi Bharata2) Member June 5, 2025 - present First Vice President Commissioner
Vera Febyanthy3) Member August 13, 2025 - First Independent Commissioner
present
Didik Junaedi Member August 13, 2025 - First Independent Commissioner
Rachbini3) present
Donny Hutabarat4) Member October 16, 2025 – First Commissioner
present
Alwi Abdurrahman Member January 9, 2025 - First Independent Commissioner of PT BNI
Shihab present Life Insurance
Siti Haniatunnisa Member October 28, 2022 - First Sharia Supervisory Board of PT BNI Life
present Insurance
Rudy Tandjung Member October 17, 2024 - First President Commissioner/Independent
present Commissioner of PT BNI Sekuritas
Eko Priyo Pratomo Member October 28, 2022 - First President Commissioner/Independent
present Commissioner of PT BNI Asset
Management
Suhartono Member January 19, 2024 - First President Commissioner and
present Independent Commissioner of PT BNI
Multifinance
Rufina Tinawati Member July 22, 2022 - present First Independent Commissioner of PT Bank
Marianto Hibank Indonesia
Suminto5) Member August 13, 2025 – First Commissioner
October 8, 2025
Nurani Raswindriati6) Member June 1, 2022 – Second Independent Party
September 30, 2025
Description:
1) Effective as Chair of the TKT Committee since June 30, 2025
2) Effective as Member of the TKT Committee since June 5, 2025
3) Effective as Member of the TKT Committee since August 13, 2025
4) Effective as a Member of the TKT Committee since October 16, 2025
5) Effective as a Member of the TKT Committee since August 13, 2025 and ceased to serve as a Member of the TKT Committee since October 8, 2025.
6) Ceased to serve as a member of the TKT Committee as of September 30, 2025
7) Effective after the reappointment process is completed
During the 2025 period, BNI made several adjustments to the membership composition of the Integrated
Governance Committee with the termination of Mr. Suminto and Ms. Nurani Raswindriati as committee
members and independent committee members, such that as of December 31, 2025, the membership
composition is as follows:
October 8, 2025 – December 31, 2025 Period
Position in Main Entity (i.e., PIKK) and
Name Position Term of Office Period
Subsidiary Company
Omar Sjawaldy Chairman June 30, 2025 - present First President Commissioner/Independent
Anwar1) Commissioner
Tedi Bharata2) Member June 5, 2025 - present First Vice President Commissioner
Vera Febyanthy3) Member August 13, 2025 - First Independent Commissioner
present
Didik Junaedi Member August 13, 2025 - First Independent Commissioner
Rachbini3) present
Donny Hutabarat4) Member October 16, 2025 – First Commissioner
present
Alwi Abdurrahman Member January 9, 2025 - First Independent Commissioner of PT BNI
Shihab present Life Insurance
Siti Haniatunnisa Member October 28, 2022 - First Sharia Supervisory Board of PT BNI Life
present Insurance
Rudy Tandjung Member October 17, 2024 - First President Commissioner/Independent
present Commissioner of PT BNI Sekuritas
Eko Priyo Pratomo Member October 28, 2022 - First President Commissioner/Independent
present Commissioner of PT BNI Asset
Management
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Position in Main Entity (i.e., PIKK) and
Name Position Term of Office Period
Subsidiary Company
Suhartono Member January 19, 2024 - First President Commissioner and
present Independent Commissioner of PT BNI
Multifinance6)
Rufina Tinawati Member July 22, 2022 - present First Independent Commissioner of PT Bank
Marianto Hibank Indonesia
Jhon Fernando Member December 18, 2025 – First Independent Party
Tamba5) present
Alih Suasono5) Member December 18, 2025 – First Independent Party
present
Description:
1) Effective as Chair of the TKT Committee since June 30, 2025
2) Effective as Member of the TKT Committee since June 5, 2025
3) Effective as Member of the TKT Committee since August 13, 2025
4) Effective as a Member of the TKT Committee since October 16, 2025
5) Effective as a Member of the TKT Committee since December 18, 2025
6) Effective after the reappointment process is completed
INTEGRATED GOVERNANCE COMMITTEE PROFILE
More complete information regarding the profiles of the Integrated Governance Committee members who
serve as members of the Bank’s Board of Commissioners can be found in the Company Profile Chapter,
Board of Commissioners Profile sub-chapter, in this Annual Report. The following are brief profiles of the BNI
Integrated Governance Committee members serving as of December 31, 2025:
Chair of the Integrated Governance Committee
Omar Sjawaldy Anwar
Legal Basis of Appointment Board of Commissioners Decree No. KEP/008/DK/2025 dated August 21, 2025
Term of Office June 30, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Board of Commissioners
Profile Sub-chapter.
Member of the Integrated Governance Committee Concurrently Serving as a Commissioner of the
PIKK
Tedi Bharata
Legal Basis of Appointment Board of Commissioners Decree No. KEP/008/DK/2025 dated August 21, 2025
Term of Office June 5, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Board of Commissioners
Profile Sub-chapter.
Vera Febyanthy
Legal Basis of Appointment Board of Commissioners Decree No. KEP/008/DK/2025 dated August 21, 2025
Term of Office August 13, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels
Complete Profile Her complete profile is described in the Company Profile Chapter, Board of Commissioners
Profile Sub-chapter.
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Didik Junaedi Rachbini
Legal Basis of Appointment Board of Commissioners Decree No. KEP/008/DK/2025 dated August 21, 2025
Term of Office August 13, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Board of Commissioners
Profile Sub-chapter.
Donny Hutabarat
Legal Basis of Appointment Board of Commissioners Decree No. KEP/029/DK/2025 dated October16, 2025
Term of Office October16, 2025 - present
Professional Certication Risk Management Certification Level 6 Without Levels
Complete Profile His complete profile is described in the Company Profile Chapter, Board of Commissioners
Profile Sub-chapter.
Member of the Integrated Governance Committee Concurrently Serving as a Commissioner of a
Subsidiary Company
Age
79 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
• Bachelor of Arts in Theology, University of Al-Azhar, Cairo, Egypt (1966)
• Master of Arts in Theology, University of Al-Azhar, Cairo, Egypt (1968)
Alwi Abdurrahman Shihab • Doctorate in Philosophy of Faith, Ain Shams University, Cairo, Egypt (1990)
Member of the Integrated Governance • Master’s Degree in Religious Studies, Temple University, USA (1992)
• Doctorate in Religious Studies, Temple University, USA (1995)
Committee
Legal Basis of Appointment Work Experience
Appointed for the first time as Member of the Integrated Governance • Independent Commissioner of PT BNI Life Insurance (2021–present)
Committee since January 2025 based on BNI Board of Commissioners • President Commissioner of PT Askrindo (Persero) (2017–2020)
Decree No. KEP/001/DK/2025 • Special Envoy of the President of the Republic of Indonesia for the
Middle East and the OIC (2016–2019)
Term of Office • Special Consultant in Marketing at PT Batutua Tembaga Raya, PT
January 9, 2025 – Present (First Period) Indotan, and PT Indonesia Mid-East Consultancy (2015)
• Special Advisor for International Business Development at PT
Professional Certification and/or Training Pertamina (Persero) (2015)
• Integrated Governance Expert Certification, by the Risk Management • Independent Commissioner of Asuransi Rama Jakarta (2007–2013)
Certification Body (LSPMR) • Coordinating Minister for People’s Welfare (2004–2005)
• Governance, Risk, and Compliance (GRCE) Professional Certification, • Minister of Foreign Affairs of the Republic of Indonesia (1999–2001)
by the Governance, Risk, and Compliance Professional Certification
Body (LSP-TRK) Concurrent Position
• Certified in Risk Governance Professional (CRGP)
• Certified Anti-Fraud Governance (CAFG) BNI
Member of the Integrated Governance Committee – PT Bank Negara
Indonesia (Persero) Tbk
Other Companies/Institutions
Independent Commissioner of PT BNI Life Insurance (2021 – present)
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Performance Report Profile Analysis on Company Performance Functions
Age
58 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
• Bachelor of Social Economics in Agriculture from Bogor Agricultural
University (1991); and
• Master of Business and International Finance from Oklahoma City
Rudy Tandjung University (1995)
Member of the Integrated Governance Committee
Legal Basis of Appointment • Chief Operating Officer, PT Bank DBS Indonesia (Maret 2015 – Sept
Appointed for the first time as Member of the Integrated Governance 2018);
Committee since October 2024 based on BNI Board of Commissioners • Komisaris, PT Kustodian Sentral Efek Indonesia (Juni 2012 – Juni
Decree No. KEP/026/DK/2024. 2015);
• Head of Transaction Banking. PT Bank Permata Tbk (Jan 2010 – Mar
Term of Office 2015).
2024 – Present (First Period)
Concurrent Position
Professional Certification and/or Training
• Risk Management Certification Level 4, by the Risk Management BNI
Certification Body (BSMR); Member of the Integrated Governance Committee – PT Bank Negara
• Executive Education Programmes Certification, by The Insead Indonesia (Persero) Tbk
Education Singapore; and
• GRCE Principal Professional Certification. Other Companies/Institutions
• President Commissioner/Independent Commissioner of PT BNI
Work Experience Sekuritas (2024 – present);
• President Commissioner/Independent Commissioner of PT BNI • Chairperson of the Audit Committee of PT BNI Sekuritas (2024 –
Sekuritas (2024 – present); present);
• Head of Consumer Banking, PT Bank DBS Indonesia (Nov 2019 – Dec • Member of the Risk Monitoring Committee of PT BNI Sekuritas
2023); (2024 – present);
• Head of Commercial Banking, PT Bank DBS Indonesia (Sept 2018 – • Vice Chairman of Sports, Indonesian Bankers Association (IBI) (2023
Nov 2019); – present);
• Member of Institutional Relations, National Banking Association
(PERBANAS) (2020 – present); and
• Member of the Banking Committee, Indonesian Employers
Association (APINDO) (2019 – present).
Age
41 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Siti Haniatunnisa • Bachelor of Law from the International Islamic University of Malaysia
(IIUM) (2010); and
Member of the Integrated Governance Committee
• Master of Law from the University of Indonesia (2015).
Legal Basis of Appointment Work Experience
Appointed for the first time as Member of the Integrated Governance • Chairman of Syeikh Nawawi Banten University (2016–present);
Committee since December 2022 based on BNI Board of Commissioners • Member of PT BRILife DPS (2016–present);
Decree No. KEP/021/DK/2022 dated October 28, 2022. • Member of PT Asuransi Jasindo Syariah DPS (2017–present);
• Member of PT DPLK Muamalat DPS (2018–present);
Term of Office • Member of PT Bank Muamalat Indonesia DPS (2019–present);
2022 – Present (First Period) • Member of PT BNI Life Insurance DPS (2020–present); and
• DSN-MUI Plenary Member (2021–present).
Professional Certification and/or Training
• Certified in Risk Governance Professional (CRGP); Concurrent Position
• Sharia Supervisor Certification;
• LSP MUI Assessor Certification; BNI
• GRCE Professional Utama Certification; Member of the Integrated Governance Committee – PT Bank Negara
• Risk Management Certification Level 4; and Indonesia (Persero) Tbk
• Competency Assessor.
Other Companies/Institutions
• Chairman of Syeikh Nawawi Banten University (2016–present);
• Member of PT BRILife DPS (2016–present);
• Member of PT Asuransi Jasindo Syariah DPS (2017–present);
• Member of PT DPLK Muamalat DPS (2018–present);
• Member of PT Bank Muamalat Indonesia DPS (2019–present);
• Member of PT BNI Life Insurance DPS (2020–present); and
• DSN-MUI Plenary Member (2021–present).
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Practices Governance Responsibility Commitment Statements
Age
62 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
• Bachelor of Mechanical Engineering/Aeronautical Engineering from
Eko Priyo Pratomo Bandung Institute of Technology (1988); and
Member of the Integrated Governance Committee • Master of Management from IPMI International Business School (1991)
Legal Basis of Appointment Work Experience
Appointed for the first time as Member of the Integrated Governance • President Commissioner/Independent Commissioner of PT BNI
Committee since October 2022 based on BNI Board of Commissioners Asset Management (April 2022 – present);
Decree No. KEP/020/DK/2022 dated October 28, 2022. • Senior Advisor of PT Mandiri Manajemen Investasi (2019 – 2020);
• Director, CEO, Senior Advisor of PT BNP Paribas AM (1996 – 2018);
Term of Office • Deputy GM, Marketing Director of PT Graha Buana Cikarang (1995 –
2022 – Present (First Period) 1996);
• Deputy Marketing Manager of PT KSCI - Mitsui Group (1992 – 1995);
Professional Certification and/or Training and
• Investment Manager Representative (Financial Services Authority); • Lead Engineer of PT IPTN (1988 – 1990).
• Training Program for Investment Professional (Institute for Financial
Analysis Development); Concurrent Position
• Chartered Financial Consultant (Singapore College of Insurance);
• Chartered Life Underwriter (Singapore College of Insurance); BNI
• Certified Governance Oversight Professional (CGOP) Professional Member of the Integrated Governance Committee – PT Bank Negara
Competency Certification by the Professional Certification Body – Indonesia (Persero) Tbk
Mitra Kalyana Sejahtera (LSP-MKS); and
• GRCE Professional Utama Certification. Other Companies/Institutions
• President Commissioner/Independent Commissioner of PT BNI
Asset Management (2022 – present;
• Chairperson of the Audit Committee of PT BNI Asset Management;
• Chairperson of the Risk Monitoring Committee of PT BNI Asset
Management; and
• Founder/Advisor of Syamsi Dhuha Foundation.
Age
68 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Suhartono Bachelor of Law from the Diponegoro University (1982)
Member of the Integrated Governance Committee
Legal Basis of Appointment • Vice President Director of PT Federal International Finance (2001–
Appointed for the first time as Member of the Integrated 2007);
Governance Committee since January 2024 based on BNI Board of • Marketing Director of PT Federal International Finance (1998–2001);
Commissioners Decree No. KEP/001/DK/2024 dated January 19, 2024. • General Marketing Manager of PT Federal International Finance
(1997–1998);
Term of Office • Regional Manager of PT Federal International Finance (Central
2024 – Present (First Period) Java, DIY, and East Java Regions) (May 1, 1993 – 1997);
• Branch Manager of PT Federal International Finance (Semarang
Professional Certification and/or Training Branch) (1991–1993);
• Certified Risk Governance Professional (CRGP) by the Risk • Branch Manager of PT Mitra Pinasthika Mustika/MPM (Malang
Management Professional Certification Body (LSPMR) (2024); Branch) (1989–1990); and
• Financing Specialist Professional Certification for Directors/ • Marketing Section Head of PT Astra International (Honda Sales
Commissioners by the Indonesian Financing Professional Operation Central Java Region) (1983–1989).
Certification Body (LSPPI); and
• Risk Governance Professional (CRGP) Certification. Concurrent Position
Work Experience BNI
• President Commissioner & Independent Commissioner of PT BNI Member of the Integrated Governance Committee – PT Bank Negara
Multifinance (2023–present); Indonesia (Persero) Tbk
• Commissioner of PT Adiprana Sentosa Indovesco (2019);
• Advisor to PT Koperasi Nusa Raya Cipta (2018); Other Companies/Institutions
• Commissioner of PT Wahana Inti Narendra (2018); • President Commissioner/Independent Commissioner of PT BNI
• President Commissioner of PT Mahesa Altra Sentosa (2018); Multifinance (2023–present);
• Commissioner of PT Asuransi Astra Buana (2017–2018); • Chairperson of the Audit Committee of BNI Finance;
• President Director of PT Federal International Finance (2007–2017); • Chairperson of the Risk Monitoring Committee of BNI Finance; and
• Member of the Nomination & Remuneration Committee of BNI
Finance.
Note:
*) Effective after the reappointment process is completed.
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Age
66 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Rufina Tinawati Marianto Bachelor’s Degree in Architecture and Economics Management from UNIKA
Parahyangan Bandung (1986)
Member of the Integrated Governance Committee
Legal Basis of Appointment • Commercial Sales & Marketing Support Head of PT Bank OCBC
Appointed for the first time as Member of the Integrated Governance NISP Tbk (2013–2014).
Committee since July 2022 based on BNI Board of Commissioners • Executive VP Commercial Business Unit of PT Bank OCBC NISP Tbk
Decree No. KEP/012/DK/2022 dated July 22, 2022. (2012–2013).
• Commercial Business Division Head of PT Bank OCBC NISP Tbk
Term of Office (2009–2011).
2022 – Present (First Period) • General Manager Commercial Jababeka of PT Bank Permata
(2003–2006).
Professional Certification and/or Training
• Certified Governance Oversight Professional (CGOP) Professional Concurrent Position
Competency Certification by the Professional Certification Body –
Mitra Kalyana Sejahtera (LSP-MKS). BNI
• Banking Risk Management Competency Certification Qualification Member of the Integrated Governance Committee – PT Bank Negara
6 by the Professional Certification Body of the Banking Professional Indonesia (Persero) Tbk
Certification Body (LSP LSPP).
Other Companies/Institutions
Work Experience • Independent Commissioner PT Bank Hibank Indonesia (2022 -
• Independent Commissioner of PT Bank Hibank Indonesia (2022– present)
present). • Chairman of the Audit Committee PT Bank Hibank Indonesia
• Independent Commissioner of PT Bank Mayora (2016–2022).
Member of Integrated Governance Committee from Independent Party
Age
58 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Alih Suasono • Bachelor’s degree (S1) from Gadjah Mada University (1991)
• Master’s degree (S2) in Human Resource Management from Tanjungpura
Member of the Integrated Governance Committee
University (2003)
(Independent Party)
Legal Basis of Appointment Work Experience
Appointed for the first time as Member of the Integrated • Head of Small Credit Center Batam, PT Bank Negara Indonesia Tbk
Governance Committee since December 2025 based on BNI Board (2010–2012)
of Commissioners Decree No. KEP/035/DK/2025 dated December 18, • Head of Medium Credit Center Surabaya, PT Bank Negara
2025. Indonesia Tbk (2012–2013)
• Head of Medium Credit Center Pekanbaru, PT Bank Negara
Term of Office Indonesia Tbk (2013–2016)
2025 – Present (First Period) • Head of Medium Credit Center Malang, PT Bank Negara Indonesia
Tbk (2016–2017)
Professional Certification and/or Training • Head of Regional Banking Business Malang, PT Bank Negara
Banking Risk Management Competency Certification Level 4. Indonesia Tbk (2017–2019)
• Deputy Head of Medium Enterprise Business Division, PT Bank
Negara Indonesia Tbk (2019–2021)
• Independent Member of the Audit Committee of PT Bank Negara
Indonesia (Persero) Tbk (2025–present)
Concurrent Position
BNI
-
Other Companies/Institutions
-
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Practices Governance Responsibility Commitment Statements
Age
57 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Jhon Fernando Tamba • Bachelor’s Degree (S1) in Accounting from Gadjah Mada University (1995)
• Master’s Degree (S2) in Management from the University of Indonesia (2007)
Anggota Komite Tata Kelola Terintegrasi
(Pihak Independen)
Legal Basis of Appointment Work Experience
Appointed for the first time as Member of the Integrated • General Manager of Corporate Finance & Treasury Department,
Governance Committee since December 2025 based on BNI Board PT Adhi Karya (Persero) Tbk (2021–2023);
of Commissioners Decree No. KEP/037/DK/2025 dated December 18, • Head of Network Credit Audit Group, PT Bank Negara Indonesia
2025. Tbk (2010–2012);
• Group Head of Corporate Business Banking Audit, PT Bank Negara
Term of Office Indonesia Tbk (2012–2013);
2025 – Present (First Period) • Deputy Division Head of Corporate Business Risk Division, PT Bank
Negara Indonesia Tbk (2013–2014);
Professional Certification and/or Training • Deputy Head of Corporate & MHE Credit Risk Division, PT Bank
Banking Risk Management Competency Certification Level 4. Negara Indonesia Tbk (2014–2019); and
• Deputy Head of Corporate & Multinational Business Division 2,
PT Bank Negara Indonesia Tbk (2019–2021).
• Independent Member of the Audit Committee of PT Bank Negara
Indonesia (Persero) Tbk (2025 – present)
Concurrent Position
BNI
-
Other Companies/Institutions
-
QUALIFICATIONS, EDUCATION, AND WORK EXPERIENCE OF THE INTEGRATED
GOVERNANCE COMMITTEE
BNI ensures that all members of the Integrated Governance Committee have met the individual requirement
criteria, both general and specific, as stipulated in the Integrated Governance Committee Charter, which are
as follows:
A. General Requirements
1) Have integrity, good character and morals and sufficient work experience related to the committee’s
duties;
2) Have no personal interests/connections that can have a negative impact and conflict of interest on
Financial Services Institutions in the BNI Financial Conglomerate.
B. Competency Requirements
1) Have adequate educational background, skills, knowledge and experience in banking or other financial
services institutions;
2) Be able to work together, have good and effective communication skills, and provide sufficient time
to carry out their duties;
3) Have sufficient knowledge and understanding of the principles and processes of implementing GCG in
general, as well as laws and regulations in the banking sector and other financial services institutions,
especially those related to the operational activities of banking and other financial services institutions.
QUALIFICATIONS, EDUCATION, AND WORK EXPERIENCE OF THE INTEGRATED
GOVERNANCE COMMITTEE
With reference to the provisions above, the Bank ensures that the current chairman and all members of the
Integrated Governance Committee have met the educational qualification and work experience criteria as
explained in the table below:
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Qualifications, Education, and Work Experience of the Integrated Governance Committee
Name Position Education Work Experience Areas of Expertise
Areas of
Name Position Education Work Experience
Expertise
Omar Chairman Educational background can Work experience can be found in the Board • Accounting
Sjawaldy be found in the Board of of Commissioners Composition Diversity • Strategic
Anwar Commissioners Composition Section Management
Diversity Section • Finance
• Technology
Tedi Bharata Member Educational background can Work experience can be found in the Board • Public
be found in the Board of of Commissioners Composition Diversity Administration
Commissioners Composition Section • Finance
Diversity Section • Human
Resource
Management
• Information
Management
and Computer
Systems
Vera Member Educational background can Work experience can be found in the Board • Public
Febyanthy be found in the Board of of Commissioners Composition Diversity Administration
Commissioners Composition Section • Public Policy
Diversity Section • Finance
Didik Junaedi Member Educational background can Work experience can be found in the Board Economy
Rachbini be found in the Board of of Commissioners Composition Diversity
Commissioners Composition Section
Diversity Section
Donny Member Educational background can Work experience can be found in the Board • Economy
Hutabarat be found in the Board of of Commissioners Composition Diversity • Market &
Commissioners Composition Section Treasury
Diversity Section
Alwi Member • Bachelor's Degree (S1) • Independent Commissioner of PT BNI Life Sharia Economics
Abdurrahman in Ushuluddin Akidah Insurance (2021-present)
Shihab Philosophy from Al-Azhar • President Commissioner of PT Askrindo
University, Cairo, Egypt (Persero) (2017-2020)
(1966); • Special Envoy of the President of the
• Master's Degree (S2) in Republic of Indonesia for the Middle East
Ushuluddin (Theology) and OIC (2016-2019)
Akidah Philosophy from • Special Consultant in Marketing at PT
Al-Azhar University, Batutua Tembaga Raya, PT Indotan, and
Cairo, Egypt (1968); and PT Indonesia Mid-East Consultancy (2015)
• Doctorate (S3) in • Special Advisor for Overseas Business
Philosophy of Faith from Development at PT Pertamina (Persero)
Ain Shams University, (2015)
Cairo, Egypt (1990). • Independent Commissioner of Asuransi
Rama Jakarta (2007-2013)
• Coordinating Minister for People's
Welfare (2004-2005)
• Minister of Foreign Affairs of the Republic
of Indonesia (1999-2001)
Siti Member • Bachelor's Degree • Chairman of Syeikh Nawawi Banten • Law
Haniatunnisa (S1) in Law from the University (2016-present); • Sharia
International Islamic • Member of the Supervisory Board of PT Economics
University of Malaysia BRILife (2016-present);
(IIUM); • Member of the Supervisory Board of PT
• Master's Degree (S2) in Asuransi Jasindo Syariah (2017-present);
Law from the University • Member of the Supervisory Board of PT
of Indonesia (UI); and DPLK Muamalat (2018-present);
• Currently pursuing a • Member of the Supervisory Board of PT
Doctoral Program (S3) in Bank Muamalat Indonesia (2019-present);
Law at the University of • Member of the Supervisory Board of PT
Indonesia (UI). BNI Life Insurance (2020-present); and
• Obtained Certified in Risk • Member of the Plenary Session of the
Governance Professional Indonesian Ulema Council (2021-present).
(CRGP) certification from
LSPMR.
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Practices Governance Responsibility Commitment Statements
Areas of
Name Position Education Work Experience
Expertise
Rudy Member • Bachelor's Degree (S1) in • President Commissioner/Independent • Economy
Tandjung Agricultural Economics Commissioner of PT BNI Sekuritas (2024 – • Capital Market
from Bogor Agricultural present);
University (1991); • Head of Consumer Banking, PT Bank DBS
• Master's Degree (S2) Indonesia (Nov 2019 – Dec 2023);
MBA – International • Head of Commercial Banking, PT Bank DBS
Business and Finance Indonesia (Sept 2018 – Nov 2019);
from Oklahoma City • Chief Operating Officer, PT Bank DBS
University/USA (1990). Indonesia (March 2015 – September 2018);
• Commissioner, PT Kustodian Sentral Efek
Indonesia (June 2012 – June 2015);
• Head of Transaction Banking, PT Bank
Permata Tbk (January 2010 – March 2015).
Eko Priyo Member • Bachelor's Degree (S1) in • President Commissioner/Independent • Mutual Funds
Pratomo Mechanical Engineering/ Commissioner of PT BNI Asset • Capital
Aeronautics from the Management (April 2022 – present); Markets
Bandung Institute of • Senior Advisor of PT Mandiri Manajemen • Finance
Technology (1988); Investasi (2019 – 2020); • Economics
• Master's Degree (S2) in • Director, CEO, Senior Advisor of PT BNP
Management from IPMI Paribas AM (1996 – 2018);
International Business • Deputy GM, Marketing Director of PT
School (1991). Graha Buana Cikarang (1995 – 1996);
• Deputy Marketing Manager of PT KSCI -
Misui Group (1992 - 1995); and
• Lead Engineer of PT IPTN (1988 – 1990).
Suhartono Member Bachelor's Degree (S1) in • President Commissioner & Independent • Law
Civil Law from Diponegoro Commissioner of PT BNI Multifinance (2023 • Economics
University, Semarang, – present); • Financing
Indonesia (1982). • Commissioner of PT Adiprana Sentosa • Human
Indovesco (2019); Resources
• Advisor to PT Koperasi Nusa Raya Cipta
(2018);
• Commissioner of PT Wahana Inti Narendra
(2018);
• President Commissioner of PT Mahesa
Altra Sentosa (2018);
• Commissioner of PT Asuransi Astra Buana
(2017 – 2018);
• President Director of PT Federal
International Finance (2007–2017);
• Vice President Director of PT Federal
International Finance (2001–2007);
• Marketing Director of PT Federal
International Finance (1998–2001);
• General Marketing Manager
PT Federal International Finance (1997–
1998);
• Regional Manager PT Federal International
Finance (Central Java, Yogyakarta, and East
Java regions) (May 1, 1993 – 1997);
• Branch Manager PT Federal International
Finance (Semarang Branch) (1991–1993);
• Branch Manager PT Mitra Pinasthika
Mustika/MPM (Malang Branch) (1989–1990);
and
• Marketing Section Head PT Astra
International (Honda Sales Operation
Central Java Region) (1983–1989).
Rufina Bachelor's Degree (S1) in • Work experience includes: • Economics
Tinawati Architectural Engineering • Independent Commissioner of PT Bank • Banking
Marianto and Management Economics Hibank Indonesia (2022-present).
from UNIKA Parahyangan • Independent Commissioner of PT Bank
Bandung. Mayora (2016-2022).
• Commercial Sales & Marketing Support
Head of PT Bank OCBC NISP Tbk (2013-
2014).
• Executive VP Commercial Business Unit at
PT Bank OCBC NISP Tbk (2012-2013).
• Commercial Business Division Head at PT
Bank OCBC NISP Tbk (2009-2011).
• General Manager Commercial Jababeka at
PT Bank Permata (2003-2006).
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Areas of
Name Position Education Work Experience
Expertise
Alih Suasono Independent • Bachelor's Degree (S1) • Head of Small Credit Center Batam, PT • Banking
Member from Gadjah Mada Bank Negara Indonesia Tbk (2010–2012) • Finance
University • Head of Medium Credit Center Surabaya,
• Master's Degree (S2) PT Bank Negara Indonesia Tbk (2012–
in Human Resource 2013)
Management from • Head of Medium Credit Center
Tanjungpura University Pekanbaru, PT Bank Negara Indonesia Tbk
(2013–2016)
• Head of Medium Credit Center Malang,
PT Bank Negara Indonesia Tbk (2016–
2017)
• Head of Regional Banking Business
Malang, PT Bank Negara Indonesia Tbk
(2017–2019)
• Deputy Head of Medium Enterprise
Business Division, PT Bank Negara
Indonesia Tbk (2019–2021)
• Independent Member of the Audit
Committee of PT Bank Negara Indonesia
(Persero) Tbk (2025–present)
Jhon Independent • Bachelor's Degree (S1) in • Deputy Head of Corporate & • Banking
Fernando Member Accounting from Gadjah Multinational Business Division 2 (2019– • Finance
Tamba Mada University 2021) • Audit
• Master's Degree (S2) in • Deputy Head of Corporate & MHE Credit
Management from the Risk Division (2014–2019)
University of Indonesia • Deputy Division Head of Corporate
Business Risk Division (2013–2014)
• Group Head of Audit for Corporate
Business Banking (2012–2013)
• Head of Network Credit Audit Group
(2010–2012)
• General Manager of the Corporate
Finance & Treasury Department at PT
Adhi Karya (Persero) Tbk (2021–2023)
• Independent Member of the Audit
Committee of PT Bank Negara Indonesia
(Persero) Tbk (2025 – present)
STATEMENT OF INDEPENDENCE OF THE INTEGRATED GOVERNANCE COMMITTEE
The Integrated Governance Committee discharges its duties and reporting independently and is directly
responsible to the Board of Commissioners of the Parent Company of the Financial Conglomerate (i.e., PIKK).
BNI ensures that all Committee members from independent parties have met the following independence
requirements:
1. Are parties outside BNI who do not have financial, management, share ownership and/or family
relationships with the Board of Commissioners, Supervisory Board, Board of Directors and/or Controlling
Shareholders of Financial Services Institutions in the BNI Financial Conglomerate, or relationships with
Financial Services Institutions in the BNI Financial Conglomerate that may affect their ability to act
independently. The financial, management, share ownership and/or family relationships referred to are
in accordance with the definition set forth in the applicable laws and regulations;
2. Do not have any direct or indirect business relationships related to the business activities of Financial
Services Institutions in the BNI Financial Conglomerate.
3. The Committee is required to sign an integrity pact which is a statement and commitment to comply with
all provisions of laws and regulations and GCG principles.
By fulfilling all aspects of Independence above, all members of the Integrated Governance Committee are
always able to provide fair and balanced assessments of all relevant conditions and are not influenced by
personal interests or other parties in expressing their opinions.
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Practices Governance Responsibility Commitment Statements
Integrated Governance Committee Independency
Independence Aspect
No Family
Relationship
No Financial No Management Not Serving as
with the Board of
Relationship Relationship No Share an Official in
Name Commissioners,
with the with BNI, Ownership Political Parties,
Directors, and/or
Board of Subsidiaries, Relationship in Government
Fellow Members
Commissioners or Affiliate BNI Officials, or
of the Integrated
and Directors Companies Government
Governance
Committee
Omar Sjawaldy Anwar √ √ √ √ √
Tedi Bharata √ √ √ √ √
Vera Febyanthy √ √ √ √ √
Didik Junaedi Rachbini √ √ √ √ √
Donny Hutabarat √ √ √ √ √
Alwi Abdurrahman Shihab √ √ √ √ √
Siti Haniatunnisa √ √ √ √ √
Rudy Tandjung √ √ √ √ √
Eko Priyo Pratomo √ √ √ √ √
Suhartono √ √ √ √ √
Rufina Tinawati Marianto √ √ √ √ √
Alih Suasono √ √ √ √ √
Jhon Fernando Tamba √ √ √ √ √
INFORMATION ON CONCURRENT POSITIONS
As a commitment to transparency and accountability, BNI openly discloses information regarding the
concurrent positions held by each member of the Integrated Governance Committee. This information is
presented in full in the following table:
Position in Other
Position in the Position in Subsidiary Position in Other Position in Other
Name State-Owned
Bank as EU Company Banks Public Companies
Enterprises
Omar Sjawaldy President - - - -
Anwar Commissioner/
Independent
Commissioner
Tedi Bharata Vice President - - - -
Commissioner
Vera Febyanthy Independent - - - -
Commissioner
Didik Junaedi Independent - - Independent -
Rachbini Commissioner President
Commissioner
of PT Lippo
Cikarang Tbk
Donny Commissioner - - - -
Hutabarat
Alwi - Independent - - -
Abdurrahman Commissioner of PT BNI
Shihab Life Insurance
Siti - Sharia Supervisory Board • DPS PT BRILife; - -
Haniatunnisa of PT BNI Life Insurance • DPS PT DPLK
Muamalat; and
• DPS PT Bank
Muamalat
Indonesia.
Rudy Tandjung - President Commissioner/ - - -
Independent
Commissioner of PT BNI
Sekuritas
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Position in Other
Position in the Position in Subsidiary Position in Other Position in Other
Name State-Owned
Bank as EU Company Banks Public Companies
Enterprises
Eko Priyo - President Commissioner/ - - -
Pratomo Independent
Commissioner of PT BNI
Asset Management
Suhartono - President Commissioner - - -
and Independent
Commissioner of PT BNI
Multifinance
Rufina Tinawati - Independent Independent - -
Marianto Commissioner of PT Bank Commissioner of
Hibank Indonesia PT Bank Hibank
Indonesia
Alih Suasono Independent - - - -
Member
Jhon Fernando Independent - - - -
Tamba Member
INTEGRATED GOVERNANCE COMMITTEE 7. In the event that consensus does not occur,
MEETING decisions are made based on a majority vote.
Meeting decisions are considered valid if
Meeting Implementation Policy approved by more than ½ (one half) of the
The meetings of the Integrated Governance total number of members of the Integrated
Committee are conducted in accordance with the Governance Committee present. The regulation
policies and procedures regulated in the Integrated of the voting rights of Committee members
Governance Committee Charter, as follows: adheres to the principle of 1 (one) person 1 (one)
1. The Integrated Governance Committee must vote.
hold a meeting at least 1 (one) time in 2 (two) 8. Committee meetings may be held via
months. teleconference, video conference, or other
2. The Integrated Governance Meeting can only electronic media.
be held if attended by at least 51% (fifty one per 9. The results of the Committee meeting must be
hundred) of the total number of members. stated in the minutes of the meeting signed by all
3. The Integrated Governance Committee Meeting members of the Committee present and properly
is led by the Chairperson of the Integrated documented.
Governance Committee or the most senior 10. Dissenting opinions that occur in the meeting are
member of the Integrated Governance Committee clearly stated in the minutes of the meeting along
if the Chairperson of the Integrated Governance with the reasons for the differences of opinion.
Committee is unable to attend. 11. The attendance of Committee members in
4. If deemed necessary, the Integrated Governance meetings is reported in the quarterly report and
Committee may invite other parties related to the the annual report of the committee.
agenda/discussion of the meeting to attend the
Integrated Governance Committee Meeting. Frequency and Level of Attendance of Integrated
5. The committee meeting must be attended by Governance Committee Members in Meetings
each Independent Commissioner from the Throughout 2025, the Integrated Governance
Financial Services Institution in the BNI Financial Committee held 11 (eleven) meetings and 1 (one)
Conglomerate who is a member of the Integrated internal consolidation. The internal consolidation
Governance Committee. In the event that the was conducted due to the vacancy of the committee
relevant independent Commissioner is unable chairman/member from the PIKK (who was
to attend the Integrated Governance Committee undergoing the OJK Fit & Proper Test) and was
meeting, then another Commissioner who is not calculated as a committee meeting agenda.
not a member of the Integrated Governance The frequency of these meetings has complied
Committee or an official at the relevant Financial with the provisions stipulated in the Integrated
Services Institution may be asked to attend the Governance Committee Charter. The following is
Integrated Governance Committee meeting the attendance data of BNI's Integrated Governance
by filling in the meeting attendance list, but is Committee members in these meetings throughout
not counted in the attendance quorum and the 2025, reflecting the level of participation and
number of votes taken to reach a decision at the commitment of the members in performing their
meeting. supervisory duties and responsibilities effectively
6. Decisions at the Committee meeting are made and consistently.
based on consensus.
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Frequency and Level of Attendance of Integrated Governance Committee Members in Meetings
Name Position Number of Meetings Attended Percentage
Omar Sjawaldy Anwar1 Chairman 8 7 88%
Tedi Bharata2 Member 8 6 75%
Vera Febyanthy 3
Member 4 4 100%
Didik Junaedi Rachbini3 Member 4 3 75%
Donny Hutabarat4 Member 2 1 50%
Alwi Abdurrahman Shihab Member 11 8 73%
Siti Haniatunnisa Member 11 6 55%
Rudy Tandjung Member 11 10 91%
Eko Priyo Pratomo Member 11 10 91%
Suhartono Member 11 9 82%
Rufina Tinawati Marianto Member 11 11 100%
Jhon Fernando Tamba5 Member - - -
Alih Suasono 5
Member - - -
Pradjoto6 Chairman 3 1 33%
Askolani6 Member 3 3 100%
Robertus Billitea6 Member 3 1 33%
Mohamad Yusuf Permana 6
Member 3 2 67%
Suminto7 Member 1 1 100%
Nurani Raswindriati8 Member 8 8 100%
1) Effective as Chair of the TKT Committee since June 30, 2025
2) Effective as Member of the TKT Committee since June 5, 2025
3) Effective as Member of the TKT Committee since August 13, 2025
4) Effective as a Member of the TKT Committee since October 16, 2025
5) Effective as a Member of the TKT Committee since December 18, 2025
6) Resigned as Chair/Member of the TKT Committee since February 20, 2025/March 26, 2025
7) Ceased to serve as a member of the TKT Committee as of October 8, 2025
8) Ceased to serve as a member of the TKT Committee as of September 30, 2025
Meeting Agenda
Throughout 2025, the Integrated Governance Committee held 11 (eleven) meetings and 1 (one) internal
consolidation. The internal consolidation was conducted due to the absence of a committee chairman/member
from the PIKK (who was undergoing the OJK Fit & Proper Test). The discussions regarding the meeting agendas
and internal consolidation are as follows:
No. Date Meeting Agenda Integrated Governance Committee Member Invitee
1 January 31, 1. Integrated Financial 1. Askolani (BNI Commissioner)1) 1. BNI Directors:
2025 Performance Evaluation 2. Alwi Abdurrahman Shihab (Independent • Director of FIN
for 2024 Commissioner of BNI Life Insurance) • Director of DIT
2. 2024 Synergy 3. Siti Haniatunnisa (DPS BNI Life Insurance) • Director of WHI
Evaluation: Parent 4. Rudy Tandjung (President Commissioner/ • Director of REB
Company and Independent Commissioner of BNI Sekuritas) • Director of TOP
Subsidiaries & Between 5. Eko Priyo Pratomo (President Commissioner/
Subsidiaries Independent Commissioner of BNI AM) 2. Other invited parties:
3. 2025 Strategic & 6. Suhartono (President Commissioner/Independent • SSM Division
Business Plan for Commissioner of BNI Finance) • CPM Division
Subsidiaries 7. Nurani Raswindriati (Independent Party)7)
4. 2025 Synergy Plan:
Parent Company and
Subsidiaries & Between
Subsidiaries
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No. Date Meeting Agenda Integrated Governance Committee Member Invitee
2 February 1. Evaluation of Integrated 1. Pradjoto (President Commissioner/Independent 1. BNI Director:
11, 2025 Risk Profile and Commissioner of BNI)1) • Dir RMT
Integrated Minimum 2. Mohammad Yusuf (Commissioner of BNI)1) • Dir HCC
Capital Requirements 3. Askolani (Commissioner of BNI)1)
(KPMM) for the Second 4. Siti Haniatunnisa (DPS BNI Life Insurance) 2. Other invited parties:
Semester of 2024 5. Eko Priyo Pratomo (President Commissioner/ • Risk Monitoring
2. Evaluation of self- Independent Commissioner of BNI AM) Committee
assessment results on 6. Suhartono (President Commissioner/Independent • Hari Satriyono
Integrated Governance Commissioner of BNI Finance) (BNI Finance
for the Second Semester 7. Rudy Tandjung (President Commissioner/ Commissioner)
of 2024 Independent Commissioner of BNI Sekuritas) • ERM Division
8. Rufina Tinawati Marianto (President Commissioner/ • CMP Division
Independent Commissioner of Bank Hibank) • SSM Division
9. Nurani Raswindriati (Independent Party)7)
3 March 18, 1. Evaluation of the 1. Mohammad Yusuf (BNI Commissioner)1) 1. BNI Director:
2025 effectiveness of the 2. Robertus Billitea (BNI Commissioner)1) • Deputy Director
Integrated Internal 3. Askolani (BNI Commissioner)1)
Control System (SPI) for 4. Alwi Abdurrahman Shihab (Independent 2. Other invited parties:
the second semester of Commissioner of BNI Life Insurance) • IAD Division
2024. 5. Eko Priyo Pratomo (President Commissioner/ • SSM Division
2. Evaluation of the Independent Commissioner of BNI AM)
effectiveness of the 6. Suhartono (President Commissioner/Independent
Integrated Audit Work Commissioner of BNI Finance)
Unit for the second 7. Rudy Tandjung (President Commissioner/
semester of 2024. Independent Commissioner of BNI Sekuritas)
3. Improvement of the 8. Rufina Tinawati Marianto (President Commissioner/
quality and number of Independent Commissioner of Bank Hibank)
auditors at subsidiaries. 9. Nurani Raswindriati (Independent Party)7)
4. Results of internal audits
of subsidiaries and
follow-up actions.
4 June 3, Consolidation:8) 1. Omar Sjawaldy Anwar (President Commissioner/ 1. Director of BNI:
2025 1. Financial Performance of Independent Commissioner of BNI)2) • Dir FIN
Subsidiaries, including 2. Tedi Bharata (Vice President Commissioner of
the realization of BNI)3) 2. SEVP BNI:
Synergies with the Main 3. Vera Febyanthy (Independent Commissioner of • SIT
Entity (i.e., PIKK) and BNI)4)
between Subsidiaries 4. Didik Junaedi Rachbini (Independent 3. Other invited parties:
for the first quarter of Commissioner of BNI)4) • SSM Division
2025. 5. Donny Hutabarat (Commissioner of BNI) 5)
2. Issues in each 6. Suminto (Commissioner of BNI)6
Subsidiary regarding the 7. Alwi Abdurrahman Shihab (Independent
results of the Evaluation Commissioner of BNI Life Insurance)
of the Implementation 8. Siti Haniatunnisa (DPS BNI Life Insurance)
of Risk Management, 9. Eko Priyo Pratomo (President Commissioner/
Compliance, and Audit Independent Commissioner of BNI AM)
for the first quarter of 10. Suhartono (President Commissioner/Independent
2025. Commissioner of BNI Finance)
11. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
12. Rufina Tinawati Marianto (President Commissioner/
Independent Commissioner of Bank Hibank)
13. Nurani Raswindriati (Independent Party)7)
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No. Date Meeting Agenda Integrated Governance Committee Member Invitee
5 July 1, 2025 Evaluation of the 1. Omar Sjawaldy Anwar (President Commissioner/ 1. BNI Directors:
Implementation of Independent Commissioner of BNI)2) • Director of ITE
Information Technology (IT) 2. Tedi Bharata (Vice President Commissioner of • Director of FIN
and Cyber Security in each BNI)3)
Subsidiary, and Follow-up 3. Vera Febyanthy (Independent Commissioner of 2. BNI SEVP:
on the IT Audit Results of BNI)4) • SIT
each Subsidiary. 4. Didik Junaedi Rachbini (Independent
Commissioner of BNI)4) 3. Other invited parties:
5. Donny Hutabarat (Commissioner of BNI)5) • Eko Yuliantoro (BNI
6. Suminto (Commissioner of BNI)6 Life Commissioner)
7. Siti Haniatunnisa (DPS BNI Life Insurance) • Masaki Fuse (Director
8. Eko Priyo Pratomo (President Commissioner/ of BNI Life Insurance)
Independent Commissioner of BNI AM) • Teddy Wishadi
9. Suhartono (President Commissioner/Independent (Director of BNI
Commissioner of BNI Finance) Sekuritas)
10. Rudy Tandjung (President Commissioner/ • Ade Yusriansyah
Independent Commissioner of BNI Sekuritas) (Director of BNI AM)
11. Rufina Tinawati Marianto (President Commissioner/ • Prihadiyanto
Independent Commissioner of Bank Hibank) (Director of Bank
12. Nurani Raswindriati (Independent Party)7) Hibank)
• Legendariah
(Director of BNI
Finance)
• Lugas Prancafitri
(Director of BNI
Ventura)
• SSM Division
• IAD Division
• CISO Division
• STA Division
6 July 29, Turnaround Strategy for 1. Omar Sjawaldy Anwar (President Commissioner/ 1. BNI Directors:
2025 Subsidiaries Independent Commissioner of BNI)2) • Director of FIN
2. Tedi Bharata (Vice President Commissioner of • Director of RMT
BNI)3)
3. Vera Febyanthy (Independent Commissioner of 2. Other invited parties:
BNI)4) • Ita Tetralastwati
4. Donny Hutabarat (Commissioner of BNI)5) (Commissioner of
5. Suminto (Commissioner of BNI)6 BNI Finance)
6. Alwi Abdurrahman Shihab (Independent • SSM Division
Commissioner of BNI Life Insurance) • RTC Division
7. Eko Priyo Pratomo (President Commissioner/ • ERM Division
Independent Commissioner of BNI AM)
8. Suhartono (President Commissioner/Independent
Commissioner of BNI Finance)
9. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
10. Rufina Tinawati Marianto (President Commissioner/
Independent Commissioner of Bank Hibank)
11. Nurani Raswindriati (Independent Party)7)
7 August 5, Integrated Risk Profile 1. Omar Sjawaldy Anwar (President Commissioner/ 1. Director of BNI:
2025 Assessment, Integrated Independent Commissioner of BNI)2) • Dir RMT
KPMM for the First 2. Tedi Bharata (Vice President Commissioner of
Semester of 2025, and BNI)3) 2. Other invited parties:
Integrated Risk Appetite 3. Vera Febyanthy (Independent Commissioner of • Risk Monitoring
Statement (RAS) BNI)4) Committee
Assessment for 2025 4. Didik Junaedi Rachbini (Independent • ERM Division
Commissioner of BNI)4) • SSM Division
5. Donny Hutabarat (Commissioner of BNI)5)
6. Suminto (Commissioner of BNI)6
7. Alwi Abdurrahman Shihab (Independent
Commissioner of BNI Life Insurance)
8. Eko Priyo Pratomo (President Commissioner/
Independent Commissioner of BNI AM)
9. Suhartono (President Commissioner/Independent
Commissioner of BNI Finance)
10. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
11. Rufina Tinawati Marianto (President Commissioner/
Independent Commissioner of Bank Hibank)
12. Nurani Raswindriati (Independent Party) 7)
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No. Date Meeting Agenda Integrated Governance Committee Member Invitee
8 August 5, Evaluation of Self- 1. Omar Sjawaldy Anwar (President Commissioner/ 1. Director of BNI:
2025 Assessment Results on the Independent Commissioner of BNI)2) • Dir HCC
Integrated Governance of 2. Tedi Bharata (Vice President Commissioner of
BNI Financial Conglomerate BNI)3) 2. Other invited parties:
for the First Semester of 3. Vera Febyanthy (Independent Commissioner of • CMP Division
2025 BNI)4) • ERM Division
4. Didik Junaedi Rachbini (Independent • SSM Division
Commissioner of BNI)4)
5. Donny Hutabarat (Commissioner of BNI)5
6. Suminto (Commissioner of BNI)6
7. Alwi Abdurrahman Shihab (Independent
Commissioner of BNI Life Insurance)
8. Siti Haniatunnisa (DPS BNI Life Insurance)
9. Eko Priyo Pratomo (President Commissioner/
Independent Commissioner of BNI AM)
10. Suhartono (President Commissioner/Independent
Commissioner of BNI Finance)
11. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
12. Rufina Tinawati Marianto (President Commissioner/
Independent Commissioner of Bank Hibank)
13. Nurani Raswindriati (Independent Party)7)
9 September a. Evaluation of the 1. Omar Sjawaldy Anwar (President Commissioner/ 1. BNI Director:
16, 2025 effectiveness of the Independent Commissioner of BNI)2) • Managing Director
Integrated Internal 2. Tedi Bharata (Vice President Commissioner of
Control System (SPI) BNI)3) 2. Other invited parties:
for the first semester of 3. Vera Febyanthy (Independent Commissioner of • Henny Woe (BNI AM
2025 period. BNI)4) Commissioner)
4. Donny Hutabarat (Commissioner of BNI)5) • Ita Tetralastwati
b. Evaluation of the 5. Suminto (Commissioner of BNI)6 (BNI Finance
effectiveness of the 6. Alwi Abdurrahman Shihab (Independent Commissioner)
Integrated Audit Commissioner of BNI Life Insurance) • SSM Division
Work Unit for the first 7. Siti Haniatunnisa (DPS BNI Life Insurance) • IAD Division
semester of 2025 period. 8. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
c. Improvement of the 9. Rufina Tinawati Marianto (President Commissioner/
quality and quantity of Independent Commissioner of Bank Hibank)
Auditors at Subsidiaries. 10. Nurani Raswindriati (Independent Party)7)
nternal Audit results of
Subsidiaries and their
follow-up actions.
10 October 14, Evaluation of the 1. Tedi Bharata (Vice President Commissioner of 1. BNI Director:
2025 Implementation of BNI)3) • Dir HCC
Integrated Compliance 2. Vera Febyanthy (Independent Commissioner of
Functions at BNI BNI)4) 2. BNI SEVP:
Financial Conglomerate 3. Didik Junaedi Rachbini (Independent • SLV
and Evaluation of the Commissioner of BNI)4)
Implementation of APU PPT 4. Donny Hutabarat (Commissioner of BNI) 5)
3. Other invited parties:
& PPPSPM Programs at 5. Alwi Abdurrahman Shihab (Independent • Yoga Mulya (Dir BNI
Each Subsidiary Company Commissioner of BNI Life Insurance) Sekuritas)
within BNI Financial 6. Siti Haniatunnisa (DPS BNI Life Insurance) • CMP Division
Conglomerate 7. Eko Priyo Pratomo (President Commissioner/ • AML Division
Independent Commissioner of BNI AM) • SSM Division
8. Suhartono (President Commissioner/Independent
Commissioner of BNI Finance)
9. Rufina Tinawati Marianto (President Commissioner/
Independent Commissioner of Bank Hibank)
11 November Roadmap for Strengthening 1. Omar Sjawaldy Anwar (President Commissioner/ 1. BNI Directors:
4, 2025 Anti-Fraud Strategies in Independent Commissioner of BNI)2) • Director of RMT
Subsidiaries: Evaluation, 2. Vera Febyanthy (Independent Commissioner of • Director of FIN
Recommendations for BNI)4)
Improvement, and Future 3. Didik Junaedi Rachbini (Independent 2. Other invited parties:
Development Plans Commissioner of BNI)4) • AFR Division
within the BNI Financial 4. Donny Hutabarat (Commissioner of BNI)5) • SSM Division
Conglomerate 5. Alwi Abdurrahman Shihab (Independent • IAD Division
Commissioner of BNI Life Insurance)
6. Siti Haniatunnisa (DPS BNI Life Insurance)
7. Eko Priyo Pratomo (President Commissioner/
Independent Commissioner of BNI AM)
8. Suhartono (President Commissioner/Independent
Commissioner of BNI Finance)
9. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas)
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No. Date Meeting Agenda Integrated Governance Committee Member Invitee
12 December Evaluation of Integrated 1. Omar Sjawaldy Anwar (President Commissioner/ 1. BNI Directors:
16, 2025 Technology Strategy Independent Commissioner of BNI)2) • Director of ITE
and BNI Guidelines for 2. Vera Febyanthy (Independent Commissioner of • Director of FIN
Subsidiaries BNI)4) • Director of HCC
3. Didik Junaedi Rachbini (Independent
Commissioner of BNI)4) 2. BNI SEVP:
4. Eko Priyo Pratomo (President Commissioner/ • SIT
Independent Commissioner of BNI AM) • SLV
5. Rudy Tandjung (President Commissioner/
Independent Commissioner of BNI Sekuritas) 3. Other invited parties:
6. Rufina Tinawati Marianto (President Commissioner/ • STA Division
Independent Commissioner of Bank Hibank) • SSM Division
• CMP Division
Notes:
1) Resigned as Chair/Member of the TKT Committee effective February 20, 2025/March 26, 2025
2) Effective as Chair of the TKT Committee since June 30, 2025
3) Effective as a Member of the TKT Committee since June 5, 2025
4) Effective as a Member of the TKT Committee since August 13, 2025
5) Effective as a Member of the TKT Committee since October 16, 2025
6) Effectively serving as a Member of the TKT Committee since August 13, 2025 and ceased serving as a Member of the TKT Committee since October 8, 2025
7) Ceased to serve as a member of the TKT Committee as of September 30, 2025
8) The internal consolidation agenda was carried out in connection with the absence of a chairperson/committee member from PIKK (currently undergoing the OJK Fit
& Proper Test) and was not counted as a committee meeting agenda.
INTEGRATED GOVERNANCE COMMITTEE REPORTING
BNI Integrated Governance Committee periodically prepares and submits reports to the Board of
Commissioners as part of the reporting mechanism, to ensure transparency, accountability, and the
effectiveness of the supervisory function’s implementation.
INTEGRATED GOVERNANCE COMMITTEE MEMBER COMPETENCY IMPROVEMENT
PROGRAM IN 2025
Throughout 2025, all members of the Integrated Governance Committee participated in various education
and training programs aimed at updating insights and enhancing competencies, with the details as follows:
Type of Training and Competency Development
Implementation Date Organizer
Material
Alwi Abdurrahman Shihab – Committee Member/Independent Commissioner of PT BNI Life Insurance
Determining the Risk Strategy in the Challenges January 7, 2025 LSPMR
of Environmental, Social and Macro-Economic
Changes
Inauguration & Seminar “PSAK 117 & KUHD 251” February 20, 2025 Indonesian Association
of Independent Insurance
Commissioners
Insurance Revolution: How AI is Transforming the April 24, 2025 OJK Institute
Underwriting Process and Optimizing Business
Processes
National Sectoral Development Risk Management April 30, 2025 Way Academy in collaboration with
for Ministries/Institutions IRMAPA
Smart Investing and Transacting in the Digital Era May 20, 2025 PIISEI
Implementation of ICoFR (Internal Control over May 20, 2025 GRC Management
Financial Reporting): “How to Understand and
Test the Effectiveness of Controls over Corporate
Financial Reporting”
Customer Experience: Strategies for Success in May 22, 2025 OJK Institute
the Digital Era
Risk-Based Budgeting: “Prevention, Detection & June 14, 2025 IAMI in collaboration with IRMAPA &
Investigation of Fraudulent Financial Reporting” ICMA
One-Day Workshop on Laws and Their Relation to June 30, 2025 GRC Management
Anti-Fraud Implementation
Governance, Risk & Compliance for Executive August 11–12, 2025 LPPI
(GRCE) Executive Briefing
Risk Governance Summit August 19, 2025 OJK Institute
GRC Summit August 22, 2025 Way Academy bersama IRMAPA
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Type of Training and Competency Development
Implementation Date Organizer
Material
Compliance Forum September 16, 2025 BNI University
Siti Haniatunnisa – Committee Member/Sharia Supervisory Board Member of PT BNI Life Insurance
Qualification Level 4 in Risk Management March 5–6, 2025 Sharia Financial Professional
Certification Institute
Discussion and Stipulation of Draft Fatwa July 18, 2025 DSN – MUI
Governance, Risk & Compliance for Executive August 11–12, 2025 LPPI
(GRCE) Executive Briefing
Compliance Forum September 16, 2025 BNI University
Rudy Tandjung – Committee Member/President Commissioner/Independent Commissioner of PT BNI Sekuritas
PPL Dirkom Risk Management April 15, 2025 APEI
Governance, Risk & Compliance for Executive August 11–12, 2025 LPPI
(GRCE) Executive Briefing
Risk & Governance Summit OJK August 20, 2025 OJK
Compliance Forum September 16, 2025 BNI University
Eko Priyo Pratomo – Committee Member/President Commissioner/Independent Commissioner of PT BNI Asset Management
Governance, Risk & Compliance for Executive August 11–12, 2025 LPPI
(GRCE) Executive Briefing
OJK Webinar: “The Sustainable Financing October 2, 2025 OJK
Opportunities in the Indonesian Insurance
Industry”
OJK Webinar: “Risk Appetite and Risk Culture: Key October 9, 2025 OJK
Pillars in Strengthening Risk Management in the
Financial Sector”
OJK Webinar: “The Role of Digital Forensics in October 16, 2025 OJK
Handling and Uncovering Financial Crimes”
Suhartono – Committee Member/President Commissioner and Independent Commissioner of PT BNI Multifinance
Online Seminar Economic Outlook 2026 September 2, 2025 Indonesian Financing Companies
Association
Compliance Forum September 16, 2025 BNI University
Risk Management Training Qualification JK 5 December 23, 2025 BNI Finance – PT Arfaidhams Secret
Rufina Tinawati Marianto – Committee Member/Independent Commissioner of PT Bank Hibank Indonesia
BNI Investor Daily Round Table (BNI IDRT) January 15, 2025 BNI
APU & PPT Refresher May 26, 2025 Hibank
Secure Your Data: Best Practices in Cyber Security June 10, 2025 Hibank
and Data Management
OJK Webinar: “Safe Strategies for Crypto Asset June 19, 2025 OJK
and Digital Financial Transactions: Personal Data
Protection and the Impact of Biometric Technology
in Indonesia”
Breaking the Scam Chain: Synergy and Strategies June 26, 2025 OJK
for Financial Consumer Protection
Master Class Corporate Governance – Governance August 13–14, 2025 CRMS
Oversight Professional (GOP)
Compliance Forum: Decision-Making Based on September 16, 2025 BNI University
the Business Judgement Rule Principle in the
Framework of Good Corporate Governance and
Anti-Corruption
HiBoard Beyond: Oversight in the Digital Bank October 2–3, 2025 Hibank & LPPI
Alih Suasono – Independent Committee Member
Onboarding of the Integrated Governance December 18, 2025 BNI Corporate Secretary
Committee
Jhon Fernando Tamba – Independent Committee Member
Onboarding of the Integrated Governance December 18, 2025 BNI Corporate Secretary
Committee
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Practices Governance Responsibility Commitment Statements
KPI ACHIEVEMENT OF THE INTEGRATED 3. Enhancing the quality of integrated risk
GOVERNANCE COMMITTEE 2025 management implementation by monitoring
action plans, correcting root causes in integrated
The performance of the Integrated Governance risk management, evaluating the integrated
Committee is evaluated based on the KPIs mutually risk profile and the Quality of Integrated Risk
agreed upon at the beginning of the year as the Management Implementation (KPMR), and
performance benchmark. In 2025, the Integrated reviewing the General Policy for Integrated Risk
Governance Committee successfully achieved 100% Management.
of its set KPI targets. This achievement demonstrates 4. Maintaining the quality of Integrated Governance
the Committee's success in ensuring that integrated implementation by evaluating the structure,
governance principles are implemented effectively process, and results of integrated governance,
across all business group entities, aligning policies reviewing and evaluating the Integrated
and procedures between entities, and improving the Governance Guidelines, and increasing
quality of coordination and governance reporting to knowledge of best practices in integrated
the Board of Commissioners and regulators. governance implementation.
5. Monitoring the effectiveness of integrated
WORK PROGRAM AND IMPLEMENTATION governance results by evaluating integrated
OF COMMITTEE DUTIES 2025 financial performance, as well as evaluating
synergy plans between BNI and Subsidiaries,
Throughout 2025, the Integrated Governance and synergies between Subsidiaries.
Committee performed its supervisory and monitoring
functions regarding governance implementation Referring to the strategy and work program of the
within the BNI Financial Conglomerate through Integrated Governance Committee, the execution
periodic meetings, discussions of management of the Committee's activities and duties was carried
reports, and evaluations of entity compliance with out through the following mechanisms:
integrated governance principles. The Committee 1. Holding Integrated Governance Committee
demonstrated its commitment by providing strategic Meetings, including inviting relevant Directors
recommendations to the Board of Commissioners of and relevant divisions/units;
the Parent Company of the Financial Conglomerate 2. Attending meetings of the Board of Commissioners
(i.e., PIKK) regarding the strengthening of and joint meetings of the Board of Commissioners
governance structures, risk mitigation, and the and Board of Directors on agendas related to the
enhancement of inter-entity coordination. All duties of the Integrated Governance Committee;
results of the Committee's work were submitted 3. Conducting studies/evaluations/reviews outside
periodically to the Board of Commissioners as a of meeting forums.
form of accountability and transparency.
All meeting results as well as monitoring, evaluation,
The following are the key activities of the Integrated and review activities conducted by the Integrated
Governance Committee in 2025: Governance Committee were submitted to the
1. Enhancing the quality of the integrated compliance Board of Commissioners in the form of reports
function by conducting self-assessments of and recommendations, both in writing and within
the compliance culture implementation in each meeting forums. The Committee also submitted
BNI Subsidiary, evaluating the implementation suggestions, opinions, and recommendations in
of anti-fraud strategies, the Whistleblowing writing to the Board of Directors for follow-up.
System, Anti-Money Laundering, Prevention Throughout 2025, the Integrated Governance
of Terrorism Financing, and Prevention of Committee held 11 (eleven) meetings and 1 (one)
Proliferation Financing of Weapons of Mass internal consolidation. The internal consolidation
Destruction (AML-CFT-PPWMP) within the BNI was conducted due to the vacancy of the committee
financial conglomerate, and evaluating the chairman/member from the PIKK (who was
implementation of the integrated compliance undergoing the OJK Fit & Proper Test).
function.
2. Improving the quality of integrated internal
control by ensuring that the quality and quantity
of auditors in Subsidiaries are adequate,
evaluating the effectiveness of the integrated
internal control system, and evaluating the
internal audit results of Subsidiaries along with
their follow-up actions.
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Performance Report Profile Analysis on Company Performance Functions
The activities of the Integrated Governance INTEGRATED GOVERNANCE COMMITTEE
Committee during 2025 generally covered the EVALUATION OF THE IMPLEMENTATION
following matters: OF INTEGRATED GOVERNANCE OF BNI
1. Performance Evaluation & Strategic Planning: FINANCIAL CONGLOMERATE
Supervision through a comprehensive evaluation
of integrated financial performance and synergy Throughout 2025, the Integrated Governance
between the parent company and subsidiaries Committee conducted a comprehensive evaluation
throughout 2024, as well as discussions on of the implementation of integrated governance
strategic plans, business plans, and inter- within the BNI Financial Conglomerate. This
company synergy plans for 2025. evaluation was carried out in accordance with the
2. Risk Management & Governance: mandate of the Integrated Governance Committee
Supervision through the evaluation of the Charter and OJK regulations regarding financial
Integrated Risk Profile and Integrated Minimum conglomerate governance. The review results
Capital Adequacy Requirement (KPMM), as well indicate that governance principles—encompassing
as evaluating the results of self-assessments on transparency, accountability, responsibility,
the implementation of Integrated Governance. independence, and fairness—have been consistently
3. Internal Control: applied by the Parent Company of the Financial
Supervision through evaluating the effectiveness Conglomerate (i.e., PIKK) and its subsidiaries.
of the Internal Control System (SPI) and the All entities also maintained alignment in policies
Integrated Audit Work Unit, and discussing and procedures, particularly in risk management,
improvements in the quality/quantity of auditors compliance, and internal control.
and the follow-up of internal audit results in
subsidiaries.
4. Information Technology & Cybersecurity:
Supervision of the evaluation of Information
Technology implementation, Cyber Security, and
follow-up on IT audits in subsidiaries, as well
as monitoring integrated strategy by evaluating
integrated technology strategies and BNI's
guidelines for subsidiaries.
5. Compliance & Anti-Fraud:
Compliance Program implementation through
the evaluation of the integrated compliance
function and the implementation of the AML-
CFT and PPWMP programs. This also included
discussing the roadmap for strengthening anti-
fraud strategies, including evaluations and future
development plans.
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INTEGRATED GOVERNANCE COMMITTEE REMUNERATION OF MEMBERS OF THE
WORK PLAN FOR 2026 INTEGRATED GOVERNANCE COMMITTEE
[ACGS C.3.4]
The Integrated Governance Committee has
established its 2026 work plan with a focus on the The remuneration policy for members of the
following strategic priorities: Integrated Governance Committee who are part of
1. Strengthening the Governance Pillar: Aimed the Board of Commissioners of the Parent Entity,
at encouraging the achievement of integrated the Board of Commissioners of Subsidiaries, and
governance with a "Good" rating through the Sharia Supervisory Board of Subsidiaries is
monitoring financial performance, evaluating integrated with the honorarium provided to the Board
strategic plans, and increasing synergy of Commissioners and/or the Sharia Supervisory
between the Parent Company of the Financial Board of Subsidiaries, with no special honorarium
Conglomerate (i.e., PIKK) and Subsidiaries. allocated to individual committee members.
2. Improving the Quality of the Risk & Compliance Meanwhile, the honorarium for independent
Pillar: To ensure the effective implementation (NonCommissioner) committee members is
of integrated risk management, including the determined by the Board of Commissioners, with
evaluation of risk profile self-assessments and a maximum amount set at 20% of the President
minimum capital adequacy requirements, as Director’s salary, and no additional income beyond
well as compliance functions covering the this honorarium is provided. This policy aligns
implementation of Anti-Money Laundering and with the provisions of Minister of SOEs Regulation
Countering the Financing of Terrorism (AML-CFT) No. PER-3/MBU/03/2023 dated March 20, 2023,
programs, Anti-Bribery Management Systems concerning the Organization and Human Resources
(SMAP), and anti-fraud strategies. of State-Owned Enterprises.
3. Optimizing the Internal Control Pillar: Focusing
on improving the quality of integrated internal
control and the effectiveness of audits at
Subsidiaries to ensure reporting reliability and
operational compliance.
4. Enhancing the Performance Effectiveness of the
Integrated Governance Committee
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Procedures for Replacing Members
of Committees Under the Board of
Commissioners
Candidate
Screening 01
Tiered
02 Selection
Process
Negotiations
03
Appointment
04 by the Board of
Commissioners
Appointment
05
In order to strengthen the supervisory function and ensure sustainable corporate governance, the Company
maintains a systematic mechanism for the replacement of Independent Committee members for committees
under the Board of Commissioners. This procedure is conducted transparently and accountably through the
following stages:
• Candidate Recruitment, The process begins with the identification and sourcing of candidates by the
Company’s Recruiter. The primary focus of this stage is to attract professional candidates with credible
track records, ensuring the fulfillment of competency and eligibility requirements in accordance with
regulations, as well as fostering a diversity of perspectives and independence within the committee
structure.
• Multi-Tiered Selection Process, Sourced candidates are required to undergo a series of selection
processes to ensure their competencies align with regulatory requirements and organizational needs.
This includes administrative screening, technical competency assessments related to the committee’s
specific scope of duties, and interviews conducted by the Board of Commissioners.
• Negotiation of Employment Terms and Remuneration, After passing the competency selection stage,
the selected candidate enters the negotiation phase. This process involves discussions regarding rights,
obligations, working terms, and the remuneration package, which is structured with due regard to
industry standards and the Company’s applicable regulations.
• Deliberation and Approval by the Board of Commissioners, The Board of Commissioners conducts an
internal deliberation to review the overall results of the selection and negotiation process. The outcome
of these discussions is formalized in a Board of Commissioners Decree (SK), which serves as the legal
basis for the appointment of the selected candidate.
• Appointment by the Board of Directors, This is the final stage of the appointment procedure. Based on
the Board of Commissioners Decree, the Board of Directors shall officially
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Supporting Organs of the Board of
Commissioners
The Board of Commissioners is assisted by the Board Work Guidelines and Procedures
of Commissioners Secretariat, led by the Secretary In carrying out secretarial duties and responsibilities,
of the Board of Commissioners, to facilitate seamless the Secretary of the Board of Commissioners and
administrative process and operational activities staff are required to comply with the Guidelines
related to the oversight and advisory functions. The and Procedures and Regulations of the Secretariat
establishment of this supporting organ refers to the of the Board of Commissioners, which have been
applicable laws and regulations governing public stipulated in the Board of Commissioners Decree
companies, the banking sector, and state owned No. KEP/041/ DK/2017 dated September 28, 2017,
enterprises. concerning Guidelines and Procedures for the
Secretariat of the Board of Commissioners. In
SECRETARY OF THE BOARD OF general, the charter regulates the following matters:
COMMISSIONERS 1. Appointment and Position of Secretary to the
Board of Commissioners;
The Secretary of the Board of Commissioners is a 2. Term of Office of the Secretary to the Board of
supporting organ appointed and dismissed by the Commissioners, who is from outside the bank,
Board of Commissioners through the latter’s Decree and the Board of Commissioners’ Secretariat
to, and is directly accountable to the Board of Staff;
Commissioners. The position is held by an external 3. Requirements for Secretary to the Board of
party to the Bank and leads the BNI Board of Commissioners;
Commissioners Secretariat, which is responsible for 4. Remuneration of the Secretary to the Board of
providing administrative and operational support Commissioners, who is from outside the bank,
to ensure the effective performance of the Board of and the Board of Commissioners’ Secretariat
Commissioners’ functions. In carrying out its duties, Staff;
the Secretary of the Board of Commissioners is 5. Duties of the Secretariat and Secretary to the
assisted by staff drawn from both external parties Board of Commissioners;
and internal employees of the Bank. 6. Access to and confidentiality of information;
7. Working time of the Secretary to the Board of
Legal Basis for Establishment Commissioners, who is from outside the bank,
The establishment and existence of the Secretary of and the Board of Commissioners’ Secretariat
the Board of Commissioners within BNI’s corporate Staff;
governance structure refer to Regulation of the 8. Performance assessment of the Board of
Minister of State Owned Enterprises No. PER 3/ Commissioners Secretariat;
MBU/03 2023 on the Organs and Human Resources 9. Prohibition of concurrent positions;
of State Owned Enterprises, which regulates the 10. Mechanism for Coordinating the Board of
Board of Commissioners Secretariat and the staff of Commissioners’ Secretariat with the Corporate
the Secretary of the Board of Commissioners. Secretary and committees under the Board of
Commissioners.
Profile of the Secretary of the Board of
Commissioners
The Secretary of the Board of Commissioners of
BNI is currently held by Muhammad Yusuf, who was
appointed pursuant to the Board of Commissioners’
Decree No. KEP/14/DK/2025 dated August 21, 2025.
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Age
43 years old as of December 31, 2025
Citizenship
Indonesian citizen
Domicile
Jakarta, Indonesia
Educational Background
Muhammad Yusuf • Diploma in Accounting from the State College of Accountancy (2003)
• Bachelor’s Degree in Accounting from Universitas Indonesia (2007)
Secretary of the Board of Commissioners
• Master’s Degree in Accounting from Universitas Indonesia (2011)
Legal Basis of Appointment Work Experience
Appointed as Secretary of the Board of Commissioners of BNI • Staff Secretary of the Board of Commissioners of PT Bank Rakyat
pursuant to the Board of Commissioners’ Decree No. KEP/14/DK/2025 Indonesia (Persero) Tbk (2015-2016)
dated August 21, 2025 • Secretary of the Board of Commissioners of PT Surveyor Indonesia
(2016-2017)
Term of Office • Member of the Audit Committee of PT Rajawali Nusantara
2025 - Present Indonesia (Persero) (2019-2020)
• Secretary of the Board of Commissioners of PT Rajawali Nusantara
Certification and/or Training Indonesia (Persero) (2019-2020)
• Mergers and Their Impact on Corporate Performance Improvement: • Controller for Telecommunications Services Sector, Ministry of
A Case Study of Pelindo and the Urgency of Maritime Integration State Owned Enterprises (2020-2021)
by the Ministry of State-Owned Enterprises (2025) • Coordinator for Tourism and Supporting Services Sector, Ministry
• Enhancing Corporate Governance of State-Owned Enterprises of State Owned Enterprises (2021-2023)
in Indonesia oleh Organization for Economic Co-operation and • Secretary of the Board of Commissioners of PT Aviasi Pariwisata
Development (OECD) (2025) Indonesia (Persero) (2022-2025)
• Coordinator for Infrastructure Services Sector, Ministry of State
Owned Enterprises (2023-2024)
Concurrent Position
Coordinator for Plantation and Forestry Industry Sector, State Owned
Enterprises Regulatory Body (2024 - present)
Secretary of the Board of Commissioners attending and preparing Minutes of joint
Requirements meetings of the Board of Commissioners and
BNI has established individual criteria and the Board of Directors;
requirements that must be met by the Secretary of c. Administering the Board of Commissioner’s
the Board of Commissioners, as follows: documents either incoming letters, outgoing
1. Understand SOE management, monitoring, and letters, minutes of meetings, or any other
development systems; documents;
2. Has good integrity; d. Drafting the Board of Commissioners Work
3. Understands the secretariat function; Plan and Budget; and
4. Has the ability to communicate and coordinate e. Drafting the Board of Commissioners’ Reports.
properly; and 2. In addition to performing duties stated in
5. Has sufficient time to perform the duties at the number 1 above, the Secretary of the Board
Bank. of Commissioners as the head of the Board
of Commissioners Secretariat performs the
Secretary of the Board of Commissioners following duties:
Duties and Responsibilities a. Ensuring that the Board of Commissioners
In accordance with the Guidelines and Rules complies with the laws and regulations and
of Procedure of the Board of Commissioners implements Good Corporate Governance
Secretariat, the Secretary of the BNI Board of principles;
Commissioners performs the following duties and b. Providing information needed by the Board
responsibilities: of Commissioners periodically or at any time
1. Coordinating the Board of Commissioners when requested;
Secretariat duties in performing the following c. Coordinating Committee members, if
duties: necessary, to ensure the ease of the Board of
a. Preparing meetings, including briefing sheets Commissioners’ duties;
for the Board of Commissioners; d. Becoming the liaison officer between the
b. Preparing minutes of the Board of Board of Commissioners and other parties;
Commissioners’ meeting according to the
Bank’s Articles of Association, including
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e. Performing other duties given by the Board of Commissioners, among others but not limited to:
i. Coordinating the preparation of draft Decrees for the Board of Commissioners;
ii. Coordinating the studies/reviews required by the Board of Commissioners;
iii. Accompanying the Board of Commissioners on work visits/official trips to work units within the
Company, and coordinating with committees under the Board of Commissioners in preparing the
Board of Commissioners reports on the work visits/official trips; and
iv. Accompanying the Board of Commissioners in meetings with the regulators or the Bank supervisors
related to the Board of Commissioners duties and obligations as the Company’s supervisor.
3. In the framework of administrative order and good corporate governance implementation, the Board of
Commissioners Secretariat must ensure that documents reflect the Board of Commissioners’ activities,
and are well kept at the Bank.
Secretary of the Board of Commissioners
Prohibition of Concurrent Positions
Secretaries and staff of the BNI Board of Commissioners Secretariat who come from external parties are not
permitted to concurrently serve as:
1. Members of the Board of Commissioners/ Supervisory Board of another BUMN/Company;
2. Secretary/Staff Secretary to the Board of Commissioners in State-Owned Enterprises (BUMN) or other
companies;
3. Other committee members in the Company; and/or;
4. Committee members in BUMN/other companies.
Board of Commissioners Secretary Competency Improvement Program 2025
In 2025, the Secretary of the Board of Commissioners and staff have carried out the following education or
training:
Type of Training and Competency
Date of Implementation Location Organizer
Development Program
Merger and Its Impact on Enhancing April 30, 2025 Jakarta Ministry of State-Owned
Corporate Performance: A Plenary Study Enterprises
on the Urgency of Integration A Case Study
of Pelindo and the Urgency of Maritime
Integration
Executive Refreshment for Top Level May 16 and May 20, 2025 Jakarta Lembaga Pengembangan
Management 2025 (1st and 2nd Series) Perbankan Indonesia (LPPI)
Enhancing Corporate Governance of State May 20, 2025 Organization for Economic
Owned Enterprises in Indonesia Co-operation and
Development (OECD)
Certificate in Sustainability for Finance November 19, 2025 Jakarta Ikatan Akuntan Indonesia (IAI)
Implementation of the Duties of Secretary of the Board of Commissioners in 2025
Throughout 2025, the Secretary of the Board of Commissioners played an active role in ensuring that all
oversight and advisory activities of the Board of Commissioners were carried out effectively. This role was
manifested through the following series of duties and activities:
1. Assist in preparing the 2025 Board of Commissioners Work Plan and the 2025 Board of Commissioners
Work Plan Realization Report;
2. Assist in the preparation of the draft Report of the Board of Commissioners, which is the obligation of the
Board of Commissioners in accordance with applicable regulatory provisions, including:
a. Reports to the Ministry of SOE Republik Indonesia quarterly;
b. Report to the Financial Services Authority;
c. Report to Bank Indonesia;
d. Board of Commissioners work visit report.
3. Monitor, review, and inform the development of the latest statutory regulations to be submitted to the
Board of Commissioners, including the creation, renewal, or adjustment of Board of Commissioners
Decrees based on applicable statutory regulations.
4. Coordinate and organize Board of Commissioners Meetings and Joint Board of Commissioners Meetings
with the Board of Directors, including preparing meeting schedules and meeting materials, compiling
and administering minutes of Board of Commissioners meetings, conveying suggestions and opinions
of the Board of Commissioners based on the results of Board of Commissioners meetings to the Board
of Directors, and monitoring the follow-up to the Board of Commissioners’ suggestions and opinions.
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5. Assist and support the implementation of 7. Accompany work visits/official trips (online) of
the duties of committees under the Board of the Board of Commissioners to work units within
Commissioners as part of the duties of the the Company at meetings with regulators or bank
Board of Commissioners based on applicable supervisors related to the duties and obligations
regulations, including: of the Board of Commissioners.
a. Coordinating the division of tasks of committees
under the Board of Commissioners; Remuneration of the Secretary to the Board
b. Coordinate and prepare meetings for committees of Commissioners [ACGS C.3.4]
under the Board of Commissioners, including In order to ensure the professional execution of
preparing meeting materials, compiling and secretarial functions in alignment with the principles
administering minutes of meetings, and of good corporate governance, the remuneration
conveying suggestions and opinions on the of the Secretary of the Board of Commissioners
results of evaluations and committee meetings is determined by the Board of Commissioners,
to the Board of Commissioners as input; taking into account the Bank’s financial capacity.
c. Monitor the implementation of the Work Plan of As stipulated in the Regulation of the Minister of
committees under the Board of Commissioners; State Owned Enterprises No. PER-3/MBU/03/2023
and on the Organs and Human Resources of State
d. Ensure completion of reports from committees Owned Enterprises, the honorarium received by the
under the Board of Commissioners. Secretary of the Board of Commissioners of BNI is
6. Carry out administrative duties related to the capped at a maximum of 15% (Fifteen percent) of
smooth running of the Board of Commissioner’s the President Director’s salary, a transportation
duties, namely management, storage, and allowance of 20% (Twenty percent) of the monthly
administration of Minutes of Meetings of the Board honorarium, and a religious holiday allowance paid
of Commissioners and Meetings of the Board once a year in an amount equal to one time the
of Commissioners with the Board of Directors, monthly honorarium.
as well as Minutes of meetings of committees
under the Board of Commissioners, documents/
correspondence from the Commissioner to the
Board of Directors, and other parties, including
preparing drafts of approval letters as well as
strategic input/suggestions from the Board of
Commissioners, which are submitted to the
Board of Directors.
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Committees under the Board of
Directors
In carrying out its duties, the Board of Directors assess risks, set exposure limits, and periodically
is supported by the Corporate Secretary and monitor portfolio quality. Through these roles, the
Committees that provide input and recommendations Credit Committees contribute to maintaining asset
related to policies and strategic directions. BNI has quality and mitigating credit risk to support the
10 (ten) committees under the Board of Directors, stability and sustainability of the Bank’s financial
including: performance.
1. Credit Committee
2. Integrated Risk Management Committee CREDIT COMMITTEE CHARTER
3. Asset & Liability Committee (ALCO)
4. Risk Management & Anti-Fraud Committee In discharging its duties and responsibilities, the
5. Business Committee Credit Committee adheres to the Credit Guidelines,
6. Performance Management Committee which govern authority regarding credit decisions,
7. Technology Management Committee committee responsibilities, work procedures, and
8. Credit Policy Committee meeting mechanisms. The core provisions set forth
9. Human Capital (HR) Committee in the BNI Credit Committee Charter are as follows:
10. Subsidiary Committee 1. Approving or rejecting credit proposals in
accordance with the authority limits or credit
types established by the Board of Directors;
2. Assuming accountability for credit decisions
CREDIT COMMITTEE based on factors including business feasibility,
credit security considerations, and compliance
with credit policies, procedures, and limit
BNI has established Credit Committees comprising provisions;
from the Head Office, Division, and Regional levels. 3. Coordinating with relevant divisions regarding
These committees are designed to support the Board credit funding aspects;
of Directors in decision-making related to lending 4. Rejecting requests and/or influence from parties
activities, including the origination, augmentation, interested in the credit applicant that would
reduction, or extension of credit facilities within render the credit approval a mere formality;
stipulated authority limits. In discharging their duties, 5. Executing its duties, particularly regarding credit
the Credit Committees are authorized to determine approvals within its authority, with professional
or modify credit structures and ensure that the proficiency, integrity, objectivity, prudence, and
entire lending process is conducted prudently and due diligence.
objectively, maintaining a strategic balance between
business interests and risk management. CREDIT COMMITTEE STRUCTURE AND
MEMBERSHIP
The Credit Committees operate based on the
'four-eyes principle' to ensure a robust system The Credit Committee is tasked with making
of checks and balances between business and credit decisions and comprises officials from both
risk functions. This principle is implemented to business and risk functions. It operates based on
guarantee an objective decision-making process, the 'four-eyes principle' to guarantee objectivity and
free from conflicts of interest, and to prevent any prevent conflicts of interest. The Credit Committee's
single-party dominance. In every decision, the structure spans three levels: Head Office, Division,
Credit Committees adhere to BNI’s prevailing credit and Regional Credit Committees. Throughout the
policies and procedures, taking into account the decision-making process, the Credit Committee
debtor’s condition, credit security levels, and the consistently considers the debtor’s condition, credit
application of GCG principles. Beyond approving security levels, credit policies and procedures, and
or rejecting credit applications, these committees the implementation of GCG principles.
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PERIOD AND TENURE OF CREDIT CREDIT COMMITTEE TRAINING AND/OR
COMMITTEE COMPETENCY IMPROVEMENT IN 2025
The tenure of Credit Committee members is Throughout 2025, the Chair and members of the
established in alignment with the respective Credit Committee participated in various training
structural term of office for each official at BNI. programs, seminars, and workshops to maintain
and enhance their expertise and competencies in
CREDIT COMMITTEE MEMBERS PROFILE supporting the effective performance of their duties.
Information in this regard has been presented in
More detailed information regarding the profiles the Company Profile Chapter, under the subsection
of each Credit Committee member is extensively on the Competency Development Policy in the
described in the Company Profile Chapter, under discussion titled Competency Development Based
the Board of Directors Profile Sub-Chapter, Senior on Position Level and Gender Equality in 2025, as
Executive Vice President (SEVP) Profile Sub-Chapter, well as in the Corporate Governance Chapter, under
and Executive Officers Sub-Chapter. the Board of Directors subsection in the discussion
titled Training and/or Competency Improvement.
CREDIT COMMITTEE MEMBER
CERTIFICATION
INTEGRATED RISK
Each member of the Credit Committee is required MANAGEMENT COMMITTEE
to possess proven competencies verified through
certification programs in accordance with
(KMRT)
prevailing regulations. In 2025, Members of the
Credit Committee are certified in accordance with BNI as the Parent Company of a Financial
applicable regulations. Conglomeration, has established its vision to become
a financial institution distinguished by excellence in
CREDIT COMMITTEE INDEPENDENCE service and sustainable performance. This vision is
STATEMENT attainable, in part, through the implementation of
integrated risk and capital management, managed
All members of the Credit Committee declare their in a prudent, effective, and efficient manner. In line
commitment, capability, and willingness to discharge with this objective, a mechanism for integrated risk
their duties and responsibilities independently, and capital management is required, including the
objectively, and in compliance with prevailing laws governing arrangements for the relevant executive
and GCG principles. This commitment is formalized committees.
in an Integrity Pact, which is signed and periodically
updated by all members of the Credit Committee. The Integrated Risk Management Committee
(KMRT) is one of BNI's permanent committees,
CREDIT COMMITTEE MEETINGS which serves as a forum for discussing policies/
strategies for integrated risk management and risk
Meeting Policy appetite, as well as capitalization for the Financial
The policy for convening Credit Committee meetings Conglomerate. The Integrated Risk Management
is regulated under the BNI Corporate Credit Committee (KMRT) of BNI was established pursuant
Guidelines, which encompass provisions regarding to the Board of Directors’ Decree No. KP/453/DIR/R
Credit Decision-Making Authority and committee dated September 10, 2025.
meeting procedures.
INTEGRATED RISK MANAGEMENT
Frequency and Attendance COMMITTEE CHARTER
Throughout 2025, the Credit Committee convened
a series of meetings attended by the Board of To ensure that the members of BNI’s Integrated
Directors, totaling 865 Credit Committee sessions, Risk Management Committee (KMRT) discharge
with the following breakdown: 469 sessions for the their duties and responsibilities in compliance with
Corporate Segment (including International and prevailing regulations, the Company has established
Institutional Banking), 278 sessions for the Enterprise the Integrated Risk Management Committee Charter
Segment, 117 sessions for the Commercial Segment, as an official working guideline. This Charter is
and 1 session for the SME Business Segment. periodically reviewed, refined, and updated in
alignment with recent developments and changes
in applicable laws and regulations.
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The most recent amendment to the Integrated Risk Management Committee Charter was enacted by the
Board of Directors through Decree No. KP/453/DIR/R, dated September 10, 2025.
DUTIES AND RESPONSIBILITIES OF INTEGRATED RISK MANAGEMENT COMMITTEE
BNI’s KMRT is tasked with and responsible for providing recommendations to the Board of Directors of the
Parent Entity (i.e., PIKK) in order to:
1. The formulation, improvement, or refinement of Integrated Risk and Capital Management policies based
on implementation evaluation results;
2. Establishing methodologies and procedures used to identify, measure, monitor, and control risks arising
from all activities of the BNI Financial Conglomeration;
3. Providing recommendations regarding the determination of methodologies and assessments of the
integrated risk profile and Minimum Capital Requirement (KPMM) for the BNI Financial Conglomeration.
INTEGRATED RISK MANAGEMENT COMMITTEE STRUCTURE AND MEMBERSHIP
BNI’s KMRT consists of members of the Board of Directors, along with Executive Officers at one level below
the Board who have been appointed. The structure of KMRT’s membership is determined by a Board of
Directors Decree, which also serves as the official assignment of the Chairperson, Deputy Chairperson, and
Committee Members.
The most recent amendment to the Integrated Risk Management Committee Charter was enacted by the
Board of Directors through Decree No. KP/453/DIR/R, dated September 10, 2025.
Position on the
Filled In by Voting Rights Status
Committee
Chairman Risk Management Director Holds voting rights
Secretary Head of Enterprise Risk Management Division (concurrently serving as a Holds no voting rights
permanent member)
Permanent Members 1. Finance & Strategy Director Holds voting rights
at Director & SEVP 2. Treasury & International Banking Director
Level 3. BNI Director supervising Subsidiaries*)
4. Director/Management supervising the Risk Management function –
Subsidiaries/Financial Services Institutions included in the Financial
Conglomeration**)
Permanent Members Human Capital & Compliance Director***) Holds no voting rights
at Director Level
Permanent Members 1. Operational Risk Management Division Head – BNI Holds no voting rights
at Division/Unit/ 2. Compliance Division Head – BNI
Functional 3. Head of Internal Audit Unit – BNI
Level 4. Subsidiaries Management Division Head – BNI
5. Legal Division Head – BNI
6. Head of Anti Fraud – BNI
7. Corporate Planning & Performance Management Division Head – BNI
8. Treasury Division Head – BNI
9. Human Capital Strategy Division Head – BNI
10. CISO Division Head – BNI
11. IT Strategy & Architecture – BNI
12. Corporate Secretary Division Head – BNI
13. Pension Fund Division Head – BNI
14. AML-CFT Division Head – BNI
15. Pemimpin Divisi/setara yang menyelia fungsi Manajemen Risiko –
Perusahaan Anak
Non-Permanent Directorate Directors/SEVPs/Management/Subsidiary Directors/Heads As stipulated in the
Members of Divisions/Units/Functional Units related to the meeting agenda, from committee working
both BNI and Subsidiaries/Financial Services Institutions included in the guidelines
Financial Conglomeration.
*)
The number of BNI Directors supervising Subsidiaries refers to the prevailing Composition of Directors Supervising Subsidiaries.
**)
The number of Subsidiary Directors/Management refers to the List of Financial Institutions included in the BNI Financial Conglomeration.
***)
Specifically, the Human Capital & Compliance Director has specific duties and responsibilities stipulated in the Committee Working Guidelines.
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PERIOD AND TENURE OF INTEGRATED RISK INTEGRATED RISK MANAGEMENT
MANAGEMENT COMMITTEE COMMITTEE MEETING
The term of office of KMRT membership is Implementation of the Integrated Risk
determined following each structural term of office Management Committee Meeting
at BNI. In accordance with the provisions stipulated in the
Integrated Risk Management Committee Charter,
PROFILE OF CHAIRMAN AND MEMBERS the policies and procedures for the implementation
OF INTEGRATED RISK MANAGEMENT of BNI KMRT meetings are as follows:
COMMITTEE 1. The Committee convenes meetings at least 2
(two) times in 1 (one) year or in accordance with
More detailed information on the profiles of BNI exigencies, at a determined venue, time, and
KMRT committees and members has been fully date, thereby enabling all members to schedule
described in the Company Profile Chapter, Board of their attendance.
Directors Profile Sub-chapter, Senior Executive Vice 2. The committee may hold an emergency meeting
President (SEVP) Profile Sub-chapter and Executive considering the importance of the issue that
Officers Sub-chapter. requires immediate decision.
3. The Committee Quorum accounts for the
CERTIFICATION OF INTEGRATED RISK Chairperson and Permanent Members (voting
MANAGEMENT COMMITTEE members) at the designated Board of Directors
and SEVP level. A meeting quorum is achieved
All members of BNI’s KMRT Committee possess if attended by more than 1/2 (one-half) of the
relevant certifications to support the competency Committee quorum and must be attended by the
requirements necessary for discharging their duties Committee Chairperson.
and responsibilities. These certifications serve as a 4. In terms of decision-making, only all voting
fulfillment of the mandatory professional expertise members consisting of Permanent Members and
standard. Non-Permanent Members of the Committee at
the Director & SEVP level shall be present at the
STATEMENT OF INDEPENDENCE OF meeting and have voting rights.
INTEGRATED RISK MANAGEMENT
COMMITTEE Frequency and Attendance Rate
In 2025, BNI held 2 (two) KMRT meetings attended
All members of the Integrated Risk Management by the Board of Directors and committee members.
Committee have carried out their duties and More detailed information on the implementation
responsibilities independently. Statement of of KMRT meetings and the attendance rate of
Independence of the Integrated Risk Management committee members in these meetings is described
Committee has been disclosed in the Integrity in the following table:
Pact which is regularly updated and signed by all
committee personnel.
Attendance
No. Date of Meeting Meeting Agenda
Quorum (%)
1 January 24, a. Results of the Integrated Risk Profile Self-Assessment as of December 31, 2024 87.5%
2025 b. Integrated Minimum Capital Requirement as of December 31, 2024 (Fulfilled)
2 August 1, 2025 a. Results of the Integrated Risk Profile Self-Assessment as of June 30, 2025 87.5%
b. Integrated Minimum Capital Requirement (KPMM) as of June 30, 2025 (Fulfilled)
c. Results of the 2025 Integrated Risk Appetite Statement Review
TRAINING AND/OR COMPETENCY IMPROVEMENT OF INTEGRATED RISK MANAGEMENT
COMMITTEE IN 2025
Throughout 2025, BNI’s Integrated Risk Management Committee (IRMC) participated in various training
programs, seminars, and workshops to maintain professionalism while enhancing analytical capabilities
in managing integrated risks. This reflects BNI's commitment to building human resource capacity at the
strategic level.
Related information is described in the Company Profile chapter, Competency Development Policy
subchapter in the discussion titled Senior Executive Vice President (SEVP) Competency Development, as
well as in the Corporate Governance chapter, Board of Directors subchapter, in the discussion titled Training
and/or Competency Improvement for the Boards of Directors Members in 2025.
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IMPLEMENTATION OF INTEGRATED RISK liabilities in line with profitability objectives and the
MANAGEMENT COMMITTEE DUTIES IN Bank’s defined risk appetite.
2025
ALCO is responsible for formulating funding
Sepanjang tahun 2025, KMRT telah melaksanakan strategies, managing liquidity, determining product
tugas sesuai dengan tanggung jawab yang pricing policies, and monitoring developments in
ditetapkan sebagai berikut: financial markets that may affect BNI’s financial
a. Komite telah menyusun dan menetapkan position. In addition, ALCO evaluates cash flow
Kebijakan Umum Manajemen Risiko Terintegrasi projections, controls interest rate and foreign
secara tepat waktu dan selaras dengan ketentuan exchange risks, and optimizes the efficient use of
regulator. capital.
b. Komite secara konsisten melakukan evaluasi dan
penyempurnaan kebijakan berdasarkan hasil ALCO regularly convenes meetings to discuss
pemantauan implementasi, guna memastikan current financial conditions, market trends, and
efektivitas dan relevansi pengelolaan risiko stress testing scenarios to ensure BNI’s readiness
secara terintegrasi. in addressing economic dynamics. Through its
c. Komite telah menetapkan metodologi serta roles and functions, ALCO serves as an essential
melaksanakan penilaian Profil Risiko Terintegrasi instrument in maintaining financial stability,
dan Kewajiban Penyediaan Modal Minimum strengthening risk management, and supporting
(KPMM) Terintegrasi secara komprehensif untuk sustainable business growth.
mendukung pengambilan keputusan strategis
secara konglomerasi. ALCO CHARTER
INTEGRATED RISK MANAGEMENT The ALCO Committee operates under a work
COMMITTEE WORK PLAN FOR 2026 guideline outlined in the Asset & Liability
Management Committee (ALCO) Charter, which was
The Integrated Risk Management Committee ratified by the Board of Directors through Decree
(KMRT) has established its work plan for 2026 with No. KP/455/DIR/R dated September 10, 2025. This
the following strategic priorities: charter is periodically reviewed and updated to align
1. Integrated Risk Management Committee 01-2026 with evolving regulatory requirements and legal
(Q1/2026) changes.
a. Approval of Integrated Risk Profile Self-
Assessment Results as of December 31, 2025; DUTIES AND RESPONSIBILITIES OF THE
b. Approval of Integrated Risk Profile Self- ALCO
Assessment Results as of December 31, 2025.
The Asset & Liability Committee (ALCO) has the
2. Integrated Risk Management Committee 02-2026 following duties and responsibilities:
(Q3/2026) a. Determine the objectives and targets of BNI’s
a. Approval of Integrated Risk Profile Self- Asset & Liability Management (ALMA) and to
Assessment Result as of June 30, 2026; formulate the necessary policies and strategies.
b. Approval of the Calculation Result of the b. Provide guidance on the management of BNI’s
Integrated Capital Adequacy Requirement assets and liabilities.
(CAR) as of June 30, 2026; c. Determine and maintain an adequate level of
c. Approval of the Integrated Risk Appetite liquid instruments in accordance with liquidity
Review Year 2026. requirements and regulatory provisions.
d. Maintain a balanced structure between the use of
funds and sources of funds.
e. Establish policies for fund placements, including
ASSET & LIABILITY COMMITTEE Primary Reserve, Secondary Reserve, Tertiary
(ALCO) Reserve, and Loans.
f. Analyze the balance sheet structure and assess
all risks arising from BNI’s exposures, including
The Asset & Liability Committee (ALCO) is one interest rate risk, foreign exchange risk, and
of BNI’s strategic committees that supports the liquidity risk.
Board of Directors in managing the balance sheet g. Analyze the development and outlook of
structure, liquidity, as well as market and interest economic indicators and their impact on deposit
rate risks. ALCO plays a critical role in ensuring an and loan positions, foreign exchange positions,
appropriate balance between the Bank’s assets and interest rates, exchange rates, and BNI’s
profitability.
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h. To determine lending interest rates (base rates) and deposit interest rates for demand deposits, savings,
and time deposits.
ASSET & LIABILITY COMMITTEE STRUCTURE AND MEMBERSHIP
BNI’s ALCO consists of members of the Board of Directors, along with appointed Executive Officers at one
level below the Board. The structure of ALCO’s membership is determined by a Board of Directors Decree,
which also serves as the official assignment of the Chairperson, Deputy Chairperson, and Committee
Members.
The composition of BNI ALCO Committee as of December 31, 2025, based on Decree No. KP/455/ DIR/R
dated September 10, 2025 regarding Asset & Liability Committee Arrangement (ALCO), is as follows:
Position on the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Deputy President Director Holds voting rights
Secretary Treasury Division Head (concurrently serving as a permanent member) Holds no voting rights
Permanent Members at the 1. Treasury & International Banking Director Holds voting rights
Director & SEVP Level 2. Corporate Banking Director
3. Institutional Director
4. Commercial Banking Director
5. Consumer Banking Director
6. Network & Retail Funding Director
7. Finance & Strategy Director
8. Risk Management Director
9. SEVP Treasury
Permanent Members at the Human Capital & Compliance Director* Holds no voting rights
Director Level
Permanent Members at the 1. International & Financial Institutions Division Head Holds no voting rights
Division/Unit Level 2. Corporate Banking 1 Division Head
3. Corporate Banking 2 Division Head
4. Corporate Banking 3 Division Head
5. Corporate Banking 4 Division Head
6. Syndication & Structured Finance Division
7. Institutional Banking 1 Division Head
8. Institutional Banking 2 Division Head
9. Enterprise Banking 1 Division Head
10. Enterprise Banking 2 Division Head
11. Commercial Banking 1 Division Head
12. Commercial Banking 2 Division Head
13. SME Business Division Head
14. Business Program Division Head
15. Wholesale Transaction Product & Value Chain Division Head
16. Wholesale Transaction Digital Channel Division Head
17. Retail Digital Product & Partnership Division Head
18. Retail Digital Channel Division Head
19. Consumer Product Division Head
20. Consumer Segment Division Head
21. Wealth Management Division Head
22. Corporate Credit Risk Division Head
23. Enterprise Credit Risk Division Head
24. Commercial Credit Risk Division Head
25. Retail Credit Risk Division Head
26. Retail Collection & Recovery Division Head
27. Corporate Remedial & Recovery Division Head
28. Enterprise & Commercial Remedial & Recovery Division Head
29. Network Strategy & Development Division Head
30. Subsidiaries Management Division Head
31. Head of Office of the Chief Economist Division
32. Corporate Planning & Performance Management Division Head
33. Accounting Division Head
34. Policy Governance Division Head
35. Enterprise Risk Management Division Head
36. Compliance Division Head
37. Internal Audit Unit
38. Card Business Division Head
39. Agen46 Division Head
Non-permanent Members Directors / SEVPs / Heads of Divisions, Units, or Functional Units As stipulated in the
relevant to the topics under discussion Committee’s Work Guidelines
*) Specifically, Human Capital & Compliance Director has special duties and responsibilities as stipulated in the committee’s work guidelines.
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TERM AND TENURE OF ALCO COMMITTEE ASSET & LIABILITY COMMITTEE MEETING
The tenure of ALCO Committee membership is Implementation of the Asset & Liability
determined in accordance with the respective Committee Meeting
structural terms of office at BNI. As stipulated in the Asset & Liability Management
Committee (ALCO) Charter, the policies and
PROFILE OF THE CHAIR AND MEMBERS OF procedures for conducting BNI ALCO Committee
THE ALCO meetings are as follows:
1. The Committee meets at least once every 3
Detailed information regarding the profile months (quarterly) or as required at a certain
of the ALCO Committee and its members is place, time and date that has been determined so
comprehensively outlined in the Company Profile that all members can arrange time for attendance.
chapter, specifically in the sub-chapters on the 2. The Committee may schedule meetings outside
Profile of the Board of Directors, the Profile of Senior of the items mentioned in point 1 above, as
Executive Vice Presidents (SEVP), and the Profile of follows:
Executive Officers. a. Schedule an emergency meeting, considering
the importance of issues requiring immediate
ASSET & LIABILITY COMMITTEE decisions.
CERTIFICATION b. Hold a limited meeting with the relevant
Division/Unit/Functional Unit to formulate
BNI ensures that all members of the ALCO operational policies aligned with the
Committee meet the required qualification standards Committee’s established policies.
and competency certifications in accordance with c. Conduct a Mini ALCO attended by at least three
applicable regulations. In 2025, the ALCO Committee Directors: Treasury & International Banking
successfully completed the designated certification Director, Risk Management Director, and
program. Finance & Strategy Director.
3. The Committee quorum takes into account the
ALCO INDEPENDENCE STATEMENT Chair, Vice Chair, and permanent voting members
at the Director and SEVP (Senior Executive Vice
All members of BNI’s ALCO are assured to meet the President) levels. A Committee meeting quorum
independence criteria and individual requirements is met if attended by more than half of the
as professionals in carrying out their duties and Committee quorum, and the Chair and/or Vice
responsibilities objectively and independently, free Chair must be present.
from any conflicts of interest with the Bank. The 4. In terms of decision-making, only all voting
ALCO Independence Statement is disclosed in the members consisting of Permanent Members and
Integrity Pact, which is periodically updated and Non-Permanent Members of the Committee at
signed by all ALCO personnel. the Director & SEVP level shall be present at the
meeting and have voting rights.
Frequency and Attendance
In 2025, BNI held 14 ALCO Committee meetings which were attended by the Board of Directors and
committee members. More detailed information on the implementation of ALCO Committee Meetings and
the attendance rate of committee members in the meetings is described in the following table:
No. Date Meeting Agenda Attendance Quorum
1 January 13, 2025 Review of ALCO 2024 Decisions and Determination of DPK and Credit
100% (Fulfilled)
Programs for 2025
2 March 10, 2025 Review of Foreign Currency Credit Disbursement Plans through
100% (Fulfilled)
December 2025 and Credit Repricing
3 April 9, 2025 Action Plan from Stress Test Results in Anticipation of Recession and
100% (Fulfilled)
Stagflation Conditions Following US Tariff Policy
4 May 5, 2025 Review of Medium Segment Credit Acceleration Program 100% (Fulfilled)
5 June 4, 2025 Changes in Authority to Decide on Special Rate DPK 100% (Fulfilled)
6 August 11, 2025 Review of Current Account and Savings Counter Rates 100% (Fulfilled)
7 August 28, 2025 Q4-2025 Credit Acceleration Quota 100% (Fulfilled)
8 September 15, 2025 Discussion of the Distribution of the Ministry of Finance's Budget
100% (Fulfilled)
Surplus (SAL) Funds
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No. Date Meeting Agenda Attendance Quorum
9 September 19, 2025 Review of Rupiah Deposit Counter Rates 100% (Fulfilled)
10 September 23, 2025 Review of USD Deposit Counter Rates 100% (Fulfilled)
11 September 29, 2025 Evaluation of Financial Market Conditions on DPK Interest Rate Policy 92% (Fulfilled)
12 October 27, 2025 Review of Q4-2025 Credit Acceleration Quota 92% (Fulfilled)
13 November 17, 2025 Credit and DPK Expansion Plan until December 2025 and Non-
83% (Fulfilled)
Conventional Funding (FNK) Principle Permit for 2026
14 December 17, 2025 Monitoring of Credit and DPK Expansion until December 2025 and
100% (Fulfilled)
Credit and DPK Acceleration Program Decisions for 2026
IMPLEMENTATION OF ASSET & LIABILITY & Anti-Fraud Committee (KRA) was established
COMMITTEE DUTIES IN 2025 through Board of Directors Decree No. KP/454/
DIR/R, consisting of 4 subcommittees, namely the
Throughout 2025, the ALCO Committee has Risk Management Sub-committee (RMC), Anti-
effectively carried out its management duties and Fraud Sub-committee (KAF), Environmental, Social
work programs in accordance with its assigned & Governance Sub-committee (ESG), and Credit
responsibilities. Risk Portfolio Subcommittee (CRO).
TRAINING AND/OR COMPETENCY CHARTER OF THE RISK MANAGEMENT &
IMPROVEMENT OF ASSET & LIABILITY ANTIFRAUD COMMITTEE (KRA)
COMMITTEE IN 2025
In carrying out its roles and responsibilities, the Risk
By 2025, the chair and members of the ALCO Management & Anti-Fraud Committee (KRA) adheres
Committee participated in a number of training to the Risk Management & Anti-Fraud Committee
activities/seminars/workshops in order to maintain (KRA) Work Guidelines, which regulate the scope,
their level of expertise and competence to support duties, authorities, and working procedures of the
the performance of their duties. Risk Management & Anti-Fraud Committee (KRA).
WORK PLAN OF THE ALCO COMMITTEE FOR The Risk Management & Anti-Fraud Committee
2025 (KRA) Work Guidelines are continuously evaluated
and reviewed on a regular basis to maintain their
The ALCO has established its work plan for 2026 with relevance to industry dynamics and the Bank's needs.
the following strategic priorities: The latest update to these guidelines was made by
1. Growth strategies for Third-Party Funds (DPK) the Board of Directors through Board of Directors
and Credit, in line with the Bank’s Business Decree No. KP/454/DIR/R dated September 10, 2025
Plan for 2025.; concerning the Structuring of Risk Management &
2. Pricing strategies for DPK and Credit; Anti-Fraud (KRA).
3. Liquidity management strategy and non-DPK
funding requirements. DUTIES AND RESPONSIBILITIES OF THE
RISK MANAGEMENT SUB-COMMITTEE
(RMC)
RISK MANAGEMENT & ANTI-
FRAUD COMMITTEE (KRA) 1. Risk Management Sub-Committee (RMC)
In executing its functions, the members of the
RMC Sub-Committee are tasked with evaluating
The Risk Management & Anti-Fraud Committee and providing recommendations regarding risk
(KRA) is a permanent committee under the Board of management, which at a minimum includes:
Directors, authorized to provide recommendations a. Formulating Risk Management Policies and
regarding the formulation, establishment, and Strategies and any changes thereto;
management of risk policies. These encompass b. Developing a Risk Management framework
Credit Risk, Market Risk, Liquidity Risk, Operational and contingency plans to anticipate abnormal
Risk, Legal Risk, Reputational Risk, Strategic conditions;
Risk, and Compliance Risk; Establishment of c. Periodically or incidentally improving the Risk
anti-fraud policies and management strategies Management process due to changes in the
across all organizational units; establishment of Bank’s external and internal conditions that
BNI's Environmental, Social & Governance (ESG) affect Capital Adequacy, Risk Profile, and
policies and management; and conducting credit ineffective Risk Management implementation
risk portfolio assessments. The Risk Management based on evaluation results;
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d. Establishing policies and/or business decisions and strategies, including any amendments
that deviate from normal procedures, such thereto;
as exceeding significant business expansion b. Identifying potential ESG risks that may have
compared to the previously set Business Plan an impact on BNI and its stakeholders;
or taking positions/exposures that exceed c. Monitoring the implementation of the
established limits; and Sustainable Finance strategy;
e. Establishing policies for managing capital d. Monitoring, evaluating, and providing
adequacy to mitigate risks and support recommendations on the results of BNI’s ESG
the Bank’s business strategy, including assessments;
measurement, structure (tier 1/tier 2), e. Evaluating the implementation of ESG
allocation, and capital contingency plans. strategies across all of BNI’s business lines;
f. Coordinating among units to formulate
2. Duties and Responsibilities of the Anti-Fraud objectives and implementation guidelines
Sub-Committee for the Corporate Social and Environmental
The Anti-Fraud Subcommittee has the following Responsibility (TJSL) Program;
main duties: g. Mapping and developing BNI’s TJSL Program;
a. Formulating Anti-Fraud Policies and Strategies and
and their amendments; h. Conducting evaluations of the implementation
b. Developing a culture and awareness of anti- of BNI’s TJSL Program.
fraud throughout the organization;
c. Monitoring the implementation of Anti-Fraud 4. Credit Risk Portfolio (CRO) Sub-Committee
Policies and Strategies at BNI and periodically The CRO Sub-Committee has a number of duties
reviewing the impact of the policies and and responsibilities, including the following:
strategies implemented; a. Discussing the credit risk assessment as
d. Identify, evaluate, and determine follow-up the basis for determining the adequacy of
actions for fraud incidents originating from provisioning.
activities in all BNI work units. b. Discussing related matters the development
of the condition and quality of the credit
3. Environmental, Social, & Governance (ESG) Sub- portfolio.
Committee c. Determine strategies, mitigation and follow-
The ESG Sub-Committee is tasked with the up on credit risk management that may affect
following responsibilities: the Bank’s soundness.
a. Formulating Environmental, Social, and
Governance (ESG) management policies
STRUCTURE AND MEMBERSHIP OF RISK MANAGEMENT & ANTI-FRAUD COMMITTEE
The structure, membership, and voting status of KRA as of December 31, 2025, based on the Decree of
the Board of Directors No. KP/454/DIR/R dated September 10, 2025 regarding the Arrangement of the Risk
Management and Anti-Fraud Committee (KRA), are as follows:
1. Risk Management Sub-Committee (RMC)
Position in the Committee Filled In by Voting Rights Status
Chairman Vice President Director Holds voting rights
Vice Chairman Director of Risk Management Holds voting rights
Secretary Head of Enterprise Risk Management Division (concurrently serving as a Holds no voting
permanent non-voting member) rights
Permanent Members at 1. Finance & Strategy Director Holds voting rights
the Director & SEVP Level 2. Corporate Banking Director
3. Institutional Director
4. Treasury & International Banking Director
5. Commercial Banking Director
6. Consumer Banking Director
7. Network & Retail Funding Director
8. Information Technology Director
9. Operations Director
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Position in the Committee Filled In by Voting Rights Status
Permanent Members at Human Capital & Compliance Director*) Holds no voting
the Director Level rights
Permanent Members at 1. Operational Risk Management Division Head Holds no voting
the Division/Unit Level/ 2. Corporate Credit Risk Division Head rights
Functional Unit 3. Enterprise Credit Risk Division Head
4. Commercial Credit Risk Division Head
5. Retail Credit Risk Division Head
6. Anti-Fraud Unit
7. Corporate Planning & Performance Management Division Head
8. Accounting Division Head
9. Subsidiaries Management Division Head
10. Corporate Development & Transformation Division Head
11. Wholesale Transaction Product & Value Chain Division Head
12. Treasury Division Head
13. Office of the Chief Economist Division Head
14. Credit Operations Division Head
15. Distribution Network & Sales Division Head
16. Internal Audit Unit
17. Corporate Secretary Division Head
18. Compliance Division Head
19. Legal Division Head
20. Policy Governance Division Head
21. SORX Wholesale Banking
22. SORX Consumer Banking & Corporate Function
23. SORX Network & Retail
24. SORX Technology & Operations
Non-permanent Members Directors / SEVPs / Heads of Divisions, Units, or Functional Units As stipulated in the
relevant to the topics under discussion committee's working
guidelines
*) Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee’s work guidelines.
2. Anti-Fraud Sub-Committee (KAF)
Position in the Committee Filled In by Voting Rights Status
Chairman Director of Risk Management Holds voting rights
Vice Chairman Director of Information Technology Holds voting rights
Secretary Head of Anti-Fraud Unit / Operational Risk Management Division Head Holds no voting
(concurrently serving as a permanent member) rights
Permanent Members at 1. Network & Retail Funding Director Holds voting rights
the Director & SEVP Level 2. Consumer Banking Director
3. Operations Director
4. Senior Executive Vice President (SEVP) of Legal & Governance
5. Senior Executive Vice President (SEVP) of Information Technology
Permanent Members at Human Capital & Compliance Director*) Holds no voting
the Director Level rights
Permanent Members at 1. Enterprise Risk Management Division Head Holds no voting
the Division/Unit Level/ 2. Chief Information Security Officer (CISO) Division Head rights
Functional Unit 3. Distribution Network & Sales Division Head
4. Consumer Product Division Head
5. Credit Operations Division Head
6. Head of Internal Audit Unit
7. Policy Governance Division Head
8. Compliance Division Head
9. Legal Division Head
10. Human Capital Strategy Division Head
11. Human Capital Services Division Head
Non-permanent Members Directors / SEVPs / Heads of Divisions, Units, or Functional Units As stipulated in the
relevant to the topics under discussion committee's working
guidelines
*) Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee’s work guidelines.
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3. Environment, Social and Governance (ESG) Sub-Committee
Position in the Committee Filled In by Voting Rights Status
Chairman Deputy President Director Holds voting rights
Vice Chairman Risk Management Director Holds voting rights
Secretary Environmental, Social & Governance (ESG) Division Head Holds no voting rights
(concurrently serving as a permanent member)
Permanent Members at 1. Finance & Strategy Director Holds voting rights
the Director & SEVP Level 2. Corporate Banking Director
3. Treasury & International Banking Director
4. Institutional Director
5. Commercial Banking
6. Consumer Banking Director
7. Network & Retail Funding Director
8. Operations Director
9. Information Technology Director
Permanent Members at Human Capital & Compliance Director*) Holds no voting rights
the Director Level
Permanent Members at 1. Enterprise Risk Management Division Head Holds no voting rights
the Division/Unit Level 2. Operational Risk Management Division Head
3. Corporate Credit Risk Division Head
4. Enterprise Credit Risk Division Head
5. Commercial Credit Risk Division Head
6. Corporate Planning & Performance Management Division Head
7. Investor Relations Division Head
8. Subsidiaries Management Division Head
9. Procurement & Fixed Assets Division Head
10. Corporate Banking 1 Division Head
11. Corporate Banking 2 Division Head
12. Corporate Banking 3 Division Head
13. Corporate Banking 4 Division Head
14. Syndication & Structured Finance Division Head
15. Enterprise Banking 1 Division Head
16. Enterprise Banking 2 Division Head
17. Commercial Banking 1 Division Head
18. Commercial Banking 2 Division Head
19. SME Business Division Head
20. Business Program Division Head
21. International & Financial Institutions Division Head
22. Treasury Division Head
23. Consumer Product Division Head
24. Card Business Division Head
25. Agen46 Division Head
26. Compliance Division Head
27. Policy Governance Division Head
28. Human Capital Strategy Division Head
29. Human Capital Services Division Head
30. BNI University Division Head
31. Corporate Secretary Division Head
Non-permanent Members Directors/SEVPs/Heads of Divisions, Units, or Functional Units As stipulated in the
relevant to the topics under discussion committee's working
guidelines
*) Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee’s work guidelines.
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4. Credit Risk Portfolio (CRO) Sub-Committee
Position in the Committee Filled In by Voting Rights Status
Chairman Director of Risk Management Holds voting rights
Vice Chairman Director of Finance & Strategy Holds voting rights
Secretary Head of Corporate Credit Risk Division Holds no voting rights
(concurrently serving as a permanent non-voting member)
Permanent Members at 1. Senior Executive Vice President (SEVP) Credit Risk Holds voting rights
the Director & SEVP Level 2. Senior Executive Vice President (SEVP) Remedial & Recovery
Permanent Members at 1. Enterprise Risk Management Division Head Holds no voting rights
the Division/Unit Level/ 2. Commercial Credit Risk Division Head
Functional Unit 3. Retail Credit Risk Division Head
4. Corporate Remedial & Recovery Division Head
5. Enterprise & Commercial Remedial & Recovery Division
6. Retail Collection & Recovery Division Head
7. Corporate Planning & Performance Management Division Head
8. Accounting Division Head
9. Treasury Division Head
Non-permanent Members Directors/SEVPs//Heads of Divisions, Units, or Functional Units As stipulated in the
relevant to the topics under discussion committee's working
guidelines
RISK MANAGEMENT & ANTI FRAUD as objective and independent parties in carrying
COMMITTEE TERM AND OFFICE out their duties and responsibilities objectively
and free from any conflict of interest with the Bank.
The term of office of the Risk Management & Anti The Independence Statement of the chairman
Fraud Committee membership is determined and members of KRA has been disclosed in the
following each structural term of office at BNI. Integrity Pact which is regularly updated and
signed by all committee personnel.
PROFILE OF THE CHAIRMAN AND
MEMBERS OF THE RISK MANAGEMENT & RISK MANAGEMENT & ANTI-FRAUD
ANTI FRAUD COMMITTEE COMMITTEE MEETING
Detailed information on the profile of the Implementation of the Risk Management & Anti
committee and members of the BNI Risk Fraud Committee Meeting
Management & Anti Fraud Committee has been 1. Each Sub-Committee shall convene meetings at
fully described in the Company Profile Chapter, least four (4) times in one (1) year or as required,
Directors Profile Subchapter, Senior Executive at a designated place, time, and date, so that all
Vice President (SEVP) Profile Sub-chapter and members may arrange their schedules to attend.
Executive Officers Subchapter. 2. The Sub-committee may hold emergency
meetings considering the importance of issues
RISK MANAGEMENT & ANTI-FRAUD that require immediate decisions.
COMMITTEE CERTIFICATION 3. The quorum of theSub-committee consists of
the Chair, Vice Chair, and permanent members
BNI ensures that all Risk Management & Anti Fraud at the level of Directors & SEVP as determined.
personnel have met the qualification standards The quorum of the Sub-committee is achieved if
and competency certification in accordance with at least more than ½ (half) of the sub-committee
applicable regulations. In 2025, Risk & Anti-Fraud quorum is present and must be attended by the
Management has met the established certification Chair and/or Vice Chair.
program. 4. In decision-making, only all voting members,
consisting of Permanent and Non-Permanent
INDEPENDENCE STATEMENT OF RISK Members at the Director and SEVP levels, shall
MANAGEMENT & ANTI-FRAUD COMMITTEE be present at the meeting and shall have voting
rights.
BNI ensures that all KRA members have met the
independence criteria and individual requirements
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Frequency and Attendance Rate
1. Risk Management Sub-Committee (RMC)
In 2025, BNI held 5 (five) RMC Sub-Committee meetings attended by the Board of Directors and committee
members. More detailed information on the implementation of RMC Sub-Committee meetings and the
attendance rate of committee members in these meetings is described in the following table:
Attendance
No. Date Meeting Agenda
Quorum (%)
82%
1 January 10, 2025 KRA-RMC 01/2025 BNI Individual Risk Profile as of December 31, 2024
(Fulfilled)
KRA-RMC 02/2025 Discussion of the Results of the Review of BNI's Risk Appetite 91%
2 March 10, 2025
Statement (RAS) for 2025 (Fulfilled)
91%
3 April 16, 2025 KRA-RMC 03/2025 BNI Individual Risk Profile as of March 31, 2025
(Fulfilled)
91%
4 July 11, 2025 KRA-RMC 04/2025 BNI Individual Risk Profile as of June 30, 2025
(Fulfilled)
82%
5 October 10, 2025 KRA-RMC 05/2025 BNI Individual Risk Profile as of September 30, 2025
(Fulfilled)
2. Anti Fraud Sub-Committee (KAF)
Attendance
No. Date Meeting Agenda
Quorum (%)
1 January 17, 2025 Significant changes in fraud reporting criteria 87.5%
(Fulfilled)
September 19, 1. Fraud trends from 2022 to August 2025 (frequency and nominal losses) 62.5%
2025 2. Trends in case disclosure (Fulfilled)
2
3. Improvements that have been and will be made to prevent fraud from
recurring
October 10, 2025 1. Improvements to API Management Security 87,5%
3
2. Updating progress on the development of the FDS (Fraud Detection System) (Fulfilled)
November 6, 2025 1. Request for approval of the Company's Anti-Fraud Strategy Policy Guidelines 75%
4 2. Request for approval of the Company's SIPELAKU Procedure Guidelines (Fulfilled)
3. Request for approval of SIPELAKU for the employment process
3. Environmental, Social & Governance (ESG) Sub-Committee
In 2025, BNI held 4 (four) ESG Sub-Committee meetings attended by the Board of Directors and committee
members. More detailed information on the implementation of the ESG Sub-Committee meetings and
the attendance rate of committee members in the meetings is outlined in the following table:
Attendance
No. Date Meeting Agenda
Quorum (%)
1 February 6, 2025 Approval of Sustainability Bond Framework Proposal 81.82%
(Fulfilled)
2 March 24, 2025 a. Approval of Green Bond distribution proposal 100%
b. Update on SPO Review Results on Sustainability Bond Framework (Fulfilled)
3 September 16, Approval of proposals on: 83.33%
2025 a. Eligible Projects for Sustainability Bond Distribution in 2025. (Fulfilled)
b. Proposed scope of targets & scenarios for achieving BNI's 2028 Operational
NZE: Scope 1 & 2 Emissions with 2023 Emissions Baseline.
c. Establishment of a carbon project task force.
4 December 19, 2025 Potential Risks and Opportunities for BNI in Preparing for the Implementation of 83.33%
IFRS S1 & S2 (Fulfilled)
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4. Sub-Komite Credit Risk Portfolio (CRO)
Attendance
No. Date Meeting Agenda
Quorum (%)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
1 January 31, 2025 75% (Fulfilled)
January 2025 (KRA-CRO 01/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
2 February 26, 2025 75% (Fulfilled)
February 2025 (KRA-CRO 02/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
3 March 24, 2025 75% (Fulfilled)
March 2025 (KRA-CRO 03/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
4 April 30, 2025 75% (Fulfilled)
April 2025 (KRA-CRO 04/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
5 May 26, 2025 75% (Fulfilled)
May 2025 (KRA-CRO 05/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
6 June 25, 2025 75% (Fulfilled)
June 2025 (KRA-CRO 06/2025)
Risk Management & Anti-Fraud Committee Sub-Committee Credit Risk Portfolio
7 July 28, 2025 75% (Fulfilled)
July 2025 (KRA-CRO 07/2025)
Risk Management & Anti-Fraud Committee Sub-Committee Credit Risk Portfolio
8 August 29, 2025 100% (Fulfilled)
August 2025 (KRA-CRO 08/2025)
September 29, Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
9 100% (Fulfilled)
2025 September 2025 (KRA-CRO 09/2025)
Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
10 October 29, 2025 100% (Fulfilled)
October 2025 (KRA-CRO 10/2025)
November 27, Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
11 75% (Fulfilled)
2025 November 2025 (KRA-CRO 11/2025)
December 29, Risk Management & Anti-Fraud Committee Credit Risk Portfolio Subcommittee
12 75% (Fulfilled)
2025 December 2025 (KRA-CRO 12/2025)
TRAINING AND COMPETENCY DEVELOPMENT FOR THE RISK MANAGEMENT & ANTI-
FRAUD COMMITTEE (KRA) IN 2025
In 2025, the chairman and members of KRA participated in a number of training activities/ seminars/
workshops in order to maintain their level of expertise and competence to support the implementation
of their daily duties. Information related to this has been described in the Company Profile Chapter,
Competency Development Policy subchapter in the discussion entitled Senior Executive Vice President
(SEVP) Competency Development, as well as in the Corporate Governance Chapter, Board of Directors
subchapter, in the discussion entitled Training and/or Competency Improvement of the Board of Directors
Members in 2025.
IMPLEMENTATION OF THE RISK MANAGEMENT & ANTI-FRAUD SUB-COMMITTEE’S TASKS
IN 2025
1. Risk Management Sub-Committee (RMC)
Throughout 2025, the RMC Sub-Committee has carried out its duties in accordance with its established
responsibilities, namely as follows:
a. Strengthening Risk Management Policies and Strategies;
b. Strengthening the Risk Management framework and contingency plans to anticipate abnormal
conditions;
c. Improving the Risk Management process;
d. Strengthening capital adequacy management policies to protect against risk and support the Bank's
business strategy.
2. Anti Fraud Sub-Committee (AAF)
In carrying out its management duties during 2025, the Anti Fraud Sub-Committee has realized the work
program that was set at the beginning of the year, including the following:
a. Strengthening of the Anti-Fraud Strategy policy;
b. Strengthening of the fraud prevention pillar in the form of employee profile monitoring as part of the
Know Your Employee program;
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c. Changes to the criteria for reporting significant RISK MANAGEMENT & ANTI-FRAUD
fraud; SUBCOMMITTEE WORK PLAN 2026
d. Evaluation and follow-up on fraud incidents
through the aspects of system, procedure, 1. Risk Management Sub-Committee (RMC)
and people; The RMC Subcommittee has developed a
e. Strengthening of the detection pillar through work plan for 2026 with a primary focus on
the development of an FDS (Fraud Detection conducting a comprehensive evaluation of
System). the effectiveness of risk management across
all of the Bank's business lines. This plan
3. Environmental, Social, & Governance (ESG) includes monitoring the implementation of
Sub-Committee risk management policies and procedures,
Throughout 2025, the ESG Sub-Committee has analyzing the risk profile, and reviewing
realized work programs, among others: the appropriateness of the established risk
a. Supervision function on the implementation appetite and risk tolerance.
of ESG at BNI, including the achievement and
improvement of BNI’s MSCI ESG rating. In addition, the RMC Subcommittee is
b. Implementation of Climate Risk Stress Test committed to providing strategic
(CRST) for 50% of BNI’s credit portfolio in recommendations to the Board of Directors
accordance with OJK direction, along with the to ensure that risk management runs
development of CRST tools. optimally, supports the achievement of
c. Development of BNI Waste Management with business objectives, and is in line with
the concept of zero waste to landfill; regulatory requirements and best practices
d. Distribution of BNI Green Bond in accordance in the banking industry. These efforts are
with BNI Green Bond framework and POJK expected to strengthen the Bank's resilience
No. 60/POJK.04/2017 concerning the Issuance in facing external and internal dynamics, while
and Requirements of Environmentally improving the quality of risk governance on an
Friendly Debt Securities (Green Bonds); ongoing basis.
e. Development of BNI’s function as a debtor
partner in the transition journey through the 2. Anti Fraud Sub-Committee (AAF)
organization of BNI ESG Sustainability & The Anti Fraud Sub-Committee has prepared
Transition (BEST) Event and TKBI Technical a work plan and program for 2026 in order to
Assistant Workshop for BNI debtors in the implement the 4 Pillars of Anti Fraud Strategy
energy sector; as stipulated in POJK No. 12 of 2024, especially
f. Implementation of the Indonesian Taxonomy strengthening the Prevention Pillar. Evaluation
of Sustainable Finance (TKBI) in the energy of the implementation of the work program is
sector in accordance with OJK’s directives. reported in the Anti Fraud Sub-Committee forum.
4. Credit Risk Portfolio (CRO) Sub-Committee 3. Environmental, Social, & Governance (ESG)
In carrying out its management duties during Sub-Committee
2025, the realization of the CRO Sub-Committee The ESG Sub-Committee has established a work
work program is as follows: plan for 2026, as follows:
a. Followed up on developments in debtor
conditions that affect the quality of the Related to Sustainability Products and Services
credit portfolio and the adequacy of monthly a. Increased Green Loan portfolio with a target
provisions; increase of 5% - 10% per year.
b. Established strategies, mitigation measures, b. Development of Sustainability Finance
and follow-up actions for credit risk Framework.
management that may affect the bank's c. Partnership with institutions to develop ESG
health; programs.
c. Re-modeled the calculation of provision d. Development of MSME program:
adequacy, adjusting it to IFRS 9 and the nature 1) Eco-friendly MSMEs:
of business in each segment; • BUMI program with target market
d. Monitored the updating of internal debtor of MSME players who use materials
ratings as a form of periodic monitoring of and produce environmentally friendly
debtor quality and performance. products.
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• Jejak Kopi Khatulistiwa (JKK) program Related to Internal Capacity Development
empowers coffee farmers through the a. ESG Refreshment program for employees.
use of Social Forest land. b. ESG certification for ESG Management
2) MSMEs Go Global: managers: ESG Investing, Climate Risk and
• Encouraging BUMI and JKK programs GRI Standard.
to enter the export market. c. Establishment of ESG Academy.
• Education and capability building d. ESG Campaign through Green LifeStyle
program to support MSMEs to enter for employees and Establishment of ESG
the export market with a target of Ambassador.
27,700 MSMEs. e. ESG Campaign for Customers/Debtors
e. Expansion of “Ayo Menabung dengan through BNI ESG Sustainability & Transition
Sampah” Program to 640 schools. (BEST) Event.
f. Development of an Environmentally Friendly f. BNI participation in national and international
Credit Card program for the purchase of ESG events.
sustainable goods, in collaboration with WWF.
g. Gradual expansion of Agen46 in 3T areas, so 4. Sub-Committee on Credit Risk Portfolio (CRO)
that by 2028, 25,000 agents in 3T areas will be The Sub-Committee on CRO has established
reached. its work plan for 2026, focusing on enhancing
h. Digitalization of outlets for all BNI outlets. the execution of the Credit Risk Portfolio
i. Optimization of digital channels for SME SubCommittee. This initiative aims to improve
transactions, Agen46, and Digital Banking credit risk assessment as the basis for
customers. determining the adequacy of provisioning,
evaluating the quality of the credit portfolio, and
Related to Sustainable Finance Management in formulating credit risk management strategies
Risk Management that may impact the Bank’s financial health.
a. Establish Debtor Transition Advisory
framework and program for high emission
sectors.
b. Alignment of portfolio management with
BUSINESS COMMITTEE (KBI)
transition plan in high emission sector.
c. Debtor Transition Program education for high The Business Committee (KBI) is a committee within
emission sector. BNI authorized to provide recommendations to
d. Operational emissions platform to achieve the Board of Directors regarding product/activity
Operational NZE. management policies, marketing strategies, and
e. Implementation of Climate Risk Stress Test for business ecosystem execution.
100% of loan portfolio.
f. Implementation of Waste Management with The Business Committee was established through
the concept of Zero Waste to Land-fill (ZWTL) Board of Directors Decree No. KP/456/DIR/R. It
and circular economy in all BNI and Subsidiary consists of three subcommittees: the Product
Company offices. Subcommittee (PRC), the Ecosystem Subcommittee
g. Implementation of IFRS S1 & S2. (ECO), and the Marketing Strategy Subcommittee
h. Adoption of PCAF methodology in the (MKT).
calculation of Financing Emissions.
i. Adoption of international best practice BUSINESS COMMITTEE CHARTER
standards.
j. Development of Climate Risk Framework with The Business Committee carries out its duties and
TCFD principles. responsibilities based on the Business Committee
k. Development of Decarbonization Roadmap Charter, which was established by the Board of
and establishment of annual operational Directors through Decree No. KP/456/DIR/R dated
emission decarbonization targets with SBTi September 10, 2025. This charter is periodically
principles. reviewed and updated to align with regulatory
l. Planning and Implementation of Conservation developments and changes in applicable laws.
Project (Carbon Project) for emission offset.
m. Determination of SDGs Focus and Refocusing
CSR programs & targets according to SDGs
Focus.
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DUTIES AND RESPONSIBILITIES OF THE b. Defining and deciding on cross-selling
BUSINESS COMMITTEE strategies and programs, pricing optimization,
and product package deals for the business
1. Product Sub-Committee (PRC) ecosystem of selected customers/debtors/
The Product Sub-Committee (PRC) is responsible prospective customers/prospective debtors,
for the following tasks: in accordance with prevailing authorities;
a. Establishing business scale strategies and c. Setting and monitoring strategic business
development plans through BNI’s products collaboration strategies, including cooperation
and activities; among Divisions/Units/ Functional Units/
b. Conducting a comprehensive assessment and Regional Offices/Sentra/ Branches and
determining the “feasibility” of new products Subsidiaries; and
or activities, particularly those involving d. Overseeing and evaluating the execution
cross-sectoral/segment alliances and strategic strategies for the business ecosystem of
partnerships with subsidiaries or external selected customers/debtors/prospective
companies, by inviting the relevant Sector customers/prospective debtors along with
Director; their value chains.
c. Monitoring the implementation of products/
activities at BNI and making decisions 3. Marketing Strategy Sub-Committee (MKT)
regarding their continuity based on The Marketing Strategy Sub-Committee (MKT) is
recommendations from the Supporting responsible for the following key tasks:
Working Group/product owners; a. Establishing BNI’s marketing and corporate
d. Acting as an arbitration body for crosssectoral branding strategies aligned with BNI’s
issues related to the Performance Management strategic business plans (i.e., Corporate Plan
System (PMS) in the implementation of new & RBB).
products or activities. b. Prioritizing marketing and corporate branding
strategy initiatives that significantly impact
2. Ecosystem Sub-Committee (ECO) BNI’s business and operations, in line with
The ECO Sub-Committee is responsible for the BNI’s planning and budgeting.
following key tasks: c. Reviewing plans and monitoring the
a. Establishing execution strategies for the realization of BNI’s marketing and corporate
business ecosystem of selected customers/ branding strategies.
debtors/prospective customers/prospective
debtors along with their value chains;
STRUCTURE AND MEMBERSHIP OF THE BUSINESS COMMITTEE
The Business Committee consists of members of the Board of Directors, along with appointed Executive
Officers at one level below the Board of Directors. The structure of the Business Committee’s membership
is determined based on a Board of Directors’ Decree, which also serves as the formal assignment of the
Chairperson, Deputy Chairperson, and Committee Members.
The structure, membership, and voting rights status of the Business Committee as of December 31, 2025, are
outlined in Board of Directors’ Decree No. KP/456/DIR/R dated September 10, 2025, regarding the Issuance of
the Board of Directors’ Decree on the Structuring of the Business Committee (KBI), as follows:
1. Product Sub-Committee (PRC)
Position in the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Finance & Strategy Director Holds voting rights
Corporate Planning & Performance Management Division Head
Secretary Holds no voting rights
(also Permanent Member)
1. Network & Retail Funding Director
Permanent Member at the 2. Risk Management Director
Holds voting rights
Director & SEVP level 3. Information Technology Director
4. Operations Director
Permanent Member at the
Human Capital & Compliance Director* Holds no voting rights
Board of Directors level
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Position in the Committee Filled In by Voting Rights Status
1. Policy Governance Division Head
2. Network Strategy & Development Division Head
3. Enterprise Risk Management Division Head
4. Operational Risk Management Division Head
Permanent Member at the
5. Anti Fraud Unit Head
Division/Unit/Functional Unit Holds no voting rights
6. IT Strategy & Architecture Division Head
level
7. Banking OperationsDivision Head
8. Compliance Division Head
9. Legal Division Head
10. Customer Experience Center Division Head
As stipulated in the
Non-permanent Member Director of Division/SEVP/Division Head/Unit/Functional Unit
committee working
(Non-voting member) related to the topic or product under discussion.
guidelines
*) Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee’s work guidelines.
2. Ecosystem Sub-Committee (ECO)
Position in the Committee Filled In by Voting Rights Status
Chairman Deputy President Director Holds voting rights
Corporate Banking Director/ Institutional Director (concurrently a
Vice Chairman Holds voting rights
permanent member)
Wholesale Transaction Product & Value Chain Division Head
Secretary Holds no voting rights
(concurrently a permanent member)
1. Commercial Banking/SEVP Commercial & SME Director
2. Treasury & International Banking/SEVP Treasury Director
Permanent Member at the 3. Consumer Banking Director
Holds voting rights
Director & SEVP level 4. Network & Retail Funding/SEVP Network & Sales Director
5. SEVP Wholesale Solutions & Value Chain/SEVP Government
Solution
1. Corporate Banking Division Head *
2. Institutional Banking Division Head *
3. Enterprise Banking Division Head *
4. International & Financial Institutions Division Head *
5. SME Banking Division Head
Permanent Member at the
6. Wealth Management Division Head
Division/Unit/Functional Unit Holds no voting rights
7. Consumer Segment Division Head
level
8. Network Strategy & Development Division Head
9. Treasury Division Head
10. Government Solution Head
11. Corporate Planning & Performance Management Division
Head
Director of Division/SEVP/Division Head/Unit/Functional Unit/ As stipulated in the
Non-permanent Member Regional Office/Branch/Center/Subsidiary related to the topic committee working
under discussion. guidelines
*) Adjusted to the topic of discussion
3. Marketing Strategy Sub-Committee (MKT)
Position in the Committee Filled In by Voting Rights Status
Chairman Consumer Banking Director Holds voting rights
Vice Chairman Finance & Strategy Director Holds voting rights
Marketing Communications Division Head (concurrently a
Secretary Holds no voting rights
permanent member)
1. Network & Retail Funding Director
Permanent Member at the 2. Corporate Banking Director
Holds voting rights
Director & SEVP level 3. SEVP Wholesale Solutions & Value Chain
4. SEVP Network & Sales
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Position in the Committee Filled In by Voting Rights Status
1. Corporate Banking Division Head *
2. Institutional Banking Division Head *
3. Enterprise Banking Division Head *
4. International & Financial Institutions Division Head *
5. Wealth Management Division Head
6. Consumer Segment Division Head
7. Consumer Product Division Head
Permanent Member at the
8. Card Business Division Head
Division/Unit/Functional Unit Holds no voting rights
9. Retail Digital Product & Partnership Division Head
level
10. Retail Digital Channel Division Head
11. Wholesale Transaction Product & Value Chain Division Head
12. Wholesale Transaction Digital Channel Division Head
13. Network Strategy & Development Division Head
14. Corporate Planning & Performance Management Division
Head
15. Corporate Secretary Division Head
Director of Division/SEVP/Division Head/Unit/Functional Unit/ As stipulated in the
Non-permanent Member Regional Office/Branch/Center/Subsidiary related to the topic of committee working
discussion. guidelines
*) Adjusted to the topic of discussion
TERM AND TENURE OF THE BUSINESS BUSINESS COMMITTEE MEETINGS
COMMITTEE
Implementation of Business Committee Meeting
The tenure of the Business Committee members 1. The Sub-Committees convene meetings at
is determined in alignment with their respective predetermined locations, times, and dates to
structural terms within BNI. allow all members to manage their attendance.
The meeting frequency is as follows:
PROFILE OF THE CHAIRPERSON AND a. The Product Sub-Committee holds meetings
MEMBERS OF THE BUSINESS COMMITTEE at least 2 (two) times a year and/or as needed.
b. The Ecosystem Sub-Committee holds
Information about the profiles of the members meetings at least 4 (four) times a year and/or
of the Business Committee is described in detail as needed.
in the Company Profile Chapter, the Board of c. The Marketing Strategy Sub-Committee holds
Directors Profile Subchapter, the Senior Executive meetings at least 2 (two) times a year and/or
Vice President (SEVP) Profile Subchapter, and the as needed.
Executive Officers Subchapter. 2. The Sub-Committee may hold impromptu
meetings to consider the importance of issues
BUSINESS COMMITTEE CERTIFICATION that require immediate decisions.
3. The Sub-Committee quorum consists of the
BNI ensures that all personnel of the Business Chairperson, Vice Chairperson, and permanent
Committee meet the required qualifications and members at the Director & SEVP level. A Sub-
competency certifications in accordance with Committee quorum is achieved if at least ½ (half)
applicable regulations. In 2025, the Business of the sub-committee quorum is present, and the
Committee has participated in a certification Chairperson and/or Vice Chairperson must be
program in accordance with applicable regulations. present.
4. In decision-making, only all voting members,
STATEMENT OF INDEPENDENCE OF THE consisting of Permanent and Non-Permanent
BUSINESS COMMITTEE Members at the Board of Directors and SEVP
The Business Committee consistently upholds the levels, shall be present at the meeting and shall
principles of independence in exercising its duties, have voting rights.
responsibilities, and authorities. All members of
the Business Committee are committed to acting
objectively, professionally, and free from any
external influence. This independence is formally
manifested through a statement of independence
signed by each committee member.
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Meeting Frequency and Attendance
1. Product Sub-Committee (PRC)
Attendance
No. Date Meeting Agenda Notes
Quorum (%)
Progress of the 2025 RPPB and Proposal The Product Sub-Committee
1 March 21, 2025 80%
of the RPPB for the March 2025 Period approved the RPPB agenda
Resolution: Approval of the Business
2 June 10, 2025 Approval of the June 2025 RPPB 100%
Plan (RBB), including the RPPB
Approval of the proposed RPPB for the
September 22, Resolution: The proposed RPPB for
3 September 2025 period and update on 100%
2025 September 2025 was approved
wondr R5
Resolution: Approval of the Business
4 October 22, 2025 Approval of the 2026 RPPB 100% Plan (RBB) / Corporate Work Plan and
Budget (RKAP), including the RPPB
wondr: Overview of ticketing services Resolution: Discussion on wondr
5 November 17, 2025 100%
and development status product
2. Ecosystem Sub-Committee (ECO)
Due to the establishment of the Ecosystem Sub-Committee (ECO) at the end of 2025, there were no
meetings held by this sub-committee during the current year.
3. Marketing Strategy Sub-Committee (MKT)
Information regarding the MKT Sub-Committee meetings and member attendance rates is detailed in the
following table:
Attendance
No. Date Meeting Agenda
Quorum (%)
1 February 19, 2025 wondr Rejeki BNI 2025 100% (Fulfilled)
2 February 19, 2025 SOGO Partnership 100% (Fulfilled))*
3 June 13, 2025 Proposal for UI Endowment Fund 100% (Fulfilled)*
4 June 19, 2025 Proposal for ITB Ultra Marathon 2025 100% (Fulfilled)
5 July 2, 2025 Proposal for BNI Expo/wondr X 2025 100% (Fulfilled)
6 July 28, 2025 Proposal for wondr is Everywhere 100% (Fulfilled)
Proposal for Sponsorship of the Pertamina MotoGP Grand Prix of
7 September 30, 2025 100% (Fulfilled))*
Indonesia 2025
8 October 6, 2025 Review of the Implementation of ITB Ultra Marathon 100% (Fulfilled)
9 October 6, 2025 Update on Cooperation with Metro TV and Other Publishers 100% (Fulfilled)
10 October 24, 2025 Proposal for Final Tapenas Program 100% (Fulfilled)
11 October 24, 2025 Review of the Socialization of the KPP Alam Sutera Event 100% (Fulfilled)
12 November 28, 2025 Sponsorship of Noble Padel PIK 100% (Fulfilled)
13 November 28, 2025 BNI Customer Gathering Event – Chinese New Year 2026 100% (Fulfilled)
14 November 28, 2025 wondr Multicurrency Investment Special Program 100% (Fulfilled)
Addition of Out-of-Home (OOH) Media and Update on Media
15 November 28, 2025 100% (Fulfilled)
Partnerships
Budget Proposal for Mass KUR Contract Signing Activities for 800,000
16 December 29, 2025 100% (Fulfilled)*
Debtors
*)
Meetings were conducted through a circular resolution, which requires approval from all Chairpersons, Vice Chairpersons, and permanent members with voting
rights.
TRAINING AND/OR COMPETENCY ENHANCEMENT OF THE BUSINESS COMMITTEE IN
2025
In 2025, all member of the Business Committee participated in various training, seminars, and workshops to
maintain their expertise and competencies, ensuring effective execution of daily responsibilities. Information
related to this has been described in the Company Profile Chapter, Competency Development Policy
subchapter in the discussion entitled Senior Executive Vice President (SEVP) Competency Development,
as well as in the Corporate Governance Chapter, Board of Directors subchapter, in the discussion entitled
Training and/or Competency Improvement of the Board of Directors Members in 2025.
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IMPLEMENTATION OF THE DUTIES OF THE d. Evaluation of the progress of Bank Product
BUSINESS SUB-COMMITTEES IN 2025 Development for the September 2026
period and submission of the Bank Product
1. Product Sub-Committee (PRC) Implementation Plan for 2027.
In 2025, the PRC Sub-Committee carried out its
duties and responsibilities in accordance with its 2. Ecosystem Business Sub-Committee (ECO)
functions and implemented all work programs, The Ecosystem Business Sub-Committee (ECO)
including: has prepared its work plan for 2026, with a
a. Monitoring and reporting on the realization of focus on determining the scale and strategy for
the Bank Product Implementation Plan for the executing selected customer/debtor/potential
March 2025 period customer/potential debtor business ecosystems
b. Monitoring and reporting on the realization of along with their respective value chains.
the Bank Product Implementation Plan for the
June 2025 period; 3. Marketing Strategy Sub-Committee (MKT)
c. Monitoring and reporting on the realization of The MKT Sub-Committee has prepared its
the Bank Product Implementation Plan for the work plan for 2026 in line with its duties and
September 2025 period; responsibilities, as follows:
d. Submission of the Bank Product 1. Determining the scale and direction of BNI’s
Implementation Plan for 2026. marketing and corporate branding strategy
for 2026.
2. Ecosystem Business Sub-Committee (ECO) 2. Prioritizing marketing and corporate branding
Throughout 2025, the Ecosystem Business strategic initiatives that have a significant
Sub-Committee (ECO) carried out its duties in impact on BNI’s business and operations
accordance with the established responsibilities. and are aligned with BNI’s 2026 planning and
budgeting.
3. Marketing Strategy Sub-Committee (MKT)
Throughout 2025, the MKT Sub-Committee held
sixteen (16) meetings, with the objectives to:
1. Determine the scale and direction of BNI’s
marketing and corporate branding strategy.
PERFORMANCE MANAGEMENT
2. Prioritize marketing and corporate branding COMMITTEE (PMC)
strategic initiatives that have a significant
impact on BNI’s business and operations
and are aligned with BNI’s planning and The Performance Management Committee (PMC) is
budgeting. one of the Permanent Committees at BNI, serving as
3. Review plans and monitor the realization of a forum for budget monitoring policy management
and streamlining the performance management
marketing strategies
process within BNI. This ensures the alignment of
strategic planning while facilitating target setting
BUSINESS COMMITTEE WORK PLAN FOR and performance appraisals. The formation of this
2026 committee refers to Board of Directors Decree No.
KP/460/DIR/R dated September 10, 2025, regarding
1. Product Sub-Committee (PRC) the Restructuring of the Performance Management
The PRC Sub-Committee has prepared its work Committee.
plan for 2026, as follows:
a. valuation of the progress of Bank Product PERFORMANCE MANAGEMENT
Development for the September 2026 period COMMITTEE CHARTER
and the Bank Product Implementation Plan for
the March 2027 period. All PMC members are required to carry out their duties
and responsibilities professionally and independently
b. Evaluation of the progress of Bank Product
in order to achieve the Bank’s targets by referring to the
Development for the March 2026 period and
matters stipulated in the Performance Management
discussion of the Bank Product Implementation Committee Charter. These guidelines have been
Plan for the June 2027 period. stipulated by the Board of Directors through Decree
c. Evaluation of the progress of Bank Product of the Board of Directors No. KP/460/DIR/R dated
Development for the June 2026 period and September 10, 2025. The Performance Management
the Bank Product Implementation Plan for the Committee Charter is reviewed periodically, and if
September 2027 period. necessary, can be updated later in accordance with
developments/changes in applicable legal regulations.
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DUTIES AND RESPONSIBILITIES OF THE PERFORMANCE MANAGEMENT COMMITTEE
The description of the duties of the BNI PMC are as follows:
1. Strategic Planning
a. Reviewing and ensuring alignment between the Corporate Plan, General Policy of the Board of Directors,
the Bank’s Business Plan and Budget Determination, and suggesting adjustments if necessary;
b. Reviewing and approving the Bank’s strategy and recommending changes to the Corporate Plan/Bank’s
Business Plan;
c. Reviewing the performance review process that is carried out periodically.
2. Target Setting
a. Approving and setting the annual schedule (timeline) and being responsible for Planning & Budgeting;
b. Supervising and monitoring the progress of Planning & Budgeting activities;
c. Reviewing and approving the suggested targets and/or budget adjustments (forecasting);
d. Deciding on Capex proposals with certain criteria (business cases).
3. Performance Assessment
a. Review, provide insight and approve KPIs at the Sectoral and Division/Unit/Functional Unit levels;
b. Reviewing and providing recommendations for BNI's Board of Directors (BOD) KPIs;
c. Reviewing and providing recommendations for BNI's SEVP KPIs;
d. Providing recommendations to Sectoral & Divisions/Units/Functional Units regarding the determination
and cascading of KPIs and targets;
e. Reviewing the implementation of the performance management process on a sustainable basis;
f. Providing recommendations for policy amendment initiatives to enhance the effectiveness of performance
management;
g. Reviewing and deciding the PMS scores for the Q4 period (whereas PMS scores for Q1, Q2, and Q3 periods
are reviewed and decided by the Director supervising the PMS function);
h. Acting as an arbitration body for issues related to performance measurement.
STRUCTURE AND MEMBERSHIP OF THE PERFORMANCE MANAGEMENT COMMITTEE
The Performance Management Committee (PMC) consists of members of the Board of Directors, along with
Executive Officers one level below the Board who are appointed to serve. The structure and membership of the
Performance Management Committee are determined by a Board of Directors Decree, which also serves as the
official assignment of the Chairperson, Deputy Chairperson, and Committee Members.
The structure, membership, and voting rights status of the PMC as of December 31, 2025, pursuant to Board of
Directors Decree No. KP/460/DIR/R dated September 10, 2025, are as follows:
Position in the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Deputy President Director Holds voting rights
Corporate Planning & Performance Management Division
Secretary Holds no voting rights
Head (concurrently Permanent Member)
Permanent Member at the
All Board of Directors & SEVP Members Holds voting rights
Director & SEVP level
Permanent Member at the
Human Capital & Compliance Director Holds no voting rights
Board of Directors level
1. Corporate Planning & Performance Management
Division Head
2. Internal Audit Unit Head
Permanent Member at the 3. Human Capital Strategy Division Head
Division/Unit/Functional Unit 4. Treasury Division Head Holds no voting rights
level 5. AI & Big Data Analytics Division Head
6. Network Strategy & Development Division Head
7. Corporate Development & Transformation Division Head
8. Human Capital Business Partner Head
Division Head/Unit/Functional Unit related to the topic of
Non Permanent Member Holds no voting rights
discussion
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TERM AND TENURE OF THE PERFORMANCE MANAGEMENT COMMITTEE
The tenure of PMC membership follows the respective structural terms of office within BNI.
PROFILE OF THE CHAIRPERSON AND MEMBERS OF THE PERFORMANCE MANAGEMENT
COMMITTEE
Comprehensive information on the profiles of PMC members is provided in the Company Profile chapter,
specifically in the sub-chapters on the Board of Directors’ Profile, Senior Executive Vice President (SEVP) Profile,
and Executive Officers Profile.
CERTIFICATION OF THE PERFORMANCE MANAGEMENT COMMITTEE
BNI ensures that all PMC personnel meet the required qualification and competency certification standards in
accordance with applicable regulations. In 2025, the PMC Committee has participated in a certification program in
accordance with applicable regulations.
INDEPENDENCE STATEMENT OF THE PERFORMANCE MANAGEMENT COMMITTEE
All PMC members declare their ability and commitment to fulfilling their duties and responsibilities in compliance
with prevailing regulations and Good Corporate Governance (GCG) principles.
MEETINGS OF THE PERFORMANCE MANAGEMENT COMMITTEE
Implementation of Performance Management Committee Meeting
The policies and procedures governing PMC meetings at BNI are as follows:
1. The Committee convenes meetings at least 2 (two) times per year or as necessary, at a designated venue, time,
and date, to ensure all members are able to manage their attendance accordingly.
2 The Committee quorum shall include the chairperson, vice chairperson, and designated permanent members
at the Director and SEVP levels. A quorum for a committee meeting is achieved if at least half of the committee’s
quorum is present, and the Chairperson and/or Vice Chairperson shall also be present.
3. In decision-making, only all voting members, consisting of Permanent and Non-Permanent Members at the
Director and SEVP levels, shall be present at the meeting and shall have voting rights.
Meeting Frequency and Attendance Rate
Attendance
No. Date Meeting Agenda
Quorum (%)
1 February 3, 2025 January 2025 Financial Performance 100% (Fulffiled)
2 February 13, 2025 Finalization of Q4 2024 Unit PMS 100% (Fulffiled)
3 March 17, 2025 2025 Performance Review 100% (Fulffiled)
4 July 11, 2025 June 2025 Financial Performance 100% (Fulffiled)
5 August 12, 2025 July 2025 Financial Performance 100% (Fulffiled)
6 September 15, 2025 August 2025 Financial Performance 100% (Fulffiled)
7 October 14, 2025 September 2025 Financial Performance 100% (Fulffiled)
8 December 1, 2025 October 2025 Financial Performance 100% (Fulffiled)
9 December 22, 2025 2026 Unit KPI Governance 100% (Fulffiled)
10 1 Desember 2025 Financial Performance Oktober 2025 100% (Fulffiled)
11 22 Desember 2025 Governance KPI Unit 2026 100% (Fulffiled)
TRAINING AND/OR COMPETENCY ENHANCEMENT OF THE PERFORMANCE
MANAGEMENT COMMITTEE IN 2025
All members of the PMC Committee have participated in several training activities, seminars, and workshops to
enhance their competence and knowledge in relevant fields. Information related to this has been described in
the Company Profile Chapter, Competency Development Policy subchapter in the discussion entitled Senior
Executive Vice President (SEVP) Competency Development, as well as in the Corporate Governance Chapter,
Board of Directors subchapter, in the discussion entitled Training and/or Competency Improvement of the
Board of Directors Members in 2025
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WORK PLAN OF THE PERFORMANCE TECHNOLOGY MANAGEMENT COMMITTEE
MANAGEMENT COMMITTEE FOR 2025 CHARTER
Throughout 2025, BNI’s PMC Committee undertook The Technology Management Committee Charter
several initiatives and implemented work programs, was established as the primary governance
including: framework guiding the Committee in overseeing the
1. Reviewing and ensuring alignment between the
Bank’s digital transformation. The Charter provides
Corporate Plan, the Board of Directors’ General
a clear mandate for the TMC to evaluate, direct, and
Policy, the Bank’s Business Plan, and Budget
Allocation. ensure that all technology initiatives and innovations
2. Approving the RBB (Bank Business Plan) and RKAP are fully aligned with business objectives, data
(Work Plan and Budget) for 2025–2027. security requirements, and applicable regulatory
3. Supervising and monitoring developments in standards.
Planning & Budgeting activities.
4. Providing recommendations on the determination This Charter is subject to periodic review and update
and cascading of KPIs and targets for 2025. to ensure continued alignment with applicable
5. Merekomendasikan dalam hal penentuan dan
regulations and the Bank’s needs. In 2025, the BNI
cascading (penurunan) KPI dan target tahun 2025.
Technology Management Committee Charter was
6. Reviewing and finalizing the PMS (Performance
Management System) scores for Q4 2023. updated and formally enacted pursuant to Decree
No. KP/461/DIR/R dated 10 September 2025.
WORK PLAN OF THE PERFORMANCE
MANAGEMENT COMMITTEE FOR 2026 DUTIES AND RESPONSIBILITIES OF THE
TECHNOLOGY MANAGEMENT COMMITTEE
PMC has outlined its work plan for 2026, focusing on
the following strategic priorities: a. Technology Management Committee
1. Conducting a review of the 2026 RBB and RKAP. (TMC)
2. Conducting Monthly Performance Reviews for 2026.
1) Establish IT policies, including but not limited
3. Reviewing and ensuring the alignment of KPIs with
to IT governance, IT architecture, IT risk
the Bank-wide strategy and targets for 2026.
4. Reviewing and evaluating PMS scores for Q1, Q2, and Q3. management, cyber resilience & security,
5. Reviewing and finalizing the PMS scores for Q4 2025. the use of IT service providers, electronic
6. Reviewing and approving the 2027 – 2029 RBB and system placement, data management &
RKAP for 2026–2030. personal data protection, internal control &
internal audit, assessment of IT operations, IT
development, IT operations, and IT activities
TECHNOLOGY MANAGEMENT within the financial conglomeration.
COMMITTEE (KMT) 2) Establish the IT Strategic Plan (ITSP).
3) Establish the initial annual list of (bank-wide)
In the midst of this era of rapid digital transformation, IT development initiatives, by considering
the Technology Management Committee (KMT) their alignment with the Bank's business
serves as a guide and guardian to ensure that strategy based on cost & benefit analysis.
technology is used optimally, thereby increasing the 4) Conduct evaluations, provide direction
effectiveness of business strategies and responding to Management, monitor, and provide
to customer needs. This committee reviews recommendations regarding all IT activities,
the direction of technology development, from IT performance, IT performance improvement
infrastructure investment and information systems efforts, and the measurement of effectiveness
to increasingly crucial cybersecurity policies. & efficiency of IT governance implementation.
The arrangement of the Technology Management b. Sub-Committee: IT Project Committee
Committee (KMT) was established through the (ITPC)
Board of Directors Decree No. KP/461/DIR/R dated 1) Establish the proposed initial annual list
September 10, 2025, by adding new 3 (three) (prioritization) of IT development initiatives
Subcommittees, namely the IT Project Committee to be subsequently decided upon by the
(ITPC) Subcommittee, the Release Control Board Technology Management Committee (TMC).
(RCB) Subcommittee, and the IT Steering Committee 2) Establish ongoing annual (insertion)
(ITSC) Subcommittee. IT development project initiatives for
implementation, considering their alignment
with the Bank's business strategy based on
cost & benefit analysis.
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c. Sub-Committee: Release Control Board (RCB)
1) Approve proposed deployments of IT developments or IT system fixes to the production environment
according to decision criteria, considering IT risk management.
2) Conduct evaluations, monitor, and provide recommendations regarding proposed deployments,
considering IT risk management
d. Sub-Committee: IT Steering Committee (ITSC)
1) Conduct discussions/evaluations/decisions regarding the execution of IT projects (timeline, progress,
scope, budget, resources).
2) Conduct discussions/evaluations/decisions regarding specific IT topics.
STRUCTURE AND MEMBERSHIP OF THE TECHNOLOGY MANAGEMENT COMMITTEE
KMT comprises all members of the Board of Directors, along with designated Executive Officers one level
below the Board. The structure of BNI’s KMT is determined based on its Terms of Reference (TOR), which also
serves as the official designation of the Chairman, Deputy Chairman, and Committee Members.
Based on the Appendix to the Board of Directors' Decree No. KP/461/DIR/R dated September 10, 2025,
regarding the Organization of the Technology Management Committee (KMT), the structure, membership,
and voting rights status of the KMT as of December 31, 2025, are as follows:
1. Technology Management Committee (KMT)
Position on the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Deputy President Director Holds voting rights
Secretary IT Strategy & Architecture Division Head (concurrently serves as a Holds no voting rights
Permanent Member)
Permanent Members at 1. Deputy President Director Holds voting rights
the Director & SEVP Level 2. Treasury & International Banking Director
3. Commercial Banking Director
4. Risk Management Director
5. Finance & Strategy Director
6. Network & Retail Funding Director
7. Institutional Director
8. Corporate Banking Director
9. Consumer Banking Director
10. Operations Director
11. SEVP of Information Technology
Permanent Members at Human Capital & Compliance Director* Holds voting rights
the Director Level
Permanent Members at 1. IT Strategy & Architecture Division Head Holds no voting rights
the Division/Unit Level/ 2. Application Development Division Head
Functional Unit 3. Wholesale Digital Delivery Division Head
4. Retail Digital Delivery Division Head
5. IT Application Services Division Head
6. IT Infrastructure Management Division Head
7. CISO Division Head
8. AI & Big Data Analytics Division Head
9. Retail Digital Channel Division Head
10. Wholesale Digital Channel Division Head
11. Enterprise Risk Management Division Head
12. Head of Operational Risk Management Division
13. Head of Compliance Division
14. Head of Corporate Planning & Performance Management
Division
15. Head of Procurement & Fixed Assets Division
16. Human Capital Business Partner
17. Senior Operational Risk Executive Technology, Digital &
Operations
18. Head of Internal Audit Unit
Non-permanent Members Directors / SEVPs / Heads of Divisions, Units, or Functional Units As stipulated in the
(Non-voting Member) relevant to the topics under discussion Committee's Work
Guidelines
*) Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee's work guidelines.
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2. IT Project Committee (ITPC) Sub-Committee
Position on the Committee Filled In by Voting Rights Status
Chairman Information Technology Director Holds voting rights
Secretary IT Strategy & Architecture Division Head (concurrently serves Holds no voting rights
as a Permanent Member)
Permanent Members at the 1. Director overseeing IT development initiatives or relevant Holds voting rights
Director & SEVP Level Director based on the discussion topic
2. Finance & Strategy Director
3. SEVP of Information Technology
Permanent Members at the 1. Corporate Planning & Performance Management Division Holds no voting rights
Division/Unit Level/ Functional Head
Unit 2. Division Head related to IT development initiatives or
relevant to the discussion topic
3. Senior Operational Risk Executive Technology
Permanent Members at the Director/SEVP related to the discussion topic Holds no voting rights
Director & SEVP Level
Non-permanent Members Head of Division/Unit/Functional Unit related to the discussion Holds no voting rights
topic
3. Release Control Board (RCB) Sub-Committee
Position on the Committee Filled In by Voting Rights Status
Chairman Information Technology Director Holds voting rights
Secretary IT Strategy & Architecture Division Head (concurrently serves as a Holds no voting rights
Permanent Member)
Permanent Members at the 1. Director and/or SEVP overseeing IT development initiatives Holds voting rights
Director & SEVP Level 2. Finance & Strategy Director
3. SEVP of Information Technology
Permanent Members at 1. IT Infrastructure Management Division Head Holds no voting rights
the Division/Unit Level/ 2. CISO Division Head
Functional Unit 3. Senior Operational Risk Executive Technology, Digital &
Operations
4. Head of Division related to IT development initiatives or
relevant to the discussion topic
5. Enterprise Risk Management Division Head
6. Operational Risk Management Division Head
7. IT Strategy & Architecture Division Head
Permanent Members at the Director/SEVP related to the discussion topic Holds voting rights
Director & SEVP Level
Non-permanent Members Head of Division/Unit/Functional Unit related to the discussion Holds no voting rights
topic
4. IT Steering Committee (ITSC) Sub-Committee
Position on the Committee Filled In by Voting Rights Status
Chairman Information Technology Director Holds voting rights
Secretary Head of SKTI* Division (concurrently serves as a Permanent Holds no voting rights
Member)
Permanent Members at the 1. The Director and/or SEVP overseeing IT development initiatives Holds voting rights
Director & SEVP Level and/or the Director and/or SEVP relevant to the topic of
discussion
2. SEVP of Information Technology
Permanent Members at the Director/SEVP related to the discussion topic Holds no voting rights
Director & SEVP Level
Non-permanent Members Head of Division/Unit/Functional Unit related to the discussion topic Holds no voting rights
TERM AND TENURE OF THE TECHNOLOGY MANAGEMENT COMMITTEE
In accordance with the charter established through Director’s Decree No. KP/461/DIR/R dated
September 10, 2025, the tenure of KMT membership follows the term of office in the structural positions at
BNI.
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PROFILE OF THE CHAIRPERSON AND MEMBERS OF THE TECHNOLOGY MANAGEMENT
COMMITTEE
Comprehensive information regarding the profiles of KMT members is provided in the Company Profile
chapter, under the sub-chapters: Profile of the Board of Directors, Profile of Senior Executive Vice Presidents
(SEVPs), and Profile of Executive Officers.
CERTIFICATION OF THE TECHNOLOGY MANAGEMENT COMMITTEE
BNI ensures that all KMT personnel meet the required qualification and competency certification standards
in accordance with applicable regulations. By 2025, KMT has fulfilled the established certification program.
INDEPENDENCE STATEMENT OF THE TECHNOLOGY MANAGEMENT COMMITTEE
BNI guarantees that all KMT members meet the required independence criteria and are capable of carrying
out their duties independently, upholding the best interests of the Bank, and remaining free from any
external influence. The KMT’s statement of independence has been expressed in a Pledge of Integrity that is
periodically renewed and signed by all KMT members.
MEETINGS OF THE TECHNOLOGY MANAGEMENT COMMITTEE
Implementation of Technology Management Committee
The policies and procedures for conducting KMT meetings at BNI are as follows:
1. Committee Meetings
a. The committee shall convene meetings at least four (4) times a year.
b. Additional meetings may be held beyond the standard schedule under the following circumstances:
1) Emergency meetings may be convened when critical issues require immediate resolution.
Decisions made by the committee shall be executed through the Committee Secretary.
2) Limited meetings may be conducted with relevant Divisions/Units to formulate operational policies
aligned with the committee’s established policies.
2. The Committee/Subcommittee is allowed to hold an unexpected meeting considering the importance of
the issue that requires immediate decision.
3. The quorum of the Committee/Subcommittee shall include the chairperson, vice chairperson, and
standing members at the level of the Board of Directors and SEVP as determined. The quorum of the
Committee/Subcommittee shall be achieved if at least more than ½ (half) of the quorum of the Committee/
Subcommittee is present and must be attended by the Chairperson and/or Vice Chairperson.
4. In decision-making, only all voting members, consisting of Permanent and Non-Permanent Members
Committee/Subcommittee at the Director and SEVP levels, shall be present at the meeting and shall have
voting rights.
Frequency and Attendance Rate
Period January 1, 2025 – September 9, 2025
1. Technology Management Committee
Attendance
No. Date Meeting Agenda
Quorum (%)
1 February 24, KMT: Knowledge Management System with Gen AI; LMS Retail Update 90% (Fulfilled)
2025
2 March 10, 2025 KMT: Approval of the 2025–2029 SOE IT Strategic Plan (RSTI); and 2025 Eid 100% (Fulfilled)
Readiness Update
3 April 21, 2025 KMT: Review of 2025 Eid Holiday Activities; and Core Banking Modernization 90% (Fulfilled)
Update
4 July 14, 2025 KMT: Progress of IT Project Implementation & Automation CAPEX Realization; 100% (Fulfilled)
Cybersecurity Threats & How We Protect Customers
5 March 6, 2025 ITPC: Establishment of IT project development initiatives including Autodebit, JITU 100% (Fulfilled)
application enhancement, Pre-Production Infrastructure and Critical Application Testing,
Operational Infrastructure Tools Development, Security Preventions 2025, Govtech 2025,
Acceptance of Mastercard Payment Gateway Services (MPGS) in BNI Acquiring, RPA
Enhancement 2025, Security Operations 2025, Axway Development, Avatar 2025, WEM
Investment System Enhancement 2025, HCMS Core Upgrade, ECM (Enterprise Content
Management) – EPP Development, Citynet Rec 7 Reconciliation Engine Enhancement,
ODS & ODW Professional Services, Virtualization Server License, IT Development
Support Services
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Attendance
No. Date Meeting Agenda
Quorum (%)
6 May 14, 2025 ITPC: Establishment of IT project development initiatives including Emission 100% (Fulfilled)
Management Platform, Blockchain-Based Credit Document Integrity System
7 May 22, 2025 ITPC: Establishment of IT project development initiatives including Retail Billing 100% (Fulfilled)
Payment, PSAK 71 Application License, Balance Sheet & Liquidity Risk System
(BaSeLS), Risk Management Information System (RMIS), ATM Replacement with
CRM – 2025, Transaction-Based Lending (BWU Pandu Mikro – Value Chain, Digital,
Agency, Invoice Financing), Agricultural Sector Credit Process Digitalization, Big
Data License, BNI Corporate Website Revamp, Treasury Surrounding System
Enhancement, Metadata Management Solution, Enhancement for PPATK
Regulatory Requirements 2025
8 June 23, 2025 ITPC: Establishment of IT project development initiatives including Graph 100% (Fulfilled)
Database Technology, Wondr Project Development License
9 July 2, 2025 ITPC: Establishment of IT project development initiatives including eLo Bridging 100% (Fulfilled)
Enhancement, BNI Fleksi Digital Loan Wondr Feature, BNI Kasbon and BNI
PayLater
10 July 10, 2025 ITPC: Establishment of IT project development initiatives including Join Financing 100% (Fulfilled)
Enhancement, Multi-Currency Savings, Database System Capability & Availability
and Recovery
11 August 2, 2025 ITPC: Establishment of IT project development initiatives including KFTC 100% (Fulfilled)
Electronic Banking, IT QA Support for System/Application Testing (Test Engineer
& Functional Tester), BNIMove RPB, Tableau Server Core Software License,
Enterprise Event Bus (EEB) Subscription
12 January 22, ITSC: Treasury Management System Project – System Integration Test (SIT) Report 100% (Fulfilled)
2025
13 February 18, ITSC: LMS Retail Project – Interim Solution Follow-Up 100% (Fulfilled)
2025
14 March 3, 2025 ITSC: International Wealth Management System (i-Wealth) Project – Singapore 100% (Fulfilled)
Compliance Approval
15 March 6, 2025 ITSC: Avatar Project – Scoping, Prioritization, Target, Governance & Risk 100% (Fulfilled)
16 March 7, 2025 ITSC: Centralization of Overseas Branches System Project – Progress Report and 100% (Fulfilled)
KLN Go-Live Target Determination
17 March 18, 2025 ITSC: International Wealth Management System (i-Wealth) Project – Singapore 100% (Fulfilled)
Soft Launch Check
18 March 21, 2025 ITSC: Treasury Management System Project – User Acceptance Test (UAT) Report 100% (Fulfilled)
19 April 28, 2025 ITSC: Personal Data Protection Project – Consent Management and Cookies 100% (Fulfilled)
Management
20 May 2, 2025 ITSC: International Wealth Management System (i-Wealth) Project – Singapore 100% (Fulfilled)
Post-Launch Report
21 May 6, 2025 ITSC: Treasury Management System Project – Performance Test Report 100% (Fulfilled)
22 May 27, 2025 ITSC: Climate Risk Stress Testing (CRST) Project – Release 1 Report and Go-Live 100% (Fulfilled)
Plan for Release 2
23 May 28, 2025 ITSC: Avatar Project – Cadence, Trade Limit, Implementation of Trade & Supply 100% (Fulfilled)
Chain Command Center
24 June 4, 2025 ITSC: Treasury Management System Project – Mock Run Report 100% (Fulfilled)
25 July 3, 2025 ITSC: Wondr Project – Release 4 Activities 100% (Fulfilled)
26 July 4, 2025 ITSC: Avatar Project – Account Plan, Servicing, Internal Tools 100% (Fulfilled)
27 July 21, 2025 ITSC: Treasury Management System Project – Runbook Implementation Report 100% (Fulfilled)
and Go/No-Go
28 August 8, 2025 ITSC: Treasury Management System Project – Application Switch Over / Switch 100% (Fulfilled)
Back Activities
29 August 12, 2025 ITSC: Avatar Project – Limit Mechanism and Flow, and Outstanding Limit 100% (Fulfilled)
30 August 25, 2025 ITSC: Wondr Project – Onboarding Evaluation 100% (Fulfilled)
31 August 29, 2025 ITSC: Wondr Project – Fraud Detection Update and Release 4.2 100% (Fulfilled)
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Period September 10, 2025 – December 31, 2025
1. Technology Management Committee
Attendance
No Date Meeting Agenda
Quorum (%)
1 October 14, 2025 Progress of IT Project Implementation as of Q3 2025, and IT Planning Session 95.8% (Fulfilled)
2026
2 November 24, Update on Subsidiaries Synergy; Proposed Revision of the 2024–2028 IT 100% (Fulfilled)
2025 Strategic Plan (RSTI); Proposed 2026 IT Project Portfolio; Proposed 2026 IT
Development Plan (RPTI)
3 December 22, 2025 Year-End/Nataru Operational Update; Update on Fraud Detection System 83.3% (Fulfilled)
Improvement Crash Plan
2. IT Project Committee (ITPC) Sub-Committee
Attendance
No Date Meeting Agenda
Quorum (%)
1 September 12, Establishment of IT project development initiatives including Professional 100% (Fulfilled)
2025 Services for Enterprise Data Platform Development, Development of Storage
and Backup Devices to support capacity enhancement of ODS, ODW, THE and
ETL systems, Wondr by BNI Development Release 5 – Release 8, Red and
White Village Cooperative Financing Program (KDKMP)
2 October 9, 2025 Establishment of IT project development initiatives including Enhancement 100% (Fulfilled)
of Acquiring System, Modernization of Klingon Features to WebMethods,
Enhancement of Credit Card Issuing System
3 October 15, 2025 Establishment of IT project development initiatives including HC Strategic 100% (Fulfilled)
Module, Notification Engine
4 November 18, Establishment of IT project development initiatives including Operational Risk 100% (Fulfilled)
2025 Management System (ORMS), Enhancement of e-Polis
5 December 12, 2025 Establishment of IT project development initiatives including Test Data 100% (Fulfilled)
Management, Development and Refreshment of Network Devices at Branches
and BNI Buildings, Enhancement of Compliance Information Management
System (CIMS), Enterprise License Agreement Microfocus
6 December 31, 2025 Establishment of IT project development initiatives including Pooling of 100% (Fulfilled)
IT Strategic Partner Support Services, Core Service Segmentation, IBM
WebMethods Advisory Services, Additional API Gateway Capacity (Axway) –
Wondr Project
3. Release Control Board (RCB) Sub-Committee
Throughout 2025, there were no decisions taken under the authority of the RCB Sub-Committee.
4. IT Steering Committee (ITSC) Sub-Committee
Attendance
No Date Meeting Agenda
Quorum (%)
1 September 30, Enterprise Financial System (EFS) Project – Wave 1 Report (End User Training) 100% (Fulfilled)
2025
2 November 4, 2025 Enterprise Financial System (EFS) Project – Wave 1 Report (Parallel Run) 100% (Fulfilled)
3 December 12, 2025 Enterprise Financial System (EFS) Project – Wave 2 Report (Development) 83.3% (Fulfilled)
TRAINING AND/OR COMPETENCY ENHANCEMENT FOR THE TECHNOLOGY MANAGEMENT
COMMITTEE IN 2025
In 2025, the Chairperson and members of theTechnology Management Committee (KMT) participated in various
training programs, seminars, and workshops to maintain their expertise and competencies in support of their
daily responsibilities. Information related to this matter has been described in the Company Profile Chapter,
Competency Development Policy subchapter in the discussion entitled Senior Executive Vice President (SEVP)
Competency Development, as well as in the Corporate Governance Chapter, Board of Directors subchapter,
entitled Training and/or Competency Improvement of the Board of Directors Members in 2025.
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IMPLEMENTATION OF THE TECHNOLOGY DUTIES AND RESPONSIBILITIES OF THE
MANAGEMENT COMMITTEE’S DUTIES IN CREDIT POLICY COMMITTEE
2025
1. Credit Policy Sub-Committee (KKP)
Throughout 2025, BNI’s Technology Management a. Establishing the Bank’s Credit Policy (KPB),
Committee (KMT) carried out various activities and particularly in relation to prudential credit
implemented work programs in accordance with its principles, for submission to the Board of
assigned duties and responsibilities. Commissioners for approval.
b. Overseeing the implementation and
TECHNOLOGY MANAGEMENT execution of Bank Credit Policy, Treasury &
COMMITTEE’S WORK PLAN FOR 2026 International/Financial Institution Business,
and Trade Business in a consistent and
The Technology Management Committee (KMT) coherent manner, as well as conducting
has outlined its work plan for 2026, prioritizing the reviews if there are obstacles/constraints in
following strategic areas: the implementation of Bank Credit Policy,
1. IT Project Portfolio 2026; IT Project Implementation Treasury & International/Financial Institution
and IT CAPEX Realization Progress H1/2026; Business, and Trade Business.
2. IT Operation Updates H1/2026; c. Conducting periodic reviews of Bank Credit
3. IT Project Implementation and IT CAPEX Policies, Treasury & International/Financial
Realization Progress H2/2026, serta IT Planning Institution Business, and Trade Business
2027; and, if necessary, determining changes/
4. IT Operation Updates H2/2026. improvements to Bank Credit Policies,
Treasury & International/Financial Institution
Business, and Trade Business.
CREDIT POLICY COMMITTEE d. Memantau dan mengevaluasi antara lain:
1) Drive operational efficiency and scalability
(KRB) by accelerating the digitalization of
business processes and customer service,
The Credit Policy Committee (KRB) is one of the including the development of e-Policy,
committees at BNI that plays a role in providing bPOS, Mobile DigiClaim, and Face
recommendations to the Board of Directors Recognition technology.
regarding the Bank's credit policy to improve the 2) Improve decision-making accuracy and
quality of the credit portfolio and oversee the service speed by implementing Robotic
implementation of credit granting. Process Automation (RPA) and Artificial
Intelligence (AI) technology in the
The Credit Policy Committee (KRB) consists of 2 Underwriting and Claims functions.
(two) subcommittees, namely the Credit Policy Sub- 3) Strengthen risk management and
committee (KKP) and the Credit Procedures Sub- compliance through systematic control
committee (KKP), that have the authority to provide testing to ensure the effectiveness of internal
input on policy formulation and make decisions on controls and regulatory compliance.
credit procedures in accordance with the duties and 4) Maintain organizational relevance and
responsibilities of each subcommittee. The Credit resilience through periodic evaluation and
Policy Committee underwent restructuring through refinement of the organizational structure
Board of Directors Decree No. KP/457/DIR/R dated and business process reviews.
September 10, 2025, regarding the Restructuring of 5) Expand the marketing reach of productive
the Credit Policy Committee (KRB). credit life insurance products for the
MSME segment.
CREDIT POLICY COMMITTEE CHARTER 6) Improve the quality of customer service
with a data-driven approach and customer
To enhance the effectiveness of the Credit Policy satisfaction feedback.
Committee’s duties and responsibilities, BNI has 7) Optimize data analytics and data
established the Credit Policy Committee Charter, management capabilities to support
which was formalized through Board of Directors more targeted business segmentation in
Decree No. KP/457/DIR/R dated September 10, 2025. developing cross-selling opportunities.
This charter is periodically reviewed and updated
in accordance with applicable legal and regulatory
developments.
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e. Submitting periodic written reports to the Board of Directors, with a copy to the Board of Commissioners,
regarding the results of supervision of the implementation and execution of the Bank's Credit Policy
and the results of monitoring and evaluation of the matters referred to in point 1.a. above.
f. Formulating and recommending steps to improve the implementation of Bank Credit activities,
Treasury & International/Financial Institution Business, and Trade Business.
c. Monitoring and evaluating the following aspects:
1) The overall development and quality of the credit portfolio.
2) The proper exercise of credit approval authority.
3) The accuracy of credit granting processes, particularly for related parties and large corporate debtors.
4) Compliance with Legal Lending Limits (BMPK), Good Corporate Governance (GCG), and Risk
Management Implementation.
5) Adherence to regulatory and legal provisions in credit operations.
6) The resolution of non-performing loans in line with the Bank’s Credit Policy.
7) The Bank’s efforts in maintaining an adequate level of credit loss provisions.
2. Credit Procedures Sub-Committee (KPP)
a. Establishing credit procedures and operational guidelines.
b. Defining the Lending Model, which refers to specific operational policies and credit procedures
tailored for particular market segments, industries, or regions while adhering to prudential banking
principles and Good Corporate Governance (GCG).
c. Formulating procedures and operational guidelines for Treasury, International Business, and Financial
Institutions.
STRUCTURE AND MEMBERSHIP OF THE CREDIT POLICY COMMITTEE
The Credit Policy Committee (KRB) comprises members from the Board of Directors, along with executive
officers one level below the Board, who are appointed by decree. The membership structure of KRB is
formalized through a Board of Directors Decree, which also determines the roles of the Chairperson, Vice
Chairperson, and Committee Members.
As of December 31, 2025, the structure, membership, and voting rights within the Credit Policy Committee
are outlined in Board of Directors Decree No. KP/457/DIR/R dated September 10, 2025, regarding the
Restructuring of the Credit Policy Committee (KRB):
1. Credit Policy Sub-Committee (KKP)
Position on the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Deputy President Director Holds voting rights
Policy Governance Division Head (concurrently serves as a
Secretary Holds no voting rights
permanent member)
1. Risk Management Director
2. Corporate Banking Director
3. Treasury & International Banking Director
4. Institutional Director
Permanent Members at the
5. Commercial Banking Director Holds voting rights
Director & SEVP Level
6. Consumer Banking Director
7. Network & Retail Funding Director
8. Operations Director
9. SEVP of Legal & Governance
Permanent Members at the Human Capital & Compliance Director*
Holds no voting rights
Director Level
1. Enterprise Risk Management Division Head
Permanent Member (Division/ 2. Legal Division Head
Holds no voting rights
Unit/ Functional Unit Head level) 3. Compliance Division Head
4. Head of Internal Audit Unit
As stipulated in the
Non-permanent Members Directors/SEVPs/Heads of Divisions, Units, or Functional Units
Committee's Work
relevant to the topics under discussion
Guidelines
*Specifically, the Director of Human Capital & Compliance has special duties and responsibilities as stipulated in the committee’s work guidelines.
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2. Credit Procedure Sub-Committee (KPP)
Position on the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Deputy President Director Holds voting rights
Secretary Policy Governance Division Head (concurrently serves as a non- Holds no voting rights
voting permanent member)
Permanent Members at the 1. Risk Management Director Holds voting rights
Director & SEVP Level 2. Sector Director (according to the proposing unit and/or
relevant to the discussion topic)
3. SEVP of Legal & Governance
Permanent Member (Division/ 1. Legal Division Head Holds no voting rights
Unit/ Functional Unit Head level) 2. Compliance Division Head
3. Head of Internal Audit Unit
4. Head of Division/Unit/Functional Unit relevant to the
discussion topic
Non-permanent Members Head of Division/Unit/Functional Unit related to the discussion As regulated in the
topic committee's work
guidelines
TERM AND DURATION OF SERVICE FOR uninfluenced by any external party.The Independence
THE CREDIT POLICY COMMITTEE Statement of the Credit Policy Committee is disclosed
in the Integrity Pact, which is periodically updated
The tenure of the members of the Credit Policy and signed by all committee personnel.
SubCommittee (KKP) is determined in alignment
with their respective structural terms at BNI. MEETINGS OF THE CREDIT POLICY
COMMITTEE
PROFILE OF THE CHAIRPERSON AND
MEMBERS OF THE CREDIT POLICY Implementation of Credit Policy Committee
COMMITTEE Meeting
The policies and procedures for conducting Credit
Comprehensive information on the profiles of the Policy Committee meetings are as follows:
members of the Credit Policy Committee (KKP) is 1. The sub-committees hold meetings at designated
detailed in the Company Profile Chapter, under the locations, times, and dates to allow all members
subchapters Profile of the Board of Directors, Profile to arrange their attendance. The meeting
of the Senior Executive Vice President (SEVP), and frequency is as follows:
Profile of Executive Officers. a. The Credit Policy Subcommittee (KKP) shall
meet at least once every three (3) years or as
CERTIFICATION OF THE CREDIT POLICY needed at a specific place, time, and date that
COMMITTEE has been determined so that all members can
arrange their schedules to attend.
BNI ensures that all personnel of the Credit Policy b. The Credit Procedures Subcommittee (KPP)
Committee meet the required qualification standards shall meet at least four (4) times a year or as
and competency certifications in accordance with needed at a specific place, time, and date that
prevailing regulations. In 2025, the Credit Policy has been determined so that all members can
Committee will have participated in the designated arrange their time to attend.
certification program. 2. The Subcommittee may hold emergency
meetings considering the importance of issues
INDEPENDENCE STATEMENT OF THE that require immediate decisions.
CREDIT POLICY COMMITTEE 3. The quorum of the Subcommittee shall consist
of the Chair, Vice Chair, and standing members
The Credit Policy Committee is fully capable at the level of Director & SEVP as determined.
of performing its duties, responsibilities, and The quorum of the Subcommittee meeting shall
authority professionally and independently, without be reached if at least more than ½ (half) of the
interference from any party that is not in accordance Subcommittee quorum is present and the Chair
with applicable laws and regulations. All members of and/or Vice Chair must be present.
the Credit Policy Committee declare that they meet 4. In decision-making, only all voting members,
the independence criteria and are capable of carrying consisting of Permanent and Non-Permanent
out their responsibilities independently, upholding Members at the Director and SEVP levels, shall be
the best interests of the Bank, and remaining present at the meeting and shall have voting rights.
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Frequency and Quorum
1. Credit Policy Sub-Committee (KKP)
No. Date Meeting Agenda Quorum
1 April 21, 2025 Decision of the Credit Policy Committee Credit Policy Sub-Committee (KRB-KKP) 100%
No.01 2025 Dated April 21, 2025 (Fullfilled)
2. Credit Procedure Sub-Committee (KPP)
No. Date Meeting Agenda Quorum
1 February 14, 2025 Review of Third-Party Collateral related to the Collateral Submission Statement 100% (Fullfilled)
Letter
2 February 14, 2025 Review of the Extension of the Validity Period of Credit Decision Letters (SKK) 100% (Fullfilled)
3 April 24, 2025 Review of Provisions for Granting Credit Facilities to Ministries/Government 100% (Fullfilled)
Agencies of the Republic of Indonesia
4 May 5, 2025 Review of Pre-Approved Facility (PAF) for Natural Resources Export Proceeds 100% (Fullfilled)
(DHE SDA)
5 May 5, 2025 Review of Cash Collateral Credit Features for Export Proceeds Foreign 100% (Fullfilled)
Exchange (CCC DHE)
6 May 9, 2025 Review of Provisions for Plantation Investment Credit Facilities under the 100% (Fullfilled)
Nucleus-Plasma Cooperation Pattern
7 May 27, 2025 Proposed Review of Provisions for the Utilization of Natural Resources Export 100% (Fullfilled)
Proceeds (DHE SDA) through Foreign Exchange Transactions
8 June 16, 2025 Review of Provisions for Plantation Investment Credit Facilities under the Nucleus- 100% (Fullfilled)
Plasma Partnership Pattern regarding Changes in Credit Processing Units
9 June 24, 2025 Review of Authority to Decide Restructuring and the Restructuring Time Period 100% (Fullfilled)
10 July 3, 2025 Provisions for the Utilization of Credit from the Ministry of Finance (MoF) 100% (Fullfilled)
11 July 11, 2025 Review of Derivative Credit Procedures of BNI KPB 2025 and Other Procedures 100% (Fullfilled)
12 July 16, 2025 Review of Authority to Decide Remedial & Recovery for Corporate & Enterprise 100% (Fullfilled)
Segments and Commercial Segments
13 July 16, 2025 Review of Productive Retail Lending Model 100% (Fullfilled)
14 July 24, 2025 Seagull Option Provisions 100% (Fullfilled)
15 July 24, 2025 Review of Forfaiting Purchase Provisions & Forfaiting Sale Provisions 100% (Fullfilled)
16 July 23, 2025 BMPK Calculation and Authority to Decide Credit for Independent Power 100% (Fullfilled)
Producers (IPP)
17 July 30, 2025 Distribution of Business and Risk Functions for Directors, SEVPs, and SBX/SCX 100% (Fullfilled)
within the Credit Committee
18 August 6, 2025 Flexible Forward Provisions 100% (Fullfilled)
19 August 13, 2025 Pre-Approved Facility (PAF) and Indicative Offering Letter 100% (Fullfilled)
20 August 13, 2025 Review of Authority to Decide Non-Principal Write-Offs (Interest, Fines, Costs/ 100% (Fullfilled)
BDO) for the Productive Retail Remedial & Recovery Unit
21 August 13, 2025 Determination and Reporting of BNI Debtor Credit Quality Differences Against 100% (Fullfilled)
Other Creditors
22 August 27, 2025 Review of Cash Collateral Credit (CCC) Provisions for Corporate, Enterprise, 100% (Fullfilled)
Commercial, and SME Segments
23 August 27, 2025 Review of Bond Collateral Credit (BCC) Provisions for Corporate, Enterprise, 100% (Fullfilled)
Commercial, and SME Segments
24 September 3, 2025 Financing Scheme for Free Nutritious Meals (MBG) 100% (Fullfilled)
25 September 10, 2025 Provisions for Simplifying the Credit Review Process for Commercial and SME 100% (Fullfilled)
Segments
26 September 19, 2025 Financing Scheme for Red and White Village/Sub-district Cooperatives (KDMP/KKMP) 100% (Fullfilled)
27 September 24, 2025 Review of BNI Griya Instan Approval (BNI Griya Insapp) 100% (Fullfilled)
28 September 24, 2025 Provisions for Subordinated Loans to Subsidiaries 100% (Fullfilled)
29 September 24, 2025 Review of Country Exposure Limit (CEL) Provisions 100% (Fullfilled)
30 October 1, 2025 Authority to Decide Credit for SME & Consumer Segments related to the 100% (Fullfilled)
Implementation of New Region Area & Branch Model for Pilot W08 and W15
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No. Date Meeting Agenda Quorum
31 October 1, 2025 Financing Scheme for Housing Program Credit (KPP) 100% (Fullfilled)
32 October 8, 2025 Investment Credit Scheme for Supply Infrastructure Financing (SIF) with BPJS 100% (Fullfilled)
Kesehatan Partners
33 October 8, 2025 Proposed Review and Expansion of Pre-Financing Facility Scheme (SPAN) 100% (Fullfilled)
34 October 22, 2025 Open Account Financing (OAF) Provisions 100% (Fullfilled)
35 October 22, 2025 Provisions for Canceling the Free Nutritious Meals (MBG) Financing Scheme 100% (Fullfilled)
36 October 29, 2025 KMK Sugarcane Cultivation Provisions under the Nucleus-Plasma Partnership 100% (Fullfilled)
Pattern
37 October 29, 2025 Financing Scheme for Labor-Intensive Industrial Credit (KIPK) 100% (Fullfilled)
38 October 29, 2025 Financing Scheme for Agricultural Tools and Machinery Credit (Kredit Alsintan) 100% (Fullfilled)
39 November 5, 2025 Diaspora Loan Provisions 100% (Fullfilled)
40 November 5, 2025 Review of FRN (Floating Rate Notes) Securities Provisions, OIS (Overnight 100% (Fullfilled)
Index Swap), and Expansion of Underlying Repo Transactions
41 November 12, 2025 Review of Credit Payment Priority Provisions 100% (Fullfilled)
42 November 26, 2025 Review of BNI Instan Provisions Secured by Rupiah or USD Deposits and 100% (Fullfilled)
Review of Authority to Decide Consumer Credit Granting Cooperation and
Consumer Credit Portfolio Purchase (Bulk)
43 December 3, 2025 Reverse Repo Provisions with Customers 100% (Fullfilled)
44 December 17, 2025 Review of Credit Restructuring Scheme Provisions for Regions and/or Specific 100% (Fullfilled)
Sectors Affected by Disasters
TRAINING AND COMPETENCY 2. Credit Procedures Sub-Committee (KPP)
ENHANCEMENT OF THE CREDIT POLICY Throughout 2025, the Credit Procedures
COMMITTEE IN 2025 Subcommittee (KPP) carried out its duties and
responsibilities in establishing procedures and
In 2025, the chairman and members of the Credit provisions while adhering to the principles of
Policy Committee have participated in various training prudence and good corporate governance.
activities, seminars, and workshops to maintain and
improve their skill and competency levels, thereby WORK PLAN OF THE CREDIT POLICY
supporting the effective implementation of their COMMITTEE FOR 2026
daily tasks. More detailed information on these
training and competency development activities 1. Credit Policy Sub-Committee (KKP)
is described in the Company Profile Chapter, In order to ensure the effectiveness of the
Competency Development Policy Sub-chapter in Bank's Credit Policy (KPB), BNI consistently
the discussion entitled Competency Development conducts periodic reviews of the policy. These
Based on Job Level and Gender Equality in 2025, as reviews take into account developments in
well as in the Corporate Governance Chapter, Board external regulations and business dynamics,
of Directors Sub-chapter, in the discussion entitled while continuing to prioritize the application
Training and/or Competency Improvement. of prudential banking principles and caution in
order to support sustainable performance and
IMPLEMENTATION OF THE CREDIT POLICY sound risk management.
COMMITTEE’S DUTIES IN 2025
2. Credit Procedures Sub-Committee (KPP)
1. Credit Policy Sub-Committee (KKP) The Credit Procedures Subcommittee (KPP) has
In 2025, the Credit Policy Sub-Committee (KKP) established a work plan for 2026, which includes
carried out its duties and responsibilities in reviewing credit procedures, lending models,
accordance with its functions, while taking into institutional business, treasury, international
account market conditions and the principles of business, and trade business.
prudence and Good Corporate Governance.
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HUMAN CAPITAL COMMITTEE DUTIES AND RESPONSIBILITIES OF THE
HUMAN CAPITAL COMMITTEE
(KHC)
1. Human Capital Strategy & Policy Sub-Committee
The Human Capital Committee (KHC) is one of BNI’s (HSP)
committees, authorized to formulate human capital The Human Capital Strategy & Policy Sub-
management strategies aligned with BNI’s vision, Committee is responsible for setting the strategic
mission, and strategy to develop high-performing direction for human capital management in
and competent human resources. alignment with BNI’s overall strategy.
2. Executive Talent Sub-Committee (ETC)
The Human Capital Committee consists of two The Executive Talent Sub-Committee (ETC) is
subcommittees: responsible for managing the talent cycle for
1. Human Capital Strategy & Policy Sub-Committee Division Heads, Regional Manager, Overseas
(HSP). Offices General Manager, and equivalent
2. Executive Talent Sub-Committee (ETC). positions. This includes the appointment of
management teams within subsidiaries, in
HUMAN CAPITAL COMMITTEE CHARTER accordance with applicable governance and
authority structures.
The Human Capital Charter serves as a guideline
for the committee to formulate policies on how STRUCTURE AND MEMBERSHIP OF THE
to treat, develop, and empower every individual, HUMAN CAPITAL COMMITTEE
enabling them to deliver their best contribution
while achieving sustainable self-development. The Human Capital Committee (KHC) consists of
members of the Board of Directors, supplemented
The Human Capital Committee (KHC) operates by appointed Executive Officers one level below the
under a charter that defines its membership, Board of Directors. The KHC membership structure
structure, authority, duties, responsibilities, is established through a Board of Directors Decree,
meetings, activities, and governance procedures. which concurrently serves as, or is recognized as,
The KHC Charter was established by the Board of the official assignment of the Chairperson, Vice-
Directors through Decree No. KP/458/DIR/R dated Chairperson, and Committee Members.
September 10, 2025, and is periodically reviewed to
ensure alignment with prevailing regulations and Based on the Board of Directors’ Decree No.
the Bank’s needs. KP/458/DIR/R dated September 10, 2025, regarding
the Structuring of the Human Capital Committee
(KHC), the composition, membership, and voting
rights status of the Human Capital Committee as of
December 31, 2025, are as follows:
1. Human Capital Strategy & Policy Sub-Committee (HSP)
Position in the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Secretary Human Capital Strategy Division Head (concurrently permanent Holds no voting rights
member)
Permanent Member at 1. Deputy President Director Holds voting rights
the Board of Directors 2. Human Capital & Compliance Director
level 3. Finance & Strategy Director
4. SEVP Human Capital
Non Permanent Member Director of the relevant Directorate /SEVP/Head of Division/Unit/ As stipulated in the
Functional Unit related to the discussion topic committee working
guidelines
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2. Executive Talent Committee Sub-Committee (ETC)
Position in the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Secretary Human Capital Strategy Division Head (concurrently a permanent Holds no voting rights
member)
Permanent Member at 1. Deputy President Director Holds voting rights
the Board of Directors 2. All Members of the Board of Directors
level
Non Permanent Member SEVP related to the discussion topic As stipulated in the
committee working
guidelines
TERM AND TENURE OF THE HUMAN and regulations. The committee’s independence
CAPITAL COMMITTEE statement is formally documented in an Integrity
Pact, which is periodically reviewed and signed by
The tenure of the Human Capital Committee all committee personnel.
members follows the respective structural tenure
periods within BNI. MEETINGS OF THE HUMAN CAPITAL
COMMITTEE
PROFILE OF THE CHAIRPERSON AND
MEMBERS OF THE HUMAN CAPITAL Implementation of Human Capital
COMMITTEE Committee Meeting
The policies and procedures for holding Human
Comprehensive information on the profiles of Capital Committee meetings at BNI are as follows:
the Human Capital Committee (KHC) members is 1. The Human Capital Committee (KHC) must
detailed in the Company Profile Chapter, under convene at least twice a year or as needed at a
the subchapters Board of Directors Profile, Senior predetermined location, date, and time to ensure
Executive Vice President (SEVP) Profile, and all members can schedule their attendance.
Executive Officers Profile. 2. The Sub-Committee may hold emergency
meetings considering the importance of issues
CERTIFICATION OF THE HUMAN CAPITAL that require immediate decisions.
COMMITTEE 3. The Sub-Committee quorum shall include the
Chair and permanent members at the level
BNI ensures that all personnel within the Human of Directors & SEVP as determined. The Sub-
Capital Committee (KHC) meet the required Committee meeting quorum shall be achieved if
qualification standards and competency certifications at least more than ½ (half) of the Sub-Committee
in accordance with applicable regulations. In 2025, quorum is present and the Chair must be present.
the Human Capital Committee has participated in 4. In decision-making, only all voting members,
the established certification program. consisting of permanent and non-permanent
members of the Sub-committee at the Director
INDEPENDENCE STATEMENT OF THE and SEVP level, who are present at the meeting
HUMAN CAPITAL COMMITTEE shall have voting rights.
The Human Capital Committee (KHC) at BNI carries
out its duties, responsibilities, and authority
professionally and independently, free from any
undue influence that contradicts prevailing laws
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Frequency and Attendance Rate
1. Human Capital Strategy & Policy Sub-Committee (HSP)
Attendance
No. Date Meeting Agenda
Quorum (%)
1 November 18, 2025 1. Review of Overseas Scholarship Policy 100% (Fulfilled)
2. Career Progression (Talent Acceleration)
2 December 19, 2025 Review of Remuneration for Overseas Branch Home Staff 100% (Fulfilled)
2. Executive Talent Sub-Committee (ETC)
Attendance
No. Date Meeting Agenda
Quorum (%)
1. January 13, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
2. February 03, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
3. February 17, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
4. March 10, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
5. March 17, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
6. April 09, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
7. June 02, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
8. June 10, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
9. June 25, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
10. July 28, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
11. August 04, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
12. August 22, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
13. September 08, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
14. September 17, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
15. September 24, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
16. October 27, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
17. November 03, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
18. December 22, 2025 Executive Talent Committee (ETC) 100% (Fulfilled)
TRAINING AND/OR COMPETENCY 2. Managing the promotion, rotation, and transfer
DEVELOPMENT OF THE HUMAN CAPITAL of Division Heads, Regional Manager, Overseas
COMMITTEE IN 2025 Office General Manager, or equivalent positions,
including the appointment of management
Throughout 2025, the Human Capital Committee in subsidiaries, in accordance with applicable
continued to strengthen its role as a strategic governance and authority;
partner of the company by ensuring that each of 3. Conducting performance evaluations for Acting
its members had the latest competencies in line Officials (PJ) and Grade Evaluations for Division
with industry dynamics and modern employment Heads, Regional Heads, Overseas Branch
challenges. Information related to this is outlined Heads, or equivalent positions, including the
in the Company Profile chapter, Sub-chapter appointment of management in subsidiaries
Competency Development Policy in the discussion under the applicable governance framework;
entitled Senior Executive Vice President (SEVP) 4. Designating Nominated Talent for State-Owned
Competency Development, as well as in the Enterprises (SOEs) Financial Services Cluster;
Corporate Governance Chapter, Sub-chapter Board
of Directors, in the discussion entitled Training and/ HUMAN CAPITAL COMMITTEE WORK PLAN
or Competency Improvement of Board Members in FOR 2026
2025.
IMPLEMENTATION OF HUMAN CAPITAL The Human Capital Committee (KHC) has formulated
COMMITTEE DUTIES IN 2025 its 2025 work plan, aligned with BNI’s Human Capital
Roadmap, which includes:
Throughout 2025, the Human Capital Committee
(KHC) has carried out its responsibilities, including:
1. Establishing Employee Performance Assessment,
Employee Classification, and Annual Bonus
policies;
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1. Implementation of the Human Capital Strategy DUTIES AND RESPONSIBILITIES OF THE
& Policy (HSP) Sub-Committee, as part of the SUBSIDIARIES COMMITTEE
initiatives outlined in the 2026 – 2030 Human
Capital Long-Term Corporate Plan (RJPP) The duties and responsibilities of the Subsidiaries
2. Implementation of the Executive Talent Sub- Committee include:
Committee (ETC), as part of the initiatives 1. Defining strategies and targets for subsidiaries.
outlined in the 2026 – 2030 Human Capital Long- 2. Establishing business initiatives for BNI’s capital
Term Corporate Plan (RJPP). participation in subsidiaries.
3. Approving Corporate Actions and capital
SUBSIDIARIES COMMITTEE participation within BNI Incorporated.
4. Evaluating financial performance of subsidiaries.
(KPA) 5. Setting remuneration policies for subsidiary
management.
The Subsidiaries Committee holds a strategic 6. Approving Subsidiaries’ Annual Budget and
mandate to formulate, establish, and manage Business Plan (RKAP).
policies as well as corporate actions relating to 7. Determining the execution and agenda of
all BNI subsidiaries. In carrying out its role, the General Meetings of Shareholders (GMS) for
Committee ensures that each subsidiary delivers subsidiaries.
added value, sustainable competitiveness, and long 8. Appointing Proxies to represent BNI as a
term growth within the BNI Group ecosystem. Shareholder in subsidiaries.
SUBSIDIARIES COMMITTEE CHARTER STRUCTURE AND MEMBERSHIP OF THE
SUBSIDIARIES COMMITTEE
In fulfilling its functions and responsibilities, all
members of the Subsidiaries Committee adhere to The Subsidiaries Committee consists of members
the Subsidiaries Committee Charter, which serves from the Board of Directors, along with designated
as a working guideline. This charter clearly defines executive officers at one level below the Board of
the structure, authority, duties and responsibilities, Directors. The committee’s membership structure
meeting procedures, activities, and operational is determined by a Board of Directors Decree,
framework of the Subsidiaries Committee. The which also serves as the official appointment of
Subsidiaries Committee Charter was established by the Chairperson, Vice Chairperson, and Committee
the Board of Directors through Decree No. KP/459/ Members.
DIR/R dated September 10, 2025, and is periodically
reviewed to ensure its alignment with applicable Pursuant to Decree No. KP/459/DIR/R dated
regulations and the Bank’s evolving needs. The September 10, 2025 concerning the Reorganization
currently valid Subsidiaries Committee Charter of the Subsidiaries Committee (KPA), the structure,
remains relevant to current conditions. membership, and voting rights status of the
Subsidiaries Committee as of December 31, 2025,
are as follows:
Position in the Committee Filled In by Voting Rights Status
Chairman President Director Holds voting rights
Vice Chairman Finance & Strategy Director Holds voting rights
Secretary Subsidiaries Management Division Head Holds no voting rights
(serving as a permanent member)
Permanent Member at the 1. Risk Management Director Holds voting rights
Director & SEVP level 2. Director of Subsidiary Company Development related to
the material to be discussed
Permanent Member at the Board Human Capital & Compliance Director* Holds no voting rights
of Directors level
Non Permanent Member at the Director of Division/SEVP/Division Head/Functional Unit Head As stipulated in the
Board of Directors level related to the topic of discussion. committee's work
guidelines
*) Specifically, Human Capital & Compliance Director has specific duties and responsibilities that are regulated in the committee’s work
guidelines.
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PERIOD AND TERM OF OFFICE OF SUBSIDIARIES COMMITTEE MEETING
SUBSIDIARY COMMITTEE
Implementation of Subsidiaries Committee
The term of office of the KPA Committee membership Meeting
is determined following each structural term of The policy and procedures for implementing BNI
office at BNI. Subsidiary Committee meetings are as follows:
1. The Committee holds meetings at least 4 (four)
PROFILE OF THE CHAIRMAN AND times in 1 (one) year or according to needs
MEMBERS OF THE SUBSIDIARY at a certain place, time and date that has been
COMMITTEE determined so that all members can arrange
their attendance time.
Information on the profile of the members of the 2. The Sub-Committee may hold emergency
Subsidiary Committee has been described in full in meetings considering the importance of issues
the Company Profile Chapter, Sub-chapter Profile that must be decided immediately.
of the Board of Directors, Sub-chapter Profile of the 3. The Committee quorum includes the chairperson,
Senior Executive Vice President (SEVP) and Sub- vice chairperson, and designated permanent
chapter Executive Officers. members (voting members) at the Director and
SEVP levels. A quorum for a committee meeting
SUBSIDIARY COMMITTEE CERTIFICATION is achieved if at least half of the committee's
quorum is present, and the Chairperson and/or
BNI ensures that all personnel of the Subsidiary Vice Chairperson shall also be present.
Committee have met the qualification standards 4. In decision-making, only all voting members,
and competency certification in accordance with consisting of permanent and non-permanent
applicable provisions. In 2025, the Subsidiary members of the Committee at the Director and
Committee has participated in the certification SEVP levels, who are present at the meeting shall
program. have voting rights.
SUBSIDIARY COMMITTEE INDEPENDENCE Frequency and Attendance Level
STATEMENT In 2025, BNI held 3 (three) meetings of the KPA
Committee attended by the Board of Directors and
In discharging its duties and responsibilities, the committee members. More detailed information on
Subsidiaries Committee (KPA) upholds the principle the implementation of the KPA Committee Meeting
of independence. All members of the Committee and the level of attendance of committee members
discharge their roles free from any influence, in the meeting is described in the following table:
pressure, or intervention from any party that
could otherwise compromise independence in the
decision making process.
Kuorum Kehadiran
No. Tanggal Rapat Agenda Rapat
(%)
1 05 Februari 2025 Performance Review Perusahaan Anak Tahun 2024 100% (Fulfilled)
2 02 Juni 2025 Rapat Umum Pemegang Saham (RUPS) Luar Biasa BNI Life 100% (Fulfilled)
Usulan Agenda dan Keputusan RUPS Tahunan Tahun Buku 2024
3 02 Juni 2025 100% (Fulfilled)
Perusahaan Anak
Evaluasi Sistem Pengendalian Intern Terintegrasi Semester I
4 22 September 2025 100% (Fulfilled)
Tahun 2025
5 03 November 2025 Usulan Business Plan Perusahaan Anak Tahun 2026 100% (Fulfilled)
6 10 November 2025 Evaluasi Perbaikan Bisnis BNI Finance Tahun 2026 100% (Fulfilled)
TRAINING AND/OR COMPETENCY IMPROVEMENT OF KPA COMMITTEE IN 2025
In 2025, the chair and members of the KPA Committee participated in a number of training activities/seminars/
workshops in order to maintain their level of expertise and competence to support the implementation of
their daily tasks. Information related to this has been outlined in the Company Profile Chapter, Competency
Development Policy sub-chapter in the discussion entitled Senior Executive Vice President (SEVP)
Competency Development, as well as in the Corporate Governance Chapter, Board of Directors sub-chapter,
in the discussion entitled Training and/or Competency Improvement of Board Members in 2025.
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IMPLEMENTATION OF DUTIES OF THE COMMITTEE ON SUBSIDIARY COMPANIES IN 2025
Throughout 2025, the Committee on Subsidiary Companies has carried out its duties in accordance with its
established responsibilities.
WORK PLAN OF THE COMMITTEE ON SUBSIDIARY COMPANIES IN 2026
The Subsidiary Companies Committee has established a work plan for 2026 as follows:
1. Proposed Agenda of Annual General Meeting of Shareholders (AGMS) of Subsidiary Companies for
Financial Year 2025;
2. Judiciary of Subsidiary Companies for the achievement of 2025;
3. Performance Review of Subsidiary Companies
4. Consultation on Business Plan of Subsidiary Company for 2026;
5. Strategic plan for the development of Subsidiary Companies.
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Supporting Organ of the Board of
Directors
The Board of Directors has supporting organs that LEGAL BASIS
assist it with its executive and management duties
and responsibilities of the Bank, including the The regulations and legislation that serve as the
Corporate Secretary, Investor Relations, Internal basis for the establishment, appointment, and
Audit Unit, Compliance Division, Enterprise Risk implementation of the Corporate Secretary at BNI
Management Division, and Operational Risk are as follows:
Management Division. 1. Law No. 19 of 2003 concerning State-Owned
Enterprises, as amended several times, most
recently by Law No. 16 of 2025 concerning
CORPORATE SECRETARY [ACGS D.3.7] the Fourth Amendment to Law No. 19 of 2003
concerning State-Owned Enterprises
2. Law No. 8 of 1995 concerning Capital Markets, as
The Corporate Secretary plays a strategic role as amended by Law No. 4 of 2023 concerning the
the Company's representative and liaison with Development and Strengthening of the Financial
shareholders, authorities, and all stakeholders. The Sector;
Corporate Secretary is responsible for managing 3. Minister of State-Owned Enterprises Regulation
the Company's material information, organizing No. PER-2/MBU/03/2023 regarding Guidelines for
General Meetings of Shareholders, assisting the Governance and Significant Corporate Activities
Board of Commissioners and Board of Directors, of State-Owned Enterprises;
and preparing periodic and incidental reports as 4. Financial Services Authority Regulation No. 35/
required by regulators. The Corporate Secretary POJK.04/2014 regarding the Corporate Secretary
also plays a key role in building the Bank's image of Issuers or Public Companies (“POJK 35/2014”);
and reputation through constructive relationships 5. BNI’s Articles of Association.
with the media, the public, and other stakeholders
[ACGS D.3.7] ORGANIZATIONAL STRUCTURE OF THE
CORPORATE SECRETARY
BNI ensures that the Corporate Secretary has the
qualifications and competencies to carry out their According to the Decree of the Board of Directors
duties and responsibilities, as well as a commitment No. KP/136/DIR/R dated April 12, 2023, and the Memo
to continuous learning and improvement to enhance of the Corporate Development & Transformation
their expertise.The Corporate Secretary is trained in Division No. CDV/2/364/R dated April 27, 2023, the
legal, accounting, or corporate secretarial practices organizational structure, functions, and roles of the
and stays abreast with relevant developments. Corporate Secretary at BNI are currently carried out
[ACGS D.3.8] by the Head of the Corporate Secretary Division,
overseeing the following departments: Corporate
Communication Department, Corporate Media
Intelligence & Analytics Department, Corporate
Event & Sponsorship Department, Corporate Social
Responsibility Department, Corporate Stakeholder
Management Department, Capital Market Assurance
& Board Governance Department, and the Office of
the Board Department.
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Position of Corporate Secretary in BNI Organizational Structure
Corporate Secretary Division
Corporate Media Corporate Capital Market
Corporate Corporate Event Corporate Social
Intelligence Stakeholder Assurance & Office of the
Communication & Sponsorship Responsibility
& Analytics Management Board Governance Board Department
Department Department Department
Department Department Department
Corporate Capital Market
Corporate Corporate
Corporate Media Stakeholder Assurance Office of he
Event & Social
Communication Intelligence & Management & Board Board
Sponsorship Responsibility
Analytics Governance
General Affairs
Structurally, the BNI Corporate Secretary reports and 5. To provide information needed by shareholders
is directly responsible to the President Director. The and stakeholders related to the condition of BNI.
Corporate Secretary is appointed and dismissed by 6. To attend Board of Directors meetings, Board of
the Board of Directors through a Board of Directors Commissioners meetings, joint meetings of the
decree with the prior written approval of the Board Board of Directors and Board of Commissioners,
of Commissioners and is notified to the public in and to prepare meeting minutes.
accordance with POJK 35/POJK.04/2014 concerning 7. To manage the Shareholders Register and
Corporate Secretaries and Public Issuers (POJK Special Shareholders Register.
35/2014). [ACGS D.3.7] 8. To be responsible for organizing the GMS.
To prepare necessary materials related to
DUTIES AND RESPONSIBILITIES OF THE the reports/routine activities of the Board of
CORPORATE SECRETARY [ACGS D.3.7] Directors to be presented to external parties and
to prepare materials for matters requiring the
In accordance with the provisions of POJK 35/2014, Board of Directors’ decisions concerning BNI’s
the Corporate Secretary of BNI bears the following management;
duties and responsibilities: 9. To organize meetings within the Board of
1. To monitor developments in the Capital Market, Directors, both routine and non-routine.
particularly the applicable laws and regulations 10. To conduct activities related to shareholders and
in the Capital Market sector; stakeholders through analyst meetings, public
2. To advise the Board of Directors and the Board of expos, conference calls, non-deal roadshows,
Commissioners on compliance with applicable and meetings with shareholders.
laws and regulations in the Capital Market;
3. To assist the Board of Directors and the Board In line with POJK 35/2014 and to achieve the
of Commissioners in implementing corporate vision and mission of the Corporate Secretary,
governance, including: which aligns with BNI’s vision and mission, the
a. Transparency of information to the public, Corporate Secretary body of BNI has functions
including the availability of information on and duties outlined in the Company’s Guidelines
the BNI website; for the Corporate Secretary Division, including the
b. Timely submission of reports to the Financial following:
Services Authority (OJK); 1. Capital Market Assurance and Board Governance
c. Organizing and documenting the General Function
Meeting of Shareholders (GMS); To carry out activities related to the Corporate
d. Organizing and documenting meetings of Secretary’s role concerning applicable regulations
the Board of Directors and/or the Board of in the capital market, corporate law for BNI, and
Commissioners; contract law within the scope of the Corporate
e. Implementing the company’s orientation Secretary Division. The Corporate Secretary also
program for the Board of Directors and/or the monitors the implementation of BNI’s Good
Board of Commissioners. Corporate Governance (GCG) practices (GMS,
4. To act as a liaison between BNI and its Board of Directors, and Board of Commissioners)
shareholders, the Financial Services Authority, to ensure compliance with regulations and best
and other stakeholders. practices.
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2. Corporate Communication Function 5. Corporate Social Responsibility Function
To carry out internal and external communication To develop strategies for optimizing the
activities, research and development of internal implementation, monitoring, evaluation, and
communication tools, publication of internal realization of the Social and Environmental
media, communication media for the Board of Responsibility Program (TJSL) and community
Directors, internal communication media in print development.
and electronic forms (BNI website and internal
communication portal), and manage media 6. Corporate Stakeholder Management Function
relations. To carry out activities related to institutions and
collaborate with relevant agencies to enhance
3. Corporate Media Intelligence and Analytics BNI’s Corporate Image. The Corporate Secretary
Function also manages activities related to the media,
To carry out corporate media intelligence and establishing cooperation with mass media and
analytics activities and manage systems and institutions to improve BNI’s Corporate Image.
tools related to follow-up on negative media
coverage of BNI Group. 7. Office of the Board Function
To carry out activities related to the smooth
4. Corporate Event and Sponsorship Function execution of the duties of the Board of
To manage BNI’s sponsorship activities Commissioners in ensuring the implementation
comprehensively, including corporate identity, of GCG, supporting the needs of the Board of
BNI branding, as well as promotional activities, Directors, and managing secretarial activities,
and corporate events. protocol, housekeeping, and general affairs
activities.
CORPORATE SECRETARY PROFILE
Age
45 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Okki Rushartomo Bachelor of Industrial Engineering from the Bandung Institute of Technology (2002)
Corporate Secretary
Legal Basis for Appointment Work Experience [ACGS D.3.8]
Appointed as Corporate Secretary based on the Decree of the Di BNI
Board of Directors No. KP/367/DIR/R dated September 14, 2022, • Assistant Vice President in the Card Business Division at PT Bank
and reconfirmed based on the Decree of the Board of Directors No. Negara Indonesia (Persero) Tbk (2012-2015)
KP/208/DIR/R dated May 31, 2023. • Vice President of the Card Business Division at PT Bank Negara
Indonesia (Persero) Tbk (2015-2018)
Term of Office • Head of the Card Business Division at PT Bank Negara Indonesia
September 19, 2022 – Present (Persero) Tbk (2018-2020)
• Head of the Marketing Communications Division at PT Bank
Professional Certification and/orTraining [ACGS D.3.8] Negara Indonesia (Persero) Tbk (2020-2022).
Risk Management Competency Level 6 by the Banking Professional
Certification Institute (2024) Other Companies
Assistant Vice President at PT Bank HSBC Indonesia (2010-2012)
Affiliated Relationships
Does not have any affiliated relationships with members of the
Board of Directors, Board of Commissioners, or Major/Controlling
Shareholders.
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TENURE OF THE CORPORATE SECRETARY
Mr. Okki Rushartomo effectively assumed the position of Corporate Secretary of BNI based on the Board of
Directors Decree No. KP/367/DIR/R dated September 14, 2022, and was reappointed through the Board of
Directors Decree No. KP/208/DIR/R dated May 31, 2023. He resides in Jakarta, Indonesia, and continues to
serve as the Corporate Secretary of BNI to this day.
PROCESS FOR APPOINTMENT AND DISMISSAL OF CORPORATE SECRETARY
01 03
Submission of proposals Appointment and
for the Appointment Dismissal by Decree
and Dismissal of the of the Board of Directors
Corporate Secretary/Head
of Corporate Secretary Decision of the Board
Division & decided at of Directors Meeting
the Board of Directors (Executive Talent Submitting a Report
Meeting (Executive Talent Committee) is proposed to on the Appointment/
Committee) be decided by the Board of Dismissal of the Corporate
Commissioners Secretary to OJK
02 04
On September 19, 2022, BNI submitted a report on the appointment of Okki Rushartomo as the Corporate
Secretary to the OJK (Financial Services Authority), the Indonesia Stock Exchange, and the Ministry of State-
Owned Enterprises.
TRAINING AND/OR COMPETENCY DEVELOPMENT OF COMPANY SECRETARY IN 2025
[ACGS D.3.8]
Every year, the Corporate Secretary conducts refresher sessions related to knowledge and competency
development to support the implementation of his/her duties. The Corporate Secretary has attended a
number of training/seminars/workshops both online and offline throughout 2025, with the following details:
Date of Type of
Title of Training Venue Organizer
Implementation Activity
Participation in the National Seminar on January 10, 2025 Jakarta Seminar Commission VI
Integrating ESG for Sustainable Growth
BNI Media Networking Night with the Editor- January 13, 2025 Grha BNI Sharing Session BNI
in-Chief Jakarta
Certified Sustainability Reporting Specialist January 21-23, Bali Training TJSL Forum
(CSRS) 2025
Strategic Collaboration between State-Owned January 24, 2025 Jakarta FGD Himbara, BI, and
Enterprises and Stakeholders in Encouraging OJK
Corporate Action for National Economic
Development
BNI Sharing Session with SEVP Digital, March 10, 2025 Astra Tower Sharing Session BNI
Director of Human Capital and Editor-in-Chief Jakarta
of National Media
Nusantara Business Connect April 8, 2025 London FGD BP BUMN
Banking Digitalization Forum Towards Modern April 9, 2025 Surabaya FGD Himbara, BI, and
Financial Services OJK
Coaching Skills for Leaders and Managers April 17, 2025 Online Course Training Project
Management
Institute
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Date of Type of
Title of Training Venue Organizer
Implementation Activity
Impact-Based Project Managemet for Social April 22-24, 2025 Surabaya Training Social
Investment Program Investment
Indonesia
Discussion regarding PAD based on POJKK May 8, 2025 Online (Zoom Workshop HIMBARA
PIKK Meeting)
Thriving as a Project Manager in the Age of AI May 9, 2025 Online Course Training Project
Management
Institute
Economic Synergy Forum 2025 May 9, 2025 Tangerang FGD Himbara, BI, and
OJK
Seminar on the Role of the Banking Industry in May 20, 2025 Bali FGD Himbara, BI, and
Supporting Inclusive and Sustainable Tourism OJK
Nusantara Business Connect May 26, 2025 Tokyo FGD BP BUMN
New Corporate Governance Leadership May 27-28, 2025 Pullman Hotel Workshop IICD
Program Thamrin
Sapa London Business & Banking in Harmony June 3, 2025 London FGD BP BUMN
Economic Partnership Meeting July 17, 2025 Jakarta FGD Himbara, BI, and
OJK
Indonesia Investment Dialogue July 21, 2025 Seoul FGD BP BUMN
Indonesia-Australia Harvesting Future Echoes July 24, 2025 Australia FGD Himbara, BI, and
of Friendship Across Lands OJK
Swiss Partnership Meeting July 31, 2025 Swiss FGD Himbara, BI, and
OJK
Economic outlook 2025 global and domestic August 4, 2025 Balikpapan FGD
Sydney Business Summit August 21, 2025 Sydney FGD Himbara, BI, and
OJK
Media Relation & Reputation Crisis Handling August 21-22, BNI University, Workshop BNI
2025 2025 Jl. Lada No.
Pinangsia,
Taman Sari,
West Jakarta
Anti Bribery Management System Awareness September 15, Online (Zoom Training BNI (CMP
Training (ISO 37001:2016) 2025 Meeting) Division)
Himbara dan BSI Economic outlook 2025 September 24, Semarang FGD Himbara, BI, and
2025 OJK
BNI Sharing Session with Merchants and the September 28, Novotel Sharing Session BNI
Central Information Commission 2025 Palembang
BNI Sharing Session with IBA Palembang September 28, Universitas IBA Sharing Session BNI
Students and the Central Information 2025 Palembang
Commission
Indonesia International Sustainability Forum September 29, Jakarta Workshop KADIN,
(IISF) 2025 2025 Danantara
Financial Digitalization Workshop October 16, 2025 Kepulauan Workshop Commission XI
Seribu of the Indonesian
House of
Representatives
BNI Sharing Session with Chief Economist and October 24, 2025 Kila Kila, SCBD Sharing Session BNI
Editor-in-Chief South Jakarta
Bandung Economic Dialogue October 27, 2025 Bandung FGD Himbara, BI, and
OJK
2026 People's Economy Discussion Forum October 31, 2025 Tangerang FGD KBUMN
Workshop FH BUMN November 17-18, Ashley Wahid Workshop FH BUMN
2025 Hasyim Hotel
Strategic Corporate Social Responsibility for November 20-21, Purwokerto Training Olahkarsa
ESG Excellence 2025
Two-day national workshop on corporate December 9, Jakarta Workshop KBUMN
accountability in corruption crimes in 2024
government procurement of goods and
services
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REPORT ON THE IMPLEMENTATION OF CORPORATE SECRETARY DUTIES IN 2025
In 2025, the Corporate Secretary prepared the Corporate Secretary Report as mandated in Article 11 of OJK
Regulation No. 35/POJK.04/2014, which stipulates that:
1. The Corporate Secretary shall prepare a report periodically, at least once a year, on the implementation
of the Corporate Secretary’s functions to the Board of Directors, with a copy provided to the Board of
Commissioners.
2. Issuers or Public Companies shall disclose a brief description of the Corporate Secretary’s functions and
information regarding the education and/or training attended by the Corporate Secretary in the issuer's
or public company’s annual report.
Below is the 2025 Corporate Secretary Report for BNI, which has been submitted to the Board of Directors:
Function According to
No. Program Realization
OJK
1. Keeping Abreast with Regarding developments in • Providing responses to the Financial Services Authority as the
the Developments in the the Capital Market especially capital market regulator regarding the draft OJK Regulations
Capital Market Capital Market laws and for 2025.
regulations • Participating in training in order to understand developments
in the capital market, especially laws and regulations
applicable in the capital market sector
• Attending socialization and discussions on the implementation
of Capital Market provisions and systems
2. Providing input to the Providing input to the • Reviewing and providing proposals regarding decisions and/or
Board of Directors and Board of Directors and policies of the Board of Directors and Board of Commissioners
Board of Commissioners Board of Commissioners to and units under the Board of Directors, based on Capital
to comply with Capital comply with Capital Market Market provisions
Market provisions provisions in every decision- • Disseminating changes to Capital Market provisions to the
making or policy-making Board of Directors and Board of Commissioners Re-submitting
(reminder) Capital Market regulations to the Board of Directors
and Board of Commissioners
Assisting the Board of • Assisting the Board of Directors in organizing GMS by taking
Directors and Board into account Capital Market regulations and best practices.
of Commissioners The Annual GMS held on March 26, 2025 was carried out
in implementing BNI in accordance with applicable provisions, including voting,
Governance, including attended by members of the Board of Directors and Board of
guaranteeing the rights Commissioners, publication of minutes of the GMS available
of shareholders, the on the Company’s website
functions and roles of the • Assisting the Board of Directors in improving the quality of
Board of Commissioners, corporate communication with Shareholders or Investors
the functions and roles • Assisting the Board of Directors in formulating corporate
of the Board of Directors, communication policies with shareholders or investors
stakeholder participation,
information disclosure
• Assisting the Board of Directors and Board of Commissioners
in improving the competence of members of the Board of
Directors and Board of Commissioners through training
• Preparation of Insider Trading Company Guidelines;
• Assisting the Board of Directors and Board of Commissioners
in implementing long-term incentives to the Board of Directors
and Employees by coordinating with the Human Capital
Strategy Division and the Human Capital Services Division
• Improving the implementation of information disclosure,
namely in addition to the website, the Company uses other
media, namely Twitter, Facebook, Instagram, LinkedIn, and
YouTube.
3. Assisting the Board of Implementation of The Company submits periodic and incidental reports to regulators
Directors and Board of orientation programs through reporting delivery media as regulated by each regulator.
Commissioners in the for the Board of
Implementation of BNI Directors and/or Board
Governance of Commissioners of
BNI Others related to the
implementation of GCG
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Function According to
No. Program Realization
OJK
4. Liaison between Issuers Implementing strategies to • Assisting the Board of Directors in organizing Board of
and Shareholders improve the quality Directors Meetings, Board of Commissioners Meetings, and
of Issuers or Public of BNI’s communication Board of Directors Meetings with the Board of Commissioners
Companies, Financial with all stakeholders periodically in accordance with applicable provisions.
Services Authority, and • All Minutes of Board of Directors Meetings, Board of
Other Stakeholders Commissioners Meetings and Board of Directors Meetings
with the Board of Commissioners have been well documented,
in hardcopy and softcopy.
Implementing strategies to Implementing an Orientation Program for the Board of Directors
improve the quality and/or Board of Commissioners with discussions related to:
of BNI’s communication • Vision, mission, organizational structure of the Company,
with all stakeholders business activities, and operational networks
• Annual Report, Company Work Plan and Budget (RKAP) and
Bank Business Plan (RBB), Company Code of Ethics, BNI Work
Culture, Board of Commissioners Work Procedures Guidelines,
Good Corporate Governance Policy, and Company Articles of
Association
• Good Corporate Governance (concurrent positions, share
ownership and independent commissioners);
• Duties, authorities and responsibilities of the Board of
Commissioners and Board of Directors, delegation of authority
and limitations of authority of the Board of Commissioners in
carrying out supervisory duties towards the company based
on applicable laws and regulations
• Committees under the Board of Directors and Board of
Commissioners that are formed and directly responsible
to the Board of Commissioners, the Secretary of the Board
of Commissioners and the Secretariat of the Board of
Commissioners that assist in the smooth running of the Board
of Commissioners’ duties
• Remuneration and facilities provided to members of the Board
of Directors and Board of Commissioners Together with the
Compliance Division, prepare a Self-Assessment Report on
the Implementation of GCG in the Company
• GCG Commitment/Integrity Pact of the Board of Directors and
Board of Commissioners
• GCG Socialization
• Stock Management
• Disclosure of Share Ownership by the Company’s Board of
Directors and Board of Commissioners
• Remuneration of the Board of Directors and Board of
Commissioners
• Rewards and GCG Assessments from External Parties related
to the Corporate Secretary Function
Furthermore, the Corporate Secretary also ensures public transparency by disseminating information
through the mass media, the IDX website, and BNI’s official website in both Indonesian and English. A more
detailed disclosure of this report is outlined in the Sub-Chapter onTransparency of Report Delivery.
Throughout 2025, the Corporate Secretary has submitted reports to the IDX and OJK in a timely manner.
Broadly speaking, these reports can be categorized into Periodic Reports and Incidental Reports.
Periodic Reports
The Periodic Reports submitted by BNI’s Corporate Secretary to the IDX and/or OJK in 2025 are detailed as
follows:
Number of
No. Report Type Addressed to Report Period
Reports
1. Monthly Report of Securities Holder Registration OJK & IDX Monthly 12
2. Consolidated Financial Statements of Bank and Subsidiaries OJK & IDX Quarter 3
(Unaudited)
3. Annual Financial Statements (Audited) OJK & IDX Annual 1
4. Annual Report (including the Corporate Governance Report, the Corporate OJK & IDX Annual 1
Sharia Business Unit Governance Report, and the Integrated Governance
Report of the BNI Financial Conglomerate)
5. Sustainability Report OJK & IDX Annual 1
6. Annual Rating Result Report OJK & IDX Annual 1
7. Annual Report of Parent Entity and Subsidiary Bank (Report of Banks that OJK Annual 1
are part of a business group)
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Number of
No. Report Type Addressed to Report Period
Reports
8. Report of Detailed List of Related Parties OJK Semiannual 2
9. Report of Results of Annual Public Expose Implementation IDX Annual 1
10. Report of List of 10 Largest Shareholders OJK Quarter 4
11. Company Performance Report (Earning Call) OJK & IDX Quarter 4
12. Announcement Report of Annual General Meeting of Shareholders OJK & IDX Annual 1
13. Invitation Report of Annual General Meeting of Shareholders OJK & IDX Annual 1
14. Report of Implementation of Annual General Meeting of Shareholders OJK & IDX Annual 1
15. Report on the Implementation of Cash Dividend Payment OJK & IDX Annual 1
Incidental Reports In line with the provisions set by BNI, the Investor
In addition to submitting mandatory periodic Relations Division has the following main functions:
reports, the Corporate Secretary has submitted 51 1. Manage cooperation with relevant parties
(fifty-one) Incidental Reports to regulators. These in Indonesia’s capital market, including fund
reports are detailed in the Transparency in Report managers, analysts, stockbrokers, investment
Submission sub-chapter. bankers, rating agencies, and members of the
Indonesian Issuers Association (AEI);
Information regarding these Periodic Reports and 2. Communicate the company’s performance and
Incidental Reports has also been published on the strategy to market analysts and investors to
BNI website at https://www.bni.co.id/id-id/investor/ achieve an optimal long-term stock valuation for
berita-investor/keterbukaan-informasi. BNI through analyst meetings, conference calls,
roadshows, and related events;
3. Represent BNI’s management in meetings with
INVESTOR RELATIONS analysts and investors, either one-on-one or
through public presentations, to communicate
In order to maximize the company's market opinions, stances, and reactions to company
capitalization, BNI established the Investor Relations challenges and/or opportunities and to present
Division, which is fully tasked and responsible for the strategic follow-up actions for BNI’ management;
execution of the Bank's Investor Relations functions. 4. Manage activities related to BNI’s performance
Investor Relations facilitates engagement with and ratings;
shareholders and the capital market community to 5. Monitor and analyze developments in BNI’s stock
provide a realistic and transparent overview of the performance, the exchange, and peer groups;
company's condition. 6. Manage BNI’s performance database, stock
information, investor contacts, reports, mailing
FUNGSI DAN TUGAS POKOK INVESTOR lists for fund managers, and other relevant
RELATIONS parties;
7. Ensure openness, accuracy, and timely disclosure
BNI’s Investor Relations function has been effectively of information to market participants.
operational since BNI officially became a public
company through its Initial Public Offering (IPO)
in 1996, originally under the Corporate Secretary
Division. Over time, an organizational restructuring
led to the separation of the Investor Relations
function from the Corporate Secretary function.
Consequently, pursuant to No. KP/289/R dated
June 28, 2021 and No. KP/136/R dated April 12, 2023,
BNI established a dedicated organization to manage
the Investor Relations function. This initiative was
undertaken considering the vital role of Investor
Relations in managing communication between
management and shareholders, aligned with the
steadily increasing interest of shareholders in BNI.
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Profile of Investor Relations Division Head
Age
40 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
• Bachelor’s degree in Accounting Economics from the University of
Yohan Setio, CFA Indonesia (2003-2006)
Investor Relations Division Head • Master’s degree in Business Administration from the University of
Cambridge (2011-2012)
Legal Basis for Appointment At Other Companies
Appointed as Head of Investor Relations Division based on Board of • Officer - Global Transaction Banking at Deutsche Bank (2006 - 2008)
Directors Decree No. KP/258/DIR/R dated June 14, 2021, and the unit • AVP - Equity Research Analyst at PT Mandiri Sekuritas (2008 - 2011)
name was changed to Investor Relations Division Head based on • Associate Director - Institutional Equity Sales at PT Mandiri
Board of Directors Decree No. KP/229/DIR/R dated June 6, 2023. Sekuritas (2012 - 2016)
• SVP - Head of Investor Relations at PT Bank Mandiri (Persero) Tbk
Term of Office (2016 - 2020)
2021 – Present
Concurrent Positions
Professional Certification and/or Training None
• Banking Risk Management Certification Qualification 5 with
Certificate No./BSMR/SKT/7223/X/2024 dated October 7, 2024 Affiliated Relationships
• CFA (Chartered Financial Analyst) Certification from CFA Institute Does not have any affiliated relationships with members of the
(2012) Board of Directors, Board of Commissioners, or Major/ Controlling
Shareholders
Work Experience
Di BNI
• Acting Head of the Office of Chief Economist Division (2021-2022)
• Head of Investor Relations Division (2021 - present)
TRAINING AND/OR HUMAN RESOURCE COMPETENCY ENHANCEMENT INVESTOR
RELATIONS DIVISION 2025
In 2025, the Investor Relations Division participated in a series of training activities to support its competencies
in executing its duties and responsibilities, including:
Date of
No Competency Development / Training Subject Organizer
Implementation
1 Strategic Competency for BUMN Leadership Ministry of State-Owned April 2025
Enterprises (SOE)
2 Company Analysis Bloomberg June 2025
3 Efficient Excel Analysis & Reporting Bloomberg June 2025
4 Risk Management Certification (SMR) Level 5 BNI University (BNU) and LSPP June 2025
5 Money Market 101 Bloomberg September 2025
6 Investor Relations 101 Bloomberg September 2025
7 Equity Analysis Bloomberg September 2025
8 Valuation on Merger & Acquisition PPM Manajemen December 2025
9 Understanding Financial Statement PPM Manajemen December 2025
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2025 INVESTOR RELATIONS DIVISION Throughout 2025, BNI has conducted analyst
ACTIVITY REPORT meetings and public expos to present its annual
performance results. BNI has also actively
Throughout 2025, the Investor Relations Division participated in various conferences, both online and
effectively and efficiently performed its core offline, as well as non-deal roadshows organized by
functions, particularly in delivering accurate and securities firms or brokers, to improve the quality
timely information regarding the company’s of its investor base by increasing the number of top
performance, business prospects, and other tier global institutional investors with a long-term
pertinent details required by investors, potential investment horizon. These activities have facilitated
investors, analysts, the financial community, and interactions between BNI and domestic as well as
the capital markets to support informed decision- international investors or potential investors. In
making. Investor relations activities have been 2025, the Investor Relations Division conducted a
conducted in adherence to confidentiality principles total of 335 meetings, comprising 16 Conferences
and with equal treatment for all investors. Internally, & Non-Deal Roadshows, 4 Earnings Calls, as
the Investor Relations Division has also worked to well as other agendas including Public Exposes,
enhance communication with various divisions to Retail Webinars/Seminars, Regular Meetings, and
strengthen alignment between BNI’s strategies and Annual Rating Review Meetings. In every investor
the concerns of investors, thus improving the overall engagement, we consistently communicate BNI’s
performance of the bank. strategies, including our adaptation to dynamic and
volatile market conditions, to ensure the provision
In line with its primary functions, the Investor of transparent information. This is aligned with our
Relations Division has also intensified monitoring focus on enhancing the quality of engagement,
of BNI’s stock performance and the prevailing investor confidence, and investor interest.
market sentiment, while optimizing the corporate
rating review activities to ensure that BNI’s rating Beyond focusing on institutional investors, BNI
remains within the investment-grade category. The consistently maintains close relationships with
division has been actively involved in enhancing retail investors. By leveraging social media and
the frequency and quality of information regarding collaborating with brokers who possess an extensive
the implementation of ESG (Environmental, Social, retail investor base, the Investor Relations Division
and Governance) aspects to investors, as well proactively provides the latest updates regarding
as participating in the ESG Rating Review and the company’s developments. This approach not
conveying emerging ESG-related issues in the only enhances communication accessibility but also
market to the relevant divisions. broadens retail investors' understanding of BNI's
future strategic direction.
The following table provides a detailed breakdown
of BNI’s Investor Relations activities over the past
two years:
Statistik Kegiatan Investor Relations BNI tahun 2025 dan 2024
Investor Relations Activity 2025 2024
Earnings Call (Analyst Meeting) [ACGS C.7.3] 4 4
Public Exposes (Including Public Expose from IDX) 3 5
Non-Deal Roadshow & Conference Calls 16 21
Retail Investor Webinar/Seminar 3 7
Regular Meeting with Investors 306 353
Annual Rating Review Meetings 3 3
Total 335 393
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ACTIVITIES INVOLVING EXISTING SHAREHOLDERS [ACGS A.4.1]
Throughout 2025, Investor Relations also conducted activities involving all shareholders, including
institutional shareholders. In detail, BNI has invited investors to, as well as participated in, the following
activities:
Date of
Activity Place of Implementation Event Description Event Mechanism
Implementation
JP Morgan Asia January 9, 2025 Singapore Investor Conference hosted by Offline
Conference JP Morgan
2025 ASEAN January 10, 2025 Singapore Investor Conference hosted by Offline
Conference Bank of America
Earnings Call FY2024 January 22, 2025 Jakarta FY2024 Earnings Performance Offline
Presentation
Non-Deal Roadshow March 3-4, 2025 Hong Kong Non-Deal Roadshow in Offline
collaboration with CLSA
MNC Sekuritas March 20, 2025 Jakarta Retail Investor Update Hybrid
Investor Gathering
2025
Earnings Call 1Q2025 April 28, 2025 Jakarta 1Q 2025 Earnings Performance Online
Presentation
Non-Deal Roadshow May 7–8, 2025 Kuala Lumpur Non-Deal Roadshow in Offline
collaboration with BNI Sekuritas
UBS Asian May 27, 2025 Hong Kong Investor Conference hosted by Offline
Investment UBS
Conference 2025
JP Morgan Asia June 3–4, 2025 New York Investor Conference hosted by Offline
Pacific All Star Forum JP Morgan
Non-Deal Roadshow June 6–16, 2025 Paris Non-Deal Roadshow in Offline
collaboration with Macquarie
Asia Unbound - June 18–19, 2025 London Investor Conference hosted by Offline
Road to Recovery Macquarie
Conference
Earnings Call 1H2025 July 25, 2025 Jakarta 1H2025 Earnings Performance Online
Presentation
Non-Deal Roadshow July 30–31, 2025 Singapura Non-Deal Roadshow in Offline
collaboration with BNI Sekuritas
Noan-Deal Roadshow August 14–15, Bangkok Non-Deal Roadshow in Offline
2025 collaboration with CLSA
32nd Investors' September 10–11, Hong Kong Investor Conference hosted by Offline
Forum 2025 2025 CLSA
Earnings Call 3Q2025 October 24, 2025 Jakarta 3Q2025 Earnings Performance Offline
Presentation
Non-Deal Roadshow November 3–11, Europe Non-Deal Roadshow in Offline
2025 collaboration with UBS
Twenty-Fourth November 19–20, Singapore Investor Conference hosted by Offline
Annual Asia Pacific 2025 Morgan Stanley
Summit
Non-Deal Roadshow November 25–28, Tokyo Non-Deal Roadshow in Offline
2025 collaboration with MUFG &
Bahana Sekuritas
Non-Deal Roadshow December 2–4, New York Non-Deal Roadshow in Offline
2025 collaboration with Macquarie
Asia Conference 2025 December 9–10, New York Investor Conference hosted by Offline
2025 Macquarie
All of the above activities were attended by BNI’s existing shareholders.
INVESTOR RELATIONS CONTACTS [ACGS C.10.1]
BNI Investor Relations can be contacted via:
Investor Relations
Phone: +6221-572-8308.
Address: Grha BNI 21st Floor, Jl. Jenderal Sudirman Kav 1 Jakarta.
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INTERNAL AUDIT UNIT [ACGS: D.3.14] Legal Basis and Guidelines for Internal Audit
Implementation
In order to ensure the sound conduct of banking The implementation of all Internal Audit activities
operations that is supported by a strong control carried out within the scope of BNI is guided by a
environment, BNI has established the Internal Audit number of regulations, including:
Division as one of its internal control functions reporting 1. POJK No. 1/POJK.03/2019 dated January 28, 2019,
directly to the President Director. The Internal Audit regarding the Implementation of Internal Audit
Division acts as a strategic partner to management by Functions in Commercial Banks;
performing the role of a Risk Assurance Unit within the 2. POJK No. 11/POJK.03/2022 dated July 6, 2022,
Third Line Model under the Internal Control System regarding the Organization of Information
framework. Beyond its oversight function, the Internal Technology by Commercial Banks;
Audit Division actively collaborates with other work 3. SEOJK No. 21/SEOJK.03/2017 dated June 6, 2022,
units to help create value aligns well with the interests regarding the Application of Risk Management in
of all stakeholders. the Use of Information Technology by Commercial
Banks;
The implementation of BNI’s internal audit function 4. Financial Services Authority Regulation Number
encompasses independent and objective assurance 30 of 2024 concerning Financial Conglomerates &
and advisory activities aimed at enhancing the Bank’s Financial Conglomerate Parent Companies.
value while improving operational effectiveness.
The Internal Audit Division systematically evaluates In addition to the regulations mentioned above, the
and strengthens risk management, internal control, implementation of BNI’s internal audit function also
and governance processes, thereby supporting the refers to the standards issued by The Institute of
achievement of more resilient and sustainable banking Internal Auditors, namely the International Professional
operations. Practices Framework (IPPF) 2017 and the Global Internal
Audit Standards (GIAS) 2024.
In carrying out its duties and responsibilities, BNI’s
Internal Audit Division is granted full, unrestricted, Internal Audit Charter
and independent access to records, information, In carrying out its duties and authorities, the Internal
personnel, funds, assets, locations or areas, and other Audit function adheres to the ethical standards and
resources of BNI that are relevant to the performance code of conduct set out in BNI’s Internal Audit Charter,
of assurance and advisory activities. Such access is which is aligned with the regulations of the Financial
exercised responsibly, with due regard for maintaining Services Authority No. 1/POJK.03/2019 and applicable
the confidentiality of all information obtained. As part professional auditing standards. The Internal Audit
of its monitoring activities, the Internal Audit Division Charter is reviewed and updated on a regular basis
regularly assesses the adequacy and effectiveness of in accordance with the Bank’s needs and regulatory
risk management, the quality of internal controls, and developments, with the most recent update completed
prevailing governance practices.These assessments are and approved on August 9, 2024.
conducted using a risk based audit approach, namely
an audit methodology that focuses on the Bank’s key The Audit Charter is established as a formal document
risks as the basis for audit planning and execution. that sets out the foundation, objectives, position,
This approach enables the Internal Audit Division to functions, scope of work, authorities, and working
allocate resources more efficiently while identifying relationships of the Internal Audit function with relevant
potential issues that may affect the achievement of parties within the organization.Through this charter, the
organizational objectives. In addition to its assurance Internal Audit function is expected to operate optimally
role, the Internal Audit Division also provides advisory in providing independent and objective assurance and
services, both formally and informally, including advisory services, with a clear focus on enhancing the
independent reviews of the launch of new products or Bank’s overall value.
activities in accordance with OJK and BI regulations, as
well as special assignments undertaken at the request Duties and Responsibilities of the Internal
of management or based on internal initiatives. Audit Unit
As stipulated in the BNI Internal Audit Charter, the
scope of the Internal Audit assignment is as follows:
1. Assisting the President Director and the Board
of Commissioners in conducting supervision by
describing the planning, implementation and
monitoring of audit results in operational terms;
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2. Examining and assessing the efficiency and 5. Preparing and reviewing the internal audit charter
effectiveness of finance, accounting, operations, periodically;
human resources, marketing, information 6. Preparing the Annual Audit Plan and Annual
technology and other activities through audits; Consultation together with the President
3. Identifying all possibilities to improve and Director and Board of Commissioners approved
increase the efficiency of the use of resources budget allocation by considering the Audit
and funds used; Committee recommendations and monitoring its
4. Providing recommendations for improvements implementation;
and objective information on the examination 7. Reporting significant audit findings to the
results in the form of an Audit Report and submit President Director and the Director overseeing the
the report to the President Director and the compliance function to ensure prompt corrective
Board of Commissioners with copies to the Audit actions are taken, while actively monitoring the
Committee and the Director in charge of the follow-up process;
Compliance function; 8. Providing periodic reports on the monitoring of
5. Providing advisory services to BNI internally to audit follow-up actions to the President Director
add value and improve the quality of control, and the Board of Commissioners, with copies
risk management, and corporate governance as submitted to the Audit Committee and the
long as it does not affect the independence and Director responsible for the compliance function,
objectivity of the IAU, and adequate resources and;
are available; 9. Ensuring the use of external party for internal
6. Carrying out follow-up monitoring of audit results audit activities:
as well as periodically submit a Pending Follow- a. Facilitate the transfer of knowledge from
up Report on Audit Results to the President external parties to members of the Internal
Director and the Board of Commissioners with Audit Division (SKAI), with consideration
copies to the Audit Committee, as well as the given to the temporary nature of external
Director in charge of the Compliance function; expert services.
7. Conducting an in-depth audit at the request of b. Does not affect the independence and
the Board of Directors and/or Commissioners, objectivity of the Internal Audit function.
or as a follow-up to the general audit results of c. The use of external services is in accordance
an object or event that is suspected to contain with the BNI Internal Audit Charter.
indications of violation and/or fraud if necessary;
and Authority of the Internal Audit Unit
8. Internal Audit works closely with work units that In order to the duties and responsibilities can run
perform other internal control functions. with optimal results, the Internal Audit Unit is given
the authority to:
Duties and Responsibilities of the Head of 1. Have full, free and unlimited access to BNI
Internal Audit Unit records, information, employees, funds, assets,
As stipulated in the BNI Internal Audit Charter, the locations/areas, and other resources, including
scope of the Internal Audit assignment is as follows: BNI’s subsidiaries/affiliates/financial service
1. Ensuring the internal audit function is in accordance institutions, relating to the implementation of
with the Internal Audit Function in Commercial audits and consultation;
Banks and the Internal Audit Code of Ethics; 2. Conduct verification, interviews, confirmations,
2. Allocating audit resources, determining the and other audit techniques with customers or
objectives, scope, and audit plans or schedules other parties related to the implementation of
and techniques; audits and consultations;
3. Determining strategies, methodologies, tools, 3. Communicate directly with the Board of
audit approaches as well as implementation of Directors, the Board of Commissioners and Audit
quality control in carrying out predetermined Committee;
main tasks, including subsidiaries/affiliates/ 4. Conduct regular and incidental meetings with the
financial service institutions owned by BNI, Board of Directors, the Board of Commissioners
relating to the implementation of audits and and the Audit Committee;
consultations; 5. Attend strategic meetings;
4. Ensuring that IAD Auditors follow continuous 6. Request assistance from other work units or use
professional development and adequate training the services of external parties in conducting
in their fields in order to keep abreast of company audits if deemed necessary; and
developments; 7. Coordinate and build synergistic relationships
with other assurance units/functions (Compliance
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Unit, Risk Management, Senior Operation Risk The following are the stages of the Risk Based Audit
Executive, Anti-Fraud Unit, and SKAI Subsidiary methodology implemented by BNI:
Companies) to obtain comprehensive and 1. Preparation of the Audit and Consulting Plan
optimal audit results. (RAT), based on a risk based audit approach
through Macro and Micro Assessments, as
Audit Quality Control follows:
To ensure that audit activities are conducted in a. Macro Assessment is an assessment based
accordance with applicable ethical standards and on BNI’s performance indicators and activity
best practices, BNI implements a Quality Assurance risks, referring to the Corporate Plan, Board
and Improvement Program (QAIP). This program of Directors’ General Policy (KUD), Bank
includes, among others, the development of audit Business Plan (RBB 2024–2026), BNI Risk
methodologies and continuous enhancement Profile, input and or directions from the Board
of audit practices. QAIP is carried out through of Directors and Senior Management, as well
assessments or reviews conducted by both external as prevailing conditions and issues in line
and internal parties. with business developments, including the
results of external and internal audits and
External assessments are required to be performed fraud incidents.
at least once every three years, as stipulated in
Financial Services Authority Regulation No. 1/ The Macro Assessment aims to identify
POJK.03/2019. BNI conducted its most recent critical issues in order to determine themes or
external assessment in 2024, performed by PT activities that will become the focus of audit,
RSM Konsultan Indonesia. The results concluded with an orientation toward business process
that BNI’s Internal Audit activities were generally in improvement.
compliance with OJK Regulation No. 1/POJK.03/2019, b. Micro Assessment is the process of
No. 11/POJK.03/2022, No. 38/POJK.03/2016, No. determining audit objects (critical units)
21/SEOJK.03/2017, as well as the International based on unit level risk assessments.
Standards for the Professional Practice of Internal c. In addition to the Macro and Micro
Auditing (IPPF) 2017. Assessments, BNI Internal Audit also conducts
regulatory assessments to ensure that areas
Internal assessments, or self-assessments, are or activities required by regulations are
conducted on an annual basis. The results indicate subject to internal review by Internal Audit.
that the implementation of the Internal Audit
function falls under the “Generally Conforms” 2. Audit execution, conducted to ensure the
category, in accordance with OJK Regulation No. 1/ adequacy and effectiveness of the Bank’s
POJK.03/2019, the International Standards for the governance, risk management, and internal
Professional Practice of Internal Auditing (IPPF) 2017, control, supported by the application of an audit
and the Global Internal Audit Standards (GIAS) 2024. rating methodology for risk management and
internal control. The rating scale applied consists
Audit Methodology of satisfactory, good, needs improvement, and
In carrying out its duties, Internal Audit prepares a unsatisfactory, along with rating components
comprehensive annual audit plan using a Risk Based covering both credit activities and non-credit
Audit (RBA) approach. This methodology focuses on or operational activities. The audit rating
identifying and assessing key risks that may affect mechanism is generated systematically through
the achievement of the organization’s objectives. the Audit Monitoring System (FAST), based
Through the implementation of RBA, all stages on the significance level of each finding (low,
of audit activities, from planning and execution medium, high, and critical).
to audit reporting, are conducted based on risk
priorities that have been determined in coordination In addition to risk based audits, Internal Audit
with operational management, including through also conducts mandatory audits (regulatory
risk assessments. based audits) to fulfill external or regulatory
requirements.
This approach ensures that significant risks
are managed effectively and remain within 3. Audit reporting, which includes Audit Reports
management’s acceptable risk tolerance, enabling on the implementation of all audit activities and
the Bank to maintain operational stability while the Summary of Audit Results (PPHA), which are
ensuring that potential obstacles do not hinder the reported on a quarterly basis to the President
achievement of the Bank’s strategic objective. Director, the Board of Commissioners, the Audit
Committee, and the Financial Services Authority
(OJK).
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Internal Audit Information System have familial relationships with the internal
In line with the increasingly dynamic development auditor up to the second degree, whether
of information technology and its impact on the horizontal or vertical;
working environment, IAD continues to innovate b. An internal auditor has previously served
both in methodology and in the use of tools to as an employee in the auditee unit, either
strengthen the effectiveness of assurance and in a leadership or non-leadership role. Such
advisory activities. One concrete manifestation of auditors may be assigned to audit the unit
this innovation is the implementation of an internally provided that an audit of the said auditee unit
developed Audit Management System (AMS). has been conducted at least once and/or after
This application is an integrated digital system a minimum period of one year has elapsed;
that manages the entire audit process on an end c. Internal auditors are not permitted to audit the
to end basis, covering risk assessment, planning, same auditee consecutively as team leader
execution, reporting, and monitoring of follow up for two assignments
actions on audit recommendations. The use of AMS d. Internal auditors are not allowed to audit an
ensures that audit processes are conducted in a object where they were previously involved
more systematic, effective, and efficient manner, in providing consultancy services or other
while also mitigating potential conflicts of interest, assignments related to that object.
thereby enhancing the maturity and reliability of 3. The Head of Internal Audit holds the authority to
BNI’s internal control environment. determine the resources and budget necessary
to perform duties and functions in accordance
Independence, Objectivity, & Cooling-Off with the annual audit plan.
Period Policy 4. Internal auditors are required to disclose any
Internal auditors are required to remain free from information or circumstances that may impair
any form of intervention, influence, or personal their independence and objectivity in carrying
interest that may compromise their professionalism out audit and consultancy assignments to the
in delivering objective assessments. One of the Head of Internal Audit.
measures implemented to safeguard and strengthen 5. The execution and reporting processes of audit
independence is BNI’s Cooling Off Period policy, and consultancy activities are subject to review
which stipulates a defined waiting period before an by both internal and external parties.
internal auditor may be reassigned to a work unit 6. BNI ensures that every member of the Internal
that he or she has previously audited. The following Audit Unit meets the independence criteria
are several key provisions that must be observed by stipulated by applicable regulations. This
IAD: independence is upheld through specifically
1. Head of Internal Audit and Auditors are prohibited designed audit procedures that prevent conflicts
from: of interest, enabling the audit process to be
a. Holding authority or responsibility for, or conducted objectively and transparently. The
participating in, operational activities of Internal Audit Unit operates independently
BNI or its subsidiaries, affiliates, or financial from the work units and activities it audits,
service institutions owned by BNI. allowing it to provide professional and objective
b. Simultaneously performing operational tasks opinions to the President Director regarding
or hold positions within the bank, subsidiaries, the Bank’s business and operational activities.
affiliates, or financial service institutions By maintaining these independence standards,
owned by BNI. the Internal Audit Unit can deliver accurate
c. Initiating or approving accounting assessments and support the implementation
transactions, except for internal transactions. of Good Corporate Governance (GCG) practices
d. Engaging in decision-making processes across all of BNI’s operational activities.
regarding BNI’s operational activities.
2. Internal Audit must establish provisions Structure and Position of the Internal Audit
governing the execution of audit assignments Unit
to ensure objectivity and prevent conflicts of Within BNI’s organizational structure, the IAD
interest involving auditors and Internal Audit reports directly to the President Director, with a
leadership with respect to the audited entity. direct communication line (dotted line) to the Board
Among these provisions is the implementation of Commissioners. In carrying out its duties, IAD
of a cooling-off period policy. may communicate directly and hold meetings with
the Board of Directors, the Board of Commissioners,
In this regard, auditors are excluded from audit and the Audit Committee, thereby ensuring that
assignments involving a particular entity or audit assignments are conducted effectively and
auditee under the following circumstances: smoothly. The composition of IAD as of December
a. There are employees in the auditee unit who 31, 2025 was established pursuant to the Board of
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Directors Decree No. KP/377/DIR/R dated August 1, 2025. The Internal Audit organizational structure has been
aligned with the Bank’s business segmentation framework in order to strengthen its role in safeguarding
business activities through an integrated, value adding, risk based audit approach.
The organizational structure of the Internal Audit Unit as of December 31, 2025, is outlined in the following
chart:
Internal Audit
Wholesale & Corporate Function Detection &
Network & Retail Digital & Operations IT Audit Audit Development
International Business & Subsidiaries Audit Investigation
Audit Department Audit Department Department Department
Audit Department Department Department
IT Strategy,
Corporate & Digital -
Network & Governance & Corporate Audit Planning
Institutional Wholesale Investigation
Services Audit Development Function Audit & Development
Business Audit Audit
Audit
Retail Governance,
Enterprise & Audit Quality
Productive Digital - IT Operations Risk & Whistleblowing
Commercial Control &
& Business Retail Audit Audit Compliance System
Business Audit Report Analysis
Program Audit Audit
International Operations IT Security Subsidiaries Monitoring &
Consumer Audit Surveillance
Business Audit Audit Audit Audit Counterparty
General
Services
Section*
*) Mengikuti kebijakan sentralisasi terbatas Bagian Umum Kantor Pusat
Authority for Appointment and Dismissal of the Head of the Internal Audit Unit [ACGS D.3.16]
The Head of Internal Audit is appointed and dismissed by the President Director, subject to approval from
the Board of Commissioners, taking into account the recommendations of the Audit Committee. The
appointment or dismissal must be reported to the Financial Services Authority (OJK) in person no later than
ten (10) working days after the date of the appointment or dismissal.
The President Director may dismiss the Head of Internal Audit, with the approval of the Board of Commissioners
and based on the recommendations of the Audit Committee, if the individual fails to meet the requirements
to lead BNI’s internal audit function as stipulated by applicable regulations and/or is deemed incapable or
ineffective in performing their duties.
Head of Internal Audit Unit Profile [ACGS D.3.15]
Internal Audit is headed by Hedmon Yusfid, effective as of August 28, 2025, pursuant to the Appointment
Letter of Hedmon Yusfid as Head of Internal Audit of BNI No. SDK/68 dated September 24, 2025, which has
been duly reported to the Financial Services Authority (OJK). The brief profile of the Head of Internal Audit
of BNI is as follows:
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Age
52 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Hedmon Yusfid • Bachelor of Accounting from Andalas University;
• Master of Management and Business from Bogor Agricultural University
Head of Internal Audit Unit
Legal Basis of Appointment Work Experience
Board of Directors Decree No. KP/147/DIR/R dated August 28, 2025. At BNI
1. Head of Corporate Business Audit Group (2013 – 2014)
Term of Office 2. Head of Planning & Development Group (2015 – 2016);
August 28, 2025 – present. 3. Head of Audit Quality Control Group (2017 – 2018);
4. Regional Audit Group Leader (2019 – 2020);
Professional Certification and/or Training 5. Head of Audit Area 1 Group (2021)5.
1. Indonesia Internal Audit Practitioner Certification (IIAP). 6. Head of Audit Area 2 (2022 – July 2023);
2. Certified Bank Auditor Certification (BNI). 7. Head of Wholesale & International Business Audit Department
3. Risk Management Competency Certification Level 6 (BNI). (August 2023 – July 2025)
4. Digital Forensics in Internal Audit From Data to Evidence, 8. Head of Internal Audit Unit (August 2025 – present)
Indonesia Institute of Internal Auditors (IIA).
5. Digital Forensics in Internal Audit From Data to Evidence, BPKP. Concurrent Position
6. Auditor Training on Corruption Crimes and Banking Crimes (BNI). Does not hold concurrent positions both internally and externally BNI.
7. Leadership Development Program Middle Management – LDP Top
1000 (BNI); Affiliation Relationship
8. Internal Control Over Financial Reporting/ICoFR (BNI); Has no affiliation with members of the Board of Directors, Board of
9. Agile Audit (BNI); Commissioners, or Majority/Controlling Shareholders.
10. General Management Program (BNI);
11. ACIIA Regional Conference 2024 (IIA).
Internal Audit Human Resources Composition
In performing its functions, the Internal Audit Division of BNI is supported by competent human resources
with high integrity and adequate qualifications. As of December 31, 2025, Internal Audit had a total of 178
employees, including the Head of Internal Audit. All personnel are selected through a rigorous process that
takes into account diversity aspects, including professional background, areas of expertise, and possession
of professional certifications relevant to the internal audit function.
The presence of professionals with diverse competencies reflects BNI’s commitment to building a technically
robust internal audit team, further strengthened by continuous competency development programs. The
composition of Internal Audit human resources as of December 31, 2025 is presented below:
Number
Position
(Person)
Internal Audit Head 1
Department Head 6
Lead Auditor 16
AVP Unit Supporting Audit 5
Senior Auditor 33
MGR Unit Supporting Audit 9
MGR BUM 1
Auditor 78
AMGR Unit Supporting Audit 6
Administrative Assistant 4
Surveillance 8
Whistleblowing 3
Retirement Preparation Period (MPP) 4
Total 175
Total 175
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Internal Auditor Certification
In striving for the continuous professional development of auditors, Internal Audit is committed to
consistently enhancing the competence and knowledge of auditors who proactively participate in various
development programs and competency improvement activities. These include certified educational
programs, both national and international, as well as relevant training, seminars, and workshops that
support audit performance. This ongoing initiative is carried out consistently to ensure that the unit meets
adequate qualifications as an independent and objective work unit.
The certifications that IAD employees have obtained during 2025 are as follows:
International Professional Certification Realization in 2025
Indonesia Internal Audit Practitioner (IIAP) 1
Certified Information System Auditor (CISA) 3
Certified Data Science for Manager (CDSM) 7
Certified Information Technology Auditor (CITA) 43
National Professional Certification Realization in 2025
ISO 27001: 2022 7
Risk Management Certification JK 6 1
Certified Bank of Internal Audit - Auditor 6
Certified Bank of Internal Audit - Supervisor 28
Compliance JK 5 8
Code of Ethics for Internal Auditors
In carrying out their duties and responsibilities, 3. Confidentiality
Internal Audit must act professionally and uphold a. Be cautious in using and safeguarding
the established code of ethics, which must be information obtained during the performance
adhered to by all auditors, as follows: of duties; and
1. Integrity b. Not use information for anyone’s benefit and/
a. Perform duties honestly, diligently, and or in any way that would violate the law and/
responsibly; or company regulations.
b. Comply with laws and make disclosures in
accordance with applicable regulations and 4. Competence
professional standards; a. Perform duties in accordance with the
c. Not intentionally or knowingly engage in knowledge, skills, and experience possessed;
prohibited or illegal activities, nor take actions b. Conduct audits in accordance with the
that may damage the credibility of Internal Application of Internal Audit Functions in
Audit and the profession of Internal Auditors; Commercial Banks and/or other applicable
and audit standards; and
d. Support the goals of BNI and Internal Audit. c. Continuously improve competence.
Internal Audit Meetings with the Board of
2. Objectivity Commissioners, the Board of Directors, and
a. Not engage in activities or have relationships Audit Committee
that may create a conflict of interest;
b. Not accept anything that could or is perceived Meeting Policy
to affect professional judgment; The Internal Audit Charter stipulates that IAD has the
c. Always exercise professional judgment in authority to communicate directly and hold meetings,
the performance of duties in any situation or both regularly and incidentally, with the Board of
condition; and Directors, Board of Commissioners, and the Audit
d. Disclose all known facts. Committee. This is done to support the effective and
smooth execution of duties. These meetings are part
of the authority of the Internal Audit Unit to ensure
the effectiveness of assignments.
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Practices Governance Responsibility Commitment Statements
Meeting Agenda
In 2025, 103 (one hundred and three) Board of Commissioners and Board of Directors meetings were held
involving Internal Audit, discussing various agendas as outlined in the following table:
No. Meeting Date Meeting Agenda Participants
1 January 7, 2025 Steering Committee on Personal Data Protection Board of Directors
Law and IT Hygiene
2 January 9, 2025 Joint Meeting Agenda 2 Discussion on Request for Board of Directors, Board of
Approval of Risk Management Policy Review Commissioners
3 January 9, 2025 Joint Meeting Agenda 3 Discussion on Supervisory Board of Directors, Board of
Report of DPLK BNI Business Plan Realization for Commissioners
Semester II of 2024
4 January 9, 2025 Joint Meeting Agenda 4 Discussion on Review and Board of Directors, Board of
Approval of the Renewal of AML, CFT, and CPP of Commissioners
WMD Policies and Procedures of DPLK BNI
5 January 14, 2025 Board of Directors Clearance Meeting with the Board of Directors, Audit Committee
Public Accounting Firm
6 January 16, 2025 Focus Group Discussion Board of Directors minus Board of Directors
One Human Capital Roadmap 2025 to 2029
7 January 16, 2025 Joint Meeting Agenda 1 Clearance Meeting of Board of Commissioners
the Board of Commissioners with the Public
Accounting Firm
9 January 16, 2025 Joint Meeting Agenda 2 Discussion on BNI Board of Commissioners
Performance, Subsidiaries Performance, and Q4
2024 Business Plan Realization
10 January 16, 2025 Joint Meeting Agenda 3 Discussion on Self- Board of Commissioners
Assessment of BNI Soundness Level and Risk
Profile as of December 31, 2024
11 January 17, 2025 Anti Fraud Committee Meeting 2025 Board of Directors, SEVP
12 January 23, 2025 Audit Committee Invitation on Key Audit Findings Audit Committee
13 January 24, 2025 Integrated Risk Management Committee Meeting Board of Directors
01 of 2025
14 February 4, 2025 Meeting with Director of TOP regarding Debtor Board of Directors
Confirmation
15 February 4, 2025 Follow up on Integrated Risk Management Board of Directors
Committee Concerns related to BNI Finance
16 February 6, 2025 Meeting with SCR regarding Debtor Confirmation Board of Directors
17 February 13, 2025 Board of Directors Meeting Agenda 2 Finalization of Board of Directors
PMS Score 2024
18 February 14, 2025 Meeting with Vice President Director and External Board of Directors
Parties
19 February 27, 2025 Joint Meeting Agenda 1 Discussion on Debtor Board of Commissioners
Follow Up
20 March 5, 2025 Meeting with President Director at BNI Mataram Board of Directors
Branch
21 March 10, 2025 Board of Directors Meeting Agenda 2 Approval of IT Board of Directors
Strategic Plan of SOEs 2025 to 2029
22 March 10, 2025 Board of Directors Meeting Agenda 4 ALCO and Board of Directors
Financial Forecast March 2025
23 March 18, 2025 Integrated Governance Committee Meeting Board of Directors
Evaluation of Integrated Internal Control System
and Integrated Internal Audit Effectiveness
Semester II 2024
24 March 18, 2025 OJK Preliminary Examination 2025 Corporate Credit Board of Directors
Process and Watchlist Determination
25 March 19, 2025 OJK Preliminary Examination 2025 Implementation Board of Directors
of AML, CFT, and CPP of WMD Program
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Meeting Date Meeting Agenda Participants
26 March 20, 2025 OJK Preliminary Examination 2025 Examination Board of Directors
Plan for Overseas Branches in Tokyo and Osaka
27 March 20, 2025 Discussion on Follow Up of the Board of Board of Directors, Board of
Commissioners Recommendations on Credit Write Commissioners
Off Realization for 2024
28 April 11, 2025 Meeting with Director of Finance regarding BNI Board of Directors
Finance
29 April 25, 2025 Joint Meeting Agenda 3 Discussion on BNI Risk Board of Directors, Board of
Profile as of March 31, 2025 Commissioners
30 April 25, 2025 Preparation for Fit and Proper Test of Board of Board of Directors
Directors Members
31 April 30, 2025 Preparation for Fit and Proper Test of Board of Board of Directors
Commissioners Credit Aspects
32 May 2, 2025 Preparation for Fit and Proper Test of Board of Board of Commissioners
Commissioners Credit Aspects
33 May 14, 2025 Audit Committee Agenda Discussion on Audit Board of Commissioners
Results of Single Customer View Management
34 May 20, 2025 Discussion between Independent Committee Independent Committee
Members and Audit Committee with IAD regarding
Preparation for Joint Meeting Materials
35 May 22, 2025 Discussion on Key Audit Findings and Follow Up of Board of Commissioners
Audit Results for 2024 and Q1 2025
36 June 2, 2025 External Audit Entry Meeting Board of Directors
37 June 3, 2025 Joint Meeting Agenda 1 Discussion on Subsidiaries Board of Commissioners
Financial Performance and Risk Issues Q1 2025
38 June 4, 2025 ALCO Board of Directors Meeting June 2025 Board of Directors
39 June 5, 2025 Joint Meeting Agenda 1 Discussion on BNI Board of Commissioners
Performance as of April 30, 2025
40 June 19, 2025 KPK Invitation Workshop and Relaunch of SOE Board of Directors
Internal Control Training Program
41 June 19, 2025 Joint Meeting Agenda 2 Discussion on Restructured Board of Directors, Board of
Debtors across All Segments Commissioners
42 June 24, 2025 Joint Meeting Agenda 3 Discussion on Credit Write Board of Directors, Board of
Off Plan Commissioners
43 June 26, 2025 Exit Meeting with BPKP Board of Directors
44 July 1, 2025 Integrated Governance Committee Meeting Agenda Board of Directors, Board of
II Commissioners
45 July 3, 2025 Joint Meeting Agenda 1 Review of Bank Credit Board of Directors, Board of
Policy Commissioners
46 July 11, 2025 Board of Directors Meeting Agenda 2 Review of Board of Directors, Board of
Derivative Procedures of Bank Credit Policy Commissioners
47 July 14, 2025 Board of Directors Meeting Agenda 4 Update Board of Directors
on Temporary Suspension of Dormant Account
Transactions
48 July 15, 2025 Risk Monitoring Committee Meeting Evaluation of Risk Monitoring Committee
Loan at Risk
49 July 17, 2025 Joint Meeting Agenda 3 Discussion on Internal Board of Directors, Board of
Control Over Financial Reporting Commissioners
50 July 31, 2025 Joint Meeting Agenda 1 Discussion on BNI IT Board of Directors, Board of
Implementation Commissioners
51 August 1, 2025 Integrated Risk Management Committee Meeting Board of Directors
02 of 2025
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Practices Governance Responsibility Commitment Statements
No. Meeting Date Meeting Agenda Participants
52 August 5, 2025 Integrated Governance Committee Self Assessment Integrated Governance Committee
Semester I 2025
53 September 1, 2025 Board of Directors Kick Off Meeting for Board of Directors
Consolidated Financial Statement Audit FY 2025
54 September 2, 2025 Audience with OJK regarding Change of Chief Board of Directors
Audit Executive
55 September 4, 2025 Town Hall Meeting Project Intelligent Branch Board of Directors
56 September 4, 2025 Meeting on IT Services with the President Director Board of Directors
57 September 9, 2025 Audit Committee Kick Off Meeting for FY 2025 Audit Committee
Financial Statement Audit
58 September 9, 2025 Whistleblowing System Report related to Human Board of Commissioners
Capital
59 September 10, 2025 Risk Awareness and Direction by Director of Board of Directors
Finance and Strategy
60 September 12, 2025 Submission of Audit Result Reports of BNI IT and Board of Directors
BNI Life to BPK RI
61 September 22, 2025 Discussion on Subsidiaries Follow Up on Integrated Board of Directors
Internal Control Evaluation Semester I 2025
62 September 24, 2025 Steering Committee Meeting Project Branch Board of Directors
Transformation Intelligent Branch
63 September 25, 2025 Review of Subordinated Loan Provision Policy and Board of Directors
Credit Authority Framework
64 September 25, 2025 Risk Maturity Index Assessment 2025 Board of Directors
65 September 29, 2025 Meeting with OJK regarding Bank Soundness Level Board of Directors
66 September 30, 2025 Evaluation of BNI Internal Control System Semester Board of Directors
I 2025
67 September 30, 2025 Steering Committee Meeting Enterprise Financial Board of Directors
System
68 October 1, 2025 Implementation of New Region Area and Branch Board of Directors
Model
69 October 2, 2025 Evaluation of Anti Fraud Strategy Implementation Board of Commissioners
70 October 9, 2025 Evaluation of Internal Control Effectiveness and Board of Commissioners
Internal Audit Performance
71 October 14, 2025 IT Project at BNI Board of Directors
72 October 14, 2025 Review of Corporate Governance Guidelines Board of Directors
73 October 17, 2025 Direction Meeting by Director of Finance regarding Board of Directors
Audit Plan 2026
74 October 17, 2025 Direction Meeting by Director of CMB regarding Board of Directors
Audit Plan 2026
75 October 20, 2025 Direction Meeting by Vice President Director Board of Directors
regarding Audit Plan 2026
76 October 20, 2025 Direction Meeting by Director of INS regarding Board of Directors
Audit Plan 2026
77 October 21, 2025 Audit Plan 2026 Discussion with Director of Board of Directors
Network and Retail
78 October 21, 2025 Self Assessment of BNI Risk Profile Board of Directors
79 October 21, 2025 Risk Monitoring Committee Meeting Risk Monitoring Committee
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Meeting Date Meeting Agenda Participants
80 October 22, 2025 Direction Meeting by Director of CMB regarding Board of Directors
Audit Plan 2026
81 October 23, 2025 Evaluation of Internal Audit Function Q3 2025 Audit Committee
82 October 23, 2025 Discussion on BNI Performance and Subsidiaries Board of Commissioners, Board of
Performance as of September 2025 Directors
83 October 27, 2025 OJK Entry Meeting Board of Directors
84 November 1, 2025 Evaluation of Remedial Recovery Performance and Risk Monitoring Committee
Legal Case Issues
85 November 4, 2025 Roadmap Strengthening Anti Fraud Strategy Audit Committee
86 November 4, 2025 BPKP Entry Meeting Board of Directors
87 November 4, 2025 Anti Fraud Strategy Roadmap for Subsidiaries Integrated Governance Committee
88 November 10, 2025 ALCO Meeting Board of Directors
89 November 12, 2025 Review of Credit Payment Policy Board of Directors
90 November 24, 2025 Subsidiaries IT Synergy and IT Project Portfolio Board of Directors
2026
91 November 25, 2025 Update on OJK Findings 2025 to Vice President Board of Directors
Director
92 November 27, 2025 OJK Exit Meeting Board of Directors, Board of
Commissioners
93 November 27, 2025 Subordinated Loan Board of Directors, Board of
Commissioners
94 December 2, 2025 Evaluation and Oversight of SLIK Audit Report 2025 Audit Committee
95 December 3, 2025 Steering Committee Meeting Project Branch Board of Directors, Board of
Transformation Intelligent Branch Commissioners
96 December 11, 2025 Root Cause Analysis of Credit Write Off and Risk Board of Directors, Board of
Mitigation Commissioners
97 December 12, 2025 Enterprise Financial System Board of Directors
98 December 16, 2025 OJK Thematic Examination Exit Meeting DPUK 2025 Board of Directors
99 December 16, 2025 Fraud Report Board of Directors, Board of
Commissioners
100 December 17, 2025 ALCO Board of Directors Meeting Board of Directors
101 December 18, 2025 General Risk Management Policy and Integrated Board of Directors, Board of
Capital Policy 2025 Commissioners
102 December 18, 2025 Progress Meeting of FY 2025 Consolidated Financial Board of Directors, Board of
Statement Audit by Public Accounting Firm Commissioners
103 December 18, 2025 Discussion on Overseas Branch Visit Results by the Board of Directors, Board of
Board of Commissioners Commissioners
104 December 22, 2025 IT Operations and Fraud Detection System IT Management Committee
Meeting Frequency and Attendance Rate
During 2025, IAD attended 103 (one hundred and three) meetings with the Board of Directors, Board of
Commissioners, Audit Committee, and other committees, either as a participant or to present materials. The
frequency and attendance rate of IAD meetings are outlined in the following table:
Number of Meetings Total Attendace % Attendace
103 103 100
Other
Audit Committee
Description BOD Meeting BOC Meeting Committee
Meeting
Meeting
Frekuensi Kehadiran IAD 80 33 5 7
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Practices Governance Responsibility Commitment Statements
Competency Development and/or Internal Audit Training in 2025
Development of Internal Audit Human Resources Competencies
IAD is committed to developing the competencies and capabilities of its auditors. To support this
development, IAD has established a training/refreshment policy requiring all auditors to participate in a
capability enhancement program at least once a year. The competency development programs implemented
by IAD throughout 2025 are as follows:
Competency Development/Training Materials Implementation Time Organizer
Annual Training
Annual Auditor Training January 13 – February 03, BNU
2025
Online/Offline Sharing Session & Webinar
Race Talk Series: Next Level Integrated Credit Tool in Wholesale Banking January 03, 2025 CRRCOB 4
Webinar with Theme: Ready to Implement CTAS: Digital Tax to Better January 22, 2025 WPPWDC
Support Customer Business
Strategy and Synergy of BNI Agen46 Towards 2025 January 24, 2025 Agen 46 Team – BNI
Building an Anti-Corruption Culture in Business Partnership Networks February 11, 2025 Director of
Human Capital &
Compliance
BNI Webinar: Financial Crimes Sharing Session February 18, 2025 Compliance and
Financial Risk
Management
Experts in the Global
Banking IndustryINT
Elevating Transaction with BNI Direct Cash Operating Account February 26, 2025 WDC
Strengthening Anti-Fraud Awareness through the Implementation of February 28, 2025 Anti Fraud Strategy
POJK No. 12 of 2024 for Financial Services Institutions Department Head
BNIdirect Supply Chain Financing Solution: Redefining Efficiency, Agility, February 17, 2025 Trade & Supply
and Innovation Chain Digital
Channel Department
Head, WDC Division
Supply Chain
Financing Product
Development
Department Head,
WPP Division
Through the BUMI Program Towards UMKM Go ESG & Go Global April 21, 2025 SBP DivisionRPB
DivisionEnterprise
Risk Management
Division
Webinar Digital Trends and Skills to Empower Digital Leadership May 20, 2025 Education Figure
Series #1 “Foundation of Digital Leadership – Adapting to Digital and Information
Transformation in Banking” Technology Expert
Risk Management Webinar: “Dive into Sustainability Disclosure” June 11, 2025 Vice President
DirectorDirector of
Risk Management
Webinar Digital Trends and Skills to Empower Digital Leadership Series June 17, 2025 Business &
#2: “Strategic Digital Leadership – Mastering Digital Leadership: Digital Technology
Marketing & Business Growth Optimization” Integration Expert
Agile Ways of Working & Scrum Framework July 9, 2025 PMP, PMI-ACP, PMO-
CP
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Competency Development/Training Materials Implementation Time Organizer
Webinar Awareness & Prudential Principles in Credit Provision to July 10, 2025 Retail Credit
Improve Credit Quality Risk Division
HeadDetection
& Investigation
Department Head
– Internal Audit
Division
Webinar “ESG Webinar Series: Understanding Sustainability Financing” July 21, 2025 ESG Management
Department Head
Digital Trends & Skills to Empower Digital Leadership #3: Leading Team – July 23, 2025 Expert in digital
Driving Digital Transformation security for banking
and payment
systems
Empowering SMEs with BNIdirect Business July 30, 2025 WDC Division
Webinar Series Checkpoint Retirement Readiness: Second Career August 22, 2025 Rice Commodity
Inspiration Entrepreneur
Ornamental
Plant Cultivation
Entrepreneur
Linkgoals Series: Build Your Brand, Boost Your Career “The Importance September 09, 2025 New Maverick
of Personal Branding on LinkedIn” Digital Delivery IT
DeveloperCOE Core
Banking
Business Segment Credit Decision Program – Building Effective Leaders September 11, 2025 HCBPNSD
through Performance Management
Decision Making Based on the Business Judgement Rule Principle in the September 16, 2025 President Director of
Framework of Good Corporate Governance and Anti-Corruption BNIKPK
Webinar Series Sales Excellence: “Digital & Social Selling – Becoming a September 24, 2025 Business &
Reliable Marketer in the Digital Era” Marketing
Consultant
Strategy to Address International Trade Remedies September 25, 2025 Director General
of Foreign Trade,
Ministry of Trade
of the Republic of
Indonesia
Mapping Business Potential & POI October 13, 2025 Data Management &
Analytics Division
Leading Business: The Future of Banking – Artificial Intelligence & October 16, 2025 President Director
Blockchain Innovation of PT Peruri Digital
Security
Loan at Risk Resolution: Effective Strategies to Restore Asset Quality October 17, 2025 President Director
of PT Sentral Java
Multindo Auction
HouseKPKNL Jakarta
III
Unlocking Opportunities Series: Expanding Export Reach to India with October 27, 2025 Head of ITPC
Xpora & ITPC Chennai in India Chennai, India
Digital Forensics in Internal Audit: From Data to Evidence October 31, 2025 BPKP
Wholesale Webinar Series: Socialization of Standard Pricing, Q-Card November 13, 2025 PM Lead, Operating
Sales, and Standard Deck Product Model & Business
Establishment,
AVATAR
Webinar & Zoominar Xpora Series: Expanding Export Reach to Saudi November 19, 2025 Head of ITPC
Arabia with Xpora & ITPC Jeddah Jeddah, Saudi
Arabia
Webinar 9 Wonders – Mandatory Soft Competencies for BNI Hi-Movers November 20, 2025 Daya Dimensi
Indonesia
Webinar on Individual Annual Tax Return Reporting via DJP Coretax November 25, 2025 ACC
Workshop on Legal & Policy Framework for Sustainable Waste to Energy November 26, 2025 Jardin Legal SSF
Project
Symphony of Integrity: Collaboration, Innovation, and Expression to December 08, 2025 OJK
Prevent Corruption
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Practices Governance Responsibility Commitment Statements
Competency Development/Training Materials Implementation Time Organizer
Certification Training Program
ISO 27001:2022 ISMS Auditor / Lead Auditor Certification February 17–21, 2025 SGS Academy
Jakarta
IT Auditor Certification (BNSP) March 22, 2025 LSP Digital
Nusantara
CBIA Level Auditor Certification May 17, 2025 LSPP
CBIA Level Supervisor Certification May 17, 2025 LSPP
ISO 27001:2022 Certification July 14–15, 2025 CISO
IT Auditor Competency Certification July 14–15, 2025 LSPP
Indonesia Internal Audit Practitioner (IIAP) Certification Program October 24, 2025 IIA Indonesia
SMR JK Level 6 Certification November 13, 2025 BNSP & LSPP
Compliance Certification JK5 Batch I (Nov 20–24, 2025) LSPP & LPPI
Batch II (Nov 24–26, 2025)
CISA Certification December 01–05, 2025 Multimatics
In-House Online Training
Cybersecurity Training for Data Protection Officers (DPO) July 12, 19, 26, 2025 BNU
Internal Audit Training – ISO 37001:2016 ABMS Expansion November 03, 2025 CMP
Risk Management Maturity Assessment Training in SOEs November 24, 2025 CRMS
Asset Liability Management Refreshment Program + ILAAP December 06–07, 2025 BNU
Internal Sharing Session
PKB Socialization February 2025 IAD
Bancassurance In-Branch Staff Discount Program 2025 February 2025 IAD
Lessons Learned from Whistleblowing System Reporting March 2025 IAD
Refreshment on Official Secrets and Bank Secrecy June 2025 IAD
Refreshment Session: Wondr by BNI July 2025 IAD
Follow-Up on Internal Audit Results September 2025 IAD
Audit for Tomorrow: Strategic, Future Ready, Sustainable October 2025 IAD
Internal Audit KPI Sharing November 2025 IAD
Document Forensic Analysis and Body Language December 2025 IAD
Quality Assurance Workshop Knowledge Sharing (IIA) December 2025 IAD
Conference/Workshop
IIA Indonesia National Conference “Auditor For Tomorrow” August 27–28, 2025 IIA Indonesia
AAFM Workshop – Body Language & Document Forensics August 27–28, 2025 AAFM
GRACS Conference (IT Governance, Risk, Assurance & Cybersecurity) October 28, 2025 ISACA
Quality Assurance Workshop December 03–04, 2025 IIA Indonesia
Seminar on Risk & Fraud in International Trade December 09, 2025 IBI
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Training and/or Competency Development for Internal Audit Unit Leader
In 2025, BNI IAD leaders participated in a number of training activities/seminars/workshops/certifications,
as described below:
Date
No. Activity Title Organizer
Implemented
1 Digital Forensics in Internal Audit: From Data to October 31, 2025 BPKP
Evidence
Public Training/Conference
1 SMR Certification JK 6 November BNSP & LSPP
13,2025
2 Indonesian Internal Audit Practitioner Certification October 24, 2025 IIA Indonesia
Program (IIAP)
Participation in the Internal Audit Unit Professional Association
In order to broaden horizons and improve professional competence amidst various industry challenges,
Internal Audit involves internal auditors in various audit-related professional associations, including:
Internal Audit Participation in External Organizations
Name of Name of Association/ Scope of Association/
Position Membership Role
Internal Auditor Organization Organization
Hedmon Yusfid Head of IAD The Institute of Internal International Member
Auditors – Indonesia (IIA)
Adnan Rifanadhi Detection & Investigation Ikatan Auditor Intern National Certification & Ethics
Department Head Bank (IAIB) Manager
Nanny Audit Development Ikatan Auditor Intern National Research and
Handayani Department Head Bank (IAIB) Development
Management
The Institute of Internal International Member
Auditors – Indonesia (IIA)
Imam Wibowo Corporate Function Association of Certified International Member
Sakti & Subsidiaries Audit Fraud Examiner (ACFE)
Department Head
FKSPI National Chairperson of the
Standards Committee
Sonny Okta Network & Services Audit FKSPI National Vice Chairperson for
Petandra Department Head Organization & Legal
Affairs
Dias Puspita Lead Auditor - Digital The Institute of Internal International Member
Wholesale Audit Auditors – Indonesia (IIA)
Information Systems International Member
Audit and Control
Association (ISACA)
FKSPI National Member
Yazid Priadi Lead Auditor - IT Security International Information Internasional Member
Erfiandi Audit System Security
Certification Consortium
(ISC2)
Information Systems Internasional Member
Audit and Control
Association (ISACA)
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2025, several institutions conducted benchmarking against BNI Internal Audit, as follows:
No Benchmarking Date Institution Focus of Discussion
1 April 18, 2025 BSI Audit Management Benchmark
2 August 2, 2025 Bank Jakarta Audit Methodology
3 November 26, 2025 hibank Overview of IT Audit Methodology
Internal Audit Work Plan for 2025 c. Upgrading the Audit Management System
The Internal Audit Division (IAD) formulated a (AMS) technology;
number of strategic initiatives as set out in the IAD 8. Enhancing the quality of audit results through:
Business Plan 2025. These initiatives were further a. Optimization and refinement of audit
elaborated operationally in the 2025 Annual Audit methodologies and tools;
Plan as a guideline for the implementation of b. Zero corrections on Audit Result Reports
the work program. The strategies and plans were submitted to the General Manager;
prepared in an integrated manner to ensure the c. Strengthening and developing auditors to
effectiveness of IAD’s supervisory role. The strategic support audit activities.
initiatives implemented in 2025 are as follows: 9. Improving flexibility and accessibility of data
1. Oversight of performance and business analytics surveillance to support the optimization
processes across all BNI segments to enhance of the early warning system function.
asset quality;
2. Oversight of the strengthening of BNI’s technology Based on an assessment of BNI’s strategic policy
ecosystem to support the enhancement of digital direction for 2025, the Internal Audit Division
technology capabilities; formulated audit implementation strategies
3. Strengthening BNI’s risk culture and risk aligned with the Company’s vision and mission.
awareness through the optimization of IAD’s This assessment covered several key aspects,
value-added services by conducting audits to including risk assessment results, audit priority
support BNI’s strategy, including: setting, available resources, and challenges faced
a. Audits using sprint audit methods for both by IAD in supporting the achievement of corporate
general activities and IT audits; objectives. IAD also considered developments in
b. Audits of delivery channels (domestic) and banking digitalization trends, particularly the shift
overseas branches; in customer needs toward increasingly dominant
c. Mandatory Audit; digital-based transactions.
d. Audits of subsidiaries;
e. Integrated Internal Audit Units. Taking these factors into account, Internal Audit
4. Oversight of BNI’s strategic activities through: established the following oversight strategies for
a. Formal consultations on issues determined 2025:
in the Annual Audit Plan or arising during its 1. Optimal collaboration with assurance functions,
implementation namely SORX, CMP, ORM, ERM, AFR, and the
b. Improvement programs on risk and fraud Internal Audit Units of subsidiaries, including:
awareness, governance, and procedures
through informal consultations, sharing a. Optimization of SORX data output as risk
sessions, or memoranda/letters to other units; mapping data for IAD;
c. Assignment of IAD personnel to oversee BNI’s b. Utilization of exception reports and selected
strategic projects; reports from IAD Surveillance Units to
5. Conducting in-depth audits for all incoming support SORX examinations as BNI’s internal
requests and audit results requiring further assurance provider;
investigation; c. Division of investigation functions with SORX;
6. Optimization of the early warning system d. Optimization of ERM and ORM data output as
function through increased automation of risk mapping data for IAD;
detection processes and follow-up actions in the e. Establishment of audit investigation forums
form of limited reviews; to determine investigation execution;
7. Encouraging improvements in the quality of f. Division of investigation functions with AFR;
internal audit through: g. Integration between subsidiary Internal Audit
a. Implementation of the QAIP for the internal Units and BNI Parent Internal Audit Unit.
audit function;
b. Completion of recommendation targets 2. Audit focus directed at the strategic level aligned
resulting from internal audit function reviews; with stakeholder concerns and BNI’s 2025
strategic direction.
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Audit & Consulting Realization 2025
a. Increasing audits on strategic activities and (%)
issues to provide recommendations and
2
improve BNI’s business processes; Surprise Audit 2
b. Optimizing consultation functions, including 16
Advisory
independent reviews of new product or 23
activity launches, reviews and oversight IT/Application/Project Activities
25
29
of digital business development projects,
34
and assignment of IAD personnel to Non-IT/Thematic Activities
46
specific project teams while maintaining 3
Subsidiaries
independence, objectivity, and adherence to 3
the Internal Audit Code of Ethics; 1
Division
c. Conducting mandatory audits to comply with 1
regulatory requirements. Mandatory Audit
14
14
30
3. Business process improvement through Delivery Channel includes KLN
31
continuous monitoring and surveillance audits,
including: Target Realisasi
a. Optimization of data analytics surveillance
for general and thematic audits with more
focused audit sampling. In implementing the 2025 audit plan, Internal Audit
b. A reviewable Annual Audit Plan adjusted to conducted two types of audit activities, namely
developments in BNI’s business. regular audits and ad-hoc audits. Regular audits
were systematically planned under the Annual
4. Optimization of in-depth audits using mandays Audit Work Plan and implemented using a Risk-
from the Investigation & System Whistleblowing Based Audit (RBA) approach, focusing audit efforts
Department. on areas with significant risk to the achievement
5. Optimization of available mandays for continuous of the Bank’s objectives. Meanwhile, ad-hoc
auditing, consultation, audit sharing, and auditee audits were conducted outside the annual plan in
monitoring. response to emerging needs, based on discussions
6. Enhancement of the Audit Management System with management, auditee requests, or IAD’s own
(FAST) through the Enhancement Data & initiative. Through the combination of regular and
Technology Refreshment Audit Management ad-hoc audits, IAD actively ensured the effectiveness
System process, currently conducted by the of governance, risk management, and internal
Information Technology Work Unit (SKTI). control systems in an adaptive manner aligned with
business dynamics.
Report on the Realization of Internal Audit
and Consultation Activities in 2025 The implementation of regular and ad-hoc audits
In 2025, IAD determined the focus of audit and during 2025 is described as follows:
consultation activities as “Oversight of healthy and 1. IAD conducted five ad-hoc assignments, namely:
sustainable business growth across all segments, a. Review of credit utilization to the Ministry of
with a focus on increasing productivity and Finance of the Republic of Indonesia at the
improving business processes through platform London Overseas Branch;
strengthening.” b. Review of IT application promotion processes;
c. Review of follow-up actions from BI Coaching
During the year, Internal Audit carried out 149 Clinic – LBUT;
assignments, consisting of surprise audits, thematic d. Thematic audit on the implementation of the
audits, IT audits, subsidiary audits, divisional Frontliner Revolution;
audits, mandatory audits, delivery channel audits, e. Review of One-Time Password (OTP)
and advisory services. This realization exceeded management.
the initial assignment plan of 125 assignments,
achieving an audit realization rate of 119.20%, while 2. IAD conducted 9 investigative audits, consisting
mandatory audits reached 100% completion: of 5 (five) credit-related examinations and 4 (four)
non-credit examinations.
3. IAD also provided consultation services, both
formally and informally, including independent
reviews of new product or activity launches to
fulfill OJK requirements, oversight of specific
events at the request of auditees or management,
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or on IAD’s own initiative. Advisory consultation r. Evaluation of BNI’s Internal Control System
services in 2025 included: (ICS) for 2024/2025;
a. Advisory on the New Channel Model; s. Evaluation of the Integrated Internal Control
b. Consultation on Social and Environmental System (ICS) for 2024/2025.
Responsibility;
c. Advisory on the Branch Transformation Back Audit and consultation results in the form of Audit
Office Project; Result Reports were submitted and reported to the
d. ISO 27001:2022 Information Security API; President Director, Board of Commissioners, Audit
e. Digital Maturity Assessment Bank (DMAB) Committee, Director of Human Capital & Compliance,
2025; and the Directors overseeing the audited sectors.
f. Audit review of intra-group risk;
g. Review of operational risk management; Follow-Up on Audit Results
h. Risk Maturity Index; As part of the audit process, after audit reporting is
i. ICAAP audit; completed, IAD is required to monitor audit results.
j. Review of cyber resilience and security Monitoring activities are conducted to ascertain
maturity levels; and ensure the implementation of audit follow-up
k. Audit of KJPP management; actions, including the completion of Internal Audit
l. Consultation for the Java Jazz Festival 2025 recommendations by auditees and other related
event; parties.
m. Preliminary assessment of Representative
Offices in Amsterdam and Sydney for the On a quarterly basis, IAD submits updates on the
preparation of the 2026 Annual Audit Plan; completion of audit follow-up actions in the form of
n. Review of credit utilization to the Ministry of a Pending Audit Follow-Up Report to the Board of
Finance of the Republic of Indonesia at the Directors, SEVPs, and the Board of Commissioners
London Overseas Branch; through the Audit Committee. This report plays a
o. Evaluation of internal control systems at crucial role in monitoring progress, accelerating the
overseas branches; completion of follow-up actions, and serving as a
p. Review of follow-up actions from BI Clinic – basis for evaluation and performance monitoring at
LBUT; BNI.
q. Audit of the implementation of the Commercial
Segment Credit Risk Organization;
Number of Internal Audit Findings and Follow-up in 2025
The level of completion of pending follow-up, Audit Recommendations and Directors’ Disposition on audit
results for 2023-2025 are as follows:
Description December 31, 2025 December 31, 2024 December 31, 2023
Total Due 2,237 5,003 6,833
Completed 2,211 4,998 6,830
Completion Progress 99.83% 99.88% 92.16%
In relation to the role of Internal Audit as a liaison for external parties, such as the OJK, BI, BPK, and KAP,
BNI’s IAD also monitors the follow-up on the results of external audits. Throughout 2025, the follow-up on
external audit results is reflected in the table below:
2025
External Audit
Completed In Progress
Bank Indonesia (BI) 130 0
Financial Services Authority (OJK) 1,418 0
Indonesian Audit Board (BPK RI) 392 166
Financial and Development Supervisory Agency (BPKP) 21 0
Public Accountant Firm (KAP) 10 0
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Assessment and Evaluation of the Internal 5. Optimizing the Early Warning System
Audit Unit’s Performance in 2025 through enhanced data analytics capabilities,
In 2025, the Internal Audit User Satisfaction Survey strengthened surveillance activities, and the
(USS) Index was recorded at 3.82, compared to implementation of Continuous Auditing and
3.90 in the previous year, in line with increasing Continuous Monitoring (CACM) to proactively
stakeholder expectations of the Internal Audit support the internal control system and risk
function’s role as a strategic business partner in detection.
supporting the achievement of BNI’s business 6. Developing auditor competencies on an ongoing
objectives. basis through certification programs, structured
training, and cross-functional assignments to
Performance evaluation was also conducted through broaden perspectives and improve the quality of
the distribution of questionnaires to auditees audit execution.
and their supervisors after the audit process. The
assessment covered various aspects, including audit INTEGRATED INTERNAL AUDIT WORK UNIT
management, audit execution, reporting of audit (SKAIT)
findings and IAD recommendations, as well as the
competency, professionalism, and communication To strengthen the comprehensive and effective
of the audit team. The evaluation yielded an average implementation of Integrated Governance (TKT),
score of 4.57 out of a maximum of 5. BNI, as the Main Entity (in its capacity as the
Financial Conglomeration Parent Entity or PIKK), has
Internal Audit Work Plan for 2026 incorporated an integrated internal audit function into
To ensure the sustainable implementation of its Internal Audit Division's organizational structure.
work programs and the achievement of optimal This function ensures consistent monitoring and
performance on an annual basis, the Internal Audit oversight of internal audit work across all Financial
work plan for 2026 is outlined below. This plan is Services Institutions (LJKs) within the BNI Financial
prepared based on the evaluation of performance in Conglomeration. As a professional, independent,
2025 as well as directives from the Board of Directors, and objective business partner to Management,
so that the planned programs are aligned with the BNI’s Internal Audit Division runs both assurance
Company’s strategy and support the achievement of and advisory functions in collaboration with the
long-term targets. The details of the work programs Financial Conglomeration’s Internal Audits.
to be implemented are as follows:
1. Intensifying risk-based assurance and advisory The integrated internal audit’s activities are
functions through the implementation of carried out in accordance with Financial Services
thematic audits, unit-based audits, and surprise Authority Regulation (POJK) No. 30 of 2024
audits to provide more focused and responsive on Financial Conglomerations and Financial
monitoring of high-risk areas. Conglomeration Parent Entities regarding the
2. Strengthening strategic oversight of the Implementation of Integrated Governance for
resilience, security, and reliability of information Financial Conglomerations. In discharging its duties
technology systems, ensuring that infrastructure and responsibilities, the Integrated Internal Audit
capabilities and technology controls adequately Unit at BNI Financial Conglomeration is guided by
support the continuity of the Bank’s operations. the Integrated Audit Implementation Procedures
3. Continuing the implementation of agile audit and the BNI Financial Conglomeration Integrated
methodologies with a streamed cycle approach, Governance Guidelines 2023. The written guidelines
enabling audit coverage across functions, offer operational foundation for the Internal Audit
segments/channels, and products in a more Division, as the Main Entity (PIKK) and the Internal
adaptive and relevant manner. Audit Units of each Financial Services Institution
4. Optimizing the Early Warning System within the BNI Financial Conglomeration, for
through enhanced data analytics capabilities, implementing integrated monitoring and oversights.
strengthened surveillance activities, and the With the guidelines in place, the integrated internal
implementation of Continuous Auditing and audit function is expected to enhance consistency,
Continuous Monitoring (CACM) to proactively improve control effectiveness, and promote the
support the internal control system and risk overall quality of governance implementation across
detection. the BNI Financial Conglomeration.
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Organizational Structure of the Integrated Internal Audit Unit in BNI’s Financial
Conglomerate
The organizational structure of the Integrated Internal Audit Unit (SKAI) within the BNI Financial
Conglomeration as of December 31, 2025, is as follows:
BNI Financial Conglomerate
Financing Securities Life Insurance Remittance Digital Bank Venture Capital Pension Fund Pension Fund
1983 | 99,99% 1995 | 75,00% 1996 | 60,00% 1996 | 100% 2022 | 63,92% 2022 | 99,98% 1960 1993
Investment Manager Securities General Insurance
2011 | 99,90% 2021 | 100,00% 2017 | 62,86%
In performing its duties, the Internal Audit Unit of the 3. Monitoring the follow up of internal audit
Main Entity (PIKK) may give assurance and advices results on an integrated basis and reporting the
to members of the BNI Financial Conglomeration, outcomes to the President Director and the Board
either on an individual basis, through joint audits, of Commissioners of the Main Entity (PIKK), with
buddy supervision, and/or by leveraging audit a copy to the Director overseeing the Compliance
results from the Internal Audit Units of Financial Function of the Main Entity (PIKK).
Conglomeration members. In addition, the Internal 4. Submitting integrated internal audit reports to
Audit Unit of the Main Entity (PIKK) also monitors the the President Director, the Director appointed
follow up on audit findings and recommendations to oversee the Financial Services Institution
issued by the Main Entity’s Internal Audit Unit, members of the Financial Conglomeration,
internal auditors, external auditors, as well as the the Board of Commissioners of the Main
results of supervision by the Financial Services Entity (PIKK), and the Director overseeing the
Authority (OJK) and/or other regulatory authorities, Compliance Function of the Main Entity (PIKK).
to ensure that such findings and recommendations 5. Monitoring and following up on the
have been duly addressed by members of the BNI implementation of recommendations issued by
Financial Conglomeration. the Integrated Governance Committee.
6. Acting as the Third Line of Defense, the Internal
Duties and Responsibilities of the Integrated Audit Unit of the Main Entity (PIKK) ensures
Internal Audit Unit the effectiveness of internal controls across all
The Internal Audit Unit of the Main Entity (PIKK) has lines within the BNI Financial Conglomeration
the following duties and responsibilities, among through the conduct of audits and consultations
others: for Financial Services Institution members of the
1. Evaluating and providing input on the adequacy Financial Conglomeration. In this capacity, the
of the audit methodology, policies, and Internal Audit Unit of the Main Entity (PIKK) may
procedures of the Internal Audit Units of Financial conduct audits and consultations for Financial
Services Institution members of the Financial Services Institution members without requiring
Conglomeration, taking into account the size, prior approval from the Boards of Commissioners
characteristics, and complexity of each member of those institutions.
institution, across all stages of the audit process, 7. Conducting internal oversight of all areas,
including audit planning, audit execution, audit operational activities, and business activities, and
reporting, and monitoring of follow up actions. coordinating with internal oversight functions at
2. Submitting reports on key findings of integrated Financial Services Institution members of the
audit results to the President Director and the Financial Conglomeration, as stipulated in the
Board of Commissioners of the Main Entity internal audit charter.
(PIKK), with a copy to the Director overseeing the 8. Promoting synergy in the development of
Compliance Function of the Main Entity (PIKK). auditors of the Internal Audit Units of Financial
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Services Institution members together with BNI’s the Main Entity (PIKK) as evaluation material
parent Internal Audit Unit, in accordance with the in preparing the integrated audit plan;
Memorandum of Understanding on Integrated c. The Internal Audit Unit of the Main Entity
Audit Units concerning Audit Quality Development (PIKK) consolidates the integrated annual
for the BNI Financial Conglomeration. audit plan and submits it to the President
Director and the Board of Commissioners of
In addition to carrying out the above main the Main Entity (PIKK).
responsibilities, SKAI Terintegrasi also conducts 3. Implementation of Integrated Audit
periodic reviews of the Integrated Governance The implementation of integrated audits is
Guidelines. carried out through the following approaches:
a. Individual audits conducted by the Internal
Scope of Integrated Internal Audit Audit Unit of the Main Entity (PIKK);
The scope of the integrated internal audit extends to b. Joint audits;
all entities within the BNI Financial Conglomeration. c. Buddy supervision.
This audit covers all aspects and elements of the 4. Development of Integrated Auditor Competency
activities of Financial Services Institutions that are The Internal Audit Unit of the Main Entity (PIKK),
members of the Financial Conglomeration, whether together with the Internal Audit Units of Financial
conducted directly or indirectly. In practice, the Conglomeration members, undertakes auditor
integrated internal audit considers all applicable competency development through the following
regulations and weighs the size, characteristics, and mechanisms:
complexity of each Financial Services Institution a. The Internal Audit Unit of the Main Entity
within the conglomeration. To carry out these duties (PIKK) includes auditors from Financial
and responsibilities, including the enhancement of Conglomeration members in joint training
audit quality, the Internal Audit Division (IAD) and programs organized by BNI’s Internal
the Internal Audit Units of Financial Conglomeration Audit Division, such as Auditor Refreshing
members integrate their internal audit functions, programs;
with the scope covering the following areas: b. The Internal Audit Unit of the Main Entity
1. Integrated Audit Methodology (PIKK) and the Internal Audit Units of
The Internal Audit Unit of the Main Entity (PIKK), Financial Conglomeration members provide
together with the Internal Audit Units of Financial opportunities for auditor secondments or
Conglomeration members, conducts alignment internships at Financial Conglomeration
and evaluation covering audit methodologies, member institutions and at BNI’s Internal
policies, and procedures of each Financial Audit Division.
Conglomeration member, in accordance 5. The Internal Audit Unit of the Main Entity (PIKK)
with their respective size, characteristics, and may assign its auditors as Heads of Internal
complexity, including through the following Audit Units or as auditors at Financial Services
measures: Institutions that are members of the Financial
a. The Internal Audit Unit of the Main Entity (PIKK) Conglomeration.
coordinates the alignment of the risk based 6. Authority of the Internal Audit Unit of the Main
audit methodology applied by the Internal Audit Entity (PIKK)
Units of Financial Conglomeration members; The authority of the Internal Audit Unit of the Main
b. The Internal Audit Unit of the Main Entity Entity (PIKK), as the Integrated Internal Audit Unit
(PIKK) provides input on the adequacy of audit (SKAIT), refers to BNI’s Corporate Guidelines on the
policies and Standard Operating Procedures Procedures for the Implementation of Integrated
of Financial Conglomeration members. Internal Audit and the BNI Corporate Charter.
2. Integrated Audit Planning 7. Reporting of Integrated Audit Results
The Internal Audit Unit of the Main Entity a. The Internal Audit Units of Financial
(PIKK), together with the Internal Audit Units of Conglomeration members submit reports
Financial Conglomeration members, prepares on the implementation of their internal audit
an Integrated Annual Audit Plan through the functions to the Internal Audit Unit of the Main
following mechanisms: Entity (PIKK) through an integrated internal
a. The Internal Audit Unit of the Main Entity audit communication forum on a quarterly
(PIKK) provides input on the annual audit basis. Such reports shall at a minimum
plans prepared by the Internal Audit Units of include the following information:
Financial Conglomeration members based on 1) Annual and periodic audit plans of
the established audit focus; the Internal Audit Units of Financial
b. Information on audit results from the Internal Conglomeration members;
Audit Units of Financial Conglomeration 2) Realization of audit implementation
members is used by the Internal Audit Unit of by the Internal Audit Units of Financial
Conglomeration members;
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3) Key audit findings from the Internal b. Realization of audit work plans of the Internal
Audit Units of Financial Conglomeration Audit Units of Financial Conglomeration
members and external audits at Financial members;
Conglomeration members; c. Key audit findings of the Internal Audit Units
4) Follow up on audit findings from the Internal of Financial Conglomeration members;
Audit Units of Financial Conglomeration d. Progress on the follow up of audit findings
members, BNI’s Internal Audit Division, from the Internal Audit Units of Financial
and external auditors at Subsidiaries Conglomeration members, BNI IAD, and
within the Financial Conglomeration; external audits conducted by BPK, Bank
5) Internal Audit Maturity Profile of Financial Indonesia, OJK, and other authorities.
Conglomeration members. 3. Developing an Internal Control System
b. The Internal Audit Unit of the Main Entity assessment methodology for Financial
(PIKK) submits Integrated Internal Audit Conglomeration members, aligned with the
Reports, which include information on key organizational relevance of each member entity;
integrated audit findings and the follow up 4. Preparing updates to the implementation
on such findings, with the following reporting guidelines for the Integrated Internal Control
frequency: System, including updates and additions to sub
1) Reports are submitted quarterly to the parameters and revisions to scoring at the sub
Director appointed to oversee Financial parameter level.
Conglomeration members and to the 5. Conducting semi annual evaluations of the
Director overseeing the Compliance Integrated Internal Control System for each
function at the Main Entity (PIKK); Financial Conglomeration member;
2) Reports are submitted semi annually to 6. Monitoring the maturity profile of the Internal Audit
the Board of Commissioners of the Main Units of Financial Conglomeration members,
Entity (PIKK). covering organizational structure, fulfilment of
auditor headcount, auditor capability including
Implementation of Integrated Audit certification and training, completeness of
Activities in 2025 enabling outputs, and development plans for the
Throughout 2025, the Integrated Internal Audit Internal Audit Units of Financial Conglomeration
Unit monitored and reported the implementation members;
of integrated internal audits and periodically 7. Discussing the follow up on recommendations
submitted them to the Compliance Director of the and advice from the BNI Board of Commissioners
Main Entity (PIKK) and the Board of Commissioners addressed to Financial Conglomeration
of the Main Entity (PIKK). To ensure the effectiveness members;
and compliance of integrated internal audit 8. Conducting buddy supervision for audits of
implementation with OJK requirements, BNI’s Project Management and Procurement at BNI
Internal Audit Division (IAD), as the Main Entity Life, as well as joint audits with BNI Sekuritas
(PIKK), together with the Internal Audit Units of auditors for the audit of BNI Asset Management.
Financial Conglomeration members, undertook a 9. Conducting knowledge sharing sessions on
number of strategic measures and strengthening IT audit and Internal Control Over Financial
initiatives across the BNI Financial Conglomeration. Reporting for Hibank, and on Personal Data
These activities included the following: Protection for BNI Asset Management.
1. Conducting Working Meetings with the Internal 10. Providing assistance in reviewing the Internal
Audit Units of Financial Conglomeration Audit Charters of BNI Finance and BNI Asset
members and the Subsidiaries Management Management.
Division, with agendas covering: 11. Sharing audit programs with Hibank related to IT
a. Alignment of Audit Work Plan implementation and non IT areas, as follows:
between the parent entity and Financial
Conglomeration members for 2025; Non IT
b. Implementation of combined assurance • Information Security and Cyber Resilience
mechanisms across Financial Conglomeration audit program;
members; • Consumer Complaint Services audit program;
2. Conducting the Integrated Audit Unit • SLIK audit program;
communication forum, which is held regularly • Goods and Services Procurement audit
every quarter, namely Quarter I/2025 in April program;
2025, Quarter II/2025 in July 2025, Quarter III/2025 • Technical Guidelines for ICoFR.
in October 2025, and Quarter IV/2025 in January
2026, among other things, to discuss:
a. Audit plans of the Internal Audit Units of
Financial Conglomeration members;
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IT compliance risks across all business activities.
• Payment Service System audit program, This role aligns with one of BNI's sixth missions,
including Mobile Banking and Internet "To Become a Reference for the Implementation
Banking; of Compliance and Good Corporate Governance
• ATM Management audit program; for the Industry," ensuring that the Compliance
• Implementation of APU, PPT, and PPPSPM Function is a key driver in maintaining the consistent
audit program; implementation of high-standard compliance and
• Information Technology audit program governance principles within BNI.
• Audit program on the implementation of Anti
Fraud Strategy activities, including SIPELAKU; Legal Basis for the Compliance Function
• Audit program on Information Technology The implementation of BNI’s Compliance Function is
Service Providers; guided by relevant regulations, including:
• Application Programming Interface audit 1. OJK Regulation No. 46/POJK.03/2017 concerning
program. the Implementation of Compliance Functions for
Commercial Bank;
12. Organizing training programs for all auditors of 2. OJK Regulation No. 18/POJK.03/2014 concerning
the Main Entity (PIKK) and Internal Audit Units the Implementation of Integrated Governance for
of Financial Conglomeration members, covering Financial Conglomerates.
topics such as corruption related crimes, banking 3. OJK Regulation No. 17 of 2023 concerning the
crimes, Internal Control Over Financial Reporting, Implementation of Governance for Commercial
penetration and vulnerability testing, personal Banks.
data protection and data security, digital forensic
audit, design thinking, IT fundamentals batch 1, Organizational Structure of the Compliance
and data analytics. Work Unit
BNI has a Director who oversees the Compliance
Function and formed a Compliance Division to
COMPLIANCE FUNCTION implement the compliance function.The Compliance
Director is responsible for formulating compliance
policies and strategies. The Compliance Division, as
The Compliance Function at BNI is a key pillar the spearhead of implementation, ensures that all
for practicing sound corporate governance and business units and support functions at BNI carry
a crucial part of maintaining business continuity out their activities in accordance with applicable
with integrity, grounded in prudent principles. regulations.
This function is tasked with ensuring that all BNI
operational and business activities consistently In 2025, there was a change in the organizational
comply with applicable laws and regulations, structure of the Compliance Division, namely that
regulatory authorities, and internal policies, while the implementation of the AML-CFT and PPPSPM
also instilling a culture of compliance throughout programs became the responsibility of the AML-
the organization. CFT Division. The organizational structure of the
Compliance Division based on the Decree of
In its implementation, the BNI Compliance Function the Board of Directors No. KP/440/DIR/R dated
does not remain reactive; it keeps its priority on a September 4, 2025 is described in the following
preventive (ex-ante) approach to mitigating potential chart:
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Compliance Division
Overseas Network &
Compliance Compliance
Subsidiaries Compliance GCG Compliance Data Protection
Assurance & Advisory 1 Assurance & Advisory 2
Advisory & Supervision Management Department Department
Department Department
Department
Overseas Network &
Compliance Compliance GCG & Compliance Data Protection Strategy
Subsidiaries Compliance
Assurance & Advisory 1 Assurance & Advisory 2 Management & Policy
Advisory & Supervision
Data Protection
Implementation
Head of Compliance Work Unit Profile
Period January 1, 2025 – November 30, 2025
Age
56 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Ikhsan Azman • Bachelor of Economics and Accounting from the Faculty of Economics,
Department of Accounting, Andalas University (1993);
Head of Compliance Work Unit
• Master of Agribusiness Management from the Postgraduate Program,
Bogor Agricultural University (2004).
Legal Basis of Appointment Work Experience at BNI
Appointed as Compliance Division Head based on the Board of At BNI
Commissioners Decree No. KP/595/DIR/R dated July 14, 2023 1. Vice President in Internal Audit Unit (2018-2022)
2. Divisi di Policy Governance Division Head (2022-2023)
Term of Office 3. Compliance Division Head (July 2023 - November 30, 2025).
July 20, 2023-November 30, 2025
Professional Certification and/orTraining Concurrent Position
1. Risk Management Certification Does not hold concurrent positions either internally or externally at
2. Data Protection Officer Certification BNI.
Affiliation Relationship
Has no affiliation with members of the Board of Directors, Board of
Commissioners, or Majority/Controlling Shareholders
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Period 1 December 2025 – present
Age
46 years old as of December 31, 2025
Citizenship
Indonesian
Domicile
Jakarta, Indonesia
Educational Background
Mochammad Irfan Maulana • Associate Degree in Telecommunications Engineering from Brawijaya
University (2000)
Pemimpin Divisi Compliance
• Bachelor of Engineering from the Faculty of Electrical Engineering, 10
Nopember University of Technology (2004)
• Master of Management from the Graduate School of Management,
University of Indonesia (2009)
• Master of Business Administration, University of Birmingham (2016).
Legal Basis of Appointment Work Experience at BNI
Appointed as Compliance Division Head based on Board of Directors At BNI
Decree No. KP/767/DIR/R dated December 22, 2025. 1. IT Audit & Surveillance Department Head (Vice President) in
Internal Audit (2024 – 2025)
Term of Office 2. Acting Compliance Division Head (December 1, 2025 – December
December 31, 2025 - present 21, 2025)
3. Compliance Division Head (December 22, 2025 – Present)
Professional Certification and/orTraining
1. Risk Management Certification Concurrent Position
2. Certified Information System Auditor Not holding concurrent positions either internally or externally at BNI.
Affiliation Relationship
Has no affiliation with members of the Board of Directors, Board of
Commissioners, or Majority/Controlling Shareholders
Mechanism for Appointment and Dismissal Director in Charge of Compliance Functions
of ComplianceWork Unit Leaders The Director of Human Capital & Compliance at BNI
The Head of the BNI Compliance Division is is currently responsible for the compliance function
appointed and dismissed based on the decision of at BNI, held by Mr. Munadi Herlambang. The
the Board of Directors and has been reported to appointment and implementation of the duties of
the OJK, with attention to the following criteria and the Director in charge of the compliance function are
requirements: carried out in accordance with applicable regulations,
1. Meet the independence requirements; including provisions regarding the Implementation
2. Master the banking provisions and applicable of the Compliance Function, General Provisions, Fit
laws and regulations; and Proper Test, as well as regulations regarding the
3. Not carrying out other duties outside the Utilization of Foreign Workers in the banking sector.
compliance function; These provisions regulate several things, including:
4. Have a high commitment to implementing and 1. Must obtain approval from the Financial Services
developing a compliance culture. Authority (OJK) before carrying out the duties
and functions of its position. Through Financial
Duties and Responsibilities of the Services Authority Letter No. SR-491/PB.02/2025
Compliance Work Unit dated November 26, 2025, the Financial Services
In general, the duties and responsibilities of the Authority approved the appointment of Mr.
Compliance Division are divided into the following Munadi Herlambang as Director of Human
functions: Capital & Compliance;
1. In charge of the Compliance Function; 2. Must meet independence requirements, namely
2. In charge of the Integrated Compliance Function; not having financial, management, share
3. In charge of the Implementation of Good ownership, and/or familial relationships up to
Corporate Governance; the second degree with members of the Board
4. In charge of the Gratification and Anti-Bribery of Commissioners, the Board of Directors, and/
Control; and or Controlling Shareholders or relationships
5. Personal Data Protection Function Implementer. with the Bank that could affect their ability to act
independently;
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3. Must have integrity and adequate knowledge BI, and other competent supervisory authorities;
regarding banking provisions and applicable 8. In addition to the duties and responsibilities
laws and regulations; above, in the context of implementing the
4. It is prohibited to employ or utilize foreign integrated compliance function, the Director in
workers; charge of the compliance function has the task
5. Not concurrently serving as President Director of directing, monitoring, and evaluating the
and/or Deputy President Director; implementation of the Integrated Compliance
6. Does not supervise the functions: operational function as well as following up on suggestions
business and risk management, which make and advice from the Board of Commissioners
decisions on bank activities, treasury, finance, of the Main Entity or the Integrated Governance
accounting, logistics, procurement, information Committee in order to improve the Integrated
technology, and internal audit. Compliance Function.
In the current BNI organizational structure, the COMPLIANCE WORK UNIT
implementation of the duties of the BNI Human
Capital & Compliance Director is supported by the The work unit that carries out the Compliance
organs below, namely: Function within BNI is carried out by the Compliance
1. SEVP Legal & Governance; Division. This division is an independent work unit
2. SEVP Human Capital; and is directly responsible to the Director who is
3. Compliance Division; in charge of the compliance function. In addition,
4. Legal Division; the Compliance Division is also assigned as an
5. Policy Governance Division; Integrated Compliance Work Unit and functions
6. AML-CFT Division; for the implementation of Personal Data Protection
7. Human Capital Strategy Division; (Data Protection Officer/DPO).
8. Human Capital Services Division;
9. BNI University; Integrated ComplianceWork Unit (SKKT)
10. Human Capital Business Partner. As an Integrated Compliance Work Unit (SKKT) in
the BNI Financial Conglomerate, the Compliance
Duties and Responsibilities of the Director Division is tasked with monitoring and evaluating
in Charge of the Compliance Function the implementation of compliance functions in
The following is a description of the duties Subsidiary Companies in accordance with the
and responsibilities of the Director of Human provisions of POJK No. 18/POJK.03/2014 concerning
Capital & Compliance specifically regarding the the Implementation of Integrated Governance
implementation of the Bank’s compliance function for Financial Conglomerates. The BNI Financial
in general: Conglomerate’s Integrated Governance Guidelines
1. Formulate strategies to encourage the creation have determined the division of monitoring and
of a culture of Bank compliance; evaluation tasks carried out by SKKT, including:
2. Propose a compliance policy or compliance 1. Realizing the implementation of a culture of
principles that will be determined by the Board compliance at all levels of the organization in
of Directors; each Subsidiary Company;
3. Establish compliance systems and procedures 2. Manage compliance risks faced by each
that will be used to develop Bank internal Subsidiary Company;
regulations and guidelines; 3. Ensure that policies, provisions, systems, and
4. Ensure that all policies, provisions, systems, procedures, as well as business activities carried
and procedures, as well as business activities out by each Subsidiary Company are in accordance
carried out by the Bank are in accordance with regulatory provisions (includingOJK,
with the provisions of the Financial Services Bank Indonesia, Ministry of Finance, etc.) and
Authority, Bank Indonesia, and applicable laws applicable laws and regulations, including
and regulations; sharia principles for Subsidiary Companies that
5. Minimize Bank Compliance Risk; implement sharia principles.
6. Take preventive measures so that policies and/or 4. Ensure compliance of each Subsidiary Company
decisions taken by the Bank’s Board of Directors with the commitments made by the Subsidiary
do not deviate from the provisions of the Company to OJK, Bank Indonesia, and/or other
Financial Services Authority, BI, and applicable competent supervisory authorities; and
laws and regulations; 5. Ensure the implementation of compliance
7. Carrying out other tasks related to the Compliance functions and the implementation of applicable
Function, such as monitoring and maintaining APU PPT and PPPSPM in each Subsidiary
the Bank’s compliance with commitments made Company.
by the Bank to the Financial Services Authority,
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Data Protection Officer (DPO) 4. Conduct reviews of new product and/or activity
The Data Protection Office (DPO) at BNI is a plans to comply with privacy by design.
dedicated unit dedicated to ensuring compliance 5. Review draft policies, procedures, and technical
with applicable personal data protection regulations. guidelines for BNI units related to Personal Data
The DPO plays a strategic role in ensuring that all Protection.
personal data management activities within BNI are 6. Monitor and ensure BNI's compliance with
carried out securely, ethically, and in accordance the Personal Data Protection Law and internal
with legal provisions, including Law No. 27 of 2022 regulations related to Personal Data Protection.
concerning Personal Data Protection (PDP Law) and 7. Review and provide input on the adequacy of
other relevant regulations issued by the authorities. systems, policies, procedures, and tools in the
As an implementation of the PDP Law, the Data implementation of Personal Data Protection in
Protection Officer's primary functions include: Subsidiaries.
8. Evaluate the implementation of Personal Data
1. Prepare, develop, and implement strategies, Protection in Subsidiaries.
governance, policies, and procedures for 9. Disseminate Personal Data Protection throughout
personal data protection at BNI in accordance the organization.
with applicable regulations. 10. Act as a liaison to regulators.
2. Develop an awareness program on personal data 11. Conduct monitoring and evaluation, including
protection for all lines of the BNI organization. ensuring follow-up actions on audit results to
3. Provide advisory and consultation regarding improve the implementation of personal data
the implementation of personal data protection, protection.
including but not limited to: 12. Prepare a study on the development of Personal
a. Fulfillment of Personal Data Subject Rights, Data Protection tools to support BNI's business
Prevention and/or failure of personal data needs.
protection; 13. Manage the development of a support system for
b. Development of Division/Unit/Functional the implementation of Personal Data Protection.
Unit applications related to personal data 14. Manage the recording of personal data
processing; processing activities and consent management.
c. Record of Processing Activities (RoPA), Data 15. Act as a coordinator for handling incidents of
Protection Impact Assessment (DPIA), consent personal data protection violations.
management, and others.
Training and/or Competency Development for Compliance Unit Leaders in 2025
By 2025, BNI's Compliance Unit Leaders have participated in a series of educational and training activities
to enhance their competency in monitoring and evaluating the Bank's compliance with applicable standards
and regulations:
Type of Training and Competency Development/Training Materials Date of Implementation Organizer
Enhancement Skill for Compliance Officer (ESCO) February 19-21, 2025 BNI
Digital Trends and Skills to Empower Digital Leadership series 1: May 20, 2025 BNI
Foundation of Digital Leadership – Adapting to Digital Transformation in
Banking
Digital Trends and Skills to Empower Digital Leadership series 2: Strategic June 17, 2025 BNI
Digital Leadership – Mastering Digital Leadership: Digital Marketing &
Business Growth Optimization
Digital Trends and Skills to Empower Digital Leadership series 3: Leading July 23,2025 BNI
Team – Driving Digital Transformation
Socialization of the Corruption Prevention and Governance Improvement July 24, 2025 Kemenko Polkam
Desk Coordinating
Ministry for Politics
and Security
Compliance Forum: Decision Making Based on the Business Judgement September 16, 2025 BNI and the
Rule Principle in the Context of Good Corporate Governance and Anti- Corruption
Corruption Eradication
Committee
Webinar Series Leadership Accelerator Essentials: Growing Your Business: December 19, 2025 BNI
“Elevating Business Performance Through Market Expansion”
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Type of Training and Competency Development/Training Materials Date of Implementation Organizer
Focus Group Discussion (FGD) Mengenai Isu Implementasi Undang- December 4, 2025 OJK
Undang Pelindungan Data Pribadi di Sektor Jasa Keuangan
Focus Group Discussion (FGD) on the Implementation of the Personal Data
Protection Law in the Financial Services Sector
Webinar Series Leadership Accelerator Essentials: Operational Risk – December 22, 2025 BNI
Protecting The Organization Through Effective Risk Governance
Webinar Series Leadership Accelerator Essentials: Servant Leadership – December 23, 2025 BNI
Inspiring People Through Service & Authenticity
Composition of Human Resources and Professional Certifications in the Compliance Unit
In 2025, the number of employees in BNI’s Compliance Unit (SKK) totaled 49 (forty-nine) personnel,
including the Head of the Compliance Unit. SKK employees have obtained certifications in Compliance, Risk
Management, and Governance, Risk & Compliance (GRC), as outlined below:
CertificationType Resources
Risk Management Certification 46
Compliance Certification 39
Governance, Risk & Compliance (GRC) Certification 3
Data Protection Officer Certification 6
Certified Chief Compliance Officer 1
Training and/or Competency Development of the Compliance Unit in 2025
The Compliance Division is committed to continuously enhancing the competency and capability of each
employee in the field of Compliance. In 2025, various competency development programs have been
designed for Compliance Division employees, with the implementation details outlined in the following
table:
Competency Development Material Implementation Date Organizer
Webinar with the theme: How to Achieve Peak Performance in 2025 January 2025 OJK
Webinar with the theme: Digital Transformation Technology Innovation Trends January 2025 OJK
in the Financial Sector
Webinar with the theme: Next Level Integrated Credit Tool in Wholesale January 2025 BNI
Banking
Webinar with the theme: The Role of GRC in Increasing Investor Confidence February 2025 OJK
and Financial Sector Stability
Enhancement Skill for Compliance Officer (ESCO) February 19-21, 2025 BNI
World Privacy Day Conference – Strengthening Our Privacy Culture February 25, 2025 PRIVASIMU
Training with the theme: Policy on Writing Off Bad Loans for MSMEs and March 2025 LPPI
Observing the Perception of the Banking Industry by LPPI
Webinar The DNA of The DPO March 2025 Robere & Associates
Beyond Compliance in 2025: Navigate Regulatory Shifts and Gain a March 21, 2025 Deloitte
Competitive Edge
Workshop on Identification of Suspicious Financial Transactions (ITKM) and April 16-17, 2025 FKDKP
Determination of Indications of Predicate Crimes (TPA) May 7-8, 2025
Management Risk in Fintech Partnership: Ensuring Secure and Sustainability April 28-29, 2025 BNI
Channeling
Digital Trends and Skills to Empower Digital Leadership series 1: Foundation May 20, 2025 BNI
of Digital Leadership – Adapting to Digital Transformation in Banking
Commercial Credit Brevet (CAP) Batch 2/2025 June 02-15, 2025 BNI
June 10 – July 8, 2025
Digital Trends and Skills to Empower Digital Leadership series 2: Strategic June 17, 2025 BNI
Digital Leadership – Mastering Digital Leadership: Digital Marketing &
Business Growth Optimization
Webinar on the Implementation and Role of the Financial Industry in Business July 17, 2025 BNI
and Human Rights
Webinar Building The Global Sustainable Islamic Finance Ecosystem July 24, 2025 BNI
Digital Trends and Skills to Empower Digital Leadership series 3: Leading July 23, 2025 BNI
Team – Driving Digital Transformation
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Competency Development Material Implementation Date Organizer
Socialization of the Corruption Prevention and Governance Improvement July 24, 2025 Coordinating Ministry
Desk for Politics and
Security
Cybersecurity Training Program - Cybersecurity for DPOs July 26, 2025 BNI University &
Cyber Foster Children
Evaluasi Kinerja Pasar dan Strategi Investasi Kedepan August 7, 2025 BNI
Webinar Risk and Governance Summit 2025: Empowering The GRC August 19, 2025 BNI
Ecosystem to Drive Economic Growth and National Resilience
Learning Path BNI Cybersecurity Awareness August 25 – September 25, BNI
2025
FKDKP Seminar: Together, Eradicate Judol Practices for a Better Indonesia August 29, 2025 FKDKP
Compliance Forum: Decision Making Based on the Business Judgement Rule September 16, 2025 BNI and the
Principle in the Context of Good Corporate Governance and Anti-Corruption Corruption Eradication
Committee
Socialization of the Compliance Assessment Report (LHPK) of Bank November 26, 2025 BI
Indonesia's Payment System and Financial Market Infrastructure and the
National Blacklist Management Office (SP & FMI BI and KPDHN) in 2025
Focus Group Discussion (FGD) on the Implementation of the Personal Data December 4, 2025 OJK
Protection Law in the Financial Services Sector
Refreshment Asset Liability Management + ILAAP December 6-7, 2025 BNI
Risks & Frauds in International Trade & Mitigation of The Risks December 9, 2025 BNI
Public Training on Regulatory Compliance & Fraud Risk in Corporate Actions December 11-12, 2025 Ntrinsics
Webinar Series Leadership Accelerator Essentials: Growing Your Business: “ December 19, 2025 BNI
Elevating Business Performance Through Market Expansion”
Webinar Series Leadership Accelerator Essentials: Operational Risk – December 22, 2025 BNI
Protecting The Organization Through Effective Risk Governance
Webinar Series Leadership Accelerator Essentials: Servant Leadership – December 23, 2025 BNI
Inspiring People Through Service & Authenticity
Personal Data Protection Refreshment – Privacy
by Design & Privacy by December 18, 2025 BNI
Default Training
Personal Data Protection Refresher – Transfer Impact Assessment (TIA) & December 19, 2025 BNI
Legitimate Interest Assessment (LIA) Training
The Compliance Division also conducts internal sharing sessions for all employees.The topics covered in
these sessions include the following:
Internal Sharing Material Implementation Date
Socialization of tax fines and counterfeit money January 2, 2025
• January 9, 2025
• January 13, 2025
• January 14, 2025
• February 27, 2025
• March 17, 2025
Socialization of the PDP Law regarding the acceleration and adjustment of PKS to the PDP Law • April 23, 2025
• April 25, 2025
• May 22, 2025
• August 12, 2025
• August 28, 2025
• September 4, 2025
Sharing GRC and Compliance Index (CIX) materials at the W17 Business Meeting January 9, 2025
Implementation of the PDP Law - Auditor Refreshment 2025 January 14-17, 2025
Sharing related to BNI advertising materials January 30, 2025
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Internal Sharing Material Implementation Date
• January 31, 2025
• February 13, 2025
• February 14, 2025
• February 17, 2025
• March 5, 2025
• March 6, 2025
• March 10, 2025
Socialization of Gratification and Anti-Bribery Control Systems • March 17, 2025
• March 24, 2025
• March 25, 2025
• April 14, 2025
• May 27, 2025
• July 2, 2025
• July 11, 2025
• September 20, 2025
Internal Sharing Material Implementation Date
• January 31, 2025
• February 7, 2025
• February 17, 2025
• June 18, 2025
• July 11, 2025
• July 23, 2025
• July 24, 2025
Socialization of APU PPT and PPPSPM
• August 1, 2025
• August 11, 2025
• August 12, 2025
• August 27, 2025
• August 28, 2025
• September 8, 2025
• September 9, 2025
February 17, 2025 -
Data Cleansing Socialization
June 9, 2025
Finalization of Record of Processing Activities (RoPA) and Data Protection Impact Assessment
February 26, 2025
(DPIA) related to the Personal Data Protection Law
Socialization of Gratuity Control during Eid al-Fitr and reminder of tax reporting in Region 11 March 23, 2025
Socialization regarding the prohibition on sharing BNI ICONS application passwords in the Sharing
April 17, 2025
Awareness, Operational & Services (SARAPAN) program
The sharing session discussed OJK's recurring findings and findings that could potentially result in
April 20, 2025
SLIK fines and APU PPT findings.
Socialization with Bank Secrecy material May 8, 2025
Socialization of the importance of reporting gratification and fraud awareness May 20, 2025
Socialization of bank secrecy, PDP Law and bank obligations regarding check/BG transactions for
May 21, 2025
LTKT reporting
Smart Forum Region 06 with the topic Compliance Index July 16, 2025
• July 25, 2025
Socialization of CDD and EDD Data Filling for PPATK's Temporary Suspension of Dormant Accounts • July 28, 2025
and PPATK's Hensem Account Unblocking Mechanism • August 4, 2025
• August 5, 2025
Implementation of the PDP Law during Division Quality Month
• July 30, 2025
WVC,
• May 9, 2025
COB3;
• October 23, 2025
CMP
• August 11, 2025
Delivery of Good Corporate Governance (GCG) material at BINA BNI training
• September 9, 2025
• August 14, 2025
Socialization of PDP core failure, bank secrets, lessons learned from PDP case
• September 9, 2025
• August 11, 2025
Data Quality Update Socialization
• September 8, 2025
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Implementation of the 2025 Compliance a. Carrying out periodic identification
Work Unit Work Program monitoring, and socialization regarding
The work program of the Compliance Work Unit the fulfillment of obligations and matters
in 2025 was implemented in accordance with the prohibited by regulations as a preventive
principles of prudence, a culture of compliance, and measure;
risk mitigation to support the achievement of the b. Remind organizational units that are in-charge
Bank's strategic objectives. In its implementation, units to fulfill obligations periodically;
the Compliance Work Unit focuses on strengthening c. Create corrective actions based on the
the functions of supervision, control, and fostering Compliance Risk database;
a culture of compliance across all work units. d. Monitoring and supervising corrective actions
In accordance with POJK No. 46/POJK.03/2017 taken by the responsible unit to reduce
concerning the Implementation of the Compliance compliance risks;
Function of Commercial Banks, an increase in the e. Including sanctions from regulators/
role and function of compliance is needed to ensure supervisors, which are one source of
regulatory compliance and more effective risk compliance risk, into the Compliance Index,
management. as well as making the Compliance Index a Key
Performance Indicator (KPI) unit.
The compliance programs are as follows:
1. Realizing the implementation of a culture of 3. Ensure that the policies, provisions, systems,
compliance at all levels of the bank’s organization procedures and business activities carried out by
and business activities: the Bank are in accordance with the provisions
a. Training/Socialization to all employees, of the Financial Services Authority (OJK)/
which includes material on Compliance Bank Indonesia (BI) and applicable laws and
Culture, Good Corporate Governance (GCG), regulations.
Gratification Control and Anti-Bribery
through digital and classical media, as well as As a preventive measure to prevent Compliance
implementing mandatory e-learning; Risk and support healthy and sustainable growth,
b. Submission of Compliance Reminder (CORE) the Compliance Division carries out preventive
and implementation of the Daily Exercise (ex-ante) efforts through compliance tests. This
Employee Program (DEEP46) with material compliance test aims to ensure that all internal
related to the compliance function on a regulations and certain banking activities
regular basis; comply with applicable banking standards.
c. Implementation of supervision both on-site The compliance testing activities include the
and off-site related to the implementation of following:
APU PPT and PPPSPM and the implementation a. Test compliance with new or updated draft
of the GRC Forum (Governance, Risk, and policies, systems and procedures;
Compliance); b. Compliance test/review of existing policies,
d. Gratification Control in the BNI work systems and procedures;
environment in collaboration with the c. Compliance testing of publishing plans or
Corruption Eradication Commission (KPK); new product developments;
e. Monitoring regarding the effectiveness of d. Compliance checklist for assessing the ability
the implementation of Good Corporate and suitability of prospective Controlling
Governance and Integrated Governance at Shareholders, members of the Board of
BNI; Directors, and/or members of the Board of
f. Development of a system application in Commissioners;
the form of a Compliance Information e. Compliance test/Credit Compliance Review
Management System (CIMS), which is an (C2R) on the proposed Credit Application Tool
information system,database,and monitoring (PAK);
of the results of compliance reviews and f. Compliance test/Procurement Compliance
implementation of APU PPT and PPPSPM Review (PCR) on proposed Goods and/or
online; Services Procurement Documents;
g. Compliance Index (CIX) measurement as a g. Compliance testing/review of Bank Office
reference for measuring and ensuring that the network establishment and relocation
implementation of the compliance function is planning (Regional Offices, Branch Offices,
running well. Sub-Branch Offices, and Functional Offices);
h. Compliance test/review of Branch and Center
2. Manage compliance risks faced by the Bank. operational activities.
Several steps taken to minimize Compliance Risk
include:
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main aspects: assessment of inherent risk and
4. Ensure that BNI complies with the commitments assessment of the quality of risk management
made with the Financial Services Authority implementation. The results of this assessment
(OJK), Bank Indonesia (BI), and other competent illustrate the effectiveness of the risk control
supervisory authorities. Monitoring of this system in ensuring compliance. In 2025, in
commitment is carried out collaboratively with composite terms, BNI’s Compliance Risk Profile
the Internal Audit Unit (IAD) to ensure that was at level 2, with the following details:
all Bank actions and policies are in line with a. BNI’s Inherent Risk in 2025 was at level 2;
the regulations and agreements set by the (Low to Moderate);
supervisory authority. b. The Quality of Implementation of Risk
Management (KPMR) was at level 2
5. The implementation of compliance tests/ (Satisfactory).
Credit Compliance Review (C2R) carried out
by the Compliance Division aims to ensure 2. Compliance Index (CIX)
the effectiveness of implementing compliance Compliance Index is an assessment tool used to
controls in all work units. Criteria for implementing measure and ensure that the implementation of
C2R include the following aspects: the compliance function in a unit is running well.
a. Provision of new, additional, and restructuring In general, the CIX measurement results in 2025
funds with the authority of the Head Office were at the Moderate level.
Credit Committee (Corporate, Enterprise, and
Commercial Segment) and Division Level Implementation of the Integrated
Credit Committee (Commercial Segment); or ComplianceWork Unit Work Program in
b. Review of funding provision, where at least 2025
1 (one) member of the Credit Committee is a As a form of implementation of duties and functions
Director; to monitor and evaluate the implementation of
c. Modifications include, but are not limited to, compliance functions in each Financial Services
changes in structure, release of collateral, and Institution (LJK) in the BNI Financial Conglomerate
changes in conditions where at least 1 (one) (KK), during 2025 the BNI SKKT has carried out
member of the Credit Committee is a Director; duties and functions including:
or 1. Analyzing the latest external provisions that have
d. Proposals for providing funds must be a significant impact and have major sanctions
reported with the Board of Commissioners for LJKs in the BNI KK and submit them to the
or provision of funds to parties related to relevant LJKs for follow-up.
the Bank that must obtain approval from the 2. Aligning the internal policies of each LJK in the
Board of Commissioners. BNI KK and then provide the necessary input or
recommendations while still paying attention
6. Development of the BNI Anti Money Laundering to the business field, complexity, needs, size,
(AML) system as an implementation of the conditions, and regulations that apply to each
Financial Services Authority Regulations (POJK) Member of BNI Financial Conglomerate.
regarding the implementation of the APU PPT 3. Aligning the Compliance Risk management
and PPPSPM programs.The development of this mechanism through monthly monitoring of the
system includes the creation of a mechanism fulfillment of the Regulatory Business Conduct of
capable of automatically identifying, analyzing, each LJK in the BNI KK based on the regulations
and monitoring the characteristics of transactions of each LJK using a Self-Assessment.
carried out by customers. In addition, this system 4. Conducting compliance reviews and provide
will also provide effective reports to support compliance opinions on issues arising within the
the monitoring and supervision of suspicious BNI Financial Conglomerate Members.
transactions, thereby reducing risks related to 5. Implementing the Compliance Index (CIX) within
money laundering and terrorism financing. the BNI Financial Conglomerate Members as a
means of monitoring the implementation of the
Compliance Indicators for 2025 compliance function within the BNI Financial
In 2025, BNI established a number of compliance Conglomerate Members. This is achieved by
indicators designed to monitor, evaluate, and using parameters such as fraud, violation cases,
improve compliance performance. The compliance regulatory sanctions and fines, pending findings
indicators that will be applied are as follows: from external and internal auditors, customer
1. Compliance Risk Profile data updates, and the Regulatory Business
Compliance risk profile assessment is carried Conduct of each BNI Financial Conglomerate
out in a composite manner, which includes two Member.
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6. Conducting periodic reviews of the Compliance 2. Compliance risk management
Function Implementation Reports of the BNI 3. Strengthening bank governance and integrated
Financial Conglomerate Members. governance
7. Holding periodic meetings with each BNI 4. Strengthening the compliance function
Financial Conglomerate Member to discuss, infrastructure and systems
among other things, compliance issues and 5. Managing gratification control and anti-bribery
follow-up on suggestions and advice from the 6. Strengthening the implementation of the Data
BNI Board of Commissioners. Protection Law.
8. Making efforts to improve the competency of
human resources in compliance units at BNI Evaluation of the Effectiveness of the
Financial Conglomerate Members through the Compliance Function in 2025
holding of sharing sessions by BNI. In 2025, BNI conducted a comprehensive evaluation
9. Conducting a Self Assessment of the of the effectiveness of its compliance function
implementation of Integrated Governance at the to assess the extent to which the mechanisms,
BNI Financial Conglomerate every semester to procedures, and oversight implemented supported
then be submitted to the OJK. the implementation of Good Corporate Governance
10. Compiling and reporting on the implementation (GCG) principles and mitigated compliance risks.
of integrated compliance functions and
responsibilities to the Director in charge of The evaluation process included a review of the
Compliance or the Director in charge of Financial internal control system, operational compliance
Conglomerate Management. monitoring, handling of violations, and the level of
employee awareness and compliance with applicable
Compliance Work Unit Work Plan for 2026 regulations. The evaluation results indicated the
extent to which the compliance function identified
The Compliance Work Unit has developed a work plan potential risks, provided recommendations for
based on an evaluation of the compliance function's improvement, and ensured timely follow-up on
effectiveness in 2025, the dynamics of applicable compliance findings.
regulations, and the Board of Directors' strategic
direction, to ensure the compliance function can Furthermore, this evaluation assessed the
contribute optimally to achieving business targets compliance function's ability to support BNI's digital
and mitigating risks. transformation, product innovation, and business
expansion, ensuring compliance risks remain well
The main focus of the 2026 work plan includes managed despite dynamic changes in regulations
improving the internal control system, strengthening and the business environment. The findings and
monitoring of operational compliance, and recommendations from the 2025 evaluation serve
optimizing the reporting and handling processes for as the basis for increasing the compliance function's
violations. In addition, the Compliance Work Unit capacity, refining procedures, and strengthening the
will also strengthen its education and regulatory organization's culture of compliance.
outreach programs for all employees to increase
awareness and compliance with applicable Based on the 2025 evaluation, the compliance
provisions. function demonstrated strong performance in
meeting regulatory requirements and internal
The work plan program details are as follows: regulations.
1. Enhancing compliance culture and human
resource competency
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Internal Control System
Objectives [ACGS D.3.17, D.3.18. D.3.19, D.3.20]
BNI has built a robust Internal Control System implementation of control functions is carried
based on the COSO Internal Control – Integrated out in an integrated manner. The objective is to
Framework, internationally recognized as one of the ensure that all operational activities within the BNI
best frameworks for implementing internal control. Financial Conglomerate run effectively, consistently,
This system serves as a compliance instrument and and in line with the principles of risk management
supports the sustainable achievement of the Bank's and Good Corporate Governance (GCG). With this
business objectives. The system's implementation implementation, BNI not only meets the regulatory
is based on five main COSO components: control compliance aspect but also strengthens internal
environment, risk assessment, control activities, control as a foundation for operational resilience,
information and communication, and monitoring accountability, and the creation of sustainable
activities. added value.
The control environment is shaped by an
organizational culture that emphasizes integrity, INTERNAL CONTROL SYSTEM OBJECTIVES
ethical values, and a commitment to good
governance. Risk identification and assessment BNI's objectives for implementing an effective
processes are conducted continuously to enable internal control system include, among other things,
the Bank to anticipate changes in the business ensuring:
environment and regulations. Furthermore, control 1. Compliance with statutory provisions and
activities are designed to ensure that all policies and regulations (Compliance Objectives) is intended
procedures are implemented consistently across to ensure that all BNI business activitie are carried
all work units. The information and communication out in accordance with statutory provisions
component plays a crucial role in ensuring the flow and regulations, both provisions issued by the
of appropriate, accurate, and relevant information government, the Financial Services Authority,
to support decision-making. Meanwhile, monitoring and internal policies and procedures established
activities are carried out continuously to assess the by BNI; [ACGS C.2.6]
effectiveness of the system and ensure continuous 2. The availability of complete, accurate,
improvement. appropriate,and timely financial and management
information (Information Objectives) is intended
In addition to COSO, the implementation of the to ensure the availability of complete, accurate,
internal control system at BNI is also guided by the appropriate, and timely reports required for
Financial Services Authority (SEOJK) Circular Letter appropriate and accountable decision-making;
No. 35/SEOJK.03/2017 concerning Guidelines for 3. Effectiveness and efficiency in BNI's business
Internal Control System Standards for Commercial activities (Operational Objectives) are intended
Banks (SEOJK 35/2017). This guideline aligns with to increase effectiveness and efficiency in the use
the principles set out in the Committee of Sponsoring of assets and other resources in order to protect
Organizations of the Treadway Commission's BNI from the risk of loss; and
(COSO) Framework. [ACGS D.3.17] 4. Increasing the effectiveness of risk culture in
the BNI organization as a whole (Risk Culture
As the Main Entity (dhi. PIKK) within the BNI Objective) is intended to identify weaknesses
Financial Conglomerate, the Bank runs an integrated and assess deviations early and reassess
control system with its subsidiaries to ensure the the reasonableness of existing policies and
procedures at BNI on an ongoing basis.
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Practices Governance Responsibility Commitment Statements
ACTIVE CONTROL AND SUPERVISION of its oversight of the implementation of the bank's
MECHANISM BY THE BANK'S MAIN business plan through a business plan oversight
ORGANS report, in accordance with OJK regulations
concerning bank business plans. Through
BNI implements the Three Lines Model as an internal this mechanism, BNI ensures accountability,
control framework integrated with risk management transparency, and effective oversight in supporting
to strengthen reliable corporate governance. This corporate governance with integrity.
model positions the first line (risk-taking unit) as the
party primarily responsible for risk management and CONFORMITY OF BNI'S SPI WITH THE COSO
controlling daily operational activities. Furthermore, FRAMEWORK [ACGS D.3.17]
the second line (risk control unit) plays a role in
formulating the risk management framework, In order to implement an effective Internal Control
policies, and methodology. Meanwhile, the third System (SPI), both for BNI individually and in a
line (risk assurance unit) carries out independent consolidated manner with its subsidiaries, BNI
assessment functions to ensure the effectiveness implements an internal control system that refers
of internal control implementation throughout the to the Internal Control – Integrated Framework
organization. By implementing this model, BNI developed by the Committee of Sponsoring
ensures clear coordination, strong accountability, Organizations of the Treadway Commission (COSO).
and multi-layered oversight to support sustainable This framework consists of five main components,
risk management and governance. namely:
1. Control Environment
Active oversight by the Board of Directors and the 2. Risk Assessment
Board of Commissioners is a crucial element in 3. Control Activities
ensuring the adequacy and effectiveness of BNI's 4. Information and Communication
internal control system. The Board of Directors 5. Monitoring Activities
directly monitors the implementation of internal
controls in daily operational activities, while These five components are integrated to ensure
the Board of Commissioners conducts periodic effective internal control, support good governance,
evaluations to ensure compliance with good and strengthen risk management across all BNI
governance principles. This oversight mechanism entities.
serves as the foundation for the implementation of
integrated and sustainable controls. Throughout 2025, BNI consistently assessed
the compliance of its internal control system
As a follow-up to this oversight, and in accordance implementation with the principles of the COSO
with the provisions of OJK Regulation No. 15 of 2024 Framework, as follows:
concerning the Integrity of Bank Financial Reporting,
BNI submits an internal control report as part of the
financial reporting process. This report is included
in the publication of the annual financial report
and performance information, which is prepared
in accordance with the provisions on transparency
and publication of bank reports. Furthermore, the
Board of Commissioners also submits the results
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Components of Internal Control in
Implementation of BNI’s Internal Control System
Accordance with COSO Framework
1. Control Environment The main elements that make up BNI’s control environment are:
The commitment, behavior 1. Adequate organizational structure;
and steps taken by BNI’s Board 2. BNI leadership style and management philosophy;
of Directors and Board of 3. Integrity and ethical values as well as employee competence;
Commissioners have formed a 4. Human resources policies and procedures;
solid control environment. This 5. Attention and direction from BNI Management and other committees, such as the
environment, in turn, becomes Risk Management Committee;
the basis for the implementation 6. External factors that influence BNI operations and the implementation of risk
of effective operational control management.
activities across all lines of
management.
2. Risk Assessment Assessment of 8 (eight) types of risks that BNI must manage include:
As an integral part of the internal 1. Credit Risk Assessment
control system, BNI carries out Credit Risk Assessment is conducted comprehensively, encompassing, among
regular risk assessments. Several other things, the amount, quality, and composition of credit exposures on both
types of risks that have been the balance sheet and off-balance sheet accounts, the risk level of the debtor
identified are the main focus in this or counterparty, the characteristics of the credit portfolio, and the business and
process. By measuring exposure industry environment.
to these risks, BNI can formulate
appropriate mitigation strategies Furthermore, the Credit Risk Assessment also considers the effectiveness of
so that risks can be managed the Internal Rating System and Scoring System, the results of Credit Risk stress
effectively and optimally. testing, and the use of internal ratings in determining asset quality and establishing
allowances for impairment losses through the calculation of Expected Credit
Loss (ECL). The ECL calculation is based on three main parameters: Probability of
Default (PD), Loss Given Default (LGD), and Exposure at Default (EAD), which serve
as estimates of potential credit losses.
2. Market Risk Assessment
Market Risk Assessment is conducted across the entire trading book and banking
book portfolios to ensure that market risk exposure is adequately managed.
In the trading book, Market Risk assessment includes measuring market risk
sensitivity using standard methods, risk aggregation using Value at Risk (VaR)
based on internal models, conducting stress testing, monitoring budget losses,
and backtesting to verify the reliability of the risk measurement model.
Meanwhile, in the banking book, Market Risk assessment focuses on measuring
interest rate risk and exchange rate risk, to assess the impact of changing market
conditions on the Bank’s overall financial position and performance.
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Components of Internal Control in
Implementation of BNI’s Internal Control System
Accordance with COSO Framework
3. Liquidity Risk Assessment
Liquidity Risk Assessment is conducted to continuously measure and monitor
net funding requirements to ensure the Bank’s ability to meet its financial
obligations. The Liquidity Risk Assessment includes an evaluation of key liquidity
ratios, including the Liquidity Coverage Ratio (LCR) and the Net Stable Funding
Ratio (NSFR), asset and liability maturity profiles, and projected cash inflows and
outflows.
In addition, the Liquidity Risk Assessment also considers stress testing results, the
availability of liquid assets such as cash and Secondary Reserves, and monitoring
of other liquidity ratios to ensure the Bank’s liquidity resilience in facing various
market conditions.
4. Operational Risk Assessment
One of the methods used to assess operational risk at BNI is Risk Control Self-
Assessment (RCSA), which is carried out periodically through a self-assessment
process by work units, which aims to identify potential weaknesses in existing
controls so that risks can be mitigated as early as possible.
Operational risk assessment is also carried out through assessing the operational
risk profile with indicators/parameters:
a. Business Characteristics & Complexity
b. Human Resources
c. InformationTechnology and Supporting Infrastructure
d. Fraud
e. External Events
5. Legal Risk Assessment
Legal Risk Assessments are conducted to identify and quantify potential losses
arising from legal aspects of the Bank’s activities. Legal Risk Assessments include,
among other things, potential losses from litigation, weaknesses in agreements
or contracts, and risks arising from the absence or changes in regulations and
legislation that form the basis for the Bank’s products and services.
6. Strategic Risk Assessment
The Strategic Risk Assessment is conducted to assess the Bank’s strategy’s
alignment with the dynamics of the business environment and BNI’s competitive
position. This assessment includes an evaluation of the level of risk of the
implemented strategy, BNI’s business position compared to competitors, and the
achievement of the Bank’s Business Plan (RBB).
7. Compliance Risk Assessment
Compliance Risk Assessments are conducted to measure the Bank’s level of
compliance with applicable laws and regulations. These assessments cover the
type, significance, and frequency of regulatory violations, including violations
of specific financial transactions, as well as BNI’s compliance track record as an
indicator of the quality of its Compliance Risk management.
8. Reputational Risk
A Reputational Risk Assessment is conducted to measure the potential for a decline
in stakeholder trust due to negative perceptions of the Bank. This assessment
includes the impact on the reputation of owners and related parties, compliance
with business ethics, the complexity of products and business partnerships, and
the frequency and materiality of negative press and customer complaints.
3. Control Activities To ensure effective business risk management, BNI implements control activities as
Control activities are an important part of an integrated Internal Control System.
component to ensure the
achievement of organizational 1. General Control Activities
goals through risk control. Control activities are carried out by all BNI employees, including the Board of
These control activities include Directors, to ensure consistent implementation of management policies and
implementing policies and directives. Controls are outlined in clear policies and procedures to ensure
procedures designed to reduce operational effectiveness and anticipate risks inherent in all business activities.
risks that could hinder the
achievement of organizational 2. Control Activities according to Organizational Functions
goals. The Internal Control System is supported by a control structure that is aligned
with the organizational structure, so that control is carried out according to the
functions, authorities, and responsibilities of each work unit, and ensures that the
separation of duties and supervisory mechanisms run adequately.
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Components of Internal Control in
Implementation of BNI’s Internal Control System
Accordance with COSO Framework
a. Management Reviews (Top Management Reviews)
The Board of Directors actively conducts reviews through presentation
materials and periodic performance reports to evaluate target achievement and
early detection of potential problems, including control weaknesses, reporting
inaccuracies, and indications of fraud. Target setting is carried out in accordance
with established risk management policies, risk appetite, risk tolerance, and
limits.
b. Operational Performance Review (Functional Reviews)
Operational performance reviews are conducted periodically by the Internal
Audit Unit to ensure the effectiveness of control implementation and compliance
with policies and procedures.
c. Information Systems Control
Information system controls are carried out to ensure the accuracy,
completeness, and authorization of transactions, as well as the effectiveness of
general controls and application controls.
d. Control of Physical Assets
Physical asset control includes securing assets and restricting access to systems,
devices, and data to prevent misuse.
e. Documentation
BNI ensures the availability of adequate documentation on policies, procedures,
systems, accounting standards, and audit processes as part of strengthening
the Internal Control System.
3. Control Activities according to RiskType
BNI implements risk control activities outlined in policies and procedures to ensure
effective and consistent risk management across all major risk types, including
credit, market, liquidity, operational, legal, compliance, reputational, and strategic
risks. Risk control is implemented as follows:
a. Credit Risk Control
Credit Risk Control is carried out through comprehensive supervision of all
credit activities and the implementation of internal credit controls to ensure
that asset quality is maintained.
b. Market Risk Control
Market Risk Control is carried out through a process of risk identification and
measurement by a unit independent of the business function, namely the
Risk Management Work Unit, to ensure the objectivity and accuracy of risk
management.
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Components of Internal Control in
Implementation of BNI’s Internal Control System
Accordance with COSO Framework
c. Operational Risk Control
BNI has comprehensive policies and procedures for all existing work units
and products/activities to ensure operational activities can be carried out
appropriately and consistently by the entire organization. BNI also has complete
and trained organs to ensure that control activities can be carried out prudently
through the application of the principles of segregation of duties, dual control,
maker-checker, and other control principles. BNI has a comprehensive process
in the process of launching new products/activities so as to ensure that the
products/activities launched have an adequate control process foundation for
their operationalization. With the development of technology, many control
activities have also been automated so that operational risks can be minimized.
Apart from the above, BNI has also implemented Risk Control Self-Assessment
activities with a Control Testing approach/method, which is carried out
periodically to ensure that the control activities that have been designed have
been implemented well and are still adequate over time. BNI has several special
work units that are independent from the process owner and will carry out
Control Testing so that identification of potential control weaknesses can be
carried out more focused and independently. Every potential gap found will be
followed up and monitored to ensure operational risks can be minimized.
Through strong governance, BNI ensures that there is an oversight process
from the independent Risk Management Work Unit, Internal Audit as the third
line, and also monitoring carried out by the Board of Directors and Board of
Commissioners through various committees such as the Risk Management
Committee, Risk Monitoring Committee, etc. This also ensures that the
operational risk control process has been carried out according to what has
been determined and potential problems have been handled appropriately.
In addition, to anticipate crisis conditions or natural disasters, BNI has
established a Business Continuity Management process that is equipped with
the necessary policies, procedures, and organs to ensure that crisis or disaster
conditions are handled properly so that business continuity is maintained. The
necessary protocols have been built, and trials are carried out periodically to
always ensure the readiness of the established plans.
d. Liquidity Risk Control
Liquidity Risk Control is carried out through monitoring the liquidity
position and Secondary Reserve based on a traffic light system, as well
as implementing funding strategies and managing assets and liabilities in
accordance with global funding policies and Asset and Liability Management.
e. Legal Risk Control
Legal Risk Control is carried out by ensuring that agreements and contracts
with third parties protect BNI’s interests, through legal reviews of new
products and activities, providing legal advice and assistance, and regular
reviews of existing agreements.
f. Strategic Risk Control
Strategic Risk Control is carried out through periodic policy reviews and
strategy implementation, including evaluation of the achievement of the
Bank Business Plan (RBB) through management forums and testing of the
management information system.
g. Compliance Risk Control
Compliance Risk Control is carried out preventively to ensure that all BNI
policies, systems, procedures and business activities are in accordance with
regulatory provisions and established commitments.
h. Reputation Risk Control
Reputational Risk Control is carried out through timely management and
resolution of customer complaints and lawsuits, as well as strengthening
control mechanisms to maintain stakeholder trust.
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Components of Internal Control in
Implementation of BNI’s Internal Control System
Accordance with COSO Framework
4. Information and Communication In the Internal Control System, BNI's information system is designed to produce
Information and communication relevant and reliable reports regarding operational activities, financial condition,
are critical elements that ensure the risk management implementation, and compliance with applicable regulations. This
flow of relevant and high- quality information supports the Board of Directors and Board of Commissioners in carrying
information across all levels of the out their management and supervisory functions effectively.
organization. Accurate and timely
information must be available to The information presented includes internal and external data required by management
stakeholders to support decision to evaluate the achievement of the Bank's objectives and is delivered accurately and
making and implementation of timely to support decision-making and the effective and efficient implementation of
control activities. Through an responsibilities.
effective information system and
open communication channels, To maintain system reliability and continuity, BNI maintains a Management
the Bank can ensure that risks can Information System, both electronic and non-electronic, equipped with a contingency
be identified and responded to recovery plan and backup system to minimize the risk of operational disruptions and
appropriately, as well as facilitate maintain business continuity.
the implementation of integrated
controls. To ensure all employees understand and comply with applicable policies and
procedures, BNI provides effective internal communication channels to convey
information and work guidelines. Through effective internal communication, each
employee is expected to carry out their duties and responsibilities in accordance
with established standards. Furthermore, BNI also manages external communication
channels to convey relevant information to shareholders, regulators, customers, and
other third parties in an accurate and transparent manner.
In processing electronic information, BNI ensures that the systems used are equipped
with an adequate audit trail. This audit trail serves to support oversight, transparency,
and accountability, ensuring that every transaction or data change can be clearly and
reliably traced.
5. Monitoring Activities Monitoring of BNI activities, both in business units and functional units, is carried
Monitoring Activities out using a three-lines model approach.This approach ensures comprehensive and
Are components that aim to layered risk control.
assess the effectiveness of internal
control on an ongoing basis and
perform adjustments if necessary.
These activities ensure that
internal controls remain effective
in reducing risks and achieving
organizational objectives.
FINANCIAL AND OPERATIONAL CONTROL AND COMPLIANCEWITH LEGISLATION [ACGS: D.3.19]
BNI Financial and Operational Control
BNI implements comprehensive control activities through the establishment of clear policies and
procedures, as well as an early verification process to ensure consistent implementation across all levels
of the organization. These control mechanisms are aligned with BNI's organizational structure, creating a
comprehensive and integrated internal control framework.
BNI's internal controls encompass both financial and operational controls, including compliance with
applicable laws and regulations. Financial controls focus on ensuring all transactions are executed in
accordance with internal regulations and procedures, resulting in accurate, reliable, and transparent
financial reports. Meanwhile, operational controls are aimed at improving the efficiency and effectiveness of
business processes in supporting the achievement of the company's strategic objectives. These two aspects
complement each other as the foundation for the implementation of good and sustainable corporate
governance.
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As part of internal control, BNI implements REVIEW OF THE EFFECTIVENESS OF THE
segregation of duties to minimize the risk of INTERNAL CONTROL SYSTEM [ACGS D.3.18]
irregularities and conflicts of interest, supported
by an integrated accounting and information Throughout 2025, BNI consistently strengthened the
system that enables timely financial recording implementation of its Internal Control System (ISC)
and reporting. Routine monitoring of financial as part of its efforts to maintain business continuity
and operational activities is conducted to detect and improve the quality of corporate governance.
potential discrepancies, which are followed up with The ISC was implemented comprehensively
corrective measures to ensure control effectiveness across all organizational lines, adhering to prudent
is maintained. principles and best practices in the banking industry.
Controlling Compliance with Other Laws and The evaluation results indicate that BNI's ISC
Regulations effectively supported the achievement of the
To protect BNI from legal risks, the Compliance Bank's objectives, from operational, financial,
Function conducts comprehensive monitoring of and compliance perspectives. This effectiveness
the compliance of banking operations with internal is reflected in the maintained integrity of financial
policies, regulations, systems, and procedures, as reports, increased operational efficiency and
well as applicable laws and regulations. In carrying effectiveness, and the ISC's ability to mitigate
out its duties, the Compliance Function reports compliance and legal risks, while strengthening the
directly to the Director in charge of compliance. risk and control culture across all work units.
COMPLIANCE WITH OJK REGULATION Internal monitoring and audits also indicated that any
NO.35/SEOJK.03/2017 CONCERNING remaining control weaknesses were minor and have
INTERNAL CONTROL STANDARD been addressed through measurable improvement
GUIDELINES FOR COMMERCIAL BANKS plans. In line with technological advancements,
BNI continues to refine its ISC through the use
BNI ensures that all operational and financial of digitalization, big data analytics, and an Audit
activities are carried out in accordance with the Management System (AMS) to increase the speed,
internal control principles as stipulated in OJK accuracy, and consistency of monitoring. Therefore,
Regulation No. 35/SEOJK.03/2017. These provisions overall, BNI's ISC in 2025 is considered to provide
serve as a reference in the design, implementation, sufficient assurance regarding the achievement of
and monitoring of the Internal Control System the Bank's objectives, regulatory compliance, and
to maintain regulatory compliance, increase business sustainability.
accountability, and mitigate operational and
financial risks. STATEMENT OF THE BOARD
OF DIRECTORS AND BOARD OF
The implementation of internal control includes COMMISSIONERS ON THE ADEQUACY
a clear organizational structure, segregation OF THE INTERNAL CONTROL SYSTEM
of duties, standard operating procedures, an [ACGS D.3.18, D.3.20]
integrated information system, and an accurate and
transparent reporting mechanism. The effectiveness The Board of Directors and Board of Commissioners
of internal control is evaluated periodically through of BNI are confident that the implementation of the
internal audits, ongoing monitoring, and follow-up Internal Control System (SPI) throughout 2025 has
on findings and potential deviations, to ensure that been adequate and effective, and in line with the
internal control operates effectively and sustainably. complexity of the Bank's business activities and risk
levels. The SPI is considered capable of providing
sufficient assurance in maintaining the reliability
of financial reports, ensuring compliance with
applicable laws and regulations, and supporting
effective and efficient operational implementation
amidst the ever-evolving dynamics of the financial
industry.
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BNI's Internal Audit Unit (IAU) is supported by To comply with POJK Number 15 of 2024 and SK-5
ongoing monitoring and evaluation mechanisms KBUMN, and in line with the principles of internal
through internal oversight and external audit control over financial reporting, BNI implements an
functions. Any identified control weaknesses are ICOFR framework consisting of the following five (5)
addressed in a timely manner through measurable stages:
improvement plans, ensuring they do not disrupt the 1. Design
achievement of the Bank's objectives and business The design stage defines the scope of the ICOFR,
continuity. including:
a. Determining materiality, including Overall
In line with the commitment to continuous Materiality and Performance Materiality.
improvement, the Board of Directors and Board of b. Determining significant accounts and
Commissioners ensure that the IAU continues to be significant financial statement disclosures.
refined to remain relevant, adaptive, and reliable, c. Determining significant locations/companies.
including through the utilization of technology d. Determining significant business processes.
and strengthening of a culture of control. Thus, e. Determining significant applications.
the IAU is expected to support risk management f. Preparing Business Process Mapping (BPM)
and the achievement of BNI's strategic objectives and Risk Control Matrices (RCM):
sustainably going forward. • Entity Level Control (ELC).
• Transaction Level Control (TLC).
INTERNAL CONTROL IN THE FINANCIAL • IT General Control (ITGC).
REPORTING PROCESS
The entire BPM and RCM are prepared by the First
The implementation of internal control over Line (Business Process Owner) together with the
financial reporting at BNI is carried out to ensure Senior Operational Risk Executive (SORX) and
the availability of reliable, accurate, complete, validated by the Second Line (UKK ICOFR).
appropriate, and timely financial information and
reports. The implementation of internal control over 2. Implementation and Continuous Monitoring
financial reporting refers to the following provisions: The results of the Second Line (UKK ICOFR)
1. Financial Services Authority Regulation Number validation of the BPM and RCM are then
15 of 2024 concerning the Integrity of Bank subjected to a Control Self-Assessment (CSA) by
Financial Reporting, which aims to strengthen SORX together with the First Line, and the results
the accuracy, reliability, and transparency are evaluated by the Second Line (UKK ICOFR).
of financial information and bank financial
reports, while ensuring that the financial report 3. Evaluation
preparation process is supported by effective TheThird Line, in this case, Internal Audit conducts
internal controls. an evaluation using the Test of Design (TOD) and
2. Decree of the Deputy for Finance and Risk Test of Operating Effectiveness (TOE) methods
Management of the Ministry of State-Owned on the controls previously subjected to a Control
Enterprises Number SK-5/DKU.MBU/11/2024 Self-Assessment (CSA) by SORX together with
concerning Technical Instructions for Internal the First Line, and the CSA evaluation by the
Control Over Financial Reporting (ICOFR) of Second Line (UKK ICOFR).
State-Owned Enterprises (SK-5 KBUMN) as a
mandatory guideline for SOEs in ensuring the 4. Remediation
integrity and reliability of financial information All ineffective controls during the design
and financial reports. validation, Control Self-Assessment (CSA), and
Evaluation processes are remediated by the First
As a guideline for implementing ICOFR, BNI has Line. Remediation is performed for operational
established the following Policies and Procedures: and design deficiencies.
1. The Bank's Financial Reporting Integrity Policy,
which is part of the General Policy on Internal 5. Reporting
Control Systems (KUSPI). Reporting regarding Internal Control over
2. The Bank's Financial Reporting Integrity Financial Reporting is submitted to the following
Procedure. parties:
In addition, in accordance with POJK Number 15
of 2024, BNI has established a Second Line ICOFR
Special Work Unit (UKK ICOFR) as part of the
Operational Risk Management Division, responsible
for coordinating the implementation of ICOFR at BNI.
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Report Name Report Recipient Frequency Regulations
Results of the Board of Commissioners’ OJK Semester POJK Number 15 of 2024
Supervision in the Business Plan
Supervision Report
Internal Control Report in Bank Financial OJK (through Annual Annual POJK Number 15 of 2024
Reporting Process Report)
Management Assessment Report BP BUMN Annual SK-5/DKU.MBU/11/2024 BP BUMN
State-Owned Enterprises ICOFR BP BUMN Quarterly SK-5/DKU.MBU/11/2024 BP BUMN
Implementation Monitoring Report
If, at the end of the financial reporting period, ineffective controls remain, whether based on the CSA
conducted by SORX in conjunction with the First Line, the CSA evaluation conducted by the Second Line
(UKK ICOFR), or the evaluation conducted by the Third Line, BNI determines the level of deficiency in these
ineffective controls. The impact of these ineffective controls on the financial statements is measured and
categorized into 3 (three) categories:
a. Control Deficiency
b. Significant Deficiency
c. Material Weakness
In implementing the five stages mentioned above, BNI involves three lines in accordance with the Three Line
Model, as follows:
The Three Lines Model
Board of Commissioners/Board of Supervisors
Accountability to stakeholders for organizational oversight
External Assurance Providers
The Role of the Board of Commissioners: Integrity, Leadership and Transparency
Board of Directors
Internal Audit
Actions (including risk management) to achieve
Independent Assurance
organizational objectives
First Line Role Second Line Role The Role of the Third Line
Providing products/services Expertise, assistance, monitoring, Independent and objective assurance
to customers/clients; and challenges related to risk and advice on all matters related
managing risk to the achievement of objectives
Notes:
Accountability Delegation, Direction, Alignment, Communication,
Reporting Resourcing, and Supervision Coordination, and Collaboration
Source: The Institute of Internal Auditors Indonesia - IIA Three Lines Model 2020, Update to the Three Lines of Defense Model.
As a result of implementing the five stages mentioned above, BNI has achieved, among other things:
a. Identification of risks related to financial reporting and key controls in significant business processes to
mitigate these risks.
b. Testing of all key controls.
c. Testing compliance with internal policies and procedures.
d. Review of the feasibility and effectiveness of information technology controls.
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MANAGEMENT REPORT ON INTERNAL CONTROL IN THE FINANCIAL REPORTING
PROCESS
The BNI Board of Directors is responsible for implementing adequate internal controls in the financial
reporting process, which are supervised by the Board of Commissioners through the Audit Committee, and
implemented by all levels of BNI management and employees to provide reasonable assurance regarding
the integrity, reliability, accuracy, and consistency of the Bank's Financial Information and Financial Reports.
Internal controls in BNI's financial reporting process aim to:
1. Ensure the truthfulness, accuracy, and transparency of Financial Information and Financial Reports.
2. Improve operational efficiency and effectiveness in the financial reporting process.
3. Ensure compliance with laws and regulations in the financial reporting process.
4. Ensure that the Financial Reports have been prepared in accordance with financial accounting standards
and the Financial Services Authority's regulations regarding the recording of financial transactions.
BNI's internal controls and financial reporting processes are periodically evaluated in accordance with
Financial Services Authority Regulation No. 15 of 2024 concerning the Integrity of Bank Financial Reporting,
and guided by Decree of the Deputy for Finance and Risk Management of the Ministry of State-Owned
Enterprises No. SK-5/DKU.MBU/11/2024 concerning Technical Instructions for Internal Control over Financial
Reporting (ICOFR), to ensure their effectiveness as part of the implementation of good bank governance.
Due to inherent limitations, internal controls over financial reporting are designed to provide reasonable
assurance, not absolute assurance, and therefore cannot fully guarantee the prevention or detection of
misstatements. Therefore, BNI's Board of Directors is committed to continuously strengthening its control
culture, improving the quality of monitoring, and ensuring consistent follow-up on findings.
The BNI Board of Directors has completed an assessment of the effectiveness of internal control in BNI's
financial reporting process for the year ending December 31, 2025. In conducting this assessment, BNI
referred to the basic principles of the "Internal Control - Integrated Framework" issued by the Committee of
Sponsoring Organizations of the Treadway Commission ("COSO").
Based on this assessment, the BNI Board of Directors concluded that internal control in the financial reporting
process for the period ending December 31, 2025, was effective. Furthermore, based on management's
assessment, the Company determined that there were no material weaknesses in internal control over
financial reporting as of December 31, 2025.
Therefore, this report is prepared as a demonstration of the accountability and commitment of the BNI
Board of Directors to maintaining the integrity of the Company's financial reporting process.
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Risk Management System [ACGS D.3.17, D.3.18, D.3.19, D.3.20]
OVERVIEW OF BNI’S RISK MANAGEMENT SCOPE OF BNI’S RISK MANAGEMENT
SYSTEM
As part of its commitment to preserving business
BNI implements a risk management system as continuity and upholding prudential principles,
a crucial component of maintaining business BNI implements comprehensive risk management
sustainability and ensuring the application of through a structured and integrated framework.
prudent principles across all business activities. This approach is designed to ensure that every
The risk management framework is designed to business activity operates in a controlled manner,
offer guidelines for all work units and entities within aligned with corporate strategy and responsive to
the Financial Conglomerate to run consistent, the constantly evolving dynamics of the banking
proportionate risk management aligned with industry. Supported by strong governance, a
their respective business profiles and regulatory disciplined risk culture, and adequate infrastructure
compliance. With this framework, BNI ensures and methodologies, BNI is able to anticipate potential
that potential risks are adequately identified and risks while capitalizing on emerging opportunities.
evaluated, and that the Company can adapt to market
dynamics, technological developments, regulatory The Bank’s risk management framework extends
changes, and evolving business strategies. beyond risk measurement and monitoring,
encompassing effective control and mitigation
measures to minimize potential adverse impacts
In practice, BNI continues to enhance its risk on corporate performance. All processes are
management capabilities through a more proactive implemented proactively and with a forward-
and forward-looking approach. BNI exerts this effort looking orientation, leveraging technology, data
by aligning risk appetite with business growth analytics, and synergy across entities within the
direction, strengthening its three lines of control, financial conglomerate. In doing so, BNI maintains
developing more comprehensive risk measurement an optimal balance between risk management and
and monitoring tools, and harmonizing risk business target achievement, supports healthy and
management at both the Bank and subsidiary sustainable growth, and delivers long-term value
levels. These measures allow BNI to keep its risk to shareholders — all within the parameters of the
profile within acceptable limits while helping deliver established risk appetite and risk tolerance. This
healthy performance, business sustainability, and entire implementation is underpinned by four core
resilience for the financial conglomerate amidst a pillars of risk management, which collectively form
dynamic environment. the foundation for a resilient and sustainable risk
management system.
Pillar 1 Pillar 2 Pillar 3 Pillar 4
Adequacy of Risk Adequacy of Risk
Active Supervision
Management Policies Identification, Comprehensive
by the Board of
And Procedures, and Measurement, Monitoring, Internal Control
Directors and
Determination of Risk and Control Processes, System
the Board of
Limits and Risk Management
Commissioners
Information Systems
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PILLAR 1. ACTIVE SUPERVISION BY THE 11. Ensuring that the risk management function is
BOARD OF DIRECTORS AND THE BOARD OF implemented independently.
COMMISSIONERS
The authority and responsibilities of BNI’s Board of
Board of Directors’ Oversight [ACGS D.3.18] Directors in integrated risk management include, at
The active oversight of BNI’s risk management by a minimum:
the Board of Directors covers the following: 1. Preparing comprehensive written Integrated Risk
1. Preparing written, comprehensive risk Management policies that take into account risk
management policies, strategies, and appetite and risk tolerance.
frameworks — including overall risk limits and 2. Implementing established Integrated Risk
limits by risk type — by taking into account the Management policies, including:
level of risk to be assumed (risk appetite) and a. Ensuring the application of Integrated
risk tolerance, in line with economic conditions Risk Management within BNI’s Financial
and BNI’s circumstances, as well as the potential Conglomerate.
impact of risks on capital adequacy and the Bank’s b. Ensuring that all significant risks and their
long-term business sustainability. Following resulting impacts are appropriately followed
approval from the Board of Commissioners, the up.
Board of Directors formally establishes BNI’s risk c. Submitting accountability reports periodically
management policies, strategies, and framework. to the Board of Commissioners of the Main
2. Developing, approving, and updating procedures Entity.
and tools to identify, measure, monitor, and d. Effectively communicating Integrated
control risks at BNI. Risk Management policies to all relevant
3. Preparing and establishing mechanisms for organizational levels within BNI’s Financial
transaction approval, including approvals for Conglomerate to ensure clear understanding.
transactions that exceed limits, and defining 3. Embedding a risk culture as an integral
authorities across all organizational levels. component of Integrated Risk Management
4. Evaluating and/or updating risk management within BNI’s Financial Conglomerate.
policies and strategies at least once a year, 4. Ensuring that Integrated Risk Management is
or more frequently when there are significant implemented independently.
changes in factors affecting BNI’s business 5. Ensuring effective human capital management
activities, risk exposure, and/or risk profile. — covering competence, qualifications, and
5. Determining BNI’s organizational structure, adequacy of human resources — at BNI as the
including clear lines of authority and Main Entity to support execution of the Integrated
responsibility at every level related to risk Risk Management function.
management implementation. 6. Periodically evaluating the review results of the
6. Being accountable for the implementation of risk Integrated Risk Management Unit regarding
management policies, strategies, and frameworks Integrated Risk Management processes to
approved by the Board of Commissioners, and ensure:
evaluating and providing direction based on a. The accuracy of risk assessment methodologies;
reports submitted by the Risk Management Unit, b. The adequacy of risk management information
including BNI’s Risk Profile Report. systems implementation;
7. Ensuring that all material risks faced by BNI, c. The appropriateness of risk management
as well as the impacts arising from such risks, policies and procedures, as well as the
are addressed appropriately and periodically determination of risk limits and thresholds.
reporting accountability to the Board of 7. Evaluating and adjusting Integrated Risk
Commissioners. Management policies at least once a year, or at
8. Ensuring that corrective actions are taken to any time should there be significant changes in
address issues or irregularities in BNI’s business factors affecting BNI’s Financial Conglomerate
activities identified by the Internal Audit Unit business activities.
(SKAI). 8. Understanding risks inherent in all business
9. Ensuring the adequacy, both in terms of quantity activities within BNI’s Financial Conglomerate
and quality, of human resources, including and taking necessary actions in line with the
continuous competence enhancement, to support Conglomerate’s risk profile, including providing
effective risk management implementation at recommendations to Financial Services
BNI. Institutions within the conglomerate regarding
10. Developing a strong risk management culture risk management implementation.
across BNI, including risk awareness throughout
all organizational levels.
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9. Ensuring the adequacy of infrastructure to In carrying out these duties and responsibilities,
manage and maintain control over all risks. the Board of Directors is supported by the Risk
Management Unit (SKMR), which also acts as
In essence, the Board of Directors is responsible the Integrated Risk Management Unit (SKMRT).
for implementing sound corporate governance, Oversight of the Bank’s risk management by the
risk management, and compliance in an integrated Board of Directors is conducted through various
manner, aligned with current developments in the forums, including Board of Directors Meetings, the
banking ecosystem and supported by digitalization Risk Management & Anti-Fraud Committee (KRA) –
and technological innovation. This mandate is based Risk Management Sub-Committee (RMC), and the
on the provisions set out in BNI’s Board Charter, Integrated Risk Management Committee (KMRT).
which guides the Board in carrying out its duties
and responsibilities in managing the Company in In 2025, the agenda for the implementation of the
accordance with the principles of Good Corporate Board of Directors’ oversight functions, conducted
Governance - transparency, accountability, through Board of Directors Meetings, as well
responsibility, independence, and fairness — while as meetings of the Risk Management & Anti-
ensuring compliance with applicable laws and Fraud Committee (KRA), the Risk Management
regulations, as stipulated in Board of Directors Sub-Committee (RMC), and the Integrated Risk
Decree No. KP/377/DIR/R dated August 1, 2025. Management Committee (KMRT), is as follows:
No. Date Agenda
1 January 24, 2025 Discussion of the Integrated Risk Profile Self-Assessment Results as of December 31, 2024, and
the Integrated Capital Adequacy Ratio (CAR) as of December 31, 2024
2 February 3, 2025 KRA-RMC 01/2025 BNI’s Soundness Level as of December 31, 2024
3 March 10, 2025 KRA-RMC 02/2025 Review of BNI’s Risk Appetite Statement (RAS) for 2025
4 April 16, 2025 KRA-RMC 03/2025 BNI’s Individual Risk Profile as of March 31, 2025
5 July 11, 2025 KRA-RMC 04/2025 BNI’s Soundness Level as of June 30, 2025
6 August 1, 2025 Discussion of the Integrated Risk Profile Self-Assessment Results as of June 30, 2025, the
Integrated Capital Adequacy Ratio (CAR) as of June 30, 2025, and the Integrated Risk Appetite
Statement Review Results for 2025 2025
7 October 10, 2025 KRA-RMC 05/2025 BNI Individual Risk Profile as of September 30, 2025
8 November 10, 2025 Board of Directors Meeting to Update BNI’s Recovery Action Plan Document for 2025/2026
Board of Commissioners’ Oversight [ACGS D.3.18]
The Board of Commissioners supervises the implementation of risk management at BNI through the
following measures:
1. Approving BNI’s risk management policies, including risk management strategies and frameworks, in
accordance with the level of risk to be assumed (risk appetite) and risk tolerance — both quantitative and
qualitative.
2. Evaluating risk management policies and strategies at least once a year, or whenever there are significant
changes in factors that materially affect BNI’s business activities.
3. Evaluating the accountability of the Board of Directors and providing guidance for improvement regarding
the implementation of BNI’s risk management policies on a regular basis.
4. Evaluating and deciding on proposals or requests submitted by the Board of Directors related to
transactions or business activities that, in accordance with applicable provisions, require the consideration
and approval of the Board of Commissioners.
5. Ensuring that risk management policies and processes are implemented effectively and are integrated
into BNI’s overall risk management framework.
In carrying out active supervisory duties over risk management — both on an individual and integrated
basis — the Board of Commissioners is supported by the Risk Monitoring Committee, the Audit Committee,
and the Integrated Governance Committee. The implementation of the Board of Commissioners’ oversight
function is conducted through joint Board of Directors and Board of Commissioners meetings, as well as
meetings of the Risk Monitoring Committee, Integrated Governance Committee, and Audit Committee.
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In 2025, the agenda for the implementation of the Board of Commissioners’ oversight function — conducted
through Board of Commissioners’ meetings and meetings of the Risk Monitoring Committee, Integrated
Governance Committee, and Audit Committee — is as follows:
No. Date Agenda
1 January 16, 2025 Board of Commissioners Meeting: BNI Individual Risk Profile, December 31, 2024
2 January 30, 2025 Board of Commissioners Meeting, Submission of BNI’s Composite Risk Rating Results for the
Fourth Quarter of 2024 Based on the Regulations of the Ministry of State-Owned Enterprises
3 February 11, 2025 TKT Committee Meeting: Discussion of the Evaluation of the Integrated Risk Profile and
Integrated Minimum Capital Adequacy Requirement for the Second Semester of 2024
4 March 20, 2025 Board of Commissioners Meeting: Review of BNI’s Risk Appetite Statement (RAS) for 2025
5 April 25, 2025 Board of Commissioners Meeting: BNI Individual Risk Profile, March 31, 2025
6 July 17, 2025 Board of Commissioners Meeting: BNI Individual Risk Profile, June 30, 2025
7 August 5, 2025 TKT Committee Meeting: Discussion of the Evaluation of the Integrated Risk Profile and
Integrated Minimum Capital Adequacy Requirement for the First Semester of 2025, and the
Results of the Review of the Integrated Risk Appetite Statement for 2025
8 September 25, 2025 Board of Commissioners Meeting: Discussion of the Results of the 2025 Risk Maturity Index
(RMI) Assessment for 2024 Performance
9 October 7, 2025 Risk Monitoring Committee: Strategy for Managing the IDR 55 Trillion Government Fund
Placement at BNI
10 October 8, 2025 Board of Commissioners Meeting: Strategy for Managing the IDR 55 Trillion Government Fund
Placement at BNI
11 October 21, 2025 Board of Commissioners Meeting: BNI Individual Risk Profile as of September 30, 2025
12 November 4, 2025 Risk Monitoring Committee Meeting: Evaluation of BNI’s Remedial & Recovery Performance and
Legal Case Issues related to Remedial & Recovery Activities (both civil and criminal), along with
an Update on the Progress of Legal Case Resolution and Legal Risk Mitigation at BNI
13 November 11, 2025 Board of Commissioners Meeting: Update of BNI’s Recovery Action Plan Document for
2025/2026
14 December 11, 2025 Risk Monitoring Committee Meeting: Evaluation of the Implementation of BNI’s Risk
Management Function during 2025, and Discussion of the Work Plans of the Enterprise Risk
Management Division and the Operational Risk Management Division (including SORX) for
2026
BNI runs risk management on its robust Risk Governance framework designed to ensure clarity of roles,
decision-making processes, and inter-unit coordinations. This framework helps each function to understand
its responsibilities, enabling them to conduct more consistent risk identification, measurement, monitoring,
and control.
On this structured governance foundation, BNI can run more integrated risk management and adapt more
effectively to changing industry conditions. This approach helps create healthier, more controlled, and more
sustainable business processes.
BNI Risk Governance
01 Ensuring that the implementation of Risk Management
is adequate and aligned with the Bank’s characteristics,
01 complexity, and risk profile. In its implementation, this
Oversight is supported by the Risk Oversight Committee and the
Integrated Governance Committee
Board of
Commissioners
02 Responsible for implementing adequate risk
management that is consistent with the Bank’s
characteristics, complexity, and risk profile
Oversight &
Execution 02 Board of
Directors 03 Assisting the Board of Directors in the formulation of policies,
as well as the development and implementation of risk
management, including escalation to the Board of Directors
04 Implementing risk management according to respective roles:
• Risk owner (risk taking): manages risks inherent in their
03 respective business activities and functions.
Escalation Risk Management • Risk control: develops the framework, policies, principles,
Committee and methodologies for the Bank’s risk management.
• Risk assurance: independently assesses the effectiveness
of the implementation of risk management and internal
Implementation & controls
Control 04 Risk Taking Unit, Risk Control Unit,
Mechanism Risk Assurance Unit
05 An effective Internal Control Process is an essential component of
Bank management and forms the foundation for sound and safe
banking operations. It assists the Board of Directors and the Board
of Commissioners in safeguarding the Bank’s assets, ensuring the
availability of reliable financial and managerial reporting, enhancing
05 the Bank’s compliance with applicable laws and regulations, and
INTERNAL CONTROL PROCESS thereby reducing the risk of losses, irregularities, and violations of
prudential principles.
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BNI structures its Risk Governance in multiple risk control mechanism, BNI also sets risk limits for
layers to ensure risk management is effective and each risk type (credit, market, liquidity, operational),
coordinated. The Board of Commissioners oversees for each functional activity, and overall, which
risk management, while the Board of Directors serve as thresholds for risk-taking and triggers
ensures it aligns with the Bank's strategy and risk for mitigation actions. Policy, procedure, and
profile. The Risk Management Committee supports limit evaluations are conducted periodically by
decision-making by evaluating and escalating risk Management and the Board of Commissioners, in
issues. At the operational level, the Risk Taking, accordance with their respective authorities, with
Risk Control, and Risk Assurance functions play due consideration of the dynamics of the business
their respective roles in managing, monitoring, environment, digitalization, conglomerate risks, and
and ensuring the effectiveness of risk control. evolving risk exposures.
All processes are supported by internal control
mechanisms that lay the foundation for healthy, BNI also strengthens this policy framework by
regulatory-compliant Bank operations. enhancing risk data and analytics capabilities,
strengthening risk governance across all subsidiaries,
PILLAR 2. ADEQUACY OF RISK and integrating sustainability risk management
MANAGEMENT POLICIES AND (ESG) and climate risk into an integrated risk
PROCEDURES, AND RISK LIMIT SETTING management strategy. This approach ensures that
policies and procedures not only comply with
BNI implements a comprehensive, integrated risk regulatory requirements but also support digital
management policy framework as the basis for all transformation, conglomerate governance, and
work units to manage risk. This policy is formulated sustainable business growth.
in a way that aligns with the Bank's vision, mission,
and strategic direction and has been approved by the PILLAR 3. ADEQUACY OF RISK
Board of Commissioners. This framework covers the IDENTIFICATION, MEASUREMENT,
General Risk Management Policy, the Integrated Risk MONITORING, AND CONTROL PROCESSES,
Management and Integrated Capital Policy, and the AS WELL AS RISK MANAGEMENT
Internal Control System Policy. These policies offer INFORMATION SYSTEMS
strategic guidelines for BNI and entities within the
Financial Conglomerate, ensuring that all business BNI has in place a structured risk management
activities are conducted with prudent principles and process to ensure all business activities operate
are oriented towards business sustainability. within acceptable risk limits and remain consistent
with prudent principles. This process encompasses
This policy is further elaborated into risk four main stages: identification, measurement,
management procedures to offer guidelines for monitoring, and control, applied to all types of
the Risk Management Unit, as well as technical risks material to the Bank and entities within the
instructions at the product or specific activity level. BNI Financial Conglomerate. This approach enables
These procedures and technical instructions are BNI to respond appropriately and sustainably to
updated periodically to remain relevant to business, market dynamics, technological developments, and
regulatory, and technological changes. As part of its changes in risk behavior.
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Risk Identification Risk Measurement
Risk identification is carried out The risk measurement
proactively across all business process is conducted to
activities in order to analyze the determine the level of risk
sources of risk, the likelihood exposure as a basis for
of occurrence, and the potential implementing controls and
impact of such risks. for the purpose of calculating
Disclosure the Minimum Capital
Submitting reports that Adequacy Requirement
include: (KPMM).
• Risk Management
Reports to Regulators
and Management
Risk Monitoring • Risk Management Risk Control
The risk monitoring process is Information Reports to
conducted to ensure that risks are Risk control focuses on risks
the Public that may disrupt the Bank’s
properly managed, including through:
• Monitoring compliance with business continuity. The risk
applicable regulations control process is aligned
• Adherence to established risk tolerance with the level of risk exposure
and limits as well as the risk level and
• Review of stress testing results tolerance to be assumed.
• Evaluation of risk mitigation efforts that
have been implemented
1. Risk Identification b. Measuring risk in aggregate and by risk type.
Risk identification is carried out proactively to c. Using internal models such as scoring,
identify all potential risks that may arise from rating, behavioral analytics, and market risk
activities, products, processes, organizational measurement tools.
changes, and external developments such as d. Conducting backtesting and validating
economic conditions, regulations, technology, internal models in accordance with regulatory
and customer behavior. requirements.
e. Conducting periodic stress testing, particularly
BNI's risk identification practices include: for credit and market risks, to assess the Bank's
a. Regularly identifying all types of risks relevant resilience under extreme conditions such as
to the Bank's business activities. liquidity pressures, economic slowdowns, or
b. Using identification methods and systems negative market sentiment.
that cover all business lines, operational f. Measuring individual risk against eight risk
processes, and critical activities. types and Financial Conglomerate risk against
c. Identifying specific risks for new products ten risk types for consolidation and integrated
and activities before they are implemented or capitalization purposes.
launched.
d. Identifying emerging risks such as digital 3. Risk Monitoring
risks, cyber risks, climate risks, new Risk monitoring is conducted continuously to
compliance risks, and model risks, so they ensure that risk levels remain within agreed
can be anticipated early. limits and consistent with Bank policies and
procedures.
2. Risk Measurement
This stage is carried out to determine the Risk monitoring activities include:
magnitude of risk exposure, which will become a. Monitoring compliance with risk limits, risk
the basis for implementing Capital Allocation tolerances, and early warning indicators.
and Control (CAR). Measurements are conducted b. Monitoring exposure trends, portfolio quality,
both quantitatively and qualitatively, using and risk behavior over time.
methodologies set by regulators and internal c. Assessing the implementation of approved
methods. risk mitigation measures and the effectiveness
of internal controls.
Risk measurement at BNI includes: d. Monitoring material risks such as non-
a. Calculating sensitivity, volatility, and the performing loan risk, market sensitivity, daily
tendency for changes in risk exposure, as well liquidity, digital fraud, operational events, and
as correlations between risks. IT risk.
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e. Conducting independent monitoring by the Risk data management is structured to ensure
Risk Control Unit and operational monitoring the quality and integrity of information and
by the Risk Taking Unit. to ensure that risk reporting meets the needs
f. Preparing periodic risk reports: Risk Profile, of management and regulators. The resulting
CAR, Operational Risk Loss (KRO) reports, reports cover risk exposure, limit compliance,
market and liquidity risk reports, Business material risks, risk change trends, and stress
Continuity Management (BCM) reports, and testing results as part of the control process.
other thematic reports.
To support its effectiveness, BNI utilizes various
4. Risk Control risk applications such as the Internal Rating
Risk control aims to ensure risks remain within System (IRS 2.0), RMTools, the Loan Management
acceptable limits and do not disrupt the Bank's System (LMS), the SIMON Framework, a credit
operational stability or business continuity. BNI's behavior system, the Central Limit System,
risk control strategy includes: Murex for market risk, RCSA/PRCM, the Loss
a. Risk Acceptance: accepting risks within limits Event Database (LED), Key Risk Indicators (KRI),
that cannot be eliminated but still require and Business Continuity Management (BCM). All
strict control. of these applications facilitate faster and more
b. Risk Avoidance: avoiding activities with integrated data consolidation and risk oversight.
unacceptable risks or those whose benefits
outweigh the potential losses. The Risk Management Information System
c. Risk Transfer: transferring some risks to third (SIMR) is developed in accordance with the IT
parties, such as insurance or outsourcing. Strategic Plan, including the provision of a risk
d. Risk Mitigation: strengthening controls, front-end application, increased data storage
refining processes, adding security barriers, capacity, and enhanced analytics. Each new
or improving governance to reduce the system undergoes testing and re-assessment
likelihood or impact of risks. to ensure the reliability of its output and its
consistency with the Bank's risk management
Control is exercise through: policies.
a. Establishing risk limits and thresholds for
mitigation actions. Through the Model Risk Management
b. Strengthening SOPs, work procedures, and Framework (MRM), BNI's Risk Management
internal controls. sector conducts a comprehensive review
c. Multi-level approval mechanisms and and assessment of existing and/or future risk
segregation of duties (the four-eyes principle). management information systems to ensure
d. Use of hedging instruments for market the accuracy and effectiveness of the models,
risks. systems, and processes used. As a follow-up
e. Implementing a Business Continuity Plan to the development and implementation of the
(BCP) and Disaster Recovery Plan (DRP) for MRM, BNI has expanded the scope of its risk
operational and IT risks. management model validation to include not
f. Implementation of specific mitigation for only risk models but also other models developed
digital and cyber risks. and implemented within BNI, including artificial
intelligence (AI)-based models.
5. Risk Management Information System
BNI has developed a Risk Management PILLAR 4. COMPREHENSIVE INTERNAL
Information System (SIMR) to ensure that all risk CONTROL SYSTEM
identification, measurement, monitoring, and
control processes are supported by accurate, BNI implements a comprehensive Internal Control
complete, and timely data and information. SIMR System (SPI) to ensure that all Bank operational
serves as the primary tool for management to activities are carried out in accordance with
comprehensively monitor risk conditions and regulations, effectively, and in line with prudential
make data-driven decisions. principles. This internal control framework
includes management oversight, segregation
of functions, adequate policies and procedures,
clear authorization mechanisms, and a reporting
system that enables early detection of potential
irregularities. SPI is an integral part of the Bank's
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governance, supporting the reliability of financial on Integrated Risk Management for Financial
reporting, regulatory compliance, and the protection Conglomerates, reinforced by OJK Circular Letter
of assets and customer interests. No. 14/SEOJK.03/2015. This approach enables BNI to
manage risk exposure both at the banking entity level
ISC implementation is strengthened through the and within the broader financial ecosystem, thereby
roles of the three lines: supporting the Bank’s stability and sustainability.
1. The first line, namely the operational units, is
responsible for compliance with policies and Further explanation regarding risk types and their
procedures and the implementation of day-to- management is presented in the subsection “Types
day controls; of Risks and Their Management,” Chapter 6: Capital
and Risk Management Practices of this 2025 Annual
2. The second line, namely the Risk Management, Report.
Compliance, and Internal Control function,
ensures the effectiveness of the control REVIEW OF THE EFFECTIVENESS OF RISK
framework through independent monitoring and MANAGEMENT IMPLEMENTATION [ACGS
process improvements; D.3.17]
3. The third line, namely the Internal Audit Unit BNI consistently conducts periodic evaluations of
(SKAI), gives an independent assessment of the adequacy of its risk identification, measurement,
the adequacy and effectiveness of the SPI and monitoring, and control processes across all work
recommendations for improvement. units. These evaluations cover not only policies and
procedures, but also the systems and technologies
SPI at BNI is also supported by systems and that support effective risk management. This
technology that enable effective monitoring, approach ensures that every stage of the risk
integrated risk data management, and control management process adheres to prudential
automation to minimize errors and the potential for principles and anticipates potential risks that may
fraud. SPI evaluations are conducted periodically, affect business continuity.
both through internal and external audits and
through self-assessments by work units, to ensure Based on the 2025 self-assessment results, BNI’s
controls remain relevant to business developments, risk profile — both individually and on an integrated
digitalization, and the Bank's risk dynamics. With a basis — fell under “Low to Moderate". This rating
robust internal control framework, BNI can maintain reflects a combination of Low to Moderate Inherent
operational quality while strengthening the Risk and Satisfactory Risk Management Quality.
Bank's resilience in the face of changing business These results indicate that BNI’s risk exposure
environments. remains within acceptable levels and is effectively
managed in line with the established risk appetite.
TYPES OF RISK PROFILE AND HOW THEY
ARE MANAGED [ACGS: D.3.19] This achievement demonstrates that risk
management at BNI — individually and on an
BNI applies individual risk management to 8 (eight) integrated basis with subsidiaries — remains
types of risks — credit, market, liquidity, operational, manageable and consistently supports business
legal, reputational, strategic, and compliance risk objectives. The rating also highlights the solid
— in accordance with POJK No. 18/POJK.03/2016 performance of the Risk Management Unit (SKMR)
on Risk Management Implementation for and the Integrated Risk Management Unit (SKMRT)
Commercial Banks. In addition, within the financial in ensuring that risk management is implemented
conglomerate framework, BNI also implements effectively, efficiently, and prudently, thereby
integrated risk management covering ten types of preserving operational stability and supporting
risks, as stipulated in POJK No. 17/POJK.03/2014 sustainable growth.
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STATEMENT OF THE BOARD OF DIRECTORS RISK MANAGEMENT UNIT
AND/OR BOARD OF COMMISSIONERS ON
THE ADEQUACY OF RISK MANAGEMENT Structure of BNI’s Risk Management Unit
[ACGS: D.3.18, D.3.20]
BNI’s Risk Management Unit functions are carried
The Board of Directors and the Board of out by two primary units: the Enterprise Risk
Commissioners affirm that the implementation Management (ERM) Division and the Operational
of risk management within the Bank has been Risk Management (ORM) Division. Both divisions
adequate, consistent, and aligned with regulatory are under and directly report to the Director of
requirements and industry best practices. Risk Management, who oversees the entire risk
Implementation is carried out through a framework management function at BNI.
encompassing policies, procedures, methodologies,
and information systems that collectively support The Enterprise Risk Management (ERM) Division is
effective risk management. All risk management responsible for enterprise-wide risk management,
processes are implemented on an integrated covering credit, market, and liquidity risks, as well
basis with BNI’s subsidiaries within the Financial as other strategic risks. Furthermore, ERM also
Conglomerate, while adhering to prudential performs the role of the Integrated Risk Management
principles, Good Corporate Governance (GCG), and Unit (SKMRT), tasked with managing risks at the BNI
the established risk appetite and risk tolerance. Financial Conglomerate level.
The Board of Directors and Board of Commissioners The organizational structure of BNI’s Risk
believe that BNI's current risk management system Management Unit as of December 31, 2025, is
can help meet business objectives in a healthy, detailed in the following chart:
sustainable, and competitive manner. As it moves
forward, BNI will remain committed to strengthening
risk management on a stonger risk culture,
enhancing HR capacity, leveraging technology
and digitalization, and harmonizing integrated risk
management across subsidiaries. These efforts
should enhance the Bank's ability to respond to the
dynamics of the business environment and evolving
regulatory demands.
As part of this commitment, the Board of Directors
also ensures that key risks potentially impacting
business continuity have been identified and
adequately managed. These risks include
information technology risks, cybersecurity risks,
unpreparedness of disaster recovery infrastructure,
and external risks such as health crises, supply chain
disruptions, and geopolitical tensions. BNI's risk
management framework is designed to strengthen
the Bank's resilience from two perspectives:
prevention before a crisis occurs (ex ante) and
response capabilities during a crisis (ex post). This
approach strengthens BNI's position as an adaptive,
resilient financial institution capable of creating
long-term value for all stakeholders.
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Risk Monitoring Committee
Board of Commissioners
Integrated Governance Committee
BOARD OF DIRECTORS
Audit Committee
President Director
Deputy President Director
Provide
Recommendation
Director Director in Charge of Risk Management & Anti-Fraud
Risk Management and Committee - Risk Management
Integrated Risk Subcommittee
Management Function
Integrated Risk Management
Committee (Non-Structural)
Risk Management Work Unit,
also as Integrated
Risk Management Work Unit
Financial Services Institution, Member
of BNI Financial Conglomeration
Notes: 6. The execution of BNI’s risk management function
1. The BNI Board of Directors and the Board of is supported by the Risk Management Unit
Commissioners are authorized and responsible (SKMR) as an independent unit managing risks
for ensuring the implementation of Risk at the individual Bank level.
Management, both on an individual Bank basis 7. The implementation of Integrated Risk
and an Integrated basis within the BNI Financial Management is supported by the Integrated Risk
Conglomerate. Management Unit (SKMRT), tasked with risk
2. In performing their supervisory role over the consolidation, preparing integrated risk profiles,
implementation of BNI’s Risk Management evaluating integrated limits, and coordinating
and Integrated Risk Management, the Board with Financial Services Institutions (LJK) within
of Commissioners is supported by the Risk the BNI Financial Conglomerate.
Oversight Committee, Audit Committee, and 8. SKMR and SKMRT facilitate and coordinate with
Integrated Governance Committee. risk management units within BNI and across all
3. The Director overseeing the Risk Management LJK members of the Financial Conglomerate to
function is responsible for the implementation manage:
of both individual Risk Management for BNI and • 8 (eight) types of individual Bank risks: credit,
Integrated Risk Management at the Financial market, liquidity, operational, legal, strategic,
Conglomerate level. compliance, and reputational risks;
4. The Board of Directors is supported by non- • 10 (ten) types of Financial Conglomerate risks,
structural risk committees, namely: including intra-group transaction risk and
• KRA–RMC (Risk Management & Anti- insurance risk.
Fraud Committee – Risk Management Sub- 9. SKMR and SKMRT perform their duties
Committee) as a forum for escalation and independently of operational units (Risk Taking
discussion of risk issues at the Bank level; Units) and are not involved in business activities,
• KMRT (Integrated Risk Management ensuring that the objectivity of risk control is
Committee) for issues related to the integrated maintained.
risk of the Financial Conglomerate. 10. SKMR has the authority to escalate risk
5. If deemed necessary, the Director of Risk issues to the KRA–RMC or the Director of Risk
Management may address risk issues in other Management, while SKMRT has the authority to
Board committee meetings or during Board of escalate to the KMRT or the Director overseeing
Directors' Meetings to ensure an appropriate and Integrated Risk Management, in accordance with
rapid response to risk dynamics. their respective scopes of responsibility.
1016 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI’s risk management framework and governance are illustrated as follows:
BNI Governance
Governance
Transparency Accountability Responsibility Independence Fairness
AGM GMS/Highest Authority
Board of Commissioners
Board of
Commissioners Integrated Governance Remuneration &
Risk Monitoring Committee Audit Committee
Committee Nomination Committee
External Audit
(KAP, OJK, BPK)
Board of Directors
Performance
Subsidiaries Asset & Liability Human Capital Credit Policy
Board of Management
Committee Committee Committee Committee
Directors Committee
Integrated Risk Technology Credit Risk
Management Business Committee Management Credit Committee Management &
Committee Committee Anti-Fraud Committee
1st Line Roles 2nd Line Roles 3rd Line Roles
Business Business Risk Control Function Internal Audit
Units &
Functional
Units
Day to Day Control Periode Control
Internal Control
BNI's risk management governance framework This framework is supported by clear policies
illustrates that the roles of oversight, decision- and procedures, an adequate organizational
making, and control implementation operate structure, human resource competence, and the
in layers across the organization. The Board of use of information technology in risk monitoring.
Commissioners performs the oversight function Through this integrated governance, BNI ensures
through committees such as the Risk Oversight that risk management is conducted consistently,
Committee, Audit Committee, and Integrated comprehensively, and aligned with business
Governance Committee. The Board of Directors then objectives and regulatory requirements.
directs the implementation of risk management
through various executive committees, including ENTERPRISE RISK MANAGEMENT DIVISION
the Integrated Risk Management Committee and the
Risk Management & Anti-Fraud Committee. The Enterprise Risk Management Division serves as
the Risk Management Unit (SKMR), managing risks
At the operational level, business units as the first at the Individual Bank level, while simultaneously
line conduct business activities while implementing performing the function of the Integrated Risk
daily controls. The risk management and compliance Management Unit (SKMRT) for risk consolidation at
functions act as the second line, monitoring and the BNI Financial Conglomerate level. This division
controlling risks independently, while the Internal is directly under the supervision of the Director in
Audit Unit serves as the third line, providing an charge of Risk Management, who is responsible for
independent assessment of the effectiveness of the implementation of BNI's Risk Management, both
internal controls. on an individual and integrated basis.
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Performance Report Profile Analysis on Company Performance Functions
Organizational Structure of the Enterprise Risk Management Division
The organizational structure of the Enterprise Risk Management Division as of December 31, 2025, is as
follows:
Enterprise
Risk Management
Division Head
Enterprise & Credit Risk Risk Model
Market & Liquidity Credit & Portfolio IT & Digital Risk
Integrated Risk Management & Validation &
Risk Management Risk Management Management
Management Modeling Methodology
Department Department Department
Department Department Department
Corporate Tim Tata Kelola & Credit & Portfolio Wholesale Segment Market & Liquidity IT & Digital Risk
Governance & Risk Metodologi Risiko Risk Management & Credit & Capital Risk Risk Capital Governance &
Methodology Team Pasar & Likuiditas Team Portofolio Management Team Validation Team Methodology Team
Credit Risk Retail Segment Wholesale & Retail
Corporate Risk Market Risk IT & Digital Risk
Management Data Credit & Capital Risk Credit Risk Capital
Management Team Management Team Management Team
Team Management Team Validation Team
Integrated Risk
Liquidity Risk
Management &
Management Team
Subsidiaries Team
Overseas Offices
Risk Management Middle Office team
Team
General Affairs*)
* Following the limited centralization policy of the General Affairs Division of the Head Office
Enterprise Risk Management Division Head Profile
Age
41 years old as of December 31, 2025
Nationality
Indonesian citizen
Domicile
Jakarta, Indonesia
Education
Rayendra Minarsa Goenawan, M.M, B.C.Sc. Master’s degree in Management from Bina Nusantara University JWC
Enterprise Risk Management Division Head
Legal Basis of Appointment Other Companies:
Board of Directors Decree No. KP/289/DIR/R dated June 16, 2023 • IT Specialist - YLB - Wasiat (2005 - 2007).
• Overseas Branch Coordinator - Maybank Mauritius (Formerly
Terms of Office known as PT Bank Internasional Indonesia) (2007 - 2012);
February 17, 2022 – present • Enterprise Policy and Portfolio Management Specialist - PT Bank
OCBC NISP (2013 - 2016);
Professional Certification and/or Training • Enterprise Risk Management Head - PT Bank OCBC NISP (2017 -
• Risk Management Certification Level 6 (six); 2022);
• BSE Business Essential – Innovation & Digital Disruption Stream;
• Business Essentials Program Innovation and Digital Disruption Concurrent Position
Course; Has no concurrent position.
• Innovation of Products and Services: Design Thinking;
• Certified Chief Information Security Officer (CCISO) Affiliation Relationship
• Qualified Chief Risk Officer Certification (QCRO) Has no affiliation with members of the Board of Directors, Board of
Commissioners, or Majority/Controlling Shareholders.
Work Experience
BNI:
Enterprise Risk Management Division Head - di PT Bank Negara
Indonesia (Persero) Tbk (2022 - present)
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Practices Governance Responsibility Commitment Statements
Competency Development of Enterprise Risk Management Division Head in 2025
Date of
Competency Development Materials Organizer
Implementation
Knowledge Sharing and Benchmarking Human Capital, Enterprise Risk January 17, 2025 PT Dirgantara Indonesia
Management, and Operational Risk Management
Speakers on Governance Capacity Building for Regional Development February 13, Otoritas Jasa Keuangan
Banks (BPD) throughout Kalimantan, with topics on Governance, Risk 2025 (OJK) Provinsi Kalimantan
Management Implementation, and Corporate Credit Development Timur dan Kalimantan Utara
Workshop on Risk Management Model (MRM) Implementation February 18, PT Bank Negara Indonesia
2025 (Persero) Tbk.
ESG Communication Forum February 28, PT Bank Negara Indonesia
2025 (Persero) Tbk.
High-Level Business Dialogue Themed “Vietnam and Indonesia: A March 10, 2025 Kementrian Perencanaan dan
Partnership for Progress and Prosperity” Investasi Vietnam
Refreshment TFT Facilitator Branch Management Course (BMC) 1 Year April 11, 2025 PT Bank Negara Indonesia
2025 (Persero) Tbk.
ESG Banker Club April 16, 2025 PT Bank Negara Indonesia
(Persero) Tbk.
Speaker at the Level 6 and Level 7 Risk Management Certificate April 24–25, Bankers Association for Risk
Maintenance (Refresher) Seminar 2025 Management (BARa)
Strategic Competency Training for BUMN Leadership April 25, 2025 PT Bank Negara Indonesia
(Persero) Tbk.
Textile and Textile Product Industry Consulting with the theme “Market May 16, 2025 Otoritas Jasa Keuangan
Dynamics, Opportunities and Challenges for the Textile and Textile (OJK)
Production Industry in the Context of Strengthening Competitiveness and
Economic Sustainability”
Facilitator for the Branch Management Course (BMC) 1 Batch 2 Training May 21, 2025 PT Bank Negara Indonesia
Program in 2025 (Persero) Tbk.
Resource Person for Stock Quest 2025 “Building a Sustainable for a Better May 23, 2025 PT Bank Negara Indonesia
Tomorrow” (Persero) Tbk.
Executive Education Program for the 2025 BUMN School of Excellence May 28, 2025 Badan Pengaturan BUMN
(BSE) with the theme “Global Trade Tensions: Turning Crisis into
Opportunity”
Analytical Hierarchy Process (AHP) Workshop in Remodeling Internal June 10–11, PT Bank Negara Indonesia
Rating Based (IRB) Corporate, Enterprise, and Commercial Segments 2025 and June (Persero) Tbk.
16–17, 2025
Live Streaming Agenda of Risk Management Forum related to ESG June 11, 2025 PT Bank Negara Indonesia
(Persero) Tbk.
Executive Forum on Sustainability Transformation in Action June 19, 2025 PT Para Mitra Karya
Knowledge Sharing and Benchmarking Human Capital, Enterprise Risk July 9, 2025 Bank Indonesia (BI)
Management, and Operational Risk Management
Speakers on Governance Capacity Building for Regional Development July 24, 2025 PT Kuadran Satu Komunika
Banks (BPD) throughout Kalimantan, with topics on Governance, Risk
Management Implementation, and Corporate Credit Development
Joint Achievement Ceremony & July 29, 2025 Kementerian Pekerjaan
Roundtable Discussion: GHG Emissions Reduction in Infrastructure Umum
(GERIN)
Speaker on Focus Group Discussion (FGD) on Implementation and July 31, 2025 Otoritas Jasa Keuangan
Development of Country Risk and Transfer Risk Policies in Indonesian (OJK)
Banking
High-Level Business Dialogue Themed “Vietnam and Indonesia: A August 7, 2025 Kementerian Koordinator
Partnership for Progress and Prosperity” Bidang Pangan Republik
Indonesia
Speakers on the Level 6 and Level 7 Risk Management Certificate August 28, 2025 Bankers Association for Risk
Refresher Program Seminar Management (BARa Risk
Forum)
Speakers of the Focus Group Discussion (FGD) with the theme “Green September 2, Bank Indonesia (BI)
Credit and Banking Credit Growth” 2025
Webinar GRI 102 & GRI 103 “Climate Change and Energy Topic Standard” September 3, Indonesia Stock Exchange
2025 Bursa Efek Indonesia
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Date of
Competency Development Materials Organizer
Implementation
Chief Risk Officer (CRO) Roundtable 2025 September 24, Bankers Association for Risk
2025 Management (BARa Risk
Forum)
High-Level Dialogue at Indonesia International Sustainability Forum: October 10, Green Investment Principles
Navigating Geopolitics, Policy Shifts, and Private Sector Leadership in 2025 (GIP) ASEAN Chapter
ASEAN Green Financing
ACMF-ISSB Joint Technical Training Workshop dan ACMF-ICAEW Joint November 4, ASEAN Capital Markets
Workshop for Corporate Preparers 2025 Forum (ACMF) dan
International Financial
Reporting Standards (IFRS)
Foundation
Speaker on Seminar The 9th Indonesia Risk Management Outlook (IRMO) November 13, LPPI
2026: “Navigating Banking Business Amid The Economic Landscape 2025
Turmoil”
BNI ESG Sustainability & Transition "BEST" Event Peluncuran Advisory November 19, PT Bank Negara Indonesia
Playbook Perkebunan Kelapa Sawit 2025 (Persero) Tbk.
Speaker on the Webinar “Green/ESG-Based MSME Financing Sources: November 28, Mata Garuda
Access, Instruments, and Best Practices” 2025
GRC Function Strengthening Forum: Harmony in Collaboration for GRC December 8, Otoritas Jasa Keuangan
Function Strengthening in the Financial Services Sector 2025 (OJK)
Duties and Responsibilities of the Enterprise 6. Conducting risk reviews of new products,
Risk Management Division activities, programs, models, and initiatives,
As the Risk Management Work Unit (SKMR) and providing mitigation recommendations, and
Integrated Risk Management Work Unit (SKMRT), offering risk advisory services to the Board of
the Enterprise Risk Management Division performs Directors, business units, and Subsidiaries to
the following functions: ensure prudent decision-making.
1. Formulating risk management strategies 7. Managing the development and integration
aligned with BNI’s vision, mission, business of Risk Management Information Systems,
direction, and risk appetite, ensuring that all risk including the management of credit, market,
management remains focused and supports the liquidity, operational, and integrated risk data to
achievement of both the Bank’s and the Financial provide accurate and timely risk information for
Conglomerate’s objectives. management.
2. Developing risk management frameworks 8. Promoting the strengthening of risk culture
through the preparation of policies, guidelines, through socialization, education programs,
SOPs, as well as risk appetite and risk tolerance, competency development, and monitoring
including conducting regular updates to risk culture maturity to ensure that prudential
remain relevant to business, technological, and principles are deeply rooted across all levels of
regulatory dynamics. the BNI Group organization.
3. Developing risk measurement methodologies, 9. Performing validation and independent reviews
Bank risk limits, and integrated limits, as well as of risk models used by the Bank, such as credit,
various risk models such as rating, scoring, early market, liquidity, scoring, rating, and EWS
warning systems, stress testing, and scenario models, to ensure the models are reliable,
analysis to ensure accurate and consistent risk accurate, compliant, and meet the Bank’s risk
measurement. management standards.
4. Organizing comprehensive Bankwide risk 10. Developing and managing the Digital Risk and
management processes, including identification, Cyber Risk Management framework, covering IT
measurement, monitoring, and control of risks, and cybersecurity risk reviews, cyber resiliency
as well as the preparation of Risk Profiles, ICAAP, tests, 3rd party risk assessments, and the
KPMM (Capital Adequacy Ratio), and other risk development of the Cyber Defense Roadmap to
management reports. ensure the Bank’s technological resilience and
5. Executing the Integrated Risk Management information security.
(SKMRT) function through the preparation
of Integrated Risk Profiles, integrated capital
adequacy, and coordinating the implementation
of risk management policies and processes
across all Financial Services Institutions (LJK)
within the BNI Financial Conglomerate.
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Practices Governance Responsibility Commitment Statements
OPERATIONAL RISK MANAGEMENT DIVISION
In addition to the ERM Division, BNI has also established the Operational Risk Management (ORM) Division,
which serves as the Risk Management Unit (SKMR) and the Integrated Risk Management Work Unit (SKMRT),
which are directly under the supervision and responsible to the Risk Management Director. This Director
oversees two main functions, namely the Risk Management function and the Integrated Risk Management
function.
Organizational Structure of the Operational Risk Management Division
The structure of the Operational Risk Management Division as of February 07, 2025, is as follows:
Operational Risk
Management Division
Governance & Operational Operational Risk Operational Risk Operational Risk Internal Control over
Risk Management Management & Advisory 1 Management & Advisory 2 Management & Advisory 3 Financial Reporting
Methodology Department Department Department Department Department
Governance & Operational Risk Operational Risk Operational Risk
Internal Control over
Operational Risk Management & Management & Management &
Financial Reporting
Methodology Advisory 1 Advisory 2 Advisory 3
Business
Sustainability Risk
Management
Operational Risk Management Division Head Profile
Age
53 years old as of December 31, 2025
Nationality
Indonesian citizen
Domicile
Jakarta, Indonesia
Education
Putu Bagus Kresna Obtained a Master’s degree in Banking & Finance Management from the
University of Indonesia and a Bachelor’s degree in Accounting from the
Operational Risk Management Division Head
Faculty of Economics and Business, University of Indonesia.
Legal Basis of Appointment Work Experience
Board of Directors’ Decree No. KP/832/DIR/R dated August 5, 2025. BNI
1. Deputy General Manager of BNI London Branch, UK (July 2008 -
Terms of Office August 2010)
August 13, 2025 – Present 2. Corporate Secretary Division Head (August 2010 - August 2011)
3. Process Excellence Unit Head (August 2011 - December 2013)
Professional Certification and/or Training 4. Corporate University Division Head (December 2013 - April 2017)
1. WPPE License (Securities Brokerage Representative), OJK 5. Regional CEO of Regional Office 08 - Denpasar (April 2017 - May
2. WPEE License (Underwriter Representative), OJK 2018)
3. WMI License (Investment Manager Representative), OJK 6. Accounting & Budgeting Division Head (May 2018 - February 2020)
4. Risk Management Certification Level 6 7. SEVP BNI Sekuritas (February 2020 - June 2020)
5. Tax Brevet AB, IAI (Institute of Indonesia Chartered Accountants) 8. Operations Director of BNI Sekuritas (June 2020 - June 2023)
6. Tax Brevet C, IAI (Institute of Indonesia Chartered Accountants) 9. Head of SORX3, (July 2023 - August 2025)
10.Operational Risk Management Division Head (August 2025 -
present)
Concurrent Position
Has no concurrent position.
Affiliation Relationship
Has no affiliation with members of the Board of Directors, Board of
Commissioners, or Majority/Controlling Shareholders.
2025 Annual Report
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Performance Report Profile Analysis on Company Performance Functions
Training and/or Competency Development of Operational Risk Management Division Head in 2025
Date of
Competency Development Materials Organizer
Implementation
Seminar International Manajemen Resiko Bank Indonesia 2025 2025 Bank Indonesia
Seminar in UK The Cross Border Payment Landscape, Economic
Outlook, Industry Development, Future Proofing Trade Operation,
2025 J. P Morgan Chase Bank, N. A.
Compliance Overview and Best Practice, Cyber and Fraud
Protection
Seminar The 3rd OJK International Research Forum (IRF 3) 2025 OJK
Duties and Responsibilities of the Operational Risk Management Division
The Operational Risk Management Division broadly undertakes the following duties and responsibilities:
1. Formulating and developing the Operational Risk Management, Business Continuity Management (BCM)
frameworks and Third Party Risk Management (TPRM);
2. Managing and enhancing tools and methodologies for operational risk management, BCM and Third
Party Risk Management (TPRM);
3. Preparing, evaluating, and presenting proposals for setting the Risk Appetite and Risk Tolerance to the
Board of Directors.
4. Managing and refining the calculation of Operational Risk-Weighted Assets (ATMR) in accordance with
regulatory requirements.
5. Monitoring the implementation of the Operational Risk Management, BCM frameworks and Third Party
Risk Management (TPRM);
6. Managing and advancing programs to enhance Operational Risk Awareness.
7. Conducting studies and analyses of operational risks.
8. Providing advisory support to managed units in conducting assessments and offering recommendations
for mitigating operational risks associated with the bank's products and/or activities.
9. Managing and developing policies for the implementation of internal control over financial reporting
(ICoFR).
Development of Risk Management Competencies in 2025
Throughout 2025, the Enterprise Risk Management Division and the Operational Risk Management Division
actively participated in various competency development programs. These initiatives aimed to enhance
team capabilities and expertise through both internal and external training sessions. The following outlines
the competency development activities undertaken in 2025:
Competency Development Materials Date of Implementation Organizer
Corporate Finance Batch I April 21, 2025 KODIVA
Basic Asset & Liability Management (ALMA) with Simulation June 9-12, 2025 Lembaga Pengembangan
Perbankan Indonesia (LPPI)
Seminar on Banking Industry Readiness in Responding to June 18, 2025 Indonesian Risk Professional
Escalating Climate Risk & Cyber Risk Association
Market Risk (FRTB, IRRBB, Stress Test) June 25-26, 2025 Golden Regency Consulting
(GRC)
Data Analytics & Visualization Training August 25-27, 2025 PT Dibimbing Digital
Indonesia (dibimbing.id)
Awareness ISO 37001:2016 SMAP September 15, 2025 ROBERE & ASSOCIATES
Enterprise Risk Management Associate Professional (ERMAP) October 28-29, 2025 Enterprise Risk
Certification November 4-5, 2025, Management Academy
and Desember 16-17, 2025 (ERMA)
ALM (Asset Liability Management) & ILAAP (Internal Liquidity December 6-7, 2025 FINRISK.EU
Adequacy Assessment Process) Training
Refreshment Risks & Frauds in International Trade December 9, 2025 Ikatan Bankir Indonesia
Certificate AI-Powered Case Teaching December 14-20, 2025 ELI Global Virtual
Excel for Smart Analysis December 16-17, 2025 Swadharma Sentra Solusi
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Practices Governance Responsibility Commitment Statements
Risk Management Certification
As of December 31, 2025, risk management certification has been conducted as part of efforts to enhance
professionalism, performance, and individual potential in supporting the execution of risk management
responsibilities. The certifications completed include:
Qualification
Mandatory Position Total Employee
Level
4 Non-Executive Officers in areas related to risk management, compliance, internal 10,686
audit and key operations (taking and implementing decisions on credit/financing,
treasury, information technology and financial risks).
5 Employees who meet the criteria of Executive Officers in areas related to risk 3,495
management, compliance, internal audit and key operations (taking and implementing
decisions on credit/financing, treasury, information technology and financial risks).
6 Board of Commissioners (BoC) dan SEVP 201
7 Board of Directors (BoD) 41
Board of Directors’ Assessment of the Risk Management Unit’s Performance
The Board of Directors assesses that the Risk Management Unit (SKMR) has performed its functions effectively
and played a vital role in maintaining the quality of risk management across all of BNI’s business activities.
The SKMR is deemed capable of providing a comprehensive risk management framework of policies,
methodologies, and procedures that are adaptive to business dynamics and regulatory developments.
The Board also evaluates that the SKMR has demonstrated strong performance in ensuring disciplined risk
management implementation through intensive coordination with business units and support functions.
This is reflected in the SKMR's consistency in performing model validations, refining risk measurement
methodologies, strengthening risk management information systems, and enhancing the implementation
of integrated risk management at the Financial Conglomerate level.
Furthermore, the Board of Directors expresses its appreciation for the SKMR’s role in strengthening the
effectiveness of the three lines model, ensuring that Risk Owners, Risk Control Units, and the Internal Audit
Unit perform their duties in alignment and in accordance with good governance principles. The guidance
and monitoring conducted by the SKMR have contributed to the improved quality of risk control across all
organizational lines.
Overall, the Board of Directors views the SKMR’s performance as solid and consistent, providing a significant
contribution to maintaining BNI’s risk profile at a manageable level in alignment with the established risk
appetite. This performance reinforces the Board's confidence that the SKMR has become a strategic partner
in supporting business processes that are prudent, resilient, and sustainable.
2025 Annual Report
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Integrated Risk Management
Governance [ACGS C.2.6]
As the parent entity of a Financial Conglomerate, 6. Ministry of SOEs Regulation No. PER-2/
BNI is required to implement Integrated Governance MBU/03/2023 on Governance Guidelines and
(TKT) across all of its business activities, with the Significant Corporate Activities of State-Owned
objective of enhancing performance, maintaining Enterprises.
compliance with applicable laws and regulations,
and promoting ethical values within the financial Guided by these regulations and applicable
services industry. internal provisions, BNI is committed to building
a Financial Conglomerate that grows soundly,
To support an effective implementation of TKT, prudently, sustainably, and competitively. To this
BNI implements an internal control system that is end, BNI has prepared TKT Guidelines, established
integrated and binding on all members of the BNI a TKT Committee, and incorporated integrated
Financial Conglomerate, as part of strengthening compliance, integrated internal audit, and integrated
integrated risk management. In this context, BNI risk management functions into its governance
as the Main Entity has also established a joint structure. The Controlling Shareholder has also
commitment between BNI’s Internal Audit Unit and appointed BNI — as the Main Entity — to act as
the Internal Audit Units of Financial Conglomerate coordinator for assessing the risk management
members to carry out integrated internal audit processes of the BNI Financial Conglomerate.
functions and keep the quality of internal control
functions consistently across management levels. SCOPE OF INTEGRATED RISK
MANAGEMENT
In implementing consolidated and integrated risk
management, BNI as the Main Entity within KK BNI BNI’s Financial Conglomerate (KK) BNI has
has developed the Integrated Risk Management implemented Integrated Risk Management
General Policy (KUMRT) as part of the Bank’s comprehensively and effectively in accordance
compliance with applicable Indonesian regulations with POJK No. 17/POJK.03/2014. Guided by this
and risk management framework for both BNI and regulation, BNI manages and controls the risk
its Financial Conglomerate members. As of 31 exposure of the conglomerate based on four main
December 2025, BNI monitored and managed ten pillars, summarized as follows:
types of risks: credit, market, operational, liquidity,
legal, reputational, strategic, compliance, intra- 1. Oversight by the Board of Directors and Board of
group transaction risk, and insurance risk. Commissioners of the Main Entity
The Board of Directors and Board of
In practice, implementation of TKT and integrated Commissioners of the Main Entity are
risk management within KK BNI refers to several key responsible for ensuring the implementation of
regulations, including: Integrated Risk Management within the Financial
1. POJK No.17/POJK.03/2014 on Integrated Risk Conglomerate, involving understanding risk
Management Implementation for Financial exposure, fostering a risk culture, and risk
Conglomerates; management implementation within each
2. POJK No.18/POJK.03/2014 on Integrated member of Financial Services Institutions (LJK)
Governance Implementation for Financial conglomerate.
Conglomerates;
3. POJK No. 30 of 2024 on Financial Conglomerates 2. Adequacy of Integrated Risk Management
and Financial Conglomerate Parent Entities; Policies, Procedures, and Limits
4. SEOJK No.15/SEOJK.03/2015 on Integrated Effective implementation of Integrated Risk
Governance Implementation for Financial Management must be supported by clearly
Conglomerates; defined policies that reflect the risk appetite
5. SEOJK No.14/SEOJK.03/2015 on Integrated and risk tolerance the Financial Conglomerate is
Risk Management Implementation for Financial willing to accept.
Conglomerates; and
1024 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
3. Adequacy of Integrated Risk Management Pillar II – Adequacy of Integrated Risk Policies,
System Processes for Risk Procedures, and Limits
The process of Identification, Measurement, BNI has developed and periodically reviewed
Monitoring, and Control, is conducted in an Integrated Risk Management policies, procedures,
manner on all material risk factors supported and guidelines, including procedures for the
by an Integrated Risk Management Information Integrated Risk Profile, Integrated Capital
System and reports on performance, financial Management, and the management of Intra-Group
condition, and risk exposure of all entities within Transaction Risk. Integrated risk limits and escalation
the Financial Conglomerate. mechanisms for limit exceedances are implemented
to ensure risks remain within established tolerance
4. Comprehensive Internal Control System limits.
The implementation of Integrated Risk
Management is supported by a comprehensive Pillar III – Integrated Risk Management Process and
internal control system to safeguard the System
conglomeration’s assets, ensure the reliability of BNI has set a methodology and implements
reporting, enhance compliance with applicable an Integrated Risk Profile assessment and the
laws and regulations, and minimize the risk of calculation of the Integrated Minimum Capital
losses and irregularities. Adequacy Requirement (KPMM) on a semi-annual
basis, reporting these to the Financial Services
The implementation of Integrated Risk Management Authority. Risk appetite, risk limits, and Leading
is complemented by a comprehensive internal Risk Indicators (LRI) are monitored periodically,
control system to safeguard conglomerate assets, accompanied by integrated stress testing and the
ensure reporting reliability, improve compliance development of a technology-based Integrated Risk
with laws and regulations, and minimize the risk Management Information System.
of loss and irregularities.The implementation
of Integrated Risk Management within the BNI Pillar IV – Integrated Internal Control System
Financial Conglomerate (KK) serves as a critical The implementation of Integrated Risk Management
foundation for understanding and managing risk is strengthened through ongoing outreach to all
exposure comprehensively at the group level. This Financial Services Institutions (FSIs) members of the
implementation is carried out comprehensively Financial Conglomerate and consistent monitoring
under the oversight of the Board of Commissioners, of Integrated Risk Management implementation to
supported by the Integrated Governance Committee. ensure the effectiveness of internal controls across
In its capacity as the Holding Company of the all entities.
Financial Conglomerate, BNI has implemented
Integrated Risk Management based on four main BNI’S FINANCIAL CONGLOMERATION
pillars, as follows: STRUCTURE AND OWNERSHIP STRUCTURE
Pillar I – Oversight by the Board of Directors and Based on POJK Number 17/2014 and POJK
Board of Commissioners Number 30/2024, BNI stipulates that the scope
BNI has set up an integrated risk governance of Integrated Risk Management implementation
structure through the establishment of a Financial covers all Financial Services Institutions within
Conglomerate Structure, the appointment of the BNI Financial Conglomerate, including the
Integrated Risk Management Director, and the business activities of banks, insurance companies,
establishment of an Integrated Risk Management securities companies, finance companies, venture
Committee and an Integrated Risk Management capital companies, and pension funds. The Financial
Work Unit. In addition, BNI has set an integrated Conglomerate structure is designed to ensure it runs
risk appetite and risk tolerance, developed a comprehensive risk management in a harmonious
Financial Conglomerate Corporate Charter, and held and integrated manner across all conglomerate
regular Integrated Risk Management Committee entities.
meetings. The General Integrated Risk Management
Policy (KUMRT) and Integrated Capital Policy are Referring to the Decree of the Members of the Board
developed by the Board of Directors and approved of Commissioners of the Financial Services Authority
and periodically evaluated by the Board of No. KEP-12/KS.1/2025 concerning the Approval of PT
Commissioners. Bank Negara Indonesia as the Holding Company of
the Operational Financial Conglomerate of the BNI
Financial Conglomerate, the structure of the BNI
Financial Conglomerate is as follows:
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
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BNI Financial Conglomerate Structure
Financing Securities Life Insurance Remittance Digital Bank Venture Cap. Pension Fund Pension Fund
1983 | 99,99% 1995 | 75,00% 1996 | 60,00% 1996 | 100% 2022 | 63,92% 2022 | 99,98% 1960 1993
Investment Manager Securities General Insurance
2011 | 99,90% 2021 | 100,00% 2017 | 62,86%
FULFILLMENT OF RISK MANAGEMENT ORGANS IN LINE WITH SOE REGULATORY
CATEGORIES AND CLASSIFICATIONS
In accordance with the provisions set by the State-Owned Enterprise Regulatory Body, BNI — as a state-
owned bank classified as Systemic A risk — bears additional responsibilities in implementing Integrated
Risk Governance aligned with the characteristics of a financial conglomerate. In implementing consolidated
and integrated risk management, BNI refers to Minister of SOEs Regulation No. 2/2023, which stipulates that
the obligation to establish risk management organs must be adjusted to the category and classification of
SOEs and SOE subsidiaries. The requirements are presented in the table below:
Risk Classification Quadrant of State-Owned Enterprises (SOEs)
Risk Management Organs and SOE Subsidiaries
Systemic A Systemic B Significant Neutral
Board of Commissioners (Supervisory Board) √ √ √ √
Board of Directors √ √ √ √
Audit Committee √ √ √ √
Risk Monitoring Committee (KPR) √ √ √ Served
concurrently
by the Audit
Committee
Integrated Governance Committee √ Served Served
concurrently concurrently
by KPR by KPR
Board of Directors in Charge of Management √ √ Concurrently Concurrently
held by the held by the
Director in Director in
charge of charge of
Financial Financial
Management Management
Board of Directors in Charge of Financial √ √ √ √
Management
SPI (Internal Audit Function) √ √ √ √
BNI and its Subsidiaries within the Financial Conglomerate structure have fulfilled the requirements for
establishing risk management organs in accordance with each company’s Risk Classification, as stipulated
in Minister of SOEs Regulation No. 2/2023.
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KEY PRINCIPLES OF INTEGRATED RISK PROFILE ASSESSMENT
In assessing the Integrated Risk Profile, BNI adheres to key assessment principles that refer to SEOJK No.
14/2015, as follows:
1. Risk Aggregation. Risk assessment is conducted by aggregating all risks within the Financial Conglomerate
in a comprehensive manner, with due consideration of their impact on the overall condition of the
conglomerate along with current and future internal and external factors.
2. Holistic. Risk assessment is carried out by considering interrelationships among various risk factors
(holistic approach), thereby producing conclusions that provide a comprehensive picture of the risks
faced by the Financial Conglomerate.
3. Significance and Proportionality. Risk assessment is conducted by proportionally considering the
significance or materiality of risks across the Financial Conglomerate as a whole, including each Financial
Services Institution (LJK) within it.
4. Comprehensive and Structured. Risk assessment is conducted thoroughly and systematically, supported
by relevant analysis and presented in a structured manner in a form of conclusions of the level of Financial
Conglomerate risks.
RESULTS OF THE INTEGRATED RISK PROFILE ASSESSMENT
As of December 31, 2025 the assessment of ten risk types indicated that the Integrated Risk Profile was rated
Level 2 (Low to Moderate), with Inherent Risk also assessed at Low to Moderate. The Quality of Integrated
Risk Management Implementation (KPMR) at BNI was assessed as Satisfactory. Further details are presented
in the discussion on the Integrated Risk Profile on page 557.
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2025 Management Company Management Discussion and Business Support
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External Audit [ACGS: C.6]
To maintain independence and the quality of oversight PROCEDURES FOR APPOINTMENT OF
over financial matters, BNI appoints a Public Accounting PUBLIC ACCOUNTING FIRM (KAP) AND THE
Firm (KAP) to audit both interim and annual financial ROLE OF THE AUDIT COMMITTEE
statements, on an individual and consolidated basis
with its Subsidiaries. The Public Accounting Firm is In order to fulfill the implementation of the external
selected transparently through BNI’s applicable goods audit function in accordance with the provisions
and services procurement mechanisms, thereby of POJK Number 9 of 2023 concerning the Use of
ensuring accountability at every stage of the process. Public Accounting Services and Public Accounting
Firms in Financial Services Activities and SE OJK
To guarantee the objectivity of the audit results, BNI Number 18/SEOJK.03/2023 concerning Procedures
ensures that the appointed External Auditor has no for Using Public Accounting Services in Financial
conflict of interest with the Bank or its management. In Services Activities, BNI has carried out an audit of
addition, over the past two years, there have been no the Bank’s Financial Statement for the 2024 financial
members of the Board of Directors, executive officers, year, which was carried out by an independent,
or employees of BNI who originated from the Bank’s competent, professional and objective Public
external auditor, either as employees or as partners, Accountant (AP) and Public Accounting Firm (KAP) in
including signing partners. This underscores BNI’s accordance with the Public Accountant Professional
commitment to the principles of independence and Standards, as well as the work agreement and audit
integrity in the audit process. scope that have been determined.
For the 2025 financial year, the external audit was BNI determined selected APs and KAPs to examine
conducted in accordance with Public Accounting the Bank’s financial statements for the 2025 financial
Professional Standards, within the agreed scope, and year through holding an Annual GMS held on March
was completed in a timely manner, thereby supporting 26, 2025, by considering recommendations from
the reliability of the Bank’s financial information. the Board of Commissioners and Audit Committee.
The selection process has also been carried out
IMPLEMENTATION OF THE EXTERNAL in accordance with POJK Number 9 of 2023, SE
AUDIT FUNCTION OJK Number 18/SEOJK.03/2023, and internal Bank
regulations to guarantee the independence and
The implementation of audit activities within BNI quality of audit results from the appointed AP and
is not only carried out by internal auditors through KAP. Following up on the results of the 2025 AGMS
IAD but also involves external auditors who have resolution, the Board of Commissioners decided
competence and expertise in the field of accounting to reappoint KAP Rintis, Jumadi, Rianto & Partner
and auditing, such as the Financial Services (member firm of the PricewaterhouseCoopers
Authority (OJK), Bank Indonesia (BI), the Audit network) as an external auditor to examine the
Board of Indonesia (BPK), and the Public Accounting Consolidated Financial Statement, Micro and Small
Firm (KAP). Business Funding Program Financial Statement,
and other reports for the 2025 Financial Year period.
In 2025, BNI was audited by several external [ACGS: D.2.24]
institutions, such as Bank Indonesia (BI), Financial
Services Authority (OJK), Audit Board of Indonesia The legal basis regarding the appointment and
(BPK), Center for Financial Transaction Reports and determination of KAP within the scope of BNI is as
Analysis (PPATK), and Public Accounting Firm (KAP). follows:
1. POJK No. 9 of 2023 concerning the Use of Public
Accounting Services and Public Accounting Firms
in Financial Services Activities in Chapter III,
Restrictions on the Use of Audit Services Article
7, paragraph 1, states that parties in the form of
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
commercial banks, issuers, and public companies communication with the AP and/or KAP, the Audit
are obliged to limit the use of audit services on Committee opens a discussion space to discuss
annual historical financial information from the matters of concern to the Audit Committee before
same AP for 7 (seven) cumulative years; the audit process begins and, of course, also
2. POJK No. 37/POJK.03/2019 concerning evaluates the implementation of the audit by the AP
Transparency and Publication of Financial and/or KAP after the audit process is completed, and
Statements and SEOJK No. 9/SEOJK.03/2020 then the results are submitted to the OJK.
concerning Transparency and Publication of
Conventional Commercial Bank Reports. In 2025, the Audit Committee has carried out an
3. The process of appointing KAP Rintis, evaluation of the implementation of audit services
Jumadi, Rianto & Partner (member firm of the for annual historical financial information by AP
PricewaterhouseCoopers network) as an external and/or KAP, which includes at least:
auditor is carried out through a “Tender” a. Conformity of Audit Implementation by AP and/
mechanism. or KAP with applicable Audit Standards;
b. Sufficiency of Field Work Time;
Throughout the appointment process of the KAP c. Assessment of the Scope of Services Provided
and AP, the Audit Committee plays an active role and the Adequacy of Sampling Test; and
in providing recommendations to the Board of d. Recommendations for Improvements Provided
Commissioners regarding the appointment and or by AP and/or KAP.
replacement of the KAP and AP to conduct audits of
BNI’s financial statements. These recommendations Oversight and monitoring over the performance of
are formulated based on a comprehensive the Public Accountant (AP) and or Public Accounting
evaluation of independence, competence, scope of Firm (KAP) were presented to and discussed with
engagement, and the performance of the KAP in the the Board of Directors through Audit Committee
previous period, to ensure that the audit process is meetings, which were attended by the Internal Audit
carried out in a professional, objective, transparent Division (IAD) and the relevant members of the
manner and in compliance with applicable Board of Directors. These meetings also addressed
accounting standards and regulatory requirements. the follow up on audit findings issued by the AP
and or KAP. Through such coordination, the audit
COORDINATION OF EXTERNAL AUDITORS process was able to deliver comprehensive and
AND AUDIT COMMITTEE optimal audit results.
To support the smooth and effective conduct of The Audit Committee’s evaluation report was
the audit, BNI’s Audit Committee maintains active subsequently submitted by the Board of Directors of
communication with the external auditor regarding BNI using the form provided in the appendix to OJK
the audit plan, methodology, and key issues that Circular Letter No. 18/SEOJK.13/2023 on Procedures
need to be brought to management’s attention. for the Use of Public Accountants and Public
Throughout the audit process, the Audit Committee, Accounting Firms in Financial Services Activities,
together with the Internal Audit Division (IAD), and was signed by the Audit Committee on June 26,
ensures that the audit is carried out in accordance 2025.
with applicable requirements and evaluates its
quality. As a follow up, the Audit Committee BANK COMPLIANCE WITH PROVISIONS
oversees the timely implementation of the external REGARDING THE RELATIONSHIP BETWEEN
auditor’s recommendations by management in line BANKS, PUBLIC ACCOUNTANTS, AND OJK
with governance standards, in order to mitigate
risks and strengthen the Bank’s compliance. All In carrying out the audit, BNI ensures that the Bank
coordination outcomes and follow up actions are maintains compliance with the provisions regarding
documented in the Audit Committee Report for 2025 the relationship mechanism that exists between the
and are reported to the Financial Services Authority Bank, Public Accountants, and the OJK. In addition,
(OJK) in accordance with prevailing regulations. BNI also complies with applicable regulations
regarding supervision and reporting to the OJK
EFFECTIVENESS OF EXTERNAL AUDIT with the aim of improving the quality of corporate
IMPLEMENTATION governance and maintaining financial system
stability.
In accordance with its role and authority, the BNI
Audit Committee ensures that all stages of external The Bank’s efforts to increase the effectiveness of
audit implementation carried out by AP and/or KAP external audit implementation and BNI’s compliance
always run according to established standards. By with provisions relating to the relationship between
continuing to maintain transparent and collaborative
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
banks, public accountants, and OJK are realized 5. For the preparation and implementation of an
through the following steps: audit of annual historical financial information
1. POJK No. 9 of 2023 concerning the Use of Public for the Bank, the KAP is required to communicate
Accounting Services and Public Accounting with the OJK in the event that the KAP may
Firms in Financial Services Activities states that: request information from the OJK regarding the
a. Banks are required to use APs and KAPs that Bank and/or the OJK can inform the KAP about
are registered and listed on the list of active matters that need to be paid attention to in
APs and KAPs at the OJK; preparing and carrying out audits.
b. Banks are required to limit the use of audit 6. KAP is obliged to submit information requested
services for annual historical financial by the OJK even though the work agreement has
information from the same AP for 7 (seven) ended.
cumulative years.
2. Through Board of Commissioners Letter No. PUBLIC ACCOUNTING FIRM COMPANY
DK/31/R dated March 13, 2025, BNI appointed PROFILE
KAP Rintis, Jumadi, Rianto & Rekan (member
firm of the PricewaterhouseCoopers network)
as external auditors to audit BNI’s Financial Rintis, Jumadi, Rianto & Partners
Accounting Firm (member firm of
Statements and other reports for the 2025 PricewaterhouseCoopers)/KAP RJRR. WTC 3,
financial year. Jl. Jend. Sudirman Kav. 29-31 Jakarta 12920
3. The appointment of a Public Accountant and/ Indonesia
or the same Public Accounting Firm by BNI
Phone.: +62 21 50992901/31192901
must be based on a clear and transparent work Fax: +62 21 52905555/52905050
agreement.
4. Public Accountants who carry out audits of
Bank Annual Financial Statements are required
to carry out audits in accordance with the PUBLIC ACCOUNTING FIRM, NAME OF
Professional Standards for Public Accountants PUBLIC ACCOUNTANT, FEES, AND AUDIT
and the provisions of work agreements, as well OPINION [ACGS C.6.1]
as the established audit scope. In addition, Public
Accountants and/or Public Accounting Firms are A complete explanation regarding the Public
required to maintain the confidentiality of Bank Accounting Firm, the name of the Public Accountant,
information in accordance with Law No. 7 of fees, KAP permits, and audit opinions on BNI’s
1992 concerning Banking as amended by Law Annual Financial Statements for the last 5 (five)
Number 4 of 2023 concerning the Development years is presented in the following table:
and Strengthening of the Financial Sector.
Name of
Accountant Period of Audit Service Audit
Year Public Accounting Firm KAP Permit
(Partner in Assignment Fee (Rupiah)* Opinion***
Charge)***
2025 KAP Rintis, Jumadi, Rianto & Jimmy 1 year 34,643,991,599** 315/KM.1/2024 Unqualified
Partner (member firm of the Pangestu S.E.,
PricewaterhouseCoopers network) CPA
2024 KAP Rintis, Jumadi, Rianto & Jimmy 1 year 22,800,000,000 315/KM.1/2024 Unqualified
Partner (formerly KAP Tanudiredja, Pangestu S.E.,
Wibisana, Rintis & Partner CPA
and is a member firm of the
PricewaterhouseCoopers network)
2023 KAP Tanudiredja, Wibisana, Rintis Drs. M. Jusuf 1 year 20,672,000,000 241/KM.1/2015 Unqualified
& Partner (member firm of the Wibisana
PricewaterhouseCoopers network) M.Ec,. CPA
2022 KAP Tanudiredja, Wibisana, Rintis Drs. M. Jusuf 1 year and 25,550,000,000 241/KM.1/2015 Unqualified
& Partner (member firm of the Wibisana, Interim
PricewaterhouseCoopers network) M.Ec,. CPA
2021 KAP Tanudiredja, Wibisana, Rintis Drs. M. Jusuf 1 year and 22,175,000,000 241/KM.1/2015 Unqualified
& Partner (member firm of the Wibisana, Interim
PricewaterhouseCoopers network) M.Ec,. CPA
*) Fees include OPE, VAT, and other taxes
**) The calculation of audit fees for 2025 represents the total audit fees between KAP Rintis, Jumadi, Rianto & Rekan and other member firms of the
PricewaterhouseCoopers network in relation to the audit engagement of BNI’s overseas offices, where details of each type of assignment can be found in the
Company Profile Chapter, Sub-chapter Information on Public Accountants, Public Accounting Firms, and Networks/Associations/Alliances in this Annual Report.
***) Information on the name of the Public Accountant (Engagement Partner) and the audit opinion for each respective year pertains to the consolidated audit
engagement of PT Bank Negara Indonesia (Persero) Tbk.
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Legal Cases
NUMBER OF LEGAL CASES FACED BY THE BANK IN 2025
Throughout 2025, BNI faced several legal issues, including civil cases accompanied by claims for payment/
compensation against BNI, criminal cases that have entered the trial process, and tax cases, both those that
have been resolved with permanent legal force (inkracht) and those still in the process of settlement, as
follows:
Number of Cases
Case Settlement Status
Civil Criminal Tax
The case is settled and has permanent legal force 112 5 0
Cases under settlement process 289 9 1
Total 401 14 1
SIGNIFICANT LEGAL CASES FACED BY THE BANK IN 2025
Civil Litigation
Based on the table above, there are several significant civil cases faced by BNI, with the following details:
Sanctions
Risks and Bank
Imposed
No. Case Main Case Case Status Impacts Faced by Management Case Value
by the
the Bank Efforts
Authority
1. No. 112/ Lawsuit for The case BNI was ordered BNI will None Material:
Pdt.G/2021/ unlawful acts has been to pay in implement IDR 29,777,316,513
PN.Amb related to alleged concluded accordance with the contents
negligence by at the level of the value of the of the Second
Between: BNI that resulted Review at the Second Review Review Inmaterial:
in the theft Indonesian Decision, namely Decision. -
Plaintiffs: of customer Supreme IDR 115.3 million,
1. Johny Widjaya funds by a BNI Court. but this did not
2. Elya Puspita employee who have a significant
3. Jovelin has been found impact on BNI.
Jaguenetta guilty of criminal
Widjaja acts based on a
4. Fajar Madya court ruling.
5. Muhamad La
Bawe
6. Dustin Fendi
Earja
7. Edwin
Dorsalam
Against
Defendant:
BNI
2025 Annual Report
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Sanctions
Risks and Bank
Imposed
No. Case Main Case Case Status Impacts Faced by Management Case Value
by the
the Bank Efforts
Authority
2. No. 220/ Lawsuit against The case There are no BNI was None Material:
Pdt.G/2023/ BNI for unlawful has been risks and declared IDR572,500,000,000
PN.Mnd acts due to concluded impacts faced by the winner in
blocking and at the BNI accordance Immaterial:
Between: placing a sign Cassation given that the with the IDR1,000,000,000,000
on the disputed level at the Supreme Court Cassation
Plaintiff: property located Supreme Decision Decision of
John Hamenda on Jalan 17 Court basically the
Agustus, of the states that the Supreme
Against Kelurahan Republic of Plaintiff’s Court of the
Bumi Beringin, Indonesia. lawsuit is Republic of
Defendants: Kec. Wenang, unacceptable Indonesia.
1. BNI Kebayoran Kota Manado, and has The Supreme
Baru Branch with proof of the force of Court of the
Office ownership in law Republic of
2. BNI Head the form of SHM (inkracht). Indonesia
Office No. 206/Bumi
3. North Beringin, dated
Sulawesi June 20, 1995, in
Provincial BPN the name of John
4. Head of the Hamenda.
Manado City
Land Office
Co-Defendants:
1. Dirtipideksus
Polri
2. Head of South
Jakarta District
Attorney’s
Office
3. Mrs.
Malputongekel
4. Bank Danamon
Manado
Branch
5. Bank Danamon
Jakarta
Regional Office
6. Notary PPAT
Thelma
Andries, S.H.
3. No. 740/ Claim The case There are no BNI was None Material:
Pdt.G/2023/ Action has been risks and declared IDR1,392,731,803,391
PN.Jkt.Pst Against concluded impacts faced by the winner in Immaterial:
The law due to at the BNI accordance IDR500,000,000,000
Between: the Cassation given that the with the
rejection level at the Supreme Court Cassation
Plaintiff: by BNI Supreme Decision Decision of
PT Zeus Citra of the Court basically the
International request for of the states that the Supreme
additional Republic of Plaintiff’s Court of the
Against credit facilities Indonesia. lawsuit is Republic of
submitted by unacceptable Indonesia.
Defendant: the Plaintiff and and has The Supreme
BNI the Plaintiff’s the force of Court of the
objection to law Republic of
Co-Defendants: the auction (inkracht). Indonesia
1. State Property conducted by
and Auction BNI, which
Service Office caused
(KPKNL) losses to the
Jakarta III Plaintiff.
2. PT Bali Auction
House
Throughout 2025, BNI did not face significant risks related to legal issues, and based on the 2025 legal risk
profile assessment, it was ranked at level 1 (low).
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Criminal Cases LEGAL CASES INVOLVING MEMBERS OF
Throughout 2025, BNI has fulfilled its reporting THE BOARD OF COMMISSIONERS AND
obligations regarding legal cases involving BOARD OF DIRECTORS
customers, employees, and third parties, covering
alleged criminal acts of embezzlement, fraud, Throughout 2025, all currently serving members
destruction of property, forgery, money laundering, of the Board of Commissioners and the Board
cybercrimes (ITE), banking crimes, and corruption. of Directors of BNI have never been involved
All such reports have been handled in accordance or implicated in any legal cases or disputes,
with applicable legal procedures. Nevertheless, it is whether civil or criminal. This reflects the integrity,
important to note that there were no criminal cases professionalism, and full commitment of BNI’s
of a significant nature nor any that had a material management in maintaining stakeholder trust and
impact on BNI’s operations or reputation throughout ensuring sound corporate governance.
the reporting period.
LEGAL CASES FACED BY SUBSIDIARIES IN 2025
In 2025, several of BNI’s Subsidiaries were recorded as being involved in a number of legal cases, both civil
and criminal, relating to operational activities or contractual relationships. Some cases have received final
and binding court decisions (inkracht), while others are still in the process of settlement at various levels of
the judiciary. The details of each legal issue are as follows:
Number of Cases
Subsidiaries Case Settlement Status
Civil Criminal
PT BNI Life Insurance The case is settled and has permanent legal force 17 7
Cases under settlement process 12 12
Total Number of Cases 29 19
PT BNI Sekuritas The case is settled and has permanent legal force - -
Cases under settlement process - -
Total Number of Cases - -
PT BNI Asset The case is settled and has permanent legal force - -
Management
Cases under settlement process 1 -
Total Number of Cases 1 -
PT BNI Multifinance The case is settled and has permanent legal force 5 23
Cases under settlement process 8 228*
Total Number of Cases 13 251
PT Bank Hibank Indonesia The case is settled and has permanent legal force 4 -
Cases under settlement process 3 -
Total Number of Cases 7 -
PT BNI Modal Ventura The case is settled and has permanent legal force - -
Cases under settlement process - -
Total Number of Cases - -
Notes
*) For 228 criminal cases, there were 157 public complaints (DUMAS) and 67 police reports filed by each branch with recovery targets. In addition,
there were four police reports related to internal fraud issues.
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Of all ongoing and completed cases, there were 2. Optimizing the legal function in providing
no civil and/or criminal cases that were deemed legal reviews for credit submissions decided
to have the most significant impact on BNI and its by the Credit Committee to ensure that credit
Subsidiaries as the Main Entities. transactions are conducted prudently from a
legal perspective, improving credit quality, and
LEGAL CASES FACED BY MEMBERS OF THE supporting business target achievement.
BOARD OF COMMISSIONERS AND BOARD 3. Enhancing the role of the legal units at the Head
OF DIRECTORS OF BNI’S SUBSIDIARIES Office and Regional Offices in supporting the
smooth business and operational activities of the
All serving members of the Board of Commissioners entire Bank organization.
and the Board of Directors of BNI’s subsidiaries in 4. Regularly updating standard legal documentation,
2025 have never been involved or implicated in any such as credit agreements and accessory
civil and/or criminal cases and/or disputes. agreements, to anticipate legal risks resulting
from contractual weaknesses and protect the
IMPACT OF LEGAL ISSUES ON THE BANK Bank’s legal interests.
AND ITS SUBSIDIARIES 5. Maximizing efforts to minimize legal risks within
business units, including fraud prevention,
Throughout 2025, BNI faced several legal issues; through preventive measures such as increasing
however, none had a material impact on the employee legal awareness through legal
status, position, or business continuity of BNI or discussions, education, webinars, and sharing
its subsidiaries. BNI has been able to maintain sessions on legal issues.
operational stability and resolve every legal matter 6. Collaborating with reputable external legal
in accordance with applicable regulations without consultants, senior advisors, and State Attorney
disrupting business activities. This condition reflects Lawyers (JPN) to optimize legal advice and
BNI's resilience and commitment to managing assistance in protecting the Bank’s legal interests.
legal risks proactively and effectively, while 7. Enhancing the competencies of legal staff at the
simultaneously ensuring business sustainability Head Office and Regional Offices in providing
and maintaining stakeholder trust legal advice and handling cases to create a
professional, reliable legal team that supports
EFFORTS TO MINIMIZE LEGAL RISKS the Bank’s transformation.
BNI consistently strives to minimize legal risks LEGAL VIOLATIONS RELATED
that may arise from its business activities through TO EMPLOYMENT, CONSUMERS,
several measures, including: BANKRUPTCY, COMMERCIAL ISSUES,
1. Strengthening procedures, policies, agreements, COMPETITION, AND/OR ENVIRONMENTAL
and legal issue management for optimal risk MATTERS [ACGS: (P)B.1.1]
management, protecting the Bank’s interests
at the pre-transaction, transaction, and post- Throughout 2025, BNI has not committed any legal
transaction stages of business activities. violations related to employment, consumers,
bankruptcy, commercial matters, competition, and/
or environmental issues.
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Adminstrative Sanction
ADMINISTRATIVE SANCTIONS FROM THE ADMINISTRATIVE SANCTIONS FROM THE
FINANCIAL SERVICES AUTHORITY AND/OR FINANCIAL SERVICES AUTHORITY AND OR
OTHER REGULATORS OTHER REGULATORS IMPOSED ON BNI
SUBSIDIARIES
Throughout 2025, neither BNI nor its Board
of Directors and Commissioners received any In 2025, there were no material administrative
administrative sanctions, whether material or non- sanctions imposed by the Financial Services
material, from the Financial Services Authority (OJK) Authority (OJK) that could have affected the
or other regulators. This reflects BNI’s consistent business continuity of the subsidiaries.
regulatory compliance, including provisions
governing information disclosure and regulatory ADMINISTRATIVE SANCTIONS RECEIVED
reporting. BNI also demonstrated strong discipline BY MEMBERS OF THE BOARD OF
in fulfilling its obligations to disclose material DIRECTORS AND MEMBERS OF THE BOARD
events within the timelines stipulated by regulators, OF COMMISSIONERS OF SUBSIDIARIES
and accordingly did not incur any sanctions related
to non-compliance with transparency requirements. Throughout 2025, none of the incumbent members
of the Board of Directors or Board of Commissioners
This achievement demonstrates that BNI’s of BNI’s subsidiaries received any administrative
compliance framework and internal control system sanctions from the regulator.
are operating effectively. All business activities
and strategic decisions are consistently carried out TAX SANCTIONS
within a prudent governance framework, aligned
with the principles of transparency, accountability, Throughout 2025, BNI was not subject to any tax
responsibility, independence, and fairness. audits, so there were no tax assessments that BNI
Accordingly, management is able to maintain an had to settle.
appropriate balance between business interests and
regulatory obligations. SANCTIONS RELATED TO LISTING
REGULATIONS
ADMINISTRATIVE SANCTIONS RECEIVED
BY MEMBERS OF THE BOARD OF Throughout 2025, BNI did not receive any
DIRECTORS AND MEMBERS OF THE BOARD sanctions from regulators in relation to violations
OF COMMISSIONERS OF BNI of listing regulations. BNI continues to strengthen
the application of prudential principles through
Throughout 2025, none of the incumbent members of enhancements in the quality of reporting and
BNI’s Board of Directors or Board of Commissioners record keeping systems, the reinforcement of the
received any administrative sanctions from the compliance function, and ongoing monitoring.
regulator.
2025 Annual Report
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SANCTIONS FOR NON COMPLIANCE
WITH LAWS OR REGULATIONS RELATED
TO SIGNIFICANT OR MATERIAL RELATED
PARTY TRANSACTIONS
Throughout 2025, there were no sanctions for
non-compliance with laws or regulations relating
to transactions with significant or material related
parties associated with BNI.
BNI has policies and procedures in place to ensure
that transactions with significant or material related
parties are carried out in accordance with applicable
laws and regulations .
REGULATORY SANCTIONS RELATED TO
MATERIAL EVENTS
Throughout 2025, BNI did not receive any sanctions
from regulators related to material events. BNI has
fulfilled its obligations for information disclosure,
publication, announcements, and notifications to
both the public and regulators in accordance with
the applicable provisions and prescribed timeframes
for material events.
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Access to Company Information
and Data [ACGS C.7.1, C.7.2, C.7.3, C.7.4, C.10.1]
BNI consistently maintains effective communication through ongoing engagement with investors and
with regulators, shareholders, customers, analysts, while ensuring transparent disclosure
employees, business partners, and the wider of both financial and non financial performance.
community as part of its commitment to the Information is delivered on a regular basis through
principles of transparency and accountability. These various communication channels, including the
stakeholder relations are conducted in accordance corporate website in Indonesian and English, mass
with BNI’s Communication Policy. media, mailing lists, newsletters, analyst meetings,
the website of the IDX, and the General Meeting of
To strengthen effective communication, BNI has Shareholders. The presence of the Investor Relations
established an Investor Relations unit that plays function enables stakeholders to access information
a key role in safeguarding the Bank’s reputation that is timely, accurate, and credible.
Access to company information and data related to BNI’s corporate actions can be obtained through:
BNI Official Website Telephone Faximile E-Mail
http://bni.co.id 021-5728387 021-5728053 ir@bni.co.id
PRESS RELEASE [ACGS C.7.4]
BNI recognizes that mass media plays a strategic role in disseminating information related to the Bank’s
journey, developments, and performance achievements. The media not only serves as a communication
channel but also acts as a strategic partner in building reputation, strengthening brand image, and fostering
public and investor confidence in BNI. Accordingly, BNI consistently maintains harmonious relationships
with the media through various routine activities, including the distribution of press releases, press
conferences, media gatherings, and management interviews on strategic issues as well as the Bank’s
performance achievements.
In its implementation, BNI ensures that all information conveyed to the media is accurate, transparent,
and in compliance with regulatory requirements, and is able to reach a broad audience through print,
electronic, and digital media, as well as BNI’s official channels. These strong media relations represent
one of the manifestations of good corporate governance (GCG) principles, particularly transparency and
accountability, while supporting the sustainability of the Bank’s business and strengthening BNI’s position
as one of Indonesia’s leading financial institutions.
In 2025, BNI released a total of 308 press release articles, detailed as follows:
No. Date Title Place
1. January 2, 2025 Closing 2024, Here Are BNI’s Achievements in Strengthening Consumer and Corporate Jakarta
Businesses to Support Economic Growth
2. January 2, 2025 Five Key Strategies BNI Uses to Face the Challenges of 2025 Jakarta
3. January 4, 2025 After 37 Years in Operation, an Indonesian Restaurant in Hong Kong Renovates with BNI Jakarta
Diaspora Loan
4. January 7, 2025 BNI Digital Ambassadors Help Indonesian Migrant Workers in Hong Kong Become Jakarta
Financially Literate
5. January 8, 2025 Palembang Entrepreneur Expands Culinary Business in Seoul Using BNI Diaspora Loan Jakarta
6. January 14, 2025 Supporting the Priority Program of 3 Million Homes, BNI Targets the Distribution of FLPP Jakarta
Mortgages for 10,750 Housing Units
7. January 20, 2025 BNI Supports the Distribution of KUR for Indonesian Migrant Workers Jakarta
8. January 20, 2025 How BNI Empowers Indonesian Migrant Workers in Hong Kong Through Training Programs Jakarta
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Title Place
9. January 21, 2025 Supporting Prabowo’s Asta Cita Through Human Capital Development, BNI Cultivates the Jakarta
Potential of Young Indonesian Badminton Athletes
10. January 21, 2025 Supporting President Prabowo’s Asta Cita, BNI Strengthens Corporate Governance and Jakarta
Anti-Corruption Efforts
11. January 22, 2025 Digital Transformation Drives Growth in Savings, BNI Records IDR21.5 Trillion in Profit Jakarta
Throughout 2024
12. January 23, 2025 Realizing Asta Cita by Strengthening Human Resources, BNI Promotes Gender Equality in Jakarta
the Workplace
13. January 23, 2025 BNI Wins the Best Operational Bank Award for State Cash Management Jakarta
14. January 23, 2025 BNI BUMI Program Supports Prabowo’s Asta Cita to Boost the Green Economy Jakarta
15. January 28, 2025 Create Your Own Luck! Lunar New Year 2025 Brings a Wave of Rewards from BNI Jakarta
16. January 30, 2025 Get Cashback, Tuition Payments Become More Practical with wondr by BNI Jakarta
17. February 4, 2025 BNI Invites Customers and Business Partners to Achieve Boundless Prosperity in the Year Jakarta
of the Wood Snake
18. February 5, 2025 BNI Remittance Simplifies Migrant Workers’ Access to Financial Services Overseas Jakarta
19. February 6, 2025 Strengthening ESG, BNI Accelerates the Growth of Sustainable Financing Jakarta
20. February 7, 2025 BNI Promotes Equitable Rural Economic Growth Through the BNI Dedikasi Program Jakarta
21. February 10, 2025 BNI Diaspora Heroes Awardee in South Korea Successfully Opens and Expands a Jakarta
Nusantara Food Stall
22. February 11, 2025 Buy ORI027 Using wondr by BNI, More Practical with Attractive Cashback of Up to IDR27 Million Jakarta
23. February 11, 2025 BNI Jejak Kopi Khatulistiwa Supports Garut Coffee Toward Food Self-Sufficiency and Jakarta
Global Expansion
24. February 12, 2025 Catering to the Refined Lifestyle of Japanese Enthusiasts, BNI Wins Two Awards from JCB Jakarta
25. February 12, 2025 Closing the Lunar New Year Customer Gathering Series, BNI Encourages Customers to Jakarta
Earn More in 2025
26. February 13, 2025 Preventing Stunting, BNI Provides Nutritious Meals and Smart Parenting Programs in Jakarta
Tasikmalaya
27. February 13, 2025 BNI Wins Two Alpha Southeast Asia 2024 Awards Through Trade Finance Solutions and Jakarta
Cross-Border Transactions
28. February 16, 2025 BNI Enters the List of Asia Pacific’s 500 Best Companies by TIME Jakarta
29. February 16, Making New History, BNI Appreciates Indonesia’s Victory at the 2025 Badminton Asia Jakarta
2025 Mixed Team Championship
30. February 18, 2025 Strengthening Digitalization Synergy, BNI and ACC Establish Cooperation for Autopay Services Jakarta
31. February 18, 2025 BNI Disburses Supply Chain Financing for APP Group Partners Jakarta
32. February 19, Partnering with Halu Oleo University Kendari, BNI Strengthens Digital Services Through Jakarta
2025 the Campus Financial Ecosystem Program
33. February 22, 2025 Solid Fundamentals, BNI Is Ready to Compete and Continue Innovating Jakarta
34. February 25, BNI Preserves the Cultural Heritage of Weaving Through Support for the Cita Raya HIKAYAT Jakarta
2025 Fashion Showcase
35. February 25, Supporting the Expansion of Electric Vehicles in Indonesia, BNI Establishes Cooperation Jakarta
2025 with Geely
36. February 26, BNI Supports BUMN Bakti Volunteers in Pamekasan, Empowering MSMEs and Protecting Jakarta
2025 the Environment
37. February 27, 2025 Providing Financial Literacy, BNI Shares Investment Tips for Generation Z Jakarta
38. February 28, 2025 After 42 Years of Operation, BNI New York Relocates Jakarta
39. February 28, 2025 Solid Fundamentals at the Start of 2025, BNI’s Net Profit Grows 9.7%Year onYear in January Jakarta
40. February 28, 2025 BNI Partners with Three Supermarkets to Hold Shopping Race 2025 Jakarta
41. March 3, 2025 BNI Announces Changes to Operating Hours to Ensure Smooth Banking Transactions Jakarta
During Ramadan
42. March 3, 2025 Welcoming Ramadan, wondr by BNI Offers 0% Credit Card Installments, KAI Ticket Jakarta
Cashback, and Promotions Across Various Merchants
43. March 4, 2025 Encouraging Strategic Infrastructure Project Financing, BNI and SMI Establish a Repo Jakarta
Cooperation of IDR550M
44. March 5, 2025 From Papua to Medan, BNI Holds Ramadan Safari 2025 in 14 Cities Across Indonesia Jakarta
45. March 5, 2025 Enhancing Healthcare Service Innovation, BNI and GE Healthcare Sign Cooperation on Jakarta
Financial Solutions
1038 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No. Date Title Place
46. March 6, 2025 30 Years Assisting Customers in Planning for Retirement, DPLK BNI Wins the Brand for Jakarta
Good Award
47. March 7, 2025 BNI Holds a Lucky Draw for BNI JCB Ultimate and Precious Credit Cards with Prizes Jakarta
Including Flights and Universal Studios Japan
48. March 7, 2025 BNI Becomes the Only Bank from Indonesia to Win the Asia Sustainability Reporting Jakarta
Awards 2024
49. March 9, 2025 BNI Becomes the First and Only Indonesian Bank to Receive a Literacy Award from the Jakarta
Hong Kong Monetary Authority
50. March 9, 2025 BNI Distributes Basic Necessities and Cleaning Equipment for Flood Victims in Bekasi Jakarta
51. March 10, 2025 BNI and VinFast Sign an MoU to Accelerate the Green Mobility Ecosystem in Indonesia Jakarta
52. March 11, 2025 BNI Prepares IDR21 Trillion in Cash for the 2025 Eid Period, Banking Services Remain Jakarta
Secure During the Holiday Season
53. March 13, 2025 BNI Launches BNI Mitra10 Credit Card, Offering Rewards and Helping Customers Realize Jakarta
Their Dream Homes
54. March 15, 2025 QRISTap Now Available via wondr by BNI, Making PublicTransportation Even More Convenient Jakarta
55. March 18, 2025 BNI Invites Private Banking Customers to Watch the All England Badminton Championships Jakarta
Live in Birmingham
56. March 18, 2025 Full Support from BNI Leads Indonesian Men’s Doubles Pair to Reach the All England Final Jakarta
for the Eighth Consecutive Time
57. March 20, 2025 Revealing Fraud Schemes Ahead of Eid, Sharing Tips to Prevent Financial Losses Jakarta
58. March 21, 2025 BNI Launches Wealth Management Services in Singapore, Partnering with Schroders and Fullerton Jakarta
59. March 22, 2025 Sobat Aksi Ramadan 2025, BNI Renovates Mosques and Provides Food Assistance Jakarta
60. March 22, 2025 BNI Turns Off Lights During Earth Hour 2025, Briefly Going Dark to Support Environmental Jakarta
Sustainability
61. March 23, 2025 Limited BNI Operations During Nyepi Holiday and Eid al-Fitr 2025 Jakarta
March 24, 2025 BNI Provides IDR20,000 Banknotes at 41 ATMs from Lampung to Papua Jakarta
March 26, 2025 BNI Annual General Meeting ApprovesTotal Cash Dividends of IDR13.95Trillion or IDR374 per Share Jakarta
64. March 27, 2025 Supporting the 2025 Free Homecoming Program, BNI Dispatches 121 Buses to Purwokerto Jakarta
and Padang
65. March 27, 2025 Unique Design of wondr by BNI Goes Global, Wins the 2025 iF Design Award Jakarta
March 29, 2025 BNI Supports BUMN Homecoming Post at Tanjung Perak Port, Providing Free Meals and Jakarta
Medical Services
67. March 29, 2025 BNI Operates BUMN Homecoming Post, Providing Comfort for Travelers at Balikpapan Port Jakarta
68. March 31, 2025 BNI Partners with Pelindo and Bulog Through the BUMN Homecoming Post at Parepare Port Jakarta
March 31, 2025 BNI Distributes 200 Free Iftar Meals and Health Services at the Malang Homecoming Post Jakarta
70. April 9, 2025 BNI’s Strategies to Maintain Performance Amid Rupiah Depreciation Jakarta
71. April 10, 2025 With Support from BNI Xpora, IndoTropikal Ginger Candy Producer Penetrates Export Markets Jakarta
72. April 11, 2025 BNI Disburses IDR14.3 Trillion in KUR to the Food Sector, Supporting Food Self-Sufficiency Jakarta
and National Food Security
73. April 15, 2025 Growing Strongly, BNI Premium Customer Savings Increase 16% in the First Quarter of 2025 Jakarta
74. April 16, 2025 Top Up Balances and Increase Transactions, Rejeki wondr BNI Ready to Give Away Chery Jakarta
J6 and Mercedes-Benz
75. April 18, 2025 BNI Indonesia’s Horse Racing 2025 Combines Entertainment and Tourism to Drive National Jakarta
Economic Potential
76. April 19, 2025 BNI Empowers Women with Disabilities Through Rumah BUMN Bekasi Jakarta
77. April 21, 2025 BNI Supports the Indonesian Badminton Team Competing in the 2025 Sudirman Cup Jakarta
78. April 22, 2025 BNI Promotes Environmentally Friendly MSMEs Through the 2025 BUMI Program Jakarta
79. April 25, 2025 BNI Strengthens Synergy with Customers and Business Players in Central Java to Face Jakarta
Global Economic Challenges
80. April 25, 2025 BNI Wins Three Awards from The Digital Banker, Reinforcing the Strategic Role of BNIdirect Jakarta
81. April 25, 2025 BNI Leads idr1.84Trillion Syndicated Loan to Build VinFast Electric Vehicle Plant in Indonesia Jakarta
82. April 26, 2025 BNI Partners with IKA ITS to Support the Advancement of Higher Education in Indonesia Jakarta
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
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No. Date Title Place
83. April 26, 2025 BNI Holds Shopping Race in 14 Cities, Driving Transaction Digitalization and Enhancing Jakarta
Customer Experience
84. April 27, 2025 Rejeki wondr BNI Lottery Held at GIOI Wondrful Run, 500 Runners Enliven Sunday Morning Jakarta
CFD
85. April 28, 2025 BNI Continues Solid Performance Growth, Loans and Savings Increase 10% in the First Jakarta
Quarter of 2025
86. April 29, 2025 BNI Strengthens BUMN Digital Communication Through AI Optimization Jakarta
86. April 30, 2025 Maintaining Liquidity, BNI Balances Growth and Credit Risk Management Strategies Jakarta
88. May 1, 2025 BNI Xpora Brings Sumatra Coffee to the 2025 Specialty Coffee Expo in Houston Jakarta
89. May 2, 2025 Driving Transactions, the BNI–Emirates Travel Fair 2025 Returns with Various Attractive Jakarta
Offers
90. May 4, 2025 Rejeki wondr BNI Event at Car Free Day, BNI Invites the Public to Stay Healthy While Jakarta
Winning Attractive Prizes
91. May 4, 2025 BNI Records Increased Premium Customer Transactions at the BNI–Emirates Travel Fair Jakarta
2025 Private Event
92. May 5, 2025 Easier SMM PTN Barat Payments via the wondr by BNI App, Enjoy idr50 Thousand Jakarta
Cashback
93. May 6, 2025 BNI Urges the Public to Be Alert to Fraud Disguised as Rejeki wondr BNI Prize Draws Jakarta
94. May 7, 2025 BNI Targets Young Investors to Manage Investments Through New BIONS Jakarta
95. May 8, 2025 BNI, the Ministry of Public Housing and Settlement Areas, KP2MI, and BPTapera Collaborate Jakarta
to Provide Affordable Mortgages for Migrant Workers
96. May 15, 2025 BNI Migrant Worker Savings Increase 19.5% as of March 2025, Overseas Network Jakarta
Strengthens Access to Banking Services
97. May 15, 2025 From Bekasi to Probolinggo, BNI Supports Infrastructure Improvements to Drive Rural Jakarta
Economic Growth
98. May 16, 2025 BNI Provides Solutions to Help Businesses Accelerate Supply Chain Financing Through Jakarta
BNIdirect
99. May 19, 2025 As the Main Partner for Indonesian Migrant Workers, BNI Records 13.15% Remittance Jakarta
Business Growth in the First Quarter of 2025
100. May 20, 2025 BNI Holds a Golf Clinic to Strengthen Relationships with Next-Generation Private Banking Jakarta
Customers
101. May 20, 2025 BNI Establishes Cooperation with Ismaya Group to Present Japanese Cuisine Directly with Jakarta
Chef Motokichi
102. May 20, 2025 Realizing Food Security and Equitable Rural Economic Growth, BNI Forms Strategic Jakarta
Partnership with BUMDes Yogyakarta
103. May 21, 2025 BNI Wins CIO of the Year Award at the 2025 ASEAN Fintech Awards, Strengthening Its Jakarta
Transformation Commitment
104. May 22, 2025 Supporting Biodiversity, BNI GoGreen Conducts Mangrove Conservation to Boost the Jakarta
Local Economy in Banyuwangi
105. May 23, 2025 Andien Enlivens BNI Java Jazz on The Move at Sarinah Jakarta
106. May 25, 2025 BNI and OJK Invite University Students to Improve Financial Literacy Jakarta
107. May 26, 2025 BNI’s Strategies to Drive MSME Digitalization and Compete on the Global Stage Jakarta
108. May 26, 2025 BNI’s Strategy to Maintain Liquidity and Drive Credit Growth Amid a Low Interest Rate Jakarta
Trend
109. May 27, 2025 BNI Deposits Above idr5 Billion Increase 16%, Reflecting the Positive Contribution of Jakarta
Emerald Services
110 May 28, 2025 BNI and the Ministry of MSMEs Establish Cooperation to Strengthen Financial Services Jakarta
for Business Players
111 May 28, 2025 BNI Presents a Wondrful Experience to Celebrate 20 Years of Java Jazz Jakarta
112 May 30, 2025 Collect Stamps in the wondr Treasure Hunt, an Exciting Rejeki wondr BNI Mission at the Jakarta
2025 Java Jazz Festival
113 May 30, 2025 Enjoy 20% Discounts on BNI Java Jazz 2025 Merchandise with BNI Cards and QRIS Jakarta
114 May 30, 2025 Andien and Jacob Collier Perform at the BNI Wondrhall Java Jazz Festival 2025 Jakarta
115 May 31, 2025 A Lineup of Top Musicians Headlines the BNI Java Jazz Festival 2025 Jakarta
116 May 31, 2025 Don’t Forget to Buy Special Show Tickets with BNI Credit Cards at the BNI Java Jazz Jakarta
Festival 2025
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Practices Governance Responsibility Commitment Statements
No. Date Title Place
117 May 31, 2025 A Variety of MSMEs Showcasing Archipelago Flavors Enliven the BNI Java Jazz Festival 2025 Jakarta
118 May 31, 2025 Saving While Enjoying Jazz, a Unique Way for BNI to Attract New Customers Jakarta
119 May 31, 2025 Convenient Transactions with wondr by BNI at the BNI Java Jazz Festival 2025 Jakarta
120 June 1, 2025 The BNI Java Jazz Festival 2025 Generates Big Wins, BNI Customers Take Home Gold and Jakarta
Motorcycles
121 June 2, 2025 BNI-Assisted MSMEs Export 27 Tons of Ribbonfish to China Jakarta
122 June 4, 2025 BNI Ensures Customer Financial Services Remain Safe and Comfortable Throughout the Jakarta
Eid al-Adha Holiday
123 June 4, 2025 BNI Achieves Zero Waste to Landfills, Realizing an Environmentally Friendly Office Jakarta
124 June 5, 2025 BNI Strengthens Environmental Commitment on World Environment Day 2025 Jakarta
125 June 5, 2025 Make It Happen! Plan Your Hajj Pilgrimage Using wondr by BNI Jakarta
126 June 5, 2025 Adnan-Indah Advance to the Quarterfinals of the 2025 Indonesia Open, Reflecting BNI- Jakarta
PBSI Collaboration to Advance Indonesian Badminton
127 June 7, 2025 Indonesian Men’s Doubles Pair Advances to the Semifinals of the Indonesia Open, BNI- Jakarta
PBSI Continues to Support World-Class Athlete Achievements
128 June 8, 2025 Invest in Retail Sukuk SR022 via wondr by BNI and Enjoy Cashback of Up to idr15 Million Jakarta
129 June 8, 2025 BNI Strengthens Its Strategic Role in Sustainable Financing for a Greener Future Jakarta
130 June 8, 2025 Extraordinary Performance by Indonesian Men’s Doubles in the Semifinals of the 2025 Jakarta
Indonesia Open
131 June 10, 2025 Commemorating Entrepreneurship Day, BNI Supports MSMEs to Scale Up Sustainably Jakarta
and Go Global
132 June 11, 2025 BNI’s Tangible Contribution to the Infrastructure Sector, Supporting Connectivity and Jakarta
Equitable Economic Development
133 June 12, 2025 BNI Ready to Issue idr5 Trillion Sustainability Bonds to Strengthen Green and Social Jakarta
Financing
134 June 13, 2025 BNI Disburses IDR4.6 Trillion in KUR to More Than 20,000 MSMEs, Strengthening the Jakarta
Backbone of the National Economy
135 June 13, 2025 Cash Deposits at BNI CRM Are Now More Rewarding, Offering Cashback and a Chance to Jakarta
Win a Mercedes-Benz
136 June 14, 2025 BNI Brings Three Indonesian MSMEs to the Largest Food Exhibition in South Korea, Jakarta
Exploring Export Opportunities
137 June 14, 2025 BNI and Republikorp Establish Synergy to Promote National Defense Industry Self-Reliance Jakarta
138 June 15, 2025 Synergy Between BNI and RANS Simba Bogor Produces Active and Financially Literate Jakarta
Young Generations
139 June 18, 2025 BNI Enters the 2025 Forbes Global 2000 List, Demonstrating Positive Performance Jakarta
Recognized Worldwide
140 June 18, 2025 BNI Strengthens the Campus Digital Financial Ecosystem While Disbursing CSR for Jakarta
UNSADA Students
141 June 22, 2025 BNI Receives International Recognition as One of the Best Companies to Work for in Asia Jakarta
142 June 22, 2025 BNI Partners with BSP to Disburse KUR for 13,400 Plasma Farmers Across Three Provinces Jakarta
143 June 25, 2025 Strengthening Funding Structure Through Digital Transformation, BNI’s Digital Transactions Jakarta
Reach IDR764 Trillion
144 June 26, 2025 BNI Wins 16 Awards at the 2025 BSEA, Demonstrating Consistency in Service and Jakarta
Sustainable Innovation
145 June 26, 2025 BNI Xpora Drives Frinsa Coffee MSMEs to Penetrate Global Markets, Achieving Exports of Jakarta
US$1 Million
146 July 1, 2025 Contributing to the Digitalization of Public Services, BNI Wins Two Awards at the 2025 Jakarta
GovMedia Awards
147 July 3, 2025 MSCI Upgrades BNI’s ESG Rating, Global Recognition of Green Commitment and Jakarta
Governance
148 July 4, 2025 79 Years of BNI, “Accompanying Every Step of Your Journey” Jakarta
149 July 4, 2025 BNI Accelerates Green Financing, Portfolio Reaches idr13.37 Trillion Jakarta
150 July 4, 2025 BNI Celebrates 79 Years of Service, From ORI Issuance to Digital Transformation for the Jakarta
Nation
151 July 5, 2025 BNI Introduces the New Face of BNI Private, Offering More Comprehensive and Jakarta
Personalized Wealth Management Services
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
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No. Date Title Place
152 July 6, 2025 BNI Comes Closer at Its 79th Anniversary, Greeting Customers to Celebrate the Journey Jakarta
of Growth Together
153 July 8, 2025 BNI Wins Best FX Bank Award for Retail and Corporate Segments in Southeast Asia Jakarta
154 July 9, 2025 BNI Launches wondr Multicurrency Feature, Supporting Customers to Become Global Jakarta
Citizens
155 July 10, 2025 Shopping Gets More Exciting! BNI Shopping Race Takes Place in 14 Cities to Celebrate the Jakarta
79th Anniversary
156 July 12, 2025 Celebrating the 79th Anniversary, BNI Offers Discounts from PIK to Bintaro Jakarta
157 July 13, 2025 BNI Holds Collateral Asset Auctions, Opening Property Investment Opportunities Starting Jakarta
from IDR50 Million
158 July 16, 2025 BNI Ready to Assist MSMEs to Go Public Through the RISE To IPO Program Jakarta
159 July 17, 2025 BNI Strengthens Funding Structure and Digitalization, Optimizing Opportunities from the Jakarta
Decline in Benchmark Interest Rates
160 July 20, 2025 BNI Supports the Red and White Village/Subdistrict Cooperative Program to Strengthen Jakarta
the People’s Economy
161 July 21, 2025 BNI Disburses 25,000 FLPP Mortgage Units, Supporting the Government’s 3 Million Homes Jakarta
Program
162 July 23, 2025 BNI Wins the 2025 BRAVO 500 Summit Awards for Digital Financial Inclusion Innovation Jakarta
163 July 24, 2025 Liquidity Strengthening and Asset Quality Management Become the Foundation of BNI’s Jakarta
Performance in the First Half of 2025
164 July 25, 2025 From Ecosystem to Economy, BNI Builds the Future Through Mangrove Forests Jakarta
165 July 26, 2025 BNI Appreciates Fajar/Fikri’s Victory at the 2025 China Open Jakarta
166 July 27, 2025 BNI wondrX 2025 Presents an Integrated and Interactive Financial Experience for the Public Jakarta
167 July 28, 2025 BNI Ensures the Security of Customer Funds and Data Related to PPATK’s Dormant Account Jakarta
Blocking
168 July 29, 2025 BNI Holds wondr Futsal Series 2025 in Surabaya, Encouraging Young Talent and Digital Jakarta
Financial Inclusion
169 July 30, 2025 Beware of Digital Crime, BNI Reminds the Public to Protect Three Sensitive Data Points Jakarta
170 August 3, 2025 BNI: Temporary Blocking of Dormant Accounts by PPATK Aims to Protect Customer Funds Jakarta
171 August 4, 2025 BNI Encourages Indonesian Tennis Achievements on the Global Stage Jakarta
172 August 6, 2025 BNI Simplifies Dormant Account Reactivation with No Fees Charged Jakarta
173 August 7, 2025 BNI and SMF Integrate Digital Payment Services to Support the 3 Million Homes Program Jakarta
174 August 7, 2025 BNI wondrX 2025 Presents Financial Service Innovations in One Integrated Expo Jakarta
175 August 8, 2025 BNI Celebrates Its 79th Anniversary with Real Action to Green Tiris Beach Jakarta
176 August 13, 2025 BNI Brings Global Financial Solutions for the Diaspora at the 2025 Diaspora Global Summit Jakarta
177 August 13, 2025 BNI Announces the Winners of the First Phase of the Rejeki wondr Draw Jakarta
178 August 15, 2025 BNI wondrX 2025 Officially Opens, Offering Attractive Mortgage, Auto Loan, and Travel Jakarta
Package Promotions
179 August 15, 2025 BNI and JCB Launch Premium Corporate Credit Cards for Japanese Companies in Indonesia Jakarta
180 August 15, 2025 BNI Launches BNIdirect Bisnis, a Practical Digital Solution for MSMEs Jakarta
181 August 16, 2025 On the Second Day of BNI wondrX 2025, BNI Ensures Easy and Free Access to ICE BSD Jakarta
182 August 16, 2025 BNI Invites wondrX 2025 Visitors to Enjoy Japanese Culinary Experiences and Attractive Jakarta
Promotions
183 August 16, 2025 Affordable Flight Tickets and Shopping Promotions Become Top Attractions for BNI wondrX Jakarta
2025 Visitors
184 August 16, 2025 BNI Distributes First-Phase Rejeki wondr BNI Prizes, Opportunities Remain Open Until Jakarta
February 2026
185 August 17, 2025 BNI Ensures Services Continue During the Collective Leave for the 80th Anniversary of the Jakarta
Republic of Indonesia
186 August 17, 2025 BNI Presents the Global Citizen Experience Through the wondr Multicurrency Feature at Jakarta
BNI wondrX 2025
187 August 17, 2025 BNI Presents wondrstage at Dukuh Atas, Enlivening the People’s Celebration of the 80th Jakarta
Anniversary of the Republic of Indonesia
188 August 18, 2025 BNI wondrX 2025 Records Nearly 80 Thousand Visitors, Transactions Reach IDR 2.5 Trillion Jakarta
189 August 19, 2025 BNI Supports the Utilization of AI to Strengthen BUMN Communications Jakarta
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No. Date Title Place
190 August 24, 2025 BNI and ITB Hold a Community Run Ahead of the 2025 wondr ITB Ultra Marathon Jakarta
191 August 24, 2025 BNI Strengthens Support for ITB and Alumni Through Inclusive Financial Innovations Jakarta
192 August 25, 2025 BNI and ITB Hold the 180 KM wondr ITB Ultra Marathon, Promoting a Healthy and Inclusive Jakarta
Lifestyle
193 August 26, 2025 BNI Wins Two OJK Awards for Its Commitment to Financial Literacy Jakarta
194 August 29, 2025 BNI Temporarily Closes Four Branch Offices in Jakarta Due to Demonstrations Jakarta
195 August 29, 2025 BNI Disburses IDR5 Trillion in Facilities to Jamkrindo, Strengthening Support for MSME Jakarta
Financing and Strategic Projects
196 August 29, 2025 Viral Video Following Demonstrations at BNI Tower Pejompongan, BNI Ensures Customers Jakarta
and Employees Are Safe
197 September 1, 2025 BNI Strengthens Stunting Reduction Programs in NTT and Banten Jakarta
198 September 3, 2025 BNI Strengthens Support for MSMEs Through Productive Credit and Digital Innovation Jakarta
199 September 4, 2025 BNI Strengthens Green and Inclusive Commitments on National Customer Day Jakarta
200 September 8, 2025 Digital Transformation and Credit Diversification Become Pillars of BNI’s Performance in Jakarta
the First Half of 2025
201 September 8, 2025 Furniture MSMEs from Klaten Break into Export Markets with Support from BNI Xpora Jakarta
202 September 10, 2025 BNI Strengthens Education Quality in NTB through Teacher Certification and Student Jakarta
Character Development
203 September 11, 2025 BNI Moves Swiftly to Distribute Emergency Aid for Flash Flood Victims in Bali and NTT Jakarta
204 September 12, 2025 BNI Supports Government Policy to Withdraw idr200 Trillion to Strengthen Banking Jakarta
Liquidity
205 September 14, 2025 BNI Ready to Optimize idr55 Trillion to Support National Economic Growth Jakarta
206 September 14, 2025 BNI and BNI Sekuritas Win Two International Euromoney Awards Jakarta
207 September 14, 2025 BNI Appointed as Official Non-Cash Transaction Partner at IDW 2025 Jakarta
208 September 16, 2025 BNI Reminds the Public to Beware of Fake Job Vacancies Jakarta
209 September 17, 2025 BNI Strengthens Integrity and GCG through a Compliance Forum with the KPK Jakarta
210 September 17, BNI Achieves the Highest GCG Implementation Rating at the 16th IICD CG Conference & Jakarta
2025 Award 2025
211 September 18, 2025 BNI Introduces the Simponi Feature on wondr by BNI to Simplify Pension Fund Management Jakarta
212 September 18, 2025 BNI Ready to Accelerate Productive Lending Following BI’s Interest Rate Cut Jakarta
213 September 19, 2025 BNI and Pancasila University Launch Co-Branded Student Card Jakarta
214 September 22, 2025 BNI Strengthens ESG Commitment through Orangutan Conservation and Forest Jakarta
Rehabilitation
215 September 24, 2025 BNI Adjusts USD Deposit Interest Rate to 4%, Offering Competitive Returns Jakarta
215 September 25, 2025 BNI Inaugurates Emerald Center at PIM 1 to Strengthen Wealth Management Services Jakarta
217 September 27, 2025 BNI Socializes Housing Credit Programs in Banten to Support the 3 Million Homes Target Jakarta
218 September 27, 2025 5,000 Runners Enliven the 2025 wondr ITB Ultra Marathon, with 32 Professors Taking Part Jakarta
219 September 28, 2025 BNI Supports the ITB Endowment Fund through the 2025 wondr ITB Ultra Marathon Jakarta
220 September 28, 2025 BNI Promotes Transparency through Education on International Right to Know Day Jakarta
221 September 28, 2025 wondr ITB Ultra Marathon Concludes Successfully, BNI–ITB Strengthen Collaboration in Jakarta
Education
222 October 2, 2025 BNI Strengthens the People’s Economy and Environmental Sustainability in Ponggok Village Jakarta
223 October 3, 2025 BNI Xpora Wins SME Development Program of the Year Award, Encouraging MSMEs to Jakarta
Enter Global Markets
224 October 3, 2025 BNI Encourages MSMEs to Move Up the Value Chain through AI Utilization Training Jakarta
225 October 6, 2025 BNI Partners with Developers in Serang to Accelerate the 3 Million Homes Program Jakarta
226 October 10, 2025 BNI Supports Cross-Border QRIS Expansion to Maintain Rupiah Stability Jakarta
227 October 11, 2025 BNI Strengthens Digital Business Literacy through BNIdirect at the Investor Daily Summit Jakarta
2025
228 October 14, 2025 BNI Dominates the 2025 Financial Services Basketball League: Men’s Team Champions, Jakarta
Women’s Team Runner-Up
229 October 14, 2025 BNI Supports BPJS Ketenagakerjaan in Enhancing Social Security Services through Jakarta
BNIdirect Cash
2025 Annual Report
1043
PT Bank Negara Indonesia (Persero) Tbk
Page 397
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Title Place
230 October 16, 2025 BNI Appreciates the Resilience of Indonesia’s Young Squad at the 2025 BWF World Junior Jakarta
Mixed Team Championship
231 October 16, 2025 BNI Wins IDX Channel Anugerah Inovasi Indonesia 2025 for Sustainable Financial Jakarta
Innovation
232 October 17, 2025 BNI Supports the Development and Operation of a 500 MW Geothermal Power Plant Jakarta
Owned by PT Geo Dipa Energi
233 October 19, 2025 BNI Wins the Green Warrior Award at the ESG Now Awards 2025 Jakarta
234 October 20, 2025 BNI Presents Financial Literacy and Modern Transaction Experiences at TNI RUN 2025 Jakarta
235 October 21, 2025 232 Athletes from 15 Countries Ready to Compete at wondr by BNI Indonesia Masters 2025 Jakarta
236 October 22, 2025 BNI Successfully Facilitates National Mass Mortgage Signing, Driving MSME Financing Jakarta
and Job Creation
237 October 22, 2025 Malang-Based Animation Studio Breaks into Global Markets with BNI Financing Support Jakarta
238 October 23, 2025 Local MSMEs Enliven wondr by BNI Indonesia Masters 2025 in Medan Jakarta
239 October 23, 2025 BNI Records Solid Fundamental Performance in Q3 2025, with Digitalization and CASA as Jakarta
Growth Drivers
240 October 24, 2025 27,300 Runners Enliven the 2025 wondr Jakarta Running Festival, Demonstrating BNI Jakarta
Collaboration in Promoting National Sports Tourism
241 October 25, 2025 BNI and the Land Bank Agency Strengthen Strategic Collaboration to Accelerate National Jakarta
Development
242 October 26, 2025 wondr JRF 2025 Officially Kicks Off, BNI Invites 27,300 Runners to Drive the Economy and Jakarta
Protect the Environment
243 October 26, 2025 Synergy between BNI and Its Subsidiaries Strengthens MSME Competitiveness at the Jakarta
wondr JRF Expo 2025
244 October 28, 2025 BNI Makes wondr JRF 2025 an International-Class Sports Tourism Magnet Jakarta
245 October 28, 2025 Supporting the 3 Million Homes Program, BNI Disburses 109 Thousand Subsidized Jakarta
Mortgages
246 October 29, 2025 Fajar/Fikri Finish as Runners-Up at the 2025 French Open, BNI Proudly Supports Indonesian Jakarta
Athletes on the Global Stage
247 October 31, 2025 BNI Strengthens Financial Inclusion and Digital Transactions through FinExpo 2025 Jakarta
248 October 31, 2025 BNI Supports the Expansion of Indonesian Diaspora Restaurants in the Netherlands Jakarta
through the Diaspora Loan Program
249 November 3, 2025 Indonesia Dominates wondr by BNI Indonesia Masters 2025, Demonstrating BNI’s Jakarta
Commitment to Badminton Athlete Regeneration
250 November 3, 2025 BNI and ITS Promote Digital Education Philanthropy through the ITS Endowment Fund Jakarta
251 November 5, 2025 3,000 Runners Enliven the 2025 wondr Surabaya ITS Run, BNI Drives the Local Economy Jakarta
and a Digital Healthy Lifestyle Culture
252 November 6, 2025 BNI Wins Award for Its Contribution to MSME Empowerment and Inclusive Village Finance Jakarta
253 November 6, 2025 BNI Strengthens Productive and Inclusive Financing to Drive National MSME Growth Jakarta
November 7, 2025 BNI Supports the National Film Industry through Collaboration with Iko Uwais in the Film Jakarta
254 TIMUR
255 November 9, 2025 BNI Proudly Supports Putri Kusuma Wardani’s Achievement at the 2025 Hylo Open Jakarta
256 November 10, 2025 BNI Supports National Food Security through Participation in Agrinex Expo 2025 Jakarta
257 November 10, 2025 BNI Encourages MSMEs to Move Up the Value Chain, Creating Economic Champions from Jakarta
Ngawi
258 November 12, 2025 wondr by BNI Indonesia International Challenge 2025 Becomes the Arena for 258 World- Jakarta
Class Athletes to Compete
259 November 13, 2025 BNI Disburses idr40.7 Billion in Housing Program Loans to Support MSMEs and the Real Jakarta
Sector
260 November 14, 2025 BNI Wins Leadership AA Award at the 2025 Indonesia ESG Leadership Awards Jakarta
261 November 14, 2025 BNI Supports the Revival of the Creative Ecosystem through ICCF 2025 in Greater Malang Jakarta
262 November 14, 2025 BNI Wins the Women in SDG’s Action 2025 Award, Demonstrating a Strong Commitment Jakarta
to Poverty Alleviation
263 November 15, 2025 BNI Wins Two Awards at ICXA 2025 for Digital Innovation and Service Transformation Jakarta
264 November 17, 2025 BNI Holds Phase 3 of the Shopping Race in 13 Major Cities, Driving Digital Literacy and Jakarta
Transactions
1044 A Heart that Serves, Growing with Indonesia
Page 398
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No. Date Title Place
265 November 17, 2025 Gregoria Mariska Achieves a Hat-Trick at the Kumamoto Masters Japan, BNI Strengthens Jakarta
the Revival of Indonesian Badminton
266 November 19, 2025 BNI CorpU TV Knowledge Series: 9 Wondrs Webinar, Essential Soft Competencies for BNI Jakarta
Hi-Movers
267 November 24, 2025 BNI Launches Indonesia’s First ESG Advisory Playbook, Accelerating the Green Jakarta
Transformation of the Palm Oil Industry
268 November 24, 2025 Young Indonesian Athletes Harvest Titles at the 2025 Australia Open International Jakarta
Tournament
269 November 24, 2025 Indonesia Dominates the Podium at the wondr by BNI International Challenge, Youth Jakarta
Athlete Development Bears Fruit
270 November 24, 2025 BNI Drives the Local Economy through MSMEs at an International Event in Yogyakarta Jakarta
271 November 26, 2025 BNI Presents Exclusive Access to the 2025 wondr Bright Cup through Buy 1 Get 2 Offers Jakarta
on wondr by BNI
272 November 27, 2025 BNI Distributes Emergency Relief Aid for Flash Flood Victims in Padang and Sibolga Jakarta
273 November 27, 2025 BI Appreciates BNI’s Contribution to the Consumer Protection Education Movement Jakarta
274 November 28, 2025 BNI Earns the Title of The Most Trusted Company at the 2025 CGPI Awards Jakarta
275 November 28, 2025 BNI Receives the 2025 Digital Transformation Driver Award for Innovations through wondr Jakarta
by BNI
276 November 28, 2025 BNI and the Ministry of Manpower Strengthen Youth Talent Development, Engaging 4,103 Jakarta
Apprenticeship Program Participants
277 November 30, BNI Wins the Environment & Sustainability Award, Strengthening Its Position as a Driver Jakarta
2025 of Sustainable Finance
278 November 30, BNI Xpora Strengthens the Capacity of Gorontalo MSMEs to Scale Up and Penetrate Jakarta
2025 Export Markets
279 November 30, 2025 Raymond/Joaquin Make a Brilliant Debut at the BWF Super 500 Level Jakarta
280 December 3, 2025 BNI Wins Two BI Awards 2025, Strengthening Its Role in National Financial System Stability Jakarta
281 December 3, 2025 BNI Ensures Services in Sumatra Return to Normal Following Floods Jakarta
282 December 3, 2025 BNI Distributes Emergency Relief Aid for Disaster Victims in West Sumatra, with Ongoing Jakarta
Monitoring and Support
283 December 5, 2025 TIMUR Officially Premieres, BNI Brings Fresh Energy to the National Action Film Industry Jakarta
with Iko Uwais
284 December 5, 2025 BNI Strengthens Disability Empowerment through Business Support and Inclusive MSME Jakarta
Programs
285 December 5, 2025 wondr Bright Cup 2025 Held, BNI Expands Support for the National Sports Ecosystem Jakarta
286 December 6, 2025 BNI Encourages Financial Literacy and MSME Advancement through Participation in NFHE Jakarta
2025
287 December 6, 2025 Jojo–Ginting Invites Audiences to Play Badminton Together at the 2025 wondr BrightUp Cup Jakarta
288 December 9, 2025 BNI Expands Emergency Relief Assistance for Disaster Victims in Sumatra Jakarta
289 December 10, 2025 BNI Reaffirms Its Anti-Corruption Commitment at the Peak of Hakordia 2025 in Yogyakarta Jakarta
290 December 10, 2025 Commitment to Prevent Corruption: Munadi Herlambang Represents BNI and Wins The Jakarta
Most Trusted Company at the 2025 CGPI Awards
291 December 12, 2025 BNI Wins Two ARA 2024 Awards, Strengthening Its Commitment to Good Corporate Jakarta
Governance
292 December 13, 2025 BNI Drives Digitalization and Transparency in the FMCG Supply Chain Jakarta
293 December 13, 2025 BNI Receives Appreciation from the Ministry of MSMEs for Encouraging Businesses to Jakarta
Enter Global Markets
294 December 14, 2025 BNI Supports Sean Gelael’s Start of the 2026 Racing Season through the Le Mans Series Jakarta
295 December 14, 2025 BNI Supports the Creative Industry, Nationwide Movie Screenings of TIMUR Welcomed Jakarta
Enthusiastically by Audiences
296 December 15, 2025 BNI Holds an Extraordinary General Meeting of Shareholders, Strengthening Jakarta
Transformation and Governance in Preparation for 2026
297 December 16, 2025 BNI Wins Two International Awards for Human Capital Development Jakarta
298 December 19, 2025 BNI Volunteers Join the BUMN Peduli Initiative, Supporting the Recovery of Disaster- Jakarta
Affected Communities in Aceh
299 December 20, BNI and BUMN Peduli Rapidly DeliverTangible Assistance to Disaster-Affected Communities Jakarta
2025 in Sumatra
2025 Annual Report
1045
PT Bank Negara Indonesia (Persero) Tbk
Page 399
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Date Title Place
300 December 20, 2025 BNI Reaches Aceh, Distributing School Uniforms and Providing Trauma Healing Facilities Jakarta
301 December 23, 2025 BNI Prepares IDR19.51 Trillion in Cash Ahead of the Christmas and New Year Holidays Jakarta
302 December 23, 2025 BNI Reaffirms Its Status as an Informative Public Institution for Three Consecutive Years Jakarta
303 December 24, 2025 BNI Provides Trauma Healing for Children Affected by Floods in Southeast Aceh Jakarta
304 December 24, 2025 BNI Strengthens Its Role in the Housing Program, Ready to Disburse 17,356 FLPP Mortgages Jakarta
in 2026
305 December 24, 2025 Beware of Fake Christmas Greetings, BNI Urges Customers Not to Click Links Carelessly Jakarta
306 December 29, 2025 BNI Named a Strategic Partner for Digital Campuses at the 2025 Diktisaintek Awards Jakarta
307 December 29, 2025 BNI Prepares Credit Relaxation for Debtors Affected by Disasters in Sumatra Jakarta
308 December 30, 2025 BNI Establishes Health Posts to Support the Recovery of Communities Affected by Flash Jakarta
Floods in Aceh
CORPORATE COMMUNICATION PRESS CONFERENCE
No. Date Titile Venue
1. January 22, 2025 BNI FY2024 Performance Overview Jakarta
2. April 16, 2025 Rejeki wondr by BNI Program Menara BNI Pejompongan
3. April 28, 2025 Earning Call Q1 2025 Grha BNI
4. May 28, 2025 BNI Java Jazz Festival 2025, Jakarta
5. August 7, 2025 BNI wondrX 2025 Patio Venue, Wijaya
6. August 24, 2025 wondr ITB Ultra Marathon 2025 Grha BNI
7. September 8, 2025 Public Expose Jakarta
8. October 24, 2025 3Q2025 Performance Report Grha BNI, Jakarta.
9. October 23, 2025 wondr Jakarta Running Festival Jakarta
SOCIAL MEDIA
BNI leverages social media as one of its primary communication channels to reach and engage with the
broader public. Through various digital platforms, including Instagram (Quickpose), BNI consistently
disseminates information regarding corporate activities and policies, introduces products and services, and
educates the public on financial and banking literacy. BNI’s presence on social media functions not only as
a medium for information dissemination, but also as a two way interaction platform that enables the public
to convey aspirations, inquiries, and needs in a timely and responsive manner.
Through focused digital communication, BNI is able to build closer relationships with stakeholders while
fostering a positive corporate image in the public eye. The following is a list of BNI’s social media postings,
totaling 332 post.
No Date Title Publication Links
1 January 1, 2025 Happy New Year 2025 https://www.instagram.com/p/DEQ5LRGBL3G/
2 January 2, 2025 Get a Head Start—Get Ready to Apply for Your https://www.instagram.com/p/
2025 Leave DET5hGxheWS/?img_index=1
3 January 6, 2025 BNI’s 2024 Achievements: The Result of https://www.instagram.com/p/DEeF8u-
Sustainable Transformation h1bo/?img_index=2
4 January 15, 37 Years in Business, Indonesian Restaurant in https://www.instagram.com/p/
2025 Hong Kong Renovates with BNI Diaspora Loan DE1RRZyhEuY/?img_index=2
5 January 15, BNI Investor Daily Round Table: Growing Stronger https://www.instagram.com/p/DE1W_hnhzE3/
2025 Amid Domestic Challenges and Global Pressures
6 January 16, Economic Dialogue: Coordinating Minister for https://www.instagram.com/p/DE4b1w1B3-
2025 Economic Affairs and BNI President Director I/?img_index=2
Discuss Challenges and Opportunities
7 January 16, Inspiring News Maker 2024 https://www.instagram.com/p/
2025 DFCw12ChzvJ/?img_index=2
8 January 20, Supported by BNI Diaspora Loan, Dapur Van Java https://www.instagram.com/p/
2025 Ready to Expand Indonesian Culinary Business DFC8wenhf4h/?img_index=
1046 A Heart that Serves, Growing with Indonesia
Page 400
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
9 January 20, BNI for Indonesian Diaspora: Empowering Migrant https://www.instagram.com/p/
2025 Workers in Hong Kong Through Beauty Class DFC8wenhf4h/?img_index=2
Training
10 January 21, Igniting the Champion’s Spirit – Indonesia Masters https://www.instagram.com/p/DFFGI5shg7L/
2025 2025
11 January 21, BNI’s Commitment to the Successful Distribution https://www.instagram.com/p/DFFI4dfhvCJ/
2025 of KUR for Migrant Workers
12 January 22, BNI’s Support for the Development of Indonesian https://www.instagram.com/p/
2025 Badminton Achievements DFIV5f1BFJb/?img_index=2
13 January 22, Supporting President Prabowo’s Asta Cita, BNI https://www.instagram.com/p/DFIWWyQhF8K/
2025 Strengthens Corporate Governance and Anti-
Corruption Efforts
14 January 22, Digital Transformation Drives Savings Growth as https://www.instagram.com/p/DFIZKPihW7-/
2025 BNI Records IDR21.5 trillion Profit in 2024
15 January 23, Realizing Asta Cita: Strengthening Human Capital https://www.instagram.com/p/DFKL6mhBkn1/
2025 Through Gender Equality in the Workplace
16 January 23, Advancing the Green Economy, BNI BUMI https://www.instagram.com/p/DFKujGvhDNN/
2025 Program Supports President Prabowo’s Asta Cita
17 January 24, Receiving Ministry of Finance Award, BNI https://www.instagram.com/p/DFM6_tiBM84/
2025 Named the Best Operational Bank for State Cash
Management
18 January 26, Good Luck in the Match, Jonathan Christie, Fajar https://www.instagram.com/p/DFRjMXXB83x/
2025 Alfian, and Muhammad Rian Ardianto
19 January 26, Achievements of Indonesian Badminton Athletes https://www.instagram.com/p/
2025 at the Indonesia Masters 2025 DFSrNjEhIVu/?img_index=1
20 January 27, 2025 Happy Isra Mi’raj 1446 H https://www.instagram.com/p/DFT1AZtBeen/
21 January 29, 2025 Happy Chinese New Year 2025 https://www.instagram.com/p/DFY-pMQhuGN/
22 January 29, 2025 Create Your Own Luck https://www.instagram.com/p/DFZFa6xBm3v/
23 January 29, 2025 Create Your Own Luck https://www.instagram.com/p/DFbxL2Jh6Zb/
24 January 29, 100 Days of Building the Nation with Strong https://www.instagram.com/p/DFaUe7jBVCk/
2025 Momentum
25 February 2, The Nation’s Future Lies in the Hands of the Young https://www.instagram.com/p/
2025 Generation, BNI Actively Supports the Golden DFj3HMahOrT/?img_index=1
Generation of Indonesia
26 February 2, Congratulations on the Achievements of https://www.instagram.com/p/
2025 Indonesian Athletes at the Princess Sirivannavari DFkpauohGTe/?img_index=1
Thailand Masters 2025
27 February 9, 2025 Happy National Press Day https://www.instagram.com/p/DF1TYDxB_uO/
28 February 10, Ready to Ignite the Champion’s Energy https://www.instagram.com/p/
2025 DF44LbGB4jK/?img_index=1
29 February 12, Digital Transformation Drives Savings Growth as https://www.instagram.com/p/DF8_sLcTvpw/
2025 BNI Records IDR21.5 trillion Profit in 2024
30 February 12, Enhancing a Premium Lifestyle for Japanese https://www.instagram.com/p/DF-
2025 Enthusiasts, BNI Wins Two Awards from JCB DOWIBARe/?img_index=1
31 February 13, Concluding the Chinese New Year Customer https://www.instagram.com/p/DGA1c-
2025 Gathering Series, BNI Encourages Customers to 4Bk2m/?img_index=1
Earn More in 2025
32 February 13, BNI Jejak Kopi Khatulistiwa Supports Garut Coffee https://www.instagram.com/p/DGAomWGBpL8/
2025 for Food Self-Sufficiency and Global Expansion
33 February 15, Preventing Stunting, BNI Provides Nutritious https://www.instagram.com/p/DGGDKLKhwHa/
2025 Meals and Smart Parenting Programs in
Tasikmalaya
34 February 15, With Support from BNI Xpora, Bananania Banana https://www.instagram.com/p/DGGHouPhbKr/
2025 Chips Create Jobs and Enter Global Markets
35 February 15, BNI Wins Two Alpha Southeast Asia 2024 Awards https://www.instagram.com/p/DGGLIBvB-Sh/
2025 for Trade Finance Solutions and Cross-Border
Transactions
36 February 16, Thank You for Your Service, BNI Hi-Movers https://www.instagram.com/p/
2025 Volunteers of Bakti BUMN DGICVJeBrZJ/?img_index=1
37 February 17, Congratulations to the Indonesian Badminton https://www.instagram.com/p/DGKnbvyh3CL/
2025 Team, Champions of the 2025 Badminton Asia
Mixed Team Championship
2025 Annual Report
1047
PT Bank Negara Indonesia (Persero) Tbk
Page 401
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
38 February 20, BNI Listed Among TIME’s 500 Best Companies in https://www.instagram.com/p/DGRoCx6h_Rb/
2025 Asia Pacific
39 February 21, BNI’s Commitment to Driving MSMEs Go Global, https://www.instagram.com/p/
2025 BNI Xpora Sends Kultiva Tempe Chips to China DGUQyYHByZS/?img_index=1
40 February 21, Easier Financing Access for Debtors, BNI https://www.instagram.com/p/DGUY609hRhm/
2025 Disburses Supply Chain Financing to APP Group
Partners
41 February 21, BNI and ACC Establish Cooperation for Autopay https://www.instagram.com/p/DGUeDKyhRI6/
2025 Services
42 February 23, Visiting a Financial Bazaar for BNI Hi-Movers: https://www.instagram.com/p/
2025 From Smart Investment Education to Attractive DGas6DyhfT_/?img_index=1
Promotions
43 February 23, Partnering with Halu Oleo University Kendari, BNI https://www.instagram.com/p/DGa0TE9BubQ/
2025 Strengthens Digital Services Through the Campus
Financial Ecosystem Program
44 February 24, Hosting a Communication Workshop, BNI https://www.instagram.com/p/
2025 Optimizes the Role of SOEs in Building Indonesia’s DGcUCoghcL3/?img_index=1
Global Image
45 February 24, hibank Launches the hi by hibank App—One Click, https://www.instagram.com/p/
2025 Endless Potential for MSMEs DGcaNMPhuEh/?img_index=1
46 February 24, Congratulations on the Inauguration of Danantara https://www.instagram.com/p/
2025 Indonesia DGcc8SWBduE/?img_index=1
47 February 26, Welcome a Month of Abundant Blessings with https://www.instagram.com/p/DGh_twyBjhm/
2025 Various BNI Promotions
48 February 27, Supporting the Expansion of Electric Vehicles in https://www.instagram.com/p/DGkJABqBqU_/
2025 Indonesia, BNI Partners with Geely
49 February 28, Solid Fundamentals to Open 2025, BNI’s Net Profit https://www.instagram.com/p/
2025 Grows 9.7% YoY in January 2025 DGnKSD4hN_B/?img_index=1
50 March 1, 2025 Marhaban Ya Ramadan https://www.instagram.com/p/DGnfcP9hym-/
51 March 1, 2025 What’s New This Ramadan? A Month of Abundant https://www.instagram.com/p/DGnnT-
Blessings with BNI RBCoN/?img_index=1
52 March 1, 2025 Ramadan 1446 Hijri e-Imsakiyah Accessible https://www.instagram.com/p/
Anytime DGnno18BmKd/?img_index=1
53 March 3, 2025 After 42 Years of Operation, BNI New York https://www.instagram.com/p/
Relocates DGuKnVwBjDR/?igsh=MXU2cGg5d2czdWE1dw==
54 March 4, 2025 BNI Partners with Three Supermarkets to Hold the https://www.instagram.com/p/
2025 Shopping Race DGuRfMrBHnX/?igsh=MTZzZnoyNG5renQyaw==
55 March 4, 2025 A Blessed Ramadan with wondr by BNI https://www.instagram.com/p/DGxiIm7hzNJ/
56 March 4, 2025 A Blessed Ramadan with BNI https://www.instagram.com/p/DGxm65qB0JS/
57 March 5, 2025 Driving Strategic Infrastructure Project Financing, https://www.instagram.com/p/
BNI and SMI Enter into IDR550 billion Repo DG0PjVUhRXo/?utm_source=ig_web_copy_
Cooperation link&igsh=MzRlODBiNWFlZA==
58 March 6, 2025 Ramadan Safari 1446 H, Regional 01 https://www.instagram.com/reel/
DG15pTjzjan/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
59 March 6, 2025 BNI Announces Changes to Operating Hours https://www.instagram.com/p/
to Ensure Smooth Banking Transactions During DG2DvoLBRAI/?utm_source=ig_web_copy_link
Ramadan
60 March 7, 2025 30 Years of Supporting Retirement Planning, BNI https://www.instagram.com/p/
Pension Fund Wins Brand for Good Award DG5Asx4BbCb/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
61 March 7, 2025 Ramadan Spiritual Session: Kurma Kuliah Rohani https://www.instagram.com/p/DG5G_
GtBiJb/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
62 March 7, 2025 The Only Bank in Indonesia to Receive the Bronze https://www.instagram.com/p/
Asia’s Best Sustainability Report Award DG5e5GnBlap/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
63 March 8, 2025 Ramadan Safari 1446 H, Regional Office 03, https://www.instagram.com/reel/
Lampung (March 4, 2025) DG7KYWwy_Cf/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
64 March 8, 2025 Ramadan Safari 1446 H, Regional Office 07, Ambon https://www.instagram.com/reel/DG7d-
(March 4, 2025) FXhUOG/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
1048 A Heart that Serves, Growing with Indonesia
Page 402
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
65 March 9, 2025 Ramadan Safari 1446 H, Regional Office 06, https://www.instagram.com/reel/
Surabaya (March 7, 2025) DG9n8iUibZl/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
66 March 10, 2025 Ramadan Safari 1446 H, Regional Office 16, https://www.instagram.com/reel/
Sorong (March 7, 2025) DHAL9Yyh84K/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
67 March 10, 2025 Ramadan Safari 1446 H, Regional Office 04, https://www.instagram.com/reel/
Bandung (March 7, 2025) DHAUAqQvWnl/?utm_source=ig_web_copy_
li6868nk&igsh=MzRlODBiNWFlZA==
68 March 10, 2025 Welcoming Ramadan, BNI Provides New Banknote https://www.instagram.com/p/
Exchange Outlets DHAhFluhWMh/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
69 March 10, 2025 BNI Distributes Basic Necessities and Cleaning https://www.instagram.com/p/
Supplies to Flood Victims in Bekasi DHAnlCYh6AX/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
70 March 10, 2025 BNI Becomes the First and Only Indonesian Bank https://www.instagram.com/p/
to Receive a Financial Literacy Award from the DHAuaR7hv0D/?utm_source=ig_web_copy_link
Hong Kong Monetary Authority
71 March 11, 2025 Make Your Investments More Meaningful This https://www.instagram.com/p/
Ramadan with wondr—Everything Made Easier DHDUskGBuvS/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
72 March 12, 2025 Ramadan Safari 1446 H, Regional Office 02, https://www.instagram.com/reel/
Pekanbaru (March 11, 2025) DHF8YKZpLMk/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
73 March 12, 2025 Ramadan Safari 1446 H, Regional Office 08, https://www.instagram.com/reel/
Mataram (March 11, 2025) DHF8Prez8mi/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
74 March 12, 2025 Ramadan Safari 1446 H, Regional Office 09, https://www.instagram.com/reel/
Pontianak (March 11, 2025) DHGcpgcz4wN/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
75 March 14, 2025 BNI Prepares IDR21 trillion in Cash for the 2025 https://www.instagram.com/p/
Eid Period, Ensuring Secure Banking Services DHLWN8ahBws/?utm_source=ig_web_copy_
During the Holidays link&igsh=MzRlODBiNWFlZA==
76 March 14, 2025 BNI Launches the BNI Mitra10 Credit Card—Earn https://www.instagram.com/p/
Rewards and Build Your Dream Home DHLdJ66h6o0/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
77 March 14, 2025 BNI Partners with Duluin to Expand Financial https://www.instagram.com/p/
Inclusion and Enhance Employee Well-Being DHLdJ66h6o0/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
78 March 15, 2025 Ramadan Safari 1446 H, Regional Office 05, https://www.instagram.com/reel/
Semarang (Friday, March 14, 2025) DHN0abCyZ-Z/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
79 March 15, 2025 Ramadan Safari 1446 H, Regional Office 11, https://www.instagram.com/reel/
Gorontalo (March 14, 2025) DHOBmFfzTo4/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
80 March 16, 2025 Ramadan Safari 1446 H, Regional Office 17, https://www.instagram.com/reel/
Surakarta (March 14, 2025) DHQPXY5R3cO/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
81 March 16, 2025 Ramadan Safari 1446 H, Regional Office 18, https://www.instagram.com/reel/
Banyuwangi (March 14, 2025) DHQbhrBJDSr/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
82 March 17, 2025 Congratulations to Leo Rolly Carnando and Bagas https://www.instagram.com/p/
Maulana, Men’s Doubles Runners-Up at the All DHSVwfXhuR8/?utm_source=ig_web_copy_
England 2025 link&igsh=MzRlODBiNWFlZA==
83 March 18, 2025 Commitment to the Implementation of Good https://www.instagram.com/p/
Corporate Governance DHVXy5dBsha/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
84 March 20, 2025 Wondrful Ramadan 1446 H, Jakarta (March 19, https://www.instagram.com/reel/
2025) DHbBaJvhAp1/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
85 March 21, 2025 BNI Launches Wealth Management Services in https://www.instagram.com/p/
Singapore in Collaboration with Schroders and DHdI4JmBSWg/?utm_source=ig_web_copy_
Fullerton link&igsh=MzRlODBiNWFlZA==
86 March 22, 2025 Join the Movement: Earth Hour—A Moment https://www.instagram.com/p/DHf1y-
Without Light for a Sustainable Planet UhX5D/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
2025 Annual Report
1049
PT Bank Negara Indonesia (Persero) Tbk
Page 403
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
87 March 23, 2025 Sobat Aksi Ramadan 2025: BNI Renovates https://www.instagram.com/p/
Mosques and Provides Food Assistance DHiYiCxBC4K/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
88 March 25, 2025 Best Wishes on Your New Appointment, Robertus https://www.instagram.com/p/
Billitea DHnTZs6hTzG/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
89 March 25, 2025 Best Wishes on Your New Appointment, https://www.instagram.com/p/
Mucharom DHnUXNOhY0Y/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
90 March 25, 2025 Best Wishes on Your New Appointment, Novita https://www.instagram.com/p/
Widya Anggraini DHnpNTXB3Cr/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
91 March 26, 2025 Thank You for Your Service and Dedication, Board https://www.instagram.com/p/
of Directors DHp1AdVhlmT/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
92 March 26, 2025 Thank You for Your Service and Dedication, Board https://www.instagram.com/p/
of Commissioners DHp2hQFhG7R/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
93 March 26, 2025 BNI Declares Total Dividends of IDR13.95 trillion, https://www.instagram.com/p/
RUPST 2025 Approves IDR374 per Share DHp53RXhEdW/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
94 March 27, 2025 Best Wishes on Your Appointment, Board of https://www.instagram.
Directors of PT Bank Negara Indonesia (Persero) com/p/DHsPF3mBJ9u/?img_
index=1&igsh=MWM1bWZuN29nMzBvbw==
95 March 27, 2025 Best Wishes on Your Appointment, Board of https://www.instagram.com/p/DHsPQwrhTI-
Commissioners of PT Bank Negara Indonesia /?igsh=cDBnZmNicWx2aHQ5
(Persero)
96 March 27, 2025 Best Wishes on Your Appointment to the Board of https://www.instagram.com/p/
Directors and Board of Commissioners of BNI DHsPbCjhcnX/?igsh=cmdlYnYyNHJ2cWZr
97 March 27, 2025 BNI Successfully Organizes Free Homecoming https://www.instagram.com/p/
Program 2025, Deploying 121 Buses to Purwokerto DHsqh1YBSG2/?igsh=MXNzdTAxeDdpZXV5dA==
and Padang
98 March 28, 2025 Happy Nyepi Day, Saka 1947 https://www.instagram.com/reel/
DHvvmnVBgFt/?igsh=MTJhMXJnZ256d3Njbw==
99 March 30, 2025 BNI Hi-Movers Care: Report Transaction Issues and https://www.instagram.com/p/
Potential Locations—Rewards Await DH0KLwbhSA5/?igsh=NTg1bjMyenBvOG85
100 March 30, 2025 Beware of Scams—What Should Be a Joyful Eid https://www.instagram.com/p/
Could Turn Risky Due to Fake Links DH0OWCNBccj/?igsh=MXRobTkyOXdoazNtdg==
101 March 31, 2025 Happy Eid al-Fitr 1446 Hijri https://www.instagram.com/reel/
DH11ZMWBgkd/?igsh=bHJubGZuMm85OW50
102 April 9, 2025 BNI Hosts Halal Bihalal Gathering, Strengthening https://www.instagram.com/reel/
Ties and Introducing the New Board of DH11ZMWBgkd/?igsh=bHJubGZuMm85OW50
Commissioners and Directors
103 April 10, 2025 Binnova Batch 5 – 2025 Is Calling! BNI Hi-Movers, https://www.instagram.com/p/
Submit Your Best Ideas DIQy74ZhUxY/?igsh=M2IxOWU5ajNrZjdp
104 April 11, 2025 With Support from BNI Xpora, Indo Tropikal https://www.instagram.com/p/
Ginger Candy Producer Penetrates Export Markets DITVacUBLNO/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
105 April 13, 2025 The Board of Commissioners, Board of Directors, and https://www.instagram.com/p/
All Employees of PT Bank Negara Indonesia (Persero) DIX9z3Rhfe-/?utm_source=ig_web_copy_
Tbk Extend Happy 27th Anniversary Greetings to the link&igsh=MzRlODBiNWFlZA==
Ministry of State-Owned Enterprises
106 April 16, 2025 Rejeki wondr BNI: Increase Your Balance and https://www.instagram.com/p/
Transactions on wondr—Prizes Await DIfjIATBBm8/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
107 April 16, 2025 BNI Java Jazz Festival, March 19–April 30, 2025: https://www.instagram.com/p/
Time to Grab Buy 1 Get 2 Tickets on wondr DIfrTtmhyfC/?utm_source=ig_web_copy_link
108 April 16, 2025 Rejeki wondr BNI Ready to Award Prizes from https://www.instagram.com/p/
Chery J6 to Mercedes-Benz DIgW3BtBxhZ/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
1050 A Heart that Serves, Growing with Indonesia
Page 404
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
109 April 17, 2025 Commemorating Good Friday: The Crucifixion of https://www.instagram.com/p/
Jesus Christ DIkLqttBDZL/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
110 April 17, 2025 BNI Hi-Movers, Ready to Take on the Challenge for https://www.instagram.com/p/
Total Prizes of IDR7.5 million? DIkvFJehZT4/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
111 April 20, 2025 Happy Easter https://www.instagram.com/p/
DIpVQJOhGvT/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
112 April 21, 2025 Happy Kartini Day https://www.instagram.com/p/
DIr6D3nBU1E/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
113 April 22, 2025 Find and Complete the Puzzle—Exciting Prizes https://www.instagram.com/p/DIsVg-
Await lBWoy/?utm_source=ig_web_copy_link
114 April 22, 2025 Happy International Earth Day https://www.instagram.com/p/DIue5-
FhMI1/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
115 April 23, 2025 Happy Galungan Day, April 23, 2025 https://www.instagram.com/p/
DIxqRLDB4a4/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
116 April 23, 2025 BNI Java Jazz Festival, May 30–June 1, 2025 https://www.instagram.com/reel/DIxqW_
aB7EQ/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
117 April 26, 2025 Good Luck to Team Indonesia at the 2025 https://www.instagram.com/p/
Sudirman Cup DI5bL1fBlWp/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
118 April 28, 2025 BNI Director of Consumer Banking Wins Top https://www.instagram.com/p/
Financial Woman Leaders 2025 DI8Y0QphjhX/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
119 April 28, 2025 BNI Holds Shopping Race in 14 Cities, Driving https://www.instagram.com/p/
Transaction Digitalization and Strengthening DI8ZE3sBBtB/?utm_source=ig_web_copy_
Customer Experience link&igsh=MzRlODBiNWFlZA==
120 April 28, 2025 Rejeki wondr BNI Prize Draw at the GIOI Wondrful https://www.instagram.com/p/
Run Event, 500 Runners Enliven Sunday Morning DI8iVahBqDi/?utm_source=ig_web_copy_
CFD link&igsh=MzRlODBiNWFlZA==
121 April 29, 2025 BNI Continues Solid Performance Growth, Loans https://www.instagram.com/p/DI-
and Savings Increase 10% in Q1 2025 vr9YBtT-/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
122 April 29, 2025 BNI Partners with IKA ITS to Support the https://www.instagram.com/p/
Advancement of Higher Education in Indonesia DJBCgfrhvH7/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
123 April 29, 2025 BNI Wins Three Awards from The Digital Banker, https://www.instagram.com/p/
Reaffirming the Strategic Role of BNIdirect DJBgtuHhGh-/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
124 May 1, 2025 Happy International Workers’ Day 2025 https://www.instagram.com/p/
DJFqB1whTHT/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
125 May 1, 2025 Rejeki wondr BNI Comes to Banten, Offering Fun https://www.instagram.com/p/
Activities and Attractive Prizes DJGBneZhglO/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
126 May 2, 2025 Happy National Education Day, May 2, 2025 https://www.instagram.com/p/
DJIOzIchq6o/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
127 May 2, 2025 Congratulations! You Have Been Selected as the https://www.instagram.com/p/DJI-
Winner of the Wholesale Crosswords Puzzle 58aBluU/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
128 May 3, 2025 Happy Kuningan Day https://www.instagram.com/p/
DJKzpcXBA_q/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
129 May 3, 2025 Winning Four Awards at the 2025 Mastercard https://www.instagram.com/p/
Forum, BNI Reaffirms Its Position as a DJLve4shIWB/?utm_source=ig_web_copy_
Transactional Bank link&igsh=MzRlODBiNWFlZA==
130 May 4, 2025 Thank You, Team Indonesia, for Your Efforts at the https://www.instagram.com/p/
2025 Sudirman Cup DJO0dUSBfKo/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
2025 Annual Report
1051
PT Bank Negara Indonesia (Persero) Tbk
Page 405
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
131 May 4, 2025 Rejeki wondr BNI – CFD Takeover: BNI Invites https://www.instagram.com/p/
the Public to Stay Healthy While Competing for DJO1PE7BP3g/?utm_source=ig_web_copy_
Attractive Prizes link&igsh=MzRlODBiNWFlZA==
132 May 10, 2025 BNI Targets Young Investors to Manage https://www.instagram.com/p/
Investments Through the New BIONS DJbqzcDhSUY/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
133 May 10, 2025 BNI Urges the Public to Beware of Scams https://www.instagram.com/p/
Disguised as Rejeki wondr BNI Prize Draws DJbtKIihLbv/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
134 May 10, 2025 BNI Supports the 2025 Futsal Series, Engaging https://www.instagram.com/p/
More Than 16,000 Student Athletes Nationwide DJbwelnB3DH/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
135 May 10, 2025 Providing Affordable Mortgages for Migrant Workers https://www.instagram.com/p/
Through Collaboration with the Ministry of Public DJcFamZBnzR/?utm_source=ig_web_copy_
Works and Housing, KP2MI, and BP Tapera link&igsh=MzRlODBiNWFlZA==
136 May 12, 2025 Happy Vesak Day https://www.instagram.com/reel/DJh-
wEUBfjR/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
137 May 16, 2025 BNI Provides Solutions to Accelerate Supply Chain https://www.instagram.com/p/DJtrI-
Financing Through BNIdirect Supply Chain uh909/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
138 May 16, 2025 From Bekasi to Probolinggo, BNI Supports https://www.instagram.com/p/
Infrastructure Improvements to Drive Rural DJtyAb0hb7l/?utm_source=ig_web_copy_
Economic Growth link&igsh=MzRlODBiNWFlZA==
139 May 20, 2025 Happy National Awakening Day, May 20, 2025 https://www.instagram.com/p/
DJ2lIydh5vs/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
140 May 21, 2025 Rejeki wondr BNI Podcast Series https://www.instagram.com/p/DJ6Yiv_
x4P_/?igsh=N3Vpamdxa2Iwbngx
141 May 21, 2025 Realizing Food Security and Rural Economic https://www.instagram.com/p/
Equity, BNI Forms a Strategic Partnership with DJ6cTZPxgCf/?igsh=aXJ4aXQxNnFtbnps
BUMDes in Yogyakarta
142 May 21, 2025 BNI Partners with Ismaya Group to Present https://www.instagram.com/p/
Japanese Cuisine DJ6cTZPxgCf/?igsh=aXJ4aXQxNnFtbnps
143 May 21, 2025 Strengthening Transformation Commitment, BNI https://www.instagram.com/p/
Wins CIO of the Year at the ASEAN Fintech Awards DJ6jIHhxzHL/?igsh=MWR6czRod243MGlsNg==
2025
144 May 29, 2025 Prepare Yourself to Be the #1 JavaJazz Fan—BNI https://www.instagram.com/p/
Java Jazz Starter Pack DKMS_04SCBZ/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
145 May 29, 2025 Don’t Get Lost at the Biggest Java Jazz Festival— https://www.instagram.com/p/
BNI Java Jazz Venue Map DKMohv0yDo2/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
145 May 29, 2025 BNI Presents a Wondrful Experience, Celebrating https://www.instagram.com/p/DKM_
20 Years of the Java Jazz Festival icuSkSU/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
146 May 29, 2025 Commemorating the Ascension of Jesus Christ https://www.instagram.com/p/
DKNwQK1h5U-/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
147 May 31, 2025 BNI Java Jazz Festival Day 1 Recap https://www.instagram.com/reel/
DKTwlXbR1cN/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
148 June 1, 2025 Happy Pancasila Day, June 1, 2025 https://www.instagram.com/p/
DKVeqdZSE2N/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
149 June 1, 2025 BNI Java Jazz Festival Day 2 Recap https://www.instagram.com/reel/
DKWSnE7xhuc/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
150 June 2, 2025 BNI Java Jazz Festival Day 3 Recap https://www.instagram.com/reel/
DKZPoUgRWL1/?igsh=aHVscGRuZWJmdWpn
151 June 5, 2025 Happy World Environment Day 2025 https://www.instagram.com/p/
DKfx2lWykYw/?igsh=MWV3a25neDV4aXdxYg==
152 June 5, 2025 The Roar of Istora Will Bring a New Story https://www.instagram.com/p/
DKguSZuSbQR/?igsh=OWMzdjAycnNiOXo0
1052 A Heart that Serves, Growing with Indonesia
Page 406
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
153 June 5, 2025 Supporting World Environment Day, BNI GoGreen https://www.instagram.com/p/
Conducts Mangrove Conservation to Boost the DKgzCydyUa_/?igsh=MXZnZDFkb2JmNHFqOA==
Banyuwangi Community Economy
154 June 5, 2025 BNI Strengthens Its Environmental Commitment https://www.instagram.com/p/
on World Environment Day 2025 DKg2c5Oy1Qi/?igsh=MWp3dXpsaGY0c2VvNg==
155 June 5, 2025 BNI Achieves Zero Waste to Landfill, Realizing an https://www.instagram.com/p/
Environmentally Friendly Office DKg589ayrFL/?igsh=NDJ2MG1jazk2b3E=
156 June 5, 2025 BNI Ensures Customer Financial Services Remain https://www.instagram.com/p/
Comfortable Throughout the Eid al-Adha Holiday DKg9UGuyhSe/?igsh=MzYzdDFteXBjamFr
157 June 6, 2025 Happy Eid al-Adha 1446 H https://www.instagram.com/reel/
DKiWrUcSE78/?igsh=MXMyenhsbGUzODV5OA==
158 June 7, 2025 Congratulations to Sabar Karyaman and M. Reza, https://www.instagram.com/p/
Men’s Doubles Runners-Up at the Indonesia Open DKpMSQsybtg/?igsh=MTBoemtibDdhbTVjbg==
2025
159 June 11, 2025 BNI Listed Among the 20 Most Influential https://www.instagram.com/p/
Companies in the National Economy DKwvS7cyZF0/?igsh=MWI5OHBmaGdoYWdycQ==
160 June 12, 2025 Commemorating Entrepreneurship Day, BNI https://www.instagram.com/p/
Supports MSMEs to Scale Up, Be Sustainable, and DKwyz0ayPr7/?igsh=OXk2bW16MG9ya2sw
Go Global
161 June 14, 2025 BNI’s Tangible Contribution to the Infrastructure https://www.instagram.com/p/DK2HC5mS-
Sector, Supporting Connectivity and Economic JX/?igsh=MTVmcmJwNWJsemxxag==
Equity
162 June 14, 2025 Strengthening Green and Social Financing, BNI Is https://www.instagram.com/p/
Ready to Issue an IDR5 trillion Sustainability Bond DK2KASeyeEk/?igsh=bWN1NGZxeGg4OTg5
163 June 14, 2025 Strengthening the Backbone of the National https://www.instagram.com/p/
Economy, BNI Disburses IDR4.6 trillion in KUR to DK3Rl6wSXmF/?igsh=MW94dWxlbmhienU1bA==
More Than 20,000 MSMEs
164 June 14, 2025 Cash Deposits at BNI CRM Are Now More https://www.instagram.com/p/
Rewarding, with Cashback and a Chance to Win a DK3YcIryGZo/?igsh=cGJ6eXQ4dG93OGll
Mercedes-Benz
165 June 16, 2025 BNI Brings Three Indonesian MSMEs to South https://www.instagram.com/p/
Korea’s Largest Food Exhibition DK9RhCcySkV/?igsh=Z2k3aDlteHJtbG1q
166 June 21, 2025 BNI Strengthens the Campus Digital Financial https://www.instagram.com/p/
Ecosystem DLJigANSyJE/?utm_source=ig_web_copy_
link&igsh=YmRpZXJiNHhtZ3ox
167 June 22, 2025 Happy 498th Anniversary of Jakarta https://www.instagram.com/p/
DLLjTSUzXvv/?utm_source=ig_web_copy_
link&igsh=MTY5OGM5b28wMWVyMw==
168 June 23, 2025 BNI Receives International Recognition as One of https://www.instagram.com/p/
the Best Companies to Work for in Asia DLPuz_2Syne/?utm_source=ig_web_copy_
link&igsh=dnFxd2kzajY0cGF6
169 June 26, 2025 BNI Sweeps 16 Awards at the 2025 BSEA https://www.instagram.com/p/
DLW741kyhka/?utm_source=ig_web_copy_
link&igsh=MTIweHducjlhczFlMA==
170 June 26, 2025 BNI Holds the BNIdirect Capabilities Event in https://www.instagram.com/p/
Makassar DLXAyHISSP7/?utm_source=ig_web_copy_
link&igsh=MW9ndmtydmliNmR2Yw==
171 June 27, 2025 Happy Islamic New Year, 1 Muharram 1447 H https://www.instagram.com/p/
DLYbR0dSBmg/?utm_source=ig_web_copy_
link&igsh=aXVpdG9mNXNiMHE5
172 June 28, 2025 Get Ready for July 5 & 6 https://www.instagram.com/p/
DLmoK8Yyw8x/?utm_source=ig_web_copy_
link&igsh=Y3o5a25oNHU4N21p
173 July 2, 2025 BNI Brings Home the Excellence GCG Award 2025 https://www.instagram.com/p/
DLmkeYpSdFg/?utm_source=ig_web_copy_
link&igsh=MWJ2bDk1c2NhNWs0Zg==
174 July 2, 2025 BNI Wins the Best Digital Banking Innovation https://www.instagram.com/p/
Adoption 2025 Award DLmmTWeSHC1/?utm_source=ig_web_copy_
link&igsh=MXRrOHo2YTJ0bDd6Ng==
175 July 2, 2025 BNI Wins Two GovMedia Awards 2025 https://www.instagram.com/p/
DLmoK8Yyw8x/?utm_source=ig_web_copy_
link&igsh=Y3o5a25oNHU4N21p
176 July 2, 2025 BNI Hi-Movers, Let’s Show the Excitement of BNI’s https://www.instagram.com/p/
79th Anniversary DLmtHADhU4g/?utm_source=ig_web_copy_
link&igsh=dWo1YnNodDVsaDI5
2025 Annual Report
1053
PT Bank Negara Indonesia (Persero) Tbk
Page 407
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
177 July 2, 2025 Flash Sale—Only Valid for 2 Hours. Mark the Time https://www.instagram.com/reel/
DLmzDAuSfZh/?utm_source=ig_web_copy_
link&igsh=eHdxaTF2cHB1bmJ4
178 July 2, 2025 A Collection of Attractive Promotions—Check https://www.instagram.com/reel/
Them Out DLm1vEhS1xa/?utm_source=ig_web_copy_
link&igsh=OXo1cjl5OXMxdDg1
179 July 3, 2025 Use the Feature and Get the Promo—Find Out https://www.instagram.com/reel/
Here DLovE6iyPNw/?utm_source=ig_web_copy_
link&igsh=ZzdjZnFoY2t4azdl
180 July 4, 2025 BNI’s 79th Anniversary Is Just Around the Corner https://www.instagram.com/p/
DLq4Z7EhL0c/?utm_source=ig_web_copy_
link&igsh=cWY0dmg2Nmw3bGtl
181 July 5, 2025 79th BNI, Accompanying Every Step https://www.instagram.com/p/
DLtjot6h4su/?utm_source=ig_web_copy_
link&igsh=MTJoZDQ4aWwxOWt4bw==
182 July 5, 2025 Who Says the Beginning of the Month Means https://www.instagram.com/p/
Cutting Back on Spending? DLtn057STY3/?utm_source=ig_web_copy_
link&igsh=d2xqcGZzbXN1aXFz
183 July 6, 2025 BNI Employee Excellence (BEE) Award 2025 https://www.instagram.com/p/
DLw3BrEhbzC/?utm_source=ig_web_copy_
link&igsh=MW9vdDZxajRibWQ0cA==
184 July 6, 2025 For 79 Years, BNI Has Not Only Been Present as a https://www.instagram.com/p/
Financial Institution DLxMQUNSwBQ/?utm_source=ig_web_copy_
link&igsh=YmczcjhjemdhMGlkk
185 July 7, 2025 Thanksgiving Ceremony for BNI’s 79th Anniversary https://www.instagram.com/p/
DLzstWAhjQZ/?igsh=MWFnOW
NtcjB3ODk0NQ==
186 July 7, 2025 Swadharma Bakti Negara https://www.instagram.com/reel/
DLz53RdxJkn/?utm_source=ig_web_copy_
link&igsh=OHV5bnN6ZHo3YjZk
187 July 7, 2025 BNI Board of Directors Visit Branch Offices https://www.instagram.com/p/DL17g-
rx5eC/?utm_source=ig_web_copy_
link&igsh=MTdueWN0cG16OTN6Ng==
188 July 8, 2025 Ready to Go Global https://www.instagram.com/reel/
DL7CnXwSG2J/?utm_source=ig_web_copy_
link&igsh=M3YxNW8wcmMxeTkz
189 July 10, 2025 BNI Is Ready to Support MSMEs Going Public https://www.instagram.com/p/
Through the RISE to IPO Program DMMoahoSNA0/?utm_source=ig_web_copy_
link&igsh=MWNmcjNwbnlla3hicg==
190 July 17, 2025 The Most Recommended Bank with a Creative https://www.instagram.com/p/
Mortgage Program DMMuoQxSV3g/?utm_source=ig_web_copy_
link&igsh=dHhoZGZ5N3lucm81
191 July 17, 2025 Grave Visitation and Flower-Laying Ceremony https://www.instagram.com/p/
Commemorating BNI’s 79th Anniversary DMNAjPxhzs4/?utm_source=ig_web_copy_
link&igsh=MWprZ3ZvM3MwOXh5OQ==
192 July 17, 2025 Tribute to the Pioneer R.M. Margono https://www.instagram.com/p/DMWiiN_h-
Djojohadikoesoemo dZ/?utm_source=ig_web_copy_
link&igsh=aXUzdHJ4ZTRmbjJ1
193 July 21, 2025 BNI Supports the Red-and-White Village/Urban https://www.instagram.com/p/
Cooperative Program DMaIX90yGJt/?utm_source=ig_web_copy_
link&igsh=enhzcDN0bm5xNnpw
194 July 22, 2025 Happy National Children’s Day 2025 https://www.instagram.com/p/
DMbu2yASr5E/?utm_source=ig_web_copy_
link&igsh=MWFvbDhudmQ5YXBncw==
195 July 23, 2025 BNI wondrX 2025: More Than Just an Expo https://www.instagram.com/reel/
DMb2rjwScHk/?utm_source=ig_web_copy_
link&igsh=MmNsMmpnYTh4ZnB0
196 July 23, 2025 BNI Disburses 25,000 FLPP Mortgage Units https://www.instagram.com/p/
DMe1s9SSgYG/?utm_source=ig_web_copy_
link&igsh=MTh6endjajR0ZHcwcQ==
197 July 24, 2025 Get to Know BNI wondrX 2025: More Than Just an https://www.instagram.com/p/
Expo DMe1s9SSgYG/?utm_source=ig_web_copy_
link&igsh=MTh6endjajR0ZHcwcQ==
1054 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
198 July 24, 2025 BNI Wins the BRAVO 500 Summit Awards 2025 https://www.instagram.com/p/
DMfXq4dSpJ3/?utm_source=ig_web_copy_
link&igsh=MTd3OWVuMzRieWFiaw===
199 July 24, 2025 BNI Products and Services Win the Top Brand https://www.instagram.com/p/
Award 2025 DMhm5u9S1Jm/?utm_source=ig_web_copy_
link&igsh=azZsdndvNzh3MDBx
200 July 25, 2025 Strengthening Liquidity and Asset Quality https://www.instagram.com/p/
Management DMhyG7WS3wo/?utm_source=ig_web_copy_
link&igsh=MWdhNHo0eWx1NmNleg==
201 July 25, 2025 Happy World Mangrove Day https://www.instagram.com/p/
DMjcOVCBRxu/?utm_source=ig_web_copy_
link&igsh=Nmp3b3BmcjZmZnZz
202 July 26, 2025 Congratulations on the Achievements of https://www.instagram.com/p/DMm-_
Indonesian Badminton Athletes ypSXms/?utm_source=ig_web_copy_
link&igsh=MjM1c2V0Y2prMnYw
203 July 27, 2025 The Excitement of BNI’s 79th Anniversary Series https://www.instagram.com/reel/
DMr44PwhGUe/?utm_source=ig_web_copy_
link&igsh=MTV1YTk0NnYwejZmbw==
204 July 29, 2025 Holding a Blood Donation Drive, BNI https://www.instagram.com/p/DMw-
Demonstrates Care for Others 8bchl23/?utm_source=ig_web_copy_
link&igsh=MWZvcWE2MjBocDFtcA==
205 August 1, 2025 Still in the Spirit of BNI’s 79th Anniversary https://www.instagram.com/reel/
DMzHFi6yka7/?utm_source=ig_web_copy_
link&igsh=MTBxeWY0ZnV6MmhsOQ==
206 August 6, 2025 BNI Hi-Movers, Let’s Join the Poetry Reading https://www.instagram.com/p/
Competition DNA5K3FhCUk/?utm_source=ig_web_copy_
link&igsh=MWV2MGM4MHhubmFqeA==
207 August 7, 2025 Planting 79,000 Coastal Pine Seedlings https://www.instagram.com/p/
DNCntSLhesc/?utm_source=ig_web_copy_
link&igsh=MWRhNmtuM2pkMG9mNw==
208 August 7, 2025 BNI and SMF Integrate Digital Payment Services https://www.instagram.com/p/
DNDDBL5yPns/?utm_source=ig_web_copy_
link&igsh=MWtwMWxqMXgwdmVzMA==
209 August 8, 2025 More Than Just an Expo https://www.instagram.com/p/
DNFP1tnSbDz/?utm_source=ig_web_copy_
link&igsh=MWRpczkwNDlrYXowNw==
210 August 9, 2025 Planting 79,000 Coastal Pine Trees at Tiris Beach, https://www.instagram.com/p/
Indramayu DNIbEc7Bc32/?utm_source=ig_web_copy_
link&igsh=YzNldHhpbGphOGps
211 August 12, 2025 Happy Independence Day of the Republic of https://www.instagram.com/reel/
Indonesia DNQVx95yYSd/?utm_source=ig_web_copy_
link&igsh=MWZ2enM1Zmd4c25hOA==
212 August 14, 2025 Let’s Show the Excitement of Indonesia’s 80th https://www.instagram.com/p/
Independence Anniversary DNUWGicyQuE/?utm_source=ig_web_copy_
link&igsh=MXJlcXFkazRhaTFyaA==
213 August 14, 2025 Congratulations to the Winners of Rejeki wondr https://www.instagram.com/p/
BNI DNUXxOjyDe9/?utm_source=ig_web_copy_
link&igsh=ZWxwbGRidWp1M2Nn
214 August 15, 2025 Let’s Experience the Excitement of BNI wondrX https://www.instagram.com/p/
2025 DNXS1dRhAc5/?utm_source=ig_web_copy_
link&igsh=NmVnZXA0bThrMWlo
215 August 16, 2025 Show Your Creativity at the BNIdirect Video https://www.instagram.com/p/
Competition 2025 DNYDpq5xZNe/?utm_source=ig_web_copy_
link&igsh=eWpkNjRrbTV4bGpw
216 August 16, 2025 BNI WONDRX 2025 Officially Opens https://www.instagram.com/p/
DNZdVB2Be1E/?utm_source=ig_web_copy_
link&igsh=enRxZzNydXJ5MDhp
217 August 16, 2025 Thank You for Your Service! BNI Hi-Movers https://www.instagram.com/p/
Volunteers of Bakti BUMN DNZoHhxy9aC/?utm_source=ig_web_copy_
link&igsh=YzQwYnplb3ZlZG45
218 August 16, 2025 Happy Independence Day of the Republic of https://www.instagram.com/reel/
Indonesia DNb9jadBvOS/?utm_source=ig_web_copy_
link&igsh=enpzYXg5dGd1bHZz
2025 Annual Report
1055
PT Bank Negara Indonesia (Persero) Tbk
Page 409
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
219 August 17, 2025 Day 2 of BNI wondrX 2025 https://www.instagram.com/p/
DNcg83phk7e/?utm_source=ig_web_copy_
link&igsh=MTB6N3FmdG5vaDExdw==
220 August 18, 2025 Watching the Carnival While Taking Selfies—This https://www.instagram.com/p/
Year’s Independence Day Celebration Is So Much DNc619WSGhR/?utm_source=ig_web_copy_
Fun link&igsh=MTF0M3NtNDd2cXh4dw==
221 August 18, 2025 Commemoration of the 80th Anniversary of the https://www.instagram.com/p/
Republic of Indonesia DNdP6XzBSfo/?utm_source=ig_web_copy_
link&igsh=MTFmeGRuZXlwdWlpag==
222 August 18, 2025 Even More Festive on the Final Day of BNI https://www.instagram.com/p/
WONDRX 2025 DNfCWfehu_l/?utm_source=ig_web_copy_
link&igsh=Y2h2a2h4ZGF6eG53
223 August 18, 2025 BNI Presents WONDRSTAGE at Dukuh Atas https://www.instagram.com/p/
DNf0lGdhMTC/?utm_source=ig_web_copy_
link&igsh=MWdqMWFqc2RvdjZjMA==
224 August 19, 2025 People’s Festival for the 80th Independence https://www.instagram.com/reel/
Anniversary DNkE2LbS8Xg/?utm_source=ig_web_copy_
link&igsh=NHh3dmgzbWFyeXVh
225 August 20, 2025 BNI and ITB Hold a Community Run https://www.instagram.com/p/
DNvKt6nwiJq/?utm_source=ig_web_copy_
link&igsh=d3B4NjJiaTExNTJm
226 August 24, 2025 BNI Wins Two Awards from OJK https://www.instagram.com/p/
DN5ieSUAZBS/?utm_source=ig_web_copy_
link&igsh=Zjd3NnE4MG5hc3d6
227 August 28, 2025 BNI Disburses IDR5 trillion in Facilities to https://www.instagram.com/p/
Jamkrindo DN8JQXgAQ-Z/?utm_source=ig_web_copy_
link&igsh=ZGlmcWVzdjF6dm82
228 September 2, Let’s Use Social Media Wisely https://www.instagram.com/p/
2025 DOF5jRHgc6y/?utm_source=ig_web_copy_
link&igsh=MXI0ZHB4cHM3ajNyaA==
229 September 3, Celebrating National Customer Day 2025 https://www.instagram.com/p/
2025 DOIzmZ7AcJT/?utm_source=ig_web_copy_
link&igsh=aThubWJ3NWo3eG04
230 September 3, BNI’s Commitment to Reducing Stunting https://www.instagram.com/p/
2025 DOJFyrPASIA/?utm_source=ig_web_copy_
link&igsh=N2RhYWFjbWY3OW4=
231 September 4, Happy National Customer Day https://www.instagram.com/p/
2025 DOKGKlYgXoI/?utm_source=ig_web_copy_
link&igsh=MTRmZXlncWlrdHB5Ng==
232 September 4, Happy National Customer Day 2025 https://www.instagram.com/reel/
2025 DOKa69bgcod/?utm_source=ig_web_copy_
link&igsh=bmtjcjI1b2FnbDFz
233 September 4, Happy National Customer Day 2025 https://www.instagram.com/reel/
2025 DOKbYz6gbfX/?utm_source=ig_web_copy_
link&igsh=MWV1c2hiOWJmcWM4dA==
234 September 5, Commemorating the Birth of Prophet Muhammad https://www.instagram.com/p/
2025 (Maulid Nabi Muhammad SAW) DOMrAPygfeN/?utm_source=ig_web_copy_
link&igsh=ajVhZ2xrcHl3cTRj
235 September 5, Management Outreach on National Customer Day https://www.instagram.com/p/
2025 2025 DONF8fGEUOx/?utm_source=ig_web_copy_
link&igsh=MWpkanZreWxwb2o0ZA==
236 September 5, From Western to Eastern Indonesia, BNI Branch https://www.instagram.com/p/
2025 Offices Join the Celebration of National Customer DONGQv4ETMv/?utm_source=ig_web_copy_
Day 2025 link&igsh=MTk3aG9yMTFxa3AzOQ==
237 September 6, Behind the Scenes of Excellent BNI https://www.instagram.com/p/
2025 DOORMqtEau_/?utm_source=ig_web_copy_
link&igsh=ZDU1eXg4eTdiam01
238 September 7, Public Expose Live 2025 https://www.instagram.com/p/DOS3V_
2025 FAdqY/?utm_source=ig_web_copy_
link&igsh=MTE0aXozM2cybHhzZg==
239 September 9, Happy National Sports Day https://www.instagram.com/p/
2025 DOXIq8igYZF/?utm_source=ig_web_copy_
link&igsh=MWE5YWhpY2NoMjl0Nw==
240 September 13, Furniture MSMEs from Klaten Penetrate Export https://www.instagram.com/p/
2025 Markets with Support from BNI Xpora DOhfCcegWFr/?utm_source=ig_web_copy_
link&igsh=MjluczF0a2l5bGYw
1056 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
241 September 15, BNI Moves Quickly to Disburse Emergency Aid https://www.instagram.com/p/
2025 DOnv0huAbfa/?utm_source=ig_web_copy_
link&igsh=MThjZzRhZDhydmJicQ==
242 September 18, BNI Drives Sustainability and the People’s https://www.instagram.com/p/
2025 Economy DOvsMZegVxN/?utm_source=ig_web_copy_
link&igsh=Ynl0aXV6MzFxbno3
243 September 19, BNI Strengthens Integrity and GCG https://www.instagram.com/p/
2025 DOxrCy5Abvk/?utm_source=ig_web_copy_
link&igsh=MXhlcDdsY3lxMTJubg==
244 September 25, BNI Achieves the Highest Rating in GCG https://www.instagram.com/p/
2025 Implementation DPBoqNlgW-P/?utm_source=ig_web_copy_
link&igsh=aHdpNHdjYWszM3F1
245 September 26, BNI Strengthens Its ESG Commitment https://www.instagram.com/p/
2025 DPDEstkgfoF/?utm_source=ig_web_copy_
link&igsh=MTU1YnZsbnFtcjRsMg==
246 September 28, Happy International Right to Know Day https://www.instagram.com/p/
2025 DPH5PRWAaax/?utm_source=ig_web_copy_
link&igsh=MjY4aXB3cTYxMm15
247 September 28, BNI Socializes the Housing Credit Program in https://www.instagram.com/p/
2025 Banten DPIacXWgVri/?utm_source=ig_web_copy_
link&igsh=MWgwZWVvZ2hncGQyNg==
248 September 28, Congratulations on the Achievements of https://www.instagram.com/p/
2025 Indonesian Badminton Athletes DPJDd3ggYTj/?utm_source=ig_web_copy_
link&igsh=MTkwYzQxZjgwNzZmaQ==
249 September 29, BNI Encourages a Culture of Transparency https://www.instagram.com/p/
2025 DPLpmHzgbD2/?utm_source=ig_web_copy_
link&igsh=MWNoaDVjbm1ndjRiYQ==
250 September 30, BNIdirect Video Competition 2025 https://www.instagram.com/p/DPNsSq_
2025 Ac__/?utm_source=ig_web_copy_
link&igsh=MTlsMjF4c293ZnkwZg==
251 October 5, 2025 BNI Strengthens the People’s Economy and https://www.instagram.com/p/
Environmental Sustainability in Ponggok Village DPlO8cmAcrM/?utm_source=ig_web_copy_
link&igsh=bW85Znk2bzQ5amY4
252 October 10, Board of Commissioners, Board of Directors, https://www.instagram.com/p/
2025 and All Employees of PT Bank Negara Indonesia DPlO8cmAcrM/?utm_source=ig_web_copy_
(Persero) Tbk link&igsh=bW85Znk2bzQ5amY4
253 October 11, BNI Encourages MSMEs to Scale Up https://www.instagram.com/p/
2025 DPoIcl8ARoh/?utm_source=ig_web_copy_
link&igsh=MXJxMzAzYmsyYjU0Mw==
254 October 12, Congratulations to the Indonesian Badminton https://www.instagram.com/p/
2025 Team, Men’s Team Runners-Up DPqsc5cAf_E/?utm_source=ig_web_copy_
link&igsh=MXNncXZpOWl0cjNmNg==
255 October 13, BNI Dominates the 2025 Financial Services https://www.instagram.com/p/
2025 Basketball League DPvo7LsgVGB/?utm_source=ig_web_copy_
link&igsh=MTNsdnppZG5pamE0cg==
256 October 17, Happy 74th Birthday to the President of the https://www.instagram.com/p/
2025 Republic of Indonesia DP6v98zgd5b/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
257 October 17, BNI Wins the IDX Channel Anugerah Inovasi https://www.instagram.com/p/DP5CGe_
2025 Indonesia 2025 AYOw/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
258 October 17, From Indonesia to the World: Time to Take the https://www.instagram.com/p/
2025 Global Stage at the Denmark Open DP51s7cAZM5/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
259 October 17, BNI Supports the Development and Operation of a https://www.instagram.com/p/
2025 500 MW Geothermal Energy Project with PT Geo DP6E7xTgd2V/?utm_source=ig_web_copy_
Dipa Energi (Persero) link&igsh=MzRlODBiNWFlZA==
260 October 20, Proud! Indonesian Badminton Athletes Prove https://www.instagram.com/p/
2025 World-Class Achievements DQA507VgXub/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
261 October 24, BNI Records Solid Fundamental Performance in https://www.instagram.com/p/
2025 Q3 2025 DQLafwhgbCs/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
2025 Annual Report
1057
PT Bank Negara Indonesia (Persero) Tbk
Page 411
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
262 October 24, The wondr Jakarta Running Festival 2025 Is Just https://www.instagram.com/p/
2025 Around the Corner DQMMNpfAVhm/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
263 October 25, Let’s Go to the wondr Jakarta Running Festival https://www.instagram.com/p/
2025 Expo DQNkHZpgcPj/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
264 October 26, BNI Invites 27,300 Runners to Drive the Economy https://www.instagram.com/p/
2025 and Protect the Earth DQRl7KGge9-/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
265 October 26, Congratulations to Fajar Alfian & M. Shohibul https://www.instagram.com/p/
2025 Fikri, Men’s Doubles Runners-Up at the Yonex DQRyqp7gaX3/?utm_source=ig_web_copy_
French Open 2025 link&igsh=MzRlODBiNWFlZA==
266 October 28, Happy Youth Pledge Day, October 28, 2025 https://www.instagram.com/p/
2025 DQVJI8DAbXv/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
267 November 1, From Pekanbaru to Medan, BNI and PBSI Bring https://www.instagram.com/p/
2025 the Spirit of Champions to Indonesia DQeAX6jAeUv/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
268 November 2, BNI Supports the Expansion of Indonesian https://www.instagram.com/p/DQiQx__
2025 Diaspora Restaurants in the Netherlands Through AQ3I/?utm_source=ig_web_copy_
the Diaspora Loan Program link&igsh=MzRlODBiNWFlZA==
269 November 3, Congratulations to the Winners of the BNIdirect https://www.instagram.com/p/
2025 Video Competition 2025 DQlZcqUgYEp/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
270 November 4, BNI–ITS Synergy Through the wondr Surabaya ITS https://www.instagram.com/p/
2025 Run 2025 DQnuA5wgeL0/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
271 November 6, Putri Kusuma Wardani https://www.instagram.com/p/
2025 DQrNnSjgRYp/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
272 November 6, BNI Demonstrates the Role of Collaboration in https://www.instagram.com/p/DQs6_
2025 Driving Digital Innovation T1gc_O/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
273 November 8, Supporting the Creativity of Local Filmmakers https://www.instagram.com/p/
2025 DQwOzdAgU9H/?img_index=1
274 November 9, BNI Wins an Award for Its Contribution to MSME https://www.instagram.com/p/
2025 Empowerment and Village Finance DQyGImkgReU/?img_index=1
275 November 10, Happy National Heroes Day https://www.instagram.com/p/DQ2nY5qAV5c/
2025
276 November 11, Indonesia International Challenge https://www.instagram.com/p/
2025 DQ6f8pLgXO_/?img_index=1
277 November 12, BNI Encourages MSMEs to Scale Up https://www.instagram.com/p/
2025 DRMc44TgWKl/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
278 November 18, Public Information Disclosure Public Test 2025 https://www.instagram.com/p/
2025 DRNyjibgZYv/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
279 November 19, Happy Galungan Day https://www.instagram.com/p/DRQr_q-
2025 gbMa/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
280 November 20, BNI Wins the Women in SDGs Action Award 2025 https://www.instagram.com/p/DRQr_q-
2025 gbMa/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
281 November 20, BNI Wins Two Awards at ICXA 2025 https://www.instagram.com/p/
2025 DRReHPfAe_U/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
282 November 21, BNI Launches Indonesia’s First ESG Advisory https://www.instagram.com/quickpose/p/
2025 Playbook DRWSDEVAT9s/
283 November 22, wondr Bright Up Cup 2025 https://www.instagram.com/quickpose/p/
2025 DRV1o6WAa3S/
284 November 23, BNI Conducts a Public Test Presentation https://www.instagram.com/quickpose/p/DRZa-
2025 tLAQS3/
285 November 24, Indonesian Young Athletes Reap Titles https://www.instagram.com/quickpose/p/
2025 DRa1HArAbDp/
1058 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Date Title Publication Links
286 November 26, wondr Bright Up Cup Jakarta 2025—Buy 1 Get 2 https://www.instagram.com/p/
2025 Tickets DReBKJPgf2l/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
287 November 27, Ready to Bright Up the Court? https://www.instagram.com/p/
2025 DRhFfn3AdbY/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
288 November 29, Happy Kuningan Day https://www.instagram.com/p/
2025 DRnif9oE4ct/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
289 November 29, Indonesia Dominates the Podium https://www.instagram.com/p/
2025 DRn5dgFgY7E/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
290 November 30, Support and Empathy for Aceh Province, North https://www.instagram.com/p/
2025 Sumatra, and West Sumatra DRoEnAigSog/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
291 December 1, BNI and the Ministry of Manpower Strengthen the https://www.instagram.com/p/
2025 Development of Young Talent DRs52OAAfSQ/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
292 December 1, BNI Earns the “The Most Trusted Companies” Title https://www.instagram.com/p/
2025 DRtArUvAX34/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
293 December 4, wondr Bright Up Cup Jakarta 2025 Giveaway https://www.instagram.com/p/
2025 DRytS5XAby6/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
294 December 4, Use Social Media Wisely https://www.instagram.com/p/
2025 DRy0RvygRN_/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
295 December 6, BNI Acts Swiftly to Support Sumatra’s Recovery https://www.instagram.com/p/
2025 After Disasters DR37zyXAcjp/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
299 December 6, BNI Is Present to Support Employees Affected by https://www.instagram.com/p/
2025 Disasters DR39bIzAY-E/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
300 December 6, International Anti-Corruption Day 2025 https://www.instagram.com/p/
2025 DR5x4JjgbHA/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
301 December 9, Commemorating International Anti-Corruption https://www.instagram.com/p/
2025 Day DSBu2m1AZ9V/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
302 December 9, “Timur” Premieres, BNI Strengthens Its Support https://www.instagram.com/p/
2025 for the National Film Industry DSB67m6AYlI/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
303 December 9, wondr Bright Up Cup Jakarta 2025, New Energy https://www.instagram.com/p/
2025 for Indonesian Sports DSB7pkrgRPz/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
304 December 14, BNI Wins the Environment & Sustainability Award https://www.instagram.com/p/
2025 at the ESG Achievement Awards 2025 DSORusmk0D5/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
305 December 14, BI Appreciates BNI’s Contribution https://www.instagram.com/p/
2025 DSMEUmQgZiX/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
306 December 14, BNI Wins the Digital Transformation Driver Award https://www.instagram.com/p/
2025 2025 DSMH99Xgb6G/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
307 December 14, BNI Wins Two Prestigious Awards at the BI Awards https://www.instagram.com/p/
2025 2025 DSMMKtYAXp9/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
308 December 14, BNI Demonstrates Governance Consistency, https://www.instagram.com/p/
2025 Sweeping Two Annual Report Awards 2024 DSNK616gZZC/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
309 December 14, Driving Gorontalo MSMEs to Penetrate Global https://www.instagram.com/p/
2025 Markets DSORusmk0D5/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 413
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Title Publication Links
310 December 15, BNI Expands Emergency Aid Distribution for https://www.instagram.com/reel/
2025 Communities Affected by Floods and Landslides DSOmVF1gWn1/?utm_source=ig_web_copy_
Across Sumatra link&igsh=MzRlODBiNWFlZA==
311 December 15, BNI Holds an Extraordinary General Meeting of https://www.instagram.com/p/
2025 Shareholders DSSQhDuAaId/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
312 December 15, Thank You for Your Service and Dedication, Mr. https://www.instagram.com/p/
2025 Suminto DSSVmarATT6/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
313 December 15, Congratulations on Your Appointment, Mr. Febrio https://www.instagram.com/p/
2025 Nathan Kacaribu DSSawG8gaHB/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
314 December 15, #ServingWholeheartedly https://www.instagram.com/reel/
2025 DSRUYbPAQrg/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
315 December 16, BNI Supports the Film “Timur” https://www.instagram.com/p/DSU2m4_
2025 gQg4/?utm_source=ig_web_copy_link
316 December 16, BNI Supports Sean Gelael as He Begins the 2026 https://www.instagram.com/p/
2025 Racing Season DSU6bdkAVnT/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
317 December 16, BNI Receives Appreciation from the Ministry of https://www.instagram.com/p/DSVBCLDAb-
2025 MSMEs v/?utm_source=ig_web_copy_link
318 December 16, BNI Drives the Digitalization and Transparency of https://www.instagram.com/p/
2025 FMCG Supply Chains DSbQJPDAeV4/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
319 December 19, Volunteers for Solidarity https://www.instagram.com/p/
2025 DScrItmAUhy/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
320 December 20, In Sumatra, We Witnessed How Days That Had https://www.instagram.com/reel/
2025 Been Interrupted Began Again DSfBb48ATmA/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
321 December 20, BNI’s Commitment to Disaster Response in https://www.instagram.com/p/
2025 Sumatra DSgnrFogcFJ/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
322 December 21, Happy National Mother’s Day https://www.instagram.com/p/
2025 DSiznKPEyJm/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
324 December 22, Commitment to the Implementation of Good https://www.instagram.com/p/
2025 Corporate Governance DSjPCrGgS6S/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
325 December 22, BNI–BUMN Peduli Post Is Present to Strengthen https://www.instagram.com/p/DSm1P9-
2025 Hope AbTC/?utm_source=ig_web_copy_link
326 December 25, Celebrate Your Moment, Make Your Wishes Come https://www.instagram.com/reel/
2025 True with Exciting Promotions DSojxX1Aacn/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
327 December 25, BNI Continues to Serve Wholeheartedly https://www.instagram.com/p/
2025 Throughout the Year-End Holidays DSpF40lgchg/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
328 December 25, BNI Provides Post-Disaster Trauma Healing https://www.instagram.com/p/DSpd-
2025 lCgfLf/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
329 December 25, Merry Christmas https://www.instagram.com/p/
2025 DSqfOuck_BA/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
330 December 29, BNI Once Again Becomes an Informative Public https://www.instagram.com/p/
2025 Institution DS1KeFdgRai/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
331 December 29, BNI Srikandi: Strengthening the Role of Women https://www.instagram.com/p/
2025 for BNI’s Future DS1TV4agW4z/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
332 December 29, BNI Strengthens Its Role in the Housing Program https://www.instagram.com/p/DS1aGb-
2025 AeXX/?utm_source=ig_web_copy_
link&igsh=MzRlODBiNWFlZA==
1060 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
INTERNAL COMMUNICATION MEDIA
The use of technology in internal communication is crucial to support the effectiveness of information
delivery at BNI. Therefore, BNI utilizes various internal communication tools, such as WhatsApp, email, and
BNI Menyapa SMS, to disseminate information to all employees. These communication tools cover several
types of information, including:
1. Newsletter, which contains bank-wide corporate information and high-level content conveyed by the
Board of Directors;
2. Corporate Info, which includes more technical, bank-wide corporate information conveyed by the
Corporate Secretary (CSE) Division;
3. Human Capital Information, which is technical and needs to be delivered promptly by the Human Capital
Strategy (HCS) and Human Capital Services (HCE) Divisions; and
4. Other Information, which is bank-wide but not related to marketing, products, or services.
Throughout 2025, BNI Menyapa e-mails were recorded at 267. Below is a list of topics covered in the BNI
Menyapa e-mail:
No Date Subject E-mail
1 January 3, 2025 BNI Menyapa – Royke Tumilaar Establishes an Innovation Hub at Sarinah, the Birthplace of wondr by BNI
2 January 3, 2025 BNI Menyapa – RACE Talk Series: “Next-Level Integrated Credit Tool in Wholesale Banking”
3 January 6, 2025 BNI Menyapa – Celebrating 37 Years, Indonesian Restaurant in Hong Kong Renovates through BNI
Diaspora Loan
4 January 6, 2025 BNI Menyapa – Closing 2024, BNI Strengthens Consumer and Corporate Businesses to Support
Economic Growth
5 January 13, 2025 BNI Menyapa – 2025: Creating for Indonesia, Stepping Forward for the World, Strengthening BNI’s
Role as a Symbol of National Pride on the Global Stage
6 January 14, 2025 BNI Menyapa – Palembang Entrepreneur Expands Culinary Business in Seoul Using BNI Diaspora Loan
7 January 15, 2025 BNI Menyapa – BNI Supports KUR Distribution for Indonesian Migrant Workers
8 January 15, 2025 BNI Menyapa – Announcement on the Transition from JIBOR to IndONIA
9 January 16, BNI Menyapa – Javanese Couple Succeeds in Culinary Business in Perth, Australia through BNI
2025 Diaspora Loan
10 January 20, 2025 BNI Menyapa – Every Purchase Feels Lighter with Low-Interest Installments Using BNI Credit Cards
11 January 21, BNI Menyapa – Supporting President Prabowo’s Asta Cita in Human Capital Development, BNI
2025 Nurtures Young Indonesian Badminton Athletes
12 January 22, 2025 BNI Menyapa – Digital Transformation Drives Savings Growth, BNI Records IDR21.5 Trillion Profit in 2024
13 January 23, BNI Menyapa – Supporting President Prabowo’s Asta Cita, BNI Strengthens Corporate Governance
2025 and Anti-Corruption Efforts
14 January 24, 2025 BNI Menyapa – BNI BUMI Program Supports President Prabowo’s Asta Cita to Enhance the Green Economy
15 January 30, 2025 BNI Menyapa – BNI Wins Award as the Best Operational Bank for State Treasury Management
16 January 31, 2025 BNI Menyapa – Employee Savings at BNI Increase by 12.9%, Supporting Low-Cost Fund Achievement in 2024
17 February 3, 2025 BNI Menyapa – The Nation’s Future Lies in the Hands of the Young Generation, BNI Actively Develops
Indonesia’s Golden Generation
18 February 4, 2025 BNI Menyapa – IDR21.5 Trillion Profit in 2024, BNI’s Outstanding Performance Praised by the House
of Representatives
19 February 5, 2025 BNI Menyapa – Every Purchase Feels Lighter with Low-Interest Installments Using BNI Credit Cards
20 February 5, 2025 BNI Menyapa – WDC Newsletter December Wrap-Up – Volume 11, January Issue
21 February 6, 2025 BNI Menyapa – BNI Invites Customers and Business Partners to Achieve Unlimited Prosperity in the
Year of the Wood Snake
22 February 10, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Building an Anti-Corruption Culture within
Business Partnership Networks
23 February 11, 2025 BNI Menyapa – BNI Encourages Equitable Rural Economic Growth through the BNI Dedikasi
Program
24 February 11, 2025 BNI Menyapa – BNI Football League 2025: A Collaborative Platform to Promote Employee Work-Life Balance
25 February 11, 2025 BNI Menyapa – Purchase ORI027 via wondr by BNI: More Practical with Attractive Cashback up to
IDR27 Million
26 February 14, 2025 BNI Menyapa – BNI Jejak Kopi Khatulistiwa Supports Garut Coffee Self-Sufficiency and Global
Expansion
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 415
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Subject E-mail
27 February 17, 2025 BNI Menyapa – Preventing Stunting, BNI Provides Nutritious Meals and Smart Parenting Programs
in Tasikmalaya
28 February 13, 2025 BNI Menyapa – Healthy and High-Performing, BNI Wins Badminton Tournament at the Infobank
Sport Competition 2025
29 February 12, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Smart Strategies for Managing Bonuses and THR
30 February 17, BNI Menyapa – BNI CorpU TV Knowledge Supplement: BNI Road to Zero Waste “Let’s Sort, Recycle,
2025 and Reuse!”
31 February 17, BNI Menyapa – Purchase ORI027 via wondr by BNI: More Practical with Attractive Cashback up to
2025 IDR27 Million
32 February 17, BNI Menyapa – Making History, BNI Appreciates Indonesia’s Victory at the Badminton Asia Mixed
2025 Team Championship 2025
33 February 17, 2025 BNI Menyapa – Appreciation of 2023 Performance Achievements
34 February 18, 2025 BNI Menyapa – BNI Listed among TIME’s 500 Best Companies in Asia-Pacific
35 February 18, BNI Menyapa – BNI Football League 2025: A Collaborative Platform to Promote Employee Work-Life
2025 Balance
36 February 20, 2025 BNI Menyapa – BNI Disburses Supply Chain Financing for APP Group Partners
37 February 20, 2025 BNI Menyapa – Grand Final Pitching BINNOVA Batch 4–2024: Data Quality Innovation
38 February 21, BNI Menyapa – Communication Workshop: BNI Optimizes the Role of SOEs in Building Indonesia’s
2025 Global Image
39 February 21, BNI Menyapa – Strengthening Digitalization Synergy, BNI and ACC Establish Autopay Service
2025 Cooperation
40 February 21, 2025 BNI Menyapa – Manage Your Bonus Smartly for a Higher-Quality Future
41 February 21, 2025 BNI Menyapa – Appreciation of 2024 Performance Achievements
42 February 25, 2025 BNI Menyapa – Happy Payday, BNI Hi-Movers!
43 February 26, 2025 BNI Menyapa – Supporting Electric Vehicle Expansion in Indonesia, BNI Partners with Geely
44 February 26, BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Elevating Transactions with BNIdirect Cash –
2026 Operating Account”
45 February 26, 2025 BNI Menyapa – Manage Your Bonus Smartly for a Higher-Quality Future
46 February 26, 2025 BNI Menyapa – Strengthening Digitalization Synergy, BNI and ACC Establish Autopay Service Cooperation
47 February 27, BNI Menyapa – BNI Supports Bakti BUMN Volunteers in Pamekasan, Empowering MSMEs and
2025 Protecting the Environment
48 February 27, 2025 BNI Menyapa – Appreciation of 2024 Performance Achievements
49 February 27, 2025 BNI Menyapa – Providing Financial Literacy, BNI Shares Investment Tips for Gen Z
50 February 28, 2025 BNI Menyapa – Happy Payday, BNI Hi-Movers!
51 February 28, BNI Menyapa – Preserving the Cultural Heritage of Weaving through Support for the Cita Raya
2025 HIKAYAT Fashion Show
52 February 28, BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Strengthening Anti-Fraud Awareness
2025 through the Implementation of POJK No. 12 of 2024 for Financial Services Institutions”
53 March 3, 2025 BNI Menyapa – WDC Newsletter January Wrap-Up – Volume 12, February Issue
54 March 4, 2025 BNI Menyapa – Notification of BNI’s Positive Performance Achievement for January 2025
55 March 4, 2025 BNI Menyapa – Short, Simple, and Fun: Convert 0% Credit Card Installments with wondr by BNI
56 March 6, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Ramadan Spiritual Lecture: Enhancing
Spiritual and Social Piety”
57 March 10, 2025 BNI Menyapa – Special Promotions at Samsung EPP with BNI Credit Cards
58 March 10, 2025 BNI Menyapa – Wholesale Corner Level Up – Check It Out Now!
59 March 11, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Ramadan Spiritual Lecture: Zakat—Caring Is
Cool”
60 March 17, 2025 BNI Menyapa – BNI and VinFast Sign MoU to Accelerate the Green Mobility Ecosystem in Indonesia
61 March 18, 2025 Financial Tips – Managing THR with BNI Asset Management
62 March 19, 2025 BNI CorpU TV Knowledge Supplement: Socialization of the Jawara Transaksi Program 2025
63 March 19, 2025 Commitment to the Implementation of Good Corporate Governance
64 March 20, 2025 BNI Menyapa – Wondrful Ramadan 2025: BNI Strengthens Bonds and Spreads Joy During the Holy
Month
1062 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No Date Subject E-mail
65 March 20, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Productive in This World, Blessed in the
Hereafter: An Islamic Approach to Time Management”
66 March 21, 2025 BNI Menyapa – Wondrful Ramadan: The Beauty of Sharing in Celebrating the Night of the Qur’an’s
Revelation
67 March 24, 2025 BNI Menyapa – Limited BNI Operations during Nyepi Holiday and Idul Fitri 2025
68 March 25, 2025 BNI Menyapa – BNI Provides IDR20,000 Banknotes at 41 ATMs from Lampung to Papua
69 March 27, 2025 BNI Menyapa – BNI AGM Approves Total Cash Dividend of IDR13.95 Trillion or IDR374 per Share
70 March 28, 2025 BNI Menyapa – Exclusive for Employees: Enjoy Discounts of Up to 10% at Optik Melawai
71 March 30, 2025 BNI Menyapa – Unique Design of wondr by BNI Goes Global, Wins the iF Design Award 2025
72 March 30, 2025 BNI Menyapa – BNI Successfully Organizes Free Homecoming 2025, Dispatches 121 Buses to
Purwokerto and Padang
73 April 9, 2025 BNI Menyapa – BNI Holds Halalbihalal, Introduces New Board of Directors and Commissioners to
Hundreds of Employees
74 April 9, 2025 BNI Menyapa – BNI Supports the Music Industry through the Celebration of Two Decades of the Java
Jazz Festival
75 April 11, 2025 BNI Menyapa – BINNOVA Batch 5–2025 Is Open! Hi-Movers, It’s Time to Submit Your Brilliant Ideas
76 April 11, 2025 BNI Menyapa – BNI’s Strategy to Maintain Performance amid Rupiah Weakening
77 April 11, 2025 BNI Menyapa – Get the iPhone 16 Series Using BNI Credit Cards with 0% Installments for 1 Month
78 April 14, 2025 BNI Menyapa – With Support from BNI Xpora, Indo Tropikal Ginger Candy Producer Breaks into
Export Markets
79 April 14, 2025 BNI Menyapa – BNI e-Learning Festival 2025 Officially Kicks Off
80 April 15, 2025 BNI Menyapa – BINNOVA Batch 5–2025 Is Open! Hi-Movers, It’s Time to Submit Your Brilliant Ideas
81 April 15, 2025 BNI Menyapa – BINNOVA Batch 5–2025 Is Open! Hi-Movers, It’s Time to Submit Your Brilliant Ideas
82 April 16, 2025 BNI Menyapa – BNI e-Learning Festival Roadshow Vol. 1
83 April 17, 2025 BNI Menyapa – Increase Your Balance and Transactions: Rejeki wondr BNI to Give Away Chery J6 up
to Mercedes-Benz
84 April 17, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: BNIdirect Supply Chain Financing Solution
“Redefining Efficiency, Agility, and Innovation”
85 April 21, 2025 BNI Menyapa – Every Purchase Becomes More Exciting with BNI Credit Cards
86 April 24, 2025 BNI Menyapa – Rejeki wondr BNI Is Back!
87 April 25, 2025 BNI Menyapa – BNI Supports the Indonesian Badminton Team Competing at the Sudirman Cup 2025
88 April 25, 2025 BNI Menyapa – BNI Leads an IDR1.84 Trillion Syndicated Loan to Build VinFast Electric Vehicle Plant
in Indonesia
89 April 27, 2025 BNI Menyapa – BNI Partners with IKA ITS to Support the Advancement of Higher Education in
Indonesia
90 April 28, 2025 BNI Menyapa – BNI Continues Solid Performance Growth, Loans and Savings Increase by 10% in Q1
2025
91 April 28, 2025 BNI Menyapa – Rejeki wondr BNI Raffle at the GIOI Wondrful Run, 500 Runners Enliven Sunday
Morning CFD
92 April 29, 2025 BNI Menyapa – BNI Wins Three Awards from The Digital Banker, Reinforcing the Strategic Role of
BNIdirect
93 April 29, 2025 BNI Menyapa – BNI e-Learning Festival Roadshow Vol. 2
94 April 30, 2025 BNI Menyapa – WDC Newsletter March Wrap-Up – Volume 14, April Issue
95 May 5, 2025 BNI Menyapa – Rejeki wondr BNI Event “Serbu CFD”: Encouraging a Healthy Lifestyle with Chances
to Win Attractive Prizes
96 May 5, 2025 BNI Menyapa – BNI and Emirates Reintroduce the 2025 Travel Fair with Special Prices and Cashback
up to IDR6 Million
97 May 5, 2025 BNI Menyapa – Information on the Closure of BNI Mobile Banking
98 May 5, 2025 BNI Menyapa – BNI Records an Increase in Premium Customer Transactions at the BNI–Emirates
Travel Fair 2025 Private Event
99 May 5, 2025 BNI Menyapa – Gradual Closure of BNI Mobile Banking for All Employees
100 May 6, 2025 BNI Menyapa – BNI Simplifies SMM PTN Barat Payments via wondr by BNI App with IDR50,000
Cashback
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Date Subject E-mail
101 May 6, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Health Webinar Series “Basic Life Support –
Mastering CPR Techniques”
102 May 7, 2025 BNI Menyapa – BNI Targets Young Investors to Manage Investments through the New BIONS
103 May 9, 2025 BNI Menyapa – Get 50% Cashback When Using BNI Credit Cards
104 May 14, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Customer
First – Becoming a Relevant and Needed Marketer”
105 May 16, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Customer
First – Becoming a Relevant and Needed Marketer”
106 May 19, 2025 BNI Menyapa – BNI Provides Solutions to Accelerate Supply Chain Financing through BNIdirect
107 May 19, 2025 BNI Menyapa – From Bekasi to Probolinggo, BNI Supports Infrastructure Improvements to Drive
Rural Economic Growth
108 May 21, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: ThickTalk Podcast Series Rejeki wondr BNI
109 May 22, 2025 BNI Menyapa – BNI Wins CIO of the Year Award at the ASEAN Fintech Awards 2025, Strengthening Its
Transformation Commitment
110 May 22, 2025 BNI Menyapa – BNI Holds a Golf Clinic to Strengthen Relationships with the Next Generation of
Private Banking Customers
111 May 22, 2025 BNI Menyapa – USS Wave-1 2025
112 May 23, 2025 BNI Menyapa – Andien Enlivens BNI Java Jazz on The Move at Sarinah
113 May 23, 2025 BNI Menyapa – WDC Newsletter April Wrap-Up – Volume 15, May Issue
114 May 26, 2025 BNI Menyapa – BNI and OJK Encourage Financial Literacy among University Students
115 May 26, 2025 BNI Menyapa – BNI Wins Three Triple A Awards 2025 for BNIdirect Innovation and Its Role in
Government Programs
116 May 26, 2025 BNI Menyapa – BNI and OJK Encourage Financial Literacy among University Students
117 May 27, 2025 BNI Menyapa – BNI’s Strategy to Accelerate MSME Digitalization to Compete Globally
118 May 27, 2025 BNI Menyapa – BNI’s Strategy to Maintain Liquidity and Drive Credit Growth amid a Low Interest
Rate Environment
119 May 29, 2025 BNI Menyapa – BNI Presents a Wondrful Experience to Celebrate 20 Years of Java Jazz
120 May 31, 2025 BNI Menyapa – Activate wondr by BNI and Enjoy Various Benefits at the BNI Java Jazz Festival 2025
121 May 31, 2025 BNI Menyapa – Andien and Jacob Collier Perform at BNI Wondrhall, Java Jazz Festival 2025
122 June 1, 2025 BNI Menyapa – Collect Stamps at the wondr Treasure Hunt: An Exciting Rejeki wondr BNI Mission at
Java Jazz Festival 2025
123 June 1, 2025 BNI Menyapa – A Lineup of Top Musicians at the BNI Java Jazz Festival 2025
124 June 1, 2025 BNI Menyapa – A Variety of MSMEs Featuring Indonesian Flavors Enliven the BNI Java Jazz Festival
2025
125 June 1, 2025 BNI Menyapa – Saving While Enjoying Jazz: BNI’s Unique Way to Attract New Customers
126 June 3, 2025 BNI Menyapa – USS Wave-1 2025
127 June 4, 2025 BNI Menyapa – BNI-Assisted MSMEs Export 27 Tons of Hairtail Fish to China
128 June 5, 2025 BNI Menyapa – Extraordinary Efforts of Indonesia’s Men’s Doubles Sector in the Semifinals of the
Indonesia Open 2025
129 June 8, 2025 BNI Menyapa – Extraordinary Efforts of Indonesia’s Men’s Doubles Sector in the Semifinals of the
Indonesia Open 2025
130 June 11, 2025 BNI Menyapa – Installment Conversion Program for June 2025
131 June 11, 2025 BNI Menyapa – Risk Management Webinar: “Dive into Sustainability Disclosure”
132 June 12, 2025 BNI Menyapa – Commemorating Entrepreneurship Day, BNI Supports MSMEs to Scale Up, Be
Sustainable, and Go Global
133 June 12, 2025 BNI Menyapa – BNI’s Tangible Contribution to the Infrastructure Sector, Supporting Connectivity and
Economic Equity
134 June 13, 2025 BNI Menyapa – BNI Disburses IDR4.6 Trillion in KUR to More Than 20,000 MSMEs, Strengthening the
Backbone of the National Economy
135 June 16, 2025 BNI Menyapa – BNI and Republikorp Establish Synergy to Support the Independence of the National
Defense Industry
136 June 17, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Digital Trends and Skills to Empower Digital
Leadership Series #2 “Strategic Digital Leadership: Mastering Digital Leadership—Digital Marketing
& Business Growth Optimization”
1064 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
No Date Subject E-mail
137 June 19, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Healthy Talk Series “Preventing and
Managing Diabetes for the Future”
138 June 20, 2025 BNI Menyapa – BNI Strengthens Campus Digital Financial Ecosystems and Disburses CSR for
UNSADA Students
139 June 20, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Healthy Talk Series “Preventing and
Managing Diabetes for the Future”
140 June 23, 2025 BNI Menyapa – BNI Receives International Recognition as One of the Best Companies to Work for in Asia
141 July 1, 2025 BNI Menyapa – BNI Wins 16 Awards at BSEA 2025, Demonstrating Consistent Service Excellence and
Sustainable Innovation
142 July 3, 2025 BNI Menyapa – Consistently Upholding Corporate Governance, BNI Wins the Excellence GCG Award 2025
143 July 3, 2025 BNI Menyapa – BNI Helps Rumah Tempe Azaki Penetrate Export Markets through BNIdirect
144 July 3, 2025 BNI Menyapa – Consistently Upholding Corporate Governance, BNI Wins the Excellence GCG Award 2025
145 July 3, 2025 BNI Menyapa – Reinforcing Digital Commitment, BNI Wins Best Digital Banking Innovation Adoption 2025
146 July 4, 2025 BNI Menyapa – Contributing to Public Digitalization, BNI Wins Two GovMedia Awards 2025
147 July 4, 2025 BNI Menyapa – Watch the Grand Night of the BEE Award 2025 Appreciation “Ignite Your Wondr”!
148 July 5, 2025 BNI Menyapa – 79 Years of BNI “Accompanying Every Step of Your Journey”
149 July 5, 2025 BNI Menyapa – Message from the President Director of BNI on the Occasion of BNI’s 79th
Anniversary
150 July 6, 2025 BNI Menyapa – Thanksgiving Ceremony for the 79th Anniversary of PT Bank Negara Indonesia
(Persero) Tbk
151 July 7, 2025 BNI Menyapa – Welcoming the 79th Anniversary, BNI Treats Customers with “Serba 79” Promotions
and a Spectacular Raffle
152 July 8, 2025 BNI Menyapa – Outstanding Performance: 60 BNI Employees Recognized at the BEE Award 2025
153 July 10, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Awareness and Prudential Principles in Credit
Granting for Higher-Quality Loans
154 July 10, 2025 BNI Menyapa – Samsung Galaxy Z Fold7
155 July 10, 2025 BNI Menyapa – Installment Conversion Program for July 2025
156 July 11, 2025 BNI Menyapa – BNI Launches wondr Multicurrency Feature, Supporting Customers to Become
Global Citizens
157 July 14, 2025 BNI Menyapa – Shopping Gets More Exciting! BNI Shopping Race in 14 Cities to Celebrate the 79th
Anniversary
158 July 15, 2025 BNI Menyapa – Celebrating the 79th Anniversary, BNI Offers Discounts from PIK to Bintaro
159 July 16, 2025 BNI Menyapa – BNI Holds a Collateral Asset Auction, Opening Property Investment Opportunities
Starting from IDR50 Million
160 July 17, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Webinar “79 Years of BNI Accompanying
Every Step of Your Journey”
161 July 17, 2025 BNI Menyapa – Exclusive for BNI Employees! Don’t Miss Special Culinary Discounts in Bali
162 July 18, 2025 BNI Menyapa – Preserving Heritage and Moving Forward, BNI Commemorates Its 79th Anniversary
with a Flower-Laying Ceremony
163 July 21, 2025 BNI Menyapa – Emulating the Founders’ Spirit, BNI Holds a Flower-Laying Ceremony at the Grave of
R.M. Margono Djojohadikoesoemo
164 July 22, 2025 BNI Menyapa – BNI Accompanies Every Step through wondrfest x senada seirama fest in Region 06
165 July 24, 2025 BNI Menyapa – From Region 16, Papua Land, BNI Showcases the Spirit of Struggle through
wondrfest Papua
166 July 25, 2025 BNI Menyapa – BNI Wins the BRAVO 500 Summit Awards 2025 for Digital Financial Inclusion
Innovation
167 July 25, 2025 BNI Menyapa – Strengthening Liquidity and Asset Quality Management as the Foundation of BNI’s
Performance in 1H 2025
168 July 26, 2025 BNI Menyapa – BNI wondrX 2025: Discover Homes, Cars, Vacations, and More Surprises
169 July 28, 2025 BNI Menyapa – BNI Appreciates Fajar/Fikri’s Victory at the China Open 2025
170 July 30, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Empowering SMEs with BNIdirect Business
171 July 31, 2025 BNI Menyapa – Beware of Digital Crimes, BNI Reminds the Public to Safeguard Three Sensitive Data
172 August 5, 2025 BNI Menyapa – BNI Encourages Indonesian Tennis Achievements on the Global Stage
173 August 6, 2025 BNI Menyapa – Time to Look More Glowing! Enjoy Exclusive Promotions from BNI
174 August 7, 2025 BNI Menyapa – BNI: Temporary Blocking of Dormant Accounts by PPATK to Protect Customer Funds
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175 August 7, 2025 BNI Menyapa – BNI wondrX 2025 Presents Financial Service Innovations in an Integrated Expo
176 August 9, 2025 BNI Menyapa – BNI and SMF Integrate Digital Payment Services to Support the 3 Million Homes Program
177 August 11, 2025 BNI Menyapa – BNI Celebrates Its 79th Anniversary with Real Action by Greening Tiris Beach
178 August 11, 2025 BNI Menyapa – WDC Newsletter July Wrap-Up – Volume 17, August Issue
179 August 11, 2025 BNI Menyapa – Installment Conversion Program Period August 5–September 4, 2025
180 August 12, 2025 BNI Menyapa – BNI Announces Winners of the First Phase of the Rejeki wondr Draw
181 August 12, 2025 BNI Menyapa – Logo of the 80th Anniversary of the Republic of Indonesia
182 August 13, 2025 BNI Menyapa – BNI Brings Global Financial Solutions for the Diaspora at the Diaspora Global
Summit 2025
183 August 14, 2025 BNI Menyapa – Watch the Live Broadcast of the President of the Republic of Indonesia’s Address
184 August 15, 2025 BNI Menyapa – Explore a Variety of Exciting Experiences at BNI wondrX 2025
185 August 15, 2025 BNI Menyapa – BNI wondrX 2025 Officially Opens, Offering Attractive Mortgage, Auto Loan, and
Holiday Package Promotions
186 August 15, 2025 BNI Menyapa – BNI and JCB Launch a Premium Corporate Credit Card for Japanese Companies in
Indonesia
187 August 15, 2025 BNI Menyapa – BNI Launches a New Digital Platform for MSMEs during the 79th Anniversary
188 August 15, 2025 BNI Menyapa – 80th Independence Day People’s Festival “Make Independence Even More Fun”
189 August 16, 2025 BNI Menyapa – Day Two of BNI wondrX 2025, BNI Ensures Easy and Free Access to ICE BSD
190 August 16, 2025 BNI Menyapa – BNI Invites wondrX 2025 Visitors to Enjoy Japanese Culinary Experiences and
Attractive Promotions
191 August 16, 2025 BNI Menyapa – BNI Distributes the First Phase of Rejeki wondr Prizes, Opportunities Remain Until
February 2026
192 August 17, 2025 BNI Menyapa – Independence Carnival, 80th Independence Day People’s Festival “Make
Independence Even More Fun”
193 August 17, 2025 BNI Menyapa – Commemoration Ceremony of the 80th Anniversary of the Proclamation of
Indonesian Independence
194 August 19, 2025 BNI Menyapa – BNI wondrX 2025 Records 80,000 Visitors with Transactions Reaching IDR2.5 Trillion
195 August 25, 2025 BNI Menyapa – BNI and ITB Hold a Community Run Ahead of the wondr ITB Ultra Marathon 2025
196 August 25, 2025 BNI Menyapa – BNI Strengthens Support for ITB and Alumni through Inclusive Financial Innovation
197 August 31, 2025 BNI Menyapa – Adjustment of Work Arrangements in Anticipation of Public Demonstrations and
Reminder on Wise Use of Social Media
198 September 2, BNI Menyapa – WDC Newsletter July Wrap-Up – Volume 18, August Issue
2025
199 September 2, BNI Menyapa – Let’s Use the National Customer Day 2025 Twibbon
2025
200 September 9, BNI Menyapa – BNI CorpU TV Knowledge Supplement: LinkGoals Series “Build Your Brand, Boost
2025 Your Career”
201 September 9, 2025 BNI Menyapa – “Enjoy Smart Shopping with Easy Installments via wondr by BNI!”
202 September 15, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: “Decision-Making Based on the Business
Judgment Rule in the Context of Good Corporate Governance and Anti-Corruption”
203 September 18, 2025 BNI Menyapa – Watch the Grand Final Pitching BINNOVA Batch 5–2024 “Operations Excellence”
204 September 18, 2025 BNI Menyapa – BNI Strengthens Integrity and GCG through a Compliance Forum with KPK
205 September 23, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Smart Parent, Smart Future with BNI Life
Smart Solutions
206 September 25, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Strategies for Addressing International Trade
Remedies
207 September 26, 2025 BNI Menyapa – BNI Strengthens ESG Commitment through Orangutan Conservation and Forest
Rehabilitation
208 September 29, 2025 BNI Menyapa – Let’s Optimize BNI Publications through Internal Communication Channels
209 October 3, 2025 BNI Menyapa – BNI Promotes Transparency through Education on the International Right to Know Day
210 October 7, 2025 BNI Menyapa – WDC Newsletter August Wrap-Up – Volume 19, September Issue
211 October 7, 2025 BNI Menyapa – BNI Partners with Developers in Serang to Accelerate the Realization of the 3 Million
Homes Program
212 October 8, 2025 BNI Menyapa – USS Wave 2 2025
213 October 11, 2025 BNI Menyapa – Optimizing BNI’s Internal Communication Channels
1066 A Heart that Serves, Growing with Indonesia
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214 October 15, 2025 BNI Menyapa – BNI Dominates the Financial Services Basketball League 2025: Men’s Team
Champions, Women’s Team Runners-Up
215 October 16, BNI Menyapa – BNI CorpU TV Knowledge Supplement: Webinar “Leading Business: The Future of
2025 Banking – Artificial Intelligence & Blockchain Innovation”
216 October 17, 2025 BNI Menyapa – Happy Birthday to the President of the Republic of Indonesia
217 October 20, BNI Menyapa – BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “From Seller
2025 to Trusted Advisor: Building Long-Term Customer Relationships”
218 October 24, BNI Menyapa – BNI Successfully Organizes a National Mass Contract Signing, Driving MSME
2025 Financing and Job Creation
219 October 24, BNI Menyapa – BNI Records Solid Fundamental Performance in Q3 2025, with Digitalization and
2025 CASA as Growth Drivers
220 October 24, BNI Menyapa – BNI Successfully Organizes a National Mass Contract Signing, Driving MSME
2025 Financing and Job Creation
221 October 25, BNI Menyapa – wondr JRF 2025 Officially Kicks Off, BNI Invites 27,300 Runners to Drive the Economy
2025 and Protect the Environment
222 October 30, 2025 BNI Menyapa – BNI Strengthens Financial Inclusion and Digital Transactions through FinExpo 2025
223 October 31, BNI Menyapa – Indonesia Dominates the wondr by BNI Indonesia Masters 2025, Demonstrating
2025 BNI’s Commitment to Athlete Regeneration
224 November 3, 2025 BNI Menyapa – BNI and ITS Promote Digital Education Philanthropy through the ITS Endowment Fund
225 November 4, BNI Menyapa – BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Active
2025 Acquisition: Effective Strategies to Capture New Customer Potential”
226 November 5, 2025 BNI Menyapa – WDC Newsletter September Wrap-Up – Volume 20, October Issue
227 November 6, 2025 BNI Menyapa – BNI Launches BRAVE Transformation to Strengthen Competitiveness and Market Share
228 November 7, 2025 BNI Menyapa – BNI Wins Award for Its Contribution to MSME Empowerment and Inclusive Village Finance
229 November 11, BNI Menyapa – BNI Supports the National Film Industry through Collaboration with Iko Uwais in the
2025 Film “TIMUR”
230 November 12, 2025 BNI Menyapa – Worry-Free Transactions: Installments via wondr by BNI Make Life Happier
231 November 12, 2025 BNI Menyapa – BNI Supports National Food Security through Participation in Agrinex Expo 2025
232 November 12, BNI Menyapa – BNI Supports the National Film Industry through Collaboration with Iko Uwais in the
2025 Film “TIMUR”
233 November 13, 2025 BNI Menyapa – BNI Wins Award for Its Contribution to MSME Empowerment and Inclusive Village Finance
234 November 13, BNI Menyapa – BNI CorpUTV Knowledge Supplement: Wholesale Webinar Series “Socialization of
2025 Standard Pricing, Sales Cue Cards, and Standard Product Decks”
235 November 14, 2025 BNI Menyapa – BNI Wins the Leadership AA Award at the Indonesia ESG Leadership Awards 2025
236 November 14, BNI Menyapa – BNI Supports the Revival of the Creative Ecosystem through ICCF 2025 in Greater
2025 Malang
237 November 14, BNI Menyapa – BNI Wins the Women in SDGs Action Award 2025, Demonstrating a Strong
2025 Commitment to Poverty Alleviation
238 November 17, 2025 BNI Menyapa – BNI Holds Phase 3 of the Shopping Race in 13 Major Cities, Promoting Digital
Literacy and Transactions
239 November 17, 2025 BNI Menyapa – Gregoria’s Hat-Trick Podium Finish at the Kumamoto Masters Japan, BNI Supports
Indonesian Athletes on the Global Stage
240 November 19, 2025 BNI Menyapa – BNI Holds Phase 3 of the Shopping Race in 13 Major Cities, Promoting Digital
Literacy and Transactions
241 November 20, 2025 BNI Menyapa – SP BNI National Working Meeting Formulates a Strategic Agenda for Sustainable
Performance
242 November 20, 2025 BNI Menyapa – BNI Launches Indonesia’s First ESG Advisory Playbook, Accelerating the Green
Transformation of the Palm Oil Industry
243 November 24, 2025 BNI Menyapa – BNI Supports Global Achievement, Indonesia Hosts Two All-Indonesian Finals at the
Australia Open 2025
244 November 26, 2025 BNI Menyapa – Brilliant Debut of Raymond/Joaquin at the BWF Super 500 Level
245 November 26, 2025 BNI Menyapa – BNI Drives Local Economic Growth through MSMEs at an International Event in Yogyakarta
246 November 26, 2025 BNI Menyapa – Indonesia Dominates the Podium at the wondr by BNI International Challenge, Youth
Athlete Development Bears Fruit
247 November 26, 2025 BNI Menyapa – BNI Provides Exclusive Access to the wondr BrightUp Cup 2025 through Buy 1 Get 2
Offers on wondr by BNI
248 November 26, 2025 BNI Menyapa – SP BNI National Working Meeting Formulates a Strategic Agenda for Sustainable Performance
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249 November 27, 2025 BNI Menyapa – BNI Supports Strengthening the Role of PPBNI at the 10th National Congress 2025:
“Together We Prosper”
250 November 27, 2025 BNI Menyapa – BNI Launches BRAVE Transformation to Strengthen Competitiveness and Market Share
251 November 28, 2025 BNI Menyapa – BNI Supports the Revival of the Creative Ecosystem through ICCF 2025 in Greater Malang
252 November 28, 2025 BNI Menyapa – Time to Hunt for Promotions at the wondrful Dwidayatour Fest 2025
253 December 3, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Part 1 BNI Inspiring Talk BOC/BOD Series
“Roots, Values, and the Life Journey of the Guardian of Integrity”
254 December 3, 2025 BNI Menyapa – Make Your Bills Lighter with Installments via wondr by BNI!
255 December 5, 2025 BNI Menyapa – Strengthening BNI’s Integrity in the Momentum of Anti-Corruption Day (HAKORDIA)
2025
256 December 5, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Part 2 BNI Inspiring Talk BOC/BOD Series
“This Is How to Read People! The Rarely Known Art of Verification”
257 December 12, 2025 BNI Menyapa – WDC Newsletter – Volume 21, November 2025 Issue
258 December 16, 2025 BNI Menyapa – Srikandi BNI Talkshow, Women in Celebration Week 2025
259 December 17, 2025 BNI Menyapa – BNI CorpU TV Knowledge Supplement: Leadership Accelerator Essentials Webinar
“Growing Your Business: Elevating Business Performance Through Market Expansion”
260 December 22, 2025 BNI Menyapa – Upholding Integrity, Realizing Good Corporate Governance
261 December 22, 2025 BNI Menyapa – National Mother’s Day Reflection: Serving Wholeheartedly with BNI
262 December 22, 2025 BNI Menyapa – National Mother’s Day Reflection: Serving Wholeheartedly with BNI
263 December 23, 2025 BNI Menyapa – Upholding Integrity, Realizing Good Corporate Governance
264 December 24, 2025 BNI Menyapa – Shopping Feels Lighter, Bigger Rewards with wondr by BNI!
265 December 25, 2025 BNI Menyapa – A Meaningful Christmas, Welcoming the New Year with Shared Hope
266 December 25, 2025 BNI Menyapa – Srikandi BNI Affirms the Strategic Role of Women in BNI’s Transformation and
Competitiveness
267 December 25, 2025 BNI Menyapa – Comfortable Holidays, Secure Transactions: Avoid Cyber Attacks
E-SINERGI 46
In building effective internal communication and to foster a sense of pride as part of the BNI family, the Bank
provides an internal communication platform in the form of the E-Sinergi 46 application which can only be
accessed by BNI Hi-Movers personnel in the form of mobile apps and web-based, which can be downloaded
on the Google Play Store and App Store. This application presents content in various formats, including text,
photos, and videos, thus providing variation in the delivery of information.
To be able to attract more downloaders on the e-sinergi46 Application, BNI continues to innovate in presenting
interesting content, including by presenting a gamification program that offers reward points. With the
implementation of this program, every activity carried out through the application will generate points that
can be exchanged for various useful purposes, such as purchasing credit, data packages, vouchers, paying
PLN bills, and top ups for Link Aja, GoPay, and OVO. In addition, the E-Sinergi 46 manager also provides
incentives to employees who contribute to sending news from each work unit. In this way, E-Sinergi 46
not only functions as a means of sharing information, but also encourages employees to be more active in
participating, creating a community that is interconnected and shares knowledge.
1068 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
Throughout 2025, E-Sinergi 46 has published 438 news articles, as follows:
Number of
No. Date Headline Accesses/
Downloads
1 January 2, 2025 Closing 2024, Here Are BNI’s Achievements in Strengthening Consumer and 234
Corporate Businesses to Support Economic Growth
2 January 3, 2025 RACE Talk Series: “Next-Level Integrated Credit Tool in Wholesale Banking” 839
3 January 6, 2025 Celebrating 37 Years, Indonesian Restaurant in Hong Kong Renovates with BNI 528
Diaspora Loan
4 January 9, 2025 BNI Supports KUR Distribution for Indonesian Migrant Workers 225
5 January 14, 2025 Palembang Entrepreneur Expands Culinary Business in Seoul Using BNI Diaspora 235
Loan
6 January 16, 2025 Hosting Economic Dialogue, Coordinating Minister Airlangga and BNI President 209
Director Discuss Challenges and Growth Opportunities for 2025
7 January 16, 2025 Javanese Couple Succeeds in Culinary Business in Perth, Australia, with BNI 208
Diaspora Loan
8 January 17, 2025 Shopping Becomes Easier with Low-Interest Installments on BNI Credit Cards 179
9 January 20, 2025 BNI’s Commitment to the Successful Distribution of KUR 203
10 January 20, 2025 How BNI Empowers Indonesian Migrant Workers in Hong Kong through Training 240
Programs
11 January 21, 2025 Supporting President Prabowo’s Asta Cita in Human Capital Development, BNI 159
Nurtures the Potential of Young Indonesian Badminton Athletes
12 January 21, 2025 Supporting President Prabowo’s Asta Cita, BNI Strengthens Corporate Governance 250
and Anti-Corruption Efforts
13 January 22, 2025 Digital Transformation Drives Savings Growth, BNI Records IDR21.5 Trillion Profit 312
Throughout 2024
14 January 23, 2025 BNI BUMI Program Supports President Prabowo’s Asta Cita to Boost the Green 236
Economy
15 January 24, 2025 BNI CorpU TV Knowledge Supplement: BNI Agen46 Strategy and Synergy Toward 204
2025
16 January 24, 2025 BNI Wins Award as Best Operational Bank for State Cash Management 281
17 January 28, 2025 Employee Savings at BNI Increase by 12.9%, Supporting Low-Cost Funds 233
Achievement in 2024
18 January 28, 2025 Create Your Own Luck! Chinese New Year 2025 Brings Abundant Rewards from BNI 201
19 January 30, 2025 Enjoy Cashback, Pay Tuition More Conveniently with wondr by BNI 299
20 January 31, 2025 First 100 Days of Work, BNI Remains Committed to Supporting President Prabowo’s 128
Asta Cita
21 January 31, 2025 Recording IDR21.5 Trillion Profit in 2024, BNI’s Strong Performance Praised by 324
Parliament
22 February 3, 2025 The Nation’s Future Lies in the Hands of the Young Generation, BNI Actively 107
Develops Indonesia’s Golden Generation
23 February 3, 2025 Through BNI Berbagi, BNI Balikpapan Branch Celebrates a Wondrful Christmas 2024 149
24 February 4, 2025 Shopping Becomes Easier with Low-Interest Installments on BNI Credit Cards 186
25 February 5, 2025 BNI Invites Customers and Business Partners to Achieve Boundless Prosperity in 124
the Year of the Wood Snake
26 February 5, 2025 Moving Forward Together Toward Success in 2025 262
27 February 10, 2025 BNI Encourages Equitable Village Economy through the BNI Dedikasi Program 211
28 February 10, 2025 BNI Football League 2025, a Collaborative Platform Promoting Employee Work-Life 355
Balance
29 February 10, 2025 BNI CorpU TV Knowledge Supplement: Building an Anti-Corruption Culture within 233
Business Partnership Networks
30 February 11, 2025 BNI Diaspora Heroes Awardee in South Korea Successfully Opens and Expands a 144
Nusantara Food Stall
31 February 11, 2025 Purchase ORI027 via wondr by BNI, Enjoy Cashback up to IDR27 Million 125
32 February 11, 2025 BNI Jejak Kopi Khatulistiwa Supports Garut Coffee for Food Self-Sufficiency and 245
Global Expansion
33 February 12, 2025 BNI CorpU TV Knowledge Supplement: Smart Ways to Manage Bonuses and THR to 160
Secure Your Future
34 February 12, 2025 Supporting a Premium Japanese Lifestyle, BNI Wins Two Awards from JCB 210
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Number of
No. Date Headline Accesses/
Downloads
35 February 13, 2025 Closing the Chinese New Year Customer Gathering Series, BNI Encourages 170
Customers to Gain More Returns in 2025
36 February 13, 2025 Healthy and High-Performing, BNI Wins the Infobank Sport Competition Badminton 326
Tournament 2025
37 February 14, 2025 Preventing Stunting, BNI Provides Nutritious Meals and Smart Parenting Programs 123
in Tasikmalaya
38 February 14, 2025 BNI Xpora Supports Bananania Banana Chips in Job Creation and Overseas Market 202
Expansion
39 February 14, 2025 BNI Wins Two Alpha Southeast Asia 2024 Awards for Trade Finance Solutions and 175
Cross-Border Transactions
40 February 17, 2025 Making History, BNI Appreciates Indonesia’s Victory at the Badminton Asia Mixed 212
Team Championship 2025
41 February 17, 2025 BNI Listed Among TIME’s 500 Best Companies in Asia-Pacific 186
42 February 17, 2025 BNI CorpU TV Knowledge Supplement: BNI Road to Zero Waste “Let’s Sort, Recycle, 138
and Reuse!”
43 February 17, 2025 SOEs at INACRAFT 2025: Driving MSMEs to Scale Up and Advancing Indonesia’s 224
Creative Economy
44 February 18, 2025 Strengthening Digitalization Synergy, BNI and ACC Collaborate on Autopay 201
Services
45 February 18, 2025 BNI CorpU TV Knowledge Supplement: Financial Crimes Sharing Session Webinar 144
50 February 19, 2025 BNI Disburses Supply Chain Financing for APP Group Partners 142
51 February 20, 2025 Partnering with Halu Oleo University Kendari, BNI Strengthens Digital Services 173
through the Campus Financial Ecosystem Program
52 February 20, 2025 Watch the Grand Final Pitching of BINNOVA Batch 4 – 2024! 236
53 February 21, 2025 Hosting a Communication Workshop, BNI Optimizes the Role of SOEs in Building 191
Indonesia’s Global Image
54 February 21, 2025 Manage Your Bonus Wisely for a Higher-Quality Future! 134
55 February 21, 2025 Fundraising and Lending Realization for the Period January–December 2024 162
56 February 24, 2025 Invest Starting from IDR10,000, BNI Asset Management and Padjadjaran University 108
Launch an Endowment Fund Mutual Fund
57 February 24, 2025 hibank Launches the hi by hibank App, a One-Stop Digital Solution for MSMEs 240
58 February 24, 2025 Shopping Race Offers Shopping Vouchers Worth Millions of Rupiah 315
59 February 25, 2025 Targeting the Market, BNI-AM and BNI Corporate University Educate BNI Group 269
Employees on THR Management
60 February 25, 2025 Solid Fundamentals, BNI Ready to Compete and Continue Innovating 165
61 February 25, 2025 Happy Payday, BNI Hi-Movers!! 286
62 February 26, 2025 Supporting Electric Vehicle Expansion in Indonesia, BNI Partners with Geely 130
63 February 26, 2025 BNI Preserves the Cultural Heritage of Weaving through Support for the Cita Raya 131
HIKAYAT Fashion Show
64 February 26, 2025 BNI CorpU TV Knowledge Supplement: “Elevating Transactions with BNIdirect Cash 203
– Operating Account”
65 February 27, 2025 Providing Financial Literacy, BNI Shares Investment Tips for Gen Z 127
66 February 27, 2025 BNI Supports BUMN Bakti Volunteers in Pamekasan, Empowering MSMEs and 258
Protecting the Environment
67 February 27, 2025 BNI Asset Management Hosts the 2025 Equity Market Outlook 365
68 February 28, 2025 BNI Emerald and PT Trimegah Asset Management Hold an Intimate Dinner 132
“Investment & Protection with wondr by BNI” in Balikpapan
69 February 28, 2025 BNI Supports Waste Management into Assets through Collaboration with Bank 241
Sampah Bersinar as BNI Agen46, “Cleaner Environment, Growing Savings”
70 February 28, 2025 Grand Final Pitching BINNOVA Batch 4 – 2024: Data Quality Innovation 227
71 February 28, 2025 BNI Partners with Three Supermarkets to Host Shopping Race 2025 286
72 March 4, 2025 BNI Finance and Denza Arista Present Exclusive Offers for BNI Emerald Customers 276
73 March 5, 2025 Welcoming Ramadan, wondr by BNI Offers 0% Credit Card Installments, KAI Ticket 289
Cashback, and Merchant Promotions
1070 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Number of
No. Date Headline Accesses/
Downloads
74 March 5, 2025 BNI Announces Changes in Operating Hours to Ensure Smooth Banking 132
Transactions During Ramadan
75 March 6, 2025 “Ramadan Spiritual Lecture: Enhancing Spiritual and Social Piety” 155
76 March 6, 2025 After 42 Years of Operation, BNI New York Relocates 179
77 March 7, 2025 Encouraging Strategic Infrastructure Project Financing, BNI and SMI Enter a IDR550 105
Billion Repo Agreement
78 March 7, 2025 BNI Becomes the Only Indonesian Bank to Receive the Asia Sustainability 135
Reporting Awards 2024
79 March 7, 2025 Special Promotions at Samsung EPP with BNI Credit Cards 284
80 March 7, 2025 Enjoy More Benefits with the hi by hibank App, Free Transfer Fees and Deposit 437
Interest up to 6% per Year
81 March 8, 2025 BNI Becomes the First and Only Indonesian Bank to Receive a Financial Literacy 160
Award from the Hong Kong Monetary Authority
82 March 10, 2025 Invest in Sukuk ST014 via wondr by BNI and Enjoy Cashback up to IDR10 Million 148
83 March 10, 2025 BNI Distributes Food Aid and Cleaning Equipment for Flood Victims in Bekasi 217
84 March 11, 2025 BNI CorpU TV Knowledge Supplement: “Ramadan Spiritual Lecture: Zakat—Caring 136
Is Cool”
85 March 11, 2025 BNI and VinFast Sign MoU to Accelerate the Green Mobility Ecosystem in Indonesia 169
86 March 12, 2025 Healthy and High-Performing, BNI Wins the DANA CUP Badminton Tournament 2025 163
87 March 12, 2025 BNI Holds Lucky Draw for BNI JCB Ultimate and Precious Credit Cards with Prizes 143
Including Flights and Universal Studios Japan
88 March 12, 2025 BNI Prepares IDR21 Trillion in Cash for the 2025 Eid Period, Ensuring Secure 189
Banking Services During the Holiday Season
89 March 14, 2025 BNI Launches the BNI Mitra10 Visa Signature Credit Card, Offering Prizes and 233
Helping Customers Build Their Dream Homes
90 March 17, 2025 BNI Partners with Duluin to Expand Financial Inclusion and Improve Employee Welfare 152
91 March 17, 2025 BNI Inaugurates the Wholesale Innovation Hub, a Creative Workspace for the New 152
Era of BNIdirect
92 March 18, 2025 Full Support from BNI Helps Indonesia’s Men’s Doubles Pairs Reach the All England 171
Final for the 8th Consecutive Time
93 March 19, 2025 BNI Probolinggo Payroll Appreciation Program 2024 121
94 March 19, 2025 BNI CorpU TV Knowledge Supplement: Socialization of the Jawara Transaksi 148
Program 2025
95 March 19, 2025 Commitment to the Implementation of Good Corporate Governance 135
96 March 19, 2025 BNI Invites Private Banking Customers to Watch the All England Badminton 134
Championships Live in Birmingham
97 March 20, 2025 Wondrful Ramadan 2025: BNI Strengthens Bonds and Spreads Joy During the Holy 115
Month
98 March 20, 2025 BNI Supports the Music Industry through the Celebration of Two Decades of the 165
Java Jazz Festival
99 March 20, 2025 BNI CorpU TV Knowledge Supplement: “Being Productive in This World, Blessed in 161
the Hereafter: An Islamic Approach to Time Management”
100 March 21, 2025 Wondrful Ramadan: The Beauty of Sharing in Celebrating the Night of the 137
Revelation of the Qur’an
101 March 21, 2025 BNI Reveals Fraud Schemes Ahead of Eid, Shares Tips to Prevent Losses 129
102 March 21, 2025 Newsletter WDC February Wrap Up – Volume 13 Issue: March 159
103 March 21, 2025 BNI Launches Wealth Management Services in Singapore, Partners with Schroders 171
and Fullerton
104 March 23, 2025 Sobat Aksi Ramadan 2025, BNI Renovates Mosques and Provides Food Assistance 125
105 March 23, 2025 BNI Turns Off Electricity During Earth Hour 2025, Going Dark for Environmental 217
Sustainability
106 March 24, 2025 Limited BNI Operations During the Nyepi Holiday and Idul Fitri 2025 147
107 March 24, 2025 Ministry of SOEs Appreciates BNI for Facilitating Services for Indonesian Students 165
in Australia
108 March 25, 2025 BNI Provides IDR20,000 Banknotes at 41 ATMs from Lampung to Papua 159
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Performance Report Profile Analysis on Company Performance Functions
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No. Date Headline Accesses/
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109 March 27, 2025 BNI AGM Approves Total Cash Dividends of IDR13.95 Trillion or IDR374 per Share 134
110 March 27, 2025 BNI Doubles Allocation for Free Homecoming Program 2025, Facilitating Travel to 173
Java and Sumatra
111 March 27, 2025 A Ramadan Full of Blessings, BNI Probolinggo Distributes 250 Food Packages to 175
the Underprivileged
112 March 27, 2025 BNI Successfully Organizes the 2025 Free Homecoming Program, Deploying 121 201
Buses to Purwokerto and Padang
113 March 28, 2025 For Employees Only, Enjoy Discounts of Up to 10% at Optik Melawai 194
114 March 30, 2025 BNI Presents BUMN Homecoming Service Posts, Providing Comfort for Travelers at 179
Balikpapan Port
115 March 30, 2025 BNI Successfully Operates Joint BUMN Homecoming Service Post at Tanjung Perak 183
Port, Providing Takjil and Free Medical Services
116 March 30, 2025 The Unique Design of wondr by BNI Gains Global Recognition and Wins the iF 335
Design Award 2025
117 April 9, 2025 BNI Holds Halalbihalal Event and Introduces New Board of Directors and 191
Commissioners
118 April 10, 2025 BINNOVA Batch 1 – 2025 Officially Opens! Hi-Movers, It’s Time to Submit Your 298
Brilliant Ideas
119 April 11, 2025 BNI’s Strategy to Maintain Performance Amid Rupiah Depreciation 128
120 April 14, 2025 Get the iPhone Series 16 with a BNI Credit Card, Enjoy 1-Month Installment Savings 205
121 April 14, 2025 BNI Disburses IDR14.3 Trillion in KUR to the Food Sector, Supporting Self- 161
Sufficiency and National Food Security
122 April 15, 2025 Growing Stronger, BNI Premium Customer Deposits Increase by 16% in Q1-2025 180
123 April 15, 2025 BNI e-Learning Festival 2025, Roadshow Volume 1 Ready to Begin 200
124 April 16, 2025 Top Up and Increase Transactions, Rejeki wondr BNI Ready to Award Chery J6 and 172
Mercedes-Benz
125 April 17, 2025 BNIdirect Supply Chain Financing Solution: “Redefining Efficiency, Agility, and Innovation” 171
126 April 17, 2025 Shopping Becomes More Exciting with BNI Credit Cards 156
127 April 21, 2025 BNI Empowers Women with Disabilities through Rumah BUMN Bekasi 184
128 April 23, 2025 BNI Supports the Indonesian Badminton Team at the 2025 Sudirman Cup 135
129 April 23, 2025 BNI Indonesia’s Horse Racing 2025 Integrates Entertainment and Tourism to Boost 146
National Economic Potential
130 April 25, 2025 BNI Realizes Environmentally Friendly MSMEs through the BUMI Program 2025 93
131 April 25, 2025 Recording 16% Growth in Premium Customer Funds, DPR: Proof That BNI’s Service 103
Strategy Is Increasingly Relevant and Inclusive
132 April 25, 2025 BNI Leads IDR1.84 Trillion Syndicated Loan to Build VinFast Electric Vehicle Factory 169
in Indonesia
133 April 27, 2025 BNI Partners with IKA ITS to Support the Advancement of Higher Education in Indonesia 80
134 April 27, 2025 Rejeki wondr BNI Lottery at the GIOI Wondrful Run Event, 500 Runners Liven Up 95
Sunday’s Car-Free Day
135 April 28, 2025 BNI Continues Solid Performance Growth, Loans and Deposits Rise 10% in Q1-2025 131
136 April 28, 2025 BNI Holds Shopping Race in 14 Cities to Promote Transaction Digitalization and 145
Strengthen Customer Experience
137 April 29, 2025 BNI Wins Three Awards from The Digital Banker, Reinforcing the Strategic Role of 260
BNIdirect
138 April 29, 2025 Rejeki wondr BNI Comes to Banten Residents, Offering Fun Activities and Attractive 244
Prizes
139 April 29, 2025 BNI Director of Consumer Banking Receives Top Financial Woman Leaders 2025 158
Award
140 April 29, 2025 BNI e-Learning Festival Roadshow Vol. 2: AI in the Banking Industry 138
141 April 30, 2025 Newsletter March Wrap Up – Volume 14 Issue: April 128
142 April 30, 2025 Maintaining Liquidity, BNI Balances Growth Strategy and Credit Risk 127
143 April 30, 2025 BNI Strengthens SOE Digital Communication through AI Optimization 185
144 May 2, 2025 BNI Xpora Brings Sumatra Coffee to the Specialty Coffee Expo 2025 in Houston 195
1072 A Heart that Serves, Growing with Indonesia
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145 May 2, 2025 Boosting Transactions, the BNI–Emirates Travel Fair 2025 Returns with Attractive 260
Offers
146 May 5, 2025 Rejeki wondr BNI Event at CFD, BNI Encourages a Healthy Lifestyle with a Chance 251
to Win Attractive Prizes
147 May 5, 2025 BNI Records Increased Premium Customer Transactions at the BNI–Emirates Travel 226
Fair 2025 Private Event
148 May 6, 2025 BNI Simplifies Payment for PTN Barat SMM via the wondr by BNI App, Offering 110
IDR50,000 Cashback
149 May 6, 2025 BNI CorpU TV Knowledge Supplement: Health Series Webinar: Basic Life Support— 176
Mastering CPR Techniques
150 May 7, 2025 BNI Targets Young Investors to Manage Investments through the New BIONS 154
151 May 7, 2025 Realization of BAMUIS Fundraising and Distribution Report for the January–March 205
2025 Period
152 May 9, 2025 BNI, Ministry of Public Works and Housing, KP2MI, and BP Tapera Collaborate to 159
Provide Affordable Mortgages for Indonesian Migrant Workers
153 May 9, 2025 Get 50% Cashback with Transactions Using BNI Credit Cards 284
154 May 14, 2025 BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Customer 158
First – Becoming a Relevant and Valuable Marketer for Customers”
155 May 15, 2025 BNI Supports Futsal Series 2025, Involving More Than 16,000 Student Athletes 316
Nationwide
156 May 16, 2025 Indonesian Migrant Worker Savings at BNI Increase 19.5% as of March 2025, 198
Overseas Network Strengthens Banking Access
157 May 16, 2025 BNI Provides Solutions for Businesses to Accelerate Supply Chain Financing 118
through BNIdirect
158 May 16, 2025 From Bekasi to Probolinggo, BNI Supports Infrastructure Improvements to Drive 260
Economic Growth in Villages
159 May 20, 2025 BNI Palu Launches E-Collection Service at UIN Datokarama, Strengthening the 86
Campus Financial Ecosystem
160 May 20, 2025 As a Key Partner for Indonesian Migrant Workers, BNI Records 13.15% Growth in 181
Remittance Business in Q1-2025
161 May 20, 2025 BNI Partners with Ismaya Group to Present Japanese Cuisine with Chef Motokichi 180
162 May 21, 2025 BNI CorpU TV Knowledge Supplement: ThickTalk Podcast Series Rejeki wondr BNI 201
“Brand Advocates Behind the Success of Rejeki wondr BNI”
163 May 21, 2025 Strengthening Food Security and Equitable Village Economies, BNI Establishes 156
Strategic Partnership with Yogyakarta BUMDes
164 May 21, 2025 UPZ BAZNAS BNI and BAMUIS BNI Award Scholarships to Outstanding Students 209
at Politeknik Negeri Jakarta
165 May 21, 2025 BNI Wins CIO of the Year Award at the ASEAN Fintech Awards 2025, Reinforcing Its 183
Transformation Commitment
166 May 22, 2025 Supporting Biodiversity, BNI GoGreen Conducts Mangrove Conservation to Boost 171
the Banyuwangi Community Economy
167 May 22, 2025 BNI Holds Golf Clinic to Strengthen Relationships with the Next Generation of 152
Private Banking Customers
168 May 22, 2025 BNI Hi-Movers Pay Zakat Fitrah 1446 H, Distributing 3,739 Aid Packages to Mustahik 197
in Greater Jakarta
169 May 23, 2025 Andien Enlivens BNI Java Jazz on The Move at Sarinah 182
170 May 23, 2025 BNI Wins Three Triple A Awards 2025 for BNIdirect Innovation and Its Role in 216
Government Programs
171 May 26, 2025 BNI and OJK Encourage University Students to Improve Financial Literacy 138
172 May 26, 2025 Erick Thohir Says BNI’s IDR13.9 Trillion Dividend Is a Tangible Contribution to the 146
National Economy
173 May 27, 2025 BNI’s Strategy to Drive MSME Digitalization to Compete on the Global Stage 128
174 May 27, 2025 BNI’s Strategy to Maintain Liquidity and Drive Credit Growth Amid Low Interest 192
Rate Trends
175 May 28, 2025 Deposits Above IDR5 Billion at BNI Increase 16%, Reflecting the Positive 161
Contribution of Emerald Services
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No. Date Headline Accesses/
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176 May 28, 2025 BNI and the Ministry of MSMEs Establish Cooperation to Strengthen Financial 188
Services for Entrepreneurs
177 May 29, 2025 BNI Presents a Wondrful Experience to Celebrate 20 Years of Java Jazz 153
178 May 29, 2025 Activation of wondr by BNI Offers Various Benefits at the BNI Java Jazz Festival 182
2025
179 May 30, 2025 Andien and Jacob Collier Perform at the BNI Wondrhall Java Jazz Festival 2025 149
180 May 30, 2025 Collect Stamps at the wondr Treasure Hunt, an Exciting Mission of Rejeki wondr 159
BNI at the Java Jazz Festival 2025
181 May 30, 2025 Get 20% Discounts on BNI Java Jazz 2025 Merchandise with BNI Cards and QRIS 181
182 May 30, 2025 Wondrland and Wondrzone Present at the 20th Anniversary Celebration of BNI Java 250
Jazz 2025
183 May 31, 2025 Seamless Transactions with wondr by BNI at the BNI Java Jazz Festival 2025 151
184 May 31, 2025 Don’t Forget to Buy Special Show Tickets with BNI Credit Cards at the BNI Java 189
Jazz Festival 2025
185 June 1, 2025 Saving While Enjoying Jazz: BNI’s Unique Way to Acquire New Customers 114
186 June 1, 2025 Lineup of Top-Tier Musicians at the BNI Java Jazz Festival 2025 159
187 June 1, 2025 A Variety of Nusantara-Flavored MSMEs Enliven the BNI Java Jazz Festival 2025 225
188 June 3, 2025 BNI-Supported MSMEs Export 27 Tons of Hairtail Fish to China 175
189 June 4, 2025 BNI Ensures Customer Financial Services Remain Safe and Convenient During the 115
Eid al-Adha Holiday
190 June 4, 2025 The BNI Java Jazz Festival 2025 Delivers Profits, BNI Customers Take Home Gold 112
and Motorcycles
191 June 4, 2025 BNI Achieves Zero Waste to Landfill, Realizing an Environmentally Friendly Office 155
192 June 5, 2025 BNI Strengthens Environmental Commitment on World Environment Day 2025 205
193 June 5, 2025 Make It Happen! Plan Your Hajj Pilgrimage Using wondr by BNI 153
194 June 8, 2025 BNI Strengthens Its Strategic Role in Sustainable Financing for a Greener Future 193
195 June 8, 2025 BNI Helps Green the Upper Ciliwung Watershed Area on World Environment Day 166
196 June 8, 2025 Indonesian Men’s Doubles Advance to the Indonesia Open Semifinals, BNI–PBSI 217
Continue to Support Global Athlete Achievements
197 June 8, 2025 Adnan–Indah Advance to the Quarterfinals of the 2025 Indonesia Open, BNI–PBSI 206
Collaboration Advances Indonesian Badminton
198 June 8, 2025 Invest in Retail Sukuk SR022 via wondr by BNI and Get Cashback of Up to IDR15 240
Million
199 June 8, 2025 Outstanding Performance by Indonesia’s Men’s Doubles in the Semifinals of the 273
2025 Indonesia Open
200 June 12, 2025 BNI’s Tangible Contribution to the Infrastructure Sector, Supporting Connectivity 161
and Equitable Economic Growth
201 June 12, 2025 Commemorating Entrepreneurship Day, BNI Supports MSMEs to Scale Up 128
Sustainably and Go Global
202 June 12, 2025 House of Representatives Supports BNI’s Green Initiative to Achieve Zero Waste to 141
Landfill
203 June 13, 2025 BNI to Issue IDR5 Trillion Sustainability Bonds, Strengthening Green and Social 122
Financing
204 June 13, 2025 BNI Disburses IDR4.6 Trillion in KUR to More Than 20,000 MSMEs, Strengthening 117
the Backbone of the National Economy
205 June 13, 2025 Cash Deposits at BNI CRM Now More Rewarding, with Cashback and a Chance to 133
Win a Mercedes-Benz
206 June 13, 2025 BNI and Republikorp Forge Synergy to Promote National Defense Industry Self-Reliance 133
207 June 16, 2025 BNI Brings Three Indonesian MSMEs to Korea’s Largest Food Exhibition to Explore 95
Export Opportunities
208 June 16, 2025 Synergy Between BNI and RANS Simba Bogor Fosters Active and Financially 142
Literate Youth
209 June 16, 2025 BNI CorpU TV Knowledge Supplement: Digital Trends and Skills to Empower Digital 171
Leadership Series #2 “Strategic Digital Leadership – Mastering Digital Leadership:
Digital Marketing & Business Growth Optimization”
1074 A Heart that Serves, Growing with Indonesia
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No. Date Headline Accesses/
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211 June 18, 2025 BNI Hi-Movers, Show Your Support! Use the Rejeki wondr BNI Twibbon Now 175
212 June 19, 2025 BNI Listed in the Forbes Global 2000 2025, Proof of Globally Recognized 113
Positive Performance
213 June 19, 2025 BNI’s Active Role in Improving Migrant Worker Literacy Through the Financial 136
Services Sector Working Group
214 June 20, 2025 BNI CorpU TV Knowledge Supplement: Healthy Talk Series “Preventing and 119
Managing Diabetes for the Future”
215 June 20, 2025 BNI Strengthens the Campus Digital Financial Ecosystem While Distributing CSR 168
for UNSADA Students
216 June 23, 2025 BNI Receives International Recognition as One of the Best Companies to Work for in Asia 122
217 June 23, 2025 BNI Partners with BSP to Disburse KUR to 13,400 Plasma Farmers Across Three 125
Provinces
218 June 25, 2025 Strengthening Funding Structure Through Digital Transformation, BNI’s Digital 131
Transactions Reach IDR764 Trillion
210 June 26, 2025 BNI Wins 16 Awards at the BSEA 2025, Demonstrating Consistent Service 166
Excellence and Sustainable Innovation
220 June 30, 2025 BNI Xpora Helps Frinsa Coffee MSMEs Penetrate Global Markets, Exports Reach 119
USD1 Million
221 June 30, 2025 Newsletter WDC May Wrap-Up – Volume 16 Issue: June 96
223 July 1, 2025 BNI Helps Rumah Tempe Azaki Penetrate Export Markets Through BNIdirect 155
224 July 3, 2025 Consistently Upholding Corporate Governance, BNI Wins the Excellence GCG 2025 Award 65
225 July 3, 2025 Reaffirming Digital Commitment, BNI Wins Best Digital Banking Innovation 80
Adoption 2025
226 July 3, 2025 Contributing to Public Digitalization, BNI Wins Two Gov Media Awards 2025 87
227 July 4, 2025 MSCI Upgrades BNI’s ESG Rating, Global Recognition of Green Commitment and 107
Governance
228 July 4, 2025 Watch the BEE Award 2025 Grand Appreciation Night – “Ignite Your Wondr”! 103
229 July 4, 2025 79 Years of BNI: “Accompanying Every Step of Your Journey” 113
230 July 5, 2025 Welcoming BNI’s 79th Anniversary, BNI Spoils Customers with “79” Promotions 70
and Spectacular Draws
231 July 5, 2025 Message from the President Director of BNI on the Occasion of BNI’s 79th 223
Anniversary
232 July 7, 2025 Thanksgiving Ceremony for BNI’s 79th Anniversary: “Accompanying Every Step of 92
Your Journey”
233 July 7, 2025 Remarkable Performance, 60 BNI Employees Honored at the BEE Award 2025 214
234 July 8, 2025 BNI Introduces the New Face of BNI Private, Offering More Comprehensive and 74
Personalized Wealth Management Services
235 July 8, 2025 BNI Accelerates Green Financing, Portfolio Reaches IDR13.37 Trillion 70
236 July 8, 2025 BNI’s 79th Anniversary Thanksgiving: Accompanying Every Step of the Nation 92
237 July 8, 2025 BNI Gets Closer at Its 79th Anniversary, Greeting Customers to Celebrate a Shared 83
Growth Journey
238 July 8, 2025 79 Years of BNI: Tracing Time, Preserving Values, Accompanying Every Step 105
239 July 8, 2025 BNI Gets Closer at Its 79th Anniversary, Greeting Customers to Celebrate a Shared 138
Growth Journey
240 July 10, 2025 BNI CorpU TV Knowledge Supplement: Awareness and Prudential Principles in 148
Credit Provision for Higher-Quality Loans
241 July 10, 2025 BNI Launches wondr Multicurrency Feature, Supporting Customers as Global Citizens 253
242 July 14, 2025 Shopping Gets More Exciting! BNI Shopping Race Held in 14 Cities to Celebrate the 71
79th Anniversary
243 July 14, 2025 Celebrating the 79th Anniversary, BNI Offers Discounts from PIK to Bintaro 154
244 July 16, 2025 BNI Holds Collateral Asset Auctions, Opening Property Investment Opportunities 62
Starting from IDR50 Million
245 July 17, 2025 BNI CorpU TV Knowledge Supplement: Webinar “79 Years of BNI Accompanying 57
Every Step of Your Journey”
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2025 Management Company Management Discussion and Business Support
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246 July 17, 2025 BNI Accompanies Every Step Through wondrfest x Senada Seirama Fest in Region 109
06
247 July 17, 2025 BNI Accompanies Every Step Through wondrfest CFD x NOTARACE in Region 15, 103
Jakarta Kemayoran
248 July 17, 2025 Preserving Heritage and Moving Forward, BNI Commemorates Its 79th Anniversary 139
with a Flower-Scattering Ceremony
249 July 18, 2025 BNI Menyapa – Exclusive for BNI Employees! Unmissable Bali Culinary Discounts 80
250 July 18, 2025 From Region 16 Papua, BNI Showcases the Spirit of Perseverance Through 163
wondrfest Papua
251 July 18, 2025 BNI Ready to Support MSMEs Going Public Through the RISE to IPO Program 123
252 July 18, 2025 From Region 16 Papua, BNI Showcases the Spirit of Perseverance Through 163
wondrfest Papua
253 July 18, 2025 BNI Ready to Support MSMEs Going Public Through the RISE to IPO Program 123
254 July 21, 2025 Emulating the Founders’ Spirit, BNI Holds a Flower-Scattering Ceremony at the 163
Grave of R.M. Margono Djojohadikoesoemo
255 July 21, 2025 BNI Strengthens Funding Structure and Digitalization to Optimize Opportunities 83
from Benchmark Interest Rate Cuts
256 July 22, 2025 BNI Supports the Merah Putih Village/Subdistrict Cooperative Program to 106
Strengthen the People’s Economy
257 July 23, 2025 BNI CorpU TV Knowledge Supplement: Digital Trends & Skills to Empower Digital 78
Leadership #3 “Leading Teams – Driving Digital Transformation”
258 July 24, 2025 BNI Accompanies Every Step Through wondrful Retrovolution for BNI’s 79th 118
Anniversary in Region 05
259 July 24, 2025 BNI Wins the BRAVO 500 Summit Awards 2025 for Digital Financial Inclusion 120
Innovation
260 July 25, 2025 Strengthening Liquidity and Asset Quality Management as the Foundation of BNI’s 117
Performance in H1 2025
261 July 25, 2025 BNI wondrX 2025 – Discover Homes, Cars, Vacations, and More Surprises 128
262 July 25, 2025 BNI Appreciates Fajar/Fikri’s Victory at the 2025 China Open —
263 July 28, 2025 From Ecosystems to the Economy, BNI Builds the Future Through Mangrove 100
Forests
264 July 29, 2025 BNI wondrX 2025 Presents an Integrated and Interactive Financial Experience for 102
the Public
265 July 30, 2025 BNI CorpU TV Knowledge Supplement: Empowering SMEs with BNIdirect Business 109
267 July 30, 2025 BNI Gets Closer to Customers Through the BGA Tournament 2025 with Wondrful 185
BNIdirect at the 79th Anniversary
268 July 31, 2025 BNI Holds the wondr Futsal Series 2025 in Surabaya, Driving Young Talent and 103
Digital Financial Inclusion
269 July 31, 2025 Beware of Digital Crime, BNI Reminds the Public to Protect Three Sensitive Data Points 167
270 August 2, 2025 UPZ BAZNAS BNI Provides Access to Clean Water for Madrasah Tahfidz Al-Qur’an 146
Albayaan Lil Banaat, Cikarang
271 August 5, 2025 BNI Encourages Indonesian Tennis Achievements on the Global Stage 102
272 August 5, 2025 BNI: Temporary Blocking of Dormant Accounts by PPATK to Protect Customer Funds 141
273 August 6, 2025 Time to Look More Glowing! Enjoy Exclusive Promotions from BNI 107
274 August 7, 2025 BNI wondrX 2025 Presents Financial Service Innovations in One Integrated Expo 138
275 August 7, 2025 BNI and SMF Integrate Digital Payment Services to Support the 3 Million Homes 118
Program
276 August 9, 2025 BNI Celebrates Its 79th Anniversary with Real Action by Greening Tiris Beach 140
277 August 9, 2025 Newsletter WDC July Wrap-Up – Volume 17 Issue: August 122
278 August 12, 2025 Logo of the 80th Anniversary of the Republic of Indonesia 417
279 August 13, 2025 BNI Brings Global Financial Solutions for the Diaspora at the Diaspora Global 77
Summit 2025
280 August 13, 2025 BNI Shares the Festivities of Its 79th Anniversary in Makassar Through A Festival 134
Experience by Persuasif
1076 A Heart that Serves, Growing with Indonesia
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281 August 14, 2025 Watch the Live Broadcast of the President of the Republic of Indonesia’s Address 115
282 August 15, 2025 BNI wondrX 2025 Officially Opens, Offering Attractive Mortgage, Auto Loan, and 125
Travel Package Promotions
283 August 15, 2025 BNI and JCB Launch Premium Corporate Credit Cards for Japanese Companies in Indonesia 102
284 August 15, 2025 BNI Launches a New Digital Platform for MSMEs on the Occasion of Its 79th Anniversary 116
285 August 16, 2025 BNI Distributes the First Phase of Rejeki wondr BNI Prizes, Opportunities Remain 119
Open Until February 2026
286 August 16, 2025 Day Two of BNI wondrX 2025, BNI Ensures Easy and Free Access to ICE BSD 111
287 August 16, 2025 BNI Invites wondrX 2025 Visitors to Enjoy Japanese Culinary Experiences and 137
Attractive Promotions
288 August 16, 2025 Cheap Air Tickets and Shopping Promotions Become Highlights for Visitors at BNI 138
wondrX 2025
289 August 17, 2025 BNI Presents wondrstage at Dukuh Atas to Enliven the 80th Independence Day 97
People’s Festival
290 August 17, 2025 BNI Offers a Global Citizen Experience Through the wondr Multicurrency Feature at 135
BNI wondrX 2025
291 August 19, 2025 BNI wondrX 2025 Records 80,000 Visitors with Transactions Reaching IDR2.5 Trillion 119
292 August 19, 2025 BNI Supports the Use of AI to Strengthen State-Owned Enterprise Communications 127
293 August 22, 2025 BNI CorpU TV Knowledge Supplement: Retirement Readiness Checkpoint Webinar 172
Series “Second Career Inspiration”
294 August 25, 2025 BNI and ITB Hold a Community Run Ahead of the wondr ITB Ultra Marathon 2025 81
295 August 25, 2025 BNI Strengthens Support for ITB and Alumni Through Inclusive Financial Innovation 106
296 August 25, 2025 BNI and ITB Hold the wondr ITB Ultra Marathon 180 KM, Promoting a Healthy and 127
Inclusive Lifestyle
297 August 26, 2025 BNI Wins Two OJK Awards for Its Commitment to Financial Literacy 103
298 August 28, 2025 House of Representatives Commission XI Appreciates the wondr Multicurrency 104
Feature, Encouraging Global Transaction Efficiency
299 August 29, 2025 BNI Welcomes BI Interest Rate Cuts, Calling Them a Stimulus for the Economy 106
300 September 1, 2025 Adjustment of Work Arrangements as an Anticipation of Demonstrations and a 94
Reminder on Wise Use of Social Media
301 September 2, 2025 BNI Strengthens Stunting Reduction Programs in NTT and Banten 107
302 September 3, 2025 BNI Strengthens Support for MSMEs Through Productive Credit and Digital Innovation 106
303 September 4, 2025 BNI Strengthens Green and Inclusive Commitment on National Customer Day 76
304 September 4, 2025 Happy National Customer Day 2025 111
305 September 8, 2025 Watch the Live Broadcast of BNI Public Expose 2025 88
306 September 8, 2025 “Enjoy Smart Shopping with Light Installments via wondr by BNI!” 81
307 September 8, 2025 BNI CorpU TV Knowledge Supplement: LinkGoals Series “Build Your Brand, Boost 99
Your Career”
308 September 8, 2025 Digital Transformation and Credit Diversification Become Pillars of BNI’s 104
Performance in H1 2025
309 September 9, 2025 Furniture MSMEs from Klaten Penetrate Export Markets with Support from BNI Xpora 102
310 September 10, 2025 BNI Strengthens Education Quality in NTB Through Teacher Certification and 88
Student Character Development
311 September 12, 2025 BNI Swiftly Distributes Emergency Aid for Flash Flood Victims in Bali and NTT 71
312 September 12, 2025 BNI Supports Government Policy to Withdraw IDR200 Trillion to Strengthen 89
Banking Liquidity
313 September 14, 2025 BNI and BBNI Sekuritas Win Two International Euromoney Awards 51
314 September 14, 2025 BNI Becomes the Official Non-Cash Transaction Partner at IDW 2025 94
315 September 15, 2025 BNI CorpU TV Knowledge Supplement: “Decision-Making Based on the Business 106
Judgment Rule in Good Corporate Governance and Anti-Corruption”
316 September 16, 2025 BNI Promotes Sustainability and the People’s Economy Through Eco-Friendly Batik 82
Mentoring
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
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No. Date Headline Accesses/
Downloads
317 September 17, 2025 UPZ BAZNAS BNI Wins Five Awards from BAZNAS RI 76
318 September 17, 2025 BAZNAS RI Awards Lifetime Achievement to the Late Andan Kesuma 76
319 September 17, 2025 BNI Reminds the Public to Beware of Fake Job Vacancies 80
320 September 18, 2025 BNI Strengthens Integrity and GCG Through a Compliance Forum with the KPK 89
321 September 18, 2025 Watch the Grand Final Pitching of BINNOVA Batch 5 – 2024 “Operations Excellence” 91
323 September 18, BNI Receives the Highest Rating for GCG Implementation at “The 16th IICD CG 131
2025 Conference & Award 2025”
324 September 19, BNI Introduces the Simponi Feature in wondr by BNI to Simplify Pension Fund 147
2025 Management
325 September 23, BNI CorpU TV Knowledge Supplement: Smart Parent, Smart Future, with BNI Life 115
2025 Smart Solutions
326 September 25, BNI CorpU TV Knowledge Supplement: Strategies to Address International Trade 100
2025 Remedies
327 September 27, BNI Strengthens ESG Commitment Through Orangutan Conservation and Forest 91
2025 Rehabilitation
328 September 27, 2025 BNI Opens the Emerald Center at PIM 1, Strengthening Wealth Management Services 91
329 September 29, 5,000 Runners Enliven the wondr ITB Ultra Marathon 2025, with 32 Professors 65
2025 Participating
330 September 29, 2025 BNI Promotes Transparency Through Education on the International Right to Know Day 68
331 September 29, 2025 wondr ITB Ultra Marathon Closes Festively, BNI–ITB Strengthen Collaboration for Education 82
332 September 30, 2025 BNI Socializes Housing Credit Programs in Banten to Support the 3 Million Homes Target 75
333 September 30, 2025 wondr ITB Ultra Marathon Closes Festively, BNI–ITB Strengthen Collaboration for Education 103
334 October 3, 2025 BNI Strengthens the People’s Economy and Environmental Sustainability in 75
Ponggok Village
335 October 5, 2025 BNI Xpora Wins SME Development Program of the Year Award, Driving MSMEs to 68
Enter International Markets
336 October 6, 2025 BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series 63
“Consultative Selling: The Art of Selling Without Appearing to Sell”
337 October 6, 2025 BNI Partners with Developers in Serang to Accelerate the 3 Million Homes Program 119
338 October 11, 2025 BNI Supports Expansion of Cross-Border QRIS to Maintain Rupiah Stability 42
339 October 11, 2025 BNI Strengthens Digital Business Literacy Through BNIdirect at the Investor Daily 82
Summit 2025
340 October 14, 2025 BNI Dominates the Financial Services Basketball League 2025: Men’s Team 31
Champions, Women’s Team Runner-Up
341 October 14, 2025 BNI Supports BPJS Ketenagakerjaan to Enhance Social Security Services via 44
BNIdirect Cash
342 October 16, 2025 BNI CorpU TV Knowledge Supplement: Webinar “Leading Business: The Future of 55
Banking – Artificial Intelligence & Blockchain Innovation”
343 October 17, 2025 Happy Birthday to the President of the Republic of Indonesia 50
344 October 17, 2025 BNI Supports the Development and Operation of a 500 MW Geothermal Power 44
Plant Owned by PT Geo Dipa Energi (Persero)
345 October 17, 2025 BNI Wins the IDX Channel Anugerah Inovasi Indonesia 2025 for Sustainable 75
Financial Innovation
346 October 20, 2025 BNI Wins the Green Warrior Award at the ESG Now Awards 2025 28
347 October 20, 2025 BNI Delivers Literacy and Modern Transaction Experiences at TNI RUN 2025 28
348 October 20, 2025 BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “From 48
Seller to Trusted Advisor: Building Long-Term Customer Relationships”
349 October 22, 2025 Malang Animation Studio Penetrates Global Markets with Financing Support from BNI 47
350 October 22, 2025 BNI Successfully Conducts the National Mass Signing, Driving MSME Financing 46
and Job Creation
351 October 23, 2025 Local MSMEs Enliven wondr by BNI Indonesia Masters 2025 in Medan 46
352 October 24, 2025 27,300 Runners Enliven the wondr Jakarta Running Festival 2025, Showcasing BNI’s 47
Collaboration to Drive National Sports Tourism
353 October 24, 2025 BNI Records Solid Fundamental Performance in Q3 2025, Digitalization and CASA 42
Become Growth Engines
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354 October 24, 2025 BNI and the National Land Bank Agency Strengthen Strategic Collaboration to 40
Accelerate National Development
355 October 25, 2025 wondr JRF 2025 Officially Kicks Off, BNI Invites 27,300 Runners to Drive the 47
Economy and Protect the Environment
356 October 27, 2025 Synergy Between BNI and Subsidiaries Strengthens MSME Competitiveness at the 53
wondr JRF Expo 2025
357 October 28, 2025 BNI CorpU TV Knowledge Supplement: SPECIAL AGEN46 WEBINAR “Buy BNI Life 45
Pandai+ Insurance at Agen46: Affordable Premiums, Powerful Benefits”
358 October 29, 2025 Fajar/Fikri Finish Runner-Up at the 2025 French Open, BNI Proud to Support 60
Indonesian Athletes on the Global Stage
359 October 29, 2025 Supporting the 3 Million Homes Program, BNI Disburses 109,000 Subsidized Home Loans 67
360 October 30, 2025 BNI Strengthens Financial Inclusion and Digital Transactions Through FinExpo 2025 85
361 October 31, 2025 Indonesia Dominates the wondr by BNI Indonesia Masters 2025, Reinforcing BNI’s 54
Commitment to Supporting Badminton Athlete Regeneration
362 October 31, 2025 BNI Supports the Expansion of Indonesian Diaspora Restaurants in the Netherlands 105
Through the Diaspora Loan Program
363 November 3, 2025 BNI and ITS Promote Digital Education Philanthropy Through the ITS Endowment Fund 82
364 November 11, 2025 BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Active 75
Acquisition: Winning Strategies to Capture New Customer Potential”
365 November 5, 2025 BNI Wins an Award for Its Contribution to MSME Empowerment and Inclusive 59
Village Finance
366 November 6, 2025 BNI Hi-Movers Spread Kindness: 20,000 Beneficiaries Experience the Impact of 59
BAMUIS and UPZ BAZNAS BNI Synergy
367 November 7, 2025 3,000 Runners Enliven the wondr Surabaya ITS Run 2025, BNI Drives Local 58
Economy and a Digitally Healthy Lifestyle
368 November 7, 2025 BNI Supports the National Film Industry Through Collaboration with Iko Uwais in 72
the Film TIMUR
369 November 10, 2025 BNI Proudly Supports Putri Kusuma Wardani’s Achievement at the 2025 Hylo Open 68
370 November 12, 2025 BNI Supports National Food Security Through Participation in Agrinex Expo 2025 41
371 November 12, 2025 BNI Encourages MSMEs to Move Up the Value Chain, Creating Economic Heroes 41
from Ngawi
372 November 12, 2025 BNI CorpU TV Knowledge Supplement: Wholesale Webinar Series “Socialization of 59
Standard Pricing, Sales Cue Cards, and Standard Product Decks”
373 November 13, 2025 BNI Disburses IDR40.7 Billion in Housing Program Loans to Support MSMEs and 46
the Real Sector
374 November 14, 2025 BNI Wins the Leadership AA Award at the Indonesia ESG Leadership Awards 2025 43
375 November 14, 2025 BNI Supports the Revival of the Creative EcosystemThrough ICCF 2025 in Greater Malang 46
376 November 14, 2025 BNI Wins the Women in SDG’s Action 2025 Award, Demonstrating a Strong 48
Commitment to Poverty Alleviation
377 November 14, 2025 BNI Wins Two Awards at ICXA 2025 for Digital Innovation and Service Transformation 96
378 November 17, 2025 BNI Holds Shopping Race Phase 3 in 13 Major Cities, Driving Digital Literacy andTransactions 55
379 November 18, 2025 Gregoria Secures a Hat-Trick Podium Finish at the Kumamoto Masters Japan, BNI 42
Supports Indonesian Athletes on the Global Stage
380 November 18, BNI Strengthens Public Housing Financing, Driving a Modern Housing Ecosystem 54
2025 in Central Java
381 November 18, 2025 BNI CorpU TV Knowledge Supplement: Sales Excellence Webinar Series “Sales 40
Execution Mastery: Discipline, Militancy, and Completion in Selling”
382 November 18, 2025 SP BNI NationalWorking Meeting Formulates a Strategic Agenda for Sustainable Performance 46
383 November 19, BNI CorpU TV Knowledge Supplement: Webinar & Zoominar Xpora Series 30
2025 “Unlocking Opportunities: Expanding Export Reach to Saudi Arabia with Xpora &
ITPC Jeddah”
384 November 20, BNI Launches Indonesia’s First ESG Advisory Playbook, Accelerating Green 20
2025 Transformation in the Palm Oil Industry
385 November 20, BNI Supports the Revival of the Creative Ecosystem Through ICCF 2025 in Greater 18
2025 Malang
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No. Date Headline Accesses/
Downloads
386 November 20, BNI CorpU TV Knowledge Supplement: Webinar “9 Wondrs – Essential Soft 76
2025 Competencies for BNI Hi-Movers”
387 November 24, BNI Drives World-Class Achievement as Indonesia Hosts Two All-Indonesian Finals 18
2025 at the 2025 Australian Open
388 November 24, Indonesia’s Young Athletes Harvest Titles at the 2025 Australian Open International 21
2025 Tournament
389 November 25, BNI CorpU TV Knowledge Supplement: Mandatory Taxation Program Webinar 40
2025 Series “Preparation and Guidance for Filing Individual Annual Tax Returns for Fiscal
Year 2025 via DJP Coretax”
390 November 25, Raymond/Joaquin Make a Brilliant Debut at the BWF Super 500 Level 44
2025
391 November 26, Strengthening the Local Economy, BNI Champions MSMEs at the Yogyakarta 45
2025 International Tournament
392 November 26, 2025 BNI CorpU TV Knowledge Supplement: LinkGoals Episode 2 “LinkedIn Deep Dive” 32
393 November 26, 2025 BNI Provides Exclusive Access to the wondr BrightUp Cup 2025Through Buy 1 Get 2 Offers 52
394 November 27, 2025 29 Years of YKP BNI: From Service to Sustainable Transformation 23
395 November 28, BNI Wins the Digital Transformation Driver Award 2025 for Innovation with wondr 60
2025 by BNI
396 December 1, 2025 BNI Wins the Environment & Sustainability Award, Strengthening Its Position as a 55
Driver of Sustainable Finance
397 December 1, 2025 BNI Xpora Strengthens the Capacity of Gorontalo MSMEs to Move Up the Value 58
Chain and Penetrate Export Markets
398 December 2, 2025 Time to Hunt for Deals at the wondrful Dwidayatour Fest 2025 56
399 December 3, 2025 BNI CorpU TV Knowledge Supplement: BNI INSPIRING TALK BOC/BOD SERIES 62
“Roots, Values, and the Life Journey of a Guardian of Integrity”
400 December 4, 2025 BNI Disburses Emergency Relief for Disaster Victims in West Sumatra, Monitoring 37
and Support Continue
401 December 4, 2025 BNI Hi-Movers, Use Social Media Wisely 31
402 December 4, 2025 BNI WinsTwo BI Awards 2025, Strengthening Its Role in National Financial System Stability 38
403 December 5, 2025 BNI CorpU TV Knowledge Supplement: Part 2 — BNI INSPIRING TALK BOC/BOD 33
SERIES “So This Is How to Read People! The Rarely Known Art of Verification”
404 December 5, 2025 TIMUR Officially Premieres, BNI Brings a Fresh Boost to the National Action Film 45
Industry with Iko Uwais
405 December 8, 2025 “Symphony of Integrity: Collaboration, Innovation, and Expression to Prevent Corruption” 76
406 December 8, 2025 Jojo–Ginting Invite Audiences to Enjoy BadmintonTogether at the wondr BrightUp Cup 2025 66
407 December 8, 2025 Jojo–Ginting Invite Audiences to Enjoy BadmintonTogether at the wondr BrightUp Cup 2025 61
408 December 9, 2025 BNI CorpU TV Knowledge Supplement: Part 3 — BNI INSPIRING TALK BOC/BOD 49
SERIES “Key Lessons: Empathy, Leadership, and Transformation”
409 December 9, 2025 BNI Expands Emergency Relief Assistance for Disaster Victims in Sumatra 45
410 December 10, 2025 BNI Promotes Financial Literacy and MSME Advancement Through Participation in 99
NFHE 2025
411 December 10, 2025 BNI Wins Two ARA 2024 Awards, Reinforcing Its Commitment to Governance 86
412 December 12, Commitment to Preventing Corruption: Munadi Herlambang Represents BNI and 71
2025 Wins The Most Trusted Company at the CGPI Award 2025
413 December 12, 2025 Newsletter WDC — Volume 21 Issue: November 2025 56
414 December 15, BNI Hi-Movers, Let’s Show the Spirit of Serving with All Our Heart! 62
2025
415 December 15, BNI Supports the Creative Industry, Community Screenings of TIMUR Film 80
2025 Enthusiastically Welcomed Across Cities
416 December 15, BNI Supports Sean Gelael at the Start of the 2026 Racing Season Through the Asian 77
2025 Le Mans Series
417 December 16, BNI Holds an Extraordinary General Meeting of Shareholders (EGMS), 65
2025 Strengthening Transformation and Governance Ahead of 2026
418 December 17, 2025 Srikandi BNI Talkshow — Women in Celebration Week 2025 80
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Number of
No. Date Headline Accesses/
Downloads
419 December 18, 2025 BNI Wins Two International Awards for Human Capital Development 75
420 December 18, BNI CorpU TV Knowledge Supplement: Leadership Accelerator Essentials Webinar 40
2025 — “Elevating Business Performance Through Market Expansion”
421 December 19, 2025 BNI Volunteers Join the BUMN Peduli Action, Supporting Recovery for Disaster- 28
Affected Communities in Aceh
422 December 20, 2025 BNI Strengthens Social Care Through the Christmas 2025 Program, Driving Tangible 39
Impact for Communities
423 December 22, 2025 BNI Reaches Aceh, Distributing School Uniforms and Providing Trauma Healing 32
Facilities
424 December 22, 2025 BNI Together with BUMN Peduli Provides Rapid, Tangible Assistance for Disaster- 49
Affected Communities in Sumatra
425 December 22, 2025 Reflection on National Mother’s Day: Serving with All Our Heart Together with BNI 44
426 December 22, 2025 Upholding Integrity and Realizing Good Corporate Governance 63
427 December 23, 2025 Shopping Gets Lighter, Rewards Get Bigger with wondr by BNI! 62
428 December 24, 2025 BNI Provides Trauma Healing for Children Affected by Floods in Southeast Aceh 57
429 December 24, 2025 BNI Prepares IDR19.51 Trillion in Cash Ahead of the Christmas and New Year Holidays 44
430 December 24, 2025 BNI Reaffirms Its Status as an Informative Public Institution for Three Consecutive Years 55
431 December 24, 2025 Srikandi BNI Emphasizes the Strategic Role of Women in BNI’s Transformation and 50
Competitiveness
432 December 25, 2025 A Meaningful Christmas, Welcoming the New Year with Shared Hope 65
433 December 25, 2025 Comfortable Holidays, Secure Transactions: Avoid Cyber Attacks 69
434 December 29, 2025 BNI Namaed a Strategic Partner for Digital Campuses at the Diktisaintek Awards 2025 77
435 December 29, 2025 Beware of Fake Christmas Greetings: BNI Urges Customers Not to Click Links Carelessly 45
436 December 30, 2025 BNI Prepares Credit Relaxation for Debtors Affected by Disasters in Sumatra 34
437 December 30, 2025 BNI Establishes Health Posts to Support Recovery for Flash Flood Victims in Aceh 29
438 December 31, 2025 BNI Hi-Movers, Let’s Watch the CNBC Power Talk Lunch with Director of Operations, 40
Mr. Ronny Vennir
PUBLIC INFORMATION DISCLOSURE
BNI consistently ensures that stakeholders have access to relevant, easily accessible, and transparent
information. BNI provides accurate information through its official website, the development of standardized
operating procedures, and the integration of digital service features that further facilitate customer access.
These efforts are complemented by enhancements to offline services to ensure equal access to information
for communities across various regions.
In line with its role in advancing national financial literacy, BNI also empowers Agen46 as a strategic partner
in disseminating information more broadly, enabling outreach to communities in remote areas. In every
aspect of information disclosure, BNI upholds the principles of transparency and accountability through
the role of the Information and Documentation Management Officer (PPID), who serves public information
needs optimally. This approach further underscores BNI’s consistency in implementing good corporate
governance practices and in building public trust in the Bank.
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Governance Framework,
Management, and Control of Tax
Aspects
BNI recognizes that compliance with tax regulations 2. Identify, manage, and monitor tax risks by carrying
is a critical aspect of the implementation of out continuous monitoring and reconciliation.
good corporate governance. Tax compliance
represents BNI’s responsibility and contribution in BNI leverages an integrated tax information
supporting the sustainability of state finances. In technology system to enhance the efficiency and
its implementation, BNI consistently fulfills its tax accuracy of financial information management.
obligations, both as a corporate taxpayer and as a Through this system, tax recording and reporting
withholding agent, in accordance with applicable processes are carried out consistently in accordance
laws and regulations. BNI also ensures that all with applicable regulations. The utilization of
documents related to tax obligations, including digitalization also enables the Bank to ensure
annual and monthly tax returns (SPT), are submitted compliance with tax regulations and to minimize
accurately and in a timely manner to the relevant the risk of administrative sanctions, such as fines,
authorities. interest, or criminal penalties, arising from errors or
delays in reporting.
In order to maintain the quality of implementing good
tax governance, BNI has an adequate governance In addition to complying with Indonesian tax
framework, starting from implementing clear tax laws and regulations, the fulfillment of BNI’s tax
policies and procedures and including guidelines obligations is also conducted in accordance with the
regarding tax reporting, fulfilling tax obligations, tax jurisdictions applicable to each of its overseas
and managing tax risks. In implementing the network offices, including Overseas Branches in
management of tax obligations and monitoring Singapore, Hong Kong, Tokyo, London, New York,
and controlling taxes, BNI has established a and Seoul, the Osaka Sub Branch and the Singapore
comprehensive and structured process, such as: Remittance Center, as well as Representative Offices
in Amsterdam and Sydney.
1. Instilling a tax approach in the Bank through Tax
Company Guidelines and collaboration with tax Further discussion regarding the fulfillment of BNI’s
application service providers for deposit and tax obligations is presented in detail in the chapter
reporting systems that are directly connected on BNI’s Contribution to National Development.
to the tax authorities. BNI also increases tax
awareness through training and socialization.
1082 A Heart that Serves, Growing with Indonesia
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Anti-Money Laundering Program,
Counter Terrorism Financing, and
Prevention of Funding for the
Proliferation of Weapons of Mass
Destruction (APU, PPT, and PPPSPM)
Money Laundering (TPPU), Terrorism Financing APU, PPT, and PPPSPM Policies and
(TPPT), and the Prevention and Eradication ofTerrorism Procedures
Financing (PPSPM) are international crimes that pose To strengthen the risk culture through the
serious threats to state stability, including in Indonesia. implementation of the APU, PPT, and PPPSPM
Globalization and advances in information technology Programs, BNI has specifically designed policies and
have enabled perpetrators to develop increasingly procedures stipulated through the Approval of the
diverse and cross-jurisdictional modi operandi. These Board of Directors and the Board of Commissioners.
illegal activities not only exploit the Financial Services The preparation of these internal guidelines and
System (SJK) but have also expanded to institutions policies considers both the Bank’s business needs and
outside the financial system. alignment with relevant laws and regulations. Broadly,
BNI’s APU, PPT, and PPPSPM implementation policies
To prevent the misuse of the banking system are based on the 5 (five) main pillars mandated by
by irresponsible parties, and in compliance with POJK No. 8 of 2023:
Article 4 of POJK Number 8 of 2023 concerning the 1. Active supervision of the Board of Directors and
Implementation of Anti-Money Laundering Programs, Board of Commissioners;
Counter Terrorism Financing, and Prevention of 2. Policies and Procedures;
Funding for the Proliferation of Weapons of Mass 3. Internal Control;
Destruction in the Financial Services Sector (POJK 4. Management Information System; and
APU, PPT, and PPPSPM), BNI, as a Financial Services 5. Human Resources and Training.
Provider (PJK), is required to identify, assess, and
understand the risks of TPPU/TPPT/PPSPM regarding APU, PPT, and PPPSPM Organizational
customers, countries or geographical areas, products, Structure
services, transactions, or distribution networks at As part of the compliance management framework
its institution on an individual basis. This process for the implementation of the APU, PPT, and PPPSPM
considers all relevant risk factors and adequate risk programs, BNI has designated the AML-CFT Division
mitigation levels to ensure that existing risks are as the Special Work Unit (UKK), responsible for
effectively mitigated. It serves as a guide for refining formulating strategies and periodically monitoring
provisions, improving program implementation, and the implementation of the APU, PPT, and PPPSPM
setting priorities for resource allocation in areas with programs.
higher TPPU/TPPT/PPSPM risk levels.
Based on the BNI Board of Directors’ Organizational
Furthermore, oversight of the APU, PPT, and PPPSPM Restructuring stipulated in the Board of Directors’
programs has been expanded through the presence Decree No. KP/377/DIR/R dated August 1, 2025,
of Regional AML-CFT Officers (RAMLO) in all regional concerning the BNI Board of Directors’ Organizational
offices. RAMLO is responsible for conducting Restructuring, one of the decisions was the
training, socialization, and implementing APU, PPT, restructuring of the Anti-Money Laundering – Counter
and PPPSPM policies across all Regional Offices/ Financing of Terrorism management function into a
Branches/Centers under their management. They standalone unit at the Division level.
also monitor and analyze indications of suspicious
financial transactions, serve as a point of contact for
compliance consultation/advice/reviews, and act as a
liaison with regulators.
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Effective September 15, 2025, the management of APU, PPT, and PPPSPM advisory, spot checks, and
of APU, PPT, and PPPSPM implementation, which reporting evaluations, providing recommendations
was originally under the Compliance Division, will for process improvements, and preparing Quality
become the responsibility of the AML-CFT Division as Assurance reports for management.
a unit under the direct supervision of the Director of
Human Capital & Compliance. consisting of the Policy To strengthen program oversight, the Bank assigns
& Advisory Department, which manages policies, Regional Anti-Money Laundering Officers (RAMLO)
strategic advice, and compliance supervision across all at each Regional Office. In practice, RAMLO under
organizational lines and subsidiaries. Furthermore, the the direct supervision of the Analysis & Transaction
Analysis &Transaction Monitoring Department focuses Monitoring Department is required to submit periodic
on identifying and analyzing suspicious transactions, reports regarding the implementation of APU, PPT,
while the Regulatory Reporting & System Development and PPPSPM.
Department ensures the accuracy of regular reporting
and the effectiveness of monitoring systems, and the
Quality Assurance function acts in conducting reviews
The Organizational Structure of the AML-CFT Division according to the Board of Directors’ Decree No. KP/441/
DIR/R dated September 4, 2025, and Memo No. CDV/2/756/R dated October 16, 2025 is as follows:
AML - CFT Division
AML - CFT AML - CFT
AML - CFT
Transaction Analysis & Regulatory Reporting & System
Policy & Advisory Department
Monitoring Department Development Department
AML - CFT AML - CFT AML - CFT AML - CFT
Policy & Advisory Transaction Analysis Regulatory Reporting Quality Assurance
& Monitoring Team & Development Team
AML - CFT
Regional AML - CFT
Subsidiaries,
Laundering Officer
Overseas Network &
(RAMLO)
Sanction Filtering
APU, PPT, and PPPSPM Profile
Age
55 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Riwayat Pendidikan
Rahmawati • Sarjana Hukum dari Fakultas Hukum, Universitas Indonesia (1993)
• Magister Hukum dari Pasca Sarjana, Universitas Indonesia (2003)
Pemimpin Divisi AML - CFT
Legal Basis for Appointment Work Experience
Appointed as Head of AML-CFT Division based on Board of Directors • Anti-Money Laundering Group Leader in the Compliance Division
Decree No. KP/382/DIR/R dated August 5, 2025. (2008-2014)
• Vice President in Compliance Division (2014-2023)
Term of Office • Head of AML & Counter Terrorism Financing Department in
September 15, 2025 - present Compliance Division (2023–2025)
• Head of AML-CFT Division (2025 - Present)
Professional Certification and/or Training
• Certified Anti Money Laundering Specialist (CAMS) Concurrent Positions
• Bank Staff & Management School (Sespibank) No concurrent positions at BNI or other companies/institutions.
• Certified Bank Manager (CBM) from the Indonesian Bankers
Association Affiliations
• Senior Managers and Certification Regime (SMCR) Has no affiliations with members of the Board of Directors, Board of
• Risk Management Certification (SMR) Level 6 Commissioners, or Major/Controlling Shareholders.
• Developer of APU PPT & PPPSPM Competency Certification Level 6
• General Banking Certification Level 3
• Professional Advocate Training Program (PERADI/PKPA)
• Integrity Builder Expert Certification (API)
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Duties and Responsibilities of APU, PPT, and c. Periodic reports regarding the implementation
PPPSPM of the APU, PPT, and PPPSPM Programs;
Duties and responsibilities of the BNI UKK Head d. Board of Directors approval of the Plan and
Office, cq. The AML-CFT Division regarding the Realization Report on Updating Customer
implementation of the APU, PPT, and PPPSPM Data; and
Programs are: e. Discussion in Board of Directors and Board of
1. Develop and manage policies and guidelines Commissioners meetings regarding the APU,
for implementing the Principles of Recognizing PPT, and PPPSPM Program.
Service Users (PMPJ)/Know Your Customer 3. Policies and Procedures prepared by the AML-
(KYC), Anti-Money Laundering (APU) Programs, CFT Division are periodically reviewed/updated/
Counter Terrorism Financing (PPT), and PPPSPM improved in accordance with applicable
at BNI. regulations. To strengthen the implementation of
2. Provide compliance opinions/advice regarding the APU, PPT, and PPPSPM programs, procedures
the implementation of PMPJ and APU, PPT, and for each banking product and activity are also
PPPSPM. regulated in procedures for implementing APU,
3. Develop and ensure the adequacy of systems PPT, and PPPSPM, in order to identify and assess
and mechanisms that support PMPJ and APU, the risk of money laundering crimes and/or
PPT, and PPPSPM. terrorist financing crimes for each product and
4. Conduct socialization regarding PMPJ and APU, activity.
PPT, and PPPSPM provisions. 4. To ensure that the implementation of the APU,
5. Building awareness of understanding of APU, PPT, PPT, and PPPSPM programs is running as it
and PPPSPM to all lines of the BNI organization. should, supervision is carried out by the AML-
6. Identify and analyze transactions that meet CFT Division.
suspicious criteria based on financial transaction 5. Effective and independent internal control in
analysis reports from related work units and/or the implementation of APU, PPT, and PPPSPM
based on the results of monitoring carried out is carried out by: having adequate APU, PPT,
based on the system. and PPPSPM policies and procedures as well as
7. Manage the preparation and submission of internal monitoring (supervision), clear limits of
Suspicious Financial Transaction Reports (LTKM), authority and responsibility through the Three
Cash Financial Transaction Reports (LTKT), Lines of Defense, independent inspections by the
Transaction Reports to and from Overseas (LTKL), Internal Audit Unit to ensure the effectiveness
SIPESAT Reports, Information System Reports of program implementation, following up on
for Suspected Terrorism Financing (SIPENDAR), all internal and external audit results, and
and other reports in accordance with the criteria improving the quality of customer data and
set out in the provisions applicable to PPATK. reporting analysis to regulators in accordance
8. Monitor and supervise the implementation of with regulations.
APU, PPT, and PPPSPM in all domestic branches, 6. Information Management System to optimize
Overseas Offices, and related Units/Divisions. transaction monitoring in the implementation
9. Carry out the integrated governance function of the APU, PPT, and PPPSPM Program, BNI
(integrated APU, PPT, and PPPSPM). has been continuously developing information
system technology.
Implementation of the APU, PPT, and 7. From the Human Capital and Training aspect, BNI
PPPSPM Programs in 2025 conducts training, socialization, and reminders
In 2025, BNI has implemented various sustainable regarding the implementation of the APU, PPT,
initiatives and improvement efforts to strengthen the and PPPSPM Programs to officials and/or for all
realization of the APU, PPT, and PPPSPM programs, employees continuously to increase awareness
including the following: and competency.
1. Bank Risk assessment of TPPU, TPPT and/or 8. Implementing programs to improve the quality
PPSPM using a regular risk-based approach of customer data by applying the Completeness,
(RBA) that is periodically reviewed; Consistency, and Composite methods to
2. Active Supervision of the Board of Directors and strengthen the Single Source of Truth (SSOT)
the Board of Commissioners through: aspect.
a. Approval of the designation of the AML-CFT
Division as a Special Work Unit (UKK);
b. Approval and evaluation of the APU, PPT, and
PPPSPM Policies, Procedures, and Programs;
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9. Establish and foster active cooperation Financial Integrity Rating on Money
and coordination with regulators and Law Laundering and Terrorism Financing (FIR on
Enforcement Officials, especially in fulfilling ML/TF)
requests for customer data and/or information The Financial Integrity Rating on Money Laundering
as well as providing information in efforts to and Terrorist Financing (FIR on ML/TF) is an
prevent and eradicate the crime of money assessment by the Indonesian Financial Transaction
laundering, preventing the financing of terrorism Reports and Analysis Center (PPATK) on the
and preventing the financing of the proliferation integrity and effectiveness of reporting parties in
of weapons of mass destruction. implementing the APU, PPT, and PPPSPM programs,
10. Implementation of evaluation and monitoring covering aspects of commitment, implementation,
of the APU, PPT, and PPPSPM program and compliance. In 2025, BNI successfully achieved
implementation in Subsidiaries and Overseas an FIR on ML/TF score of 9.43 with a “Very Good”
Offices. This is a form of responsibility for the category.
Bank, which has office networks both at home
and abroad as well as within the framework of APU, PPT, & PPPSPM Work Plan for 2026
the BNI Financial Conglomeration to ensure In 2026, BNI has established a work plan to support
effective implementation. the implementation of the APU, PPT, and PPPSPM
11. Playing an active role in work programs or Programs with the following strategic priorities:
activities organized by regulators, as follows: 1. Improving Stakeholder satisfaction survey
a. Developing joint training programs with results by enhancing the quality of outputs.
the Human Capital & Compliance Director 2. Increasing employee awareness regarding
Communication Forum (FKDKP) related to compliance with the implementation of the APU,
APU, PPT, and PPPSPM for the banking industry PPT, and PPPSPM program.
to ensure a same playing field/common 3. Refining systems and applications that support
understanding in the implementation of the implementation of the APU, PPT, and PPPSPM
provisions. program.
b. Coordinating in the implementation of the 4. Playing an active role in refining the APU, PPT,
23rd Anniversary of the National Movement and PPPSPM systems in Overseas Offices and
of APU PPT Indonesia (“Gernas 23”) with the Subsidiaries.
theme: “Real Commitment, Strong Synergy 5. Developing AML Index tools and refining the
for Golden Indonesia 2045.” AML Index for Branch Offices and Subsidiaries.
c. Involved in PPATK’s Public Private Partnership 6. Developing Human Resources capabilities
(PPP) for investment fraud typologies and related to the implementation of the APU, PPT,
acting as a co-leader in the PPP team for and PPPSPM program for all BNI employees,
Green Financial Crime (GFC) typologies. including those related to International
d. Conducting education and providing financial Regulations through training, socialization,
literacy to internal and external parties webinars, and other initiatives.
regarding awareness of account buying and
selling practices in order to contribute to the
eradication of online gambling.
e. Conducting monitoring (cyber patrol) of online
gambling websites that use BNI accounts.
f. Participating in the preparation of the APU,
PPT, and PPPSPM Certification Module based
on OJK’s SKKNI, together with FKDKP.
g. Playing an active role in conducting thematic
transaction monitoring in accordance with
parameters set by PPATK.
h. Playing an active role in the 2025 National Risk
Assessment (NRA) survey activity organized
by PPATK, as a form of support for efforts to
strengthen money laundering and terrorism
financing risk mapping at the national level.
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Practices Governance Responsibility Commitment Statements
Anti-Corruption Policy
BNI has established an Anti-Corruption Policy that These initiatives reinforce BNI’s commitment to
serves as a fundamental framework for maintaining fostering a workplace free from corruption, fraud,
integrity across all business activities. This policy is bribery, and gratification.
designed to prevent, detect, and take action against
any violations related to corruption, collusion, and Anti-Corruption Training and Awareness for
nepotism (KKN) within the Bank, whether committed Employees
by employees, business partners, or third parties BNI ensures that the work culture embedded within
associated with BNI. BNI is free from corruption, gratification, and bribery.
BNI consistently involves all employees in various
In its implementation, BNI is committed to instilling training programs to strengthen their understanding
a culture of anti-corruption and anti-bribery by and commitment to anti-corruption programs.
ensuring that all BNI employees understand and
comply with business ethics and the company’s In addition, BNI successfully increased employee
code of conduct. The bank also strengthens internal participation in the following initiatives during 2025:
supervision through a secure and independent 1. Mandatory e-Learning program on Gratification
reporting mechanism (whistleblowing system), so Control and SMAP through BNI Smarter, which
that any indications of violations can be followed up has been attended by 30,013 employees.
objectively and transparently. 2. Socialization and awareness raising on anti-fraud
and anti-gratification to all employees, both new
Programs and Procedures to Address and existing, as well as other stakeholders.
Corruption, Fraud, Bribery, Gratification, 3. Appeal to all employees not to accept or request
and/or Kickbacks [ACGS B.4.5] rewards from third parties, and to sign an
To prevent corruption, fraud, bribery, and Integrity Pact that informs BNI's commitment to
gratification practices within the Bank, BNI has gratification control.
developed several programs, including: 4. Dissemination of information through posters,
1. Establishment of a Gratification Control Unit videos, digital banners, videotrons, the BNI
(UPG) and implementation of an Anti-Bribery website, national mass media, digiHC, and the
Management System (SMAP) as the driving BNI Forum related to anti-gratification and SMAP,
force for anti-corruption initiatives at BNI. as well as guidelines for preventing corruption.
Policies related to gratification and bribery are 5. Holding a Compliance Forum with the theme
further elaborated in the Anti-Gratification and “Decision Making based on the Business
Anti-Bribery Policy sections. Judgment Rule in the Context of Good Corporate
2. Strict sanctions, including termination of Governance and Anti-Corruption,” which invited
employment, are imposed for violations involving speakers from the Corruption Eradication
gratification, bribery, or fraud, as a deterrent and Commission (KPK) and was attended by the entire
to uphold corporate integrity. Board of Directors, Board of Commissioners,
3. To enhance anti-fraud awareness, BNI regularly SEVP, Directors and Board of Commissioners of
conducts Anti-Fraud Awareness Programs for Subsidiary Companies, Division and Regional
all BNI employees and subsidiaries through Leaders, Anti-Corruption Counselors (PAKSI),
webinars, outreach activities, and campaigns Integrity Builders (API), and all BNI employees.
across BNI’s official social media channels. 6. Participating in the Integrity Assessment Survey
4. BNI also provides appreciation to employees (Survei Penilaian Integritas/SPI) organized by
who contribute to fraud-prevention efforts, as the Corruption Eradication Commission (Komisi
acknowledgement of their role in maintaining a Pemberantasan Korupsi/KPK), involving a wide
clean and ethical work environment. range of internal and external respondents,
including employees, business partners, service
users, and other Company stakeholders.
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Anti-Gratification &
Anti-Bribery Policy
Any form of fraudulent practice has the potential Law No. 31 of 1999 concerning the Eradication of
to cause a negative impact on the Bank’s business Corruption Crimes, and OJK Regulation No. 12 of
ecosystem and damage the Bank’s integrity. 2024 concerning the Implementation of Anti-Fraud
Therefore, BNI takes firm action against any Strategies for Financial Services Institutions.
violations related to fraudulent acts and continues
to strengthen preventive measures through the BNI takes various strategic steps through the
implementation of a Gratification Control Policy implementation of a number of written guidelines
that must be complied with by all employees. and provisions related to preventing corruption
Every acceptance or rejection of gratification must and controlling gratification. This step reflects BNI’s
be reported via the Gratification Online (GOL) commitment to instilling values of integrity across
application transparently and in accordance with the all levels of the organization, while ensuring that
procedures. every employee understands and implements the
principles of ethics, transparency, and accountability
Through the comprehensive and continuous in every Bank operational activity. The following are
implementation of this policy, BNI is committed to several policies related to corruption prevention and
maintaining the trust of shareholders, stakeholders, gratification control:
and the wider community in the Bank’s integrity,
credibility, and reputation as a professional financial A. Gratification Control Policy
institution committed to the principles of Good Gratification Control Policy stipulates, among
Corporate Governance (GCG). other things, that:
1. Gratification control is the duty and
In addition to having adequate control policy tools, responsibility of all BNI personnel.
the Bank also strives to build a healthy and clean 2. Prohibition of accepting or giving gratuities
work culture through obtaining SNI ISO 37001:2016 that are indicated as bribery, namely:
certification - Anti-Bribery Management System a. All BNI personnel are prohibited from
(SMAP) in the scope of Procurement of Goods and accepting gratuities that are indicated as
Services, which is then expanded to cover the scope bribery, whether in the form of money
of the Corporate Credit Segment and BNI Pension and/or goods and/or gifts, and are required
Fund Activities. In 2025, the second surveillance to refuse the gift at the first opportunity by
audit was conducted, which demonstrated that the informing them of the gratification control
implementation of the Anti-Bribery Management provisions at BNI. Receipt of gratuities
System (SMAP) at BNI was assessed as consistent, includes those received directly or those
with no material deviations identified. transferred via account or other means.
b. Upon receipt of gratuities that are forced
ANTI-GRATIFICATION AND ANTI-BRIBERY to be accepted, all BNI personnel must
POLICY PROGRAMS AND PROCEDURES immediately report at the first opportunity
to the Corruption Eradication Commission
In order to overcome corrupt practices, kickbacks, through the Gratification Control Unit
fraud, bribery, and/or gratification, all BNI levels (UPG).
are required to implement anti-bribery and anti- c. All BNI personnel are prohibited from
gratification programs and procedures as stated giving money and/or gratuities and/or gifts
in the Gratification Control Guidelines No. IN/726/ related to their position and contrary to
KPN/002 dated September 24, 2021 and the Anti- their obligations or duties to civil servants
Bribery Management System (SMAP) Company and state administrators.
Guidelines No. IN/118/CMP/006 dated December 3. Obligation to submit gratification reports:
27, 2024. The preparation of these policies and a. All BNI personnel are required to make a
guidelines has been aligned with the provisions report regarding rejection or acceptance of
of Law No. 20 of 2001, which is an amendment to gratification.
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b. Recipients who have submitted a MONITORING AND ASSESSMENT OF
gratification report are free from the threat GRATIFICATION CONTROL BY THE
of criminal acts of bribery as regulated in CORRUPTION ERADICATION COMMISSION
Law No. 31 of 1999 as amended by Law
No. 20 of 2001 concerning the Eradication In order to increase the effectiveness of gratification
of Corruption Crimes. control and prevent the occurrence of bribery
practices or other acts of fraud/financial crimes that
B. Bribery Control Policy violate legislation, BNI established a Gratification
BNI’s Anti-Bribery Control Policy stipulates, Control Unit (UPG), which is placed in the Compliance
among other things, that: Division to monitor and ensure that anti-bribery and
1. Maintain Integrity, Professionalism, Banker gratification control policies and procedures are
Ethics, Transparency, Honesty, Consistency works as they should. In accordance with applicable
and always adhere to the Law and all internal regulations, BNI UPG is responsible for
applicable regulations as well as the Work carrying out the following tasks:
Culture Values of companies and State- 1. Prepare rules, technical instructions, and
Owned Enterprises. other similar requirements to support the
2. Must refuse giving and receiving bribes implementation of gratification control;
in order to uphold the principles of Good 2. Receive, analyze, and administer reports of
Corporate Governance and be free from all receipt and rejection of gratification. If necessary,
forms of Corruption, Collusion and Nepotism. UPG can ask the recipient of the gratification for
3. All BNI and Subsidiary Company personnel information regarding the completeness of the
must play an active role in ensuring gratification report.
the implementation of the Anti-Bribery 3. Forward reports on receipt of gratuities to the
Management System and must report and Corruption Eradication Committee in accordance
take firm action against all forms of violations with applicable regulations.
of the Anti-Bribery Policy. 4. Submit the results of the management of
4. Support the independent Anti-Bribery gratification reports and proposed gratification
Compliance Function to develop and control policies to management/Board of
encourage continuous improvement of the Directors.
Anti-Bribery Management System and provide 5. Map the vulnerable points for receiving and
strict supervision in the implementation giving gratuities
phase. 6. Monitoring and evaluating the implementation
of gratification control at BNI.
C. Anti-Corruption Policy 7. Carrying out advisory and socialization functions
The Anti-Corruption Policy at BNI stipulates, related to gratification control within BNI.
among other things, that: 8. Coordinate with related units at BNI to carry out
1. Maintain Integrity, Professionalism, Banker their duties and responsibilities as a gratification
Ethics, Transparency, Honesty, Consistency control unit at BNI.
and always adhere to the Law and all 9. Store gratification items and/or gratuity gifts
applicable regulations as well as the corporate and forward them to the Corruption Eradication
culture. Commission or convey them back to the reporter
2. Must refuse giving and receiving bribes in accordance with the decision issued by the
in order to uphold the principles of Good Corruption Eradication Commission and/or UPG.
Corporate Governance and be free from all
forms of Corruption, Collusion and Nepotism. As part of its main duties, UPG BNI submitted a report
on the implementation of the Bank’s Gratification
The policies mentioned above are binding and must Control Program to the Corruption Eradication
be understood and implemented seriously by all Commission (KPK). Thanks to the consistency and
levels of BNI personnel as part of the Code of Ethics commitment of all BNI employees, in 2025, UPG BNI
and in order to support the implementation of GCG achieved an Excellent rating for the Implementation
principles. If there is a violation or non-compliance of the Gratification Control Program (PPG).
with this policy, the violating party may be subject to
sanctions according to the level of the violation and In addition to assessing the implementation of the
will be reported to the relevant parties in accordance gratuity control program, the KPK conducted the
with applicable law. Integrity Assessment Survey (SPI), a survey designed
to measure integrity levels, corruption risks, and the
effectiveness of corruption prevention efforts across
Ministries, Institutions, Regional Governments, and
SOEs (BUMN/BUMD).
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The implementation of the SPI involved a broad range of internal and external respondents, including employees,
business partners, service users, and other Company stakeholders. In 2025, BNI received an assessment rating of
“Maintained” (Terjaga).
The SPI results serve as a strategic evaluation used to formulate follow-up action plans and continuous improvement
programs. Follow-up actions based on the survey results are integrated into policies, procedures, and integrity-
strengthening programs, in line with the implementation of Good Corporate Governance (GCG) and the Anti-
Bribery Management System.
GRATIFICATION REPORTING MECHANISM
To improve the effectiveness and transparency of gratification reporting, all BNI employees are required
to report every acceptance or rejection of gratification to the BNI Gratification Control Unit (UPG) via the
Compliance Information Management System (CIMS) portal, which can be accessed at cims.bni.co.id. or via
email at gratifikasi@bni.co.id.
The explanation of the gratification reporting mechanism is as follows:
Submission of reports through:
• Compliance Information
Gratification Analysis, Verification, KPK Decree
Management System (CIMS)
Control Unit & Classification by KPK
BNI Hi-Movers • E-mail: gratifikasi@bni.co.id
Not Owned
State-owned by the State
DECLARATION OF INTEGRITY PACT, CODE OF ETHICS, AND ANTI-BRIBERY AND
ANTICORRUPTION COMMITMENT
In 2025, BNI reaffirmed its commitment to the implementation of integrity principles and work ethics through
the declaration of the Integrity Pact, Code of Ethics, and anti-bribery and anti-corruption commitments across
all organizational levels. This declaration was signed by the Board of Commissioners, the Board of Directors,
and all BNI employees as a stance to uphold honesty, responsibility, and compliance with applicable laws
and regulations.
This initiative not only strengthens the culture of compliance and ethics within the Bank but also solidifies
BNI’s reputation as a highly integrated and trusted financial institution.
2025 GRATIFICATION REPORT
In 2025, there were 237 reports of gratification submitted by BNI employees to BNI UPG. A total of 39 reports
were forwarded to the Corruption Eradication Commission as gratification reports that must be reported,
while the other 198 reports were included in gratuities that did not have to be reported.
ANTI-BRIBERY MANAGEMENT SYSTEM (SMAP)
In addition to gratification control efforts, BNI also appointed the Compliance Division as the manager of
the Anti-Bribery Management System (SMAP). Thus, this effort is in line with BNI’s commitment to improve
integrity and transparency in every aspect of its operations.
On August 11, 2020, BNI achieving ISO 37001:2016 certification for the scope of Procurement of Goods
and Services. Subsequently, on February 9, 2022, the scope of this certification was expanded to cover
the Corporate Credit Segment, and in 2023, the certification was again expanded to cover Pension Fund
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Activities. In 2025, the second surveillance audit was 5. Implementation of the 2025 Second Year
conducted, which indicated that the implementation Surveillance Audit with audit results showing no
of SMAP at BNI was consistent and free from material major or minor findings, demonstrating BNI's
deviations. The achievement of this certification commitment and consistency in implementing
demonstrates that BNI has successfully managed SMAP.
its gratuity control, anti-bribery, and whistleblowing 6. Socialization by the Gratification Control Unit
systems in accordance with ISO standards and regarding gratification control and SMAP in
internationally recognized best practices. Divisions, Regional Offices, and Branch Offices.
7. Anti-Corruption Technical Guidance for the
SOCIALIZATION OF ANTI-GRATIFICATION Business Sector conducted by the Corruption
POLICY, GRATIFICATION REPORTING, AND Eradication Commission (KPK) for BNI’s
ANTI-BRIBERY consultants, vendors, and business partners on
21 August 2025.
BNI continuously raises employee awareness 8. Organization of a Compliance Forum on 16
through various training and socialization activities September 2025, themed “Decision-Making
on gratuities and anti-bribery. These activities are Based on the Business Judgment Rule in
carried out regularly through various communication Support of Good Corporate Governance and
channels such as webinars, the official BNI website, Anti-Corruption,” featuring speakers from the
BNI Forum, BNI DigiHC, BNI Menyapa, Instagram KPK and attended by all members of the Board
Quickpose, and the official BNI46 Instagram account. of Directors, Board of Commissioners, Senior
Executive Vice Presidents (SEVP), Boards of
Some of the activities, educational programs, and Directors and Boards of Commissioners of
socialization efforts carried out by UPG BNI during Subsidiaries, Division and Regional Heads,
2025 include: Anti-Corruption Counselors (PAKSI), Certified
1. Submission of Gratuity Acceptance and Rejection Integrity Builders (API), and all BNI employees.
Reports on BNI Forum. 9. Participation in the Integrity Assessment Survey
2. Signing of the Gratuity & Anti-Bribery Declaration (SPI) organized by the Corruption Eradication
through the DigiHC application Commission (KPK) during the period of August–
3. Socialization of SMAP and World Anti-Corruption October 2025.
Day (HAKORDIA) to internal and external parties
through videos, digital banners, and videotrons
at BNI offices.
4. Appeal to the Board of Directors, Board of
Commissioners, and all Divisions/Units/
Units not to give/accept gratuities related to
religious holidays (Chinese New Year, Eid al-
Fitr and Christmas) and New Year, which is also
broadcast through internal communication
media accessible to all employees, such as BNI
Forum, DigiHC, and Instagram Quickpose, as
well as to BNI stakeholders through posters, the
BNI website, and national mass media.
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Policy for Procurement of
Goods and/or Services
To support seamless business and banking openness, and accountability. The application of
operations, BNI carries out the procurement of these principles is intended to ensure that every
goods and/or services based on operational needs, procurement activity delivers the best value for
with reference to the Regulation of the Minister of the Company through optimal use of resources,
State-Owned Enterprises No. PER 02 MBU 03 2023 appropriate fulfillment of needs, and the creation of a
on Corporate Governance Guidelines and Significant healthy and balanced competitive environment. BNI
Corporate Actions of State-Owned Enterprises, is committed to building a reliable and transparent
which has been institutionalized through BNI’s procurement system in order to optimize value
internal Procurement Corporate Guidelines. for money, minimize the risk of irregularities, and
maximize benefits for all stakeholders involved
Each procurement process for goods and/or in the process, while consistently upholding high
services is implemented by applying the principles ethical standards and sound corporate governance.
of efficiency, effectiveness, competitiveness,
transparency, fairness and reasonableness, The core procurement of goods and/or services
openness, and accountability, in line with the principles at BNI are articulated as follows:
principles of Good Corporate Governance, from the 1. Efficient
planning stage through to the handover of work The procurement of goods and/or services shall
results. Through the consistent application of these be carried out to achieve optimal and best results
principles, BNI ensures that every procurement within a reasonable timeframe, utilizing available
activity delivers optimal value to the Bank and all funds as efficiently and reasonably as possible,
stakeholders. and shall not be based solely on the lowest price.
For the procurement of strategic goods and/or
As a tangible manifestation of BNI’s commitment services with significant value, a total cost of
to environmental, social, and governance aspects, ownership approach may be applied
BNI prioritizes responsible procurement practices 2. Effective
and seeks to reduce environmental impacts by The procurement of goods and/or services shall
encouraging suppliers to comply with sustainability be aligned with the defined needs and deliver the
principles. BNI also supports the use of domestic greatest possible benefits in accordance with the
products by requiring the possession of Domestic established objectives.
Component Level certification, and empowers 3. Competitive
micro, small, and medium enterprises as suppliers The procurement of goods and/or services shall
of goods and/or services. be open to qualified providers and conducted
through fair competition among providers that
To safeguard the quality and integrity of the are equal and meet the specified requirements
procurement process, BNI conducts regular or criteria, based on clear and transparent
compliance audits and has implemented ISO provisions and procedures.
37001:2016 Anti Bribery Management System 4. Transparent
and ISO 9001:2015 Quality Management System All provisions and information related to the
certifications. These implementations reflect BNI’s procurement of goods and/or services, including
commitment to conducting procurement processes administrative and technical requirements,
that are clean, professional, and aligned with evaluation methods, evaluation results, and the
international standards. determination of prospective providers, shall be
disclosed to interested participating providers.
Core Principles of procurement of Goods 5. Fair and Reasonable
and/or Services [ACGS B.4.2] In the implementation of the procurement of
The procurement of goods and/or services at BNI goods and/or services, BNI provides equal
is conducted in accordance with the principles treatment to all prospective providers that meet
of efficiency, effectiveness, competitiveness, the requirements.
transparency, fairness and reasonableness,
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6. Open 4. Accepting and being accountable for all decisions
The procurement of goods and/or services may made based on written agreements with relevant
be participated in by all prospective providers parties.
that meet the specified requirements. 5. Preventing and avoiding conflicts of interest with
7. Accountable any related parties that may result in unhealthy
Procurement activities shall achieve their business competition.
intended objectives and be accountable, 6. Preventing and avoiding financial wastage and
thereby minimizing the potential for misuse or leakage.
irregularities. 7. Avoiding and preventing abuse of authority and/
or collusion.
Ethics in Procurement of Procurement 8. Refraining from offering, promising, or accepting
of Goods and/Services [ACGS: B.4.2] gifts, rewards, commissions, rebates, or any
BNI firmly establishes procurement ethics for goods other compensation from and for anyone related
and/or services that apply to all parties involved in the to procurement activities.
procurement process. These procurement ethics are
intended to promote sound procurement practices, Methods and Mechanisms of Procurement
enhance the efficiency of budget utilization, prevent of Goods and/Services [ACGS: B.4.2]
budget leakage, and ensure the implementation of To ensure an efficient and on-target procurement
a clean and integrity driven procurement process. process, BNI applies various methods for the
procurement of goods and/or services, tailored
The ethics of procurement of goods and/or services to the characteristics and requirements of each
at BNI are explained as foll: project. The procurement of goods and/or services
1. Performing tasks diligently and responsibly to is carried out through the following methods: Open
achieve procurement objectives and ensure Tender or Open Selection, Limited Tender or Limited
smooth and timely execution. Selection, Direct Appointment, Direct Procurement,
2. Working professionally and independently while and Self-Management. Each method is governed by
safeguarding confidential information to prevent specific provisions and criteria designed to ensure
procurement irregularities. that the process is conducted in accordance with
3. Avoiding any direct or indirect influence that may the principles of effectiveness, transparency, and
lead to unhealthy business competition. accountability.
The mechanisms for each of these procurement methods are as follows:
Procurement Method
for Goods and/or Implementation Mechanism
Services
Open Tender or Open Procurement of goods and/or services that is publicly announced through mass media to provide
Selection equal opportunity for qualified providers of goods and/or services to participate in the procurement
process.
Limited Tender or Procurement of goods and/or services offered to a limited number of parties, with at least two invited
Limited Selection bidders.
Direct Appointment Procurement of goods and/or services conducted by directly appointing one provider of goods and/
or services, or through appointment via a beauty contest, in accordance with the requirements for
Direct Appointment.
Direct Procurement Procurement of goods and/or services conducted through direct purchase of goods available in the
market at market prices, including through electronic purchasing.
Self Management Implementation of work carried out and/or supervised directly by BNI.
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Overview of Procedures for Procurement of Goods and/or Services [ACGS: B.4.2]
Procurement of Goods and/or Services Refers to External and Internal Regulations (Procurement
Terms
Corporate Guidelines)
Centralization In principle, the procurement of goods and/or services applies a centralized system, taking into
of Goods and/ account considerations of efficiency, effectiveness, and security. However, in certain circumstances,
or Services decentralization may be implemented by delegating part or all of the authority for procurement to
Procurement designated units, while providing opportunities for internal participation in the procurement of goods
and/or services.
Goods and/ 1. Improving the quality of procurement management.
or Services 2. Implementing procurement of goods and/or services through open contract systems and framework
Procurement contracts to obtain the best prices.
Strategy 3. Accelerating the procurement process for goods and/or services based on the nature of the work or
type of goods and/or services.
4. Improving vendor management provisions related to vendor classification based on class or tier.
5. Digitalizing the procurement process for goods and/or services.
Separation of The separation of functions among units involved in the procurement of goods and/or services is as
Functions follows:
1. The requesting unit.
2. The procurement implementing unit that carries out the procurement process.
3. The vendor management unit that conducts selection of prospective vendors and recommends
participating vendors for the procurement of goods and/or services.
4. The unit that analyzes and prepares cost estimates or Owner’s Estimate.
5. The unit that prepares contracts.
6. The unit that reviews the completeness of payment document requirements.
7. The unit that performs project supervision and control in accordance with the contract documents
until project handover.
Leveling of Deciding The authority to make decisions in the procurement of goods and/or services is exercised in stages,
Authority taking into account the level of risk and the value of the procurement, through decision making
mechanisms within the Procurement Committee.
PROCUREMENT THROUGH THE ELECTRONIC PROCUREMENT SYSTEM (E-PROC)
In line with technological advancements and its commitment to enhancing efficiency and transparency,
BNI has implemented a digital based procurement system for goods and/or services, known as electronic
procurement (e Proc). Through this web based platform, all parties involved, including vendors or
prospective business partners, procurement committees, and internal BNI units, are able to interact online
within a single integrated system. The procurement process is conducted on an end to end basis, covering
vendor registration, the execution of procurement stages, compliance testing, contract signing, and
payment processing. This approach enables BNI to carry out procurement activities that are more efficient,
accountable, and easier to monitor.
BNI’s electronic procurement system (e Proc) can be accessed through BNI’s corporate website or directly
via https://e-proc.bni.co.id. The development of the e Proc system and related policies forms part of BNI’s
digital transformation strategy to strengthen its competitiveness in an increasingly digitalized banking
industry. Through e Proc, BNI delivers a fully digitalized procurement process supported by key modules
such as Procurement Management, Vendor Management, and Contract Management, which are designed
to enhance efficiency, transparency, and integration across all stages of the procurement of goods and/or
services.
Since 2018, e-Procurement has been implemented at the Head Office, with the objective of integrating and
effectively monitoring all procurement processes for goods and/or services at the Head Office.
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FLOW OF PROCUREMENT PROCESS THROUGH ELECTRONIC PROCUREMENT
(E-PROC) APPLICATION
PARTNER PROCUREMENT E-AUCTION ISSUANCE OF PAYMENT
CONTRACT
• Registration • Requirement • Assessment methods • Preparation of
• Filling out • Proposed and HPS draft contracts/
registration form procurement plan • Implementation of agreements
• Registration • Announcement auction • Submission of
and verification Registration draft to vendor
checklist • DRTU Selection • Final delivery
• OTS • Aanwijzing of contract to Compliance
• Interview • Technical Evaluation Delivery vendor
• Suggestions • Clarification of Monitoring • Contract
• Issuance of TDR Financial Structure maintenance
• Reports and data • HPS
requests • Financial Evaluation
• Update and • Clarification (option)
renewal • Compliance checklist
• Vendor • Nominator’s proposal
performance • Rebuttal period
• Letter of Payment voucher Payment
appointment/ SPK
MONITORING
VENDOR
PELAPOR CONTRACT PAYMENT
MANAGEMENT PROCUREMENT MANAGEMENT MANAGEMENT
MANAGEMENT
CERTIFICATION RELATED TO THE MANAGEMENT OF GOODS AND/OR SERVICES
PROCUREMENT
ISO 37001:2016 In an effort to enhance integrity and transparency, BNI successfully obtained the SNI ISO 37001:2016
Anti-bribery certification for its Anti-Bribery Management System on August 11, 2020, specifically covering the scope
Management of Goods and Services Procurement. This certification was renewed on January 1, 2024, and is valid for
System three years, encompassing the Goods and Services Procurement Process, Corporate Credit Segment, and
Pension Funds. BNI is committed to conducting all its activities based on principles of accountability and
responsibility, implementing the AKHLAK values as the foundation of corporate governance, adhering to
Principle 46, and complying with BNI’s Code of Ethics and applicable regulations.
As a tangible manifestation of this commitment, BNI strives to:
1. Uphold honest, sincere, and disciplined behavior, and act with consistency and responsibility;
2. Implement statutory and internal regulations related to the Anti-Bribery Management System in every
action and decision-making process;
3. Take a firm stance against all forms of bribery to establish good corporate governance and eliminate
Corruption, Collusion, and Nepotism (CCN);
4. Actively ensure the implementation of the Anti-Bribery Management System, including reporting
suspected violations of anti-bribery policies in accordance with the mechanisms in place at PT Bank
Negara Indonesia (Persero) Tbk;
5. Accept the sanctions determined by the company if found in violation of the anti-bribery policy.
To combat CCN (Corruption, Collusion, and Nepotism) practices and bribery, BNI has designated
the Compliance Division as an independent function responsible for developing and overseeing the
implementation of the Anti-Bribery Management System. This unit is also authorized to take decisive
actions against any violations. To ensure the Anti-Bribery Management System policy is well-received
by all internal and external stakeholders, socialization efforts targeting the BNI environment and other
stakeholders remain crucial.
In 2025, BNI successfully maintained its Anti-Bribery Management System Certification after undergoing
a re-certification audit of goods and/or services procurement in 2023.
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ISO 9001:2015 To improve the quality of the management of Own Estimate Price (HPS) in accordance with international
Quality standards, BNI has successfully obtained ISO 9001:2015 certification in the field of Quality Management
Management System for the management of Own Estimate Price. This certification reflects BNI’s commitment to
System for Own being a reliable service provider for customers, by offering fair and timely prices, and complying with
Estimate Price all applicable laws and regulations. BNI also continues to make continuous improvements to improve
Section (HPS) service quality in accordance with international standards and practices.
In 2025, BNI successfully maintained the second Surveillance Audit for ISO 9001:2015 Quality Management
System Certification in the Self Estimate Price (HPS) function.
ISO 9001:2015 BNI’s commitment to improving the quality of vendor management in accordance with international
Quality standards is demonstrated through its ISO 9001:2015 certification for Quality Management Systems in
Management Vendor Management.This certification serves as tangible evidence of BNI’s dedication to providing reliable
System in and professional vendor services to ensure the smooth execution of goods and/or services procurement
the Vendor processes. With this certification, BNI not only highlights its ability to recommend high-quality vendors
Management that meet specifications but also affirms that its vendor management processes comply with global
Section quality standards. This instills greater confidence among BNI’s business partners and customers that all
procurement processes are managed with transparency and high professionalism.
Moreover, BNI consistently conducts evaluations and continuous improvements to enhance the quality of
its vendor management services. In 2025, BNI successfully maintained its Surveillance Audit, reaffirming
its commitment to upholding high-quality standards in all aspects of vendor management.
This achievement further solidifies BNI’s position as a bank that implements best practices in vendor
management, ensuring that all procurement processes adhere to international standards and practices
to achieve sustainable operational excellence.
PARTNER EVALUATION (DUE DILIGENCE) IN 2025
BNI consistently conducts comprehensive due diligence evaluations of its business partners to ensure that
all partners engaged meet the quality, compliance, and integrity standards established by the Bank.
This evaluation process encompasses a review of various key aspects, including legal standing, operational
capability, financial condition, experience, as well as corporate track record and reputation. In addition,
BNI assesses the extent to which its partners apply Good Corporate Governance principles, comply with
applicable regulations, and give due consideration to sustainability aspects in their operations.
Through the implementation of a rigorous and well-structured due diligence process, BNI seeks to minimize
potential legal, operational, and reputational risks, while ensuring that each partner is able to effectively
support the achievement of BNI’s strategic objectives and the long term sustainability of its business.
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Company Code of Ethics [ACGS D.2.1, D.2.2, D.2.3]
BNI has established and implemented aCode of 11. Not becoming members or donors of political
Conduct as the primary guideline for maintaining parties.
integrity, professionalism, and accountability 12. Not disseminating false information regarding
among all employees in carrying out business BNI.
activities. The Code of Ethics clearly regulates 13. Not using BNI assets for personal interests.
fundamental values, business ethics, work ethics, 14. Not misusing BNI corporate identity for personal
and commitment to corporate regulations, ensuring gain.
that all business activities are conducted in
accordance with principles of honesty, compliance, Applicability of The Code of Ethics Across
and good corporate governance. The Organization [ACGS D.2.1 D.2.2]
The BNI Code of Ethics applies to all personnel at
The Code also provides clear direction regarding every organizational level — both permanent and
behavioral boundaries and appropriate forms of non-permanent employees — including the Board
interaction — including those that are prohibited of Directors and the Board of Commissioners.
— between employees and customers, business Compliance with the Code reflects the commitment
partners, and other stakeholders, in order to foster of all BNI Hi-Movers to perform their duties and
ethical and constructive relationships. The BNI Code responsibilities with integrity and the highest ethical
of Ethics was developed based on the Bank’s vision, standards.
mission, and core values, while also aligning with
internal policies and evolving market dynamics. This commitment is demonstrated through the
signing of an Integrity Pact by every employee,
Key Principles of The Code of Ethics [ACGS D.2.1] affirming their pledge to uphold ethics, transparency,
All BNI Hi-Movers are required to comply with the and professionalism in daily work activities.
following fourteen (14) key provisions of the BNI
Code of Ethics: Code of Ethics Related to Anti-Corruption
1. Acting professionally, upholding the Beliefs work [ACGS B.4.5, D.2.1, D.2.2]
culture and AKHLAK Core Values. BNI consistently promotes an anti-corruption culture
2. Serving as role models and reminding across the organization by fostering an integrity-
subordinates, supervisors, colleagues, and based, transparent, and KKN-free work environment.
business partners to implement the BNI Code of A key milestone was the establishment of the
Ethics. Gratification Control Unit (UPG), initiated through
3. Maintaining good relationships among fellow the signing of the Anti-Gratification Commitment
BNI Hi-Movers. between BNI’s President Director and the Corruption
4. Safeguarding bank confidentiality and Eradication Commission (KPK) on 17 October 2016.
confidentiality of position.
5. Ensuring workplace safety and security. This initiative strengthens BNI’s compliance with
6. Protecting health, natural resources, and the anti-corruption regulations and ensures that
environment. business operations are conducted prudently and
7. Recording, reporting, and administering work in line with good governance principles. Under the
accurately, honestly, and properly. Code of Ethics, every employee is strictly prohibited
8. Preventing conflicts of interest that may harm from giving or receiving gifts, rewards, or any form
BNI. of gratification — directly or indirectly — from any
9. Refraining from giving or receiving gifts of any party related to their duties and responsibilities.
form — directly or indirectly — from any party
related to job duties and responsibilities.
10. Acting as a spokesperson only in the best interest
of BNI.
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Code of Ethics Related to Vendors [ACGS D.2.1] Dissemination and Socialization of The
BNI frequently collaborates with third parties Code of Ethics [ACGS D.2.1]
to support the smooth operation of the Bank’s To cultivate a governance-driven corporate culture,
operations. To implement an anti-corruption culture, BNI consistently communicates and internalizes the
BNI ensures that every employee understands principles of the Code of Ethics to all BNI Hi-Movers
and adheres to good business ethics, as outlined employees, both those working at the Head Office
in the BNI Code of Ethics, particularly regarding and Regional Offices, as well as branch offices. The
professional relationships with vendors. The anti- means used to disseminate the BNI Code of Ethics
corruption policies regarding vendors contained in are as follows:
the BNI Code of Ethics include: 1. Pocket-book versions of the BNI Code of Ethics
1. Working professionally and independently distributed to all employees.
while maintaining confidentiality to prevent 2. E-learning modules accessible to all employees.
irregularities in procurement. 3. Sharing sessions within divisions/work units.
2. Avoiding direct or indirect influence that may 4. Internal digital communication platforms (DigiHC,
result in unhealthy business competition. BNI Smarter, BNI CorpuTV, BNI Menyapa, Sinergi
3. Accepting and being accountable for decisions Magazine, BNI Forum), internal displays, and
made in accordance with written agreements. internal social media channels such as Instagram
4. Preventing and avoiding conflicts of interest with @quickpose.
related parties that could affect fair business
competition. Internalization is also reinforced through regular
5. Striving to prevent waste and financial leakage of GCG and ethics training for all BNI Hi-Movers —
public or corporate funds. both new hires and experienced employees —
6. Preventing the misuse of authority and collusion complemented by coaching from direct supervisors.
practices that could harm the procurement To ensure effective implementation, BNI applies
process. rigorous oversight mechanisms and enforces
7. Avoiding offering, promising, or accepting gifts, firm sanctions for violations as part of discipline
rewards, commissions, rebates, or other forms of and corrective learning, thereby ensuring that all
compensation related to goods and/or services employees consistently uphold ethical conduct and
procurement. integrity in their work.
Signing of The Integrity Pact [ACGS D.2.1] Implementation and Enforcement through
As a commitment to an ethical work environment Multiple Channels [ACGS D.2.1, D.2.3]
and adherence to the Code of Ethics, all BNI Hi- The implementation and enforcement of the Code of
Movers across organizational levels sign the Ethics form an integral component of Good Corporate
Employee Integrity Pact as a declaration to uphold Governance (GCG) across all levels of BNI. The Code
integrity, transparency, and professionalism. of Ethics functions as a guiding framework for the
Board of Commissioners, the Board of Directors,
Through this signing, every employee is expected and all employees in carrying out the Bank’s vision
to fully understand the content and meaning and mission. BNI consistently monitors adherence
of the Integrity Pact and reaffirm their personal and provides a Whistleblowing System (WBS) as
commitment to reject all forms of corruption, a secure channel for reporting violations, with
gratification, bribery, and other ethical violations. full assurance of reporter confidentiality. Each
report must be supported by valid evidence to be
Throughout 2025, implementation of the Integrity processed, and any breach of the Code of Ethics
Pact achieved 100% compliance, reflecting the is subject to firm, non-discriminatory sanctions —
strong commitment of BNI employees to building underscoring BNI’s commitment to integrity and
an ethical, disciplined, and highly-integrity work sound governance.
culture.
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In addition to the WBS, BNI also provides several internal communication channels to facilitate reporting
and identification of potential Code of Ethics violations, including:
Reporting channels include:
1. Website: http://bni-transparan.tipoffs.info
2. E-mail: bni-transparan@tipoffs.com.sg
3. Phone: 021-57853377
4. SMS & WhatsApp: 0811-970-1946
5. Mail: BNI Transparan, P.O. BOX 2646, JKP 10026
Types and Forms of Sanctions for Code of Ethics Violations [ACGS D.2.1]
Any employee proven to have violated the Code of Ethics is subject to strict sanctions in accordance with the
severity of the violation. Details of violations and sanctions are presented in the following table:
Principal Sanctions Types of Code of Ethics Violations
Preliminary Guidance Letter Violations of critical activities are defined as those that have not yet resulted in a loss to BNI.
Letter of Guidance (SP) Violations of rules, policies, procedures, and obligations that do not result in losses.
Letter of Reprimand (STE) Violations of rules, policies, procedures, and obligations that result in non-material losses.
Letter of Strong Reprimand Violations of policies, procedures, and obligations that result in both material and non-
(STK) material losses.
Demotion Violations of policies, procedures, and obligations that result in material losses, but without
fraud, deceit, fictitious acts, fabrications, and/or gratification.
Termination of Employment Violations of policies, procedures, and obligations that result in intentional material losses and
(PHK) contain elements of fabrication, fraud, and/or fictitious transactions.
Code of Ethics Violations and Handling in 2025 [ACGS D.2.1]
Throughout 2025, there were 44 Code of Ethics violations at BNI — a significant decrease from the previous
year, which recorded 80 violations. This decline demonstrates meaningful progress resulting from BNI’s
efforts to consistently enforce the Code of Ethics.
BNI has taken firm and appropriate corrective actions by imposing sanctions, as outlined in the following
table:
Principal Sanctions 2025 2024 2023
Letter of Guidance 6 7 9
Letter of Reprimand 0 4 2
Letter of Strong Reprimand 2 5 3
Demotion 0 4 3
Termination of Employment 36 60 60
Total 44 80 77
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Trends in Sanctions for Code of Ethics Violations 2023-2025
80 77
44
9
7
6
4 5 4
3 3
2 2
Termination of
Letter of Guidance Letter of Reprimand Letter of Strong Demotion
Employment
Reprimand
2025 2024 2023
Corporate Values and Culture
As part of a State-Owned Enterprise (BUMN), BNI adopts the AKHLAK core values — Amanah (Trustworthy),
Kompeten (Competent), Harmonis (Harmonious), Loyal (Loyal), Adaptif (Adaptive), and Kolaboratif
(Collaborative) — as the primary foundation for building its corporate culture. These values serve as moral
and ethical guidelines for all BNI Hi-Movers in carrying out their duties, interacting with others, and making
decisions. Through the consistent application of AKHLAK across all organizational levels, BNI is committed
to fostering a work environment that is ethical, professional, and collaborative, while simultaneously
strengthening the Company’s competitiveness and reputation both nationally and globally.
Nilai Utama
manah ompeten armonis oyal daptif olaboratif
Code of Conduct [ACGS D.2.1]
BNI has established 18 behavioral guidelines, as follows:
1. Fulfilling commitments and promises that have been made.
2. Taking responsibility for every task, decision, and action taken.
3. Upholding moral and ethical values.
4. Continuously improving competencies to respond to evolving challenges.
5. Supporting others in learning and developing.
6. Completing assignments with the highest quality.
7. Respecting every individual regardless of background.
8. Demonstrating a willingness to help others.
9. Creating a harmonious and conducive work environment.
10. Safeguarding the reputation of colleagues, leaders, State-Owned Enterprises, and the nation.
11. Willingly making sacrifices to achieve greater goals.
12. Complying with superiors’ directions, as long as they do not conflict with law and ethics.
13. Adapting quickly in order to improve.
14. Continuously striving for ongoing improvement.
15. Acting proactively.
16. Providing opportunities for everyone to contribute.
17. Being open to collaboration in order to create added value.
18. Mobilizing the use of available resources to achieve shared objectives.
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Allocation of Funds for Social and
Political Activities
BNI is committed to providing a real contribution to improving community welfare and environmental
preservation through the implementation of the Social and Environmental Responsibility (TJSL) Program.
This program is strategically and sustainably designed to be on target and capable of meeting community
needs, particularly for those living around the Bank’s operational areas. Every year, BNI consistently allocates
TJSL funds as a form of social responsibility and a manifestation of the Company’s concern for balanced
economic, social, and environmental development. In 2025, the total realized TJSL budget reached IDR116.82
billion, an increase/decrease from the previous year of IDR129.9 billion, reflecting BNI’s commitment to
creating a sustainable positive impact.
Furthermore, BNI also emphasizes its policy on political neutrality by prohibiting all BNI Hi-Movers from
becoming members, donors, or being involved in political party activities. Throughout 2024 and 2025, BNI
ensured that no funds or support of any kind were provided for political activities, as part of the Company’s
commitment to maintaining integrity, independence, and professionalism in conducting all business
activities.
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Provision of Funds for Related Parties
and Provision of Large Exposure [ACGS C.4]
BNI has established a comprehensive set of policies 4. Conducting audits by the Internal Audit Unit based
and procedures that govern the Legal Lending Limit on risk assessments to ensure the adequacy of
(BMPK) and credit distribution to related parties, risk management and internal control, including
including those governing credit limits for industry within the credit approval process.
sectors and the mechanisms for monitoring and
resolution.To ensure effective implementation in line In providing funds to related parties and in large
with prudential principles, BNI regularly convenes exposures, BNI applies a Credit Risk Appetite
meetings of the Credit Procedures Committee, the grounded in prudential principles, as follows:
Credit Policy Committee, and the Board of Directors 1. The implementation of an Internal Rating System
to discuss evaluations, policy enhancements, and and Loan Portfolio Management, supported by
operational implementation in lending. These an early warning system to prevent breaches
measures are undertaken to mitigate credit risk and of the Legal Lending Limit (BMPK), including
maintain the quality of the Bank’s financing portfolio. the application of House Limits and Country
Exposure Limits.
Pursuant to OJK regulations on good governance 2. Periodic reporting of capital position and the
implementation for commercial banks, BNI applies Capital Adequacy Ratio (CAR) to management
the principles of prudential banking in all funding and regulators, which serves as a key reference
activities, particularly on related parties and large in conducting business activities, particularly in
exposures. This principle is reflected through the provision of funds.
portfolio diversification to avoid excessive risk
concentration. Policy funding provided to related POLICY ON THE PROVISION OF FUNDS TO
parties, including members of the Board of Directors, RELATED PARTIES [ACGS C.4.1]
the Board of Commissioners, Executive Officers, and
large exposures, is also implemented in compliance In providing funds to related parties, BNI consistently
with OJK Circular Letter No. 14/SEOJK.03/2025 applies prudential banking principles and ensures
on the Implementation of Good Governance for full compliance with internal policies, regulatory
Commercial Banks, especially on the Governance requirements, and applicable laws and regulations.
Transparency section. All funding decisions are subject to a tiered review
process with transparent evaluation mechanisms,
To ensure that funding to related parties and ensuring that decisions are made prudently and
large exposures is conducted in accordance with in line with the principles of good corporate
prudential principles, BNI manages the following governance.
risk management aspects:
1. Establishing clear policies and procedures Furthermore, in managing material transactions
covering the entire credit process, from credit with related parties or transactions that may give rise
origination through approval, monitoring, and to conflicts of interest, BNI has established robust
recovery. internal control procedures. Thresholds have been
2. Requiring that the provision of funds to related defined for such transactions to obtain approval
parties obtain prior approval from the Board of from the Board of Commissioners or the General
Commissioners. Meeting of Shareholders, upon recommendation
3. Reporting the provision of funds above a specified from the Audit Committee, and to be reported to
threshold to the Board of Commissioners, which regulators and disclosed to the public as part of
may request explanations from the Board of BNI’s commitment to transparency, in accordance
Directors where deemed necessary.
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with OJK Regulation No.42/POJK.04/2020 on In 2025, there were no violations or exceedances
Affiliated Transactions and Conflicts of Interest and of the Legal Lending Limit (BMPK) in relation to
OJK Regulation No.17/POJK.04/2020 on Material large exposures. Detailed information on funding
Transactions and Changes in Business Activities. provided to related parties, including the nature
of the relationship, the nature of the transactions,
In 2025, BNI did not conduct any material and the transaction values during 2025, has been
transactions with affiliated parties that involved disclosed in the Notes to the Consolidated Financial
conflicts of interest. [ACGS A.8.1] Statements, which form an integral part of this
Annual Report.
POLICY ON LARGE EXPOSURES
REPORTING AND DISCLOSURE
Large exposure refers to the provision of funds to
a single borrower or a single group of borrowers, BNI submits Legal Lending Limit (BMPK) reports in
other than related parties, amounting to 10 percent accordance with the requirements stipulated by the
or more of the Bank’s core capital (Tier 1). In regulator, namely the Financial Services Authority
distributing such funding, BNI consistently applies a (OJK). Information relating to the provision of funds
comprehensive and highly prudent creditworthiness to Related Parties and to the 20 (twenty) largest non
assessment process, using the same standards related borrowers, both on an individual and group
applied to general borrowers, in line with prudential basis, at BNI during 2025, is presented as follows:
banking principles, transparency, and good
corporate governance.
2025 2024
Provision of Funds Nominal Nominal
Number of Number of
Amount Amount
Debtors Debtors
(IDR million) (IDR million)
To Related Parties 315 2,112,555 341 2,191,892
To Debtors: 20 284,927,533 20 237,908,427
a) Individuals 1 20,839,756 2 27,407,091
b) Group 19 264,087,777 18 210,501,336
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Credit Granting for
Related Party
As a manifestation of its commitment to implementing d. Members of the Board of Directors, Members
responsible and prudent banking practices, BN has of the Board of Commissioners, and Executive
set a clear and measurable policy for the provision Officers of the Bank; Referred to as Executive
of credit to related parties. This policy refers to the Officers are officials who report directly to the
provisions of POJK No. 32/POJK.03/2018 concerning Board of Directors or have significant influence
the Maximum Limit for Credit Provision and Large over the Bank’s policies and/or operations,
Fund Provision for Commercial Banks, as updated including division heads, regional office heads,
through POJK No. 38/POJK.03/2019. branch office heads, functional office heads
whose positions are at least equivalent to branch
Pursuant to Article 5 of POJK 32/2018, the total office heads, heads of risk management units,
portfolio of funds provided to related parties shall be heads of compliance units, and heads of internal
set at a maximum of 10% (ten percent) of the Bank’s audit units, and/or other equivalent officials.
capital. This limit’s setting is to ensure controlled e. Parties with horizontal or vertical familial
risk exposure management and maintain the Bank’s relationships:
financial stability and health. 1) From individuals who control the Bank as
referred to in letter a; and
The provision of funds encompasses various forms 2) From members of the Board of Directors and/
of Bank investment, such as credit, securities, or members of the Board of Commissioners
placements, receivables on securities purchased at the Bank as referred to in letter d.
with agreements to resell (reverse repos), and Horizontal or vertical familial relationships
other forms of fund provision that meet regulatory include:
requirements. - biological/step/adoptive parents;
- biological/step/adoptive siblings;
The policy for the Provision of Credit to Related - biological/step/adoptive children;
Parties at BNI is outlined in the Company Guidelines. - biological/step/adoptive grandparents;
This policy stipulates that the Bank is prohibited from - biological/step/adoptive grandchildren;
providing Provision of Funds (hereinafter referred to - biological/step/adoptive siblings of
as “Provision of Credit”) to Related Parties without parents;
the approval of the Board of Commissioners and - husband or wife;
without violating general procedures for Provision - in-laws;
of Funds. Furthermore, the provision of credit to - husband or wife of biological/step/
prospective debtors/debtors who are related to adoptive children;
each other or who have a conflict of interest with - the grandfather or grandmother of a
the credit processor and/or decision-maker is also husband or wife;
regulated in the Company Guidelines. Related - the husband or wife of a biological/step/
Parties, as stipulated in POJK No. 32/POJK.03/2018 adoptive grandchild; or
as later amended by POJK No. 38/POJK.03/2019, - the biological/step/adoptive sibling of a
include: husband or wife and the husband or wife
a. Individuals or companies under whom the Bank of the sibling concerned.
is under control of. f. Members of the Board of Directors and/or
b. Legal entities, in cases where the Bank acts as members of the Board of Commissioners, in
the -controller. companies referred to in letters a, b, and/or c.
c. Companies, in certain cases where the individuals g. Companies whose members of their Board
or companies referred to in letter a act as the of Directors and/or members of the Board
controller. of Commissioners are also members of the
Board of Commissioners of the Bank.
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h. Companies/entities where 50% (fifty percent) l. The borrower is an individual or non-bank
or more of their members of the Board of company that has a financial relationship
Directors and/or members of the Board of through the provision of a guarantee to the
Commissioners are also members of the party referred to in letters a through k.
Board of Directors and/or Commissioners of m. m. The borrower has a financial relationship
a company referred to in letters a, b, and/or c. through a guarantee provided by the party
i. Companies/entities where: referred to in letters a through k.
1) Members of the Board of Directors, n. Another bank that has a financial relationship
members of the Board of Commissioners, through the provision of a guarantee to the
and/or Executive Officers of the Bank as party referred to in letters a through k, in the
referred to in letter d. act as controllers; event of a counter guarantee from the Bank
and and/or the party referred to in letters a through
2) Members of the Board of Directors and/or k to the other bank.
members of the Board of Commissioners o. Other companies in which a party, individually
of the parties referred to in letters a, b, and/ or jointly, has an interest in the form of a 10%
or c, act as controllers. (ten percent) or more share ownership, either
j. Collective investment contracts where the from the parties referred to in letter e.
Bank and/or parties referred to in letters a to i.
owns 10% (ten percent) or more of the shares Credit provided to debtors who are not Related
in the Investment Manager of the collective Parties, but ones that benefit from its privileges, is
investment contract. categorized as Credit Provided to Related Parties.
k. Companies that have financial relationships Here, BNI remains committed to managing credit
with the Bank and/or parties as referred to extended to related parties in accordance with the
in letters a. to i. Financial relationships are principle of prudence and ensuring that the fund
analyzed based on several factors, namely: provision ratio remains regulatory-compliant.
1) there is financial assistance from the Furthermore, BNI implements strict internal
Bank and/or Related Parties or financial supervision at every stage of the credit-granting
assistance to Banks and/or other Related process for Related Parties. This step is taken to
Parties with terms that give the party ensure that the entire process is transparent,
providing the financial assistance the measurable, and in accordance with established
ability to determine (controlling influence) regulations. This policy should prevent potential
the strategic policies of the company conflicts of interest and maintain the Bank’s financial
receiving the financial assistance; integrity.
2) There is a significant business chain
relationship in the Bank’s or Related Party’s
business operations with other companies,
resulting in dependency between one
party and another, resulting in:
- One party being unable to easily transfer
business transactions to another party;
and
- The inability to easily transfer business
transactions causes significant
disruption to one party’s cash flow,
making it difficult to meet obligations;
and/or
3) There is a transfer of credit risk through a
guarantee, where the party providing the
guarantee will assume some or all of the
financial risk from the guaranteed party.
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Protection of Creditors’ Rights [ACGS B.4.6]
BNI is firmly committed to safeguarding the rights applicable provisions and contractual agreements.
of its creditors through transparent, accurate, and The Bank consistently seeks to avoid delays or
equitable disclosure of information. Guided by negligence that could create potential losses for any
the principle of equal treatment, BNI ensures that party. These practices reflect BNI’s alignment with
all creditors and business partners have access to the principles of the ASEAN Corporate Governance
relevant information, enabling objective and well- Scorecard, which emphasize transparency,
considered decision-making. Beyond transparency, accountability, and the protection of creditors’ rights
BNI is committed to fulfilling all obligations to as an integral part of corporate responsibility. [ACGS
creditors punctually and in accordance with B.4.6]
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Transparency of the Bank’s Financial
and Non-Financial Conditions
BNI is committed to strengthening consistency in information related to the transparency of the
the implementation of good corporate governance, Bank’s financial condition is published through
particularly with respect to the application the OJK reporting system, BNI’s official website,
of the principle of information transparency. and the Indonesia Stock Exchange website, as a
This commitment is demonstrated through full manifestation of BNI’s commitment to maintaining
compliance with all transparency requirements, transparency and accountability to all stakeholders.
both in the disclosure of financial and non financial
information to stakeholders. TRANSPARENCY OF NON-FINANCIAL
CONDITION
BNI ensures that all published information is
accurate, timely, and easily accessible, as a BNI also ensures the openness of information
manifestation of responsibility and accountability regarding the Bank’s non-financial conditions, which
to the public. Information disclosure is carried out includes developments in corporate governance,
through various official channels, including print vision, mission, and the composition and profile of
media and BNI’s official website at https://www.bni. the management team.This information is published
co.id/id-id/, enabling all stakeholders to obtain up to through the Annual Report, the Bank’s official
date information regarding the Bank’s performance website, and various other media that can be easily
and activities in a transparent manner. accessed by customers and the general public.
In this regard, BNI has established policies and In 2025, BNI has compiled and presented reports
procedures governing the implementation of related to the transparency of the Bank’s nonfinancial
transparency for financial and non financial conditions, taking into account the procedures,
conditions, with reference to Financial Services types, and scope as regulated by applicable POJK
Authority Regulation No. 37/POJK.03/2019 regulations, and has provided and published
concerning Transparency and Publication of Bank additional information concerning nonfinancial
Reports, FSA Regulation No. 29/POJK.04/2016 conditions, including the following:
concerning Annual Reports of Issuers or Public 1. Disclosure of Corporate Governance Information,
Companies, and FSA Circular Letter No. 16/ including the Corporate Governance Annual
SEOJK.04/2021 concerning the Form and Content of Report, Vision, Mission, Company Values, Code
Annual Reports of Issuers or Public Companies. of Ethics, Composition and Profile of the Board
of Commissioners and Board of Directors, as
TRANSPARENCY OF FINANCIAL CONDITION well as internal governance regulations from the
Articles of Association to the Corporate Charter,
Throughout 2025, BNI consistently fulfilled its which are also published through BNI’s website;
financial reporting obligations to regulators, 2. Information on the Company’s Products and
including the Financial Services Authority (OJK), Services, including its branch network, published
the Indonesia Stock Exchange (IDX), and the State through the Annual Report and BNI’s website,
Owned Enterprises Supervisory Agency (BP BUMN), to enable customers, investors, and the general
in a timely, complete, and accurate manner. The public to easily access information on BNI’s
reports prepared comprised monthly, quarterly, products and services;
and annual financial statements, all of which were 3. Information on Complaint Submission
presented in accordance with Bank Indonesia Procedures, Safe Banking Tips for Customers
regulations on the Transparency of Banks’ Financial to maintain data privacy while using banking
Conditions. services, published through BNI’s website to
comply with consumer protection regulations;
In addition to financial statements, BNI also and
submitted its Annual Report to regulators, rating 4. Other Information aimed at supporting
agencies, research institutions, and other relevant information transparency, financial education,
parties, including periodic and incidental reports and services to the community.
to comply with capital market regulations. All
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Transparency in Customer Complaint
Handling and Dispute Resolution
BNI is committed to delivering transparent, Through the implementation of an integrated
responsive, and customer-oriented services, complaint-management system, BNI continues to
particularly in handling complaints and resolving strengthen customer trust and loyalty, using every
disputes. To ensure ease of access, BNI provides piece of feedback as input to improve and enhance
multiple complaint channels that customers can service quality going forward.
reach both online and offline, including the official
website, banking applications, the Customer
Experience Center, and all BNI branch offices. EASE OF ACCESS TO SERVICES
Every complaint received becomes a shared Customer Experience Center as a BNI Touch
responsibility of the relevant units and is handled Point
professionally and transparently, guided by a In an effort to maintain transparency and improve
Service Level Agreement (SLA) to ensure resolution service quality, BNI welcomes every complaint,
that is prompt, fair, and compliant with established suggestion, and input from customers. Through
procedures. For disputes requiring further handling, the Customer Experience Center as one of BNI’s
BNI prioritizes internal mediation mechanisms to primary touch points, the Bank provides 24-hour
achieve the best solution for both parties, while service every day, offering speed and convenience
also allowing for the involvement of independent for customers in obtaining information, conducting
third parties as permitted by applicable laws and transactions, and receiving solutions to any issues
regulations. they may encounter.
All BNI customers may submit complaints through:
BNI Call
1500046
(Akses dari Dalam Negeri, tanpa BNI Emerald Call
kode area)
+62 21-30500046 1500098
(Akses dari Luar Negeri)
Digital Platform Merchant Care
• Chat With Us di www.bni.co.id
& Agen46
• Menu Tanya BNI di BNI Mobile
Banking
• BNI WhatsApp Business
1500146
+62 811-588-1946
• E-mail : bnicall@bni.co.id
Social Media Customer Wholesale
Platform
Experience Service:
@bni46
@BNI
@BNICustomerCare
Center 021 - 29946046
WA: +62 858-5000-1946
BNI
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Practices Governance Responsibility Commitment Statements
In addition, customers may lodge complaints Mechanism for Submitting Customer
through any BNI branch office throughout Indonesia. Complaints
BNI is committed to finding the best solution for
PROCEDURES FOR HANDLING AND every customer complaint as part of its effort to
RESOLVING CUSTOMER COMPLAINTS maintain an optimal customer experience. In line
with OJK Regulation No. 22 of 2023 on Consumer
BNI’s Customer Experience Center serves as and Public Protection in the Financial Services Sector,
the primary manager of customer complaints, the Customer Experience Center is committed to
prioritizing prompt responses, empathy, and providing resolutions for complaints submitted
appropriate resolution in accordance with service- verbally within a maximum of five (5) business
level agreements (SLA). Every complaint received days from the date the complaint is received. For
is followed up professionally to ensure sustained written complaints, resolution is provided within a
customer satisfaction and trust. The complaint- maximum of ten (10) business days from the date
handling service covers a wide range of products and the complete documentation is received, and may
customer segments — including banking services, be extended for an additional ten (10) business days.
credit cards, merchants, trade and remittance, and Customers are notified of any extension via SMS,
wholesale services. BNI also provides various easily telephone, email, letter, or WhatsApp.
accessible complaint channels, both verbal and
written, through multiple communication platforms
so customers can submit complaints quickly,
conveniently, and efficiently.
VERBAL
Customers Contact BNI Call
Domestic: 1500046
Overseas: +62 21-30500046
Customers Visit the
Nearest BNI Branch
Customers visit the
website: www.bni.co.id
WRITTEN
on the Chat With Us menu
Customers send complaints via:
- Tanya BNI at BNI Mobile Banking Customers Visit the
- BNI WhatsApp Business +62 811-588-1946 Nearest BNI Branch
- E-mail: bnicall@bni.co.id
- X: @BNI dan @BNICustomerCare
- Facebook: BNI
- IG: @bni46
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Complaint Submission and Resolution Flow
1
Submit a
Complaint
CUSTOMERS
2 3 4 5 6 7
Register a Provide a Following up Convey the If necessary, the Convey the
Complaint Complaint on complaint Results of Bank will provide results
Registration Complaint notification of of complaint
Number Resolution extension of time resolution after the
extension of time
BNI OFFICERS
If customers are dissatisfied with the response or solution provided by BNI, they may proceed with dispute
resolution through an Alternative Dispute Resolution Institution (LAPS) listed in the Register of LAPS for
the Financial Services Sector as determined by the Financial Services Authority (OJK). LAPS functions as
an independent institution that facilitates fair and efficient dispute resolution between customers and the
Bank outside the court process. This mechanism is in line with Article 82 of OJK Regulation No. 22 of 2023
on Consumer and Public Protection in the Financial Services Sector, which emphasizes the importance of
transparent dispute resolution that prioritizes customer interests.
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Integrity of Reporting and
Information Technology Systems
Integrity in reporting and information technology regulations. Financial and sustainability reports are
systems serves as a fundamental pillar for BNI prepared in an integrated manner, encompassing
in ensuring transparency of both financial and historical performance, risk analysis, opportunities,
non‑financial information for all stakeholders. BNI and future outlook. Robust IT systems ensure data
consistently prepares reports in accordance with security, availability, and efficient access, while
the requirements of the Financial Services Authority protecting information integrity from potential
(OJK), ensuring that all disclosed information is threats.
accurate, comprehensive, and reliable.
In line with POJK No. 17 Tahun 2023, BNI ensures
Throughout 2025, BNI strengthened reporting reliable internal reporting governance through the
integration through the Enterprise Data Platform, implementation of transparency, accountability,
implementing a Big Data–based single source of independence, and fairness principles, while
truth concept. For Non-Regulatory report (NRR), all supporting effective governance oversight by the
management reports are available on dashboard Board of Directors and the Board of Commissioners.
platforms connected to the Data Governance In parallel, consistent with POJK No. 11/POJK.03/2022,
Framework and Data Quality Monitoring, utilizing BNI implements IT governance that covers IT strategy,
Big Data as the single source of truth. Meanwhile, risk management, data security, and monitoring
Regulatory Report (RR) is supported by Big Data of information-system performance. The Board of
and enhanced Master Data Management (MDM) Directors also actively promotes the development of
to ensure consistency, validity, and regulatory technological infrastructure and digital innovation
compliance. to support effective decision‑making and oversight,
strengthen competitiveness, ensure regulatory
As part of its commitment to transparency, BNI compliance, and continuously enhance corporate
safeguards transparency of products and the use governance.
of customer data in accordance with applicable
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Insider Trading and Conflict of
Interest Policy [ACGS C.5.1, B.A.6]
BNI maintains a firm stance and has in place strict To prevent conflicts of interest, all BNI Hi-Movers are
policies to prevent insider trading and conflicts of required to do the following:
interest, ensuring integrity and transparency in 1. Prioritize the Bank’s Interests.
all banking activities. This policy is designed to a. Serve all Bank stakeholders in accordance with
prevent the misuse of internal information and their respective duties and responsibilities;
decision-making influenced by personal interests. b. Carry out duties in accordance with applicable
All BNI Hi-Movers, including employees, the Board regulations and policies, without prioritizing
of Directors, and the Board of Commissioners, are personal interests or those of affiliated parties,
strictly prohibited from using material, unpublished including religion, profession, political party,
information for personal gain in any form. Until or ethnicity, and avoid anything that could
2025, there will be no insider trading involving the give rise to a conflict of interest;
Company’s directors/commissioners, management, c. Prohibit personal interests from being
or employees. Furthermore, every individual is included in decision-making or actions that
required to publicly report any situation that could could affect the quality of those decisions or
give rise to a conflict of interest, to ensure that all actions;
business decisions remain objective and grounded d. Not to provide preferential treatment to certain
in professional ethics. parties by ignoring applicable procedures or
provisions;
Guidelines related to insider trading are stipulated e. Not to seek or accept improper benefits that
in the Company Guidelines for Prohibited and Non- could influence the performance of duties;
Prohibited Securities Transactions for Insiders No. f. If a conflict of interest occurs, BNI Hi-Movers
IN/500/KMP/001 dated September 23, 2019, which must prioritize the Bank’s economic interests
specifically regulates the prohibition on the direct or and prevent the Bank from suffering losses or
indirect use of inside information for personal gain, potential reductions in profits;
based on information that is not or has not yet been 2. Creating Transparency in Handling Conflicts of
made available in the market. Meanwhile, policies Interest
for handling conflicts of interest are regulated in a. Transparency is necessary so that conflicts
the Company Guidelines for Handling Conflicts of of interest can be controlled and handled
Interest No. IN/013/CMP/004 dated May 9, 2025. appropriately;
These two guidelines are designed to ensure that b. BNI Hi-Movers facing a conflict of interest
all business actions and decisions are free from situation are required to disclose any personal
personal influence or conflicts of interest that could interests or affiliated relationships that could
be detrimental to the Bank. Furthermore, the Bank potentially give rise to a conflict of interest;
regularly reminds all relevant Divisions and Units
of the Bank’s obligations as a Public Company
regarding Disclosure of Material Information or
Facts, Affiliated Transactions, and Conflict of Interest
Transactions. [ACGS C.5.1, B.A.6]
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3. Encouraging Personal Responsibility and 5. Enforcing the Conflict of Interest Policy
Exemplary Behavior BNI Hi-Movers found to have violated provisions
a. BNI Hi-Movers must maintain credibility and related to conflicts of interest will be subject to
integrity to serve as role models for others; sanctions in accordance with applicable Bank
b. Separating personal matters from Bank regulations.
matters to avoid conflicts of interest that
could harm or reduce the Bank’s profits; Policies and procedures related to conflicts of
c. BNI Hi-Movers are required to prepare an interest have been consistently implemented and
annual statement regarding conflicts of serve as guidelines for all levels of the Board of
interest and strive to avoid all forms of Directors, Board of Commissioners, management,
potential conflicts of interest in carrying out employees, and other related parties. Over the
their duties. past three years, BNI has confirmed that there
4. Creating an Anti-Conflict of Interest Culture have been no cases of insider trading involving
a. The Bank is required to issue an annual public the Board of Directors, Board of Commissioners,
statement prohibiting BNI Hi-Movers from management, or employees. This statement
accepting gifts or presents from customers, reflects BNI’s commitment to implementing GCG
business partners, vendors, and other parties; practices, ensuring transparency, and maintaining
b. Conducting continuous outreach regarding the integrity of the capital market and the trust of
conflicts of interest must be conducted to stakeholders.
raise awareness and build an anti-conflict
of interest culture, as well as to encourage
BNI Hi-Movers to proactively report any
indications of conflicts of interest through
internal complaint channels.
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Buyback of Shares and Bonds
From March 2025 to December 31, 2025, BNI did not In accordance with Article 9 of POJK 29/2023,
conduct any share buybacks. the buyback must be completed no later than 12
(twelve) months after the date on which the GMS
This program is in accordance with Financial approves the buyback. Therefore, in this case, BNI
Services Authority Regulation No. 29 of 2023 (POJK can implement the Share Buyback within 12 (twelve)
29/2023) concerning Share Buybacks by Public months from the date of the resolution of the Annual
Companies. GMS for the 2024 Financial Year, which will be held
on March 26, 2025, or must be completed no later
than March 25, 2026.
Timeline Buyback
February 4, 2025 February 17, 2025 March 26, 2025 March 27, 2025- March 26, 2026
March 25, 2026
Information Update Information Approval of the Buyback Period Report of Material
Disclosure on the Disclosure on the buyback at the Information or
Share Buyback Plan Share Buyback Plan Annual General Facts pertaining to
and Announcement and Announcement Meeting of the end of the BNI
of the Annual of Changes to Shareholders for Buyback Period
General Meeting of the Schedule the 2024 Fiscal Year to the Financial
Shareholders for the for the Annual Services Authority
2024 Fiscal Year General Meeting of (OJK)
Shareholders for the
2024 Fiscal Year
Based on the resolutions of the Annual General Meeting of Shareholders (AGMS) held on 26 March 2025,
shareholders approved the buyback of the Company’s outstanding shares listed on the Indonesia Stock
Exchange, with a maximum value of IDR1,500,000,000,000 (one trillion five hundred billion rupiah),
inclusive of all costs related to the buyback. The buyback will be conducted in accordance with applicable
licensing requirements and prevailing laws and regulations.
Shares purchased through the buyback will be allocated to the share ownership program for employees,
members of the Board of Directors, and members of the Board of Commissioners, as part of the
implementation of long-term, performance- and risk-based compensation. This policy is aligned with
Financial Services Authority Regulation No. 45/POJK.03/2015 concerning Governance in Remuneration for
Commercial Banks, and Minister of State-Owned Enterprises Regulation No. PER-3/MBU/03/2023 concerning
Organs and Human Resources of State-Owned Enterprises.
The buyback program is also intended to help stabilize the Company’s share price in the market — particularly
during periods of selling pressure driven by fluctuations in the stock price index — while providing a positive
signal to investors that BNI’s share price does not yet fully reflect the Company’s underlying performance
fundamentals.
1114 A Heart that Serves, Growing with Indonesia
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Internal Fraud [ACGS C.5.1]
With the continued growth of the organization, Categories of Fraud
there is an increased potential exposure to fraud Referring to OJK Regulation 12/2024, BNI classifies
risk, including fraud originating from within the acts of fraud as follows:
Bank. Internal fraud at BNI is defined as intentional 1. Corruption, including:
actions, either through direct acts or omission, a. Conflicts of interest resulting in losses to the
aimed at deceiving, manipulating, or harming the Bank and/or customers;
Bank, customers, or other parties, carried out by b. Bribery;
utilizing the Bank’s facilities, systems, or resources. c. Unlawful receipt of benefits; and/or
Such actions may cause financial losses to the Bank d. Extortion.
or related parties while providing unlawful benefits 2. Asset misappropriation, including:
to perpetrators or other parties. a. Misuse of cash;
b. Misuse of inventory; and/or
Fraud may occur in various forms, including data c. Misuse of other assets.
manipulation, asset misappropriation, abuse of 3. Financial statement fraud, including:
authority, information leakage, and manipulation a. Overstating net assets and/or income; or
within business and operational processes. BNI b. Understating net assets and/or income.
views fraud as a serious threat to integrity and 4. Fraudulent acts;
business sustainability; therefore, fraud prevention 5. Disclosure of confidential information; and/or
and control represent an integral part of governance 6. Other actions deemed equivalent to fraud in
and risk‑management implementation across the accordance with laws and regulations.
organization.
Active Management Oversight Against
Anti‑Fraud Policy Fraud
To foster a culture of compliance and strengthen BNI Management plays an active role in overseeing
awareness of fraud risk at every organizational the implementation of the Anti‑Fraud Policy across
level, BNI applies an Anti‑Fraud Framework as the organization through consistent and measurable
part of the Bank’s internal control system. BNI’s supervision. Throughout 2025, oversight included
Anti‑Fraud Policy refers to OJK Regulation No. 12 of periodic evaluations of systems and procedures,
2024 concerning the Implementation of Anti‑Fraud intensive internal audits, and the use of analytics
Strategies for Financial Services Institutions, serving technology to monitor transactions and detect
as the main guideline for preventing, detecting, and potential fraud in real time. In addition, BNI
handling fraud incidents. implemented training programs for management
and employees to ensure all parties understand the
BNI Management reiterates its commitment to importance of compliance with anti-fraud policies.
firmly enforce consequences for every violation
without exception, including legal processes for As a form of commitment to the implementation of
internal perpetrators. This commitment is aligned GCG, all BNI personnel — from the Board of Directors
with the “Tone from the Top” principle and BNI’s and Board of Commissioners to all employees —
“Zero Tolerance to Fraud” policy, reflecting the have signed the Integrity Pact in compliance with
Bank’s strong stance against all forms of fraudulent OJK Regulation No. 12 of 2024. Through this pact,
activity. all parties are committed to upholding integrity,
rejecting all forms of fraud, and complying with
To strengthen understanding and awareness, BNI BNI’s Code of Ethics and Code of Conduct.
continuously implements education, socialization,
and competency‑development programs to ensure
that employees fully understand the implementation
of the Anti‑Fraud Strategy.
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Furthermore, BNI emphasizes to its business c. Strengthening the implementation of KYE,
partners the importance of anti‑fraud principles, supported by background checks during
integrity culture, and reporting mechanisms through recruitment, monitoring employee profiles
the Whistleblowing System. Fraud prevention through the Employee Watchlist application,
efforts are also implemented by urging all business and ongoing oversight of irregularities.
partners and associates to refrain from accepting
bribes. This measure is taken to minimize the risk 2. Pillar 2 – Detection
of fraud, bribery, and corruption, and to ensure Measures to identify and uncover fraud more
business partners’ trust in BNI is maintained. quickly so that the level of loss can be reduced,
through:
Implementation of the Anti‑Fraud Strategy a) Complaint handling policies and mechanisms
BNI has implemented the Anti-Fraud Strategy in through the Whistleblowing System (WBS).
accordance with OJK Regulation No. 12 of 2024 on This WBS program guarantees protection of
the Implementation of Anti-Fraud Strategies across the confidentiality of whistleblower data.
all levels of the organization. The implementation b) Transaction activity monitoring through the
of this strategy also reflects BNI’s commitment to Fraud Detection System (FDS), which has
upholding sound governance principles. Successful the ability to effectively detect and prevent
execution of the Anti-Fraud Strategy is supported various types of fraud.
by the development of a comprehensive internal c) Surprise audits
control system, the strengthening of integrity d) Surveillance system
culture, and the enhancement of mechanisms for e) Data/information security monitoring system
fraud prevention, detection, investigation, and
reporting — all aimed at maintaining stakeholder 3. Pillar 3 – Investigation, Reporting, and Sanctions
trust and ensuring the Bank’s business sustainability. These are steps for investigation, reporting, and
witnessing fraud incidents, through:
The strategy is implemented through four pillars a) Collecting relevant evidence related to
using a three‑lines model framework. so that each incidents suspected of being fraudulent.
line has its own role in each pillar. b) An effective reporting mechanism for
fraud investigations to internal parties and
1. Pillar 1 – Prevention regulators.
Activities /tools designed to prevent and reduce c) Providing a deterrent effect on fraud
potential fraud risks in banking business incidents through a single sanction for
activities, through: fraud perpetrators and a legal assessment
a. Strengthening an anti-fraud culture to mechanism for fraud incidents.
raise awareness of the importance of
fraud prevention for all levels of the bank 4. Pillar 4 - Monitoring, Evaluation, and Follow-up
organization and various parties connected to These are steps for monitoring, evaluating, and
the bank through the signing of an integrity following up on fraud incidents. Monitoring,
pact as a form of anti-fraud commitment, evaluating, and following up on fraud incidents,
socialization of the anti-fraud culture by whether in terms of systems, procedures, or
the leadership, strengthening integrity people, is part of the active oversight activities
through work culture transformation and of the Board of Directors and Commissioners
the establishment of BNI Habits, enhancing through Board of Commissioners Meetings,
capabilities through training and learning, Board of Directors Meetings, or Committees
as well as facilitating access to regulations, under the Board of Commissioners or Board of
and providing financial literacy to customers/ Directors.
debtors/third parties through the bank’s
facilities/media.
b. Identifying vulnerabilities through assessing
potential operational risks, including the risk
of fraud in new products or activities, and
implementing risk assessments through the
implementation of Process-Risk-Control-
Monitoring (PRCM) by the first line of defense.
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In 2025, BNI’s Anti-Fraud Strategy focuses on Anti‑Fraud Socialization Programs
strengthening the four Anti-Fraud Strategy BNI continuously implements mitigation measures
Pillars, with particular emphasis on continuous to prevent employees from engaging in violations
reinforcement of the Prevention and Detection or fraud. These efforts are carried out through
Pillars, including the following initiatives: ongoing socialization and awareness programs
1. Strengthening an anti-fraud culture to maintain targeted at all BNI Hi-Movers, customers, debtors,
employee integrity, by promoting an anti-fraud business partners, and counterparties. Anti-fraud
culture directly from management, enhancing communication is delivered using various methods
capabilities through training/learning, and and channels, including in-person sessions,
providing financial literacy to customers/debtors/ virtual sessions, e-Learning, as well as internal
third parties through the Bank’s facilities/media. communication media such as email blasts, internal
2. Strengthening the implementation of KYE, bulletins, desktop wallpapers, and posters. This
supported by background checks during approach is designed to reach all layers of the
recruitment, monitoring employee profiles organization — as well as customers, debtors,
through the Employee Watchlist application, and partners, and counterparties — to ensure that every
continuous monitoring of irregularities. individual clearly understands their responsibility in
3. Strengthening outlet detection through preventing fraudulent acts.
enhanced supervision supported by detection
tools, conducting periodic cash and securities In 2025, BNI conducted anti-fraud socialization
inspections, and sending anomaly data to and campaign programs targeting not only BNI
support the review process. Hi-Movers, but also customers, debtors, business
4. Monitoring transaction detection through the partners, and counterparties. These programs are
Fraud Detection System (FDS). intended to ensure that all stakeholders understand
their respective roles and responsibilities in fostering
an environment of integrity and a zero-tolerance
stance toward fraud.
Internal Fraud Data 2023–2025
The following table summarizes internal fraud incidents at BNI for 2023–2025
Number of Cases Committed by
Members of the Board Non-Permanent
Internal Fraud of Directors and Board Permanent Employees Employees and
of Commissioners Outsourced Workers
2025 2024 2023 2025 2024 2023 2025 2024 2023
Resolved 0 0 0 11 14 11 2 2 0
In Process of Internal Bank Resolution 0 0 0 1 0 0 0 0 0
Resolution Not Yet Attempted 0 0 0 0 0 0 0 0 0
Legally Followed Up 0 0 0 1 5 3 0 0 0
Total Fraud 0 0 0 12 14 11 2 2 0
Note:
*
The number of cases as of December 2025, with potential losses > 100 million;
**
The number of fraud cases that have been followed up through legal proceedings is not included in the total fraud.
For internal fraud incidents that occurred and were reported during 2025, BNI imposed firm sanctions,
including termination of employment for employees proven to have committed fraud, as well as
administrative sanctions imposed on relevant personnel in accordance with the severity of the violation.
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Long-Term Performance-Based
Compensation Policy [ACGS: B.6.3]
BNI implements a long-term, performance-based The long-term compensation policy for members
compensation policy as a form of appreciation for of the Board of Directors and Independent
the contributions of management and employees, Commissioners is designed to prioritize prudence
while also ensuring the company’s sustainable in managing the bank. This policy aims to reduce
performance. This program is implemented through the risk of excessive risk-taking by decision-makers
a stock ownership scheme, namely the Management and supports the implementation of a performance-
Stock Ownership Program (MSOP) and Employee based remuneration system.
Stock Allocation. Independent Commissioners
receive cash compensation. This policy aims to
encourage sustainable performance and align The implementation of the stock ownership program
employee interests with the Bank’s objectives. policy for the Board of Directors and Board of
[ACGS B.6.3] Commissioners will be carried out based on policies
and determinations from Danantara.
Share Ownership Program Policy by the
Board of Directors and Non-Independent Eligibility Requirements for the Board of
Commissioners Directors and the Board of Commissioners
The Long-Term Compensation Policy for Non- BNI may provide bonuses or performance incentives
Independent Directors and Board of Commissioners to members of the Board of Directors and Board of
through Management Ownership Program is Commissioners based on the General Meeting of
guided by POJK No. 45/2015 and SOE Ministerial Shareholders› approval of the annual report if:
Regulation No. 3/2023. In accordance with POJK No. 1. The auditor’s opinion is Unqualified (WTP);
45/2015 Articles 17 and 18, variable remuneration 2. The realized health level is at least BBB without
for members of the Board of Directors and Non- considering losses/profits due to the prior actions
Independent Board of Commissioners who have gone of BNI’s Board of Directors and/or outside their
public status is given in the form of shares or stock- control;
based instruments of BNI (BBNI), while Independent 3. The KPI achievement is at least 80%, excluding
Commissioners can receive conversion in cash. factors outside the control of BNI’s Board of
Directors; and
Variable remuneration in the form of bonuses is 4. BNI is not in a worse financial condition than the
deferred and provided in the form of shares. Article previous year if BNI is in a loss, or BNI does not
107 of the Minister of State-Owned Enterprises turn from profit to loss, excluding factors outside
Regulation No. 3/2023 requires a minimum payment the control of BNI’s Board of Directors.
deferral of 10% for a minimum of three years,
provided on a pro rata basis. SOEs may defer part or These requirements are consistent with the
all of the bonus payments (malus) or withdraw the provisions set forth in Ministry of SOE Regulation
cash bonuses already paid (clawback) under certain No. 3/2023, article 102.
conditions determined by the Minister.
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Provision of Deferred Bonuses in the Form of Shares
The following table presents detailed information regarding the Deferred Tantiem in the Form of Shares to
Non-Independent Members of the Board of Directors and Board of Commissioners of BNI:
Date of Provision of Total Number Duration Price (average price Vesting
Date of GMS Policy
Deferred Bonuses of Shares* Exercise per share) Period
March 20, 2018 June 28, 2019 1,444,546 3 year IDR8,275 June 5, 2019 Malus
June 5, 2020
June 5, 2021
May 13, 2019 November 9, 2020 950,377 3 year IDR8,400 June 5, 2020 Malus
June 5, 2021
June 5, 2022
February 20, 2020 December 22, 2020 5,071,900 3 year IDR6,630 June 5, 2021 Malus
June 5, 2022
June 5, 2023
March 29, 2021 December 30, 2021 5,724,673 4 year IDR4,057 June 5, 2022 Malus
June 5, 2023
June 5, 2024
June 5, 2025
March 15, 2022 July 29, 2022 3,001,097 3 year IDR5,187 June 5, 2023 Malus and
June 5, 2024 Clawback
June 5, 2025
March 15, 2023 August 14, 2023 1,816,099 3 year IDR9,037 June 5, 2024 Malus and
June 5, 2025 Clawback
June 5, 2026
March 4, 2024 May 13, 2024 12,778,954 3 year IDR4,826.33* June 5, 2025 Malus and
June 5, 2026 Clawback
June 5, 2027
*) Notes: price and total shares after the implementation of 1:2 stock split effective on October 6, 2023.
Throughout 2025 there was no Malus and Clawback exercise
Long Term Incentives (LTI)
According to the regulations, Long Term Incentives (LTI) are granted for the following reasons and purposes:
1. Aligning the interests of the SOE’s management between the Board of Directors, the Board of
Commissioners/Supervisory Board, and shareholders/capital owners;
2. Providing motivation to further improve future performance;
3. Providing rewards for efforts to maintain and/or increase share value in the long term, even under
unfavorable conditions for the SOE; or
4. Encouraging SOEs to become world-class companies.
If a SOE has achieved its performance targets or threshold, the Board of Directors and the Board of
Commissioners/Supervisory Board of the SOE will receive LTI.
The LTI becomes vested, with the amount corresponding to the LTI Final Award.
The LTI Final Award is awarded based on the total average achievement of the SOE’s performance targets
multiplied by the Initial Award and can be awarded immediately after the completion of the financial report
audit and the Annual General Meeting of Shareholders in the following year.
Final Award and Holding Period [ACGS D.3.13]
1. The final award is the final amount of LTI in the form of a number of the company’s shares or cash from
awards given to members of the Board of Directors and Board of Commissioners, based on the total
achievement of the agreed SOE performance targets during a certain time period.
2. LTI vested after the performance measurement period will be subject to a holding period of 2 years for
members of the Board of Directors and Non-Independent Board of Commissioners who serve during
that period, with the following conditions:
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Holding Period
Keterangan Setelah Holding Period
Tahun I Tahun II
Total number of shares available
Max. 25% Max. 50% Max. 100%
for sale
3. The holding period is not imposed on the Board of Directors and Non-Independent members of the
Board of Commissioners whose term of office has ended.
4. For members of the Board of Directors and Board of Commissioners whose term of office ends before
3 (three) years, LTI will be calculated proportionally based on the length of service in the performance
period (calendar days) and the average performance achievement over 3 (three) years.
The following table presents detailed information regarding the Allocation of Long-Term Incentives (LTI) in
the form of Shares to Non-Independent Members of the Board of Directors and Board of Commissioners of
BNI:
Tanggal Penetapan Alokasi Determination Vesting
Date of GMS Total Shares Time Period Policy
Long Term Incentives Price* Period
2027
March Malus and
December 15, 2023 15,637,000 3 Year IDR 4,704 2028
15, 2023 Clawback
2029
2028
March 4, Malus and
November 5, 2024 27,581,400 3 Year IDR 4,593 2029
2024 Clawback
2030
*) The determination price is the Fair Value price of the Independent Consultant.
The implementation of the stock ownership program from treasury stock and other sources, to the Board
policy for the Board of Directors and Board of of Directors, while adhering to applicable laws and
Commissioners will be carried out based on policies regulations.
and determinations from Danantara.
Eligible Employee Requirements
Employee Stock Ownership Program Employees who are entitled to receive vesting
The Employee Stock Ownership Program at BNI, allocations and opening lock-up periods in the
known as the Employee Stock Allocation (ESA) Employee Stock Allocation (ESA) Program must
program, is a stock allocation program for employees meet the following requirements:
who meet certain criteria and requirements as 1. Have status as a permanent employee as of
outlined in the Program Implementation Guidelines. December 31, 2021, and still be active at the time
of vesting allocation and opening of the ESA
The objectives of the ESA program are: Program lock-up period;
1. A long-term employee retention strategy; 2. Have a minimum term of office of 1 (one) year
2. An effort to motivate employees to consistently at the time of granting the ESA Program vesting
deliver their best performance, thereby allocation;
improving BNI’s performance and ultimately 3. Have a performance assessment and employee
enhancing BNI’s stock price; classification in accordance with the provisions
3. Enhancing employees’ sense of ownership when granting vesting allocations and opening
toward BNI; the lock-up period of the ESA Program;
4. As part of the enhancement of employees’ risk 4. Not currently undergoing administrative
awareness, reflected in eligibility and the lock-up sanctions.
period.
Participants who are eligible for allocation, vesting,
The resolutions of the General Meeting of or opening of the lock-up period will receive
Shareholders (GMS) on March 15, 2022, approved notification via email or other communication
the delegation of authority for the implementation media. The notification will contain confirmation
of the Employee Stock Ownership Program, both regarding the shares the participant is entitled to at
the time of allocation, vesting, and opening of the
lock-up period. In the third stage of opening the lock-
up period in 2025, all shares allocated through the
Employee Stock Allocation (ESA) Program will be
fully distributed to participants.
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Practices Governance Responsibility Commitment Statements
Mechanism for Distribution of Shares in the Employee Stock Allocation Program (ESA)
The allocation and vesting of shares in the Employee Stock Allocation (ESA) Program began on June 2, 2022,
with the application of the lock-up period based on job level:
- Assistant Vice President (AVP) and above: lock-up period of 3 (three) years. (final lock up opening in
2025).
- Manager (MGR) and below: lock-up period of 1 (one) year.
During the lock-up period, participants in the ESA Program are not permitted to engage in any activity with
the shares that have become their entitlement. This policy is implemented as part of a long-term retention
strategy and to motivate employees to continuously improve performance.
The unlocking of the lock-up period occurs annually, when participants are allowed to use or trade shares
that have become their entitlement. However, participants must meet the criteria and requirements outlined
in the ESA Program Implementation Guidelines.
The lock-up period for Manager (MGR) and below will be opened all at once on June 2, 2023, while for
Assistant Vice President (AVP) and above, the lock-up period will be opened in stages over three periods on
June 2, 2023, 2024, and 2025.
Details of the Employee Stock Allocation Program (ESA) Grant
The details of the Employee Stock Allocation (ESA) grant to employees are outlined in the following table:
Allocation Opening of Lockup
Date of GMS Total Shares Price per Share
andVesting Dates Period
March 15, 2022 June 2, 2022 53,839,984* IDR 8,850* June 2, 2023
23,147,202 IDR 4,400* June 2, 2023
25,475,142 IDR 4,370* June 2, 2023
*) Price and total number of shares at the opening of the lock up period on June 2, 2023 above, before the implementation of the 1:2 stock split which will only be
effective on October 6, 2023
Distribution of Shares for Employees Who Are Material Risk Takers (MRT)
In implementing the provision of Remuneration, BNI is obliged to determine parties who are Material Risk
Takers (MRT) who at least meet the following criteria:
a. The Board of Directors and/or other employees who, due to their duties and responsibilities, make
decisions that have a significant impact on BNI’s risk profile; or
b. The Board of Directors, Board of Commissioners, and/or Employees who receive Variable Remuneration
with a large value.
Based on the Resolution of the Board of Directors Meeting, on December 20, 2016, BNI has implemented
Governancein providing remuneration by determining employees who meet the criteria for
MRT, namely employees at the Senior Executive Vice President (SEVP) level. BNI is also obliged to defer
the payment of variable remuneration to SEVP-level employees as parties who are MRT, namely at a certain
percentage in accordance with the percentage for the Board of Directors.
In the 2023 annual performance bonus payment for SEVP-level employees, which is paid in 2024, 20% of the
annual bonus is given in the form of deferred company shares (Malus). These shares come from
direct purchases on the market, with the purchase period starting from May 3, 2024, to May 17, 2024.
All provisions relating to Material Risk Takers (MRT) are in accordance with the provisions stipulated in POJK
No. 45/2015.
Distribution of Shares of Performance Stock Bonus Program
In order to improve savings performance, Management will provide rewards as a performance booster to
increase savings growth in 2024 in the form of a share ownership program for managerial- level employees
and the smallest Unit Manager (Sub Branch Manager) who meet the specified criteria, with the share
allocation given to increase savings performance called the Performance Stock Bonus.
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Eligible Employee Requirements Participants who are eligible for allocation, vesting,
Employees who are entitled to receive vesting or opening of the lock-up period will receive
allocations and opening lock-up periods in the notification via email or other communication
Performance Stock Bonus Program must meet the media. The notification will contain confirmation of
following requirements: the shares the participant is entitled to at the time
1. Permanent employees as of February 29, 2024; of allocation, vesting, and opening of the lock-up
and period.
2. Have a 2023 performance assessment of at least
Tier 3; and Share Distribution Mechanism for
3. Not currently in the process of a case/undergoing Performance Stock Bonus Program
the impact period of Administrative Sanctions; The allocation and vesting of shares under the
and Performance Stock Bonus Program will take place
4. Not currently undergoing a retirement on April 25, 2024. During the lock-up period,
preparation period/sick leave/non-dependent Program participants are not permitted to conduct
leave; and any transactions or activities on their vested shares.
5. The definitive position levels and definitive This policy is implemented to encourage the active
positions are as follows: participation of all employees, particularly those at
a. MGR and above in all positions, except the managerial level and Sub-Branch Managers, in
Staff positions/Staff Waiting for Placement/ supporting BNI’s 2025 performance targets, including
Employees Placed in other Companies savings and other performance targets. This
outside the BNI Group; or program aims to ensure sustainable performance
b. AMGR in the positions of Branch Business and motivate employees to consistently increase
Manager (BBM), Branch Service Manager their contributions.
(BSM), and Sub Branch Manager Head.
Details of the Performance Stock Bonus Program Provision
Details of the provision of the Performance Stock Bonus Program to employees are described in the following
table:
Allocation
Price per
Date of GMS andVesting Total Shares Opening of Lockup Period
Share
Dates
To support performance culture and motivate performance,
particularly Savings performance, the lock-up period can
March 25, be opened sooner, provided the Savings target is achieved,
April 25, 2024 24,877,600 IDR 4,442
2023 or no later than one year after the allocation and vesting
date. The Performance Stock Bonus Program lock-up period
was opened on April 14-17, 2025.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Policy for Disclosure of Information
on Share Ownership of the Board
of Commissioners and the Board of
Directors and its Implementation
POLICY FOR DISCLOSURE OF In addition to reporting obligations to the Financial
INFORMATION ON SHARE OWNERSHIP OF Services Authority (OJK), members of the Board
THE BOARD OF COMMISSIONERS AND THE of Directors and Board of Commissioners are also
BOARD OF DIRECTORS [ACGS C.1.3] required to report ownership and any changes
in shareownership of public companies to BNI.
Transparency in share ownership by members of the Submission of this information must be made no
Board of Directors and the Board of Commissioners later than 3 (three) working days after the ownership
is crucial to maintaining public trust while ensuring or change in ownership of the shares occurs.
compliance with capital market regulations. As a Members of the Board of Directors and Board of
company listed on the Indonesia Stock Exchange, Commissioners are required to submit the report to
BNI is subject to Financial Services Authority the Corporate Secretary. This reporting obligation is
Regulation No. 4 of 2024 concerning Reports on stipulated in the Board of Commissioners’ Decree
Share Ownership or Changes in Share Ownership No.KEP/ 017/DK/2025 dated September 19, 2025
of Public Companies, as well as Reports on Pledging concerning the Charter of the Board of Commissioners
Activities of Public Company Shares. of PT Bank Negara Indonesia (Persero) Tbk, as well
as the Board of Directors’ Decree No. KP/339/DIR
Article 2 of the POJK states that members of the dated August 6, 2024 concerning the Charter of the
Board of Directors or members of the Board of Board of Directors of PT Bank Negara Indonesia
Commissioners who own shares with voting rights (Persero) Tbk, which was last updated on January
either directly or indirectly are required to submit 28, 2026 and can be accessed through the official
a report on ownership of voting rights over shares BNI website. [ACGS A.7.1]
and any changes in ownership of voting rights over
Public Company shares to the OJK. The report must POLICY IMPLEMENTATION IN 2025
be submitted immediately no later than 5 (five)
working days from the occurrence of ownership of Throughout 2025, there have been changes in BNI
voting rights on shares or any change in ownership share ownership by non-independent members of
of voting rights on shares of a Public Company.[ACGS the Board of Directors and Board of Commissioners,
C.1.3] all of which have been reported to the OJK using
procedures and mechanisms in accordance with
applicable regulations.
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SHARE OWNERSHIP OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
AT BNI [ACGS C.5.1]
The detailed report on changes in share ownership by the Board of Commissioners and Directors in 2025 is
presented in the following table:
Share Ownership
As of
As of January Transaction Number of
Name Position December 31,
1, 2025 Description Shares
2025
BOARD OF COMMISSIONERS
Omar Sjawaldy General Insurance - 0 Shares - -
(0 %)
Anwar
Tedi Bharata Vice President - 0 Shares - -
(0 %)
Commissioner
Suminto Commissioner - 0 Shares - -
(0 %)
Donny Hutabarat Commissioner - 200 Shares Purchase of Shares - 200,000 shares
(0.000005 %) - 300,000 shares
(Prior to serving at BNI, - 200,000 shares Total
already owned 4,300,200 purchase of 700,000 shares
shares (0.0115295%))
Stock Purchase - 350,000 shares
- 900,000 shares
- 500,000 shares
- 950,000 shares
- 2,102,700 shares
- 197,300 shares Total sales of
5,000,000 shares
Vera Febyanthy Independent - 0 Shares -
(0 %)
Commissioner
Didik Junaidi Independent - 0 Shares - -
(0 %)
Rachbini Commissioner
BOARD OF DIRECTORS
Putrama Wahju President Director 5,997,426 5,997,426 - -
(0.0160800%) (0.0160800%)
Setyawan
Alexandra Deputy Chief - 0 Shares -
Askandar* Executive Officer (0 %)
David Pirzada Deputy President 4,866,684 4,866,684 - -
(0.0130484%) (0.0130484%)
Director
Abu Santosa Risk Management - 0 Shares - -
(0 %)
Sudradjat Director
Muhammad Treasury & - 3,064,085 Shares No transactions. -
(0.0082153%) Ownership of shares
Iqbal* International Banking prior to taking office.
Director
Munadi Commercial Banking 0 Shares 0 Shares - -
(0 %) (0 %)
Herlambang Director
Corina Leyla Human Capital & 5,513,174 shares 5,513,174 shares - -
(0.0147817%) (0.0147817%)
Karnalies Compliance Director
Hussein Paolo Consumer Banking 2,807,611 shares 3,075,911 shares Stock Purchase - 243,900 shares
(0.0075276%) (0.0082470%) - 24,400 shares Total purchase
Kartadjoemena Director of 268,300 shares
Ronny Venir Finance & Strategy 5,546,296 shares 5,546,296 shares - -
(0.0148705%) (0.0148705%)
Director
Agung Prabowo Operations Director 1,990,356 shares 1,915,356 shares Stock Purchase 75,000 shares
(0.0053365%) (0.0051354%)
Eko Setyo Corporate Banking - 311,797 shares No transactions. -
(0.0008360 %) Ownership of shares
Nugroho Director prior to taking office.
Toto Prasetio Institutional Director 4,170,396 shares 4,222,896 shares Stock Purchase 52,500 shares
(0.0111815%) (0.0113223%)
Rian Eriana Information - 802,397 shares No transactions. -
(0.0021514 %) Ownership of shares
Kaslan Technology Director prior to taking office.
Description::
* Appointed through the Annual General Meeting of Shareholders for the 2024 Fiscal Year on March 26, 2025, so there is no data or information regarding share ownership as of January 1, 2025.
** Appointed through the 2025 Extraordinary General Meeting of Shareholders on December 15, 2025, so there is no data or information regarding share ownership as of January 1, 2025.
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Perubahan Kepemilikan Saham
Tanggal
Tanggal Status
Tujuan Tanggal Pelaporan
Harga Pelaporan Kepemilikan
Transaksi Transaksi kepada
kepada OJK Saham
BNI
- - - - - -
- - - - - -
- - - - - -
Investment - IDR4,130 March 26, 2025 April 11, 2025 April 11, 2025 Directly
- IDR4,030
- IDR4,210
Investment - IDR4,200 March 27, 2025 April 11, 2025 April 11, 2025 Directly
- IDR4,210
- IDR4,230
- IDR4,240
- IDR4,190
- IDR4,200
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
Investment - IDR4,100 February 28, 2025 March 6, 2025 March 6, 2025 Directly
- IDR4,110
- - - - - -
Stock Purchase - IDR4,160,- July 29, 2025 July 30, 2025 July 30, 2025 Directly
- - - - - -
Investment - IDR3,970,- March 25, 2025 April 10, 2025 April 10, 2025 Directly
- - - - - -
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SHARES OWNERSHIP OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS IN
BANK OR OTHER COMPANIES [ACGS C.1.3]
BNI places the implementation of Good Corporate Governance (GCG) and regulatory compliance as top
priorities in safeguarding the Company’s integrity and transparency. In support of this commitment, BNI
consistently discloses information on share ownership held by members of the Board of Commissioners
and the Board of Directors, both in BNI and in other banks, companies, and non bank financial institutions,
domestically and internationally. This transparency is intended to ensure that each member of the Board
of Commissioners and the Board of Directors continues to carry out their duties and responsibilities
independently.
As of December 31, 2025, it is recorded that no member of BNI’s Board of Commissioners and Board of
Directors owns shares in other banks, non-bank financial institutions, or other companies domiciled at
home or abroad. Detailed information is presented in the following table:
Shareholding as of December 31, 2025
Name Position Non-Bank
Other
BNI Other Banks Financial
Companies
Institutions
BOARD OF COMMISSIONERS
Omar Sjawaldy Anwar President Commissioner/ 0 Share - - -
Independent Commissioner (0%)
Tedi Bharata Vice President Commissioner 0 Share - - -
(0%)
Febrio Nathan Kacaribu* Commissioner 0 Share - - -
(0%)
Donny Hutabarat Commissioner 200 Shares - - -
(0.000005 %)
Vera Febyanthy Independent Commissioner 0 Share - - -
(0%)
Didik Junaidi Rachbini Independent Commissioner 0 Share - - -
(0%)
BOARD OF DIRECTORS - -
Putrama Wahju Setyawan President Director 5,997,426 - - -
(0.0160800%)
Alexandra Askandar Deputy Chief Executive Officer 0 Share - - -
(0%)
David Pirzada Director of Risk Management 4,866,684 - - -
(0.0130484%)
Abu Santosa Sudradjat Direktur Treasury & International 0 Shares - - -
Banking (0 %)
Muhammad Iqbal Director of Commercial Banking 3,064,085 - - -
Shares
(0.0082153%)
Munadi Herlambang Director of Human Capital & 0 Shares - - -
Compliance (0 %)
Corina Leyla Karnalies Direktur Consumer Banking 5,513,174 - - -
Shares
(0.0147817%)
Hussein Paolo Director of Consumer Banking 3,075,911 - - -
Kartadjoemena Shares
(0,0082470%)
Ronny Venir Director of Operations 5,546,296 - - -
Shares
(0.0148705%)
Agung Prabowo Director of Corporate Banking 1,915,356 - - -
Shares
(0.0051354%)
Eko Setyo Nugroho Director of Institutional Affairs 311,797 Shares - - -
(0.0008360 %)
Toto Prasetio Director of Information Technology 4,222,896 - - -
Shares
(0.0113223%)
Rian Eriana Kaslan Director of Network & Retail Funding 802,397 Shares - - -
(0.0021514 %)
* Able to carry out actions, duties, and functions after obtaining approval from the OJK’s Fit and Proper Test.
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Practices Governance Responsibility Commitment Statements
Whistleblowing System
EXISTENCE AND PURPOSE OF THE confidentiality of whistleblowers and the proper
WHISTLEBLOWING SYSTEM (WBS) [ACGS B.7.1] handling of reported violation.
BNI is committed to implementing Good Corporate Since March 2, 2021, BNI has further strengthened
Governance principles across all of its activities, its efforts to combat corruption through cooperation
one of which is through the WBS. The WBS enables with the Corruption Eradication Commission (KPK).
BNI personnel, business partners, and external Under this collaboration, complaints related to
parties to report suspected violations of laws, the corruption cases submitted through the WBS are
Code of Ethics, or internal policies, including fraud, reported periodically to the KPK to ensure rigorous
corruption, conflicts of interest, gratification or oversight and accountability at every stage. This
bribery, and unethical conduct. initiative reinforces transparency, integrity, and
public trust in BNI’s commitment to preventing
This system is designed to prevent and corrupt practices.
detect misconduct at an early stage, protect
whistleblowers from retaliation, and maintain the WBS MANAGEMENT
trust of stakeholders, including customers, debtors,
business partners, employees, and regulators. The responsibility for managing the WBS remains
Through the WBS, BNI strengthens a culture of under the control of the President Director, with
honesty, transparency, and high integrity, while support from the Director of Human Capital &
fostering a conducive and accountable working Compliance. Deloitte, as an external independent
environment. party, plays a role in providing technical support
to ensure that the WBS operates according to
COMMITMENT TO THE WHISTLEBLOWING the highest standards, while strategic decisions
SYSTEM (WBS) [ACGS B.7.1] regarding the WBS are made internally by BNI. [ACGS
(B).B.1.7]
BNI is committed to maintaining operational
transparency and accountability, strengthening Internally, the management mechanism of the WBS
its oversight system, and fostering a productive involves the appointment of the Head of Internal
working environment through the implementation Audit by the President Director. The Head of Internal
of the WBS known as “WBS to CEO”. All WBS Audit is responsible for managing the entire WBS
reports submitted with relevant data and evidence operational process, from receiving to handling
are followed up in a professional and transparent reports. The Head of Internal Audit reports the
manner under the supervision of the President management outcomes and progress of reports to
Director. To ensure independence, the management the President Director on a regular basis, ensuring
of the WBS reporting channels is handled by an that each WBS report is handled properly and
external party, Deloitte, while also ensuring the transparently according to established procedures.
SUBMISSION OF WBS REPORTS [ACGS B.5.1]
To facilitate the reporting process, BNI, through Deloitte, has provided several reporting channels that can
be utilized by whistleblowers, as follows:
Website: E-mail: SMS/Whatsapp: Telephone:: Letter:
https://bni-transparan. bni-transparan@tipoffs. 081-1970-1946 021-57853377 BNI Transparan
tipoffs.info com.sg PO BOX 2646/JKP 10026
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COMPLAINT REPORTING MECHANISM THROUGH WBS CHANNEL [ACGS B.7.1]
WBS CONSULTANT INTERNAL AUDIT UNIT (IAD) EXAMINATION PARTY WITNESS COMMITTEE
VIOLATION
Investigator
(IAD/SORX/
REPORTER Deloitte AFR)
1 2 3b 4
WBS Manager
EMPLOYMENT Administrative
Supporting Web WBS Human Capital Proven
Data Room
3a Report Services Report
Sanction
Decision
Division
Whistleblower Service
(Deloitte SafeSpace CUSTOMER
5 Report workplace 5 5 COMPLAINTS 5
fraud and misconduct) CXC/
Managing
Unit
1. Whistleblowers may submit WBS reports via PROTECTION FOR WHISTLEBLOWERS [ACGS:
phone, e-mail, letter, website, or SMS/WhatsApp B.7.2]
to the WBS Consultant from Deloitte.
a. Deloitte will screen the WBS report. If the BNI is committed to providing maximum protection
report does not meet the 4W1H criteria and safeguarding every report received. Protection
(What, Who, Where, When, How), Deloitte will for the Whistleblower is fundamentally a right
request additional supporting data from the afforded to them. This aims to ensure the safety of
Whistleblower. the Whistleblower against any threats or actions
b. The Whistleblower will then provide the that may arise as a consequence of submitting a
requested supporting data to Deloitte. violation report.
2. Subsequently, Deloitte will forward the WBS
report to the WBS Manager, which is the Internal To protect confidentiality and provide maximum
Audit. protection for Whistleblowers, BNI offers several
3. Internal Audit will analyze the WBS report and options for disclosing identity when reporting via
conduct a direct investigation. If necessary, the the WBS, as follows:
report will be forwarded to the Senior Operational 1. The Whistleblower may choose to fully disclose
Risk Executive (SORX), Anti-Fraud Unit (AFR), or their identity to the WBS Consultant Team and
the relevant Division/Unit/Unit according to the BNI (Full Disclosure).
nature of the report, as follows: 2. The Whistleblower may disclose their identity
a. Reports related to violations will be forwarded only to the WBS Consultant Team without
to the Investigator Unit. forwarding it to BNI (Partial Anonymity).
b. Employee-related issues will be forwarded to 3. The Whistleblower has the option to remain
the Human Capital Division. completely anonymous, where their identity is
c. Customer complaints will be forwarded to the unknown both to the WBS Consultant Team and
Customer Experience Center Division or the BNI (Full Anonymity).
Managing Unit.
4. The results of the follow-up actions for WBS Nevertheless, in order to safeguard the integrity and
reports that are proven to involve violations will accountability of the reporting process, BNI may
result in administrative sanctions in accordance impose sanctions in accordance with applicable
with applicable regulations. regulations on whistleblowers if it is proven that
5. Each unit/Division that follows up on a WBS the report submitted constitutes defamation and is
report must submit the results of their actions intended for purposes that deviate from the intent
to Internal Audit, which will then forward the and objectives of the Whistleblowing System Policy.
information to Deloitte for communication with Such sanctions are imposed in accordance with the
the Whistleblower. prevailing provisions.
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Practices Governance Responsibility Commitment Statements
TYPES OF VIOLATIONS THAT CAN BE ROLES OF THE BOARD OF DIRECTORS AND
REPORTED BOARD OF COMMISSIONERS IN BNI’S WBS
In accordance with applicable regulations, the types The Board of Directors and the Board of
of violations that can be reported through BNI’s WBS Commissioners play a strategic role in the
mechanism include: implementation and oversight of the operational
1. Fraud effectiveness of the Whistleblowing System (WBS)
Fraud refers to dishonest acts or deceitful at BNI. The Board of Directors is responsible for
practices, including, but not limited to, fraud, formulating, reviewing, and approving WBS policies
extortion, forgery, concealment or destruction and procedures, as well as ensuring that the system
of documents/reports, and the use of counterfeit operates in accordance with the objectives of
documents. These actions may be carried out by good corporate governance. In addition, the Board
individuals or groups and have the potential to of Directors periodically receives WBS reports
cause actual harm or loss to the Bank. covering the number of complaints, handling
2. Violation of Regulations/Laws status, and recommended follow up actions. Based
Acts or deeds that violate the law and are subject on these reports, the Board of Directors provides
to penalties in accordance with applicable legal direction, input, and strategic decisions to enhance
provisions, whether internal or external. the effectiveness of the system and to ensure
3. Conflict of Interest that each complaint is handled appropriately and
A situation where members of the Board of professionally.
Directors, Board of Commissioners, committee Meanwhile, the Board of Commissioners performs
members, permanent/non-permanent its oversight function by regularly reviewing WBS
employees/outsourcing (BNI Hi-Movers) have reports submitted through the Audit Committee.
personal interests that could influence the Through this process, the Board of Commissioners
objective performance of duties entrusted by provides strategic guidance and supervisory
the Bank. This may result in a conflict between direction to ensure that the WBS operates in line
personal, group, or family interests and the with GCG principles, supports corporate integrity,
Bank’s economic interests. accountability, and transparency, and fosters an
4. Bribery/Gratification/Extortion (Illegal Levies) ethical and high integrity work culture throughout
Receiving anything of value, in any form or BNI. Through the synergy between the Board of
amount, from a third party related to a position, Directors and the Board of Commissioners, BNI
authority, or responsibility at the Bank. ensures that the WBS serves not only as a reporting
5. Violation of Code of Conduct/Unethical Behavior mechanism but also as an effective means for the
Acts or conduct performed by BNI Hi-Movers that consistent prevention, detection, and handling of
are ethically unjustifiable, including violations of violations.
the Code of Conduct.
SOCIALIZATION OF WBS IMPLEMENTATION
In addition, during 2025, BNI’s Whistleblowing
System also received reports that fell outside the The socialization of WBS implementation at BNI is
categories of violations described above, including carried out comprehensively to ensure that all BNI
the following: Hi-Movers understand the importance of this system
1. Confidential or Personal Employee Complaints and the reporting procedures. Various activities such
Acts or actions committed by BNI personnel, as surveys, training sessions, and distribution of
including but not limited to operational activities, informational materials are employed.
such as violations of employee rules and
discipline as stipulated in applicable regulations In 2025, the socialization of WBS at BNI was
and procedures. successfully executed, utilizing a more innovative
2. Customer Complaints and integrated approach. Various communication
Acts or expressions of dissatisfaction or platforms were leveraged to deliver clear and
complaints, or notifications accompanied by comprehensive information regarding the
requests submitted by BNI customers or vendors, WBS, including its roles, benefits, and reporting
as well as other stakeholders, regarding matters procedures. As such, all employees are expected to
requiring attention, unmet rights, or products and gain a deeper understanding of the importance of
service quality that do not meet expectations. the WBS in fostering a transparent and accountable
work environment.This effort also aims to encourage
active participation from employees in reporting
potential violations, thereby strengthening the
culture of integrity at BNI.
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RESULTS OF COMPLAINT HANDLING
Number of Complaints in 2025
Throughout 2025, a total of 359 reports of alleged violations were received through the Whistleblowing
System mechanism. The WBS reports were predominantly comprised of 137 Confidential Employee
Complaints, representing 38.16 percent, and 126 Customer Complaints, accounting for 35.09 percent. The
most frequently used reporting channel was email, which accounted for 43.45 percent of total reports. The
second most utilized channel was WhatsApp, representing 38.72 percent, followed by the website, which
contributed 14.76 percent of the total reports.
Of the total complaints received, 67.13 percent or 241 reports were followed up during 2025. Of these, 99
reports were substantiated, while 142 reports were determined to be unsubstantiated.
Report Status Complaint Channel
(%) (%)
67.13 0.28 1.11 0.84 0.84
14.76 43.45
E-mail
Whatsapp
Website
2025 Completed 2025 PO Box/Letter
32.87 In Process
SMS
Phone
38.72 Out of System
FOLLOW-UP ON COMPLAINTS IN 2025
Each report received through the Whistleblowing System undergoes a thorough investigation process. If a
violation of applicable provisions is substantiated, the reported party is subject to sanctions in accordance
with BNI’s policies. In 2025, BNI took disciplinary action against 50 employees, including 9 employees who
received sanctions ranging from written guidance letters to demotion.
The imposition of these sanctions is intended to enforce compliance with the Bank’s ethical and integrity
standards, while safeguarding BNI’s reputation among all stakeholders. This approach demonstrates BNI’s
commitment to preventing misconduct, strengthening a transparent and accountable work culture, and
fostering a professional environment with high integrity.
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Bank Strategic Plan
BNI CORPORATE PLAN 2024-2028 In line with moderate economic growth, the national
banking industry faced numerous challenges in
The BNI Corporate Plan 2024–2028 was designed 2025, such as an increasingly competitive industry,
holistically with due consideration of growing trends the need to improve operational efficiency, and
in global and national macroeconomic conditions, market demands for dynamic banking services.
the development of the banking industry, and the Nevertheless, growth opportunities remained
policy direction of the government and regulators open, driven by growing need for financing for the
in maintaining financial system stability and productive sector and MSMEs, the strengthening
promoting sustainable economic growth. This of the digital financial ecosystem, and the strategic,
strategic plan offers BNI guidelines for realizing its supportive role of banks in sustainable financing.
vision as a leading financial institution in sustainable Such optimism towards the banking industry’s
service and performance, relying on strengthened prospects was also buoyed ed by the policy direction
governance, human resource capabilities, and the of the Government and regulators, which have
integrated use of digital technology. driven banks to strengthen their intermediation
function, increase financial inclusion and literacy,
In 2025, the national economy was projected to accelerate digital transformation, and consistently
grow steadily amidst global uncertainty. Bank apply prudential principles and good governance in
Indonesia estimated economic growth in 2025 all business activities.
would be around 4.7%–5.5%, driven by sustained
household consumption, government spending, Responding to these dynamics and in line with the
and investment recovery. Relatively stable inflation 2024–2028 Corporate Plan, BNI is currently at the right
and a manageable exchange rate contributed to strategic stage to keep the recent trends mitigated
public purchasing power and healthy business through the Platform phase, with a laid focus on
climate. That sustained trend should improve structuring business processes and developing
through strengthening the productive sector, supporting infrastructure. In this phase, BNI is
industrial downstreaming, MSME development, continuing the Business Process Reengineering
and accelerating digital transformation. initiative initiated in the previous phase, with an
emphasis on simplifying and standardizing business
processes, strengthening system integration, and
optimizing the use of digital technology.
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Vision
To become a financial institution that excels
in sustainable service and performance
Becoming a
Providing excellent Strengthening Creating the best
Increasing reference for the
services and digital international conditions for
Increasing the awareness and implementation of
Mission solutions to all services to support employees as
prime investment responsibility to compliance and
customers, and as the needs from our a place of pride
value for investors the environment good corporate
the primary global business for work and
and society governance
partner of choice partner accomplishment
for industry
Aspiration Bank with leading-edge people and technology to serve you
Statement
[2024] - PRODUCTIVITY [2025-2026] - PLATFORM [2027-2029] - PROPOSITION
Milestone
Improving productivity Conduct business process
through skills development, reengineering, and build and Statement of Aspiration A bank
role redesign, office network improve infrastructure to with leading human resources
optimization and analytics enhance client service and and technology to serve you
experience
In this phase, BNI continued the Business Process Meanwhile, in terms of portfolio strategy, BNI
Reengineering initiative it commenced in the aspires to drive sustainable growth by laying its
previous phase, with an emphasis on simplifying focus on how to deliver a healthy growth in the
and standardizing business processes, improving Corporate segment, both private and state-owned
integration between processes, and strengthening enterprises, as well as the Consumer segment as the
system integration. Process standardization and second growth pillar after Corporate. Improvements
automation were implemented comprehensively, in the small and medium-sized segments continue
particularly in the credit process, through end-to-end to be pursued to increase productivity and asset
workflow improvements to enhance consistency, quality, with growth oriented towards the wholesale
speed, and service quality. In parallel, BNI was business value chain.
also strengthening the use of digital technology
and analytical capabilities to support decision- BNI also recognizes that the Bank’s progress and
making, optimize business potential, and increase success have a lot to do with the environmental and
productivity. social impacts arising from its activities. That’s why
BNI is delivering on its commitment to supporting
The key outcomes expected from the Platform phase Net Zero Emissions (NZE) and climate resilience
include transformation in the SME and Commercial through environmental management, both within
segments, strengthening identity through branding its internal operations and external ecosystem. The
updates and implementing more integrated Company has an ESG roadmap whose target is to
communication programs and campaigns, and reduce GHG emissions and support NZE, with the
integrating all BNI service platforms. This integration NZE target in 2028 for operations while 2060 for
was intended to deliver a more seamless customer financing.
experience and strengthen synergies between
products and segments. BNI’S STRATEGIC POLICY FOR 2025
In Wholesale Transaction Banking, BNI worked to Amidst macroeconomic dynamics throughout 2025
enhance its value proposition by developing an that impacted the banking business landscape,
integrated platform that includes cash management, the Company was proactive in monitoring how
trade finance, foreign exchange, and custody situations developed and taking mitigating
services. This platform enhancement was aimed at measures to minimize the impacts on its strategic
providing more comprehensive transaction solutions policy execution. This approach ensured that
tailored to the needs of corporate customers, while the 2025 business targets were achieved while
also supporting increased efficiency and service maintaining sustainable growth in accordance with
quality.
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the Company’s long-term plan. Based on BNI’s 4. Wholesale Transaction Banking Transformation
Long-Term Plan, outlined in the BNI Corporate Plan (New BNIdirect) - A one-stop digital financial
2024-2028 document, BNI is implementing its 2025 service solution for wholesale customers.
strategic policy to achieve the previously established 5. SME Banking Revamp - End-to-end credit process
targets, as outlined below: improvements in the SME business segment to
1. Increasing business productivity and market increase SME productivity.
share in 6. Sanur Special Economic Zone (SEZ) - Optimizing
2. Increasing Retail Savings and Deposits, as well BNI’s support in the construction and development
as Transaction-Based Current Accounts. of the Sanur SEZ, identifying business potential
3. Healthy and sustainable growth across all and orchestrating its execution.
segments, with a primary focus on the corporate 7. RM Tool (connect) & Customer Profitable
and derivative segments, as well as quality Report (CPR) - The RM tool serves as a pipeline
consumer and wealth. management and database. The CPR tool
4. Maintaining asset quality to drive a reduction in calculates the profit/loss of customers/debtors,
Loan at Risk (LaR). both group and non-group, on a BNI-wide basis.
5. Continuous development of wondr by BNI, 8. HC Roadmap - An integral part of BNI’s human
BNIdirect, FSCM, and platforms that support the resource development strategy that supports
customer journey. BNI’s business strategy.
6. Strengthening enablers that result in increased
productivity and operational efficiency These initiatives are in line with BNI’s strategy to
support the achievement of BNI’s performance in
BNI TRANSFORMATION 2025.
Based on the 2024-2028 Corporate Plan, the Transformation Acceleration: Strengthening BNI
Transformation continues to be implemented Towards Strategic Policy Directions.
sustainably, focusing on BNI’s Long-Term Strategy.
In 2025, BNI’s strategic policy focuses on ensuring 1. Increasing business productivity and
the achievement of predetermined targets, while market share across regions through outlet
sharpening strategy execution in regions aligned transformation with the New Region, Area &
with superior economic potential and strengthening Branch Model & Branch Transformation Project
collaboration in developing and cultivating an – Intelligent Branch implementation.
integrated business ecosystem. The following are
theTransformations implemented by BNI throughout BNI implements the New Region, Area & Branch
2025: Model, known as BRAVE (Branch, Region, Area,
1. New Region, Area & Branch Model (BRAVE) Value and Empowerment), by improving its
- Sharpening the organization, business organizational structure, business workflows,
processes, network development, and sales network development, and sales strategy. This
model to execute the strategy to capture market initiative aims to strengthen BNI’s ability to
share. capture market share and business productivity.
2. Branch Transformation Project - Intelligent By transforming its outlets, BNI has sought
Branch - Integrating digital/e-channel services to improve operational efficiency and expand
with branch services to provide the best customer market dominance in various regions. BNI has
experience. taken it a step further by implementing the Branch
3. Loan Management System Wholesale (lendix) Transformation Project. One manifestation of
- An end-to-end credit process system for the this transformation is the Intelligent Branch
wholesale segment integrated with core banking concept, which integrates digital services with
and surrounding areas. conventional services at branch offices to provide
an optimal customer experience.
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2. Increasing Retail Savings and Deposits, and L0 (30 corporate companies and 13 institutional
Transaction-Based Current Accounts through institutions) and L1 (suppliers and buyers from
the Sanur Special Economic Zone (SEZ) L0) by synergizing with various units (Divisions,
Development Strategy. Regions, and Subsidiaries). Since April 2025,
TFFC has taken the initiative to explore pain
To encourage sustainable and comprehensive points (through focus group discussions with the
growth, BNI is not only strengthening its funding CMC Division, RCC, and Branch Offices), identify
base by increasing its Savings, Retail Deposits, value chain potential, support the development
andTransaction-Driven Current Accounts through of Supply Chain Financing (SCF) solutions for
Business as Usual (BaU) business development. the customer ecosystem, distribute lead data,
Furthermore, BNI is also active in contributing develop enablers that facilitate RMs in offering
to national strategic development projects, such solutions (SCF libraries, SCF desks, offering
as optimizing support for the development of letters, etc.), prepare monitoring dashboards,
the Special Economic Zone (SEZ) in Sanur, Bali. periodically monitor performance achievements,
BNI’s commitment to the Sanur SEZ is providing and implement corrective actions for continuous
integrated digital financial solutions to build a improvement.
sustainable economic ecosystem and create
added value for stakeholders. 4. Continuous development of platforms that
support the customer journey.
3. Healthy and sustainable growth across all
segments by maintaining asset quality to drive BNI is progressively accelerating the
a reduction in Loan at Risk (LaR) in the corporate transformation of its digital ecosystem through
and derivative segments, as well as in the quality the development of flagship platforms such
consumer and wealth segments as a main focus. as wondr by BNI and BNIdirect to create a
comprehensive, seamless customer journey. As
BNI is committed to achieving healthy and a key pillar in the transformation of Wholesale
sustainable growth across all segments, with Transaction Banking, the launch of BNIdirect’s
a top priority on maintaining asset quality new face positions itself as a one-stop solution
to reduce Loan at Risk (LaR), particularly in that integrates all the complexities of corporate
the corporate and derivative segments, as financial services into one intuitive platform.
well as consumer and wealth management. This initiative represents BNI’s concrete step in
This strategy was implemented through the building innovative and adaptive digital banking
digitization of supporting processes, such as capabilities, which not only improve customer
the implementation of the Loan Management operational efficiency but also reinforce new
System Wholesale (lendix), which digitizes and standards in digital financial inclusion across all
integrates end-to-end credit processes with business segments.
core banking, and the SME Banking Revamp
to optimize RM productivity. Furthermore, data 5. Strengthening enablers that result in increased
management is optimized through the use of productivity and operational efficiency
the RM Tool (Connect) as a pipeline management
system and the Customer Profitable Report (CPR) BNI integrated human resource development into
to comprehensively analyze debtor profitability the HC Roadmap framework as a key instrument
across the BNI network. for improving organizational efficiency and
output. By focusing on aligning talent capabilities
Furthermore, in line with the corporate plan with business policy directions, BNI sought to
and to provide transaction solutions across build a solid and adaptive operational foundation.
the customer’s business value chain, the Value The collaboration between competent human
Chain Task Force (TFVC) plays a crucial role in resources and efficient support systems ensures
orchestrating customer business needs with the company continues to deliver top-notch
banking solutions across each segment. TFVC performance to support sustainable business
focuses on developing value chain potential at growth.
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INNOVATION AS A STRATEGIC ENABLER OF BNI’S TRANSFORMATION
In the era of digital disruption and intensifying competition in the banking industry, innovation is no
longer merely a strategic choice, but a business imperative that determines the company’s sustainability
and competitiveness. BNI positions innovation as a fundamental enabler in its Strategic Plan, focusing on
creating measurable added value through increased operational efficiency, accelerated business growth,
and enhanced customer experience.
BNI’s commitment to innovation is reflected in its ongoing investment in building an inclusive innovation
ecosystem, involving not only Hi-Movers as internal innovators but also various external stakeholders
through collaborations with universities and the startup ecosystem. This collaboration between innovation
stakeholders is realized through the holding of various innovation events, encompassing both internal
and external innovation, as a forum for collaboration, idea exchange, and the development of innovative
solutions aligned with the company’s strategic direction.
Innovation Timeline and Key Milestones 2025
Q1 Q2 Q3 Q4
• Implementasi ide • Pelaksanaan Inkubasi • Implementasi ide inovasi BINNOVA 2024 yaitu Fitur • Kolaborasi BNI &
inovasi BINNOVA 2024 BINNOVA Batch 5 2025 Dana Pensiun di wondr by BNI BNI Ventures dalam
yaitu Fitur Investasi di • Launching Innovation • Pelaksanaan Grand Final BINNOVA Batch 5 2025. penyelenggaraan BNV
wondr by BNI Corner di Blok M, • Kolaborasi dengan BNI Ventures dan ekosistem start Arcade 2025
• Grand Final BINNOVA Jakarta Selatan up dalam penyelenggaraan SparkArc Ideathon 2025 • Penyelenggaraan BNI
Batch 4 2024 • Kolaborasi dengan ekosistem universitas dalam Innovation Forum 2025
• Idea Submission program Gadjah Mada Business Case Competition • Pelaksanaan Inkubasi
BINNOVA Batch 5 2025 • Kolaborasi dengan ekosistem universitas dalam BINNOVA Batch 6 & 7
penyelenggaraan Univesitas Indonesia (UI) 2025
Innovation War
• Kolaborasi dengan ekosistem universitas dalam
penyelenggaraan International Student Development
Competition, Universitas Airlangga
• Idea Submission BINNOVA Batch 6 & 7 2025
Bni Innovation (Binnova): investment with reminders and scheduled
Hi-Movers’ Place to Innovate deposits, and providing financial insights and
an integrated transaction experience. This
BINNOVA is a regular innovation event held application aims to make it easier for BNI
internally within BNI. The goal of BINNOVA is to customers to invest consistently to achieve
seek the best ideas from Hi-Movers, which can be their financial goals.
implemented to have a positive impact, both in
increasing revenue and cost efficiency, as well as b. Pension Fund Features on wondr by BNI
improving the effectiveness of business processes. The Pension Fund feature on the wondr by
BNI application was developed as part of the
1. BINNOVA 2024: Foundation for Transformation digital transformation of Financial Institution
The BINNOVA 2024 program has generated a Pension Fund (DPLK) services. This innovation
solid innovation pipeline, with several innovation enables customers to manage and plan their
ideas implemented in 2025. The implementation retirement funds more easily, informatively, and
of BINNOVA 2024 results has made a tangible securely. With a fresh and interactive interface,
contribution to achieving BNI’s strategic targets, the Pension Fund feature makes it easy for
particularly in digital banking enhancement. customers to monitor products, services, and
Several innovation ideas from the BINNOVA pension fund developments transparently and
2024 program have been implemented in 2025, accurately. Since its launch in October 2025,
namely: this feature has contributed to the growth in
a. Digital Investment Features on wondr by BNI the number of accounts (NOA) by 81.27% as of
The digital investment features on wondr by December 2025 compared to the year-to-date
BNI include access to various instruments such (YTD) NOA as of September 2025.
as Mutual Funds and Government Securities
(SBN), offering the convenience of automated
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2. BINNOVA 2025: Sustainable Growth Momentum retention. BINNOVA Batch 7 was specifically
a. BINNOVA Batch 5: Operations Excellence for Hi-Movers from the Head Office.
The theme for BINNOVA Batch 5 is “Realizing
Operations Excellence through Fast, Lean, A total of 62 innovation ideas were submitted
and Accurate Processes.” This idea was to BINNOVA Batch 6, compared to 112
chosen because it aligns with one of BNI’s innovation ideas submitted to BINNOVA Batch
2025 strategies, namely “Strengthening 7 last year. Based on curation conducted by
enablers that result in increased productivity innovation management, seven innovation
and operational efficiency.” Furthermore, this ideas were selected for BINNOVA Batch 6.
theme was chosen because there is still room and 11 innovation ideas from BINNOVA Batch
for improvement in Banking Operations, 7 were declared successful in the incubation
Digital Operations, and Credit Operations to process, which includes customer and product
maximize existing end-to-end operational validation. The grand final pitching stage for
business processes. BINNOVA Batches 6 and 7 will be held in 2026.
The BINNOVA Batch 5 idea submission External Innovation: Strengthening
process was conducted from February Collaboration Among Stakeholders
20, 2025, to April 27, 2025. During the idea In addition to accelerating internal innovation, BNI
submission period, 98 innovation ideas were is strategically building an external innovation
submitted through BNI’s Ideabox. After a ecosystem through sustainable multi-stakeholder
curation process by innovation management, collaboration. Through this approach, BNI opens
14 innovation ideas were selected to advance up broader collaboration opportunities from the
to the customer validation (CV) and product perspectives of academia, industry, and society.
validation (PV) incubation processes. These This initiative is realized through various strategic
processes aim to validate the innovation programs, including the Campus Innovation
idea and develop a high-fidelity prototype Challenge, Open Innovation, and the Innovation
and Minimum Viable Product (MVP) to Forum, which are designed as open ecosystems to
generate added value for customers, which gather innovative ideas from various parties.
are then presented to business owners for
implementation. Following the curation and The Campus Innovation Challenge is a collaborative
incubation stages, six innovation teams were program between the BNI Group and several leading
selected to advance to the Grand Final Pitching universities in Indonesia. This program provides a
stage, which will be held on September 18, space for students to play an active role in providing
2025. creative ideas and solutions to real-world problems
faced by the BNI Group. Furthermore, winners of
b. BINNOVA Batches 6 & 7: Attract More, Engage the Campus Innovation Challenge will have the
Daily, Retain Strongly opportunity to participate in the BNI Group employee
BINNOVA Batches 6 & 7 carried the theme selection process. This program is expected to serve
“Attract more, Engage daily, Retain strongly” as concrete evidence of BNI Group’s commitment
to support the sustainable increase in low- to fostering the actualization of young people in
cost funds (CASA) acquisition and retention. developing innovative, analytical, and applicable
The idea submission period ran from August thinking that aligns with industry needs, while also
5, 2025, to September 30, 2025. BINNOVA creating job opportunities for them. In addition to
Batch 6 was specifically for Hi-Movers from encouraging innovative ideas, this program also
Regional/Branch/Central Offices, focusing has a positive impact on strengthening BNI’s retail
on improving relationship-based business business, particularly Wonder by BNI and the use
execution, services, and product activities of QRIS as a payment method during activities.
for BNI’s business retention and growth. This program is also expected to strengthen the
Meanwhile, BINNOVA Batch 7 focused on strategic relationship between the BNI Group and
strengthening strategies and initiatives to universities.
develop BNI’s customer acquisition and
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Meanwhile, Open Innovation is implemented In addition, BNI, in collaboration with BNI Ventures,
as an inclusive collaboration platform involving has also held the BNI Innovation Forum 2025, where
various external stakeholders, including students, this forum serves as a forum for sharing knowledge
startups, and communities. Through a synergy and experience between state-owned enterprises,
with BNI Ventures, BNI will organize various open private companies, start-ups, and the public in
innovation programs throughout 2025, one of which identifying innovation trends, studying success
is BNV Arcade, a collaborative platform between stories and failures, and discussing the direction of
the BNI Group and startups and industry players. innovation development to strengthen synergies
This program is designed to identify and accelerate and broaden perspectives between industries in
innovative solutions to BNI Group pain points, with facing future business challenges. This forum is
results that have high potential for implementation expected to strengthen BNI’s position as a bank with
across the BNI Group to support performance a strong commitment to innovation.
improvement and business transformation.
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Transparency in Report Submission
TRANSPARENCY IN REPORT SUBMISSION
BNI is committed to fulfilling the principle of information disclosure, which is very important for the public
in making investment decisions. For this reason, BNI routinely submits Disclosure of Information or Material
Facts reports to the Financial Services Authority (OJK) and also announces this information to the public.
In 2025, the Corporate Secretary conveyed various information related to BNI to the public through mass
media, the IDX website, and the BNI website using Indonesian and English. The Corporate Secretary has
also submitted regular and incidental reports to IDX and OJK with the following details:
PERIODIC REPORTS
The following table presents detailed information regarding the Transparency of Report Submission carried
out by BNI in 2025:
Number of
Report Intended for Period
Report
BBNI Securities Holder Registration Monthly Report 12 OJK & IDX Monthly
Consolidated Financial Statements of the Bank and Subsidiaries 3 OJK & IDX Quarterly
(UnAudited)
Annual Financial Report (Audited) 1 OJK & IDX Annually
Annual Report (including Corporate Governance Report, Corporate 1 OJK & IDX Annually
Governance Report of Sharia Business Unit, and Integrated
Governance Report of BNI Financial Conglomeration)
Sustainability Report 1 OJK & IDX Annually
Annual Rating Report 1 OJK & IDX Annually
Annual Report of Parent and Subsidiary Banks (Report 1 OJK Annually
of Banks that are part of a business group) 2 OJK Semi-annual
Related Party List Report 1 IDX Annually
Annual Public Expose Report 4 OJK & IDX Quarterly
List of 10 Largest Shareholders Report 4 OJK & IDX Quarterly
Company Performance Report (Earning Call) 1 OJK & IDX Annually
Annual General Meeting of Shareholders Invitation Report 1 OJK & IDX Annually
Report on the Implementation of the Annual General Meeting of 1 OJK & IDX Annually
Shareholders
Cash Dividend Payment Implementation Report 1 OJK & IDX Annually
INCIDENTAL REPORT
Throughout 2025, BNI has made 51 information disclosures in the form of incidental reports to regulators (OJK
and/or IDX).
Detailed information regarding the periodic reports and incidental reports above can be viewed and accessed via
the BNI website at https://www.bni.co.id/id-id/investor/berita-investor/keterbukaan informasi
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Management of State Officials’
Wealth Reports (LHKPN)
As a manifestation of BNI’s commitment to 3. Regulation of the Minister of State-Owned
increasing transparency and building a work culture Enterprises No. PER-01/MBU/01/2018 on the
free from Corruption, Collusion, and Nepotism Reporting of Assets of State Officials within the
(KKN), all members of the Board of Commissioners, Ministry of State-Owned Enterprises, as amended
Directors, and Structural Officials are required to by Regulation of the Minister of State-Owned
submit a Wealth Report (LHK). This reporting is Enterprises No. PER-10/MBU/06/2021 concerning
carried out in accordance with internal provisions the Amendment to Regulation of the Minister of
stipulated in the Company’s Industrial Relations State-Owned Enterprises No. PER-01/MBU/01/2018
Guidelines, Instruction No. IN/002/HCE/001 dated on the Reporting of Assets of State Officials within
January 22, 2025.This obligation is an integral part of the Ministry of State-Owned Enterprises.
the implementation of Good Corporate Governance 4. Law No. 19 of 2003 on State-Owned Enterprises,
(GCG) principles at BNI, while ensuring compliance as amended several times, most recently by Law
with applicable regulations and strengthening No. 16 of 2025 on the Fourth Amendment to Law
the integrity and accountability of all levels of No. 19 of 2003 on State-Owned Enterprises.
management.
BNI has written policies and procedures regarding
LHKPN POLICY the LHKPN submission procedure, the appointment
of work units in charge for managing and
The development of BNI’s internal policy regarding administering the LHKPN, and the establishment of
the LHKPN submission and reporting mechanism a sanction-giving mechanism for Bank officials who
required for Bank officials with certain positions neglect or fail to fulfill their reporting obligations.
embodies the following laws and regulations: This is done to ensure compliance with regulations
1. Law No. Law No. 28 of 1999 concerning State and maintain the integrity of all BNI personnel in
Administrators Who Are Clean and Free from accordance with GCG principles.
Corruption, Collusion, and Nepotism, as
amended by Law No. 30 of 2002 concerning the LHKPN REQUIRED REPORT
Corruption Eradication Commission;
2. Regulation of the Corruption Eradication In accordance with applicable regulations, BNI
Commission of the Republic of Indonesia Structural Officials who are required to report
Number 7 of 2016 concerning Procedures for LHKPN are:
Registration, Announcement, and Examination 1. Commissioners;
of the Assets of State Officials, as last amended 2. Directors;
by Regulation of the Corruption Eradication 3. Senior Executive Vice Presidents (SEVPs);
Commission of the Republic of Indonesia Number 4. Division/Unit/Functional Unit Heads
3 of 2024 concerning the Second Amendment If there is no Head in a Functional Unit, then the
to Regulation of the Corruption Eradication State Officials who are required to submit LHKPN
Commission Number 07 of 2016 concerning in that Functional Unit are those with a minimum
Procedures for Registration, Announcement, and position level of Senior Vice President;
Examination of the Assets of State Officials. 5. Regional Leaders;
6. General Managers (GMs) of Overseas Branches;
and
7. Commissioners/Directors of Subsidiaries/
Consolidated Affiliated Companies.
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
LHKPN MANAGEMENT a. Updating data on State Officials within BNI
who are required to submit LHKPN (State
The LHKPN reporting of BNI Structural Officials is Officials’ Reports) on the e-LHKPN application.
managed by the LHKPN Management Coordinator, b. Submitting data regarding changes in
Application Administrator, and LHKPN Work Unit State Officials’ positions to the Corruption
Administrator, with the following description: Eradication Commission (KPK).
1. The LHKPN Management Coordinator is the c. Acting as a contact person or liaison between
Division Head overseeing the Human Capital the KPK and BNI in LHKPN management.
Services function with the following scope of 3. The LHKPN Work Unit Admin is an official at
duties: the Department Head level who oversees the
a. Monitoring the completion and submission of management function of State Officials and
LHKPN and disseminating LHKPN obligations. monitors and coordinates with the LHKPN
b. Coordinating with the Ministry of State- Application Admin. There are three Work Unit
Owned Enterprises and the Corruption Admins at BNI:
Eradication Commission (KPK) regarding a. Corporate Secretary Division;
LHKPN management at BNI. b. Subsidiaries Management Division;
c. Compiling a list of State Officials within BNI c. International & Financial Institutions Division.
who are required to submit LHKPN.
d. Reminding State Officials within BNI who are 2025 LHKPN REPORTING
required to submit LHKPN to comply with
the LHKPN submission and announcement In 2025, all BNI officials who fell under those required
obligations. to submit LHKPN Report already submitted the State
2. The LHKPN Application Administrator is an official Officials’ Wealth Report (LHKPN) to the Corruption
at the Department Head level in the Division Eradication Commission (KPK) via the e-LHKPN
overseeing the Human Capital Services function, website.
who handles industrial relations functions with
the following scope of duties:
1140 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Bad Corporate Governance Practices
Bad corporate governance practices refer to a series of actions or policies that diverge from the principles
of sound corporate governance. Throughout 2025, BNI is recorded as having neither taken actions nor
established policies related to bad corporate governance practices, as detailed in the following table:
Practised
Description
in 2025
Reports indicating the company as an environmental polluter None
Legal cases currently faced by the Bank, subsidiaries, members of the Board of Directors, and/or
members of the Board of Commissioners who are currently in office, not disclosed in the Annual None
Report
Non-compliance in fulfilling tax obligations None
Inconsistencies in the presentation of the Annual Report and Financial Statements with applicable
None
regulations and Financial Accounting Standards
Legal cases or disputes involving labor and employees None
Lack of disclosure of operating segments in the listed company None
Discrepancies between the hardcopy and softcopy versions of the Annual Report None
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Implementation of Integrated
Governance
Integrated Governance for the Financial SELF-ASSESSMENT REPORT ON THE
Conglomeration at BNI is implemented in accordance IMPLEMENTATION OF INTEGRATED
with OJK Regulation No. 18/POJK.03/2014 on the GOVERNANCE IN 2025
Implementation of Integrated Governance for
Financial Conglomerations, OJK Regulation No. In accordance with applicable regulations, Financial
30 of 2024 on Financial Conglomerations and Conglomerates are required to periodically prepare
Financial Conglomeration Parent Entities, and Self-Assessment Reports on Integrated Governance,
OJK Circular Letter No. 15/SEOJK.03/2015 on the specifically in June and December. These reports
Implementation of Integrated Governance for must be submitted to OJK no later than the 15th of
Financial Conglomerations. the second month following the end of the reporting
period, i.e., August 15 and February 15, respectively.
As the Main Entity (PIKK) within the Financial
Conglomerate, BNI implements Integrated The Self-Assessment of the implementation of
Governance to ensure transparency and compliance Integrated Governance principles in BNI’s Financial
with regulations. In 2025, the implementation of Conglomerate focuses on three main aspects,
Integrated Governance encompassed the following namely: Structure, Process, and Outcome. The
aspects: evaluation centers on seven key assessment factors,
a. Self-Assessment Reports on the Implementation which serve as benchmarks for the implementation
of Integrated Governance. of Integrated Governance:
b. Structure of BNI Financial Conglomerate. 1. Execution of the Duties and Responsibilities of
c. Shareholding Structure within the BNI Financial the Board of Directors of the Main Entity. (in its
Conglomerate. capacity as the Financial Conglomeration Parent
d. Management Structure of the BNI Financial Entity/PIKK).
Conglomerate. 2. Execution of the Duties and Responsibilities of
e. Core Principles of Integrated Governance for BNI the Board of Commissioners of the Main Entity.
Financial Conglomerate (PIKK).
f. Intra-Group Transaction Policy within BNI 3. Duties and Responsibilities of the Integrated
Financial Conglomerate. Governance Committee.
4. Duties and Responsibilities of the Integrated
Compliance Unit.
5. Duties and Responsibilities of the Integrated
Internal Audit Unit.
6. Implementation of Integrated Risk Management.
7. Development and Implementation of Integrated
Governance Guidelines.
BNI has compiled a self-assessment report on the implementation of Integrated Governance in the BNI
Financial Conglomerate for the 2025 period, which is described in detail below:
Integrated Governance Self-Assessment Results
Rating
Semester I Semester II Rating Definition
2025 2025
The Financial Conglomerate is deemed to have implemented Integrated
Governance effectively overall. This assessment is evident from the satisfactory
application of Integrated Governance principles. Any shortcomings in the
2 2
implementation of Integrated Governance can be resolved through routine
corrective actions carried out by the Main Entity (PIKK) and/or Financial
Services Institutions.
1142 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Results of Self-Assessment on the seven assessment 5. Integrated Internal Audit Unit
factors for Integrated Governance Implementation The Integrated Internal Audit Unit (SKAIT)
in 2025 is as follow: operates independently from BNI’s operational
1. Board of Directors of the Main Entity (PIKK) units and reports directly to the President
Under the Integrated Governance structure, all Director of the Main Entity (in its capacity as
members of BNI’s Board of Directors have met PIKK) and, on a dotted line basis, to the Board
the qualifications stipulated by applicable laws of Commissioners of the Main Entity (PIKK). The
and regulations. The implementation of duties Integrated Internal Audit Unit has monitored the
and responsibilities of the BNI Board of Directors implementation of internal audits across the BNI
related to the Integrated Governance process has Financial Conglomeration through the conduct
been carried out and followed up in accordance of integrated audits at each member of the BNI
with the advice and counsel of the BNI Board of Financial Conglomeration.
Commissioners.
6. Implementation of Integrated Risk Management
2. Board of Commissioners of the Main Entity The Risk Management Director of BNI, who
(PIKK) directs the Integrated Risk Management function,
Within the Integrated Governance structure, supervises the Integrated Risk Management
all members of BNI’s Board of Commissioners Unit (SKMRT). Each member of the Financial
meet the qualifications required by prevailing Conglomeration has a Director responsible for
regulations. The Board of Commissioners has the risk management function and a dedicated
fulfilled their oversight duties by holding regular Risk Management Unit. The implementation of
meetings and supervising the implementation Integrated Risk Management across the BNI
of the Board of Directors’ responsibilities Financial Conglomeration has been carried
as the Main Entity. They have also provided out in accordance with the characteristics and
recommendations for enhancing the Integrated complexity of each business.
Governance Guidelines.
7. Integrated Governance Guidelines
3. Integrated Governance Committee The Integrated Governance Guidelines of the BNI
The Integrated Governance Committee Financial Conglomeration have been developed,
has been established in compliance with reviewed, and implemented in compliance with
applicable regulations. In order to improve applicable laws and regulations.These guidelines,
the TKT Guidelines, the TKT Committee has among others, set out the requirements as well
provided recommendations to the BNI Board of as the duties and responsibilities of the Board of
Commissioners for the improvement of the TKT Directors and the Board of Commissioners of the
Guidelines. The evaluation results and outcomes Main Entity (PIKK), the Integrated Governance
of the TKT Committee Meeting were submitted Committee, the Integrated Compliance
to the Board of Commissioners through the Unit, the Integrated Internal Audit Unit, the
TKT Committee Task Implementation Report implementation of integrated risk management,
periodically. and the coordination mechanisms among
integrated units.
4. Integrated Compliance Working Unit
The Integrated Compliance Working Unit
(SKKT) is independent and separate from the
Operational Working Unit (risk taking unit), and
is directly responsible to the Director in charge of
the compliance function. SKKT has submitted the
results of monitoring, evaluation and suggestions
for improvement in the implementation of the
compliance function in each Financial Services
Institution of the BNI Financial Group periodically.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
FINANCIAL CONGLOMERATE STRUCTURE AND OWNERSHIP STRUCTURE
OF THE BNI FINANCIAL CONGLOMERATE
BNI Financial Conglomerate Structure
As of December 31, 2025, struktur Konglomerasi Keuangan dan struktur kepemilikan Konglomerasi Keuangan
BNI adalah sebagai berikut:
BNI Financial Conglomerate Structure
Financing Securities Life Insurance Remittance Digital Bank Venture Cap. Pension Fund Pension Fund
1983 | 99,99% 1995 | 75,00% 1996 | 60,00% 1996 | 99,98% 2022 | 63,92% 2022 | 99,98% 1960 1993
Investment Manager Securities Asuransi Umum
2011 | 99,90% 2021 | 100,00% 2017 | 62,86%
Share ownership structure in the BNI Financial Conglomerate
As of December 31, 2025, the share ownership structure of the BNI Financial Conglomerate is as follows:
0.00%
40%
60%
Government of Indonesia
PT Danantara
Asset Management
(Persero)
Public
BNI Finance Share Ownership Structure BNI Sekuritas Share Ownership Structure
(%) (%)
0.002
99.998
25 75
BNI BNI
PT BNI Multifinance Employee Cooperative SBI Financial Service Co., Ltd
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Life Share Ownership Structure BNI Remittance Share Ownership Structure
(%) (%)
0.000003 0.000003
39.999993 100
60.000000
BNI
BNI
Sumitomo Life Insurance Company
BNI Employee Welfare Foundation
Dana Swadharma Foundation
Hibank Share Ownership Structure BNI Ventures Share Ownership Structure
(%) (%)
0.02
36.08
99.98
63.92
BNI BNI
PT Mayora Inti Utama BNIAM
BNI Asset Management Share BNI Securities Share Ownership Structure
Ownership Structure (%)
(%)
0.10
99.90 100
BNI Sekuritas BNI Sekuritas
PT BNI Sekuritas Employee Cooperative
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Share Ownership Structure of
PT Asuransi Tri Pakarta
(%)
12.14
62.86
25
Founders
Pension Fund Pension Fund
BNI Pension Fund
PT Asuransi Wahana Tata
PT Tri Handayani Utama
MANAGEMENT STRUCTURE OF BNI FINANCIAL CONGLOMERATE
Management Structure of the Main Entity (dhi. PIKK)
The management structure of the Main Entity’s Board of Directors (PIKK) can be found in the BNI Board of
Directors Profile section on page 742 and the BNI Board of Commissioners Profile section on page 699.
Management Structure of Financial Conglomerate Members
PT BNI Multifinance
Board of Commissioners Board of Directors
President Commissioner/Independent Commissioner:
President Director: Yenanto Siem1)
Suhartono1)
Commissioner: Hari Satriyono Director: Albertus Henditrianto
Commissioner: Ita Tetralastwati Director: Legendariah
1)
Effective after the reappointment process is complete.
PT BNI Sekuritas
Board of Commissioners Board of Directors
President Commissioner/Independent Commissioner: Rudy Acting President Director: Vera Ongyono
Tandjung Director: Yoga Mulya
Commissioner: Kenji Nakanishi
Director: Teddy Wishadi
PT BNI Life Insurance
Board of Commissioners Direksi Dewan Pengawas Syariah
Independent Commissioner: Alwi Finance Director (Acting President
Chairman: Agus Haryadi
Abdurrahman Shihab Director): Agung Turanto Sutarno
Independent Commissioner: Eko
Director: Motoharu Niijima Member: Utang Ranuwijaya
Yuliantoro
Commissioner: Beby Lolita Indriani Director: Masaaki Fuse Member: Siti Haniatunnisa
Commissioner: Takafumi Igarashi
1146 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
PT Bank Hibank Indonesia
Board of Commissioners Board of Directors
Independent Commissioner: Rufina Tinawati Marianto President Director: Jenny Wiriyanto
Independent Commissioner: Joys Djajanto Director: Ricky Budiono
Director: Adi Syaf Putra
Director: Prihadiyanto
Director: Andi M. Andries
PT BNI Modal Ventura
Board of Commissioners Board of Directors
President Commissioner: Victor Erico Korompis President Director: Mardianto E Danusaputro1)
Independent Commissioner: Kartika Hendrawan Director: Lugas Prancafitri
1)
Effective after the reappointment process is complete.
BNI Remittance Ltd
Board of Directors
Director: Indra Kusuma
PT BNI Asset Management
Board of Commissioners Board of Directors
President Commissioner/Independent Commissioner: Eko
President Director: Mungki Ariwibowo Adil
Priyo Pratomo
Commissioner: Henny Eugenia Director: Putut Endro Andanawarih
Director: Ade Yusriansyah
BNI Securities Pte, Ltd
Board of Directors
Executive Director: Edwin Chew
Non Executive Director: Rudy Sihombing
BNI Financial Institution Pension Fund (DPLK BNI)
Board of Supervisors Sharia Supervisory Board Management
Chairman: Rini Yuniar Chairman: Dawud Arif Khan Chairman: Ikhwani Fauzana
Member: Rayendra Minarsa Goenawan Member: Muhammad Fahri Farid Member: Endhy Maryantono
Independent Supervisor: Suhardi Petrus Member: YB Eko Wardoyo
Member: Edwin Hendrawan
Member: Estu Prabowo
Member: I Wayan Sridana
Dana Pensiun BNI (DP BNI)
Board of Supervisors Board of Directors
Chairman: Dandy Perwandi Sjamsudin President Director: Asmorohadi
Deputy Chairman: Yaman Bafiroes Investment Director: Bedie Roesnadi
Director of General Affairs, Membership & Finance: Arief
Member: Alfri Hamonangan
Surarso
Member: Rini Yuniar
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
PT Asuransi Tri Pakarta
Board of Commissioners Board of Directors Sharia Supervisory Board
President Commissioner/Independent President Director: G.C. Koen Yulianto Sharia Supervisor: Aminuddin Yakub
Commissioner: Endang Hidayatullah
Independent Commissioner: Bambang Vice President Director: Rafael Bao Sharia Supervisor: Mursyidah Thahir
Siswanto Aman
Commissioner: Tri Wahono Finance & IT Director: Indomora
Harahap
Technical Director: Teguh Pambudi
Authorities, Duties, and Responsibilities 3. Oversee the exercise of authorities, duties,
in the Implementation of Integrated and responsibilities of the Board of Directors
Governance within BNI Financial of the Financial Conglomeration Holding
Conglomeration Financial Institutions Company and provide recommendations and
Here is how the authorities, duties, and advice regarding the implementation of the
responsibilities in the process and outcomes of the Integrated Governance Policy.
implementation of Integrated Governance within 4. Approve the Integrated Governance Policy
BNI Financial Conglomeration Financial Institutions prepared by the Board of Directors of the
is implemented: Financial Conglomeration Holding Company.
5. Evaluate the Integrated Governance Policy
a. Board of Directors of BNI and provide direction for its enhancement
1. Ensure the implementation of Integrated based on recommendations from the
Governance within the Financial Integrated Governance Committee.
Conglomeration. 6. Carry out supervisory duties in the interest
2. Formulate the Integrated Governance Policy. of the Financial Conglomeration Holding
3. Direct, monitor, and evaluate the Company over policies and management
implementation of the Integrated Governance actions undertaken by the Board of Directors
Policy. and provide advice to the Board of Directors,
4. Follow up on recommendations and advice and be accountable for such supervision.
from the Board of Commissioners in order to
enhance the Integrated Governance Policy. c. Boards of Directors of Members of the BNI
5. Ensure that audit findings and Financial Conglomeration
recommendations from the Integrated Internal 1. Implement good governance practices in each
Audit Unit, external auditors, supervisory member of the Financial Conglomeration in
results from the Financial Services Authority, accordance with the Integrated Governance
and or other supervisory authorities have Policy and prevailing regulations.
been properly followed up by members of the 2. Follow up on audit results and
BNI Financial Conglomeration. recommendations from internal audits,
6. Convey the Integrated Governance Policy to the Integrated Internal Audit Unit, external
the Boards of Directors of members of the audits, supervisory results from the Financial
BNI Financial Conglomeration. Services Authority, and or other authorities
and institutions in accordance with applicable
b. Board of Commissioners of BNI laws and regulations.
1. Conduct oversight of the implementation of 3. Establish the Rules of Procedure of the Board
Integrated Governance within the Financial of Directors of members of the Financial
Conglomeration. Conglomeration.
2. Supervise the implementation of Integrated 4. Conduct meetings of the Board of Directors of
Governance in each member of the Financial members of the Financial Conglomeration as
Conglomeration to ensure alignment with the further stipulated in the Articles of Association
Integrated Governance Policy and consistency of each Financial Conglomeration member.
with the Integrated Risk Management Policy 5. Ensure that all policies, provisions, systems,
of the Financial Conglomeration Holding procedures, and business activities carried out
Company. by members of the Financial Conglomeration
comply with applicable laws and regulations,
including provisions issued by the Financial
Services Authority and or other relevant
authorities;
1148 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
d. Boards of Commissioners of Members of the BNI h. Integrated Internal Audit Unit
Financial Conglomeration The authority, duties, and responsibilities
1. Supervise the implementation of governance of BNI’s Integrated Internal Audit Unit in the
as well as the authorities, duties, and context of implementing integrated audits at BNI
responsibilities of the Boards of Directors Financial Conglomerate can be found in Chapter
of Financial Conglomeration members, Supporting Bodies of the Board of Directors,
including follow up on audit or examination Sub-chapter Internal Audit Unit on page 962.
findings and recommendations from Internal
Audit, External Audit, and or supervisory i. Integrated Risk Management Unit
results from authorities and other institutions The authority, duties, and responsibilities of
in accordance with prevailing laws and BNI’s Integrated Risk Management Work Unit
regulations. in the context of implementing integrated risk
2. Establish committees or appoint parties to management at BNI Financial Conglomerate can
perform functions supporting the authorities, be found in the Integrated Risk Management
duties, and responsibilities of the Boards of Governance chapter on page 1024.
Commissioners of Financial Conglomeration
members, at a minimum including an audit INTRA-GROUP TRANSACTION
monitoring committee or function. POLICY WITHIN THE BNI FINANCIAL
3. Conduct meetings of the Boards of CONGLOMERATE
Commissioners of Financial Conglomeration
members as further stipulated in the Articles of Definition of Intra-Group Transaction Risk
Association of each Financial Conglomeration The Financial Services Authority requires financial
member. conglomerations in the financial services industry to
4. Establish the Rules of Procedure of the implement integrated risk management, including
Boards of Commissioners of Financial the management of intra group transaction risks.
Conglomeration members. Ownership and control relationships among entities
within a conglomeration may affect the sustainability
e. Sharia Supervisory Board of financial institutions as a result of risk exposures,
1. The Sharia Supervisory Board is responsible whether direct or indirect.
for providing advice and recommendations
to the Boards of Directors of Financial Intra group transaction risk arises from an entity’s
Conglomeration members and supervising dependence on other entities within the same
business activities to ensure compliance with conglomeration, either through written or unwritten
Sharia principles; arrangements, which may involve the transfer
2. Establish the Rules of Procedure of the Sharia of funds or other forms of obligations. A sound
Supervisory Board. understanding of these risks enables financial
conglomerations to manage and mitigate potential
f. Integrated Governance Committee impacts arising from inter entity interactions more
The duties, authorities, and responsibilities of the effectively.
Integrated Governance Committee, as well as the
implementation of the duties of the Integrated
Governance Committee, can be found in the
Committees under the Board of Commissioners
chapter, Integrated Governance Committee
subchapter, page 881.
g. Integrated Compliance Unit
The authority, duties, and responsibilities of BNI’s
Integrated Compliance Work Unit in the context
of implementing integrated compliance within
the BNI Financial Conglomerate can be found in
the chapter on Supporting Bodies of the Board of
Directors, subchapter on Compliance Functions,
page 984.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Objectives of Intra-Group Transaction Risk Adequacy of Processes for Identifying,
Management Measuring, Monitoring, and Controlling
Management The objectives of Intra-Group Risks, and the Risk Management
Transaction Risk Management within the BNI Information System for Intra-Group
Financial Conglomerate are as follows: Transactions
1. To regulate and monitor the risks of intra group In managing intra-group transaction risks, BNI as
transactions within the Financial Conglomerate the Main Entity (PIKK) implements processes for
based on prudential principles; identifying, measuring, monitoring, and controlling
2. To ensure that the integrated risk management risks associated with all material risk factors in an
process minimizes the potential negative integrated manner. This process is supported by an
impacts caused by one LJK’s direct or indirect adequate intra-group transaction risk management
dependency on another LJK within the Financial information system, which includes:
Conglomerate, and the negative impacts on the 1. Intra-Group Transaction Risk Identification
overall business condition of the BNI Financial The identification of intra-group transaction risks
Conglomerate. is carried out by analyzing the types of products
and/or transactions between LJKs within the BNI
Principles of Intra-Group Transaction Risk Financial Conglomerate that could give rise to
Management risks within the conglomerate.
BNI, as the main entity in the application of intra- 2. Intra-Group Transaction Risk Measurement
group transaction risk management within the The measurement of intra-group transaction risks
BNI Financial Conglomerate, must adhere to the aims to determine the risk rating of intra-group
following principles: transactions within the Financial Conglomerate.
1. Having sufficient risk management processes BNI, as the main entity (PIKK), must establish
for intra-group transactions within the entire a methodology for measuring intra-group
Financial Conglomerate; transaction risks and assess the appropriateness
2. Monitoring intra-group transactions within the of assumptions, data sources, and procedures
Financial Conglomerate and preparing regular used.
reports; 3. Intra-Group Transaction Risk Monitoring
3. Encouraging public disclosure of intra-group Monitoring of intra-group transaction risks
transactions; involves evaluating exposure to material intra-
4. Considering the impact of intra-group group transaction risks that may affect the capital
transactions on the performance of LJK members condition of the Financial Conglomerate, as well
within the Financial Conglomerate, both directly as improving reporting processes when business
and on the overall BNI Financial Conglomerate. activities, products, transactions, and material
risk factors change. To assess the intra-group
Types of Transactions That May Lead to material financial relationship between FSIs in
Intra-Group Transaction Risks the BNI Financial Conglomeration, it is measured
Within the BNI Financial Conglomerate, various types based on the value of BNI’s financial transactions
of transactions may pose intra-group transaction with FSIs that are members of the BNI Financial
risks. Some examples of such transactions include: Conglomeration, as well as between fellow FSIs
1. Cross-ownership between LJKs in the Financial within the BNI Financial Conglomeration.
Conglomerate; 4. Intra-Group Transaction Risk Control
2. Centralization of short-term liquidity management To implement risk control, BNI, as the Main
within the Financial Conglomerate; Entity (PIKK), ensures that the BNI Financial
3. Guarantees, loans, and commitments provided Conglomerate has control methods in place for
or obtained by one LJK from another LJK in the intra-group transaction risks that could jeopardize
Financial Conglomerate; the business continuity of the conglomerate.
4. Exposure to controlling shareholders, including Intra- group transaction risk controls are
loan exposure and off-balance sheet items such implemented by considering:
as guarantees and commitments; a. The composition of inherent risk parameters
5. Purchase or sale of assets between one LJK and for intra-group transactions in the integrated
another within the Financial Conglomerate; risk profile assessment;
6. Risk transfer through reinsurance; and b. Adherence to the arm’s length principle
7. Transactions to shift third-party risk exposures (fair transaction terms) for intra-group
among LJKs within the financial conglomerate. transactions;
c. Availability and completeness of intra-group
transaction documentation; and
d. Compliance with legal/regulatory provisions
for each intra-group transaction.
1150 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
5. Intra-Group Transaction Risk Management
Information System includes:
a. Intra-group transaction risk profile reports,
which are part of the integrated risk profile
report;
b. Intra-group transaction reports, which include:
i) Recap of transactions with related parties;
ii) Important agreements with related parties.
BNI, as the Main Entity (PIKK), prepares and submits
intra-group transaction risk profile reports to OJK
semi-annually, as part of the integrated risk profile
and intra-group transaction reports for the June
and December reporting periods. As of December
31, 2025, all intra-group transactions have been
conducted fairly and in compliance with the arm’s
length principle.
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Implementation of Aspects and
Principles of Corporate Governance
in Accordance with Financial Services
Authority Regulations [ACGS C.2.6]
Referring to POJK No. 21/POJK.04/2015 on the Implementation of Corporate Governance Guidelines for
Public Companies and SEOJK No. 32/SEOJK.04/2015 on the Corporate Governance Guidelines for Public
Companies, BNI adopts five aspects, eight principles, and twenty-five recommendations for good corporate
governance practices. The following table provides a more detailed explanation of these aspects and their
implementation at BNI in 2025:
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
A. Aspect A:
Relationship of Public Companies with Shareholders in Guaranteeing Shareholder Right
1. Principle 1:
Increasing the Value of Holding General Meetings of Shareholders (GMS).
1.1. Public Companies At the 2025 Annual GMS held on March 26, 2025, √ Chapter 7. Corporate
have technical to discuss the Bank’s performance in 2024, and Governance, Sub-
methods or the 2025 Extraordinary GMS held on December chapter General
procedures for 15, 2025, voting was conducted using both Meeting of
collecting votes, physical ballots and an electronic voting system Shareholders, Page
both openly provided by eASY.KSEI. 673-698.
and secretly,
which prioritize The vote counting process as the basis for
independence and decision making was carried out by PT Datindo
the interests of Entrycom as the Securities Administration
shareholders. Bureau, and the results were validated by
Ashoya Ratam, S.H., M.Kn., a notary in Jakarta.
The voting procedure, both openly and secretly,
was carried out in accordance with the GMS
rules of procedure.
In addition, the procedure for calculating the
quorum, questions and answers, and the
mechanism for making decisions at the meeting
have been regulated in the GMS Rules of
Procedure and implemented in accordance with
OJK Regulation No. 15/POJK.04/2020 concerning
the Planning and Implementation of General
Meetings of Shareholders of Public Banks, and
OJK Regulation No. 16/POJK.04/2020 concerning
the Implementation of General Meetings of
Shareholders of Public Banks Electronically.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
1.2. All members of the All members of the Board of Directors and the √ Chapter 7. Corporate
Board of Directors Board of Commissioners of BNI attended the Governance, Sub-
and members 2025 Annual GMS and the 2025 Extraordinary chapter General
of the Board of GMS. Meeting of
Commissioners of Shareholders, Page
the Public Company BNI has submitted a Summary Report of the 673-698.
were present at the Minutes of the 2025 Annual GMS for the 2024
Annual GMS. Fiscal Year and the 2025 Extraordinary GMS to
the Financial Services Authority (OJK) through
Letters No. CSE/7/2206 dated March 27, 2025 and
No. CSE/7/9256 dated December 16, 2025.
1.3. The summary of The Summary of the Minutes of the 2025 Annual √
the minutes of the GMS has been published on the official BNI
GMS is available on website, which can be accessed via the following
the Public Company link: https://www.bni.co.id/id-id/perseroan/tata-
Website for at least 1 kelola/rups
(one) year.
The Summary of the Minutes of the previous
year’s GMS is also still published on the official
BNI website.
2. Principle 2:
Improving the Quality of Communication of Public Companies with Shareholders or Investors.
2.1. Public Companies The communication policy with Shareholders √ Chapter 7. Corporate
have a or investors is stated in the Investor Relations Governance, Sub-
communication Guidelines. These guidelines include policies chapter Investor
policy with related to investor relations activities, such Relations, Page 958-
shareholders or as analyst meetings, preparation of annual 961.
investors. reports, investor meetings, public exposes, and
roadshows. The policy also includes strategies,
2.2. Public Companies
programs, communication implementation
disclose the
times, and guidelines that allow Shareholders
Public Company’s
or investors to actively participate in
communication
communication. The existence of this policy
policy with
demonstrates the Bank’s commitment as a
shareholders or
Public Company to implementing transparent
investors on the
and open communication with Shareholders
Website.
and investors.
In 2025, as a form of implementing this policy,
the Bank has held analyst meetings, annual
reports, and public exposes, and published them
on the PT Bursa Efek Indonesia website and the
official BNI website.
B. Aspect B:
Functions and Roles of the Board of Commissioners
3. Principle 3:
Strengthening the Membership and Composition of the Board of Commissioners.
3.1. Determination of the As of December 31, 2025, the number of √ Chapter 7. Corporate
number of members members of the BNI Board of Commissioners is Governance, Sub-
of the Board of 6 (six) people. Determination of the number and chapter Diversity
Commissioners composition of the Board of Commissioners has of the Board of
takes into account taken into account the conditions, organizational Commissioners and
the conditions of the needs and complexity of BNI’s business as Board of Directors,
Public Company. a Public Company and meets the criteria Page 673-698.
in accordance with OJK Regulation No. 33/
POJK.04/2014 concerning the Board of Directors
and Board of Commissioners of Issuers or Public
Companies, and OJK Regulation No. 17 of 2023
Implementation of Governance for Commercial
Banks.
2025 Annual Report
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Performance Report Profile Analysis on Company Performance Functions
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
3.2. The determination The current composition of the Board of √ Chapter 3. Company
of the composition Commissioners has reflected adequate diversity, Profile, Sub-
of the Board of with a combination of various important aspects chapter Board of
Commissioners such as independence, expertise and educational Commissioners
members takes into background, diverse work experience, and Profile, Page 110-115.
account the diversity varying age ranges. This diversity is expected
of expertise, to support more comprehensive and balanced Chapter 7. Corporate
knowledge, and decision-making, and ensure that the Board Governance, Sub-
experience required. of Commissioners can carry out its functions chapter Diversity
effectively in overseeing the Bank’s operations. of the Board of
This is in accordance with the Regulation of Commissioners and
the Minister of SOEs No. PER-3/MBU/03/2023 Board of Directors,
concerning Organs and Human Resources of Page 673-698.
State-Owned Enterprises.
4. Principle 4:
Improving the Quality of Implementation of the Duties and Responsibilities of the Board of Commissioners.
4.1. The Board of The self-assessment policy is used to assess the √ Chapter 7. Corporate
Commissioners has performance of the Board of Commissioners Governance, Sub-
a self-assessment based on the achievement of the work program chapter Performance
policy to assess listed in the Board of Commissioners’ Work Assessment of the
the performance Plan and Budget (RKA). This assessment Board of Directors
of the Board of includes indicators related to the duties and and Board of
Commissioners. responsibilities of the Board of Commissioners, Commissioners, Page
which are also included in the GCG Self 806-826.
Assessment.
The performance assessment of the Board of
Commissioners is described through three main
indicators, namely advisory on performance,
strengthening executive functions, and
monitoring compliance. The GCG Self
Assessment consists of three main benchmarks:
Governance Structure, Governance Process, and
Governance Outcome. Governance Structure
includes 18 indicators, Governance Process
consists of 23 indicators, and Governance
Outcome has 5 indicators.
4.2. The self-assessment Disclosure of the Self-Assessment policy on the √ Chapter 7. Corporate
policy to assess performance of the Board of Commissioners Governance, Sub-
the performance listed in the RKA has been described in the chapter Performance
of the Board of 2025 Annual Report. In addition, BNI has also Assessment of the
Commissioners is submitted a report on the results of the GCG Board of Directors
disclosed through Self Assessment related to the duties and and Board of
the Annual Report of responsibilities of the Board of Commissioners Commissioners, Page
the Public Company. to the regulator. 806-826.
4.3. The Board of The policy regarding the resignation of the Board √ Chapter 7. Corporate
Commissioners has of Commissioners is regulated in the Board of Governance, Sub-
a policy regarding Commissioners Charter. Chapter Board of
the resignation Commissioners, Page
of members of In order to maintain the integrity of the Bank 699-810.
the Board of and ensure compliance with the law and GCG
Commissioners if principles, BNI will take firm action and will not Chapter 7. Corporate
they are involved in hesitate to enforce appropriate sanctions if there Governance, Sub-
financial crimes. is evidence of involvement of members of the Chapter Nomination
Board of Commissioners in financial crimes. and Remuneration,
Page 811-826.
Chapter 7. Corporate
Governance, Sub-
Chapter Anti-Money
Laundering Program,
Prevention of
Terrorism Financing,
and Prevention of
Proliferation Financing
of Weapons of Mass
Destruction (APU, PPT,
and PPPSPM), Page
1083-1086.
1154 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
4.4. The Board of One of the organs of the Board of Commissioners √ Chapter 7. Corporate
Commissioners is the Nomination and Remuneration Committee, Governance, Sub-
or the Committee which functions to carry out nomination Chapter Nomination
that carries out duties. This committee assists the Board of and Remuneration
the Nomination Commissioners in assessing the performance Committee, Page 855-
and Remuneration of members of the Board of Directors and/ 868.
function prepares or members of the Board of Commissioners
a succession policy based on benchmarks that have been set as
in the Nomination evaluation materials. This assessment is carried
process for out by referring to BUMN regulation No. PER-3/
members of the MBU/03/2023 of 2023.
Board of Directors.
C. Aspect C:
Functions and Roles of the Board of Directors
5. Principle 5:
Strengthening the Membership and Composition of the Board of Directors.
5.1. Determination As of December 31, 2025, the number of √ Chapter 7. Corporate
of the number of members of the BNI Board of Directors is 13 Governance, Sub-
members of the (thirteen) people. Determination of the number chapter Diversity
Board of Directors and composition of the Board of Directors has of the Board of
takes into account taken into account the conditions, organizational Commissioners and
the conditions of the needs and complexity of BNI’s business as Board of Directors,
Public Company and a Public Company and meets the criteria Page 673-698.
the effectiveness of in accordance with OJK Regulation No. 33/
decision-making. POJK.04/2014 concerning the Board of Directors
and Board of Commissioners of Issuers or Public
Companies, and OJK Regulation No. 17 of 2023
Implementation of Governance for Commercial
Banks.
5.2. The determination The current composition of the Board of √ Chapter 3. Company
of the composition Directors has reflected adequate diversity, with Profile Sub-Chapter
of the Board of a combination of various important aspects Director Profile, Page
Directors members such as independence, background expertise 120-132.
takes into account and education, diverse work experience, and
the diversity varying age ranges. This diversity is expected Chapter 7. Corporate
of expertise, to support more comprehensive and balanced Governance, Sub-
knowledge, and decision-making, and ensure that the Board chapter Diversity
experience required. of Commissioners can carry out its functions of the Board of
effectively in overseeing the running of the Commissioners and
company. This is in accordance with the Board of Directors,
Regulation of the Minister of SOEs No. PER-3/ Page 673-698.
MBU/03/2023 concerning Organs and Human
Resources of State-Owned Enterprises.
5.3. Members of the The Director of Finance, Hussein Paolo √
Board of Directors Kartadjoemena, has an educational background
who oversee the in accounting economics and throughout 2025
accounting or has improved his competence in this field.
finance sector have
expertise and/or
knowledge in the
field of accounting.
6. Principle 6:
Improving the Quality of Implementation of Duties and Responsibilities of the Board of Directors
6.1. The Board of The Board of Directors’ performance √ Chapter 7. Corporate
Directors has its assessment policy is regulated in the Guiding Governance, Sub-
own self-assessment Principle Key Performance Indicator (KPI) Chapter Performance
policy to assess the of the Board of Directors. This performance Assessment of the
performance of the measurement includes several KPIs that are Board of Directors
Board of Directors. assessed collegially for all Directors, both and Board of
in quantitative and qualitative forms. The Commissioners, Page
assessment involves several factors, such as 806-810.
market capitalization, profit, market share, and
leadership. The Nomination and Remuneration
Committee has conducted an evaluation and
provided recommendations to the Board of
Commissioners regarding the nomination
and remuneration system or policy for
Commissioners, Directors, executive officers,
and employees as a whole. 2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 509
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
6.2. The selfassessment In 2025, the performance assessment of the Board √ Chapter 7. Corporate
policy for assessing of Directors has been disclosed in the Annual Governance, Sub-
the performance Report, which can be accessed by Shareholders, Chapter Performance
of the Board investors, and other stakeholders through the Assessment of the
of Directors is official BNI website. This information is very Board of Directors
disclosed through useful for providing assurance to Shareholders and Board of
the annual report of and investors that the management of the Commissioners, Page
the Public Company. company continues to be carried out in a better 806-810.
direction.
6.3. The Board of BNI has a clear policy regarding the resignation √ Chapter 7. Corporate
Directors has a of members of the Board of Directors and will Governance, Sub-
policy regarding take firm action if financial crimes occur. This Chapter Board of
the resignation of policy is regulated in the Articles of Association Directors, Page 742-
members of the and the Board of Directors Charter. 804.
Board of Directors if
they are involved in In order to maintain the integrity of the Bank Chapter 7. Corporate
financial crimes and ensure compliance with the law and GCG Governance, Sub-
principles, BNI will take firm action and will not Chapter Nomination
hesitate to enforce appropriate sanctions if there and Remuneration,
is evidence of involvement of members of the Page 811-826.
Board of Directors in financial crimes.
Chapter 7. Corporate
Governance,
Sub-Chapter Anti-
Money Laundering,
Counter-Terrorism
Financing, and
Counter-Proliferation
Financing (APU,
PPT, and PPPSPM)
Programs, Page 1083-
1086.
D. Aspect D:
Stakeholder Participation
7. Principle 7:
Enhancing Corporate Governance Aspects through Stakeholder Participation.
7.1. Public Companies BNI has a comprehensive policy to prevent √ Chapter 7. Corporate
have policies to insider trading, which is outlined in the Governance, Sub-
prevent insider Company Guidelines (e-PP). This policy provides Chapter Insider
trading. clear guidance to all employees, including Trading and Conflict
members of the Board of Directors and Board of Interest Policy,
of Commissioners, regarding the use and Page 1112-1113.
disclosure of unpublished insider information.
In an effort to prevent insider trading practices,
BNI also establishes reporting procedures for
employees who suspect violations related to
such information. To support the implementation
of this policy, BNI periodically holds training so
that employees understand and comply with
applicable provisions. With these steps, BNI
aims to create a culture of transparency and
accountability, as well as increase public trust in
the integrity of financial institutions in managing
sensitive information.
1156 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
7.2. Public Company has In its operational activities, BNI always complies √ Chapter 7. Corporate
an anticorruption with OJK Regulation No. 12 of 2024 concerning Governance, Sub-
and anti-fraud policy. the Implementation of Anti-Fraud Strategies for Chapter Internal
Financial Services Institutions. BNI is committed Fraud, Page 1115-1117.
to fostering anti-fraud culture and awareness
throughout all levels of the organization. The Chapter 7. Corporate
implementation of anti-fraud policies and Governance,
strategies is carried out through the application Sub-Chapter Anti-
of the Zero Tolerance Fraud principle. Corruption Policy,
Page 1087.
To ensure that business activities are free from
corruption, bribery, and fraud, BNI has formed
several organizations, such as the Gratification
Control Unit (UPG), the Anti-Fraud Unit, and
the Anti-Fraud Committee. In addition, BNI
also implements strict policies and procedures
to enforce the principles of anti-corruption,
antibribery, and anti-fraud, including the signing
of an integrity pact by employees, the Board
of Directors, and the Board of Commissioners
every year, the Declaration of Gratification and
Anti-Bribery periodically, and ISO 37001:2016
Certification on the Anti-Bribery Management
System (SMAP).
7.3. Public Companies BNI has a supplier or vendor selection and √ Chapter 7. Corporate
have policies on capacity building policy outlined in the Governance, Sub-
supplier or vendor Company Guidelines (e-PP). This policy covers Chapter Goods and/or
selection and procurement procedures, including methods Services Procurement
capacity building. and process flows, and is applied consistently in Policy, Page 1092-
every procurement of goods and/or services.This 1096.
policy serves as a guideline for all employees
in carrying out the procurement process.
BNI requires that providers of goods and/or
services required have been registered in the
manual system or e-Procurement application.
In addition, the procurement winner notification
process is carried out transparently to ensure
accountability.
7.4. Public Companies Policies related to creditor rights at BNI are √ Chapter 7. Corporate
have policies regulated through an agreement agreed Governance, Sub-
regarding the between BNI and creditors. This agreement Chapter Protection
fulfillment of creditor clearly states the rights and obligations of of Creditors’ Rights,
rights. each party, including BNI’s obligation to fulfill Page 1106.
creditor rights. BNI is committed to providing
transparent, accurate, and timely information,
both regarding requests and use of loans.
In addition, BNI is also obliged to maintain
financial ratios, such as Current Ratio, Debt to
Equity Ratio (DER), and Debt Service Ratio, in
accordance with the agreed provisions. Annual
audited financial reports are also submitted to
creditors within a specified time period.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 511
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
7.5. Public Companies The management of the Whistleblowing System √ Chapter 7. Corporate
have a (WBS) at BNI, known as “WBS to CEO,” is a Governance,
whistleblowing manifestation of the Bank’s commitment to Sub-Chapter
system policy. creating a clean and integrity-based work Whistleblowing
environment. This system encourages the active System, Page 1127-
participation of BNI Hi-Movers to report any 1130.
violations that occur within the Bank. Violation
reports through WBS can be submitted through
various channels, such as telephone, email,
letter, or website, thus facilitating access and
ensuring the confidentiality of the reporter.
7.6. Public Companies BNI implements a policy of providing long-term √ Chapter 7. Corporate
have a policy of performance-based compensation as a form of Governance, Sub-
providing long- appreciation to management and employees Chapter Performance-
term incentives who make significant contributions. This policy Based Long-Term
to Directors and is realized through a stock ownership scheme, Compensation Policy,
employees. namely the Management Stock Ownership Page 1018-1122.
Program (MSOP) and the Employee Stock
Ownership Program (ESOP). This policy is
expected to encourage sustainable performance
improvements and align employee interests
with the Bank’s goals.
The provision of long-term compensation
for members of the Board of Directors and
Independent Board of Commissioners in the
form of MSOP is guided by OJK Regulation
No. 45/POJK.03/2015 concerning Remuneration
Governance for Commercial Banks, as well as
Regulation of the Minister of SOEs No. PER-3/
MBU/03/2023 concerning Organs and Human
Resources of State-Owned Enterprises. In
addition, the Employee Stock Allocation (ESA)
Program provides an opportunity for employees
who meet certain criteria to own shares, in
accordance with the provisions stated in the
Program Implementation Instructions.
E. Aspect E:
Information Disclosure
8. Principle 8:
Improve the Implementation of Information Disclosure
8.1. Public Companies In addition to the website, BNI also utilizes various √ Chapter 7. Corporate
utilize information information technologies and social media, such Governance, Sub-
technology more as email, BNI Menyapa, X, Instagram, and TikTok Chapter Access to
widely in addition as a means of communication and information Company Information
to Websites as dissemination. This information disclosure and Data, Page 1037-
a medium for effort includes not only that required by laws 1081.
information and regulations, but also other information
disclosure. that is considered useful for Shareholders and
investors related to BNI’s status as a Public
Company.
1158 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance with
OJK OJK Regulations Disclosure in the 2025
No. Implementation at BNI
Recommendation Not Yet Annual Report
Complied
Complied
8.2. The Public Company In the 2025 Annual Report, BNI discloses √ Chapter 3. Company
Annual Report information regarding the ultimate beneficial Profile Sub-Chapter
discloses the owner in share ownership, including individuals Structure and
ultimate beneficial or entities that own at least 5% (five percent) of Composition of
owner in the Public the total shares. This disclosure includes major Shareholders, Page
Company’s share and controlling shareholders, as well as share 180-186.
ownership of at least ownership by the Board of Directors and Board
5% (five percent), of Commissioners. Chapter 3. Company
in addition to the Profile Sub-Chapter
disclosure of the Information on Major
ultimate beneficial Shareholders and
owner in the Controlling Parties of
Public Company’s the Company, Page
share ownership 187.
through major
and controlling Chapter 7. Corporate
shareholders. Governance, Sub-
Chapter Policy
for Disclosure of
Information on
Share Ownership
of the Board of
Commissioners
and the Board of
Directors and Its
Implementation, Page
1123-1126.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 513
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Implementation of the Indonesian
Corporate Governance
Guidelines (PUGKI) [ACGS C.2.6]
BNI has implemented the principles and recommendations outlined in the Indonesian Corporate Governance
Guidelines (PUGKI) issued by the National Committee on Governance Policy (KNKG. In line with BNI’s
commitment to realize the 4 (four) pillars of corporate governance, namely ethical behavior, accountability,
transparency and sustainability, BNI also continues to strive to implement 8 (eight) principles of Indonesian
corporate governance. More detailed information on this implementation can be found in the following
table:
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1. Principle 1:
Roles and Responsibilities of the Board of Directors and Board of Commissioners
1.1 Roles and Responsibilities of the Board of Directors
1.1.1 To achieve the creation of In carrying out its duties and functions, √ Chapter 7. Corporate
sustainable value, the Board the Board of Directors focuses on Governance, Sub-
of Directors carries out its long-term performance, upholds Chapter: Board of
leadership role and strives business ethics, takes responsibility Directors, Pages
to achieve the following for the environment and society, and 742-806.
governance outcomes: consistently makes improvements for
a. competitive and focused sustainable growth.
on long-term performance;
b. ethical and responsible in
conducting business;
c. contributes positively
to society and the
environment; and
d. capable of resilience
and growth (corporate
resilience).
1.1.2 The Board of Directors must The Board of Directors ensures that √ Chapter 3. Company
ensure that the mission, vision, the corporate vision and mission align Profile, Sub-
goals, objectives, strategies, with the Bank’s strategic plan and long- Chapter: Vision,
and annual and medium-term term objectives, by effectively utilizing Mission, and
corporate plans are consistent innovation and technology. A strong Corporate Culture,
with long-term objectives, by commitment to developing technology Pages 94-98.
effectively utilizing innovation infrastructure and digital innovation is a
and technology. key step in supporting the achievement Chapter 7. Corporate
of these goals. By considering Governance, Sub-
stakeholder expectations, innovation Chapter: Bank’s
is placed at the core of strategy and Strategic Plan,
operational oversight. The Board of Pages 1131-1137.
Directors also encourages continuous
innovation, including the development Chapter 7. Corporate
of business models, new products, Governance,
new services, and collaboration with Sub-Chapter:
strategic partners. Reporting Integrity
and Information
Technology
Systems, Pages 1111.
1160 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.1.3 The Board of Directors The Board of Directors has ensured that Chapter 7. Corporate
ensures that the corporation the corporation applies appropriate and Governance, Sub-
implements appropriate and effective risk management and internal Chapter: Internal
effective risk management control systems, aligned with the Control System,
and internal control systems vision, mission, and strategic plan. The Pages 996-1006.
that align with the corporate implementation of risk management
vision, mission, goals, and internal control systems is carried Chapter 7. Corporate
objectives, and strategies, and out effectively, proactively, and with a Governance, Sub-
comply with applicable laws forward-looking approach, in accordance Chapter: Risk
and standards. with applicable laws and standards. This Management
step aims to support the achievement of System, Pages 1007-
sustainable performance and enhance 1024.
competitiveness.
1.1.4 The Board of Directors The Board guarantees the integrity √ Chapter 7. Corporate
ensures the integrity of the of the corporation’s accounting and Governance, Sub-
corporation’s accounting and financial reporting systems and ensures Chapter: Internal
financial reporting systems the timely and accurate disclosure of all Control System,
and the timely and accurate material information regarding the Bank Pages 996-1006.
disclosure of all material as part of the Bank’s risk management
information regarding the implementation. The Board also Chapter 7. Corporate
corporation. ensures that each individual involved Governance,
in the preparation and disclosure Sub-chapter:
of information possesses relevant Transparency in
knowledge, skills, and experience, as Reporting, page
reflected in certifications from reputable 1138.
institutions, and ensures the availability
of adequate resources.
In approving information disclosure,
including periodic financial reports, the
Board considers the effectiveness of the
internal control system, the opinion of
the external auditor, and the opinions
of the Audit Committee, as well as
consistency with the Bank’s goals and
strategies. The results of the review
of the Quarterly Financial Statements
are published along with the report,
providing valuable information for
investors and analysts to assess the
Bank’s financial performance.
1.1.5 The Board of Directors The Board ensures the implementation √ Chapter 9. ESG
ensures that the sustainability of sustainability principles and the Commitment,
report has been properly preparation of the sustainability report Sub-chapter: ESG
prepared. in accordance with applicable laws Index: Summary of
and regulations and standards. This BNI Sustainability
report is prepared based on a reporting Practices, pages
framework that takes into account the 1240-1244.
size and complexity of the corporation,
and meets national and/or global
standards. Therefore, the sustainability
report reflects the corporation’s
practices that support the creation of
sustainable value.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 515
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.1.6 The Board of Directors The Board consistently develops and √ Chapter 5. Business
establishes a framework updates the IT governance framework Support Functions,
for corporate information to align with the Bank’s business Sub-chapter:
technology (IT) governance needs and priorities. IT resource Information
that aligns with the allocation policies are implemented to Technology
corporation’s business ensure that investments and resource Governance, pages
needs and priorities, drives allocations are optimal and adequate. 487-493.
business opportunities and The implementation of IT governance
performance, strengthens risk is realized through aligning the IT Chapter 7. Corporate
management, and supports Strategic Plan with the Bank’s business Governance,
the corporation’s goals and strategy, optimizing resources, effective Sub-chapter:
strategies. use of IT, performance measurement, Reporting Integrity
and applying risk management in and Information
compliance with applicable regulations. Technology
Systems, pages 1111.
Furthermore, the Board ensures that the
Bank’s risk management covers IT risks,
and IT security policies and procedures
are implemented to safeguard the
security and confidentiality of data.
1.1.7 For corporations operating As of the end of 2024, BNI does not √
based on Sharia principles, conduct business activities based
the Board of Directors must on Sharia principles. Therefore, this
ensure the authority and provision is not relevant to BNI.
availability of adequate
supporting devices so that the
Sharia Supervisory Board can
perform its role effectively.
1.1.8 The Board of Directors’ Charter The Board of Directors’ Charter is √ Chapter 7. Corporate
is periodically reviewed. The reviewed regularly to ensure its Governance, Sub-
Charter includes, among relevance and alignment with the latest chapter: Board of
other things, the division of developments in governance practices. Directors, pages
roles for each Director, which This review process includes an 742-805.
can be arranged in the Board evaluation of the duties and authority
of Directors’ Charter or by a of each Director, as well as necessary
Board of Directors’ decision adjustments to improve the Bank’s
letter. operational effectiveness and efficiency.
Additionally, this guideline serves
as a reference for Board members
in carrying out their responsibilities,
thereby promoting transparent and
accountable decision-making practices.
1.1.9 The Board of Directors BNI has a clear policy regarding the √ Chapter 7. Corporate
has a policy regarding the resignation of Board members. This Governance, Sub-
resignation of Board members policy is written and outlined in the chapter: Board of
if they are involved in financial Articles of Association and the Board of Directors, pages
crimes and are proven to have Directors’ Charter. 742-805.
committed wrongdoing.
To maintain integrity and ensure Chapter 7. Corporate
compliance with the law and principles Governance,
of GCG, BNI will take firm action and Sub-Chapter: Anti-
will not hesitate to enforce appropriate Money Laundering,
sanctions if there is evidence of Board Counter-Terrorism
members’ involvement in financial Financing,
crimes. and Counter-
Proliferation of
BNI has also implemented POJK No. 8 Weapons of Mass
of 2023 regarding the Implementation Destruction (AML,
of the APU PPT and PPPSPM Programs CFT, and PPPSPM)
in the Financial Services Sector. Programs, pages
This commitment is reflected in all 1083-1086.
operational activities, including the
identification, monitoring, and reporting
of suspicious transactions.
1162 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.2 Role and Responsibilities of the Board of Commissioners
1.2.1 The Board of Commissioners The performance assessment of √ Chapter 7. Corporate
conducts an objective and the Board of Directors, including Governance,
independent annual formal the President Director of the Bank, Sub-Chapter:
evaluation to determine the is conducted periodically based on Performance
effectiveness of the Board of the parameters set in the Board Assessment of the
Directors and each individual of Directors’ Key Performance Board of Directors
Director. Indicators (KPIs), both collectively and and the Board of
individually. The calculation of the Commissioners,
1.2.2 The Board of Commissioners, √
achievement of the Board of Directors’ pages 806-810.
by taking into account
KPIs will be reviewed by the Public
the consideration of
Accounting Firm (KAP) that audits the
the Nomination and
Bank’s financial statements. The results
Remuneration Committee, is
of this review are then evaluated by
responsible for determining
the Board of Commissioners, taking
the performance evaluation
into account recommendations from
criteria and assessing the
the Nomination and Remuneration
performance of the President
Committee. Subsequently, the Board
Director and other Board
of Commissioners’ evaluation results
members.
of the Board of Directors’ performance
are reported to the Ministry of State-
Owned Enterprises as the controlling
shareholder of the Bank.
1.3 Role and Responsibilities of the Board of Commissioners
1.3.1 The Board of Commissioners The Board of Commissioners reviews √ Chapter 7. Corporate
reviews the corporate strat- the corporate strategy annually by Governance, Sub-
egy at least annually and ap- approving the Bank’s Business Plan Chapter: Board of
proves the mission, vision, (RBB), the Corporate Work Plan and Commissioners,
and strategy formulated by Budget (RKAP), as well as revisions pages 699-738.
the Board of Directors. The to the RBB and RKAP. Additionally,
Board of Commissioners also the Board of Commissioners provides
reviews, provides advice, and advice and counsel and monitors
approves the corporation’s the implementation of policies, their
business plan, long-term fi- implementation, and the performance
nancial plan, and short-term of the Bank, which is the responsibility of
financial plan. The Board of the Board of Directors. The supervisory
Commissioners provides ad- function of the Board of Commissioners
vice and monitors the Board is carried out regularly through Board
of Directors’ management of of Commissioners’ meetings, which
its implementation. The Board invite the Board of Directors every four
of Directors and the Board of months. Furthermore, the Board of
Commissioners are involved Commissioners also prepares the RBB
in decisions that are critical to Supervision Report, which is submitted
the corporation, as outlined to the relevant authorities every
in the corporation’s articles of semester.
association.
1.3.2 The types of decisions that BNI’s Articles of Association stipulate √ Chapter 7. Corporate
require the approval of the that the Board of Commissioners has the Governance, Sub-
Board of Commissioners must obligation to provide written approval Chapter: Board of
be disclosed in the annual for legal actions taken by the Board of Commissioners,
report. Directors. This approval must be made in the discussion
in accordance with the provisions set titled “Decisions
out in BNI’s Articles of Association, with of the Board of
due observance of the prevailing laws Directors Requiring
and regulations as well as provisions in the Approval
the Capital Market. of the Board of
Commissioners,”
pages 733-734.
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
Disclosure of the type of decision
requiring Board of Commissioners’
approval has also been disclosed in the
Annual Report, which among others
states that the Board of Commissioners
is authorized to approve matters
requiring Board of Commissioners’
approval based on the prevailing laws
and regulations and the Company’s
Articles of Association, including the
Bank’s Business Plan, Corporate Budget
Work Plan, Corporate Plan, Recovery
Plan, Internal Audit Annual Audit Plan,
and Sustainable Finance Action Plan.
Information related to this matter has
been disclosed in the 2024 Annual
Report.
1.3.3 Taking into account the The Board of Commissioners ensures that √ Chapter 7. Corporate
recommendations of the process of nominating and selecting Governance,
the Nomination and members of the Board of Directors Sub-Chapter:
Remuneration Committee, and the Board of Commissioners is Nomination and
the Board of Commissioners formal and transparent. The nomination Remuneration,
proposes to, and for decision and selection procedures follow the pages 811-826.
by, the GMS the appointment applicable regulatory provisions. The
and/or dismissal of members procedure begins with a meeting of
of the Board of Directors and the Nomination and Remuneration
the Board of Commissioners. Committee to provide recommendations
In making the proposal, the to the Board of Commissioners regarding
Board of Commissioners the appointment and/or dismissal of
considers diversity, non- members of the Board of Directors and
discriminatory elements, and the Board of Commissioners. After that,
provides equal opportunities the Board of Commissioners proposes
without distinguishing it to the shareholders for decision at
between ethnicity, religion, the GMS. The Board of Commissioners
race, inter-group relations, has considered diversity, non-
and gender. The Board of discriminatory elements, and provides
Commissioners ensures that equal opportunities without distinction
the process of nominating based on ethnicity, religion, race, inter-
and selecting members of the group relations, and gender.
Board of Directors and the
Board of Commissioners is
formal and transparent.
1.3.4 The Board of Commissioners The Nomination and Remuneration √ Chapter 7. Corporate
or the committee performing Committee develops the Succession Governance, Sub-
the nomination function Policy in the nomination process for Chapter Nomination
develops a succession policy members of the Board of Directors, and Remuneration,
in the nomination process which is then recommended to the in the discussion
for members of the Board Board of Commissioners. Each year, entitled Director
of Directors. Each year, the the Board of Commissioners reviews Succession Policy,
Board of Commissioners the implementation report of the Page 815.
reviews the implementation development and succession plan.
report of the development and
succession plan submitted by
the President Director.
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.3.5 The Board of Commissioners: The Nomination and Remuneration √ Chapter 7. Corporate
a) Proposes to the GMS, Committee, responsible for the Governance,
which may be preceded remuneration function, proposes the Sub-Chapter:
by a proposal from the remuneration amount for members of Nomination and
committee performing the the Board of Directors and the Board Remuneration,
remuneration function, the of Commissioners. This proposal is pages 811-826.
amount of remuneration made considering the sustainable
for members of the Board development as well as the long-term
of Directors and the interests of the Bank and shareholders.
Board of Commissioners The Board of Commissioners
that aligns with the periodically reviews the remuneration
sustainable development policy and procedures to ensure their
of the corporation and alignment with current conditions and
the long-term interests applicable regulations.
of the corporation and
shareholders;
b) Periodically reviews the
remuneration system for
the Board of Directors
and the Board of
Commissioners.
1.3.6 The Board of Commissioners The Board of Commissioners is √ Chapter 7. Corporate
oversees the effectiveness of responsible for overseeing the Governance, Sub-
corporate governance policies effectiveness of corporate governance Chapter: Integrated
and their implementation, policies and their implementation Governance
and proposes changes if across all levels of the organization, Committee, Pages
necessary. ensuring that the policies applied align 881-904.
with the principles of good governance
and applicable regulations. With the
support of all the Committees of the
Board of Commissioners, the Board of
Commissioners performs its oversight
function through coordination with
the Board of Directors to review
and evaluate the implementation of
policies. If necessary, the Board of
Commissioners proposes changes
or adjustments to improve the
quality of governance, including the
implementation of governance at the
Bank and Subsidiaries within the BNI
Financial Conglomerate, in accordance
with the Integrated Governance concept
mandated by OJK Regulations.
1.3.7 The Board of Commissioners The Board of Commissioners, through √ Chapter 7. Corporate
monitors and directs the the Risk Monitoring Committee, has Governance,
corporation to implement carried out monitoring and oversight, Sub-Chapter:
appropriate and effective risk which includes providing advice and Risk Oversight
management and internal guidance to the Board of Directors on the Committee, Pages
control systems that align implementation of Risk Management 868-881.
with the corporation’s goals, and Internal Control Systems at
objectives, and strategies, BNI. The Board of Commissioners
and comply with applicable periodically reviews and approves
regulations, code of conduct, the applicable risk appetite. Through
and standards. the Risk Monitoring Committee, the
Board of Commissioners monitors and
provides input to ensure that key risks
are identified, considering both internal
and external factors. Additionally, the
Board of Commissioners ensures that
the impact and likelihood of risks have
been assessed and that appropriate
mitigation strategies and plans are
in place. Periodically, the Board of
Commissioners also monitors the
effectiveness of risk management and
internal control systems.
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PT Bank Negara Indonesia (Persero) Tbk
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.3.8 The Board of Commissioners The Board of Commissioners has √ Chapter 7. Corporate
supervises and directs the discussed with the Board of Directors the Governance, Sub-
achievement of integrity in the appointment of the Public Accounting Chapter: Audit
corporation’s accounting and Firm that will function as the External Committee, Pages
financial reporting systems, Auditor to audit BNI’s 2024 Annual 833-854.
as well as the independence Financial Statements and other reports.
of internal and external audit This discussion also covers the audit
functions. plan for the following year and annual
consultations, with the aim of achieving
integrity in accounting and financial
reporting systems, as well as ensuring
the independence of both internal and
external audit functions.
Before approving the financial
statements, the Board of Commissioners
receives a statement from the President
Director and Finance Director that
the entity’s financial records have
been properly managed. The financial
statements have also been prepared in
accordance with applicable accounting
standards and fairly present the
corporation’s financial position and
performance.
1.3.9 The Board of Commissioners The Board of Commissioners √ Chapter 2.
monitors, reviews, and has monitored, reviewed, and Management
approves the corporation’s approved BNI’s 2024 Annual Report Report, Sub-
annual report and and Sustainability Report, ensuring Chapter Board of
sustainability report, ensuring their integrity. Additionally, the Commissioners
their integrity, and supervises Board of Commissioners supervises Report, Pages
the corporation’s disclosure the corporation’s disclosure and 48-60. Chapter
and communication communication processes, including 2. Management
processes. ensuring that information related to the Report, Sub-Chapter
Board of Commissioners is included in Statement Letter
the Annual Report. Thus, the disclosure from Board of
of governance practices in the Annual Commissioners
Report is ensured to have been properly Members regarding
implemented during the 2024 fiscal Responsibility for
year. the 2025 Annual
Report, Pages 84-85.
1.3.10 The Board of Commissioners’ The Board of Commissioners has a √ Chapter 7. Corporate
Charter is periodically Charter that includes various provisions Governance, Sub-
reviewed. such as the Code of Conduct for Board Chapter: Board of
Commissioners,
of Commissioners meetings and joint
Pages 699-738.
meetings with the Board of Directors,
and servesasthe primaryreference Chapter 7. Corporate
forcarrying out the Board’s duties Governance, Sub-
and functions. Additionally, the Chapter Audit
supporting committees of the Board Committee, Pages
of Commissioners each have their 833-854.
own Committee Charter, which guides
Chapter 7. Corporate
them in performing their duties and Governance, Sub-
responsibilities. Chapter Nomination
and Remuneration
All of these guidelines are reviewed Committee, Pages 855-
periodically and adjusted to comply 868.
with applicable laws and regulations
Chapter 7. Corporate
before being approved by the Board of
Governance,
Commissioners. In 2024, the Board of Sub-Chapter Risk
Commissioners conducted a review and Monitoring Committee,
ensured that these guidelines comply Pages 868-881.
with the relevant legal provisions.
Chapter 7. Corporate
Governance, Sub-
Chapter Integrated
Governance
Committee, Pages
881-904
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.3.11 The Board of Commissioners The policy on the resignation of the √ Chapter 7. Corporate
has a policy regarding the Board of Commissioners is regulated in Governance, Sub-
resignation of Board members the Articles of Association and the Board Chapter: Board of
if they are involved in financial of Commissioners’ Charter. Commissioners,
crimes and proven to have Pages 699-738.
committed wrongdoing. To maintain the integrity of the Bank
and ensure compliance with the law Chapter 7. Corporate
as well as the principles of Good Governance,
Corporate Governance (GCG), BNI will Sub-Chapter:
take firm action and will not hesitate Nomination and
to enforce appropriate sanctions if Remuneration,
there is evidence of a Board member’s Pages 811-826.
involvement in financial crimes.
Chapter 7. Corporate
As part of the law enforcement efforts, Governance,
BNI has implemented OJK Regulation Sub-Chapter: Anti-
No. 8 of 2023 concerning the Application Money Laundering,
of Anti- Money Laundering (APU) and Counter-Terrorism
Prevention of Terrorism Financing Financing,
(PPT) Programs, and the Prevention and Counter-
of Financial Services Sector Money Proliferation of
Laundering (PPPSPM). Weapons of Mass
Destruction (AML,
CFT, and PPPSPM)
Programs, Pages
1083-1086.
1.3.12 Independent Commissioners BNI ensures that all Independent √ Chapter 7. Corporate
are highly expected to Commissioners serving in 2024 have no Governance,
contribute to honest, financial, managerial, ownership, and/ Sub-Chapter:
objective, active, and or family relationships with members of Independent
constructive discussions in the Board of Directors, other members Commissioners,
Board of Commissioners of the Board of Commissioners, Pages 739-741
meetings. controlling shareholders, or the
Bank. This independence condition
reflects the objectivity of Independent
Commissioners in carrying out their
duties, as well as their active, objective,
and constructive roles in executing their
functions.
The appointment and dismissal of BNI’s
Independent Commissioners have met
the criteria and followed the procedures
set forth in the applicable laws and
regulations. As such, Independent
Commissioners are ensured to perform
their duties independently.
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.3.13 The President Commission- The President Commissioner has √ Chapter 7. Corporate
er acts as the coordinator of optimally performed his role, both Governance, Sub-
the Board of Commissioners as the coordinator of the Board Chapter: Board of
and ensures its effectiveness. of Commissioners in ensuring Commissioners,
The President Commissioner the effectiveness of its duties and Pages 699-738.
fosters a culture of openness responsibilities, and in fulfilling his
and constructive dialogue that role as the Chair of the Integrated
allows various viewpoints to Governance Committee and the
be expressed, including coor- Nomination and Remuneration
dinating the setting of appro- Committee. The active role of the
priate board meeting agendas President Commissioner is evident in
and ensuring sufficient time is leading the Board of Commissioners’
available to discuss all items. meetings according to the agenda that
Additionally, there must be must be discussed, including in the
opportunities for the Board of decision-making process in a collegial
Commissioners to meet with manner.
the Board of Directors and se-
nior management. Furthermore, the President
Commissioner coordinates the division
of supervisory roles among the members
of the Board of Commissioners, leads
meetings, and represents the Board
of Commissioners in dealings with
external parties.
1.4 Establisment of the Committee
1.4.1 The corporation has To support the implementation of √ Chapter 7. Corporate
committees under the supervisory duties and functions, Governance,
Board of Commissioners, the Board of Commissioners has Sub-Chapter:
at a minimum consisting established committees under the Committees Under
of: the Audit Committee, Board of Commissioners, consisting the Board of
the Nomination and of the Nomination and Remuneration Commissioners,
Remuneration Committee, Committee, the Integrated Governance Pages 833-904.
and the Risk Management Committee, the Risk Monitoring
Monitoring Committee. Committee, and the Audit Committee.
1.4.2 The Board of Commissioners The Board of Commissioners ensures √ Chapter 7. Corporate
ensures that all members that all members of the Audit Governance, Sub-
of the Audit Committee are Committee, consisting of Independent Chapter: Audit
independent, and that other Commissioners and Independent Committee, Pages
committees established by Parties (Non-Commissioners), carry 833-854.
the Board of Commissioners out their duties and responsibilities
are predominantly composed independently. All members of the Audit
of independent members. Committee are confirmed to have the
Furthermore, all committee required competence and capabilities to
members possess the meet the needs of the Audit Committee’s
necessary competence, tasks.
commitment, and authority to
perform their roles effectively The Audit Committee has a Committee
and independently. Charter that serves as a guideline
for carrying out its duties. The Audit
Committee Charter outlines various
provisions, including: Independence
Criteria, Duties and Responsibilities,
and the Authority of the Audit
Committee. The Audit Committee
has several authorities, including the
right to obtain information, meet with
relevant parties in connection with its
duties (with or without the presence of
management), and seek advice from
independent external consultants/
experts if necessary.
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with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.4.3 To ensure that the monitoring The Board of Commissioners ensures √ Chapter 7. Corporate
of the Audit Committee’s duties that the President Commissioner does Governance, Sub-
is carried out objectively and not hold the position of Chairman of the Chapter: Audit
independently, the President Audit Committee, in order to maintain Committee, Pages
Commissioner shall not independence and objectivity in the 833-854.
serve as the Chairman of the execution of the supervisory function.
Audit Committee, except in In 2024, the position of Chairman of
extraordinary circumstances the Audit Committee was held by
that must be explained in the an Independent Commissioner with
annual report. adequate competence and experience,
enabling them to carry out the oversight
duties effectively and in accordance
with GCG principles.
1.5 Performance Assessment – Board
of Commissioners and its Members
1.5.1 The Board of Commissioners A self-assessment policy is used √ Chapter 7. Corporate
conducts an objective to evaluate the performance of the Governance,
annual formal evaluation to Board of Commissioners based on the Sub-Chapter:
determine the effectiveness of achievement of work programs outlined Performance
the Board, its committees, and in the Work Plan and Budget (RKA) Assessment of the
each individual commissioner. of the Board of Commissioners. This Board of Directors
evaluation includes indicators related and Commissioners,
to the duties and responsibilities of the Pages 806-810.
Board of Commissioners, which are also
part of the GCG Self-Assessment.
The performance evaluation of the
Board of Commissioners is reflected
through three main indicators: advisory
on performance, strengthening the
executive function, and monitoring
compliance. The GCG Self-Assessment
consists of three main benchmarks:
Governance Structure, Governance
Process, and Governance Outcome.
Periodically, the Board of Commissioners
also evaluates the committees under
its authority, including the Audit
Committee, Risk Monitoring Committee,
Nomination and Remuneration
Committee, Risk Monitoring Committee,
and the Integrated Governance
Committee.
1.6 Conflict of Interest
1.6.1 Board members who hold In the 2025 fiscal year, no members of √ Chapter 3. Company
concurrent positions outside the Board of Directors held concurrent Profile, Sub-
the corporation must positions outside of BNI. This is in Chapter: Directors
obtain approval from the accordance with the provisions set out in Profile, Pages 120-
Board of Commissioners. A the Minister of State-Owned Enterprises 132.
commissioner must notify the Regulation No. PER-3/MBU/03/2023
Board of Commissioners and on the Organization and Human Chapter 7. Corporate
the chair of the committee Resources of State-Owned Enterprises Governance, Sub-
performing the nomination and OJK Regulation No. 17 of 2023 on Chapter: Diversity
function before accepting the Implementation of Governance for of the Board of
a new appointment as a Commercial Banks. Commissioners and
director or commissioner of Directors, Pages
a public corporation, another 827-829.
directorship, or a position
with a significant time
commitment.
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2025 Management Company Management Discussion and Business Support
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
1.6.2 The Board of Commissioners BNI has a policy that prohibits members √ Chapter 7. Corporate
monitors and manages of the Board of Directors and the Board Governance, Sub-
potential conflicts of interest of Commissioners with conflicts of Chapter: Insider
among management, interest from participating in decision- Trading and Conflict
members of the Board making (abstaining) related to such of Interest Policy,
of Directors, the Board conflicts. Each member of the Board Pages 1112-1113.
of Commissioners, and of Commissioners must inform the
shareholders, including the Board of Directors and the Board of
misuse of corporate assets Commissioners if there is a potential
and abuse in related party conflict of interest, including if it arises
transactions. Commissioners from their position as a consultant or
with conflicts of interest do official at another company. Members
not participate in monitoring of the Board of Directors must also
or decision-making regarding immediately disclose their potential
potential conflicts of interest conflicts of interest to the Board of
involving themselves or their Commissioners and other Board
affiliates. members, and not participate in
decision-making if there is a conflict
of interest. In its report, the Board of
Commissioners informs the General
Meeting of Shareholders (GMS) of any
material conflicts of interest that have
occurred, along with their resolution.
1.7 Competence Improvemenr of Members of the Board of Directors and Board of Commissioners
1.7.1 The Board of Commissioners Newly appointed members of the √ Chapter 7. Corporate
ensures that members of Board of Directors and the Board Governance, Sub-
the Board of Directors and of Commissioners are required to Chapter: Board of
the Board of Commissioners undergo an adequate Orientation and Directors, Pages
understand their roles Introduction Program to understand their 742-806.
and responsibilities, the roles and responsibilities. Periodically,
characteristics and operations members of the Board of Directors Chapter 7. Corporate
of the corporation, relevant and the Board of Commissioners Governance,
laws and regulations, participate in relevant, adequate, and Sub-Chapter
applicable standards, and ongoing Training and/or Competency on the Board of
other obligations. The Board Development programs. Additionally, Commissioners,
of Directors, through the members of the Board of Directors Pages 699-738
corporate secretary, supports and the Board of Commissioners
all members of the Board of regularly receive accurate, timely, and
Directors and the Board of clear information regarding the latest
Commissioners in updating developments in laws and regulations,
and refreshing the skills and relevant standards, applicable
knowledge necessary to obligations, as well as risk factors and
perform their roles on the the business environment.
Board.
2. Principle 2:
Composition and Remuneration of the Board of Directors and Board of Commissioners
2.1 Composition of the Board of Directors
2.1.1 In determining candidate The Board of Commissioners in √ Chapter 7. Corporate
directors, the Board of determining candidate directors does Governance,
Commissioners through not only rely on recommendations from Sub-Chapter on
the Nomination and BNI’s internal organs, but also considers Nomination and
Remuneration Committee the results of assessments from Remuneration,
does not only rely on independent external parties. This step Pages 811-826.
recommendations from the is taken to ensure that the process of
Board of Commissioners, selecting candidate directors is carried
management or majority out comprehensively and objectively, so
shareholders. The Board of that accountability is maintained.
Commissioners through
the Nomination and
Remuneration Committee
can use independent sources
to determine qualified
candidates.
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with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
2.1.2 The Board of Commissioners The Board of Commissioners ensures √ Chapter 3. Company
ensures that the criteria for that the composition of the Board of Profile, Sub-Chapter
selecting members of the Directors reflects the diversity in terms on Directors’ Profile,
Board of Directors include at of skills, skills, knowledge, experience, Pages 120-132.
least the knowledge, skills, age, cultural background, and gender
and expertise needed to needed to carry out the duties of the Chapter 7. Corporate
properly fulfill the role of the Board of Directors effectively. The Governance,
Board of Directors and pay number of members of the Board of Sub-Chapter on
attention to the fulfillment Directors is determined by considering Nomination and
of diversity in the Board of the conditions of the Bank, in order Remuneration,
Directors. to ensure a more effective decision- Pages 811-826.
making process. In this composition,
there are Directors who have experience Chapter 7. Corporate
in finance, banking, IT, or other expertise Governance, Sub-
needed to serve as members of the Chapter on Diversity
Board of Directors. of the Board of
Commissioners and
Directors, Pages
827-829.
2.1.3 The corporate policy on Diversity in the composition of the √ Chapter 7. Corporate
diversity in the Board of Board of Directors and Board of Governance, Sub-
Directors and Board of Commissioners is guided by the Chapter on Diversity
Commissioners is disclosed in Regulation of the Minister of SOEs No. of the Board of
the Annual Report. PER-3/MBU/03/2023 concerning Organs Commissioners and
and Human Resources of State-Owned Directors, Pages
Enterprises, OJK Regulation No. 33/ 827-829.
POJK.04/2014 concerning the Board of
Directors and Board of Commissioners
of Issuers or Public Companies, and
OJK Regulation No. 17 of 2023 on the
Implementation of Governance for
Commercial Banks.
The Diversity Policy of the Board of
Directors and Board of Commissioners
is disclosed in the 2025 Annual Report.
2.1.4 The Board of Commissioners The Board of Commissioners ensures √ Chapter 7. Corporate
ensures that the policies that the policies and procedures Governance,
and procedures for the for the selection and nomination of Sub-Chapter on
selection and nomination Commissioners are carried out clearly Nomination and
of Commissioners are clear and transparently. In the nomination Remuneration,
and transparent so that they process, the Board of Commissioners Pages 811-826.
can produce the desired may use the services of independent
composition of the Board. external consultants, and relevant Chapter 7. Corporate
The Board of Commissioners information regarding such consultants Governance, Sub-
uses independent sources is disclosed in the annual report, Chapter on Diversity
to determine qualified including information regarding of the Board of
candidates. independence and potential conflicts of Commissioners and
interest. Directors, Pages
827-829.
2.1.5 The Board of Commissioners/ The Board of Commissioners through √ Chapter 7. Corporate
Committee carrying out the Nomination and Remuneration Governance,
the nomination function Committee is responsible for Sub-Chapter on
establishes nomination establishing nomination procedures Nomination and
procedures and criteria and criteria that are guided by applicable Remuneration,
that are consistent with the laws and regulations. Pages 811-826.
Board of Commissioners’
expertise matrix that has been Chapter 7. Corporate
approved by the Board of Governance, Sub-
Commissioners and ensures Chapter Nomination
that the candidate’s profile and Remuneration
meets the requirements set Committee, Pages
out in the expertise matrix and 855-868.
nomination criteria.
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2025 Management Company Management Discussion and Business Support
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
2.1.6 The composition of the Board of BNI ensures that the composition of the √ Chapter 3. Company
Commissioners must be formed Board of Commissioners reflects the Profile, Sub-Chapter
in such a way that its members diversity in terms of ability, expertise, Profile of the Board
as a group reflect the diversity knowledge, experience, age, cultural of Commissioners,
in terms of ability, expertise, background, and gender needed to carry Pages 110-115.
knowledge, experience, age, out the duties and functions of the Board
cultural background, and of Commissioners effectively. Chapter 7. Corporate
gender needed to properly Governance, Sub-
fulfill the role of the Board of In the composition of the Board of Chapter Diversity
Commissioners. Commissioners, there are members of the Board of
who have experience in the financial Commissioners and
and banking sectors. The number of Directors, Pages
members of the Board of Commissioners 827-829.
is determined in accordance with the
provisions of applicable regulations, and
takes into account the conditions of the
Bank.
Diversity in the composition of the Board
of Directors and Board of Commissioners
is guided by the Regulation of the
Minister of SOEs No. PER-3/MBU/03/2023
concerning Organs and Human
Resources of State-Owned Enterprises,
OJK Regulation No. 33/POJK.04/2014
concerning the Board of Directors and
Board of Commissioners of Issuers or
Public Companies, and OJK Regulation
No. 17 of 2023 Implementation of
Governance for Commercial Banks.
2.1.7 To enable the Board of The number of Independent √ Chapter 7. Corporate
Commissioners to provide Commissioners in the composition of Governance,
independent advice and the BNI Board of Commissioners has Sub-Chapter
supervision to the Board BNI has met the criteria required in POJK Independent
of Directors and for roles No. 17 of 2023, which is a minimum of Commissioners,
that have the potential for 50% of the total members of the Board Pages 739-741
conflict of interest, the Board of Commissioners. The number of
of Commissioners consists Independent Commissioners in BNI
of a sufficient number of has also met the minimum number of
Independent Commissioners, Independent Commissioners regulated
with limited terms of office in the ASEAN Corporate Governance
and disclosure of the term Scorecard which requires the number of
of membership of the Board Independent Commissioners to be 50%
of Commissioners and their (fifty percent) of the total members of the
independence from a corporate Board of Commissioners.
perspective.
2.1.8 To facilitate the effective The Nomination and Remuneration √ Chapter 7. Corporate
functioning of the Board Committee is responsible for Governance, Sub-
of Directors and Board establishing nomination procedures Chapter Nomination
of Commissioners and and criteria that are guided by applicable and Remuneration,
to enhance investor and laws and regulations. Pages 811-826.
stakeholder confidence,
the Nomination and Chapter 7. Corporate
Remuneration Committee Governance, Sub-
ensures that there is a formal, Chapter Nomination
rigorous and transparent and Remuneration,
process for the appointment Pages 855-868.
and promotion of members
of the Board of Directors and
Board of Commissioners.
1172 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
2.2 Remuneration of the Board of Directors and Board of Commissioners
2.2.1 The remuneration policy BNI’s remuneration policy is prepared √ Chapter 7. Corporate
for members of the Board fairly and reasonably, both in structure Governance, Sub-
of Directors consists of a and amount, by considering the Chapter Nomination
remuneration structure Bank’s values, internal provisions, and Remuneration,
that is oriented towards and remaining competitive and in Pages 811-826.
sustainable corporate line with stakeholder expectations
development and encourages and community norms. This policy is Chapter 7. Corporate
the achievement of long- applied to the Board of Directors based Governance, Sub-
term goals. The remuneration on performance that supports the Chapter Nomination
of the Board of Directors achievement of BNI’s long-term goals, and Remuneration
must be proposed, possibly with indicators such as stock ownership Committee, Pages
through the Nomination and options, deferred bonuses, and a 855-868.
Remuneration Committee, by policy of returning part or all of the
the Board of Commissioners bonuses/incentives that have been paid
to be decided by the GMS. (clawback). Remuneration for the Board
The amount of remuneration of Commissioners is fixed, and if there
proposed to the GMS is is performance-based remuneration,
determined by considering it must be based on the Bank’s long-
the role of each member of term development and is different from
the Board of Directors and the policy for the Board of Directors.
the economic situation and Independent Commissioners are
corporate performance. prohibited from receiving stock options,
performance-based shares, or bonuses.
2.2.2 The remuneration policy for The Nomination and Remuneration √ Chapter 7. Corporate
members of the Board of Committee is responsible for ensuring Governance, Sub-
Commissioners consists of a that this policy is implemented fairly and Chapter Board of
Directors, Pages 742-
remuneration structure that is transparently. The Committee provides
806.
oriented towards sustainable recommendations to the Board of
corporate development and Commissioners regarding the structure, Chapter 7. Corporate
encourages the achievement policies, and amount of remuneration, in Governance, Sub-
of long-term goals. The accordance with the Committee Charter Chapter on the Board
amount of remuneration published on BNI’s official website. of Commissioners,
proposed by the Board of The Board of Directors only receives Pages 699-738.
Commissioners to the GMS facilities that have been approved by the
Chapter 7. Corporate
is determined by considering BNI General Meeting of Shareholders Governance, Sub-
the role of each member of (GMS), with a remuneration structure Chapter Corporate
the Board of Commissioners that takes into account the principle of Secretary, Pages 951-
and the economic situation prudence in taking risks to maintain 958.
and corporate performance. business continuity.
In addition, their positions as
President Commissioner and At the Annual GMS on March 4,
chairman and membership 2025, shareholders determined the
in committees must also be remuneration, including salary/
considered. honorarium, facilities, allowances for
2025, and bonuses for the Board of
2.2.3 To ensure that the √ Chapter 7. Corporate
Directors and Board of Commissioners Governance, Sub-
remuneration package is
for the 2024 Financial Year. Chapter Nomination
determined based on the
and Remuneration
achievements, qualifications
Pages 811-826.
and competencies of
directors and commissioners Chapter 7. Corporate
by taking into account Governance, Sub-
the corporate operational Chapter Nomination
performance, individual and Remuneration
performance and market Committee, Pages
855-868.
conditions, the Nomination
and Remuneration Committee
ensures that there is a fair
and transparent procedure for
determining the remuneration
policy for members of the
Board of Directors and Board
of Commissioners.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
3. Principle 3:
Employment Relationship between the Board of Directors and the Board of Commissioners
3.1 Nature of the Employment Relationship
3.1.1 There is an open discussion The Board of Directors and the Board √ Chapter 7. Corporate
between the Board of of Commissioners work together Governance, Sub-
Directors and the Board of synergistically in formulating the Bank’s Chapter Board of
Commissioners as well as vision, mission, and strategy through Directors, Pages
between the members of various forums, such as the Board of 742-806.
the Board of Directors and Commissioners Meeting with the Board
the members of the Board of of Directors, joint meetings, and other Chapter 7. Corporate
Commissioners. However, it is meetings. The members of the Board Governance,
still important to maintain the of Directors and the members of the Sub-Chapter
confidentiality of information Board of Commissioners hold open on the Board of
to prevent leakage of discussions, but it is still important Commissioners,
confidential information. to maintain the confidentiality of Pages 699-738.
information to prevent leakage of
3.1.2 In accordance with their √
confidential data. Chapter 7. Corporate
respective duties and roles,
Governance, Sub-
the Board of Directors works
The Corporate Secretary, held by Okki Chapter Corporate
together with the Board of
Rushartomo, plays a strategic role in Secretary, Pages
Commissioners in formulating
strengthening the working relationship 951-958.
the corporate mission, vision
between the Board of Directors and
and strategy and regularly
the Board of Commissioners, as well
discusses its implementation.
as encouraging good governance
practices, including maintaining
effective communication with
Shareholders and other stakeholders.
3.1.3 The Corporate Secretary In addition, the Corporate Secretary is √
has an important role in also responsible for:
supporting the effectiveness a. Ensuring a smooth flow of
of the working relationship information between the Board
between the Board of of Commissioners, the Board of
Directors and the Board of Directors, and related committees;
Commissioners, encouraging b. Monitoring the development
the implementation of of governance, ensuring full
good corporate governance implementation of the charter of
practices, including effective the Board of Commissioners, the
communication with Board of Directors, and committees,
shareholders and other and providing advice to the Board
stakeholders. of Directors and the Board of
Commissioners to meet stakeholder
expectations;
c. Managing meeting needs, including
recording meeting minutes and
ensuring effective communication
between the Board of Directors and
the Board of Commissioners, as well
as accurately recording meeting
discussions and decisions;
d. Organizing orientation and
professional development for new
members of the Board of Directors,
Board of Commissioners, and
committees;
e. Managing investor relations
to maintain and improve
communication with shareholders
and investors, both local and
international.
1174 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
3.2 Access to Board of Commissioners information
3.2.1 The Board of Directors is The Board of Directors ensures that √ Chapter 7. Corporate
responsible for ensuring that the Board of Commissioners has Governance,
the Board of Commissioners access to accurate, relevant and timely Sub-Chapter
has access to accurate, relevant information to support the effectiveness on the Board of
and timely information. The of the supervisory function. The Articles Commissioners,
Board of Commissioners of Association and BNI’s internal Pages 699-738.
itself ensures that it obtains policies guarantee the availability of
adequate information. this information and authorize the Chapter 7. Corporate
The Board of Directors Board of Commissioners to request Governance, Sub-
provides information to the additional information from the Board Chapter Board of
Board of Commissioners of Directors whenever necessary. The Directors, Pages
regularly, without delay and President Director, with the support of 742-806.
comprehensively on all issues the Corporate Secretary, proactively
relevant to the corporation. informs the Board of Commissioners Chapter 7. Corporate
The Board of Commissioners of any major material and important Governance, Sub-
may request the Board of events regarding the condition, Chapter Corporate
Directors to provide additional performance and management of Secretary, Pages
information at any time. the Bank. If necessary, a Board of 951-958.
Commissioners meeting can be held
immediately to discuss the current
condition of the Bank. Between these
meetings, the Board of Commissioners
also communicates regularly with the
Board of Directors to always receive
updates on corporate developments
that require attention, so that it can
carry out its supervisory duties more
effectively.
3.3 Responsibility of the Board of Directors and Board of Commissioners for the Impact of Ownership Structure on the
Corporation
3.3.1 Impact of ownership structure The Board of Directors and the Board √ Chapter 7. Corporate
on the corporation. The Board of Commissioners have a thorough Governance, Sub-
of Directors and the Board understanding of the Bank’s ownership Chapter Board of
of Commissioners consider structure and shareholder relationships Directors, Pages
their responsibilities in the and their impact on operational control. 742-806.
context of the corporation’s Both ensure that the shareholder
shareholding structure and structure and relationships do not Chapter 7. Corporate
shareholder relationships that interfere with the implementation of their Governance,
may impact the management functions, roles, and responsibilities in Sub-Chapter
and operations of the managing and supervising the Bank. The on the Board of
corporation. Board of Commissioners supervises, Commissioners,
while the Board of Directors ensures Pages 699-738.
accurate disclosure of information in the
event of conditions that may impact the
Bank’s control.
4. Principle 4:
Ethical and Responsible Behavior
4.1 Guidelines for Ethics and Behavior
4.1.1 This statement is outlined BNI has and implemented a Code of √ Chapter 7. Corporate
in the Code of Conduct Conduct that strictly regulates matters Governance, Sub-
and Business Ethics which related to value systems, business Chapter on the Code
must clearly express the ethics, work ethics, commitments, and of Ethics, Pages
corporation’s expectation that enforcement of company regulations in 1097-1100.
each member of the Board conducting business and other activities.
of Directors and Board of This guideline also clearly describes the
Commissioners and employee rules of attitudes or interactions that
will: are permitted or not permitted between
a. Act in the best interests of employees and customers and other
the corporation; stakeholders.
b. Act honestly and with high
standards of integrity;
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
c. Be independent and The preparation of the BNI Code of
act based on complete Ethics is always based on principles that
information, in good faith, are in line with BNI’s vision, mission,
with due diligence and and core values while still paying
prudence; attention to internal provisions and
d. Comply with laws and applicable developments. The BNI Code
regulations applicable to of Ethics is prepared as a reference for
the corporation and its all BNI Hi-Movers in acting and making
operations; decisions so that they always work
e. Avoid actions that violate professionally and based on the highest
laws and regulations or ethical standards.
actions that are unethical
based on the corporate The Code of Ethics is binding and must
ethics guidelines; be adhered to by all BNI employees,
f. Not engage or participate both permanent and non-permanent, at
in any activity that would all levels of the organization, including
create a conflict of interest the Board of Directors and the Board
with the best interests of Commissioners. The commitment of
of the corporation or all BNI Hi-Movers personnel to comply
that would negatively with the Code of Ethics in every activity
impact the corporation’s and implementation of daily tasks and
reputation; responsibilities is stated in the Integrity
g. Not take advantage of the Pact which must be signed by every BNI
property or information employee. With the written guidelines
owned by the corporation, of the Code of Ethics, it is hoped that
other asset ownership or every employee has the awareness to
its customers for personal implement the highest ethical standards
gain or that causes losses so that later it can increase positive
to the corporation and its views and strengthen the Bank’s
customers; reputation in the eyes of stakeholders.
h. Not take advantage of his
position or opportunities
generated by his position
for personal gain;
i. Avoiding the act of
requesting or receiving
from third parties
payments, gratuities
or other benefits for
themselves or for others
that cause a conflict of
interest/provide benefits to
third parties in violation of
laws and regulations;
j. Respecting differences
of opinion and the rights
of each member of the
Board of Directors, Board
of Commissioners, and
employees;
k. Ensuring complete, fair,
accurate, timely and
understandable disclosure
in reports and documents
submitted by the
corporation to regulators
and in other public
communications.
1176 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
4.1.2 The Board of Directors To prevent misuse of the banking √ Chapter 7. Corporate
establishes policies and system by irresponsible parties as a Governance, Sub-
practices for anti-money means to commit money laundering Chapter on Anti-
laundering and terrorism and terrorism financing, BNI always Money Laundering,
financing, anti-bribery, anti- carries out banking operations by Counter-Terrorism
corruption, anti-fraud, and prioritizing the principle of prudence, Financing,
involvement in politics by where one of the efforts to implement and Counter-
referring to national or this principle is by implementing the Proliferation of
international standards Anti-Money Laundering, Prevention of Weapons of
regarding anti-money Terrorism Financing, and Prevention Mass Destruction
laundering, anti-bribery, anti- of Proliferation of Weapons of Mass Programs (AML,
corruption, anti-fraud or other Destruction (APU PPT and PPPSPM) CFT, and PPPSPM),
related standards. Program adequately. Pages 1083-1086.
More than just carrying out obligations,
the APU PPT and PPPSPM Programs
implemented in BNI’s environment
also demonstrate BNI’s firm stance as
a Financial Services Institution (LJK)
in building a healthy and sustainable
financial industry ecosystem that is free
from all forms of money laundering,
terrorism financing, and proliferation
financing. To prevent the practice of
Money Laundering (TPPU) andTerrorism
Financing (TPPT) which are categorized
as transnational crimes that require
extraordinary efforts in handling them,
BNI is very careful in measuring APU
PPT & PPPSPM risks at the customer
level (customer risk rating) and bank-
wide (Bank AML risk rating).
To ensure that business activities are
free from corruption, bribery, and fraud,
BNI has formed several organizations,
such as the Gratification Control Unit
(UPG), Anti-Fraud Unit, and Anti-
Fraud Committee. In addition, BNI
also implements strict policies and
procedures to enforce the principles
of anti-corruption, anti-bribery, and
anti-fraud, including the signing
of an integrity pact by employees,
Directors, and Board of Commissioners
every year, periodic Gratification and
Anti-Bribery Declarations, and ISO
37001:2016 Certification on the Anti-
Bribery Management System (SMAP).
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
4.2 Corporate Values and Culture
4.2.1 The corporation articulates, BNI establishes the core values √ Chapter 7. Corporate
fosters and expresses “AKHLAK”—Trusted, Competent, Governance, Sub-
corporate culture and values. Harmonious, Loyal, Adaptive, and Chapter on the
Collaborative—as a guideline for all Code of Ethics, in
BNI Hi-Movers in carrying out their the discussion titled
daily tasks. The implementation of Corporate Values
AKHLAK is strengthened through and Culture, Page
the transformation of work culture 1100.
and PRINCIPLE 46 which emphasizes
integrity and good governance. Some
manifestations of this commitment
include the signing of the Integrity Pact
by all employees, the procurement
of pacts in the work process, and the
implementation of the prohibition
of gratification. Efforts to internalize
these values are
continuously carried
out to ensure compliance with ethical
standards and transparency.
4.3 Communication and Enforcement of Ethical Guidelines, Values and Culture
4.3.1 The corporate code of The Board of Directors consistently √ Chapter 7. Corporate
conduct and code of ethics internalizes the corporate culture to Governance, Sub-
are effectively communicated shape the attitude and character of Chapter on the Code
to the Board of Directors, each BNI Hi-Movers. This internalization of Ethics, Pages
Board of Commissioners, process is integrated into the Bank’s 1097-1100.
and all employees, integrated operational strategy, including the risk
into corporate strategy and management system and remuneration
operations including the risk structure built with a prudent risk-
management system and taking approach. This step strengthens
remuneration structure, and the values upheld
by BNI and supports
enforced. employee development so that they can
face challenges in a dynamic banking
environment.
5. Principle 5:
Risk Management, Internal Control and Compliance
5.1 Internal Control and Compliance
5.1.1 The Board of Directors The Board of Directors implements, √ Chapter 7. Corporate
conducts regular reviews reviews, and updates the Bank’s Governance, Sub-
of the appropriateness of governance, including risk management, Chapter on the
the design and operational internal control, and compliance. The Internal Control
effectiveness of the results of these activities are reported System, Pages 996-
corporate governance, risk in the Annual Report as a form of 1006.
management, internal control accountability to shareholders and
and compliance systems and stakeholders. Furthermore, this report
reports the implementation will be submitted at the General Meeting
and results of the reviews of Shareholders (GMS).
to shareholders through the
Corporation’s annual report.
5.2 Risk Management
5.2.1 Strategy and risk are Strategic planning and risk management √ Chapter 7. Corporate
one entity, expressed at BNI are the joint responsibility Governance,
transparently, included in the of the Board of Directors and the Sub-Chapter Risk
implementation of the duties Board of Commissioners, expressed Management
and responsibilities of the transparently in accordance with System, Pages 1007-
Board of Directors and the their respective functions and roles. 1024.
Board of Commissioners, and The risk management system is an
in discussions at meetings of important agenda in meetings between
the Board of Commissioners the Board of Commissioners and the
and the Board of Directors. Board of Directors, ensuring effective
and responsive strategy integration to
market conditions.
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BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
Meanwhile, the Risk Monitoring
Committee, in accordance with the
established Charter, has the task
of providing recommendations to
the Board of Commissioners. This
committee is responsible for monitoring
and evaluating the implementation
of the duties of the risk management
committee under the Board of Directors
and related work units.
5.2.2 The Risk Management The Risk Monitoring Committee, √ Chapter 7. Corporate
Monitoring Committee assists as an integral part of the Board of Governance,
the Board of Commissioners Commissioners, plays an important Sub-Chapter:
in carrying out its duties role in supervising corporate risk Risk Oversight
by creating a transparent, management at BNI. With a transparent, Committee, Pages
focused, and independent focused, and independent approach, 868-881.
mechanism for supervising this committee carries out its duties in
corporate risk management. accordance with the guidelines in the
Risk Monitoring Committee Charter.
Through solid cooperation between
the Board of Directors and the Board
of Commissioners, this committee
ensures that risk management
practices are in line with the Bank’s
transformation strategy, including in
facing current economic dynamics. The
committee is also active in providing
recommendations and suggestions
to strengthen risk governance, so that
BNI can continue to grow healthily and
sustainably in a competitive market.
5.3. Integration of Governance, Risk Management and Compliance
5.3.1 The Board of Directors builds BNI’s Board of Directors is committed √ Chapter 7. Corporate
an integrated governance, risk to strengthening the integration of Governance, Sub-
management, and compliance governance, risk management, and Chapter: Integrated
(GRC) system, by handling compliance systems as a whole. This Risk Management
various uncertainties in an effort aims to manage uncertainty Governance, Pages
integrated manner and with and business risks with an integrated 1024-1027.
high integrity, to ensure that approach, ensuring that the Bank
the corporation can achieve remains on the right track in achieving
its goals. its strategic goals. One important
step is to ensure that the compliance
5.3.2 The Board of Directors √
function runs independently, without
ensures that the part in charge
overlapping with other functions that
of the compliance function
have the potential to create a conflict
does not concurrently carry
of interest. In addition, coordination
out functions that have the
through the implementation of the
potential to cause a conflict of
Governance, Risk and Compliance
interest.
(GRC) forum continues to be improved,
which includes governance, strategy
management, performance, and
internal audit. This allows BNI to operate
with high integrity and ensure decision-
making that is in line with best practices
in the banking industry.
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
5.4. Internal Audit
5.4.1 The Board of Commissioners The Board of Commissioners through √ Chapter 7. Corporate
through the Audit Committee the Audit Committee continues to Governance, Sub-
monitors and ensures that monitor the implementation of BNI’s Chapter: Audit
the internal audit function internal audit function to be in line Committee, Pages
helps the corporation achieve with operational demands and current 833-854.
its objectives by bringing developments. This monitoring is
an objective and disciplined carried out by ensuring that the audit
approach to evaluating and is carried out objectively, measurably,
improving the effectiveness and oriented towards achieving the
of risk management, internal Bank’s strategic objectives. This step is
control, and corporate in line with BNI’s efforts to strengthen
governance. the integrity and effectiveness of
internal control, as well as ensuring
that risk management is carried out
to the highest standards. Thus, the
Board of Commissioners supports the
achievement of optimal performance
and compliance with applicable
regulations in the banking sector
6. Principle: 6
Disclosure and Transparency
6.1. Disclosure Policy
6.1.1 The corporation has BNI has established policies and √ Chapter 7. Corporate
disclosure and transparency procedures for the disclosure of material Governance,
policies and procedures that information and protection of corporate Sub-Chapter:
ensure disclosure of material confidentiality, in order to guarantee Transparency in
information and safeguard the rights of shareholders to obtain Report Submission,
sensitive and confidential important information routinely and in a Page 1138.
corporate information. timely manner. The Corporate Secretary
Division is responsible for managing
6.1.2 The right of shareholders to √
this disclosure in accordance with
receive timely and regular
the standards set out in the Company
information about the
Guidelines No. IN/511/REN/001, which
corporation that is relevant
came into effect on June 27, 2023.
to the corporation must be
respected.
6.2 Financial Reporting and Sustainability
6.2.1 The Corporation discloses BNI has an internal policy that regulates √ Chapter 7. Corporate
the systems and procedures the review of financial information to be Governance, Sub-
to ensure that interim published, such as financial statements, Chapter Audit
financial statements that projections, and other related reports. Committee, Pages
are not audited or reviewed This review is conducted by the Audit 833-854. Chapter 7.
by external auditors are Committee to ensure accuracy and
materially accurate, complete, compliance with applicable regulations. Corporate
and provide investors with The Audit Committee also evaluates the Governance,
appropriate information to provision of audit services for annual Sub-Chapter
make informed investment historical financial information by Public Transparency in
decisions. Accountants or Public Accounting Firms. Reporting, Page
1138.
The BNI Sustainability Report published
on the official website is prepared
based on accurate data disclosure
and in accordance with domestic
and international regulations and
best practices. This Annual Report
provides an overview of BNI’s historical
performance in the context of risks,
opportunities, and future prospects,
thereby helping shareholders and
stakeholders understand the Bank’s
strategic objectives and the progress
achieved in creating sustainable value
1180 A Heart that Serves, Growing with Indonesia
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Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
6.2.2 The Audit Committee ensures The 2025 BNI Sustainability Report is √
the quality of the financial published in a separate book but is
statement audits performed by integrated with the 2024 BNI Annual
external auditors. This activity Report.
includes recommending the
appointment, reappointment
and, if necessary, the
dismissal and remuneration
of external auditors.
6.2.3 Sustainability reports must √
be prepared and disclosed
accurately and in accordance
with a national or international
sustainability reporting
framework.
6.2.4 The Corporation publish √
an integrated annual
report that places historical
performance in context and
describes the corporation’s
risks, opportunities
and future prospects,
helping shareholders and
stakeholders understand
the corporation’s strategic
objectives and its progress in
creating sustainable value.
6.3 Dissemination of Information
6.3.1 Information dissemination BNI utilizes information technology √ Corporate
channels must provide effectively to ensure broad and secure Governance,
equal, timely, and relatively information disclosure. In addition to Sub-Chapter
inexpensive access to relevant the official website, BNI uses various Transparency in
information for users. other platforms, such as social media (X, Reporting, Page
Facebook, YouTube, Instagram, TikTok), 1138.
6.3.2 Corporations ensure that √
print media, and electronic media to
annual statements on the
provide equal, timely, and relevant Chapter 7. Corporate
implementation of the General
access to information for shareholders Governance, Sub-
Guidelines for Indonesian
and other stakeholders. Information Chapter Application
Corporate Governance,
can also be accessed through the GMS of the Indonesian
including explanations
(General Meeting of Shareholders), Corporate
on the implementation of
BNI’s official website, and the IDX Governance
each Recommendation and
and KSEI platforms, thus facilitating Guidelines (PUGKI),
Guideline, are available on the
communication with investors. Pages 1160-1184.
website for a minimum period
of five years.
As part of efforts to maintain transparent
6.3.3 For corporations listed on the communication, BNI regularly holds √
capital market in jurisdictions meetings with financial analysts. These
other than the home meetings are intended to provide
jurisdiction, the applicable updates on the Bank’s performance,
laws and regulations on prospects, and policy direction.
corporate governance must
be clearly disclosed. In the This BNI 2024 Annual Report has
case of cross-listing, the detailed the implementation of laws
criteria and procedures for and regulations or generally applicable
cross-listing, the criteria and governance guidelines, namely the
procedures for recognizing Asean Corporate Governance Scorecard
listing requirements for (ACGS) and the General Guidelines for
the primary listing must be Indonesian Corporate Governance
transparent and documented. (PUGKI) in the Bank’s operational
activities during 2025.
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
7. Principle 7:
Protection of Shareholder Rights
7.1 Shareholder Rights
7.1.1 The corporation has a BNI has a communication policy √ Chapter 7:
communication policy that that encourages shareholder and Corporate
facilitates and encourages investor participation with the aim Governance,
shareholder or investor of ensuring that shareholders and Sub-Chapter:
participation. investors have access to relevant and General Meeting of
accurate information regarding BNI’s Shareholders, Pages
7.1.2 The corporation that is the √
performance and policies. 673-698.
parent entity ensures that its
corporate governance policies
As the main entity, BNI also ensures
apply to subsidiaries and
that corporate governance policies are
entities under common control
implemented comprehensively in the
in which the corporation has
BNI financial conglomerate, creating
significant investments.
alignment in governance practices
7.1.3 The corporation has rules across all business units. √
and procedures governing
acquisitions, takeovers, and
extraordinary transactions
such as mergers and sales of
substantial corporate assets
to ensure that the transactions
occur transparently and on fair
terms and protect the rights of
all shareholders according to
their class.
7.2 Fair Treatment of Shareholders
7.2.1 The Corporation has rules and All shareholders, whether minority or √ Chapter 7. Corporate
procedures that ensure: majority, domestic or non-domestic, are Governance,
a. All shareholders of the treated equally by the Bank. Information Sub-Chapter
same series in one class relevant to shareholders is published General Meeting
of shares must be treated through easily accessible media, such of Shareholders,
equally, as the Bank’s website, IDX, and KSEI, in in the discussion
b. Disclosure of such rules and both Indonesian and English. titled “General
procedures and disclosure Shareholder Rights,”
of capital structures and page 674,
arrangements that allow and the discussion
certain shareholders to titled “Fair
obtain influence or control Treatment of
disproportionate to their Shareholders,” page
shareholdings. 675.
7.2.2 The Corporation has rules The Bank ensures that related √ Chapter 4.
and procedures that ensure party transactions are conducted Management’s
related party transactions are in accordance with applicable laws Analysis and
approved and implemented and regulations, and that conflicts of Discussion of the
in a manner that ensures interest are managed appropriately to Bank’s Performance,
that conflicts of interest are protect the interests of the Bank and its Sub-Chapter
managed appropriately, shareholders. Information
and protect the interests on Material
of the corporation and its Transactions
shareholders. Containing Conflicts
of Interest and/
or Affiliated
Transactions with
Affiliated Parties/
Related Parties,
pages 414-421.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
7.2.3 The Corporation has The bank has established a policy to √ Chapter 7. Corporate
and discloses a policy to prevent insider trading through its Governance, Sub-
prevent insider trading. The Corporate Guidelines on Prohibited and Chapter Insider
Corporation has clear rules Non-Prohibited Securities Transactions Trading and Conflict
regarding any trading in for Insiders. of Interest Policy,
the corporation’s shares by pages 1112-1113.
directors, commissioners and
insiders to ensure that no
one can directly or indirectly
benefit from information that
is not/not yet available in the
market.
7.3 General Meeting of Shareholders
7.3.1 The corporation issues a GMS On March 4, 2025, BNI issued a √ Chapter 7. Corporate
invitation with the agenda summons for BNI Shareholders to Governance, Sub-
and materials of the GMS attend the Annual General Meeting of Chapter General
as complete and as early as Shareholders for the 2024 Fiscal Year, Meeting of
possible (no later than 28 days held on March 26, 2025, from 10:26 Shareholders, pages
before the GMS) to provide a.m. Western Indonesian Time (WIB). 673-698.
sufficient time and materials On November 21, 2025, BNI issued
for shareholders to study the a summons for BNI Shareholders to
meeting agenda properly. attend the 2025 Extraordinary General
The meeting invitation and Meeting of Shareholders, held on
all GMS information are December 15, 2025, at 3:30 p.m. Western
disclosed through electronic Indonesian Time (WIB).
means such as through the
corporation’s website. The summons for the 2025 Annual GMS
and Extraordinary GMS listed the agenda
and were published on the websites of
BNI, the IDX, and the Indonesian Central
Securities Depository (KSEI).
The summons for the 2025 Annual GMS
and Extraordinary GMS were submitted
to the Financial Services Authority
(OJK) through Letter No. CSE/7/1503
dated March 4, 2025, and CSE/7/9236
dated November 21, 2025. In addition,
the Notice for the Annual GMS and
Extraordinary GMS has been published
on the KSE, IDX, and BNI websites.
7.3.2 The corporation has and BNI has rules and procedures that √ Chapter 7. Corporate
discloses rules and procedures facilitate shareholders in participating Governance, Sub-
that facilitate shareholders and voting effectively at the GMS. Chapter General
in participating and voting Meeting of
effectively at the GMS. For its 2025 Annual GMS and Shareholders, pages
Extraordinary GMS, BNI has published 673-698.
Meeting Rules of Conduct, which
include information about the facilities
for shareholders to participate and vote
effectively in both.
7.3.3 Shareholders participate At the 2025 Annual GMS and √ Chapter 7. Corporate
effectively in determining the Extraordinary GMS, Shareholders were Governance, Sub-
appointment of members of given the opportunity to raise questions Chapter General
the Board of Directors and and/or provide feedback, as well as to Meeting of
Board of Commissioners. voice their opinions in the discussion of Shareholders, pages
the Agenda Item concerning Changes 673-698.
to the Company’s Management
Composition.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 537
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
7.3.4 The corporation ensures At the 2025 Annual GMS, in the √ Chapter 7. Corporate
transparency and Agenda Item on Determination of Governance, Sub-
accountability of external Public Accounting Firms (KAP) and/or Chapter General
auditors at the GMS. Public Accountants (AP), BNI provided Meeting of
an explanation on the KAP and/or AP Shareholders, pages
proposed for the Meeting. 673-698.
7.3.5 The complete voting results The voting results and summary of √ Bab 7.Tata Kelola
and summary of the minutes the minutes of the 2025 Annual GMS Perusahaan, Sub-
of the GMS were announced and Extraordinary GMS have been Bab Rapat
to the public on the following announced in full to the public on the Umum Pemegang
business day. following working day. Saham, Halaman
673-698.
The Summary of the Minutes of the
Meeting has been reported to the
regulators, namely the OJK and BEI.
The Summary of the Minutes of the
Meeting has also been published on the
regulator’s website and BNI.
8. Principle 8:
Other Stakeholders
8.1 Key Stakeholder Engagement
8.1.1 The Corporation through the The BNI Corporate Secretary √ Chapter 7. Corporate
Corporate Secretary carries is responsible for carrying out Governance, Sub-
out regular, transparent and regular, transparent and effective Chapter Corporate
effective communication with communication with key stakeholders, Secretary, Pages
key stakeholders and involves and ensuring stakeholder involvement 951-958.
them to understand their in BNI’s business development. In
expectations and complaints addition, the Corporate Secretary seeks
and the impact of the to understand stakeholder expectations
corporation on them. and complaints, by considering the
impact of the Bank’s strategic decisions
on these parties.
8.2 Integrating Sustainability into Business Models
8.2.1 The Board of Commissioners The Board of Commissioners and √ BNI 2025 Annual
together with the Board of the Board of Directors of BNI have a Report, Chapter
Directors are responsible, joint responsibility to ensure good 7: Corporate
accountable and transparent sustainability governance, with the Governance.
for sustainability governance, principles of accountability and
including setting corporate transparency. This responsibility BNI 2025
sustainability strategies, includes setting strategies, determining Sustainability
priorities and targets. The priorities and achieving sustainability Report
Board of Directors and the targets that are in line with the Bank’s
Board of Commissioners vision. In carrying out their duties,
include sustainability the Board of Commissioners and the
considerations when Board of Directors always consider
carrying out their roles, sustainability aspects in every
including among others operational aspect, including the
in the development and development and implementation of
implementation of corporate business strategies, long-term planning,
strategies, business plans, implementation of main action plans,
main action plans and risk and risk management to support the
management. Bank’s overall sustainability.
8.3 Protection of Stakeholders
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Practices Governance Responsibility Commitment Statements
BNI Compliance
with KNKG
No. KNKG Recommendation Recommendations Disclosures in the
No. KNKG Recommendation
Implementation at BNI 2025 Annual Report
Not
Comply
yet
8.3.1 The Board of Directors The Board of Directors ensures √ Chapter 7:
ensures and discloses that that all BNI operations reflect the Corporate
the corporation’s operations implementation of high ethical Governance, Sub-
reflect the implementation standards, social responsibility, and Chapter: Corporate
of high ethical standards, compliance with environmental Code of Ethics,
social and environmental principles throughout the Bank. The Pages 1097-1100.
responsibility throughout Board of Directors also ensures that
the corporation and ensures appropriate policies and procedures Chapter 8:
that appropriate policies and are implemented to respect and comply Corporate Social
procedures are implemented with stakeholder rights. and Environmental
to respect and comply with Responsibility,
stakeholder rights. In addition, the Board of Directors Pages 1194-1213.
consistently communicates BNI’s
8.3.2 The Board of Directors √
vision, which focuses on sustainable
encourages employees
performance, to employees to ensure
to work for the long-term
understanding and implementation
interests of the corporation
in line with the Bank’s sustainability
and prioritize sustainability.
objectives.
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Implementation of the
ASEAN Corporate Governance
Scorecard [ACGS C.2.6]
The implementation of ACGS at BNI is presented in greater detail on BNI’s official website at the following
link: https://www.bni.co.id/id-id/perseroan/tata-kelola/acgs.
1186 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Implementation of Corporate
Governance Principles for Banks in
Accordance with Basel Committee on
Banking Supervision Standard [ACGS: C.26]
BNI has implemented the principles of bank governance in accordance with the Basel Committee on Banking
Supervision Standards, which encompass 12 principles. In 2025, the implementation of these principles at
BNI is outlined in the following table:
Explanation of Basel Committee
on Banking Supervision Standard Implementation at BNI Disclosure in Annual Report 2025
Principes
Principle 1:
Responsibilities of the Board of Commissioners
The Board of Commissioners has The Board of Commissioners has duties, Chapter 7. Corporate Governance,
responsibilities that include: approval responsibilities, and authority as outlined in Sub-Chapter: Board of
and supervision of the implementation the BNI Board of Commissioners Charter. This Commissioners, Pages 699-738.
of business strategies, governance provision was ratified through the Board of
structure and mechanisms, and Commissioners Decree No. KEP/017/DK/2025
corporate culture. dated September 19, 2025, regarding the Board
of Commissioners Charter.
Principle 2:
Qualifications and Composition of the Board of Commissioners
Members of the Board of The Board of Commissioners has duties and Chapter 7. Corporate Governance,
Commissioners must have the responsibilities both individually and collectively. Sub-Chapter: Board of
qualities appropriate to their All members of the Board of Commissioners Commissioners, Pages 699-738;
duties and responsibilities, both must understand their role in supervision and the Sub-Chapter: Nomination and
individually and collectively. The implementation of corporate governance, and be Remuneration, Pages 811-826.
Board of Commissioners must able to make decisions in a sound and objective
understand its role in supervision manner.
and the implementation of corporate
governance, as well as being able The appointment of members of the Board of
to make decisions in a sound and Commissioners is carried out in accordance with
objective manner. applicable regulations. Each member has met the
criteria and qualities required to perform their
respective duties.
Principle 3:
Structure and Mechanism of the Board of Commissioners
The Board of Commissioners must In BNI’s Governance Structure, the Board of Chapter 7. Corporate Governance:
establish the appropriate governance Commissioners is supported by Supporting Sub-Chapter: Board of
structure and practices in carrying out Organs, which include the Board of Commissioners Commissioners, Pages 699-738;
its duties and periodically review their Secretary, Audit Committee, Nomination and Sub-Chapter: Secretary to the
effectiveness. Remuneration Committee, Risk Monitoring Board of Commissioners, Pages
Committee, and Integrated Governance 907-910; Sub-Chapter: Audit
Committee. These Supporting Organs report Committee, Pages 833-854;
directly to the Board of Commissioners and
are appointed to ensure effective oversight. In Sub-Chapter: Remuneration and
2025, the Board of Commissioners periodically Nomination Committee, Pages
assessed the effectiveness of the Supporting 855-868; Sub-Chapter: Risk
Organs to ensure that each committee maximizes Oversight Committee, Pages
its contribution to the implementation of good 868-881; Sub-Chapter: Integrated
governance at BNI. Governance Committee, Pages
881-904.
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Explanation of Basel Committee
on Banking Supervision Standard Implementation at BNI Disclosure in Annual Report 2025
Principes
Principle 4:
Board of Directors
Under the direction and supervision The corporate governance mechanism at BNI Chapter 7. Corporate Governance:
of the Board of Commissioners, the has been effectively implemented in compliance Sub-Chapter: Commitment to
Board of Directors is able to manage with laws and regulations as well as national Implementation of Governance,
the Bank’s activities in accordance and global best standards. The Board of Pages 651-654; Sub-Chapter:
with the business strategy, risk Commissioners oversees the management of Continuous Improvement of the
appetite, remuneration policy, and the company by the Board of Directors, which Quality of GCG Implementation,
other policies approved by the Board is tasked with implementing good governance Pages 660-672; Sub-Chapter:
of Commissioners. principles. Every policy underpinning BNI’s Board of Directors, Pages 742-
operational activities requires approval from the 804.
Board of Commissioners.The effectiveness of this
governance positively impacts the achievement
of targets and the improvement of the Bank’s
performance.
Principle 5:
Business Group Governance Structure
In a business group, the Board As the primary entity in the Financial Chapter 7. Corporate Governance:
of Commissioners of the parent Conglomerate (PIKK), BNI has 11 (eleven) Sub-Chapter: Integrated
company has overarching members of the Financial Conglomerate. Governance Committee, Pages
responsibility for the group and To support effective management, BNI has 881-904; Sub-Chapter: Integrated
must ensure the establishment and implemented Integrated Governance, Integrated Internal Audit Unit (SKAIT),
implementation of sound governance Risk Management, and Integrated Minimum Pages 980-984;
practices concerning the group’s Capital Adequacy Requirements.
structure, business, and risks. The Sub-Chapter: Integrated Risk
Board of Commissioners and the The Board of Commissioners of BNI has also Management Governance, Pages
Board of Directors must understand established an Integrated Governance Committee 1024-1027;
the organizational structure of the comprising representatives from all entities within Sub-Chapter: Implementation of
group and the risks it faces. the financial conglomerate. As the main entity, Integrated Governance, Pages
BNI has developed an Integrated Governance 1142-1151.
Guideline, Integrated Risk Management Policy
and Framework, and Integrated Compliance
and Internal Audit Guidelines. These policies
are implemented by all subsidiaries within the
BNI Financial Conglomerate, provided their
application does not conflict with more specific
regulations applicable to each subsidiary.
Principle 6:
Risk Management Function
The Bank must have a high-quality, BNI’s risk management strategy is implemented Chapter 7. Corporate Governance:
independent risk management in an integrated manner with its business Sub-Chapter: Risk Management
function with competent resources strategy, using a proactive and forward-looking System, Pages 1007-1023;
and access to the Board of approach. The goal is to maximize value for Integrated Risk Management
Commissioners. shareholders, manage capital comprehensively, Governance Sub-Chapter, Pages
and ensure sustainable profitability and business 1024-1027.
growth.
The Enterprise Risk Management (ERM) Division
serves as both the Risk Management Work Unit
(SKMR) and the Integrated Risk Management
Work Unit (SKMRT). In BNI’s organizational
structure, the ERM Division reports directly to the
Director of Risk Management, overseeing the Risk
Management and Integrated Risk Management
functions.
In carrying out its duties, the Risk Management
Work Unit has the authority to escalate issues to
the Risk Management Committee & AntiFraud
Sub Risk Management Committee (KRARMC)
or to the Director responsible for the Risk
Management function. Meanwhile, the Integrated
Risk Management Work Unit escalates issues
to the Integrated Risk Management Committee
or the Director overseeing the Integrated Risk
Management function.
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Practices Governance Responsibility Commitment Statements
Explanation of Basel Committee
on Banking Supervision Standard Implementation at BNI Disclosure in Annual Report 2025
Principes
Meanwhile, supervision of the risk management
function is carried out by the Risk Monitoring
Committee and the Integrated Governance
Committee.
The organizational structure of BNI’s Risk
Management can be found in the 2025 Annual
Report in the sub-chapter related to Risk
Management.
Principle 7:
Identification, Monitoring and Control of Risks
Risks must be identified, monitored, BNI implements a comprehensive and continuous Chapter 7. Corporate Governance:
and controlled across all of the risk management process, encompassing risk Risk Management System
Bank’s activities. The quality of risk identification, measurement, monitoring, and Sub-Chapter, Pages 1007-1023;
management infrastructure and control across all material risk factors. This Integrated Risk Management
internal controls must be able to implementation is supported by a reliable Risk Governance Sub-Chapter, Pages
adapt to changes in the Bank’s risk Management Information System. 1024-1027.
profile, external risk conditions, and
industry practices. The risk identification process at BNI is carried out
proactively to analyze the sources, likelihood of
risk occurrence, and its impact on the company.
Key aspects of this process include:
1. Periodic risk identification;
2. Utilizing methods or systems to identify risks
in all products and business activities;
3. Conducting specific risk identification for
new products and activities before they are
introduced or executed.
Risk measurement aims to determine the
magnitude of risk exposure as a basis for control
and to ensure capital adequacy. Measurement is
conducted quantitatively and/or qualitatively in
accordance with methods set by the regulator or
internal methods if no specific regulations exist.
Risk measurement at BNI also includes stress
testing for credit, market, and liquidity risks to
anticipate extreme conditions.
Risk monitoring ensures that risks are being
properly managed, including monitoring risk
mitigation and established risk limits. Monitoring
is conducted by the Operational Work Unit as the
risk owner and the Risk Management Work Unit
as the Risk Control Unit.
Risk control at BNI aims to manage risks that could
disrupt the company’s business sustainability.
The strategies applied include risk mitigation,
risk acceptance, risk avoidance, and risk transfer.
Additionally, BNI continues to develop its Risk
Management Information System to support the
processes of risk identification, measurement,
monitoring, and control. This system ensures
the availability of accurate, complete, timely,
and reliable information, thereby supporting
Management in decision-making to respond to
changes in risk profiles, industry practices, and
external risk conditions.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Explanation of Basel Committee
on Banking Supervision Standard Implementation at BNI Disclosure in Annual Report 2025
Principes
Principle 8:
Risk Communication
Effective implementation of risk In implementing risk management, BNI Chapter 7. Corporate Governance:
governance requires accurate emphasizes the importance of aligning business Risk Management System
risk communication within strategies and objectives with risk management Sub-Chapter, Pages 1007-1023;
the Bank’s environment, both strategies and risk appetite. The risk management Integrated Risk Management
across organizational units and strategy consists of four main components: Governance Sub-Chapter, Pages
through reporting to the Board of 1. Acceptable risk levels (risk appetite) and risk 1024-1027.
Commissioners and the Board of tolerance;
Directors 2. Risk management principles and policies;
3. Risk governance;
4. Types of risk exposures and market conditions.
The establishment of the risk management
strategy is regulated through governance, which
includes:
1. Risk management strategy as the foundation
for determining business strategy, outlined in
BNI’s Annual Business Plan (RBB) submitted
annually to the Regulator;
2. The risk management strategy is developed
by the Risk Management Work Unit, decided
by the Board of Directors through the Risk
Management & Anti-Fraud Committee
Meetings in the field of Risk Management, and
approved by the Board of Commissioners.
The Board of Directors plays a role in
communicating the risk management strategy to
all Divisions/Work Units and conducting periodic
reviews to adjust to changes in business strategy.
This process also considers developments in
economic conditions, banking business trends,
regulatory changes, and their impact on the
Bank’s financial performance.
Principle 9:
Compliance
The Board of Commissioners The supervisory function of the Board of Chapter 7. Corporate Governance:
is responsible for overseeing Commissioners over the Bank’s compliance Board of Commissioners Sub-
management concerning the risk is carried out through the Audit Committee Chapter, Pages 699-738;
Bank’s compliance risk. The Board to ensure the strict application of prudential Risk Oversight Committee
of Commissioners must establish principles. Through this oversight, the Board of Sub-Chapter, Pages 868-881;
the compliance function and Commissioners ensures that all Bank activities Compliance Function Sub-
approve policies and processes for and policies align with applicable laws and Chapter, Pages 984-994;
identifying, assessing, monitoring, regulations, including those issued by financial Risk Management System
reporting, and advising on and banking authorities. Sub-Chapter, Pages 1007-1023;
compliance risks. Integrated Risk Management
The Board of Commissioners conducts periodic Governance Sub-Chapter, Pages
reviews and assessments of the compliance 1024-1027.
function to identify potential risks and ensure
that compliance risk mitigation measures are
adequately implemented. This process also
involves monitoring the implementation of
recommendations provided by relevant work
units and reviewing compliance reports to detect
potential violations early. Furthermore, the Board
of Commissioners evaluates the effectiveness of
the compliance function in supporting compliance
targets, which are expected to minimize legal
risks and maintain the Bank’s reputation.
1190 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Explanation of Basel Committee
on Banking Supervision Standard Implementation at BNI Disclosure in Annual Report 2025
Principes
Principle 10:
Internal Audit
The internal audit function must BNI has established an Internal Audit Work Chapter 7. Corporate Governance:
report independent assurance Unit operated by the Internal Audit Unit, whose Sub-Chapter on Internal Audit
activities to the Board of primary responsibilities are to perform assurance Unit, pages 962-980;
Commissioners and support both and consulting functions. The objective of Sub-Chapter on Integrated
the Board of Commissioners and this function is to provide added value and Internal Audit Work Unit (SKAIT),
the Board of Directors in promoting encourage improvements in the quality of pages 981-984;
effective governance processes and controls, risk management, and corporate Sub-Chapter on Internal Control
the Bank’s long-term health. governance independently and objectively. System, pages 996-1006.
Through assurance activities, the Internal Audit
Unit evaluates the reliability of internal control
processes and compliance with established
policies.
Additionally, the consulting function provides
guidance to work units in formulating effective
steps to enhance risk management and
strengthen corporate governance. This process
is carried out in accordance with the principles
of independence and objectivity, as outlined
in the Annual Report, which details the roles
and contributions of the Internal Audit Unit in
supporting BNI’s strategic objectives.
Principle 11:
Compensation
The Bank’s remuneration structure BNI has a Nomination and Remuneration Chapter 7. Corporate Governance:
must support the implementation Committee established and functioning in Sub-Chapter on Nomination and
of corporate governance and risk accordance with applicable laws and regulations. Remuneration, pages 811-826;
management. This committee is responsible for establishing Sub-Chapter on Nomination and
remuneration policies and mechanisms aligned Remuneration Committee, pages
with the principles of good corporate governance 855-868.
(GCG) and risk management. With the support of
the Nomination and Remuneration Committee,
BNI ensures that remuneration policies not only
support sustainable performance achievement
but also strengthen risk management aspects.
The committee also ensures that remuneration
policies are aligned with the company’s longterm
objectives, balancing rewards and risks while
considering the interests of shareholders,
employees, and other stakeholders.
Principle 12:
Disclosure and Transparency
The governance implementation BNI is committed to applying the principles Chapter 7. Corporate Governance:
of the Bank must be carried out of good corporate governance, particularly Sub-Chapter on Transparency
transparently to Shareholders, transparency. By prioritizing open information of the Company’s Financial
Depositors, other relevant disclosure, BNI ensures that all company-related and Non-Financial Condition,
Stakeholders, and Market information is conveyed to shareholders and page 1107; Sub-Chapter on
Participants. other stakeholders accurately and in a timely Transparency of Report
manner, in compliance with applicable laws and Submission, page 1138.
regulations.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
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08 SOCIAL & ENVIRONMENTAL RESPONSIBILITY Social and Environmental Responsibility Commitment and 1194 Policies Special Assignment 1211
Page 546
Page 547
Performa Laporan Profil Analisis dan Pembahasan Fungsi
2025 Manajemen Perusahaan Manajemen atas Kinerja Bank Penunjang Bisnis
Commitment and Policy for
Implementing Social and Environmental
Responsibility Programs [ACGS B.4.4]
COMMITMENT AND POLICY a priority of the Indonesian Government. Aware
of this strategic role, BNI consistently implements
PT Bank Negara Indonesia (Persero) Tbk (BNI) Social and Environmental Responsibility (TJSL)
consistently affirms its commitment to making programs and activities integrated with its business
meaningful contributions to the economy, society, activities, thereby providing a sustainable positive
and the environment through the integrated and impact on the economy, the banking industry, and
targeted application of sustainability principles. society at large.
Each initiative is implemented with long-term
impacts in mind and is supported by accountable The implementation of BNI’s TJSL program is based
governance, ensuring that the resulting benefits are on the recognition that success in maintaining
accountable and provide sustainable added value sustainable performance is not solely determined
for all stakeholders. This commitment is part of BNI’s by the company’s management and operations,
sustainable business strategy to ensure business but also by social support from the community and
sustainability while creating long-term value for all environmental sustainability. This principle aligns
stakeholders. with the spirit of the SDGs (Standard Development
Goals), namely development that sustainably
As a State-Owned Enterprise (SOE), BNI participates in improves economic welfare, maintains social
driving national economic growth while accelerating sustainability, preserves environmental quality, and
the achievement of the Sustainable Development ensures justice and good governance for the sake
Goals (SDGs), which are both a global agenda and of improving the quality of life across generations.
1194
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Permodalan & Praktik Tata Kelola Tanggung Jawab Sosial Komitmen Laporan
Manajemen Risiko Perusahaan dan Lingkungan ESG Keuangan
The BNI TJSL program is a concrete manifestation BNI has established a policy as the primary
of the SOE’s commitment and dedication to foundation for implementing information
supporting sustainable development, which transparency regarding the impact of business
aligns with Minister of SOE Regulation No. PER- decisions and activities on society and the
1/MBU/03/2023 concerning Special Assignments environment. This policy reflects BNI’s commitment
and SOE Social and Environmental Responsibility to conducting business transparently, ethically,
Programs. In its implementation, the BNI TJSL and responsibly, and to ensuring that sustainability
program is designed with reference to the Bank’s principles are integrated into decision-making
Mission and Environmental, Social, and Governance processes across the organization. BNI’s TJSL
(ESG) aspects, as well as being guided by applicable program implementation policy includes, among
laws and regulations, namely: other things:
1. Law No. 40 of 2007 concerning Limited Liability 1. Corporate Guideline No. IN/002/CSE/0002 dated
Companies as last amended by Law No. 6 of February 1, 2024, related to the Social and
2023 concerning the Stipulation of Government Environmental Responsibility (TJSL) program;
Regulation in Lieu of Law No. 2 of 2022 concerning 2. Corporate Guideline for Community Development
Job Creation; Management No. IN/341/KMP/001 dated July 17,
2. Government Regulation No.47of2012 concerning 2017;
Social and Environmental Responsibility of 3. Corporate Guideline for Environmentally Friendly
Limited Liability Companies; Lifestyle No. IN/418/KMP/001 dated September
3. Regulation of the Minister of State-Owned 12, 2017.
Enterprises of the Republic of Indonesia
No. PER-1/MBU/03/2023 dated March 3, 2023 Furthermore, BNI has implemented its TJSL
concerning Special Assignments and Social and program systematically and in an integrated
Environmental Responsibility Programs of State- manner to ensure its implementation, success, and
Owned Enterprises impact management in accordance with program
4. Regulation of the Financial Services Authority priorities and/or objectives. The management and
No. 51/POJK.03/2017 dated July 18, 2017 implementation of BNI’s TJSL program are carried
concerning the Implementation of Sustainable out in several stages, as follows:
Finance for Financial Services Institutions, 1. Planning;
Issuers, and Public Companies. Issuers, and 2. Execution;
Public Companies. 3. Monitoring; and
4. Reporting
Planning Execution Monitoring Reporting
TJSL PROGRAM OBJECTIVES
The objectives of the TJSL program align with the Regulation of the Minister of State-Owned Enterprises of
the Republic of Indonesia No. PER-1/MBU/03/2023 dated March 3, 2023, regarding Special Assignments and
Social and Environmental Responsibility Programs of State-Owned Enterprises, which are:
1. To provide benefits for economic development, social development, environmental development, as
well as legal and governance development for the company;
2. To contribute to creating added value for the company with integrated, targeted, measurable, and
accountable impacts;
3. To support micro and small businesses to become more resilient and independent, as well as the
surrounding communities.
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TJSL PROGRAM PRINCIPLES 2. Environmental, for the sustainable management
of natural resources and the environment as a
The TJSL program is implemented based on the support for all life;
following principles: 3. Economic, to achieve quality economic
1. Integrated, based on risk analysis and business growth through sustainable job and business
processes that are connected to stakeholders; opportunities, innovation, inclusive industries,
2. Targeted, with a clear direction to achieve adequate infrastructure, affordable clean energy,
company goals; and supported partnerships; and
3. Measurable impact, having a contribution that 4. Law and Governance, to ensure legal certainty
provides benefits and creates change or added and effective, transparent, accountable, and
value for stakeholders and the company; and participatory governance to create security
4. Accountability, ensuring responsibility to avoid stability and establish the rule of law.
misuse or deviations.
. These four main pillar sencompass the17Sustainable
MAIN TJSL PILLARS Development Goals (SDGs), which are: (1) No
Poverty; (2) Zero Hunger; (3) Good Health and Well-
BNI melaksanakan program TJSL berdasarkan pada being; (4) Quality Education; (5) Gender Equality;
4 (empat) pilar utama, yaitu: (6) Clean Water and Sanitation; (7) Affordable
1. Social, to achieve the fulfillment of basic human and Clean Energy; (8) Decent Work and Economic
rights in a fair and equal manner to improve the Growth; (9) Industry, Innovation and Infrastructure;
welfare of all people; (10) Reduced Inequalities; (11) Sustainable Cities
and Communities; (12) Responsible Consumption
and Production; (13) Climate Action; (14) Life Below
Water; (15) Life on Land; (16) Peace, Justice and
Strong Institutions; (17) Partnerships for the Goals.
Economic
Pillar
Social Environmental
Pillar Pillar
Legal and
Governance
Pillar
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MAIN FOCUS OF SOCIAL AND State-Owned Enterprises, where TJSL program
ENVIRONMENTAL RESPONSIBILITY implementation will be carried out through the
PROGRAMS AND COMPANY SUPPORT provision of assistance and/or other activities,
TOWARDS SUSTAINABLE DEVELOPMENT with a primary focus on education, environmental
GOALS conservation, and the development of Micro and
Small Enterprises (MSMEs).
BNI implements various Social and Environmental
Responsibility (TJSL) programs to achieve the SCOPE OF BNI TJSL
Sustainable Development Goals (SDGs). The
implementation of these TJSL programs also serves The BNI TJSL Program supports BNI’s Sustainability
as a concrete manifestation of the Company’s Pillars, especially BNI for Society and BNI for the
commitment and accountability to all stakeholders. Environment as well as the Achievement of
Through various TJSL program activities, the Sustainable Development Goals (SDG).
Company affirms its commitment to meeting
current needs without sacrificing future needs. SOCIAL AND ENVIRONMENTAL
The implementation of these TJSL programs RESPONSIBILITY PROGRAM
reflects that the Company’s business development MANAGEMENT
is consistently carried out with an emphasis on
aligning performance across economic, social, and The implementation of the BNI TJSL program is
environmental aspects. divided into several Divisions with responsibilities
that are in accordance with the program category.
BNI’s TJSL program is implemented with selective Currently, the management of the BNI TJSL program
targeting of beneficiaries including the communities is in the Corporate Secretary Division (CSE) which
surrounding the Company’s operational areas and is directly responsible to the President Director
the wider community. In 2025, BNI will continue and the Business Program Division (SBP) which is
to adhere to the directives of the Ministry of responsible to the Director of Retail Banking, with
the organizational structure attached below.
Organization Structure of TJSL Program Management
President Director Retail Banking Director
Non-PUMK Divisi Corporate Secretary Business Program Division PUMK Program
Program
Corporate Social Incubation & Stakeholder
Responsibility Management Department
Department Business Program
Incubation
Corporate Social & Stakeholder
Strategic Project
Responsibility Management Business
Program
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STRATEGIES AND PROGRAMS OF c. Collaborate with community groups to
ACTIVITIES FOR IMPLEMENTING SOCIAL improve program quality;
AND ENVIRONMENTAL RESPONSIBILITY d. Increase the capacity and capabilities of
BASED ON THE CONCEPT OF fostered partners through the provision of
SUSTAINABLE FINANCE education, training, internships, marketing,
and other forms of assistance;
BNI is committed to continuously making a e. Implementation of the Social and
positive impact on improving the social conditions Environmental Responsibility Program
of communities and societies connected to the prioritizes the fields of Education,
Company, through the implementation of targeted Environment and Development of Micro and
and sustainable TJSL programs. BNI’s TJSL strategies Small Enterprises (UMK).
and program implementation are designed with
reference to sustainable finance concepts, taking BUDGET AND FINANCING REALIZATION
into account stakeholder expectations, complying FOR SOCIAL AND ENVIRONMENTAL
with applicable legal provisions, and aligning with RESPONSIBILITY PROGRAMS IN 2025
international norms and practices.
BNI determines the amount of the TJSL program
BNI avoids implementing TJSL programs solely for implementation budget by referring to the
enhancing its public image or business environment Regulation of the Minister of State-Owned
reputation. The primary reference for BNI is to Enterprises of the Republic of Indonesia No. PER-1/
understand the objectives and positive impacts of the MBU/3/2023 concerning Special Assignments and
TJSL programs, ensuring that their implementation Social and Environmental Responsibility Programs
is ideal, objective, targeted, and sustainable, in line of State- Owned Enterprises.
with the principles of sustainable finance and the
achievement of the Sustainable Development Goals. TJSL PUMK PROGRAM
Furthermore, BNI views the TJSL program as a vital Based on the Letter of the Minister of SOEs
element that goes beyond merely fulfilling POJK No. S-721/MBU/11/2022 dated November 10, 2022,
51/2017. It is also aligned with BNI’s Three Pillars of there are directions regarding the optimization
Sustainability, fostering harmonious and mutually of PUMK funds, namely the appointment of PT
beneficial relationships with the environment, Bank Rakyat funds, namely the appointment of
communities, and stakeholders locally, nationally, PT Bank Rakyat PUMK Program Cooperation.
and globally, while creating a positive impact on Understanding this, BNI has signed a Cooperation
the mindset and quality of life in the surrounding Agreement between BNI and BRI as the manager
environment. of the PUMK Program Cooperation, namely PKS
No. B.21/MBD/12/2022 and No. SBP/1/018 dated
Information regarding BNI’s TJSL implementation December 13, 2022 with a PKS period of 5 (five)
program activities is as follows: years from 2022 to 2027. In accordance with the
1. Micro and Small Business Funding Program direction of the Minister of SOEs, the distribution
(PUMK) of PUMK will be focused by BRI as the manager of
a. Focus on distributing in clustering by the PUMK Program Cooperation. When the validity
establishing synergistic cooperation with period of the cooperation agreement has ended, BRI
BUMN/BUMD/Pemda that manage fostered will return the balance of the PUMK Program funds
partners or MSME actors; owned (cash funds) and deposit the PUMK return
b. Cooperate with Community Empowerment funds in stages to BNI.
Institutions (LPM) that foster MSME actors.
2. Social and Environmental Responsibility NON-PUMK TJSL PROGRAM
Program (Non PUMK)
a. Distribute TJSL Program funds in accordance BNI also implements a TJSL program divided into
with the provisions; 4 (four) main pillars, namely Social, Environmental,
b. Collaborate with professional and Economic and Legal and Governance. In 2025, the
competent partners to organize community achievement of budget absorption through the
empowerment programs; BNI TJSL program reached IDR116,82 billion. The
realization of the BNI TJSL Program based on the
Main Pillars and Sustainable Development Goals
(SDGs) is:
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Budget Realization of The TJSL Program Based on the 4 (Four) Main Pillars and Sustainable
Development Goals (SDGs) as of December 31, 2025
No Sustainable Development Goals (SDG) Realization (IDR Billion)
SOCIAL PILLAR
1 SDG 1 (No Poverty) 5.27
2 SDG 2 (Zero Hunger) 39.90
3 SDG 3 (Healthy & Well-Being) 12.59
4 SDG 4 (Quality Education) 22.78
5 SDG 5 (Gender Equality) 0.37
Sub Total 80.90
ECONOMIC PILLAR
1 SDG 7 (Affordable & Clean Energy) 0.31
2 SDG 8 (Decent Work & Economic Growth) 5.72
3 SDG 9 (Industry, Innovation & Infrastructure) 4.93
4 SDG 10 (Reduced Inequality) 1.02
5 SDG 17 (Partnerships for the Goals) 0.05
Sub Total 12.02
ENVIRONMENTAL PILLAR
1 SDG 6 (Clean Water & Sanitation) 1.68
2 SDG 11 (Sustainable Cities & Human Settlements) 16.83
3 SDG 12 (Consumption & Responsible Production) 0.55
4 SDG 13 (Climate Action) 0.52
5 SDG 14 (Life Below Water) 0.60
6 SDG 15 (Life on Land) 3.72
Sub Total 23.89
GRAND TOTAL 116.82
ACTIVITIES, INVESTMENTS OR DONATIONS TO COMMUNITIES OR REGISTERED
NON-PROFIT ORGANIZATIONS
As a manifestation of its commitment to implementing TJSL, BNI continues to implement various programs
and investments focused on community empowerment and support for registered non-profit organizations.
Through sustainable programs across various sectors, BNI strives to create a tangible positive impact on
society. Furthermore, BNI also distributes aid and donations to non-profit organizations that contribute to
improving social welfare.
PERFORMANCE OF SOCIAL AND ENVIRONMENTAL RESPONSIBILITY PROGRAMS
BNI consistently applies sustainable finance principles while increasing support for the achievement of the
Sustainable Development Goals (SDGs) through the implementation of CSR programs. This effort is part
of BNI’s contribution to supporting the achievement of the 17 globally established SDGs. As a financial
institution, BNI’s vision aligns with the principles of sustainable development to create a better future for
society, the environment, and the economy.
Information regarding the achievements of BNI’s contributions or support to the SDGs that are appropriate
and relevant to BNI’s activities and business areas is as follows:
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Achievements of BNI’s TJSL Program Support to The Sustainable Development Goals (SDGs)
No Sustainable Development Goals (SDG) (SDG) BNI Achievement
1 SDG 1 (No Poverty) Natural disaster emergency response assistance, including floods,
earthquakes, and volcanic eruptions throughout Indonesia.
2 SDG 2 (Zero Hunger) Food security assistance for people in need throughout Indonesia.
3 SDG 3 (Healthy & Well-Being) Health assistance, including ambulances and health infrastructure.
4 SDG 4 (Quality Education) Educational assistance includes scholarships and educational
infrastructure.
5 SDG 5 (Gender Equality) A community development program that is predominantly female in
order to improve the economic level of the community
6 SDG 6 (Clean Water & Sanitation) Clean water and sanitation assistance, including the provision of clean
water boreholes.
7 SDG 7 (Affordable & Clean Energy) Renewable energy assistance, including street lighting using solar
panels.
8 SDG 8 (Decent Work & Economic Growth) Infrastructure assistance in supporting MSMEs, including MSME
equipment infrastructure.
9 SDG 9 (Industry, Innovation & Infrastructure assistance, including roads and bridges.
Infrastructure)
10 SDG 10 (Reduced Inequality) Assistance in supporting the reduction of inequality, including assistance
to persons with disabilities.
11 SDG 11 (Sustainable Cities & Human Assistance for worship infrastructure for all religious communities.
Settlements)
12 SDG 12(Consumption & Responsible Assistance for responsible consumption, including the use of goods that
Production) are no longer used through the textile waste management programme.
13 SDG 13 (Climate Action) Assistance related to the impact of climate change, including waste
management programmes.
14 SDG 14 (Life Below Water) Assistance related to marine ecosystems, including mangrove seedling
planting.
15 SDG 15 (Life on Land) Assistance related to land ecosystems, including rhino and orangutan
conservation.
16 SDG 17 (Partnerships for the Goals) Collaboration program with competent parties in order to achieve goals
IMPLEMENTATION OF BNI’S TJSL PROGRAM
BNI implements its Social and Environmental Responsibility (TJSL) program, adhering to ISO 26000
principles through the Creating Shared Value (CSV) approach, which emphasizes the creation of shared
benefits and value for the company and society. The implementation of TJSL is also aligned with Minister
of State-Owned Enterprises Regulation No. PER-1/MBU/03/2023.
Through this approach, BNI’s TJSL program, under the umbrella of the BNI Berbagi program, is not only
directed at fulfilling the company’s social obligations but is also expected to provide optimal benefits for
social development and environmental preservation. Furthermore, BNI’s TJSL program contributes to
creating added value for the Company and encourages the strengthening of micro and small businesses to
grow more resilient, competitive, and independent.
Supported by work units across Indonesia, BNI consistently implements community development and
environmental conservation programs as part of its contribution to achieving the Sustainable Development
Goals (SDGs). This commitment is realized through the BNI Berbagi initiative, designed as a strategic
social investment platform to deliver tangible, measurable, and sustainable benefits to the surrounding
community and environment.
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As of December 31, 2025, BNI has implemented healing activities, BNI also distributed 200 dolls,
various TJSL programs using a creating shared 200 children’s storybooks, 100 play sets, and a
value approach, the implementation of which 24-square-meter puzzle mat. In addition, BNI
encompasses economic, social, and environmental distributed other supporting aid, including 1,000
aspects, as detailed below: blankets, hygiene supplies such as soap, brushes,
cleaning fluid, and brooms, four water tanks, 10
SOCIAL PILLAR rechargeable flashlights, and 10 boxes of masks.
1. DISASTER EMERGENCY RESPONSE Trauma Healing for Children in Disaster Areas
Meeting Basic Needs in Disaster-Related BNI is assisting with the psychosocial recovery of
Areas children affected by flash floods in Leuser Village,
BNI assisted disaster victims throughout Southeast Aceh Regency. This effort underscores
Indonesia, including flash floods in Sumatra, BNI’s commitment to post-disaster recovery,
the eruption of Mount Lewatobi Laki-Laki in East which focuses not only on physical and logistical
Flores (NTT), flash floods in Nagekeo and Bali, assistance but also on the mental recovery and
and the fire in the Yaro Wora tourist village, psychological well-being of vulnerable groups,
West Sumba (NTT). This assistance included particularly children. The trauma healing
distributing 22,600 food packages and hygiene services provided are part of the company’s
kits. This support focused on meeting the basic Social and Environmental Responsibility (TJSL)
needs of affected communities through the policy, which focuses on sustainable recovery.
distribution of food packages, hygiene kits, and Together with the State-Owned Enterprises
other emergency needs to maintain survival and (SOEs) Family, through the BUMN Peduli (One
health, and accelerate post-disaster stabilization. Heart for Sumatra) program, coordinated by
Danantara, BNI provides psychosocial support
Fulfilling Basic Needs in the Sumatra Disaster for child disaster victims. This trauma healing
BNI provided emergency relief assistance activity is one of the quick impact programs from
to victims of flash floods and landslides that the BNI Berbagi (Sharing) program implemented
struck various regions in Aceh, West Sumatra, at the BUMN Volunteer Post in Leuser Village.
and North Sumatra. The assistance provided By involving experienced facilitators who
included food and daily necessities such as rice, assist children in disaster areas, this activity is
instant noodles, eggs, ready-to-eat rice, as well designed to provide a safe space for children to
as baby and elderly supplies such as diapers, return to play, interact, and express their feelings
baby formula, and baby porridge. Distribution positively.
was prioritized in the worst-affected areas that
had declared a disaster emergency. Specifically 2. POST-DISASTERS
for Aceh, BNI, in collaboration with the State- Basic Facility Recovery Home Renovation for
Owned Enterprises (SOEs) Family through the Affected Residents
BUMN Peduli (One Heart for Sumatra) program, BNI is providing housing recovery support by
coordinated by Danantara, distributed emergency repairing the homes of residents affected by the
relief assistance to disaster-affected residents in eruption of Mount Lewatobi Laki-Laki in East
Aceh. This aid distribution is part of BNI’s rapid Flores (NTT). This program aims to restore decent,
response and concrete actions in supporting the safe, and healthy housing, while also supporting
emergency response phase and early recovery of the recovery of the community’s quality of life
affected communities, with a focus on meeting during the post-disaster rehabilitation phase.
basic needs and supporting vulnerable groups,
particularly children. Danantara Housing (HUNTARA) in Aceh
BNI expressed its support for the government’s
Emergency Infrastructure Response target, through the Daya Anagata Nusantara
BNI’s aid distribution in Aceh included 30 tents, Investment Management Agency (BPI) Danantara
consisting of five 3x4 tents, five 3x6 tents, and Indonesia, to provide 15,000 Danantara Housing
20 6x14 platoon tents. In the education sector, (Huntara) units for disaster-affected communities
BNI distributed 400 elementary school uniforms, in Aceh, West Sumatra, and North Sumatra. This
700 junior high school uniforms, and 100 high effort aligns with the government’s commitment
school uniforms. To support children’s trauma to providing decent and dignified housing for
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disaster victims as a tangible manifestation of 3. HEALTH
the state’s presence. One form of this support Stunting Reduction Program
is demonstrated through BNI’s participation in BNI is committed to supporting efforts to
the construction of temporary shelters in Aceh accelerate stunting reduction in Indonesia through
Tamiang Regency. In the first phase, of the the implementation of two complementary
600 temporary shelters built in the area, BNI strategic programs oriented towards sustainable
contributed approximately 20 percent, or 120 impact.
units. In addition to the residential units, the
Danantara Housing area also features various First, through the KAWAN BNI Program in
supporting facilities, including a playground, Nagekeo Regency, NTT, BNI is directly addressing
Wi-Fi, a prayer room, public facilities, and vulnerable groups by providing nutritional
restrooms and sanitation. interventions to 50 children experiencing stunting,
wasting, and underweight, as well as 25 mothers
Food Security Program with Chronic Energy Deficiency (CED). The
BNI is committed to contributing to strengthening interventions include Supplementary Feeding
food security and alleviating hunger in the (PMT) for 90 consecutive days, accompanied by
community as part of social protection efforts capacity building for families and local cadres
and improving public welfare. This commitment through parenting education, balanced nutrition,
is demonstrated, among other things, through and basic health practices. This approach is
the implementation of food security programs designed not only to meet short-term nutritional
integrated into a series of religious holiday needs but also to build sustainable behavioral
celebrations, including Ramadan and Eid al- change and family health resilience.
Fitr, as well as Christmas and New Year. This
program aims to meet basic needs, alleviate the Second, through BNI Berbagi in Tangerang
economic burden on vulnerable communities, Regency, Banten, BNI supports improvements in
and strengthen social solidarity and a sense of basic health determinants by providing nutritious
togetherness within the community. food to 200 beneficiaries for six months, along
with repairs to uninhabitable houses and the
In 2025, BNI distributed 291,850 food packages construction of toilet facilities. This intervention
containing 1,459 tons of rice as part of efforts to is designed to improve quality of life and
strengthen food security and social protection environmental sanitation, as crucial factors in
for vulnerable communities throughout long-term stunting prevention.
Indonesia. The food security program, integrated
with religious holiday celebrations throughout Third, through BNI Berbagi in Tasikmalaya
2025, included the distribution of 113,050 Regency, West Java, BNI is implementing an
food packages, consisting of 79,050 packages integrated intervention to prevent and manage
during the Ramadan 1446 H program and stunting. This program includes distributing
34,000 packages during other religious holiday nutritious supplementary food to 47 stunted
celebrations. children for two months, providing basic food
assistance to parents of stunted children, and
In its implementation, BNI applies the principle of holding nutrition seminars for pregnant women
prudence by ensuring that aid distribution does as an early prevention effort. In addition, BNI
not overlap with government-provided basic is strengthening parenting and mental health
food aid. Distribution of food packages is carried through smart parenting and mental health
out through coordination with relevant agencies training, increasing the capacity of basic health
and institutions, as well as local governments, services through training midwives and Sigap
particularly in the process of identifying Stunting cadres, and distributing educational
underprivileged and eligible recipients. This game equipment (APE) to eight integrated
approach aims to maintain accountability, health service posts (Posyandu) to support child
increase distribution effectiveness, and ensure growth and development and the sustainability
that BNI’s food security program is aligned with of Posyandu services.
and complements national social protection
policies.
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Cataract Surgery Program Retiree Health Check-Up Program
Cataracts are the leading cause of blindness BNI provides Medical Check-Ups (MCU) for
worldwide, yet they are preventable. The retirees as an effort to detect diseases early and
estimated incidence of cataracts is 0.1% per maintain health in the elderly. This program aims
year, meaning one in every 1,000 people to raise awareness of the importance of regular
develops cataracts annually. Given the data health check-ups and support a healthier and
on the prevalence of cataracts, Given the data more productive quality of life in retirement.
on the prevalence of cataracts, including the
Government, to work together to prevent In 2025, BNI provided MCU services to 4,386
blindness caused by this condition. retirees. Through this program, BNI contributes
to promotional and preventive health efforts,
BNI recognizes that cataracts are an eye disorder while also helping to reduce the risk of non-
that can impact people’s lives. Although communicable diseases through early detection
surgically treatable, not everyone has access to and treatment.
adequate healthcare. While surgery can remedy
the condition, not everyone has access to quality Health Infrastructure
healthcare facilities.Therefore, a free cataract In 2025, BNI distributed 50 ambulances across
surgery program is being held in areas with high Indonesia. This assistance was distributed in
cataract populations, limited ophthalmologists, collaboration with licensed and competent
limited surgical equipment, and areas with agencies in the social and health sectors,
limited economic resources. This program ensuring that the ambulances are managed and
demonstrates BNI’s commitment to supporting utilized effectively and professionally.
government programs to reduce blindness due
to cataracts and the World Health Organization’s BNI-supported ambulances are used to provide
(WHO) Right to Sight initiative. free emergency healthcare services, particularly
to the underprivileged. This improves access to
In 2025, BNI, in collaboration with the Pundi healthcare, expedites medical treatment, and
Amal Peduli Kasih Foundation (YPP) and the supports lifesaving efforts in areas with limited
Indonesian Ophthalmologist Association healthcare facilities.
(Perdami), held a cataract surgery community
service at Komodo Regional Hospital in Labuan 4. EDUCATION
Bajo, West Nusa Tenggara (NTB), to help the Children’s Character Education Program and
community prevent vision impairment and Teacher Certification
enable them to resume normal activities. This As part of BNI’s commitment to supporting
program helped 100 cataract patients, enabling the improvement of education quality and
beneficiaries to return to normal and productive strengthening human resources, in 2025 BNI
activities, while simultaneously improving their implemented the Children’s Character Education
quality of life and increasing their independence. and Teacher Certification Program in West Nusa
Tenggara Province. This program reached 10
Mass Circumcision Program schools in Lombok, involving 3,400 students, 150
BNI is implementing the Mass Circumcision teachers, and 390 parents through strengthening
Program as part of the Company’s commitment character education that emphasized synergy
to improving access to basic healthcare services between schools and families. In addition, BNI
for the community, particularly children from supported TOEIC international certification for
underprivileged families. This program aims 100 English teachers throughout NTB to increase
to help alleviate the economic burden on the capacity of educators to provide competitive
families while supporting the healthy growth teaching aligned with international standards.
and development of children through safe and This initiative is expected to contribute to
standardized preventive healthcare services. producing a generation that excels academically
and possesses strong character in the future.
In 2025, BNI facilitated mass circumcisions for
910 children across Indonesia. The program is
implemented in collaboration with healthcare
facilities and professional medical personnel,
prioritizing the principles of safety, hygiene, and
participant comfort.
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Scholarships marketing training for 30 MSMEs, support for
As part of BNI’s commitment to supporting salt farming, and preservation of local Madurese
increased access to and sustainability of culture through introduction and mentoring of
education, throughout 2025 BNI distributed keris production and exploring village potential
scholarships to 786 recipients. This program aims for cultural tourism development.
to encourage the sustainability of education and
the development of the potential of the younger Second, Volunteer Involvement in Sumatra
generation, as a long-term social investment Disaster Response
in building superior and competitive human BNI deployed volunteers to directly participate in
resources. disaster response and early recovery efforts for
affected communities in Aceh. The involvement
Educational Facilities and Infrastructure of BNI volunteers is part of a joint action by the
By 2025, BNI will contribute to improving the State-Owned Enterprises (SOEs) family through
quality of education by distributing assistance to the BUMN Peduli (One Heart for Sumatra)
127 schools and educational institutions across its program, coordinated by Danantara Indonesia.
operational areas. This includes the construction BNI volunteers were dispatched along with
and renovation of school buildings, classrooms, hundreds of volunteers from 11 SOEs and
and laboratories, as well as the provision of focused on strengthening humanitarian activities
learning support facilities and infrastructure, in the affected areas, particularly North Aceh
educational aids, and reading gardens. This and Southeast Aceh, which served as the main
support is spread across several regions in disaster response posts. As a form of operational
Indonesia, including West Java, Central Java, support, BNI also distributed logistical assistance
East Java, Bali, Riau, North Sumatra, and Maluku, via three trucks carrying cleaning supplies,
with the goal of improving the comfort and sanitation materials, and supporting equipment
quality of the teaching and learning process for such as water tanks, water pumps, generators,
students and educators. Through this initiative, and volunteer safety equipment. This assistance
BNI strives to support the creation of a superior was prepared to support the immediate needs
generation that is competitive and contributes to of the community and volunteer activities in the
future development. field. The BNI volunteers deployed came from
various work units at the Regional Office 01,
Employee Volunteering Program demonstrating the spirit of mutual cooperation
In implementing its CSR activities, BNI encourages and solidarity among BNI employees.
its employees to volunteer their time and ideas.
This program aims to foster togetherness among Third, BNI Hi Movers’ Involvement in Social and
employees in helping the community, increase Environmental Programs
employee loyalty to the company, and create a Through the BNI Hi Movers community, BNI
better work environment. employees are actively involved in supporting the
implementation of CSR programs, particularly
First, the State-Owned Enterprises (BUMN) in food security programs and religious holiday
Volunteer Service (RBB) Batch VII celebrations. This includes cleaning and
BNI actively participated in the State-Owned revitalizing places of worship. Furthermore, BNI
Enterprises (BUMN) Volunteer Service (RBB) Hi Movers volunteers participate in critical land
Batch VII, organized by the Ministry of State- reforestation programs and other environmental
Owned Enterprises in Pamekasan Regency, activities, demonstrating a tangible contribution
East Java, on February 17–19, 2025, as part of to environmental sustainability and strengthening
a simultaneous program across 10 locations sustainability awareness within the company.
involving 150 SOE employees. As host, BNI
deployed five volunteers who collaborated By 2025, the level of employee involvement
with 10 volunteers from across SOEs to carry through the BNI Hi Movers community in the
out various cross-sector social activities, Employee Volunteering Program will reach
including financial education and student 96% of BNI’s total employees, reflecting high
motivation at SDN 1 Jungcangcang, distribution levels of participation, social awareness, and the
of nutritious food, improvement of school internalization of sustainability values as part of
facilities, environmental preservation through the company’s culture.
mangrove planting and improvement of regional
infrastructure, financial literacy and digital
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5. GENDER EQUALITY 2. SUPPORT FOR COMMUNITY ECONOMIC
BNI initiated the “Mengayam Kebaikan untuk GROWTH
Indonesia” (Weaving Goodness for Indonesia) Rumah BUMN
Program on Solor Island, East Flores, NTT. This The Rumah BUMN serves as a platform for
program aims to improve the lives of 400 women the collaboration of State-Owned Enterprises
and conserve culture through weaving on Solor (BUMNs) in shaping the digital economy
Island. This mentoring program focuses on the ecosystem by nurturing micro, small, and
Du Anyam assisted area on Solor Island, East medium enterprises (MSMEs) to enhance their
Flores Regency, NTT Province. Participants are capacity and capabilities. MSMEs supported by
spread across three sub-districts on Solor Island, Rumah BUMN receive empowerment tailored to
East Flores Regency. To achieve this goal, several their respective levels of entrepreneurship. The
activities will be carried out, namely: presence of Rumah BUMN entrepreneurship. The
1. Construction of weaving houses as supporting presence of Rumah BUMN level, guiding them
infrastructure for productive community towards Go Modern (a shift in entrepreneurial
activities; mindset), Go Digital (utilizing social media), Go
2. Establishment of cooperatives and institutional Online (embracing e-commerce), and Go Global
strengthening to encourage the sustainability (preparing for exports). Currently, BNI operates
of community businesses; 23 Rumah BUMN locations, which serve as
3. Construction of a pipeline for clean water hubs for business development for over 6.908
access for mothers and children; MSME practitioners, providing more than 507
4. Provision of supplementary feeding (PMT) training sessions and facilitating the acquisition
and nutrition education for 100 children and of 5.512 legal permits (including PIRT, NIB, Halal
toddlers; Certification, and BPOM).
5. Training to improve the quality and production
capacity of 400 weavers; KAWAN BNI Program
6. Implementation of joint weaving activities with The KAWAN BNI Program is a village
weavers; community empowerment initiative designed
7. Basic financial management training, business as a sustainable mentoring platform to
finance, and introduction to financial services. strengthen local economic capacity. Through a
collaborative approach, KAWAN BNI develops
ECONOMIC PILLARS the potential of villages by integrating business
mentoring, community capacity building, and
1. SUPPORT FOR CLEAN ENERGY expanding access to markets and financial
BNI supports the development of New services. The KAWAN BNI Program focuses on
and Renewable Energy (NRE) as part of its community mentoring in tourist destinations—
commitment to driving the transition to a green such as cultural and ecotourism villages—and
economy and strengthening national energy empowering vulnerable groups, particularly
security. Through the use of solar energy, women and local communities. This program
BNI provides 34 solar-powered street lighting is aimed at promoting village economic
locations in Sleman and Gunung Kidul (DIY independence, creating inclusive growth, and
Yogyakarta), as well as Tulungagung and Blitar building sustainable social and economic
(East Java). resilience.
This initiative contributes to providing reliable
and efficient energy access for the community,
while supporting social and economic activities
in the target areas. Furthermore, the use of solar
energy contributes to reducing greenhouse gas
emissions and reducing dependence on fossil
fuels, thereby encouraging the development of
an inclusive and sustainable green economy.
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KAWAN BNI Activities
Location: Wringin Putih Village, Muncar District, Location: Ponggok Tourism Village, Polanharjo District, Klaten
Banyuwangi Regency, East Java Regency, Central Java
Potential development: mangrove ecotourism, Potential development: Spring-based water tourism (umbul),
mangrove nurseries, soft-shell crab cultivation tourism village
Number of beneficiaries: 5,037 stakeholders Number of beneficiaries: 877 stakeholders
Location: Laweyan Batik Village (Surakarta City, Central Location: Lembung Village, Galis District, Pamekasan
Java) and Giriloyo Batik Village (Imogiri District, Regency, Madura, East Java
Yogyakarta Special Region) Potential development: Mangrove Ecotourism
Potential Development: Community Economy Through Number of beneficiaries: 40 stakeholders
Environmentally Friendly Batik Assistance
Number of Beneficiaries: 100 stakeholders
Location: Solor Island, East Flores Regency, East Nusa Location: Yaro Wora Traditional Village, Patiala Bawa Village,
Tenggara Province. Lamboya District, West Sumba Regency, East Nusa Tenggara
Potential development: creative economy (palm Province.
weaving and derivative products), culture (preservation Potential development: Cultural-based tourism village
and strengthening of traditional ikat weaving). Number of beneficiaries: 200 stakeholders
Number of beneficiaries: 420 stakeholders
Location: Jawapogo Village, Mauponggo Subdistrict, Location: Lembah Asri Serang Tourism Village, Purbalingga,
Nagekeo Regency, NTT Central Java
Problems addressed: High prevalence of stunting and Potential development: Tourism village with significant
child malnutrition, vulnerable maternal nutritional status, potential in the agrotourism and horticulture sectors
low family nutritional knowledge and practices, and Number of beneficiaries: 55 stakeholders
limited capacity of Posyandu cadres
Number of beneficiaries: 90 stakeholders
3. SUPPORT FOR PUBLIC INFRASTRUCTURE In 2025, BNI provided various forms of
BNI supports the construction and improvement empowerment support to people with disabilities.
of public infrastructure, particularly roads, as One such intervention was the provision
part of the company’s commitment to improving of briquette production machinery to the
the quality of life and promoting equitable Independent Disabled Community (Komunitas
development. By 2025, BNI had provided support Difabel Mandiri) located in Banjardowo Market,
for road construction and repairs in 26 locations Genuk District, Semarang City. This production
across Indonesia, including the provinces facility support is aimed at increasing production
of West Java, Central Java, East Java, and capacity and efficiency, while strengthening the
Yogyakarta. Adequate road infrastructure serves sustainability of the community’s businesses,
as a key link for social and economic activities, which are the primary source of livelihood for
facilitating access to basic services, reducing its members. Previously, limited equipment
transportation costs, and increasing productivity hampered production scale and income. With
and distribution of business results. Through BNI’s support, the community is encouraged
this initiative, BNI contributes to strengthening to increase productivity, expand business
the local economy, reducing disparities between opportunities, and sustainably improve the
regions, and supporting sustainable community economic well-being of its members and their
welfare. families.
4. SUPPORT FOR REDUCING INEQUALITY In addition, BNI also supports the empowerment
Through the BNI Berbagi program, BNI affirms its of women, including women with disabilities,
commitment to supporting the reduction of social through the BNI Bekasi BUMN House. Since its
inequality through the empowerment of people establishment in 2017, the BNI Bekasi BUMN
with disabilities, with a focus on strengthening House has become a development platform
business capacity, increasing productivity, and for more than 400 MSMEs, through training,
economic independence. This effort is part of business mentoring, and production facility
BNI’s ongoing commitment to ensuring that support. One beneficiary is Paini, a disabled
vulnerable groups have equal access to decent woman who runs the culinary business Bumbu
and sustainable livelihood opportunities. Pecel Yuk Ni, who significantly increased her
production capacity after receiving production
equipment support from BNI.
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BNI also collaborates with the Indonesian 3. Support For The Ecosystem
Ministry of Social Affairs to provide support to 10
MSMEs with disabilities, in the form of business Waste Management Program
equipment assistance, business development Waste management, particularly household
assistance, social media management assistance, waste and waste in tourist areas, remains an
and the provision of disability-assisted devices. environmental challenge that requires serious
This program aims to encourage increased attention due to its impact on public health,
business capacity, expand market access, environmental quality, and the sustainability of
create a more inclusive MSME ecosystem, and tourist destinations.
strengthen the economic independence of
people with disabilities. As a commitment to sustainable environmental
management, BNI supports the waste
ENVIRONMENTAL PILLAR management program by providing 16 garbage
trucks in various areas to improve the effectiveness
1. Support For Clean Water And Sanitation of waste collection and transportation at
Clean water and sanitation are basic human the community level. In addition, BNI also
needs that are crucial for health, quality of life, implements a waste management program in
and community resilience. The impacts of climate three schools in Bali Province by providing waste
change are increasingly eroding the availability shredders, composters, and segregated waste
of clean water in a number of areas, making bins, as well as implementing waste recycling
access to clean water and adequate sanitation education programs complemented by financial
facilities an urgent need for the community. literacy.
As a commitment to meeting basic needs and This support aims to strengthen community-
improving the community’s quality of life, based waste management and education systems,
BNI supports the provision of clean water and encourage changes in waste management
sanitation facilities in 78 locations throughout behavior from an early age, and create a clean,
Indonesia. This support aims to increase healthy, and sustainable environment.
community access to safe clean water, improve
sanitation conditions, and encourage sustainable Critical Land Reforestation Program
clean and healthy living behaviors. As part of the implementation of the
Environmental Pillar through the BNI GoGreen
2. Support For Cities And Settlements program, specifically focusing on the Green and
Blue Ecosystem, BNI is implementing a Critical
Places of Worship Land Reforestation Program as an effort to
BNI supports the strengthening of inclusive cities maintain environmental carrying capacity and
and settlements by providing and improving strengthen ecosystem resilience in a sustainable
places of worship, demonstrating the company’s manner.
commitment to supporting spiritual life and
strengthening the values of togetherness in Critical Land Rehabilitation Program in
society. Adequate places of worship not only Pangpang Bay, Banyuwangi
serve as places for religious activities but also To support the preservation of mangrove forests
serve as centers for moral development, social and all their benefits, BNI planted approximately
interaction, and strengthening tolerance and 165,000 mangrove seedlings on a 50-hectare (ha)
harmony between religious communities. area in Pangpang Bay, Wringin Putih Village,
Banyuwangi. These mangrove seedlings not only
By 2025, BNI had distributed assistance to 142 improve the marine ecosystem but also provide
places of worship representing various religions economic benefits to the village community,
across its operational areas. This support most of whom depend on marine resources for
contributes to creating a harmonious, safe, and their livelihoods. In addition to planting, BNI has
sustainable community life, while strengthening been actively caring for the mangrove trees,
social cohesion at the community level. working with local residents for three years.
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Critical Land Rehabilitation Program in Endangered Animal Conservation Program
Indramayu Although BNI’s banking operations do not
BNI also planted 79,000 sea pine seedlings on directly impact environmental sustainability and
Tiris Beach, Indramayu, in commemoration biodiversity, it remains committed to supporting
of BNI’s 79th anniversary. This initiative endangered fauna conservation efforts in
was designed to support coastal ecosystem Indonesia. Biodiversity conservation plays a
conservation by increasing vegetation cover, vital role in maintaining ecosystem balance and
which plays a role in carbon sequestration, contributing to emissions reduction.
protecting coastal areas from abrasion, and
strengthening environmental resilience. This Orangutans, along with many other tropical
activity involved local communities, students, forest species on the island of Borneo, are now
and BNI employees as a form of collaborative facing extinction. The challenges they face are
participation in environmental conservation and complex, and the causes of deforestation are
creating a sustainable positive impact on coastal numerous. The survival of the Bornean orangutan
ecosystems. faces numerous challenges. Its dwindling
population threatens the balance of the forest
Pamekasan Critical Land Reforestation ecosystem. Recognizing this, BNI continues
Program to support orangutan conservation efforts in
As part of the BNI GoGreen program’s Blue Indonesia. In collaboration with the Ministry of
Ecosystem focus, BNI restored critical land in Environment and Forestry (KLHK), BNI and the
Lembung Village, specifically the Lembung Borneo Orangutan Survival Foundation (BOSF)
Ecotourism area, through mangrove planting are working together to preserve the Bornean
on a 10-hectare area and year-long plant orangutan (Pongo pygmaeus) at the Samboja
maintenance. This activity was carried out in Lestari Orangutan Rehabilitation Center in Kutai
collaboration with the BUMN Bakti Volunteer Kartanegara Regency, East Kalimantan. The five-
Program and the Lembung Ecotourism year critical land rehabilitation and maintenance
management. It also included community program is expected to support BNI’s Net Zero
education on the importance of mangrove Emission plan.
ecosystems and improvements to supporting
facilities, such as a wooden walkway leading to
the mangrove forest area. This initiative supports
coastal conservation, increasing environmental
awareness, and strengthening the potential for
sustainable community-based ecotourism.
Tree Planting Program
Throughout 2025, BNI will implement a tree
planting program to plant 179,650 trees across
Indonesia as part of the company’s commitment
to supporting environmental conservation and
climate change mitigation.
This program aims to increase green cover,
improve environmental quality, and strengthen
ecosystem function, particularly in areas prone
to degradation and impacted by climate change.
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AWARDS FOR SOCIAL AND ENVIRONMENTAL RESPONSIBILITY PROGRAM IN 2025
During 2025, BNI successfully won several awards for the implementation of the TJSL program as follows:
Name of Award Date Organized by
Impact Excellence October 2025 Investortrust CSR Awards (by Investortrust.id)
Green Warrior Award-ESG
October 2025 ESG Now Awards 2025
Now Awards 2025
Platinum Alignment - Top 100 2025 La Tofi ESG Rating & Sustainibility Communication Awards 2025
November 2025
Indonesia 2025 (by La Tofi)
Best Economic in Local
November 2025 Indonesia Corporate Sustainability Award 2025 (by Olahkarsa & ACEXI)
Community
Leadership AA – Excellence
November 2025 Indonesia ESG Leadership Awards 2025 (by Bumi Global Karbon)
Leader in ESG Transparency
Best Social Impact December 2025 Investing on Climate Editors Choice Awards 2025 (by Investing on Climate)
Best Innovative Conservation December 2025 Investing on Climate Editors Choice Awards 2025 (by Investing on Climate)
IMPLEMENTATION OF IMPACT MEASUREMENT OF SOCIAL AND ENVIRONMENTAL
RESPONSIBILITY PROGRAMS IN 2025
To measure the social impact and evaluate the effectiveness of the BNI Berbagi Program, the Company
calculated the Social Return on Investment (SROI) and Community Satisfaction Index (CSI) for its TJSL
programs. In 2025, BNI conducted impact measurements on several programs/projects, namely:
SME
Program Name SROI* value Satisfaction
Value of SMEs
Category
Village Tour Program to Lembah Asri Serang,
2.43 87.20% Good
Purbalingga , Central Java
Village Tour Program To Ponggok , Klaten , Central Java 2.52 82.25% Good
Ngawi State-Owned Enterprises Housing Program 5.35 92.56% Very Good
*)
For example, an SROI value of 2.43 means that every IDR1 investment spent by BNI generates a social benefit value of IDR2.43 for stakeholders.
Micro and Small Business Funding and Guidance Program
Micro and Small Business Funding Program
The PUMK program is an initiative within BNI’s TJSL activities, designed to improve the quality of life
in local communities by fostering the growth of micro and small businesses in partnership with the
community. This program is implemented in accordance with the Regulation of the Minister of SOEs
No. PER-05/MBU/04/2021, dated April 20, 2021, regarding the Social and Environmental Responsibility Program
of State-Owned Enterprises, as well as its subsequent amendment, the Regulation of the Minister of SOEs
No. PER-6/MBU/09/2022, dated September 15, 2022. Since its inception in 2017, the BNI PUMK program has
been overseen by the Business Program Division.
The implementation of the PUMK program seeks to provide micro and small businesses with easy access
to capital, while also offering guidance to strengthen their resilience and promote long-term independence.
BNI distributes the PUMK Program through soft loans to current fostered partners, with an administration
fee of 3% per effective year of the loan limit.The loans are distributed in the following forms:
1. Loans to finance working capital and/or purchase of fixed assets in order to increase production and
sales;
2. Special loans to finance the funding needs for implementing fostered partner business activities which
are additional and short-term loans in order to fulfill orders from fostered partner business partners;
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3. Development Expenses: BNI consistently provides guidance to its fostered
a. To finance education, training, internships, partners, who are micro and small business owners,
marketing, promotions, and other matters to help them improve their business governance and
relating to increasing the productivity of achieve better operational standards. By doing so,
fostered partners as well as for studies/ these partners are expected to become key drivers
research related to the Small and Micro of economic growth in their local communities.
Business Funding Program (PUMK);
b. Development expenses are in the form of Based on the Regulation of the Minister of
grants and the maximum amount is 20% of SOEs No. PER-05/MBU/04/2021 dated April 20,
the Partnership Program funds distributed in 2021 concerning the Social and Environmental
the current year; Responsibility Program of State-Owned Enterprises,
c. Development Expenses can only be given to and its amendments, namely the Regulation of the
or for the benefit of fostered partners Minister of SOEs No. PER-6/MBU/09/2022 dated
September 15, 2022, the fostering fund for fostered
Based on the Letter of the Minister of State- partners is part of theTJSL fund distribution program
Owned Enterprises No. S-721/MBU/11/2022 dated that is being implemented. The distribution of this
November 10, 2022, there are directions related fostering fund is directed to increase the capacity of
to the optimization of PUMK funds, namely the fostered partners.
appointment of PT Bank Rakyat Indonesia (Persero)
Tbk (BRI) as the manager of the PUMK Program Information on The Financial Report of The
Cooperation. On this basis, BNI has signed a Micro and Small Business Funding Program
cooperation agreement with BRI as the manager (PUMK)
of the PUMK Program Cooperation, namely In accordance with Article 33, Paragraph 2
Cooperation Agreement No. B.21/MBD/12/2022 of the Regulation of the Minister of State-
and No. SBP/1/018 dated December 13, 2022, Owned Enterprises of the Republic of Indonesia
with a term of 5 (five) years from 2022 to 2027. In No. Per-1/MBU/03/2023 concerning Special
accordance with the direction of the Minister of Assignments and the Social and Environmental
State-Owned Enterprises, the distribution of PUMK Responsibility Program, the annual financial report
will be focused on BRI as the manager of the PUMK of the UMK Funding Program must undergo an
Program Cooperation. audit by a public accounting firm. For the fiscal year
ending December 31, 2025, the audit of the PUMK
Micro and Small Business Guidance Program Program Financial Report was conducted by the
BNI’s fostered partners are micro and small business Public Accounting Firm Rintis, Jumadi, Rianto &
owners who lack technical familiarity with banking Partner (formerly KAPTanudiredja, Wibisana, Rintis
due to limited access to loans. These businesses & Partner and a member firm of the Price water
operate across various formal and informal sectors, house Coopers network).
playing a crucial role in the real economy. It has been
proven that the micro and small business segments IMPLEMENTATION OF SROI FOR BNI
are more resilient to economic crises. BNI aims to BERBAGI PROGRAM
help these fostered partners enhance their business
activities, capital, entrepreneurial mindset, access to To assess the social impact and evaluate the
banking services, business administration, product implementation of the BNI BERBAGI Program, BNI
quality, and market reach. has calculated the Social Return on Investment
(SROI) for its TJSL Program. In 2024, BNI measured
the impact of various programs and projects,
including:
1. Borehole in Gunung Kidul (DIY), Score 3.54
2. BUMN House Bekasi (West Java), Score 2.62
3. Waste Management Program in Bogor (West
Java), Score 2.20
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Special Assignment
As SOE, BNI may receive Special Assignments from BNI Jejak Kopi Khatulistiwa has been running in
the Central Government to carry out public benefit 5 locations, namely Garut Regency (West Java
functions as well as national research and innovation, Province), Rejang Lebong Regency (Bengkulu
in line with the Regulation of the Minister of SOE of the Province), Temanggung Regency (Central Java
Republic of Indonesia No. PER-1/MBU/03/2023 dated Province), Jember Regency (East Java Province) and
March 3, 2023 concerning Special Assignments and Humbang Hasundutan Regency (North Sumatra
Social and Environmental Responsibility Programs Province).
of State-Owned Enterprises.
Referring to the letter DPS/X/1566/2023 dated May
BANKING SERVICES (FINANCING, 23, 2023, BNI is part of the Nusantara Coffee PMO
TRANSACTIONS, AND AGENCIES) IN THE together with SOE and related stakeholders in
COFFEE PLANTATION ECOSYSTEM IN THE the Nusantara coffee & cocoa commodities. This
PMO KOPI NUSANTARA ECOSYSTEM program is an extension of the Social Forestry
Program initiated by BNI since 2017. The Jejak Kopi
Indonesia ranks as the world’s fourth largest coffee Khatulistiwa program is considered aligned with
producing country. The potential for Indonesia to environmental aspects, the proper use of forest land,
become a leading global coffee producer remains financial inclusion, and through its coffee products
highly promising; however, it is challenged by and unique flavors, it has the potential to open up
several factors, including relatively low productivity, opportunities for MSMEs to go global. Through the
suboptimal processing quality, limited value added, synergy of this program, BNI aims to increase coffee
and inefficient land utilization. productivity, which in turn will have an impact on
the welfare of the stakeholders in Indonesia’s coffee
In response to these challenges, BNI introduced ecosystem.
Jejak Kopi Khatulistiwa (BNI JKK), a social forestry
development initiative focused on empowering By the end of 2025, the total distribution of People’s
local communities by establishing a green financing Business Credit (KUR) in the Jejak Kopi Khatulistiwa
ecosystem for farmers and stakeholders within the program is IDR52.1 billion for 379 farmers. The
coffee sector. BNI JKK builds a closed loop financial distribution of Jejak Kopi Khatulistiwa KUR is part of
ecosystem that involves all stakeholders across BNI’s Social Forestry KUR acquisition.
the coffee value chain through three main stages,
namely: FINANCING FOR MSMES THROUGH
1. Digitalization of on-farm, off-farm and online LOW-INTEREST LOANS
market processes to realize UMKM Go Digital;
2. On-farm and off-farm coaching so that an In collaboration with the Indonesian government,
environmentally friendly process occurs to BNI distributes People’s Business Credit (KUR)
realize Go ESG; to support the growth of MSMEs. For the 2025
3. Grading to connect with the international market fiscal year, BNI aims to allocate IDR11.79 trillion
to realize UMKM Go Global, an assessment of for KUR distribution, as outlined in the Letter from
coffee specifications is carried out including the Coordinating Ministry for Economic Affairs
aroma, flavor, after taste, acidity and other of the Republic of Indonesia No. B/KUR/282/
characteristics with the following results: D.I.M.EKON/12/2025 dated December 12, 2025.
a. Garut Regency: Final Score 84,25 (Excellent)
b. Rejang Lebong Regency: Final Score 81,5
(Excellent)
c. Temanggung Regency: Final Score 84,13
(Excellent)
d. Jember Regency: Final Score 78,5 (Very Good)
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To optimize the absorption of the National KUR ceiling and ensure the achievement of BNI’s KUR distribution
targets, it was determined that BNI’s KUR distribution target for 2025 would be IDR11.79 trillion, as
confirmed by the Letter from the Coordinating Ministry for Economic Affairs of the Republic of Indonesia
No. B/ PK.KUR/282/D.I.M.EKON/09/2023 dated December 12, 2025.
The goal of KUR distribution is to assist small entrepreneurs by providing access to capital and fostering
business development. By the end of 2025, BNI has provided KUR financing totalling IDR11.70 trillion,
achieving 99.25% of the contribution target set by the Indonesian Government.
Distribution of KUR per Type of KUR as of December 31, 2025
Maximum Credit Target
Type of KUR Number of Debtors Achievements (%)
(IDR Billion) (IDR Billion)
Supermicro 18 0.18 5 3.50
Micro 6,634 534.11 535 99.83
Small 43,672 11,111.26 11,150 99.65
PMI 1,630 45.41 50 90.82
Specific 29 10.97 50 21.93
Total 51,983 11,701.92 11,790 99.25
KUR Distribution Based on Economic Sector as of December 31, 2024
Economic Sector Number of Debtors Maximum Credit (IDR Billion)
Manufacturing Industry 2,774 621.67
Services 8,749 1,847.89
Trade 32,440 7,528.15
Fisheries 322 69.89
Agriculture 7,698 1,634.33
Total 51,983 11,701.92
HOUSING PROGRAM CREDIT DISTRIBUTION
BNI supports the policy of the Government of the Republic of Indonesia through the distribution of Housing
Program Credit (Kredit Program Perumahan or KPP) as part of the implementation of priority programs
in the housing sector. In 2025, BNI was assigned a KPP distribution target of IDR500 billion on the supply
side and IDR210 billion on the demand side, in accordance with the Letter of the Coordinating Ministry for
Economic Affairs of the Republic of Indonesia No. B/PK.KUR/277/D.I.M.EKON/12/2025.
As of the end of 2025, BNI had disbursed KPP financing on the supply side amounting to Rp498.55 billion,
achieving 99.71 percent of the assigned target, and on the demand side amounting to IDR209.83 billion,
achieving 99.82 percent of the established target.
LABOR INTENSIVE INDUSTRY CREDIT DISTRIBUTION
BNI supports the policy of the Government of the Republic of Indonesia through the distribution of Labor
Intensive Industry Credit (Kredit Industri Padat Karya or KIPK) as part of a financing program to enhance
competitiveness, productivity, and business expansion in industrial sectors that absorb a large workforce.
KIPK is distributed in the form of investment credit and working capital loans with subsidized interest rates.
For 2025, BNI was allocated a KIPK distribution target of IDR300 billion, in accordance with the Letter of the
Coordinating Ministry for Economic Affairs of the Republic of Indonesia No. B/PK.PL/97/D.I.M.EKON/07/2025.
As of the end of 2025, BNI had disbursed KIPK financing amounting to IDR5.53 billion, achieving a contribution
level of 5.5 percent of the established target.
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AGRICULTURAL MACHINERY AND EQUIPMENT BUSINESS CREDIT DISTRIBUTION
BNI supports the policy of the Government of the Republic of Indonesia through the distribution of Agricultural
Machinery and Equipment Business Credit as part of efforts to enhance productivity and efficiency in the
agricultural sector and to support the modernization of national agriculture. In 2025, BNI was allocated an
Alsintan Credit distribution target of IDR25 billion.
As of the end of 2025, BNI had disbursed Alsintan financing amounting to IDR4.7 billion, achieving 18.96
percent of the established target.
MSME ACCELERATION WORKING GROUP
Based on the Decree of the Director General of Strengthening the Competitiveness of Marine and Fishery
Products Number 51 of 2024 concerning the Working Group for Acceleration of Empowerment of Micro,
Small, and Medium Enterprises (MSME) in the Marine and Fishery Sector, the establishment of the MSME
Acceleration Working Group aims to expand access and increase the effectiveness of program credit
distribution in the marine and fishery sector.
COFFEE AND COCOA COMMODITY BUSINESS DEVELOPMENT TEAM
Under the Decree of the Minister of State-Owned Enterprises (SOEs) Number SK-272/MBU/11/2024, a Coffee
and Cocoa Commodity Business Development Team has been established with a mission is to foster an
inclusive and sustainable coffee and cocoa commodity business by facilitating collaboration among various
stakeholders in the supply chain. This collaborative effort aims to secure support for implementing advanced
technologies to enhance productivity, availability, and quality within the sector.
KPR GRIYA FLPP (SUBSIDIZED MORTGAGE)
As part of its support for the national housing financing program, BNI has established cooperation with the
Ministry of Public Housing of the Republic of Indonesia, as stipulated in a Memorandum of Understanding
and an Operational Cooperation Agreement signed on October 25, 2010. This cooperation serves as the
basis for the distribution of the Housing Financing Liquidity Facility (FLPP), under which BNI is mandated to
channel Home Ownership Loans to Low Income Communities (MBR). Government funding support under
the FLPP scheme is realized through the BNI Griya FLPP mortgage product, reflecting BNI’s commitment to
expanding access to affordable and sustainable home ownership.
BNI Griya FLPP represents a tangible manifestation of BNI’s commitment to supporting government
programs in providing housing financing for Low Income Communities (MBR). As of the end of 2025, BNI
had realized the disbursement of BNI Griya FLPP financing amounting to IDR13,490 billion. In order to
encourage broader financing distribution and ensure the achievement of targets by the end of 2025, BNI
implemented several development strategies for BNI Griya FLPP, including the following:
1. To promote the absorption of BNI Griya FLPP, BNI cooperates with developer associations and subsidized
housing developers, and conducts outreach activities in various regions by involving both external and
internal stakeholders.
2. BNI optimizes the marketing of FLPP to payroll customers who meet the criteria for FLPP debtors.
3. BNI provides appreciation or rewards to subsidized housing developers as well as Payroll Customer
Persons in Charge.
4. BNI offers fee relief or discounts on FLPP mortgage costs, including provision and administrative fees.
Laporan Tahunan 2025
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09
ESG
COMMITMENT
BNI 2025 Environment,
Social, and Governance (ESG) 1216
Performance Highlights
BNI 2025 ESG Development
Expectation Setting Meeting 1218
(ESM)
ESG Implementation
1222
Commitment
BNI ESG Risk Management 1225
Persons Responsible for ESG
1228
Implementation at BNI
BNI’s ESG Implementation
1230
Supervision and Evaluation
Implementation of Sustainable
1231
Finance In Subsidiary Companies
ESG Index: BNI Sustainability
1240
Practice Summary
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Environmental,
Social, and Governance (ESG)
Performance Highlights 2025
RATING ESG
01 MSCI 02 Sustainalytics
A
(A) 21,3
(Medium Risk)
Corporate Governance IDX ESG Leaders
03 Perception Index (CGPI) 04
Constituent Index
92.6/100
IDX ESG Leaders
05 IDX KEHATI 06 IDX KEHATI
Constituent Index ESG Quality
ESG Sector Leaders 45 Index
IDX KEHATI
07
Constituent Index
SRI-KEHATI
*
Rating Effective Period: December 2025 – May 2026
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
AWARDS
Silver Award Finance Bank Sector:
Governance Winner
Asia Sustainability
Reporting Awards (ASRA) Katadata ESG Index Awards 2025
Appreciated Diversity Inclusivity Appreciated Circular Economy Most Appreciated
ESG Report ESG Report ESG Report
Investor Daily Indonesia Investor Daily Indonesia Investor Daily Indonesia
Best Literacy for Climate Resilience Sustainability Reporting: ESG Awards 2025 ESG Awards 2025
Best Social Impact Category Governance Category Platinum Category Platinum Category Star Awards -
BEST Innovative Conservation Category Republika Star Awards - Big Cap Green Bond Issuer
Investing on Climate Editors Choice Datatrust | Investortrust Datatrust | Investortrust
Award 2025 Investing on Climate
OTHER AWARDS
Awards Organizer
1. Best Greenship Performance Award Category - New Building Platinum Rating Greenship Award 2025, Green Building
for the BNI Plaza Building Council Indonesia
2. Impact Excellence Awards Category Datatrust | Investortrust
3. Platinum Alignment - Top 100 Indonesia 2025 La Tofi ESG Rating & Sustainibility
Communication Awards 2025, La Tofi
School of Social Responsibility
4. Best Economic in Local Community Indonesia Corporate Sustainability
Award 2025, Olahkarsa & ACEXI
5. Leadership AA – Excellence Leader in ESG Transparency Indonesia ESG Leadership Awards 2025,
Bumi Global Karbon (BGK) Foundation
6. Best Social Impact Category, Investing on Climate Editors Choice Awards 2025 Investing on Climate
7. BEST Innovative Conservation, Investing on Climate Category Editors Choice Investing on Climate
Awards 2025
2025 Annual Report
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Progress in BNI’s ESG
Implementation 2025
ENVIRONMENTAL ASPECTS
a. Financing:
1. BNI’s green financing distribution (KUBL) reached IDR78.0 trillion, or 8.8% of total credit (bank only),
a growth of 6.3% (YoY).
2. Sustainability Linked Loans (SLL) distribution reached IDR6.6 trillion.
3. BNI has allocated 100% of the proceeds from its Environmentally Conscious Bonds issued in 2022. The
funds were allocated to green projects that meet the eligibility criteria for financing and have been
validated by an Environmental Expert through a Second Party Opinion (SPO). This opinion confirms
the positive environmental contributions of these projects. The allocation details for these green
bonds are as follows:
Portion of Allocation
(%)
5.60
1.66 40.16
6.10
Renewable Energy
Green Transportation
2025 Green Building
Waste to Energy and Waste Management
Use of Natural Resources and Sustainable Use of Land
46.48
The following are impacts Green Bonds distribution:
Environmental and Social Impacts
1,626,666
(tCO2eq/year)
Avoided GHG Emission per year
Renewable
Energy
1,771,833
(MWh/year)
Energy produced per year
23,741
(tCO2eq/year)
Avoided GHG Emission per year
Sustainable
Transportation
341,019
Gj
Energy saving per year
7,869
Green Buildings (tCO2eq/year)
Avoided GHG Emission per year
249,976
(tCO2eq/year)
Avoided GHG Emission per year
Waste to Energy and
Waste Management
1,543,090
(Tonne/year)
Total waste recycled
626,342 (tCO2eq/year)
Avoided GHG Emission per year
Sustainable Natural
Resources & Land Use 55,899 (Trees)
Total trees planted in reforestation projects
314,387 (Ha)
Total hectares protected and/or certified
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Practices Governance Responsibility Commitment Statements
Further details on the projects financed b. Financing for the IDR3.6 trillion Jakarta-
through BNI Green Bonds and their reported Bogor-Depok-Bekasi Integrated Rail Transit
environmental impacts are available in the (LRT) mass transportation system.
BNI Green Bond Report 2025. This report can c. Financing for the IDR1.5 trillion a 515
be accessed on the BNI website under the Megawatt (MW) hydroelectric power plant in
Environment, Social, and Governance (ESG) Poso, Central Sulawesi.
https://www.bni.co.id/en-us/company/bniesg. d. Financing for the IDR1.0 trillion renewable
4. Issuance of Sustainable Bonds Phase I of 2025 energy power plant, a Wind Power Plant
with a value of IDR5 trillion as part of a Sustainable (PLTB) with a capacity of 75 Megawatt peak
Public Offering (PUB) with a target fund of up to (MWp), in Sidrap, South Sulawesi.
IDR15 trillion. e. Financing for the IDR184 billion renewable
5. Determination of the NZE Financing Roadmap energy power plant, a Solar Power Plant
for 2060. (PLTS) with a capacity of 25 Megawatt (MW),
6. Calculation of financing emissions using the in Karangasem, Bali.
PCAF methodology for credit portfolios in the
Corporate, Enterprise, Commercial, and Small b. Operations:
Medium Enterprise (SME) segments. 1. Establishment of the 2028 Operational NZE
7. Implementation of the Indonesian Sustainable Roadmap.
FinanceTaxonomy (TKBI) version 2, in accordance 2. Development of an Emissions Management
with OJK directives, in four main sectors: Energy, Platform to Automate Real-Time Operational
Construction & Real Estate (CRE), Transportation Emission Calculations.
& Storage (T&S), and parts of Agriculture, 3. Carbon Emission Calculations Cover Scope 1,
Forestry, and Other Land Uses (AFOLU), Scope 2, and Scope 3 (Operational).
specifically the forestry and oil palm plantation 4. Two BNI Headquarters Buildings have
sectors. The implementation of TKBI version 2 received Green Building Certification: Menara
comes with Technical Assistant for borrowers in Pejompongan BNI with Gold Certification and
these four sectors. Plaza BNI with Platinum Certification.
8. Launch of the first Advisory Playbook for the 5. Installation of 2,200-watt solar panels for
palm oil sector in Indonesia that offers guidance lighting at emergency stairs at Plaza BNI,
for borrowers on the sustainability transition. BSD.
9. Calculation of the Climate Risk Stress Test (CRST) 6. Electricity efficiency through reduced lighting
covering 100% of BNI’s portfolio. By 2025, BNI’s usage at Grha BNI, Plaza BNI, Gedoeng BNI,
CRST has covered its entire credit portfolio. The and Menara BNI.
stress test was conducted in accordance with 7. BNI became the first bank in Indonesia to
the CRMS guidelines issued by the Financial utilize the Investor-Own-Investor-Operate (IO2)
Services Authority (OJK), which had adopted Partnership Public Electric Vehicle Charging
the Network for Greening the Financial System Station (SPKLU) cooperation scheme from
(NGFS) scenario. Transition risk analysis was PLN.
conducted over three time horizons: short-term 8. Implementation of BNI Waste Management
(2025, 2026, 2027), medium-term (until 2030), and with a Zero Waste to Landfill Concept in five
long-term (until 2050). The stress test covered BNI Headquarter buildings. This program
credit, market, operational, and liquidity risks. will be gradually expanded to Regional and
Meanwhile, physical risk analysis was conducted Branch Offices in 2026, starting with pilot
through stress tests on productive loans in the activities at the Bandung Regional Office.
agriculture, forestry, and fisheries sectors under a 9. Development of waste management for
forest fire scenario, and on property loans under electronic waste, which would initially be
a flood scenario over a one-year time horizon. implemented at the Head Office.
10. Strengthening the Risk Acceptance Criteria (RAC)
for 23 industrial sectors for the Corporate and c. Supply Chain
Enterprise segments, 18 industrial sectors for the As a manifestation of its commitment to
Commercial segment, and 10 industrial sectors the environment and responsible business
for the Small and Medium Enterprise (SME) practices, BNI ensures that every vendor/
segment, with ESG aspects. supplier it collaborates with has committed
11. Supporting Energy Transition and Eco Friendly to environmental concerns. In the evaluation
Transportation Projects: process for potential new suppliers, BNI applies
a. Financing for the IDR5.4 trillion 4 x 87.5 environmentally-based criteria that include
Megawatt (MW) hydroelectric power plants compliance with environmental permits, the
(PLTA) in Kerinci, Jambi.
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company’s location adjacent to protected areas, 6. Adopting international security frameworks
and the management of greenhouse gas (GHG) and standards, such as ISO 27001 and the
emissions and waste. National Institute of Standards andTechnology
(NIST), BNI’s foundation for ensuring the
SOCIAL ASPECTS continuity of secure digital banking services
for customers.
a. Human Resources (HR): 7. BNI has established a personal data protection
1. The Employee Engagement Score (EES) management framework in accordance with
indicates that BNI’s employee satisfaction Law No. 27 of 2022 concerning Personal Data
level reached 35% in 2025. This employee Protection, POJK No. 22 of 2023 concerning
engagement score fell under “Good,” Consumer and Community Protection in the
category. indicating employee engagement Financial Services Sector, and PBI No. 3 of
with BNI. 2023 concerning Bank Indonesia Consumer
2. Development and Approval of the Respectful Protection.
Workplace Policy. 8. Implementing a masking process for sensitive
data to protect customer privacy. BNI uses
b. Access to Finance: encryption technology to protect internal and
1. BNI had 217,013 BNI Agen46, with 28,177 customer data, both stored and transmitted,
agents, or approximately 13%, located in to maintain the confidentiality of information
underdeveloped, frontier, and outermost (3T) from unauthorized parties.
areas. 9. BNI conducts regular security audits to assess
2. The Ayo Menabung dengan Sampah Program. the effectiveness of its information security
3. MSME empowerment programs through the system controls.
BNI Environmentally Friendly MSME (BUMI) 10. BNI implements Endpoint Detection and
program, Jejak Kopi Khatulistiwa (JKK), the Response (EDR) to monitor endpoint activity
Fishery Cultivation Village, and others. in real time and respond quickly to security
incidents and potential threats.
c. Privacy & Data Security 11. Network Access Control (NAC) is implemented
1. BNI had a CISO Division tasked with to strengthen network access control and
safeguarding information and enhancing management, prevent unauthorized access,
cybersecurity, integrating people through and ensure connected devices meet BNI
training programs, processes through policy security standards.
development, and technology aspects. 12. Every new product, application, or service
2. BNI has a Supporting Staff Group (SSG) development at BNI has gone through a
that supports the coordination, monitoring, Software Development Life Cycle (SDLC)
and consolidation of the implementation of process that encompasses comprehensive
privacy, cybersecurity, and data protection security controls, including risk assessments,
policies across all BNI work units, as well as design reviews, code reviews, configuration
committees supporting cybersecurity, such reviews, and penetration testing.
as the Risk Management Committee, the 13. BNI regularly conducts security assessments
Technology Management Committee, and the to identify potential application gaps or
Personal Data Protection Steering Committee. vulnerabilities through Penetration Testing,
3. Implementation of a Data Loss Prevention Vulnerability Assessment, and Application
(DLP) mechanism as perimeter security to Security Testing, including Static Application
prevent credential theft and unauthorized Security Testing (SAST) and Dynamic
access to confidential information. Application Security Testing (DAST).
4. Implementation of Threat Hunting by 14. BNI requires a Non-Disclosure Agreement
identifying suspicious activity, cyber-attacks, (NDA) for third parties in any collaboration
and shutting down fake websites that misuses involving customer data, and only transfers
BNI’s name. customer data with the customer’s consent.
5. BNI operates a Fraud Detection System (FDS)
that monitors suspicious transactions on debit
cards, credit cards, and other e-channels.
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15. Implementing regular security awareness GOVERNANCE ASPECTS
sessions to educate employees and customers
about the importance of maintaining the 1. BNI has an ESG Subcommittee under the
confidentiality and security of personal data. Risk Management & Anti-Fraud Committee,
16. BNI operates a Security Operation Center comprised of all members of the Board of
(SOC) that conducts 24/7 security monitoring. Directors and chaired by the Deputy President
Director. ESG aspects are overseen by the Board
d. Consumer Financial Protection of Commissioners.
1. The Customer Satisfaction Survey (CSS) 2. BNI has a dedicated work unit, the Environment,
score in 2025 was 4.43 (on a scale of 1 to 5). Social & Governance (ESG) Division operating
2. The customer complaint resolution rate under the oversight of the Deputy President
in 2025 was 99.9%, with a total of 768,989 Director.
complaints resolved. 3. BNI ESG Policy:
3. Providing training on consumer financial a. The ESG sustainability pillar, which is an
protection. extension of the ESG framework by integrating
the Sustainable Development Goals and BNI’s
e. Supply Chain five pillars of sustainability.
As part of its serious commitment to social and b. The BNI ESG Roadmap, which is a long-
responsible business practices, BNI ensures term work plan (more than 10 years) for
that vendors/suppliers are committed to social implementing sustainability practices at BNI.
aspects when evaluating potential new suppliers This ESG Roadmap will be developed into an
using social criteria, including information on the ESG blueprint with a more comprehensive
absence of child labor, forced labor, freedom from scope.
racial and intergroup discrimination, and equality c. As many as 26,143 BNI employees have
in employee promotion and remuneration. participated in the sustainable finance
competency development program, which is
BNI ensures that its data security management included in the Sustainable Finance Action
system encompasses the protection of supplier Plan (RAKB).
and business partner data, including individual d. Determination of the strategy to achieve Net
personal data, corporate data, and transaction Zero Emissions operations by 2028.
data through an e-procurement system equipped e. Technical Guidelines for Emissions Data.
with information technology security. Personal f. Technical Guidelines for Environmentally
data protection is also applied to suppliers Conscious Business Activities (KUBL).
or partners who hold accounts with BNI in g. SOP for Sustainability Linked Loans (SLL).
accordance with applicable regulations. h. SOP for Solid Waste Management for Head
Office and Regional Offices.
4. The Board of Directors has established KPIs for
ESG performance, which are distributed to Work
Units (Green Loans and ESG Ratings).
For more complete information on sustainable
finance, please see BNI’s 2025 Sustainability Report.
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Commitment to Implementing ESG
ELEVATING IMPACT, EMPOWERING SUSTAINABILITY
BNI prioritizes the implementation of sustainability principles encompassing Environment, Social, and
Governance (ESG) aspects across all areas of its business. This commitment has been further realized
through measureable efforts to fulfill the achievement of the Sustainable Development Goals (SDGs). BNI
believes that sustainability must deliver a positive impact for all stakeholders while simultaneously leaving
a beneficial legacy for future generations. As a business entity primarily owned by the state, BNI continues
to move forward as a leading agent of transformation.
BNI ESG PILLARS & ROADMAP
In 2025, BNI adjusted its ESG Framework into the BNI Sustainability Pillars. The BNI Sustainability Pillars are
built upon three main focuses: Sustainable Finance, Corporate Sustainability, and Inclusion & Resilience,
which encompass the management of economic, social, and environmental risks, including climate change
risks. These Sustainability Pillars are the result of formulating the essence of BNI’s five sustainability pillars
and illustrate BNI’s three primary focuses in sustainability management.
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
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Three Main Focuses of BNI’s ESG Pillars include:
1. Sustainable Finance: How BNI internalizes ESG aspects into its business processes, including credit,
funding, and services.
2. Corporate Sustainability: How BNI internalizes ESG aspects into all of its operations.This strategy includes
the implementation of sustainability practices in daily activities and the bank’s internal governance.
From an environmental perspective, the bank manages its operational carbon footprint through energy
efficiency, process digitalization, waste management, and the responsible use of resources.
3. Inclusion & Resilience: Emphasizing BNI’s role in supporting a just economic transition through the
preparation of an ESG Advisory Playbook for debtors in high-emission sectors, and the alignment of
CSR programs to support the achievement of the SDGs. These three pillars form an integrated strategic
framework in strengthening BNI’s contribution to a sustainable economy and long-term resilience.
Short-Term Focus Medium-Term Focus Long-Term Focus
(2024): (2025-2026): (≥2027):
• Strengthening infrastructure • Strengthening Risk Acceptance Implementation of climate change risk
• Setting NZE and Carbon Budget Criteria (RAC) for debtors management in bank operations
• Strengthening climate change risk
management infrastructure
• Strengthening the Board’s
involvement in LST
• Optimizing data loss prevention
TARGET NET ZERO EMISSION (NZE) BNI f. Collaborating with strategic partners to issue
BNI is committed to achieving Net Zero Emission sustainability products for individuals, such
(NZE) Operations by 2028 and NZE Financing by as issuing environmentally friendly credit
2060. The strategies implemented to achieve these cards in collaboration with WWF and issuing
targets are as follows: credit cards with recyclable raw materials in
1. Sustainable product development, such as: collaboration with AMEX.
a. Launching Sustainability Linked Loans to g. Optimizing the savings program with waste
encourage debtors to implement ESG and to increase student awareness in managing
have a transition map towards green. plastic waste.
b. Distribution of Green Bonds for Green Projects
currently being carried out in 5 sectors, namely 2. Energy Efficiency
Renewable Energy, Environmentally Friendly a. Use of energy-saving technology.
Transportation, Environmentally Friendly b. Arrangement and optimization of the use of
Buildings, Waste Management into Energy AC and lights in office buildings.
and Waste Management, and Sustainable Use c. Use of renewable energy in the BNI Plaza
of Natural Resources and Land Use. Building.
c. Issuance of a five trillion Phase I Sustainability d. Having a green building certified building,
Bond of 2025 as part of a Shelf-Registered namely BNI Plaza Building and BNI Tower.
Public Offering (PUB) with a target fund of up e. Optimization of online media for meetings.
to Rp15 trillion. Further information regarding f. Development of digitalization in BNI’s
BNI’s Sustainability Bond can be accessed in operations and services.
the BNI 2025 Sustainability Report.
d. Development of financing schemes to support 3. Implementation of Net Zero Emission in
and develop environmentally oriented MSME Subsidiaries
ecosystems, such as the Equator Coffee Trail - BNI recognizes that the achievement of Net Zero
Social Forestry and the BNI Environmentally Emissions must be implemented across the entire
Friendly MSME (BUMI) program. business group.To this end, in 2025, BNI will align
e. Financing in the energy transition sector to its Net Zero Emission efforts with those of its
encourage the transition to clean energy. subsidiaries. This initiative began by mandating
subsidiaries to conduct emission inventories
and calculate Scope 1 and 2 emissions. These
steps are also in preparation for the upcoming
implementation of IFRS S1 & S2 in Indonesia.
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4. Increasing Engagement and Awareness with 5. Waste management
Debtors and Customers for the Green Transition In its waste management practices, BNI adopts the
a. BNI is the first bank in Indonesia to issue an Zero-Waste to Landfill (ZWTL) concept, utilizing
Advisory Playbook for the palm oil plantation the 3R method (Reduce, Reuse, & Recycle).
sector. Subsequently, BNI is developing these This approach reflects BNI’s commitment to
Advisory Playbooks for 5 other high-emission reducing operational emissions and optimizing
sectors. These Advisory Playbooks serve as its recycling program for waste generated by
comprehensive guides to assist debtors in BNI buildings. Additionally, it aims to minimize
undergoing a green transition that is well- and eventually eliminate direct waste disposal
directed, measurable, and in accordance with to the Final Disposal Site (TPA). Currently, waste
global standards. management practices have been implemented
b. BNI also conducts TKBI (Indonesian at five BNI Head Office locations: Grha BNI,
Green Taxonomy) Technical Assistance Menara BNI Pejompongan, Gedoeng BNI Kota,
Workshops for debtors in the energy, AFOLU Plaza BNI BSD and DC Slipi.
(Agriculture, Forestry, and Other Land Use),
construction & real estate, and transport & The expansion of program implementation
logistics sectors. These focus on providing to Regional Offices and Branch Offices is
assistance to debtors’ PICs in completing planned gradually in line with the results of
TKBI questionnaires as a form of refreshment the implementation evaluation. The first phase
regarding the TKBI framework. The goal is to of expansion was setting Standard Operating
enhance the understanding of debtors’ PICs Procedures (SOP) for Solid Waste Management
concerning the concepts and objectives of at Regional and Branch Offices through
TKBI, provide technical guidance for accurate cooperation with Waste Banks, MSMEs, or waste
questionnaire completion, and provide an management vendors..
interactive forum for discussion, Q&A, and
the resolution of technical constraints faced
by debtors’ PICs.
c. BNI organizes BEST Events specifically for
high-emission sectors such as energy, palm
oil plantations, mining, and others. This forum
is intended as an educational and experience-
sharing platform to encourage debtors to
develop transition roadmaps aligned with
government policies and Indonesia’s NZE
targets.
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BNI ESG Risk Management
The Bank implements integrated Environmental, ESG risk management in credit is implemented
Social, and Governance (ESG) risk management throughout the end-to-end credit process. This
as part of its comprehensive risk management process begins with the determination and evaluation
framework to support business sustainability and of Risk Acceptance Criteria (RAC), which cover
long-term resilience. ESG risk management includes climate change mitigation and adaptation, Human
the identification, measurement, monitoring, Rights, and Occupational Health and Safety (OHS/
and control of risks that could potentially affect K3) as part of pipeline management. Furthermore,
the Bank’s financial performance, reputation, the results of the risk analysis and mitigation of ESG
and compliance, including climate risks that are aspects serve as the basis for determining credit
becoming increasingly material as the impact of terms and conditions, followed by continuous credit
climate change on the financial sector grows. monitoring, including the fulfillment and realization
of required ESG aspects. Additionally, ESG risk
The identification and measurement of ESG risks management is also conducted through financing
are conducted, in part, through the implementation exposure arrangements by applying Loan Exposure
of the Climate Risk Stress Test (CRST). BNI has Limits (LEL), particularly for high-emission sectors.
conducted the CRST on 100% of its loan portfolio by This policy serves as an anticipatory measure and
referring to the Climate Risk Management System a means to manage potential credit concentration
(CRMS) issued by the OJK, which adopts the Network risks.
for Greening the Financial System (NGFS) scenarios.
Through the CRST, BNI can identify the potential ESG risk monitoring is performed through periodic
impact of climate risks on debtor performance, evaluations of the financing portfolio, including
including decreased cash flow, increased probability monitoring debtor performance in sectors with high
of default, and the implications for asset quality. ESG risk levels. Any indication of an ESG violation
will undergo further evaluation to assess the cause,
In the CRST, transition risk analysis is conducted materiality level, and potential impact on credit
across three time horizons: short-term (2025, 2026, quality and the bank’s risk exposure.
2027), medium-term (up to 2030), and long-term
(up to 2050). The stress test covers credit, market, Based on these monitoring results, BNI can
operational, and liquidity risks. Meanwhile, physical implement proportional corrective actions, ranging
risk analysis is conducted through stress tests on from providing improvement deadlines, adjusting
productive loans in the agriculture, forestry, and financing terms, temporary suspension of credit
fisheries sectors under forest fire scenarios, as facilities, and postponement of new financing
well as on property ownership loans under flood processes, to requests for loan repayment. This
scenarios within a one-year horizon. mechanism ensures that ESG risks are managed
systematically, documented, and aligned with
At the control stage, the Bank implements ESG credit policies, prevailing regulations, and good
risk mitigation measures integrated into policies, governance principles.
procedures, and business processes. Control is
exercised through the application of ESG due
diligence in the financing process, the determination
of sustainability requirements and clauses, exposure
limits on high-risk sectors, and the strengthening of
coordination between the risk management function
and business units.
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PIPELINE MANAGEMENT CONSIDERING ESG
BNI’s Risk Management Flow can be explained through the following chart:
Pipeline Management Flow
1 2 3 4 5
Pre-Screening Risk Business
Lead Generations (Solicit, Prospect & Acceptance Acceptance Pipeline
(Market Insight) Pre Screening) Criteria (RAC) Committee Monitoring
Search for prospects Pre-screening & RAC per Industrial
through: character checks Sector included in
• Transaction Data Reduce unqualified “Appetite”
• Referral leads from the start Stricter RAC per
• Coldprospect Industrial Sector
• Personal Contacts included in
Pay attention to “Limited/No
• Priority sector Climate Risk per Appetite”
industry associations regional:
• Recognize the
potential for RAC that takes
into account
disaster Environmental,
• Priority for Social & Governance
increasing portfolios aspects
outside potential
disaster areas
(geographical,
geological,
hydrological and
demographic)
PIPELINE MANAGEMENT MECHANISM 4. The credit committee will analyze the debtor/
THAT CONSIDERS LST ASPECTS potential debtor, including all risks and risk
mitigation, before deciding to approve or reject
1. The initial screening process focuses on credit, including issues related to LST. The Credit
identifying potential prospects that meet BNI’s Committee is structured in a hierarchical manner
sustainability criteria, such as climate risks and according to the authority to make decisions, up
the likelihood of natural disasters in specific to the Board of Directors.
regions. Additionally, this process ensures 5. Pipeline Monitoring:
that businesses are not involved in activities Periodically, the Business Unit will monitor
prohibited by the government, including through a watchlist system and assess the
violations of local community rights, forced debtor’s rating. If violations of the LST aspects
labor, child exploitation, human rights abuses, are found, BNI will verify with the relevant parties
and other regulatory breaches. and can adjust the debtor’s rating if it is proven
2. Moreover, BNI aims to select businesses that the debtor does not meet the established
operating in sectors that have embraced LST aspects. In the event that evidence of
sustainable financial principles or have prioritized a violation is found, BNI may implement
ESG factors in their operations, even though proportional corrective actions, ranging from
this implementation is still a work in progress providing improvement deadlines, adjusting
and being gradually improved. Based on these financing terms, temporary suspension of credit
factors, BNI classifies industrial sectors into facilities, and postponement of new financing
three categories: Appetite, Limited Appetite, and processes, to requests for loan repayment. This
No Appetite. mechanism ensures that ESG risks are managed
3. In an effort to support pipeline management, BNI systematically, documented, and aligned with
has strengthened the Risk Acceptance Criteria credit policies, prevailing regulations, and good
(RAC) to 23 (twenty-three) industrial sectors for governance principles.
the corporate segment, 18 (eighteen) industrial
sectors for the commercial segment and 10
(ten) industrial sectors for the retail productive
segment.
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IMPROVEMENTS IN ESG RISK d. Implementing debtor classification based on the
MANAGEMENT Indonesian Sustainable Finance Taxonomy (TKBI)
Version 2 in accordance with OJK directives,
In 2025, BNI continued to make improvements and conducted across 4 main sectors: Energy,
refinements to Risk Management regarding ESG Construction & Real Estate (CRE), Transportation
aspects, including: & Storage (T&S), and parts of Agriculture, Forestry
a. BNI has identified high-emission sectors within and Other Land Uses (AFOLU)—specifically the
the credit portfolios of the Corporate, Enterprise, forestry and palm oil plantation sectors.
Commercial, and Small Medium Enterprise e. Expanding the scope of the CRST implementation;
segments. For these high-emission sectors, BNI whereas in 2024 the CRST only covered 50% of
manages the portfolio through Loan Exposure the credit portfolio, by 2025 the CRST covered
Limits (LEL) in each respective industry. BNI’s entire credit portfolio.
b. Strengthening the Risk Acceptance Criteria to f. Conducting the identification of climate-related
cover 23 sectors for the Corporate & Enterprise risks and opportunities as part of the preparation
segment, 18 sectors for the Commercial segment, for the implementation of PSPK 1 and 2.
and 10 sectors for the Small Medium Enterprise
(SME).
c. Strengthening the methodology for calculating
BNI’s financed emissions using the PCAF
(Partnership for Carbon Accounting Financials)
methodology for the Corporate, Enterprise,
Commercial, and Small Medium Enterprise
credit portfolios.
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Person in Charge of LST
Implementation at BNI
BNI has a dedicated body responsible for the implementation of ESG aspects: the Environment, Social, and
Governance (ESG) Subcommittee. This subcommittee was formed by the Board of Directors through its
Decree No. KP/484/DIR/R dated October 26, 2021 and was later updated based on Decree No. KP/454/DIR/R
dated September 10, 2025. The ESG Subcommittee operates under a Board-level Committee, specifically
the Risk Management & Anti-Fraud Committee. The membership structure of the ESG Subcommittee is as
follows:
Chairman Deputy President Director
Vice Chairman Risk Management Director
Secretary Enterprise Risk Management Division Head (concurrently as permanent non-
voting member)
Permanent Members at the Director 1. Finance & Strategy Director
Level and SEVP (Voting Member) 2. Corporate Banking Director
3. Treasury & International Banking Director
4. Institutional Director
5. Commercial Banking Director
6. Consumer Banking Director
7. Network & Retail Banking Director
8. Operations Director
9. Information Technology Director
Permanent Members at the Director Human Capital & Compliance Director
Level (Non-Voting Member)
Permanent Members at the Division/ 1. Enterprise Risk Management Division Head
Unit Level (Non-Voting Member) 2. Operational Risk Management Division Head
3. Corporate Credit Risk Division Head
4. Enterprise Credit Risk Division Head
5. Commercial Credit Risk Division Head
6. Corporate Planning & Performance Management Division Head
7. Investor Relations Division Head
8. Subsidiaries Management Division
9. Procurement & Fixed Assets Division
10. Corporate Banking 1 Division Head
11. Corporate Banking 2 Division Head
12. Corporate Banking 3 Division Head
13. Corporate Banking 4 Division Head
14. Syndication & Structured Finance Division Head
15. Enterprise Banking Division 1 Division Head
16. Enterprise Banking 2 Division Head
17. Commercial Banking 1 Division Head
18. Commercial Banking 2 Division Head
19. SME Business Division Head
20. Business Program Division Head
21. International & Financial Institutions Division Head
22. Treasury Division Head
23. Consumer Product Division Head
24. Card Business Division Head
25. Agen46 Division Head
26. Compliance Division Head
27. Policy Governance Division Head
28. Human Capital Strategy Division Head
29. Human Capital Services Division Head
30. BNI University Division Head
31. Corporate Secretary Division Head
Non-permanent Members Director/SEVP/Division/Unit Head related to the discussion topic
(Non-Voting Member)
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The ESG Subcommittee has the following duties Meanwhile, the management of sustainability
and responsibilities: aspects, including climate risk, is part of the
1. Prepare Environmental, Social & Governance responsibility of all work units under the supervision
management policies and strategies and their of the Board of Commissioners and the Board
changes; of Directors. To ensure the implementation of
2. Identify potential LST risks that have an impact sustainability governance and the oversight of
on both BNI and BNI stakeholders; sustainable finance implementation, BNI has a
3. Monitor the implementation of sustainable specialized work unit, namely the Environmental,
financial strategies; Social & Governance Division. The Environmental,
4. Monitor, evaluate, and provide recommendations Social & Governance Division has the following
on the results of BNI’s LST assessment; primary duties:
5. Evaluate the implementation of LST strategies in 1. Implement all development, creation, and
all BNI business lines. execution activities for strategies, frameworks,
6. Coordinate between units to formulate objectives and policies related to BNI’s ESG blueprint
and implementation guidelines for the TJSL and roadmap, including its alignment with
Program; the BNI Group to achieve the goals set by BNI
7. Conduct mapping and development of the BNI Management;
TJSL Program; 2. Develop strategies and communication
8. Perform evaluations of the implementation of the management to support ESG implementation
BNI TJSL Program. across all units in BNI and the BNI Group;
3. Prepare ESG-related reports for both internal and
external parties in accordance with applicable
regulations;
4. Manage the BNI-wide ESG portfolio and provide
advisory and consultancy activities related to
the implementation of sustainability, ESG, and/
or energy transition to debtors, in coordination
with relevant business units;
5. Establish cooperation and maintain good
relations with government/non-government
institutions, educational bodies, rating agencies,
associations, and other organizations to support
the achievement of BNI’s ESG targets and
development.
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Supervision and Evaluation of BNI’s
LST Implementation
LST risk management in BNI’s environment can be seen in the following image:
Board of Commissioners
Oversees the progress of business strategies that have been aligned with climate management commitments
Board of Directors
Formulates and updates business strategies aligned with climate management commitments
Supervision
ESG Subcommittee under the Risk Management and
Vice President Director
Anti-Fraud Committee
Serves as the Director responsible for the ESG function
Formulating, implementing, and monitoring
and acts as the Chairperson of the ESG Subcommittee
ESG policies and strategies, including climate risk
ESG Division
Risk Management
Coordinates across Operations Division Business Divisions
Division
divisions regarding Supports the integration Support the integration of
Supports the integration
climate risk and ESG of climate risk and ESG climate risk and ESG into
of climate risk and ESG
issues, and reports directly into the Bank’s daily the Bank’s business and
into the overall risk
Management to the Vice President operations
management framework
services
Role Director
Internal Audit
Oversees financial reports related to the financial impact of climate and ESG risks and opportunities
managed by all divisions
The monitoring and evaluation of BNI’s ESG implementation are conducted by the Board of Directors and
the Board of Commissioners to ensure the implementation of good governance, encourage responsible
business practices, and prioritize prudence in risk management across all work units.In terms of ESG risk
oversight, the Board of Commissioners monitors the progress of business strategies aligned with climate
management. The Board of Directors, through the Deputy President Director and the ESG Subcommittee,
plays a role in formulating, implementing, and monitoring sustainability policies and practices at BNI.
In the ESG management process, sustainability practices are executed across various divisions, including
the ESG Division, Operations Management Division, Risk Management Division, and Business Management
Division. The internal control function for sustainability practices is carried out by Internal Audit.
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IMPLEMENTATION OF
SUSTAINABLE FINANCE IN
SUBSIDIARIES
The implementation of sustainable finance in BNI’s subsidiaries has been carried out by preparing and
submitting a Sustainable Finance Action Plan (RAKB) to the Financial Services Authority (OJK).
PT BNI Multifinance
In 2025, PT BNI Multifinance has planned and begun implementing sustainable finance activities as outlined
below:
A. Environment
From an environmental perspective, the Company has implemented the following initiatives:
1. Financing eco-friendly motor vehicles in the form of battery-powered electric vehicles.
Booking Realization
2024 2025
Tipe Kendaraan Listrik
Unit Unit
Electric Vehicle (EV) 469 472
Hybrid 768 690
Total 1,237 1,162
Realized financing (bookings) for electric vehicles in 2025 reached 40.6% of total new bookings, an
increase from 37.9% in 2024.
2. Use of electric vehicles as operational vehicles in companies.
3. Energy-saving initiatives in the office environment, such as turning off air conditioners (AC), efficient
electricity use, efficient paper use (paperless office), and minimizing the use of bottled water in the
office environment.
4. In line with the Financial Services Authority (OJK) directive that the multifinance industry support real
sector growth, the portion of financing to the productive sector increased from 21% (2024) to 27% of
the total financing portfolio in 2025.
B. Sosial
From a social perspective, the company has implemented the following:
1. Developing internal company capacity through RAKB socialization
Participation in training and socialization in 2025 includes:
Training Name Type Date Organizer
Sustainability Accounting and Reporting in the Financial Services Webinar March 6, 2025 OJK
Dissemination and Socialization of the Guidelines for Access to On line April 22, 2025 OJK
Financial Services for Empowered Persons with Disabilities (SETARA
Guidelines)
Training Program for Preparing Sustainable Financial Plans (RAKB) Offline April 23-24, 2025 LPPI
Socialization of Whistle Blowing System (WBS) Procedures. On line May 21, 2025 BNI Finance
Socialization of Self-Assessment on Compliance with Consumer and On line July 17, 2025 OJK
Community Protection Provisions in the Financial Services Sector.
Discussion of the Study on Sustainable Finance Product Development. On line September 17, 2025 OJK
Risk Appetite and Risk Culture: Key Pillars in Strengthening Risk Webinar October 9, 2025 OJK
Management in the Financial Sector.
Policies and Procedures on Gratification Control On line October 30, 2025 OJK
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2. Improving employee competence through Financing Professional Certification
Certification Status Total Percentage (%)
Uncertified 21 7.1%
Certified 273 92.9%
Total 294 100.0%
Certification Status
Number of Certifications Total
Uncertified Certified
Audit 5 16 21
Managerial 14 102 116
Collection 2 155 157
Total 21 273 294
3. Social activities for the environment and b. Establishing an Enterprise Risk
community: Management (ERM) Division overseeing
The company continuously carries out social the ERM and ORM Departments.
activities, including providing assistance to c. Establishing an Operational Risk
orphans and the underprivileged around Management (ORM) Department. During
its Headquarters in the Karet Kuningan area 2025, the ORM Department conducted
of South Jakarta. In addition, the company RCSA (Risk Control Self-Assessment)
regularly donates sacrificial animals through activities in 52 branches, covering branch
the MNC Peduli program. activities from application entry to portfolio
4. The company is committed to protecting entry (Go Live) as well as collection
customer and company personal data activities.
in accordance with legal requirements. 3. Updating and improving the governance
In this context, the company obtained policies of the Committees under the Board of
ISO 270001:2022 certification in 2024. It Directors
successfully maintained this ISO 270001:2022
certification in 2025. PT BNI Sekuritas
5. To increase public understanding of financial
products, the company actively participates in BNI Sekuritas has developed a Sustainable Finance
financial literacy activities, collaborating with Plan with three main focuses: the development of
universities, and through various events held sustainable financial products and services, capacity
by its partners and parent company. building related to internal awareness of sustainable
finance, and the integration of ESG aspects through
C. Governance organizational adjustments, risk management,
To support the implementation of the RAKB, governance, and standard operating procedures.
the company has strengthened and refined the
existing framework throughout 2025, including: BNI Sekuritas has implemented a number of
1. Strengthening the role of the Board of sustainable finance activities planned for 2025,
Commissioners in overseeing the Board of including:
Directors’ policies, GCG implementation, 1. Sustainable Participation in IDX Carbon
risk management, and compliance through As a manifestation of its commitment to the
committees and directly through regular transition to a low-carbon economy, BNI Sekuritas
Board of Commissioners meetings. strengthened its participation in the Indonesian
2. Adjusting the organizational structure to Carbon Exchange (IDX Carbon) by adding 6,250
strengthen the control function, including: carbon units on January 12, 2025, bringing its
a. Establishing a Risk Management total ownership to 46,250 carbon units. This step
Directorate led by the SEVP of Risk and a reflects the Company’s consistent support for
Collection Directorate led by the SEVP of the national policy of reducing greenhouse gas
Collection. emissions, achieving the NZE target, as well as
the national and BNI Group emission reduction
targets. This active participation also strengthens
BNI Sekuritas’ position as a sustainability-
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oriented capital market player and supports the investment sector, with a total issuance value of
development of a transparent, credible, and IDR25.7 trillion. In line with BNI Group policy,
integrated domestic carbon trading ecosystem. BNI Sekuritas is committed to being a catalyst
for the development of a green ecosystem in
2. NZE Contribution and Community Empowerment the Indonesian capital market by connecting
Through Mangrove Conservation business actors to green funding sources, while
BNI Sekuritas implemented an environmental simultaneously strengthening the Company’s
initiative in the form of a mangrove forest reputation as an adaptive, responsible, and long-
conservation and rehabilitation program in term sustainability-oriented financial institution.
Cilacap, Central Java, on March 20, 2025, as an
effort to mitigate climate change and preserve 5. Sustainable Finance Training
the ecosystem. In collaboration with Fairatmos As a manifestation of its ongoing commitment
and the Jaga Wana Segara Cooperative, this to strengthening internal capacity and employee
program included the planting of 3,000 mangrove understanding of sustainable finance principles,
seedlings, which not only function as ecosystem BNI Sekuritas held an internal training program
restoration but also have carbon economic titled “BNI Sekuritas Sustainable Finance 2025
value. This initiative prioritizes local community – Empowering Business Towards a Greener
empowerment through active involvement in Future” online on September 4, 2025, in
the nursery, planting, and monitoring processes, collaboration with the Center for Environmental,
thereby creating a sense of ownership and Social, and Governance Studies (CESGS) at
sustainable economic opportunities. Through Airlangga University. This training was attended
this program, BNI Sekuritas affirms its strategic by 225 employees from the Head Office and
role in supporting the transition to a low-carbon all BNI Sekuritas outlets and was designed to
economy and contributing to the achievement of improve literacy and capacity in the integrated
the national target of reducing greenhouse gas application of ESG principles across all business
emissions and the Sustainable Development lines and operations. The training material
Goals (SDGs). covered global and regional sustainable finance
trends, the increasing market demand for green
3. Participation in the BNI Group’s Earth Hour 2025 financial products, the role of product innovation
Program and sustainable investment, and areas for
As part of the BNI Group, BNI Sekuritas improvement in integrating sustainability into
participated in the Earth Hour 2025 Program, BNI Sekuritas’ business strategy.
which was held on March 21, 2025, involving
its Head Office (Indofood Tower and IDX Tower) 6. #SiPalingHijau Internal Program
and several outlets. This participation reflects BNI Sekuritas launched an environmentally
the Company’s commitment to energy efficiency friendly human resources (HR) program aimed
and environmental preservation, in line with at encouraging and rewarding all BNI Sekuritas
its sustainability strategy and implementation employees to actively use low-emission public
of ESG principles. This initiative also supports transportation. This program aims to foster more
increasing awareness among BNI Sekuritas sustainable transportation habits, both for daily
employees and stakeholders regarding greener commuting and attending meetings.This initiative
and more responsible operations, and is part of will be implemented from October 6–17, 2025,
the implementation of the RAKB (Sustainable as a concrete step by the company to support
Finance and ESG) and supports the BNI Group’s climate change mitigation efforts. Furthermore,
NZE targets. to increase participation and enthusiasm among
all BNI Sekuritas employees, the company is
4. Sustainable Finance and ESG-Based Investment providing special recognition to participants
Assistance with the highest points, who will receive prizes
Through its Investment Banking Business for their contributions to supporting sustainable
Sector, BNI Sekuritas plays an active role in the mobility.
development of a sustainable capital market
as an underwriter and strategic partner for the 7. Energy and Emissions Management
issuance of sustainable finance and ESG-based As an ongoing commitment to supporting
investment instruments. Throughout 2025, the the BNI Group’s NZE directive, BNI Sekuritas
Company will be involved in issuing various has resumed its implementation of energy
green, social, and sustainable investment consumption monitoring across a number of the
products to support the financing of projects with Company’s operational activities. This ongoing
positive impacts on the environment and society effort includes recording energy consumption
and to strengthen its position in the sustainable at the BNI Sekuritas Head Office, including
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electricity usage, operational vehicle fuel usage, These achievements demonstrate the company’s
and paper usage. This effort aims to obtain consistent commitment to strengthening
accurate baseline data as a basis for planning governance and operational integrity, which
energy efficiency programs and reducing carbon was recognized through its award as a Trusted
emissions. Company at the 2024 Corporate Governance
Perception Index (“CGPI”).
In addition, the company has begun documenting
data on air travel by the Board of Commissioners, PT BNI Life Insurance
Directors, and employees.This information will be
used to calculate the carbon footprint of air travel BNI Life Insurance has implemented a number of
activities. Through this initiative, BNI Sekuritas sustainable finance activities planned for 2025,
affirms its commitment to sustainable finance including:
principles and environmental responsibility, 1. Improving operational efficiency by accelerating
in line with the company’s vision to become a the digitalization of business processes and
financial institution that significantly contributes customer services (e-policy, bPOS, Mobile
to achieving national sustainability targets. DigiClaim), supported by integrated risk
management and the implementation of
8. Implementation of Corporate Social sustainable investments;
Responsibility (CSR) Programs 2. Continuously developing employee capabilities
BNI Sekuritas is committed to supporting through structured development programs and
sustainable development through collaboration strengthening the implementation of a superior
with strategic partners. Together with Karya and performance-oriented corporate culture;
Salemba Empat (“KSE”), the Company runs 3. Implementing a sustainable finance training
a social responsibility program in the form of program with a total of 859 employees;
scholarships, financial literacy, and internship 4. Implementing sustainable social, environmental,
opportunities for students to increase the and literacy programs through natural disaster
capacity of the younger generation and promote relief initiatives, supporting the construction and
educational inclusion and financial literacy. improvement of religious facilities, social and
Furthermore, BNI Sekuritas collaborates with health assistance, improving access to education,
Cemara Paper in a recycling program for used and environmental preservation;
paper, which is processed into valuable products 5. Expanding the penetration of productive credit
for people with disabilities, as a manifestation life insurance in the MSME segment through
of environmentally friendly practices and targeted and collaborative marketing programs
sustainable social empowerment. to support financial inclusion and sustainable
business growth;
9. Improving Governance and Management 6. Conducting regular organizational evaluations
Systems and improvements through comprehensive
BNI Sekuritas consistently strengthens its business process reviews and strengthening
commitment to implementing GCG principles, digitalization to support operational effectiveness
including through the implementation of the and the management of sustainable finance
Personal Data Protection Law (“PDP Law”) activities;
and enhancing cybersecurity throughout 7. Consistently implement Good Corporate
the company. The company also conducts Governance by strengthening the principles of
surveillance audits of several internationally transparency, accountability, and compliance
certified management systems, including those with all applicable provisions and regulations;
certified by the International Organization for 8. Implement the Road to Zero Emissions program
Standardization (“ISO”): by increasing efficiency and controlling carbon
• ISO 37001:2016 Anti-Bribery Management emissions in Scope 1 (operational use of freon
System (“ABMS”); and fuel) and Scope 2 (electricity consumption),
• SO 27001:2013 Information Security along with reducing plastic and paper waste, and
Management System (“ISMS”); and optimizing water use efficiency.
• ISO 22301:2019 Business Continuity
Management System (“BCMS”).
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Usage
Description
2024 2025
Electricity:
Centennial Tower 1,160,892 kWh 867,673 kWh
BNI Life Building, KS. Tubun 713,809 kWh 767,791 kWh
Total Electricity 1,874,701 kWh 1,635,464 kWh
Water:
Centennial Tower 500 m3 263 m3
BNI Life Building, KS. Tubun 5,080 m3 7,286 m3
Total Water 5,580 m3 7,549 m3
Paper 1,832,789 Sheets 1,532,459 Sheets
Plastic Already implemented for 30 rooms. Already implemented for 30 rooms.
PT Bank Hibank Indonesia the development of its sustainable portfolio while
strengthening its financing disbursement strategy
In 2025, in line with the RAKB implementation that supports the transition to a sustainable
strategy, hibank Indonesia focused on increasing economy.
its financing portfolio, investments, or placements
in financial instruments or projects aligned with the In addition to financing disbursement, hibank
implementation of Sustainable Finance, supported also optimizes fund management by investing in
by activities such as: investment instruments based on sustainability
1. Advanced human resource development; principles, including green bonds and mutual funds
2. Increasing the portfolio of credit disbursement with sustainability criteria. This step reflects hibank’s
to KUB (Small Business Units), placement in commitment to supporting green financing while
sustainable bonds, and sales of Sri-Kehati index expanding its contribution to the development of
mutual funds; sustainable financial markets.
3. Supervision and reporting in accordance with
regulatory requirements; The following are initiatives in the sustainable
4. Developing a business management system that finance aspect that have an environmental impact:
integrates social, environmental, and governance • hibank is committed to continuously increasing
components into risk management; and its financing portfolio for Sustainable Business
5. Piloting debtor mapping based on TKBI criteria. Activities (KKUB). The loan portfolio for KKUB
As part of its sustainable finance implementation, has increased compared to the previous year.
hibank consistently strengthens the integration • The KKUB portfolio mapping is conducted
of environmental, social, and governance using a methodology that adheres to regulatory
aspects into its business activities. These efforts requirements through a sampling approach of
are carried out through the development existing debtors.
and implementation of internal policies and • hibank continuously develops fund placements
guidelines that serve as references for managing in sustainability-based investment instruments,
sustainability risks, particularly in credit, including sustainable bonds and the Sri-Kehati
financing, and sustainable financial products Index mutual fund.
and services. This integration aims to ensure that • Funding support is provided through credit
hibank’s business processes are aligned with facilities for the Sustainable Business Activity
prudent principles and support long-term value Category (KKUB), which consists of eight
creation. categories of Sustainable Business Activities,
including MSMEs.
Environmental Aspect
hibank continues to encourage the continuous
improvement of its financing portfolio for
Sustainable Business Activities (KKUB). The KKUB
portfolio mapping is conducted using a methodology
established by the regulator, using a sampling
approach to existing borrowers. The results of this
mapping serve as the basis for hibank to monitor
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As part of strengthening environmental impact Scope 3 emissions are emissions not directly
management, hibank is gradually measuring and generated by company activities. Currently, the
managing greenhouse gas emissions. hibank has Scope 3 emissions calculated by hibank include
calculated and inventoried Scope 1 and Scope 2 financed and non-financed emissions. Financed
emissions data from operational activities, referring emissions are emissions arising indirectly from
to the Intergovernmental Panel on Climate Change financing activities or the provision of credit
2006 (IPCC-2006) standards and using national by hibank to debtors. Non-financed emissions,
emission factors sourced from Bank Indonesia’s currently calculated only include business travel and
Green Calculator for 2025. employee commuting.
Furthermore, hibank has developed a methodology Scope 3 emissions, in the form of financed
and calculated Scope 3 emissions, referring to the emissions, are used as the basis for calculating the
BUKU 3 Carbon Emission Calculation Method for Climate Risk StressTest (CRST), which was submitted
Climate Risk Management and Scenario Analysis to the Financial Services Authority (OJK) in August
(CRMS) for 2024, provided by the Financial Services 2025 to assess the potential impact of climate risk
Authority (OJK). Emission calculations, in accordance on the hibank’s portfolio. In line with this effort,
with the BUKU 3 Carbon Emission Calculation the calculation of non-financed emissions from
Method for CRMS for 2024, use the methodology business travel and employee commuting activities
developed by the United Nations Framework is expected to complement the scope of the hibank’s
Convention on Climate Change (UNFCCC). emission measurement in a more comprehensive
manner and support the strengthening of risk
management strategies and the implementation of
sustainable finance.
In addition, hibank also makes calculations on electricity, water and paper resources, as shown in the
following table:
Electricity, Water, and Paper Usage at the Head Office (formerly KP Tomang and New KP Rajawali Place)
Component Unit 2023 2024 2025 YoY Growth
Electricity kWh 1,204,620 551,435 792,679
Water Cubic 7,096 3,573 4,959
Paper Rim 2,410 1,896 1,535
- Size A4 Rim 2,327 1,864 1,530
- Folio Size Rim 83 32 5
In 2025, the use of electricity, paper, and water resources at the hibank Head Office was recorded as follows:
1. Electricity usage in January-December 2025 averaged 792,679 kWh, a 44% increase from 551,435 kWh in
January-December 2024;
2. Clean water usage in January-December 2025 averaged 4,959 cubic meters, a 39% increase from 3,573
cubic meters in January-December 2024;
3. Paper usage in January-December 2025 was 1,535 reams, a 19% decrease from 1,896 reams in January-
December 2024.
Social Aspect
In terms of social aspects, hibank consistently implements a series of sustainable actions, including:
1. hibank supports the empowerment of the MSME ecosystem by collaborating with several parties to
organize MSME digital markets, including:
• hibank Digital Market MSME Xtra Ordinary Food Festival at Blok M Square, DKI Jakarta, April 4-13,
2025;
• hibank Digital Market MSME Bantul, held at Sultan Agung Stadium, Bantul, Yogyakarta, April 15-20,
2025; and
• Bazaar MSME Semarak Merdeka, held at the South Jakarta Mayor’s Office, DKI Jakarta, August 5-7,
2025.
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2. hibank has consistently distributed funding to the as calculating and reporting emissions data. To
MSME community through a channeling scheme implement this commitment, hibank has issued
through fintech platforms focused on MSMEs. internal provisions in Company Guidelines
• hibank organized “Jumpreneur,” which is No. 2.2.1.0/R.00/PP/XII/2025 dated December
intended to provide employees with the 29, 2025, concerning Emission Calculation
opportunity to gain experience as MSME Procedures.
entrepreneurs and provides space for MSMEs
by opening food and beverage stalls every • In 2025, hibank issued Directors’ Decree Number:
weekday at the Head Office. This activity 27.03/S.Kep.Dir-EOR/III/2025 concerning the
involved 53 MSMEs and successfully recorded Environmental, Social and Governance (ESG)
a total sales turnover of IDR336,189,199 from Sub-Committee of PT Bank Hibank Indonesia on
January to December 2025. March 27, 2025. The objectives of establishing the
ESG Sub-Committee include strengthening the
3. hibank consistently maintains a positive quality of infrastructure projects supported or
work culture through the application of the financed by the bank, maximizing environmental,
principles of Diversity, Equity, Inclusivity, social, and governance benefits and preventing
and Belonging (DEIB) throughout its people negative impacts on society and the environment,
lifecycle management, encompassing HR and strengthening hibank’s capacity to manage
management from recruitment and development ESG and providing guidance for the development
to performance and talent management. As part of ESG procedures.
of its sustainable people lifecycle management,
hibank actively listens to employees through an • hibank has developed a Climate Risk
Employee Engagement Survey, which serves as Management & Scenario Analysis (CRMS) to
a strategic feedback moment. The survey results build an understanding of climate risks, data,
serve as the basis for hibank to take targeted governance, and scenarios. Furthermore, the
improvement measures, particularly in terms of Bank calculated the impact of climate risk
employee development. through Climate Risk Stress Testing (CRST) with
100% portfolio coverage and submitted the CRST
4. hibank has provided competency development results to the Financial Services Authority (OJK)
to employees through training totaling 25,916.97 by the end of August 2025. Through this initiative,
hours of training, or an average of 48 hours per hibank mapped various climate scenarios,
employee. both physical and transitional, to assess how
extreme conditions, regulatory changes, or shifts
Governance Aspect in market preferences could impact portfolio
In terms of Sustainability Governance, hibank quality, risk profiles, and operational continuity.
has undertaken various initiatives related to
sustainability, including: PT BNI Modal Ventura
• hibank has issued Company Guidelines
No. 2.2.0.0/R.00/PP/VIII/2024 concerning the BNI Ventures has implemented a number of
Environmental, Social, and Governance (ESG) sustainable finance activities planned for 2025,
Policy, which serves as the primary reference including:
for developing more detailed procedures 1. Improving human resource capabilities,
and technical guidelines to integrate social, particularly related to sustainable finance,
environmental, and governance risks into through seminars, workshops, and/or training
hibank’s business and operational activities. related to sustainable finance, both offline and
online, for 18 employees throughout 2025.
• In line with internal provisions related to the BNI Ventures has also collaborated with BNI
Environmental, Social & Governance (ESG) Corporate University and LinkedIn Learning to
Policy, where one of the environmental aspects provide training for employees.
of the framework is related to climate change
management, hibank is committed to identifying
and mapping transition and physical risks, as well
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Performance Report Profile Analysis on Company Performance Functions
No Success Indicators 2025 Realization
1 Training Program to • One employee is currently participating in the Sustainable Investing Certificate program
improve HR capabilities, organized by the CFA Institute, with a focus on integrating ESG aspects into the
especially related to investment decision-making process.
sustainable finance, • 1 employee is currently participating in the Environmental Social Governance Certificate
with an attendance program organized by Bloomberg for Education, with a focus on investment strategies
percentage of 50% of its and trends in ESG.
total headcount. • 6 employees have participated in the Risk Management Certification Body (BSMR) Level
4 and 5 training to hone risk management competencies relevant to industry practices,
regulations and good corporate governance.
• 8 employees have completed the online training module containing materials on
AKHLAK, Anti Fraud, APU PP, Gratification, Risk Culture and GCG.
2. To improve the quality of the work environment and human resources, BNI Ventures implements a series
of programs that include aspects of strengthening employee engagement, comfort and suitability of the
work environment, and maintaining employee health.
No Success Indicators 2025 Realization
1 Better workspace air quality In partnership with Nafas, we subscribed to office air purifiers. By September
compared to outdoor air 30% of total 2025, BNI Ventures' indoor air quality was 71% better than the air outside.
BNI Ventures workdays
2 30% of the total number of 30% of BNI Ventures employees was enrolled in the fitness membership
employees do sports once a week. program attend more than four times a month. The program includes access to
daily classes, a fitness room, and Fitness Assessment & Consultation services.
Employees who are not enrolled remain active through external activities such
as basketball, padel, tennis, yoga, and similar activities.
3 Team building activities must be Three team-building activities were held to improve collaboration,
conducted at least twice a year. engagement, and work-life balance within BNV. These activities included group
exercise and communal meals.
3. Participate in social/environmental/ religious/educational activities and implement programs to improve
public financial literacy, including those related to sustainable finance, as part of efforts to build corporate
awareness.
No Success Indicators 2025 Realization
1 Natural disaster relief, religious/social/health Providing assistance to orphans and holding religious studies and
& education. breaking the fast together.
2 Participate in activities to improve and Collaborating with Paperpods, we’re donating office paper waste. The
preserve the environment paper waste is collected in designated boxes located in the Grha BNI
lobby and the BNI Ventures Hall.
3 Implementation of socialization activities, Conducting financial literacy both online and offline, both
both offline and online, to the community independently and in collaboration with other parties.
regarding financial literacy, including
sustainable finance, at least once a year.
By the end of December 2025, BNI Ventures has implemented resource-saving policies, including:
I. Implementing a paperless policy for a number of internal administrative needs, by optimizing
information technology for digital document circulation and signing.
II. Utilizing paper files, taking into account the sensitivity of document content, using both sides of the
paper when printing documents, and maximizing the use of laptops for note-taking.
III. Using tumblers and glasses for drinking water in the work environment, using washable and reusable
plates and cutlery, and using used shopping bags or cardboard for shopping, thus reducing plastic
waste.
IV. Utilizing a paper waste collection program in collaboration with Paperpods, by placing two drop
boxes at the Grha BNI Building and Menara BNI, to recycle used paper into plantable paper (recycled
paper that can be planted), thus supporting resource savings by reducing the use of new paper and
sustainable waste management in the work environment.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
V. Energy management is a priority for BNI • Use of electric and hybrid vehicles
Ventures in its operational activities, including: for company vehicles and operational
• Using more energy-efficient LED lighting vehicles, efficient travel routes and
in the work environment. employee mobility, refueling according to
• Layout of the office space with an open the type of fuel required for the vehicle,
office concept to maximize the use of and driving at standard speeds to minimize
natural sunlight for office lighting from fuel use and energy consumption.
morning to evening, thereby reducing
energy consumption. BNI Ventures has developed an investment
• Use of laptops as work devices for all BNI assessment process as part of its strategy to
Ventures employees, resulting in greater encourage the implementation of sustainable
energy efficiency. finance. This process includes steps that BNI
• Optimization and efficiency in water and Ventures will take to integrate sustainable finance as
electricity use in the work environment. a key evaluation parameter. In addition, BNI Ventures
has also analyzed existing Business Partners to
assess their contribution to the implementation of
sustainable finance principles.
No Success Indicators 2025 Realization
1 Conduct a review of the Investment, BNV has reviewed the ISMR SOP in Semester I 2025, including adjustments
Synergy, and Risk Management to investment authority tiering and investment, reinvestment, divestment,
SOPs related to the development of venture fund management mechanisms, and assessments of asset quality
the investment assessment process, and environmental maintenance aspects by business partners.
especially indicators related to
Sustainable Finance.
2 Strengthening internal processes, The investment documentation and monitoring process has been carried
including optimizing the investment out in accordance with the ISMR SOP and discussion and evaluation of
committee and risk management investment risk exposure has been carried out through the BOD level Risk
committee. Management Committee twice.
PT BNI Asset Management
BNI Asset Management has implemented a number of sustainable finance activity plans, which were
completely implemented by 2025, including:
1. Conducting outreach to all BNI-AM employees through workshops related to the Concept of Sustainable
Finance (KKB) and Environmental, Social, and Governance (ESG).
2. Conducting training and certification related to KKB and ESG, including the CertSF (Certification
Sustainability for Finance) certification from ACCA.
3. Encouraging BNI-AM employees and clients to invest in ESG-based products through the Champion
program related to KKB and ESG. BNI-AM currently has an ESG-based mutual fund product, the BNI AM
Sri Kehati Index RD.
4. Reviewing external regulations related to KKB and ESG, including the issuance of IFRS S1 and S2, and
participating in training related to S1 and S2 standards from the Indonesian Institute of Accountants.
5. Form a task force team to prepare SOPs and organizations related to KKB and LST.
BNI Securities Pte Ltd
BNI Securities Pte., Ltd. has implemented a number of sustainable finance activities planned for 2025,
including:
1. Increasing discussions with customers regarding the issuance of green bonds and other initiatives in the
primary market;
2. Increasing the efficiency of non-renewable resources to reduce plastic waste, paper use, and electricity
and water consumption; and
3. Internal dissemination of sustainable finance activities, as well as environmental, social, and governance
aspects.
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
ESG Index: BNI Sustainability
Practice Summary
ENVIRONMENTAL
COMPANY PRACTICE PAGE
Environmental Impact Financing
Scope of management systems to assess ESG risks in financing activities
• BNI has implemented a management system to assess ESG risk for all loan and investment banking Annual Report
operations. Page 1225-1227;
• BNI integrates Environmental, Social, and Governance (ESG) considerations into structured Sustainability
sustainable credit monitoring through the Credit Company Guidelines (PP), which apply to the Report Page
Corporate, Enterprise, Commercial, Small Medium Enterprise (SME), and Consumer segments in 73-84
2025.
Environmental loan policy
BNI has developed Risk Acceptance Criteria (RAC) in 23 (twenty-three) industrial sectors for the Corporate Annual Report
and Enterprise segments, 18 (eighteen) industrial sectors for the Commercial segment and 10 (ten) Page 1227;
industrial sectors for the Small Medium Enterprise (SME) segment. Sustainability
Report Page 73
- 82
BNI participates in the development of a social forestry program, namely the Equator Coffee Trail Annual Report
(BNI JKK), which aims to achieve economic equality, improve the welfare of communities around forests, Page. 1211;
and prevent illegal logging through the development of coffee commodity agriculture and MSMEs. Sustainability
Report Page
66,69
BNI has established credit policies that define Risk Acceptance Criteria (RAC) as a prerequisite for Annual Report
extending credit to certain industrial sectors. These general credit policies are determined by the Credit Page 1225, 1227;
Policy Committee, while environmental and social risk assessments are conducted by the Risk and Capital Sustainability
Management Committee. Additionally, evaluations are carried out by the Audit Committee. Report Page
73-82
Integration of ESG Risk Management
To strengthen oversight of Environmental, Social & Governance (ESG) policymaking and management, Annual Report
BNI established an ESG subcommittee under the Risk Management & Anti-Fraud Committee, chaired Page 1228;
by the Deputy President Director and the Director of Risk Management as vice-chair. The Head of the Sustainability
Environmental, Social & Governance Division serves as secretary of the committee (and also serves as a Report Page
non-voting permanent member). 31-34
BNI has implemented the Climate Risk Stress Test (CRST) as part of its Climate Risk Management System Annual Report
(CRMS), as mandated by the Financial Services Authority (OJK). The CRST will be implemented on 100% Page. 1225, 1227,
of BNI's credit portfolio by 2025. Furthermore, BNI is gradually integrating the TKBI (Indonesian Banking 1236;
Standards) as a tool to identify the level of alignment of borrower activities with climate change mitigation Sustainability
and adaptation goals. Report Page
72,84-87
All BNI staff undergo training on ESG risks and procedures, with legitimate evidence of the ESG training Annual Report
program provided as part of the bank’s commitment to capacity building in this critical area. Page 1233;
Sustainability
Report Page
107-110
ESG Risk Management Supervision
• Active supervision by the Board of Commissioners and Board of Directors in the implementation of risk Annual Report
management, including the determination of the risk appetite and risk tolerance framework, risk control Page 1228, 1230;
tools, and the framework and implementation of integrated risk management. Sustainability
• To strengthen supervision in terms of determining Environmental, Social & Governance (ESG) policies Report Page 31-3
and management, BNI has formed an ESG subcommittee in the Risk Management & Anti-Fraud
Committee chaired by the Deputy President Director and the Director of Risk Management as deputy
chair.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
COMPANY PRACTICE PAGE
Through the ESG subcommittee under the Risk Management and Anti-Fraud Committee, the Board of Annual Report
Directors is actively involved in ESG risk management including: Page 1229;
• Preparing Environmental, Social, & Governance (ESG) management policies and strategies and their Sustainability
changes; Report Page 33
• Identifying potential ESG risks that have an impact on both BNI and BNI stakeholders;
• Monitor the implementation of the Sustainable Finance strategy;
• Monitor, evaluate, and provide recommendations based on the results of BNI's ESG Assessment;
• Evaluate the implementation of the ESG strategy across all BNI business lines;
• Coordinate between units to formulate objectives and guidelines for implementing the CSR program;
• Mapping and developing BNI's CSR program;
• Evaluate the implementation of BNI's CSR program.
ESG Risk Management System
BNI has developed a robust management system to assess ESG risks in financing activities, which are Annual Report
outlined in the form of: Page 1227;
• Prospective Sectors Sustainability
• Portfolio Management through Loan Exposure Limits (LEL) Report Page
• Risk Acceptance Criteria 73-84
• Implementation of Climate Risk Stress Testing (CRST)
• Assessment based on the Indonesian Sustainable Finance Taxonomy (TKBI)
Sustainable Finance Opportunities
• As part of its strategic steps to support the green economy, BNI initiated a number of sustainable finance Annual Report
initiatives including Environmentally Aware Business Credit, BNI Environmentally Friendly MSMEs Page 1228, 1220;
(BUMI), BNI Khatulistiwa Coffee Trail (JKK), BNI Fishery Cultivation Village, Sustainability Linked Loan, Sustainability
and financing to support the energy transition. Report Page
• Total SLL realization by the end of 2025 reached IDR 6.6 trillion, with nine borrowers representing 64-69
companies that have experienced changes in sustainability performance according to the indicators
set out in this facility. BNI has disbursed SLL financing to borrowers from various business sectors,
including agrifood, cement, steel, coal products, and packaging.
BNI has a financing portfolio under the Sustainable Business Activities (KKUB) category totaling Rp196.7 Annual Report
trillion (22.3% of the total loan portfolio), primarily in the form of financing for the MSME segment, Page 1218;
sustainable natural resource management, energy efficiency, and renewable energy. KUBL financing Sustainability
disbursed in 2025 amounted to Rp78.0 trillion, with a growth target of 101.2% achieved in the RAKB. Report Page
62-63
SOCIAL
COMPANY PRACTICE PAGE
Consumer Financial Protection
Practice
BNI always strives to ensure the implementation of fair operational practice policies and in -Annual Report Page 1083;
accordance with Bank policies and applicable regulations. In operational practices, BNI guarantees Sustainability
the following: Report Page 155 (APUPPT)
a. Preventing conflicts of interest -Annual Report Page 1106;
b. Prohibition on giving & receiving gifts or souvenirs Sustainability
c. Provisions and prohibitions on abuse of office and gratification Report Page 141
d. In order to realize Good Corporate Governance, BNI implements a Whistleblowing System (Protection of Creditors’
(WBS) Rights)
e. Customer protection policy and provision of Information/Data/Documents to external parties -Annual Report Page 1087;
f. Policy on fulfilling creditor rights Sustainability
g. Anti-corruption and anti-fraud policies Report Page 46-48
(Anti-Corruption Policy)
-Annual Report Page 1088;
Sustainability
Report Page 46-48
(Anti-Gratification and
Anti-Bribery Policy)
-Annual Report Page 1127;
Sustainability
Report Page 49
(Whistleblowing System)
-Annual Report Page 1112;
Sustainability
Report Page 46
(Conflict of Interest)
-Annual Report Page 989;
Sustainability
Report Page 131(Customer
Data Protection Policy)
2025 Annual Report
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COMPANY PRACTICE PAGE
The Board of Directors has high involvement in product supervision through the Product Annual Report Page 929;
Committee, with duties and responsibilities including: Sustainability
1. Determining the size and business development strategy through BNI products/activities; Report Page 146
2. Conducting comprehensive testing and deciding on the “feasibility” of new products/
activities, especially related to cross-sectoral/segment alliances and strategic alliances with
subsidiaries/other companies outside BNI by inviting the relevant Sector Directors;
3. Monitoring products/activities implemented at BNI and making decisions on their
continuation based on recommendations from the working group/product owner;
4. Acting as an arbitration body for cross-sectoral issues related to the performance
management system (PMS) in the implementation of new products/activities.
BNI carries out transparent marketing communications in accordance with OJK provisions and in Annual Report Page 395;
accordance with the Company's Internal policies. Sustainability
Report Page 144-145
BNI has an independent settlement system that can provide protection for reporting parties and Annual Report Page 1128-
special training on internal and external protection programs. 1129; Sustainability
Report Page 49-50
Regarding Debt Collection Policy, BNI has well-defined loan modification options that include Annual Report Page 368-
income-based considerations and customer access to escalation options. 370; Sustainability
Report Page 142-143
BNI runs BNICorpu TV on YouTube channel to educate the public about financial literacy and Annual Report Page 1037-
current trends in society by presenting speakers from BNI and professional institutions. 1081;
Education is also carried out through social media and cooperation with various government/ Sustainability
private agencies. In addition, BNI also held a BNI financial literacy campaign offline and online Report Page 167-170
with 44 social campaign contents.
The BNI Board-level Committee supervises complaints. Annual Report Page 1128-
1129;
Sustainability
Report Page 139
Human Resource Development
Practice
• BNI provides training and competency development across all aspects of the Company's Annual Report Page 168-
operations in a planned and sustainable manner, upholding equal opportunities for all levels 179; Sustainability
of the organization and across genders. Throughout 2025, BNI held various education and Report Page 100-110
training programs attended by 26,937 employees, equivalent to 99.96% of the total BNI
employees. The average training hours per employee were recorded at 146.7 hours/employee.
• BNI has a program that covers all employees (including part-time and contract).
• Since 2018, BNI has had a mandatory learning program for all employees through Sustainable
Finance e-learning to increase awareness and capabilities regarding the practice of integrating
environmental, social, and governance (ESG) criteria into financial services to realize
sustainable development outcomes, including mitigation and adaptation to the negative
impacts of climate change.
Strategy
BNI has a Whistleblowing System (WBS) called "WBS to CEO", which is one of the early detection Annual Report Page 1127;
mechanisms for violations in BNI that can cause financial losses including things that can damage Sustainability
BNI's image. WBS management is carried out through collaboration with external parties, namely Report Page 49
Deloitte.
BNI conducted an employee satisfaction survey alongside employee engagement. BNI recorded Annual Report Page 1220;
an employee engagement score of 35% in 2025, categorized as "Good," indicating employee Sustainability
engagement with BNI Report Page 120
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
COMPANY PRACTICE PAGE
Talent Development Strategy
The workforce planning strategy is aimed at ensuring the availability of employees in functions Annual Report Page 441,
that are aligned with BNI's strategy. Recruitment is carried out through various programs including 446; Sustainability
the Officer Development Program, Assistant Development Program and Experience Hire. Report Page 95-97
In addition to the Bina internship program, BNI also offers internship programs for university
students, including the Talented Generation Internship (MAGENTA) program run by the Ministry
of State-Owned Enterprises and the MagangHub program in collaboration with the Ministry of
Manpower.
BNI organizes the Bina BNI Internship Program which aims to provide training and job guidance
to the inexperienced workforce by providing the knowledge, skills, and abilities needed to be able
to compete in the world of work. Bina BNI internship participants in 2025 will be spread across
all BNI operational areas.
In order to provide learning solutions for employees, BNI Corporate University has provided
various learning facilities and infrastructure that are arranged both in-house and in partnership
with educational institutions.
Programs & Initiatives
BNI has designed a stock ownership program for employees and management of the Company. Annual Report Page 1118-
BNI has an Employee Stock Allocation (ESA) program, a stock-ownership-based incentive 1122; Sustainability
program that will run in stages from 2022 to 2025. It will cover 90% of BNI employees who Report Page 116
meet certain criteria and requirements as stipulated in the Program Implementation Guidelines.
Additionally, other programs include the Performance Stock Bonus Program and the Management
Stock Ownership Program (MSOP).
The remuneration strategy covers all employees, which is determined based on the principles
of supply and demand, BNI's remuneration position compared to the market, and considering
employee talent classification. The employee remuneration components consist of fixed
remuneration which is differentiated based on job weight and person value, while variable
remuneration is given based on performance that is linked to the achievement of bank
performance, unit performance and the performance of the employee concerned.
BNI provides training and competency development at all levels in the Company which is carried Annual Report Page 168-
out in a planned and sustainable manner by upholding the provision of equal opportunities, and 179; Sustainability
is adjusted to the training and development needs at each level. Report Page 101-112
Throughout 2025, BNI's education and training costs reached Rp192.9 billion, a 4.08% decrease
compared to 2024.This decrease was due to increased effectiveness in learning delivery, including
the internalization of Self-Directed Learning that utilizes various digital learning platforms.
Access to Finance
Products and Strategies
BNI is a direct provider or is directly involved in providing services in Micro/Microinsurance Annual Report Page 1209-
services. 1210;
Sustainability
Report Page 163-167
Distribution and Reach
In supporting customer convenience in conducting banking transaction activities, BNI offers Annual Report Page 494-
various e-Banking facilities that are constantly being improved through various developments 502;
and innovations. Sustainability
Report Page 162-165
In order to expand its reach, BNI has 217,013 Agen46 with 28,177 Agents or around 13% located in Annual Report Page 5, 72,
the 3T BNI Agen46 area which is BNI's partner in providing banking services to the community in 309 1220;
the context of financial inclusion. Agen46 can facilitate various banking services to help distribute Sustainability
government programs, such as the distribution of social assistance and subsidies. Report Page 163 – 165
Leading innovation in alternative branchless distribution channels targeting underserved Annual Report Page 494-
demographics through Digital and Agen46 services. 502; Sustainability
Report Page 163-165
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COMPANY PRACTICE PAGE
Privacy & Data Security
Practice - Operational
• BNI guarantees that customers can update data, change, access and update data changes Annual Report Page 1111;
through BNICall and Customer Service. Sustainability
• BNI has a data protection and information security policy that regulates all related business Report Page 124-136
lines/subsidiaries.
• BNI has a personal data protection management framework that is in line with laws and
regulations, including but not limited to Law No. 27 of 2022 concerning Personal Data
Protection, POJK No. 22 of 2023 concerning Consumer and Community Protection in the
Financial Services Sector, and provisions related to Bank Indonesia consumer protection.
BNI launched an innovation in applying for credit cards and other consumer credit through Annual Report Page 494-
e-forms, as well as opening digital accounts through mobile banking to reduce the potential for 502;
misuse of customer data, because data is directly stored in the system without going through Sustainability
physical forms. Report Page 147-148
BNI established a dedicated organization, the Chief Information Security Officer (CISO) Division, Annual Report Page 487-
which combines several units with information security-related functions to maintain independence 493;
and focus more on evaluating, implementing, monitoring, and improving cybersecurity. BNI has Sustainability
a multi-layered structure for managing privacy, cybersecurity, and data protection. Report Page 126
BNI continues to develop digital banking services to make it easier for customers, while facing Annual Report Page hal.
the challenges of data security and privacy protection from cybercrime threats. BNI is committed 483-484; Sustainability
to managing this risk and protecting human rights. Report Page 124-136
BNI also strengthens technology, digital innovation, and data security systems, and complies Annual Report Page 487-
with customer privacy protection regulations, such as OJK regulations and the Personal Data 488;
Protection Law. Sustainability
Report Page 124-136
To ensure the reliability of the system and information security, technology audits are carried out Annual Report Page 491-
periodically by the internal audit unit. Assessments from external parties include those carried 492; Sustainability
out by the National Cyber and Crypto Agency (BSSN) through the Information Security Index Report Page 133-136
(Indeks KAMI).
The Technology Management Committee is one of the permanent committees at BNI that has Annual Report Page 936
the authority to provide recommendations to the Board of Directors regarding the formulation, Sustainability
determination of policies and strategies for developing BNI's information technology. This Report Page 477
committee was formed with the aim of assisting the Board of Commissioners and Board of
Directors in carrying out supervision of Information Technology (IT) activities, including those
related to cyber security.
Practice - Employees
BNI provides employees in the IT Work Unit with various training to develop soft skills and hard Annual Report
skills. Hard skill provision is carried out through project management training, IT architecture, Page 476-78, 491
programming, CI/CD, secure coding, cloud security, and so on, which are carried out in-house or Sustainability
through Linkedin Learning, Google and AWS training, and other training media. Report Page 136
For all employees, awareness of data security and/or privacy-related risks and procedures is also
raised through training and digital mindset development.
GOVERNANCE
COMPANY PRACTICE PAGE
Governance
Governance
Salary Figures Sustainability
Executive Pay Disclosure Report Page 822-826
Ownership Structure Annual Report Page 187
• Controlling Shareholders
• Controlling Shareholders to Watch Out For
One Share One Vote Annual Report Page 679
• Multiple Equity Classes with Different Voting Rights
• Government Intervention to Watch Out For
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
COMPANY PRACTICE PAGE
Board of Directors
BOARD OF DIRECTORS INDEPENDENCE Annual Report Page 120-132,
• Executive Officers in the Board of Directors 416-421
• Transactions with Related Parties
BOARD OF DIRECTORS EXPERTISE & DIVERSITY Annual Report Page 827-829
There are 3 (three) female members of the Board of Directors out of a total of 13
(thirteen)
members of the Board of Directors.
Salary
PAYMENT FIGURES Annual Report Page 822-826
Executive Officer Pay Disclosure
PAYMENT Annual Report Page 822-826
• CEO Equity Policy Sustainability
• Clawback & Malus Report Page 59
• Sustainability-Linked Pay
Shareholding & Controllers
DIRECTOR ELECTION Annual Report Page 747-748
• Annual Director Election
• Proxy Acces
ONE SHARE ONE VOTE Annual Report Page 679
• Multiple Equity Classes with Different Voting Rights
SHAREHOLDER RIGHTS Annual Report Page 674
• Right to Speak on Pay Policy
Accounting
ACCOUNTING RISK Annual Report Page 345-347;
Expenses Recognition Sustainability
Report Page 59
Business Ethics
Business Ethics Policy & Practice
BNI has a Board of Directors or C-suite committee or executive committee that oversees Annual Report Page 926-930;
ethical issues. Sustainability
Report Page 44
BNI has a detailed formal policy on bribery and anti-corruption. Annual Report Page 1087-1091;
Sustainability
Report Page 46 -48
BNI conducts an audit of all operations at least once every three years. Annual Report Page 218-219;
Sustainability
Report Page 13
BNI has a formal anonymous whistleblower system with legal protection for whistleblowers Annual Report Page 1127-1130;
through the Whistleblowing System (WBS) managed with an external party, Deloitte. Sustainability
Report Page 49
BNI has a standard ethics training programme covering all employees (including part-time Annual Report Page 1087-1089;
employees) and contractors. Sustainability
Report Page 45
All BNI suppliers are required to have an anti-corruption policy and programme for Annual Report Page 1087;
compliance verification. Sustainability
Report Page 154
BNI has an Anti-Money Laundering Policy. Policy and implementation strategy explained. Annual Report Page 1083;
Sustainability
Report Page 155
Tax Transparency
The implementation of tax transparency has referred to the regulations or policies of the Annual Report Page 1082;
Government. Sustainability
Report Page. 60
2025 Annual Report
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10 FINANCIAL STATEMENTS
Page 600
Page 601
1248 A Heart that Serves, Growing with Indonesia
Page 602
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1250 A Heart that Serves, Growing with Indonesia
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1252 A Heart that Serves, Growing with Indonesia
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1254 A Heart that Serves, Growing with Indonesia
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1256 A Heart that Serves, Growing with Indonesia
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1258 A Heart that Serves, Growing with Indonesia
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……………
…………… ….…...………………………………………Equity
…………………………………… ………………………………………
..…………..…
1260 A Heart that Serves, Growing with Indonesia
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1264 A Heart that Serves, Growing with Indonesia
Page 618
alaries and employees’ benefits
2025 Annual Report
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1266 A Heart that Serves, Growing with Indonesia
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1268
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PT Bank Negara Indonesia (Persero) Tbk
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1270 A Heart that Serves, Growing with Indonesia
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1272 A Heart that Serves, Growing with Indonesia
Page 626
(“BNI” atau “Bank”) pada awalnya didirikan di (“BNI" or “Bank”) was originally established in
“Bank Negara Indonesia” berdasarkan “Bank Negara Indonesia” based on
“Bank Negara Indonesia 1946”, and changed
“Bank Negara Indonesia 1946”, dan statusnya
dated 16 August 2007, BNI’s Articles of
Extraordinary General Shareholders’ Meeting
2025 Annual Report
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Page 627
According to Article 3 of BNI’s Articles of
Association, BNI’s scope of activity is to
Penawaran Umum Perdana Saham (“IPO”) Initial Public Offering (“IPO”)
Public Offering I (“LPOI”) through the
approved BNI’s recapitalization amounting to
1274 A Heart that Serves, Growing with Indonesia
Page 628
On 20 July 2001, BNI’s capital was reduced by
Extraordinary General Shareholders’ Meeting
Luar Biasa (“RUPSLB”) tanggal 15 Desember Extraordinary General Shareholders’ Meeting
(“RUPSLB”) on 15 December 2003.
BNI’s Articles of Association were amended to
Pemegang Saham Luar Biasa (“RUPSLB”), Shareholders’ Meeting approved the issuance
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 629
General Shareholders’ Meeting, the
1276 A Heart that Serves, Growing with Indonesia
Page 630
based on BNI’s Annual Shareholders’ General
–
–
–
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 631
2024, BNI’s Corporate Secretary is Okki
1278 A Heart that Serves, Growing with Indonesia
Page 632
BNI’s head office is located at Jl. Jend.
PT BNI Life Insurance (“BNI Life”) PT BNI Life Insurance (“BNI Life”)
2025 Annual Report
1279
PT Bank Negara Indonesia (Persero) Tbk
Page 633
PT BNI Life Insurance (“BNI Life”) PT BNI Life Insurance (“BNI Life”)
Life’s
Articles of Association, the scope of BNI Life’s
BNI Life’s
PT BNI Multifinance (“BNI Multifinance”) PT BNI Multifinance (“BNI Multifinance”)
Multifinance’s Articles of Association, the
scope of the BNI Multifinance’s
BNI Multifinance’s Articles of Association has
amendment of PT BNI Multifinance’s Articles
rearrangement of the BNI Multifinance’s
1280 A Heart that Serves, Growing with Indonesia
Page 634
PT BNI Multifinance (“BNI Multifinance”) PT BNI Multifinance (“BNI Multifinance”)
(“BNI Se”) dan PT BNI Sekuritas (“BNI Sekuritas”) and
In accordance with Article 3 of BNI Sekuritas’
saham PT BNI Asset Management (“BNI Asset capital of PT BNI Asset Management (“BNI
Management”), Asset Management”), a
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 635
(“BNI Se”) dan PT BNI Sekuritas (“BNI Sekuritas”) and
Securities Pte. Ltd. (“BSPL”) yang capital of BNI Securities Pte. Ltd. (“BSPL”)
BNI Sekuritas’ head office is located in
1282 A Heart that Serves, Growing with Indonesia
Page 636
PT BNI Modal Ventura (‘’BNI Ventures’’) PT BNI Modal Ventura (‘’BNI Ventures’’)
2025 Annual Report
1283
PT Bank Negara Indonesia (Persero) Tbk
Page 637
PT BNI Modal Ventura (‘’BNI Ventures’’) PT BNI Modal Ventura (‘’BNI Ventures’’)
1284 A Heart that Serves, Growing with Indonesia
Page 638
Anak (“Grup”) ini diselesaikan dan diotorisasi untuk its Subsidiaries (“Group”) were completed and
konsolidasian BNI dan Entitas Anak (“Grup”) of BNI and Subsidiaries (“Group”) are set out
Accounting Standards (“ISFAS”) issued by
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 639
sesuai dengan PSAK 201, “Penyajian
Laporan Keuangan”. “Presentation of Financial Statements”.
1286 A Heart that Serves, Growing with Indonesia
Page 640
• PSAK 117: “Kontrak Asuransi”; • SFAS 117: “Contract”;
• Amendemen PSAK 117: “Kontrak • “
Asuransi” terkait Penerapan Awal PSAK ”
• PSAK 221: “Pengaruh • Amendment of SFAS 221: “
” ”
PSAK 117: “Kontrak Asuransi” SFAS 117: “Insurance Contract”
menggantikan PSAK 104 ”Kontrak Asuransi” supersedes the SFAS 104 “Insurance
Contracts”.
2025 Annual Report
1287
PT Bank Negara Indonesia (Persero) Tbk
Page 641
“” “Insurance Contract”
• •
• • •
1288 A Heart that Serves, Growing with Indonesia
Page 642
“” “Insurance Contract”
• • •
a contract’s lifetime to be reflected at initial
• • •
Akuntan Indonesia (”DSAKIAI”) telah Indonesian Institute of Accountants (“DSAK
IAI”) has issued the following new standards,
• Amendemen PSAK 109: “Instrumen • Amendment of SFAS 109: ”Financial
Keuangan” dan PSAK 107: ”Instrumen Instruments” and SFAS 107: ”Financial
Keuangan: Pengungkapan”; Instruments: Disclosures”;
• PSAK 338: ”Kombinasi Bisnis Entitas • SFAS 338: “Business Combinations of
Sepengendali” (Revisi 2025). Entities Under Common Control” (Revised
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 643
Akuntan Indonesia (”DSAKIAI”) telah Indonesian Institute of Accountants (“DSAK
IAI”) has issued the following new standards,
• PSAK 118: “Penyajian dan Pengungkapan • SFAS 118: “
dalam Laporan Keuangan” yang akan ” which will replace
menggantikan PSAK 201: “Penyajian SFAS 201: “
Laporan Keuangan” ”
PSAK 118: “ SFAS 118: “Presentation and Disclosure in
dalam Laporan Keuangan” Financial Statements”
changing how entities report “operating profit
melaporkan “laba atau rugi or loss.” It establishes a defined structure for
operasional.” PSAK ini menetapkan struktur
the Group’s consolidated financial statements
1290 A Heart that Serves, Growing with Indonesia
Page 644
• •
• •
• •
• •
• •
• •
• •
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 645
(terkadang disebut sebagai “
”).
• •
• •
• •
1292 A Heart that Serves, Growing with Indonesia
Page 646
• •
• •
• •
• •
• •
• •
• •
2025 Annual Report
1293
PT Bank Negara Indonesia (Persero) Tbk
Page 647
1294 A Heart that Serves, Growing with Indonesia
Page 648
2025 Annual Report
1295
PT Bank Negara Indonesia (Persero) Tbk
Page 649
‘passthrough’ arrangement; and
of the Group’s continuing involvement
1296 A Heart that Serves, Growing with Indonesia
Page 650
2025 Annual Report
1297
PT Bank Negara Indonesia (Persero) Tbk
Page 651
1298 A Heart that Serves, Growing with Indonesia
Page 652
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 653
market transaction on an arm’s length
IDMA’s (Interdealer Market Association)
’s
1300 A Heart that Serves, Growing with Indonesia
Page 654
2025 Annual Report
1301
PT Bank Negara Indonesia (Persero) Tbk
Page 655
•
• • •
•
• • •
• • •
• •
• •
1302 A Heart that Serves, Growing with Indonesia
Page 656
• •
• •
• •
• •
2025 Annual Report
1303
PT Bank Negara Indonesia (Persero) Tbk
Page 657
ones due to the borrower’s financial
• •
financial asset and recognises a ‘new’
keuangan yang ‘baru’ pada nilai
• •
1304 A Heart that Serves, Growing with Indonesia
Page 658
• •
• •
• •
• •
• •
• •
2025 Annual Report
1305
PT Bank Negara Indonesia (Persero) Tbk
Page 659
• •
• •
• •
1306 A Heart that Serves, Growing with Indonesia
Page 660
• •
• •
• •
• •
• •
2025 Annual Report
1307
PT Bank Negara Indonesia (Persero) Tbk
Page 661
Subsidiary’s returns.
1308 A Heart that Serves, Growing with Indonesia
Page 662
The Group’s voting rights and potential
2025 Annual Report
1309
PT Bank Negara Indonesia (Persero) Tbk
Page 663
controlling interest’s proportionate share
of the acquiree’s net assets.
circumstances. If the Subsidiaries’ financial
are made to the Subsidiaries’ financial
controlling stockholders’ proportionate share in
1310 A Heart that Serves, Growing with Indonesia
Page 664
of the associate over the Group’s share of the
the Group’s share of its associate’s post
When the Group’s share of the losses of an
extent of the Group’s interest in the associate.
2025 Annual Report
1311
PT Bank Negara Indonesia (Persero) Tbk
Page 665
If an entity’s ownership interest in an associate
each of the Group’s entities are measured
entitas beroperasi (“mata uang fungsional”). “functional currency”).
1312 A Heart that Serves, Growing with Indonesia
Page 666
BNI’s
• •
• •
• •
• •
2025 Annual Report
1313
PT Bank Negara Indonesia (Persero) Tbk
Page 667
1314 A Heart that Serves, Growing with Indonesia
Page 668
tentang “Akuntansi Sukuk" sebagai berikut:
• •
• • •
• •
2025 Annual Report
1315
PT Bank Negara Indonesia (Persero) Tbk
Page 669
1316 A Heart that Serves, Growing with Indonesia
Page 670
2025 Annual Report
1317
PT Bank Negara Indonesia (Persero) Tbk
Page 671
on arm’s length terms. The fee income earned
“Instrumen Keuangan”. “Financial Instrument”.
1318 A Heart that Serves, Growing with Indonesia
Page 672
2025 Annual Report
1319
PT Bank Negara Indonesia (Persero) Tbk
Page 673
“Cadangan Revaluasi Aset” dan disajikan “Asset Revaluation Reserve” and presented as
sebagai “Penghasilan Komprehensif Lain”. “Other Comprehensive Income”. Decreases in
asset has a balance on its “Gain on
“Keuntungan Revaluasi Aset Tetap” yang Revaluation of Fixed Assets”, loss from
disajikan sebagai “Penghasilan Komprehensif revaluation of fixed asset is charged to “Gain
Lain” maka selisih penurunan nilai tercatat on Revaluation of Fixed Assets” which is
tersebut dibebankan terhadap “Keuntungan presented as “Other Comprehensive Income”
Revaluasi Aset Tetap” yang disajikan sebagai
“Penghasilan Komprehensif Lain’’ dan sisanya current year’s expenses.
1320 A Heart that Serves, Growing with Indonesia
Page 674
financial year end, the assets’ residual values,
“Leases”, except if landrights substantially
sewa berdasarkan PSAK 116 “Sewa”, kecuali SFAS 216 “Property, Plant and Equipment”.
menerapkan PSAK 216 “Aset Tetap”.
2025 Annual Report
1321
PT Bank Negara Indonesia (Persero) Tbk
Page 675
dikapitalisasi dan dicatat sebagai “Aset dalam
Pembangunan”. Biaya tersebut direklasifikasi “Construction in Progress”. These costs are
• •
• •
1322 A Heart that Serves, Growing with Indonesia
Page 676
2025 Annual Report
1323
PT Bank Negara Indonesia (Persero) Tbk
Page 677
“Aset lainlain”. “Other assets” account.
debtor or based on debtor’s approval to sell
presented in “Other assets”.
dan disajikan pada “Aset lain”.
1324 A Heart that Serves, Growing with Indonesia
Page 678
Time deposits represent customer’s deposits
2025 Annual Report
1325
PT Bank Negara Indonesia (Persero) Tbk
Page 679
1326 A Heart that Serves, Growing with Indonesia
Page 680
2025 Annual Report
1327
PT Bank Negara Indonesia (Persero) Tbk
Page 681
• •
• •
• •
• •
• •
• •
1328 A Heart that Serves, Growing with Indonesia
Page 682
• •
• •
• •
• •
• •
2025 Annual Report
1329
PT Bank Negara Indonesia (Persero) Tbk
Page 683
• •
• •
Group’s
(”GMM”)
(“GMM”) is the default measurement
Group’s rights and obligations to the
1330 A Heart that Serves, Growing with Indonesia
Page 684
(”VFA”) adalah (“VFA”) is a
(”PAA”) Premium Allocation Approach (“PAA”) is a
Based on Management’s accounting
2025 Annual Report
1331
PT Bank Negara Indonesia (Persero) Tbk
Page 685
(“CSM”) pada pengakuan awal dapat Margin (“CSM”) at initial recognition can
shareholder’s share underlying items
Liability for Remaining Coverage (“LRC”) Remaining Coverage (“LRC”) then divided
1332 A Heart that Serves, Growing with Indonesia
Page 686
2025 Annual Report
1333
PT Bank Negara Indonesia (Persero) Tbk
Page 687
1334 A Heart that Serves, Growing with Indonesia
Page 688
2025 Annual Report
1335
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Page 689
1336 A Heart that Serves, Growing with Indonesia
Page 690
Indonesia (Persero) Tbk (“Dana Pensiun”).
(“Dana Pensiun”).
Negara Indonesia (Persero) Tbk (“DPLK”).
Negara Indonesia (Persero) Tbk (“DPLK”).
2025 Annual Report
1337
PT Bank Negara Indonesia (Persero) Tbk
Page 691
1338 A Heart that Serves, Growing with Indonesia
Page 692
“Pengungkapan Pihakpihak Berelasi” dan regarding “Related Party Disclosures” and
Juni 2012 tentang “Pedoman Penyajian dan June 2012 regarding “Guidelines for
atau Perusahaan Publik” yang didefinisikan Disclosure of Issuers or Public Companies”,
2025 Annual Report
1339
PT Bank Negara Indonesia (Persero) Tbk
Page 693
regularly by the entity’s chief operating
Sesuai dengan PSAK 108 tentang “Segmen 108 about “Operating
Operasi”, Grup menyajikan segmen operasi Segments”, the Group discloses its operating
segments based on Group’s internal report
a deduction of “Additional Paid
Net” account, under Equity section in the
sebagai pengurang pada akun “Tambahan
Bersih”, sebagai bagian dari
1340 A Heart that Serves, Growing with Indonesia
Page 694
When any Group entity purchases the entity’s
the entity’s equity holders until the shares are
he entity’s equity holders.
2025 Annual Report
1341
PT Bank Negara Indonesia (Persero) Tbk
Page 695
based on management’s best knowledge of current
1342 A Heart that Serves, Growing with Indonesia
Page 696
Based on management’s judgment, the Group
2025 Annual Report
1343
PT Bank Negara Indonesia (Persero) Tbk
Page 697
1344 A Heart that Serves, Growing with Indonesia
Page 698
on the Group’s own experience and they
2025 Annual Report
1345
PT Bank Negara Indonesia (Persero) Tbk
Page 699
The Group’s fixed assets revaluation depends
differences in the Group’s assumptions may
1346 A Heart that Serves, Growing with Indonesia
Page 700
asset’s (or cashgenerating unit’s) fair value
2025 Annual Report
1347
PT Bank Negara Indonesia (Persero) Tbk
Page 701
used to determine the assets’ recoverable
Cumulative Capital Securities (”AT Cumulative Capital Securities (”AT
Capital”) Capital”)
(“CAR”) BNI mencapai rasio tertentu maka
1348 A Heart that Serves, Growing with Indonesia
Page 702
2025 Annual Report
1349
PT Bank Negara Indonesia (Persero) Tbk
Page 703
1350 A Heart that Serves, Growing with Indonesia
Page 704
2025 Annual Report
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Page 705
1352 A Heart that Serves, Growing with Indonesia
Page 706
2025 Annual Report
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Page 707
1354 A Heart that Serves, Growing with Indonesia
Page 708
2025 Annual Report
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Page 709
1356 A Heart that Serves, Growing with Indonesia
Page 710
2025 Annual Report
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Page 711
1358 A Heart that Serves, Growing with Indonesia
Page 712
2025 Annual Report
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Page 713
1360 A Heart that Serves, Growing with Indonesia
Page 714
2025 Annual Report
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Page 715
1362 A Heart that Serves, Growing with Indonesia
Page 716
2025 Annual Report
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Page 717
1364 A Heart that Serves, Growing with Indonesia
Page 718
2025 Annual Report
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Page 719
1366 A Heart that Serves, Growing with Indonesia
Page 720
2025 Annual Report
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Page 721
1368 A Heart that Serves, Growing with Indonesia
Page 722
2025 Annual Report
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Page 723
1370 A Heart that Serves, Growing with Indonesia
Page 724
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 725
1372 A Heart that Serves, Growing with Indonesia
Page 726
2025 Annual Report
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Page 727
1374 A Heart that Serves, Growing with Indonesia
Page 728
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 729
1376 A Heart that Serves, Growing with Indonesia
Page 730
2025 Annual Report
1377
PT Bank Negara Indonesia (Persero) Tbk
Page 731
1378 A Heart that Serves, Growing with Indonesia
Page 732
2025 Annual Report
1379
PT Bank Negara Indonesia (Persero) Tbk
Page 733
1380 A Heart that Serves, Growing with Indonesia
Page 734
2025 Annual Report
1381
PT Bank Negara Indonesia (Persero) Tbk
Page 735
1382 A Heart that Serves, Growing with Indonesia
Page 736
BNI’s
BNI’s participation in syndicated loans, in
2025 Annual Report
1383
PT Bank Negara Indonesia (Persero) Tbk
Page 737
1384 A Heart that Serves, Growing with Indonesia
Page 738
2025 Annual Report
1385
PT Bank Negara Indonesia (Persero) Tbk
Page 739
1386 A Heart that Serves, Growing with Indonesia
Page 740
–
2025 Annual Report
1387
PT Bank Negara Indonesia (Persero) Tbk
Page 741
1388 A Heart that Serves, Growing with Indonesia
Page 742
2025 Annual Report
1389
PT Bank Negara Indonesia (Persero) Tbk
Page 743
1390 A Heart that Serves, Growing with Indonesia
Page 744
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 745
1392 A Heart that Serves, Growing with Indonesia
Page 746
2025 Annual Report
1393
PT Bank Negara Indonesia (Persero) Tbk
Page 747
1394 A Heart that Serves, Growing with Indonesia
Page 748
2025 Annual Report
1395
PT Bank Negara Indonesia (Persero) Tbk
Page 749
Indonesia Tbk (“BSI”) melakukan Penawaran Tbk (“BSI”) undertook a Limited Public Offering
1396 A Heart that Serves, Growing with Indonesia
Page 750
Total Group’s share of
Group’s interest in PT Bank Syariah Indonesia
2025 Annual Report
1397
PT Bank Negara Indonesia (Persero) Tbk
Page 751
1398 A Heart that Serves, Growing with Indonesia
Page 752
Properti terbengkalai termasuk di dalam pos “Lain Abandoned properties are included in “Others”
lain” sebesar Rp 2.428 setelah dikurangi
from export proceeds from exporters’ special
Bank’s accounts in accordance with market
2025 Annual Report
1399
PT Bank Negara Indonesia (Persero) Tbk
Page 753
1400 A Heart that Serves, Growing with Indonesia
Page 754
2025 Annual Report
1401
PT Bank Negara Indonesia (Persero) Tbk
Page 755
arm’s length terms and appropriate requirements.
tanah yang dicatat sebagai “Penghasilan carrying amount of land recognised as “Other
Komprehensif Lain” sebesar Rp785.730 dan Comprehensive Income” amounting to
sebagai “Penghasilan Komprehensif Lain” sebesar carrying amount of buildings recognised in “Other
Comprehensive Income” amounting to Rp589,920
1402 A Heart that Serves, Growing with Indonesia
Page 756
“Penghasilan Komprehensif Lain” adalah sebesar “Other Comprehensive Income” amounting to
2025 Annual Report
1403
PT Bank Negara Indonesia (Persero) Tbk
Page 757
1404 A Heart that Serves, Growing with Indonesia
Page 758
(“UPK”) sejalan dengan Bank Hibank sebagai UPK (“CGU”) aligned with the Bank Hibank as a
2025 Annual Report
1405
PT Bank Negara Indonesia (Persero) Tbk
Page 759
1406 A Heart that Serves, Growing with Indonesia
Page 760
2025 Annual Report
1407
PT Bank Negara Indonesia (Persero) Tbk
Page 761
1408 A Heart that Serves, Growing with Indonesia
Page 762
2025 Annual Report
1409
PT Bank Negara Indonesia (Persero) Tbk
Page 763
1410 A Heart that Serves, Growing with Indonesia
Page 764
2025 Annual Report
1411
PT Bank Negara Indonesia (Persero) Tbk
Page 765
1412 A Heart that Serves, Growing with Indonesia
Page 766
2025 Annual Report
1413
PT Bank Negara Indonesia (Persero) Tbk
Page 767
The Bank’s total potential financial exposure
1414 A Heart that Serves, Growing with Indonesia
Page 768
2025 Annual Report
1415
PT Bank Negara Indonesia (Persero) Tbk
Page 769
1416 A Heart that Serves, Growing with Indonesia
Page 770
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 771
1418 A Heart that Serves, Growing with Indonesia
Page 772
2025 Annual Report
1419
PT Bank Negara Indonesia (Persero) Tbk
Page 773
1420 A Heart that Serves, Growing with Indonesia
Page 774
represent the Group’s maximum exposure to credit
2025 Annual Report
1421
PT Bank Negara Indonesia (Persero) Tbk
Page 775
1422 A Heart that Serves, Growing with Indonesia
Page 776
2025 Annual Report
1423
PT Bank Negara Indonesia (Persero) Tbk
Page 777
1424 A Heart that Serves, Growing with Indonesia
Page 778
2025 Annual Report
1425
PT Bank Negara Indonesia (Persero) Tbk
Page 779
1426 A Heart that Serves, Growing with Indonesia
Page 780
2025 Annual Report
1427
PT Bank Negara Indonesia (Persero) Tbk
Page 781
1428 A Heart that Serves, Growing with Indonesia
Page 782
from export proceeds from exporters’ special
Bank’s accounts in accordance with market
2025 Annual Report
1429
PT Bank Negara Indonesia (Persero) Tbk
Page 783
tax as shown in BNI’s profit and loss and
1430 A Heart that Serves, Growing with Indonesia
Page 784
tax as shown in BNI’s profit and loss and
Employees’ fringe benefits
2025 Annual Report
1431
PT Bank Negara Indonesia (Persero) Tbk
Page 785
regarding BNI’s shares during the year 2025
1432 A Heart that Serves, Growing with Indonesia
Page 786
become effective for the Group’s financial year
assessment of the Group’s potential exposure
2025 Annual Report
1433
PT Bank Negara Indonesia (Persero) Tbk
Page 787
1434 A Heart that Serves, Growing with Indonesia
Page 788
(“Green Bond I 2022”) with total
(Persero) Tbk Tahun 2022 (“
2022”) dengan nominal sebesar Rp5.000.000
2025 Annual Report
1435
PT Bank Negara Indonesia (Persero) Tbk
Page 789
1436 A Heart that Serves, Growing with Indonesia
Page 790
affect the Bank’s ability to make payments
Bank’s ability to fulfill payment obligations
2025 Annual Report
1437
PT Bank Negara Indonesia (Persero) Tbk
Page 791
(“
”) with total
(“ I Tahap I 2025”) dengan
1438 A Heart that Serves, Growing with Indonesia
Page 792
affect the Issuer’s business continuity or
–
Issuer’s Articles of Association as in
2025 Annual Report
1439
PT Bank Negara Indonesia (Persero) Tbk
Page 793
Issuer’s assets, whether in whole or in
50% (fifty percent) of the Issuer’s total
(”Reg S”)
Bond 2024 will be allocated for BNI’s financing
1440 A Heart that Serves, Growing with Indonesia
Page 794
2025 Annual Report
1441
PT Bank Negara Indonesia (Persero) Tbk
Page 795
1442 A Heart that Serves, Growing with Indonesia
Page 796
Bank’s strategy to maintain funding profile
2025 Annual Report
1443
PT Bank Negara Indonesia (Persero) Tbk
Page 797
• •
• •
• •
• •
• •
1444 A Heart that Serves, Growing with Indonesia
Page 798
• •
• •
• •
• •
2025 Annual Report
1445
PT Bank Negara Indonesia (Persero) Tbk
Page 799
1446 A Heart that Serves, Growing with Indonesia
Page 800
2025 Annual Report
1447
PT Bank Negara Indonesia (Persero) Tbk
Page 801
1448 A Heart that Serves, Growing with Indonesia
Page 802
2025 Annual Report
1449
PT Bank Negara Indonesia (Persero) Tbk
Page 803
(“NPF”) Finance (“NPF”)
1450 A Heart that Serves, Growing with Indonesia
Page 804
2025 Annual Report
1451
PT Bank Negara Indonesia (Persero) Tbk
Page 805
1452 A Heart that Serves, Growing with Indonesia
Page 806
2025 Annual Report
1453
PT Bank Negara Indonesia (Persero) Tbk
Page 807
1454 A Heart that Serves, Growing with Indonesia
Page 808
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1456 A Heart that Serves, Growing with Indonesia
Page 810
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1458 A Heart that Serves, Growing with Indonesia
Page 812
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1460 A Heart that Serves, Growing with Indonesia
Page 814
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Page 815
1462 A Heart that Serves, Growing with Indonesia
Page 816
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1464 A Heart that Serves, Growing with Indonesia
Page 818
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1466 A Heart that Serves, Growing with Indonesia
Page 820
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Page 821
1468 A Heart that Serves, Growing with Indonesia
Page 822
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Page 823
‑
‑
‑
‑
1470 A Heart that Serves, Growing with Indonesia
Page 824
Moody’s
2025 Annual Report
1471
PT Bank Negara Indonesia (Persero) Tbk
Page 825
the Tier 2 Subordinated Notes from Moody’s and
Moody’s dan Fitch dengan
2 Subordinated Notes from Moody’s and Fitch with
Moody’s dan Fitch dengan peringkat masing
dari Moody’s from Moody’s with Ba3 rating.
1472 A Heart that Serves, Growing with Indonesia
Page 826
, BNI’s share
2025 Annual Report
1473
PT Bank Negara Indonesia (Persero) Tbk
Page 827
, BNI’s share
1474 A Heart that Serves, Growing with Indonesia
Page 828
(“BEI”). Program ini mengacu pada Peraturan OJK
Signifikan (“POJK No. 2/POJK.04/2013”) dan Surat
2025 Annual Report
1475
PT Bank Negara Indonesia (Persero) Tbk
Page 829
Program for Management and Bank’s Employees in
1476 A Heart that Serves, Growing with Indonesia
Page 830
(””)
2025 Annual Report
1477
PT Bank Negara Indonesia (Persero) Tbk
Page 831
General Shareholders’ Meetings held on
General Shareholders’ meeting has approved the
1478 A Heart that Serves, Growing with Indonesia
Page 832
2025 Annual Report
1479
PT Bank Negara Indonesia (Persero) Tbk
Page 833
SALARIES AND EMPLOYEES’ BENEFITS
’
based on the Bank and employees’ performance,
Information related to salaries and employees’
1480 A Heart that Serves, Growing with Indonesia
Page 834
(“Dana Pensiun”) (“Dana Pensiun”). The employees’ contributions
are 7.5% of the employee’s pension salary
using the “Projected Unit Credit” method.
“”.
Employees’ contributions
2025 Annual Report
1481
PT Bank Negara Indonesia (Persero) Tbk
Page 835
in the pension fund’s
Employer’s contributions
Employer’s contributions
Employees’ contributions
–
–
1482 A Heart that Serves, Growing with Indonesia
Page 836
2025 Annual Report
1483
PT Bank Negara Indonesia (Persero) Tbk
Page 837
1484 A Heart that Serves, Growing with Indonesia
Page 838
of the employees’
f the employees’ salaries, determined by the
.5% and 3.5%, respectively, of the employees’
2025 Annual Report
1485
PT Bank Negara Indonesia (Persero) Tbk
Page 839
PT Towers Watson Purbajaga using the “Projected
menggunakan metode “ ” Unit Credit” method as stated in its reports dated
1486 A Heart that Serves, Growing with Indonesia
Page 840
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 841
1488 A Heart that Serves, Growing with Indonesia
Page 842
Based on the decision of the BNI’s Shareholders
ment’s decision that 20% of the
the Board of Commissioners based on Bank’s
2025 Annual Report
1489
PT Bank Negara Indonesia (Persero) Tbk
Page 843
Other than that, based on the decision of the BNI’s
management’s dec
Bank’s performance target achievement. The
1490 A Heart that Serves, Growing with Indonesia
Page 844
2025 Annual Report
1491
PT Bank Negara Indonesia (Persero) Tbk
Page 845
(“ESA”) Employee Stock Allocation (“ESA”) Program
Based on the decision of the BNI’s
employees based on Bank’s performance target
1492 A Heart that Serves, Growing with Indonesia
Page 846
Based on the Bank’s performance achievement in
–
–
2025 Annual Report
1493
PT Bank Negara Indonesia (Persero) Tbk
Page 847
normal course of the Group’s activities that have
1494 A Heart that Serves, Growing with Indonesia
Page 848
(“Perum Peruri”) dan Entitas Anak (“Perum Peruri”) and Subsidiaries
2025 Annual Report
1495
PT Bank Negara Indonesia (Persero) Tbk
Page 849
1496 A Heart that Serves, Growing with Indonesia
Page 850
PT Perusahaan Listrik Negara (“PLN”) (Persero) PT Perusahaan Listrik Negara (“PLN”) (Persero)
Control on Bank’s Activities
Dana Pensiun (“DP”) BNI Dana Pensiun (“DP”) BNI
Dana Pensiun Lembaga Keuangan (“”) Dana Pensiun Lembaga Keuangan (“”)
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 851
1498 A Heart that Serves, Growing with Indonesia
Page 852
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1500 A Heart that Serves, Growing with Indonesia
Page 854
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PT Bank Negara Indonesia (Persero) Tbk
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1502 A Heart that Serves, Growing with Indonesia
Page 856
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1504 A Heart that Serves, Growing with Indonesia
Page 858
Salaries and employees’ benefits
2025 Annual Report
1505
PT Bank Negara Indonesia (Persero) Tbk
Page 859
1506 A Heart that Serves, Growing with Indonesia
Page 860
• •
• •
• •
• •
• •
the Bank’s treasury activities including foreign
• • mainly manages the Group’s
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 861
• •
Bank’s Management. Segment profit is used to
Board of Directors’ Decree on Organizational
accordance with the Board’s organizational
1508 A Heart that Serves, Growing with Indonesia
Page 862
Information relating to the Group’s main business
–
of Directors’ Decree on Organizational Restructuring dated 1 August 2025.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 863
1510 A Heart that Serves, Growing with Indonesia
Page 864
’
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 865
Bank’s current business and regulations.
The management of BNI’s credit, liquidity, market
are consistent with Regulator’s definition
The Bank’s loan management is aimed to support
The purpose of BNI’s credit risk management other
debtors’ failure to pay credit facility and other
1512 A Heart that Serves, Growing with Indonesia
Page 866
applicant’s credit risks, i.e. through internal rating
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 867
portfolio and its impact to the Bank and the Bank’s
1514 A Heart that Serves, Growing with Indonesia
Page 868
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 869
• •
• •
of the Bank’s lending activities. Each loan
requirements of the Bank’s policy.
• •
tolerance in accordance with the Bank’s
• •
• •
permasalahan melalui ” system through “early warning system”
” dan pemantauan yang disiplin.
• •
1516 A Heart that Serves, Growing with Indonesia
Page 870
’
Standby letter of credit (“SBLC”)
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 871
– –
–
1518 A Heart that Serves, Growing with Indonesia
Page 872
– –
– –
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 873
’s credit exposures at their carrying
1520 A Heart that Serves, Growing with Indonesia
Page 874
– –
2025 Annual Report
1521
PT Bank Negara Indonesia (Persero) Tbk
Page 875
Bank’s strategic objectives, which are used as a
buffers as tertiary reserve to strengthen the Bank’s
1522 A Heart that Serves, Growing with Indonesia
Page 876
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 877
LCR aims to improve the Bank’s short
The Bank’s
1524 A Heart that Serves, Growing with Indonesia
Page 878
f Directors’ oversight of
diversified, and sustainable, in line with the Bank’s
the Bank’s
and within the Bank’s risk appetite.
2025 Annual Report
1525
PT Bank Negara Indonesia (Persero) Tbk
Page 879
may have an impact on the Bank’s capital
’s internal scenarios. Meanwhile,
1526 A Heart that Serves, Growing with Indonesia
Page 880
the Bank’s trading book and banking book portfolio:
BNI’s Risk Management and Anti Fraud
e BNI’s returns
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 881
1528 A Heart that Serves, Growing with Indonesia
Page 882
constant, in the Bank’s profit or loss. The
assets and liabilities. BNI’s foreign currency
BNI’s overall Net Open Position.
BNI’s policy is to maintain foreign currency
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 883
1530 A Heart that Serves, Growing with Indonesia
Page 884
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1532 A Heart that Serves, Growing with Indonesia
Page 886
on an arm’s length basis. The
2025 Annual Report
1533
PT Bank Negara Indonesia (Persero) Tbk
Page 887
available and rely as little as possible on entity’s
• •
• •
• •
• •
, call money, “fixed
penempatan “”, deposito berjangka term” placements, time deposits and others.
1534 A Heart that Serves, Growing with Indonesia
Page 888
Generally, the Bank’s portfolio consists of
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 889
The Bank’s capital management objective is to
1536 A Heart that Serves, Growing with Indonesia
Page 890
1991. BNI’s Custodian Department, which is part of
Proxy services for its customers’ shareholder
customers’ marketable securities which are
kept and administered by BNI’s custodian
l the investors’ needs in investing in
BNI’s Custodian Operations facilitates various
2025 Annual Report
1537
PT Bank Negara Indonesia (Persero) Tbk
Page 891
and 2024, BNI’s
1538 A Heart that Serves, Growing with Indonesia
Page 892
BNI’s
2025 Annual Report
1539
PT Bank Negara Indonesia (Persero) Tbk
Page 893
• •
• •
1540 A Heart that Serves, Growing with Indonesia
Page 894
• •
• •
• •
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 895
1542 A Heart that Serves, Growing with Indonesia
Page 896
• •
• •
• •
• •
2025 Annual Report
1543
PT Bank Negara Indonesia (Persero) Tbk
Page 897
• •
• •
• •
• •
• •
• •
1544 A Heart that Serves, Growing with Indonesia
Page 898
• •
• •
• •
• •
• •
• •
• • debtor’s geographical location.
2025 Annual Report
1545
PT Bank Negara Indonesia (Persero) Tbk
Page 899
‘Insurance Contracts’ and as required by the
impact on the Bank’s consolidated balance sheet
as at 1 January 2024, the Bank’s consolidated
income statement and the Bank’s consolidated
Bank’s consolidated statement of cash flows for the
–
1546 A Heart that Serves, Growing with Indonesia
Page 900
impact on the Bank’s consolidated balance sheet
as at 1 January 2024, the Bank’s consolidated
income statement and the Bank’s consolidated
Bank’s consolidated statement of cash flows for the
–
–
2025 Annual Report
1547
PT Bank Negara Indonesia (Persero) Tbk
Page 901
impact on the Bank’s consolidated balance sheet
as at 1 January 2024, the Bank’s consolidated
income statement and the Bank’s consolidated
Bank’s consolidated statement of cash flows for the
1548 A Heart that Serves, Growing with Indonesia
Page 902
impact on the Bank’s consolidated balance sheet
as at 1 January 2024, the Bank’s consolidated
income statement and the Bank’s consolidated
Bank’s consolidated statement of cash flows for the
2025 Annual Report
1549
PT Bank Negara Indonesia (Persero) Tbk
Page 903
1550 A Heart that Serves, Growing with Indonesia
Page 904
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 905
1552 A Heart that Serves, Growing with Indonesia
Page 906
Based on the Bank’s management review and
2025 Annual Report
1553
PT Bank Negara Indonesia (Persero) Tbk
Page 907
1554 A Heart that Serves, Growing with Indonesia
Page 908
OJK’s regulation amounted
2025 Annual Report
1555
PT Bank Negara Indonesia (Persero) Tbk
Page 909
related to the Bank’s
1556 A Heart that Serves, Growing with Indonesia
Page 910
to stakeholder’s declining levels of trust which
implementation of the Bank’s strategy and
• •
• •
• •
• •
• •
2025 Annual Report
1557
PT Bank Negara Indonesia (Persero) Tbk
Page 911
• •
• •
• •
• •
• •
e’s
1558 A Heart that Serves, Growing with Indonesia
Page 912
assessment, the Bank’s consolidated
inherent risk of the Bank’s business, including
Bank’s Soundness Rating
2025 Annual Report
1559
PT Bank Negara Indonesia (Persero) Tbk
Page 913
BNI’s Risk Profile as
dengan predikat “sehat” atau stabil the predicate “healthy” or stable compared to
BNI’s total capital component due to an
increase of BNI’s tier 1 capital from
BNI’s governance for the position of
1560 A Heart that Serves, Growing with Indonesia
Page 914
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 915
“bail in”
1562 A Heart that Serves, Growing with Indonesia
Page 916
– –
“Managed”
2025 Annual Report
1563
PT Bank Negara Indonesia (Persero) Tbk
Page 917
1564 A Heart that Serves, Growing with Indonesia
Page 918
taken to build a solid foundation for BNI’s risk
BNI’s company culture. BNI constantly strive
to improve employee’s risk culture in order to
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 919
1566 A Heart that Serves, Growing with Indonesia
Page 920
2025 Annual Report
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Page 921
1568 A Heart that Serves, Growing with Indonesia
Page 922
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 923
ank’s
1570 A Heart that Serves, Growing with Indonesia
Page 924
of the Bank’s capital over its Risk
account as a component of Bank’s Capital.
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 925
1572 A Heart that Serves, Growing with Indonesia
Page 926
• •
• •
• •
• •
2025 Annual Report
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PT Bank Negara Indonesia (Persero) Tbk
Page 927
––
1574 A Heart that Serves, Growing with Indonesia
Page 928
––
2025 Annual Report
1575
PT Bank Negara Indonesia (Persero) Tbk
Page 929
–
–
– –
– –
– –
– –
––
1576 A Heart that Serves, Growing with Indonesia
Page 930
–
Salaries and employees’ benefits
––
2025 Annual Report
1577
PT Bank Negara Indonesia (Persero) Tbk
Page 931
––
1578 A Heart that Serves, Growing with Indonesia
Page 932
PT Bank Negara Indonesia (Persero) Tbk
2025 Annual Report
1579
––
Page 933
1580
A Heart that Serves, Growing with Indonesia
––
Page 934
–
––
2025 Annual Report
1581
PT Bank Negara Indonesia (Persero) Tbk
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––
1582 A Heart that Serves, Growing with Indonesia
Page 936
Keuangan (“PSAK”) , “Laporan Keuangan
Tersendiri”. (“”), “Separate Financial Statements”.
––
2025 Annual Report
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
SEOJK No. 16/SEOJK.04/2021:
Annual Report of Public Company
Description Page
I. General Provision
1. In this Financial Services Authority Circular Letter what is meant by:
a. The Annual Report is a report on the Board of Directors and Board of Commissioners accountability in
managing and supervising issuers or public companies within a period of 1 (one) fiscal year to the general
√
meeting of shareholders prepared based on the provisions of the Financial Services Authority Regulation
concerning the Annual Report of issuers or public companies
b. Issuers are parties who make public offerings √
c. A Public Company is a company whose shares are owned by at least 300 (three hundred) shareholders
and has a paid-up capital of at least Rp3,000,000,000.00 (three billion rupiah) or a number of shareholders √
and paid-up capital as determined by the Financial Services Authority
d. A Public Company is an Issuer that has made a public offering of equity securities or a Publically- listed
√
Company
e. A Sustainability Report is a report published to the public that contains the economic, financial, social,
and environmental performance of a financial service institution, Issuer, and Public Company in running a √
sustainable business
f Board of Directors:
1) For an Issuer or a Public Company in the form of a limited liability company, it is the Board of Directors
as referred to in the Financial Services Authority Regulation concerning the Board of Directors and √
Board of Commissioners of an Issuer or Public Company; and
2) For an Issuer or a Public Company in the form of a legal entity other than a limited liability company,
it is the body that carries out the management of the legal entity as referred to in the laws and √
regulations concerning the legal entity.
g. Board of Commissioners:
1) For an Issuer or a Public Company in the form of a limited liability company, the Board of
Commissioners as referred to in the Financial Services Authority Regulation concerning the Board of √
Directors and Board of Commissioners of an Issuer or Public Company; and
2) For the Issuer or Public Company in the form of a legal entity other than a limited liability company, it
is the body that supervises the legal entity as referred to in the laws and regulations concerning the √
legal entity.
h. General Meeting of Shareholders hereinafter abbreviated as GMS:
1) For an Issuer or a Public Company in the form of a limited liability company, it is the GMS as referred
to in the Financial Services Authority Regulation concerning the Planning and Organizing of the √
General Meeting of Shareholders of a Public Company; and
2) For an Issuer or Public Company in the form of a legal entity other than a limited liability company,
it is the body that has authority that is not given to any other body that carries out management
√
and supervisory functions, within the limits specified in the legislation and/or articles of association
governing the legal entity.
2. The Annual Report of Issuers or Public Companies is an important source of information for investors or
shareholders as one of the basic considerations in making investment decisions and a means of supervision of √
Issuers or Public Companies.
3. Along with the development of the capital market and the increasing need for information disclosure by
investors or shareholders, the Board of Directors and the Board of Commissioners are required to present √
quality, accurate, and accountable information through the Annual Reports of Issuers or Public Companies.
4. Annual Reports that are prepared regularly and informatively can provide convenience for investors or
√
shareholders and stakeholders in obtaining the required information.
5 This Financial Services Authority Circular is a guideline for Issuers or Public Companies that must be applied in
√
preparing Annual Reports and Sustainability Reports.
II. Format of Annual Report
1. Annual Report should be presented in the printed format and in electronic document copy. √
2. The printed version of the Annual Report should be printed on light-colored paper of fine quality, in A4 size,
√
bound and can be reproduced in good quality.
3. The Annual Report may present information in the form of pictures, graphs, tables, and/or diagrams by
√
including clear titles and/or descriptions, so that they are easy to read and understand.
4. The Annual Report presented in electronic document format is the Annual Report converted into pdf format. √
1584 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Description Page
III. Content of Annual Report
1. Annual Report should contain at least the following information:
a. Summary of key financial information; 24-27
b. Stock information (if any); 33-35
c. The Board of Directors report; 62-80
d. The Board of Commissioners report; 48-60
e. Profile of Issuer or Public Company; 86-235
f. Management discussion and analysis; 236-437
g. Corporate governance applied by the Issuer or Public Company; 648-1213
h. Corporate social and environmental responsibility of the Issuer or Public Company; Sustainability
Report
i. Audited annual report; and 1248-1583
j. Statement that the Board of Directors and the Board of Commissioners are fully responsible for the Annual
84-85
Report;
2. Description of Content of Annual Report
a. Summary of Key Financial Information
Summary of Key Financial Information contains financial information presented in comparison with
previous 3 (three) fiscal years or since commencement of business if the Issuers or the Public Company
commencing the business less than 3 (three) years, at least contain:
1) income/sales;
2) gross profit;
3) profit (loss);
4) total profit (loss) attributable to equity holders of the parent entity and non-controlling interest;
5) total comprehensive profit (loss);
6) total comprehensive profit (loss) attributable to equity holders of the parent entity and non controlling
interest;
7) earning (loss) per share; 24-27
8) total assets;
9) total liabilities;
10) total equities;
11) profit (loss) to total assets ratio;
12) profit (loss) to equities ratio;
13) profit (loss) to income ratio;
14) current ratio;
15) liabilities to equities ratio;
16) liabilities to total assets ratio; and
17) other information and financial ratios relevant to the Issuer or Public Company and type of industry;
b. Stock Information
Stock Information (if any) at least contains:
1) shares issued for each three-month period in the last 2 (two) fiscal years (if any), at least covering:
a) number of outstanding shares;
b) market capitalization based on the price at the Stock Exchange where the shares listed on;
c) highest share price, lowest share price, closing share price at the Stock Exchange where the
shares listed on; and
33-35
d) share volume at the Stock Exchange where the shares listed on;
Information in point a) should be disclosed by the Issuer, the public company whose shares is listed or
not listed in the Stock Exchange;
Information in point b), point c), and point d) only be disclosed if the Issuer is a public company whose
shares is listed in the Stock Exchange;
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2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Description Page
2) in the event of corporate actions, including stock split, reverse stock, dividend, bonus share, and
change in par value of shares, then the share price referred to in point 1), should be added with
explanation on:
a) date of corporate action;
b) stock split ratio, reverse stock, dividend, bonus shares, and change in par value of shares; 35
c) number of outstanding shares prior to and after corporate action; and
d) The number of convertible securities exercised (if any); and
e) share price prior to and after corporate action;
3) in the event that the company’s shares were suspended and/or delisted from trading during the year
under review, then the Issuers or Public Company should provide explanation on the reason for the 35
suspension and/or delisting; and
4) in the event that the suspension and/or delisting as referred to in point 3) was still in effect until the
date of the Annual Report, then the Issuer or the Public Company should also explain the corporate 35
actions taken by the company in resolving the suspension and/or delisting;
c. The Board of Directors Report
The Board of Directors Report should at least contain the following items:
1) the performance of the Issuer or Public Company, at least covering:
a) strategy and strategic policies of the Issuer or Public Company; 64-65
b) Role of the Board of Directors in formulating strategies and strategic policies of Issuers or Public
65-66
Companies;
c) Process carried out by the Board of Directors to ensure the implementation of the Issuer’s or
66
Public Company’s strategy;
d) comparison between achievement of results and targets; and 67
e) challenges faced by the Issuer or Public Company; 67-68
2) description on business prospects; 73-74
3) implementation of good corporate governance by Issuer or Public Company; and 74-75
4) changes in the composition of the Board of Directors and the reason behind (if any); 78-79
d. The Board of Commissioners Report
The Board of Commissioners Report should at least contain the following items:
1) Assessment on the performance of the Board of Directors in managing the Issuer or the Public
50-51
Company;
2) Supervision on the implementation of the strategy of the Issuer or Public Company; 51-52
3) View on the business prospects of the Issuer or Public Company as established by the Board of
53
Directors;
4) View on the implementation of the corporate governance by the Issuer or Public Company; 53-55
5) Changes in the composition of the Board of Commissioners and the reason behind (if any); and 59-60
e. Profile of the Issuer or Public Company
Profile of the Issuer or Public Company should cover at least:
1) Name of Issuer or Public Company, including change of name, reason of change, and the effective
88, 93
date of the change of name during the year under review;
2) access to Issuer or Public Company, including branch office or representative office, where public can
have access of information of the Issuer or Public Company, which include:
a) Address;
b) Telephone number; 88
c) Facsimile number;
d) E-mail address; and
e) Website address;
3) Brief history of the Issuer or Public Company; 92-93
4) Vision and mission of the Issuer or Public Company; 94-96
5) Line of business according to the latest Articles of Association, and types of products and/or services
99-103
produced;
6) Operational area of the Issuer or Public Company 104-105
7) Structure of organization of the Issuer or Public Company in chart form, at least 1 (one) level below the
106-107
Board of Directors, with the names and titles;
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Description Page
8) List of industry association memberships both on a national and international scale related to the
108-109
implementation of sustainable finance;
9) The Board of Directors profiles include:
a) Name and short description of duties and functions;
b) Latest photograph;
c) Age;
d) Citizenship;
e) Education;
f) history position, covering information on:
(1) Legal basis for appointment as member of the Board of Directors to the said Issuer or Public
Company; 120-136
(2) Dual position, as member of the Board of Directors, member of the Board of Commissioners,
and/or member of committee, and other position (if any); and
(3) Working experience and period in and outside the Issuer or Public Company;
g) Affiliation with other members of the Board of Directors, members of the Board of Commissioners,
majority and controlling shareholders, either directly or indirectly to individual owners, including names
of affiliated parties. In the event that a member of the Board of Directors has no affiliation, the Issuer or
Public Company shall disclose this matter; and
h) Changes in the composition of the members of the Board of Directors and the reasons for the changes. In
the event that there is no change in the composition of the members of the Board of Directors, this matter
shall be disclosed;
10) The Board of Commissioners profiles, at least include:
a) Name;
b) Latest photograph;
c) Age;
d) Citizenship;
e) Education;
f) History position, covering information on:
(1) Legal basis for the appointment as member of the Board of Commissioners who is not
Independent Commissioner at the said Issuer or Public Company;
(2) Legal bases for the first appointment as member of the Board of Commissioners who also
Independent Commissioner at the said Issuer or Public Company; 110-119
(3) Dual position; as member of the Board of Commissioners, member of the Board of Directors, and/or
member of committee and other position (if any); and
(4) Working experience and period in and outside the Issuer or Public Company;
g) Affiliation with other members of the Board of Commissioners, major shareholders, and controllers
either directly or indirectly to individual owners, including names of affiliated parties; In the event
that a member of the Board of Commissioners has no affiliation, the Issuer or Public Company
shall disclose this matter;
h) Statement of independence of Independent Commissioner in the event that the Independent
Commissioner has been appointed more than 2 (two) periods (if any);
i) Changes in the composition of the members of the Board of Commissioners and the reasons for
the changes. In the event that there is no change in the composition of the members of the Board
of Commissioners, this matter shall be disclosed;
11) In the event that there were changes in the composition of the Board of Commissioners and/or the
Board of Directors occurring between the period after year-end until the date the Annual Report
137
submitted, then the last and the previous composition of the Board of Commissioners and/or the
Board of Directors shall be stated in the Annual Report;
12) Number of employees by gender, position, age, education level, and employment status (permanent/
166-167
contracted) in the fiscal year; Disclosure of information can be presented in tabular form.
13) Names of shareholders and ownership percentage at the end of the fiscal year, including:
a) Shareholders having 5% (five percent) or more shares of Issuer or Public Company;
b) Commissioners and Directors who own shares of the Issuers or Public Company; and 180-183
c) Groups of public shareholders, or groups of shareholders, each with less than 5% (five percent)
ownership shares of the Issuers or Public Company;
14) The percentage of indirect ownership of the shares of the Issuer or Public Company by members of the
Board of Directors and members of the Board of Commissioners at the beginning and end of the fiscal
184-185
year, including information on shareholders registered in the shareholder register for the benefit of indirect
ownership of members of the Board of Directors and members of the Board of Commissioners;
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15) Number of shareholders and ownership percentage at the end of the fiscal year, based on:
a) Ownership of local institutions;
b) Ownership of foreign institutions; 186
c) Ownership of local individual; and
d) Ownership of foreign individual;
16) Information on major shareholders and controlling shareholders the Issuers of Public Company,
187
directly or indirectly, and also individual shareholder, presented in the form of scheme or diagram;
17) Name of subsidiaries, associated companies, joint venture controlled by Issuers or Public Company,
with entity, percentage of stock ownership, line of business, total assets and operating status of the
Issuers of Public Company (if any); 188-199
For subsidiaries, include the addresses of the said subsidiaries;
18) Chronology of share listing, number of shares, par value, and bid price from the beginning of listing
up to the end of the financial year, and name of Stock Exchange where the Issuers of Public Company 202-203
shares are listed;
19) Other securities listing information other than the securities as referred to in number 18), which have
not yet matured in the fiscal year, at least contain the name of the securities, year of issue, interest 204-217
rate/yield, maturity date, offering value, and securities rating (if any);
20) Information on the use of a Public Accountant (AP) and a Public Accounting firm (KAP) services and
their networks/associations/alliances include:
a) name and address;
b) period of assignment;
218-219
c) informasi jasa audit dan/atau non audit yang diberikan;
d) Audit and/or non-audit fees for each assignment given during the fiscal year; and
e) In the event that AP and KAP and their network/association/alliance, which are appointed do not
provide non-audit services, then the information is disclosed; and
21) Name and address of capital market supporting institutions and/or professionals other than AP and
220-221
KAP
f. Management Discussion and Analysis
Management Analysis and Discussion Annual should contain discussion and analysis on financial
statements and other material information emphasizing material changes that occurred during the year
under review, at least including:
1) Operational review per business segment, according to the type of industry of the Issuer or Public
Company including:
a) Production, including process, capacity, and growth; 249-320
b) Income/sales; and
c) Profitability;
2) comprehensive financial performance analysis which includes a comparison between the financial
performance of the last 2 (two) fiscal years, and explanation on the causes and effects of such
changes, among others concerning:
a) Current assets, non-current assets, and total assets;
b) Short term liabilities, long term liabilities, total liabilities; 322-350
c) Equities;
d) Sales/operating revenues, expenses and profit (loss), other comprehensive revenues, and total
comprehensive profit (loss); and
e) Cash flows
3) The capacity to pay debts by including the computation of relevant ratios; 360-361
4) Accounts receivable collectability of the Issuer or Public Company, including the computation of the
362-364
relevant ratios;
5) Capital structure and management policies concerning capital structure, including the basis for
375-376
determining the said policy;
6) discussion on material ties for the investment of capital goods, including the explanation on at least:
a) The purpose of such ties;
b) Source of funds expected to fulfill the said ties;
377-378
c) Currency of denomination; and
d) Steps taken by the Issuer of Public Company to protect the position of a related foreign currency
against risks;
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7) Discussion on investment of capital goods which was realized in the last fiscal year, at least include:
a) Type of investment of capital goods;
379
b) Objective of the investment of capital goods; and
c) Value of the investment of capital goods;
8) Material Information and facts that occurring after the date of the accountant’s report (if any); 380
9) Information on the prospects of the Issuer or the Company in connection with industry,economy in
388-392
general, accompanied with supporting quantitative data if there is a reliable data source;
10) Comparison between target/projection at beginning of year and result (realization), concerning:
a) Income/sales;
b) Profit (loss);
381-383
c) Capital structure; or
d) Dividend policy; or
e) Others that deemed necessary for the Issuer or Public Company;
11) Target/projection at most for the next one year of the Issuer or Public Company, concerning:
a) Income/sales;
b) Profit (loss);
393-394
c) Capital structure; or
d) Dividend policy;
e) Or others that deemed necessary for the Issuer or Public Company;
12) Marketing aspects of the company’s products and/or services the Issuer or Public Company, among
395-398
others marketing strategy and market share;
13) Description regarding the dividend policy during the last 2 (two) fiscal years, at least:
a) Dividend policy;
b) The date of the payment of cash dividend and/or date of distribution of non-cash dividend;
c) Amount of cash per share (cash and/or non cash); and 399-401
d) Amount of dividend per year paid;
Disclosure of information can be presented in tabular form. In the event that the Issuer or Public
Company does not distribute dividends in the last 2 (two) years, this matter shall be disclosed.
14) Use of proceeds from Public Offerings, under the condition of:
a) during the year under review, on which the Issuer has the obligation to report the realization of
the use of proceeds, then the realization of the cumulative use of proceeds until the year end
should be disclosed; and 403-411
b) In the event that there were changes in the use of proceeds as stipulated in the Regulation of the
Financial Services Authority on the Report of the Utilization of Proceeds from Public Offering,
then Issuer should explain the said changes;
15) Material information (if any), among others concerning investment, expansion, divestment,
acquisition, debt/capital restructuring, transactions with related parties and transactions with conflict
of interest that occurred during the year under review, among others include:
a) Transaction date, value, and object;
b) Name of transacting parties;
c) Nature of related parties (if any);
d) Description of the fairness of the transaction; and
e) Compliance with related rules and regulations;
f) In the event that there is an affiliation relationship, apart from disclosing the information as
referred to in letter a) to letter e), the Issuer or Public Company also discloses information: 413-421
1) A statement from the Board of Directors that the affiliate transaction has gone through
adequate procedures to ensure that the affiliate transaction is carried out in accordance with
generally accepted business practices, by complying with the arms-length principle; and
2) The role of the Board of Commissioners and the audit committee in carrying out adequate
procedures to ensure that affiliated transactions are carried out in accordance with generally
accepted business practices, by complying with the arms-length principle;
g) For affiliated transactions or material transactions which are business activities carried out to
generate business income and are carried out regularly, repeatedly, and/or continuously, an
explanation is added that the affiliated transactions or material transactions are business activities
carried out to generate operating income. and run regularly, repeatedly, and/or continuously;
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h) For disclosure of affiliated transactions and/or conflict of interest transactions resulting from the
implementation of affiliated transactions and/or conflict of interest transactions that have been
approved by independent shareholders, additional information regarding the date of the GMS
which approved the affiliated transactions and/or conflict of interest transactions is added;
i) In the event that there is no affiliated transaction and/or conflict of interest transaction, then this
shall be disclosed;
16) Changes in regulation which have a significant effect on the Issuer or Public Company and impacts on
423-432
the company (if any); and
17) Changes in the accounting policy, rationale and impact on the financial statement (if any); 433
g. Corporate Governance of the Issuer or Public Company
Corporate Governance of the Issuer or Public Company contains at least:
1) GMS, at least contains:
a) Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year prior to the
fiscal year include:
1) Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year realized in
the fiscal year; and 673-698
2) Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year that have not
been realized and the reasons for not realizing them;
b) In the event that the Issuer or Public Company uses an independent party in the conduct of the
GMS to calculate the votes, then this matter shall be disclosed;
2) The Board of Directors, covering:
a) The tasks and responsibilities of each member of the Board of Directors;
b) Statement that the Board of Directors has already have board manual or charter;
c) Policies and implementation of the frequency of meetings of the Board of Directors, meetings of
the Board of Directors with the Board of Commissioners, and the level of attendance of members
of the Board of Directors in the meeting including attendance at the GMS;
d) Training and/or competency development of members of the Board of Directors:
(1) Policies for training and/or improving the competence of members of the Board of Directors,
including an orientation program for newly appointed members of the Board of Directors (if any);
and 742-805
(2) Training and/or competency improvement attended by members of the Board of Directors in
the fiscal year (if any);
e) The Board of Directors’ assessment of the performance of the committees that support the
implementation of the Board of Directors’ duties for the fiscal year shall at least contain:
(1) Performance appraisal procedures; and
(2) The criteria used are performance achievements during the fiscal year, are competence and
attendance at meetings; and
f) In the event that the Issuer or Public Company does not have a committee that supports the
implementation of the duties of the Board of Directors, this matter shall be disclosed.
3) The Board of Commissioners, among others include:
a) Duties and responsibilities of the Board of Commissioners;
b) Statement that the Board of Commissioner has already have the board manual or charter;
c) Policies and implementation of the frequency of meetings of the Board of Commissioners, meetings
of the Board of Commissioners with the Board of Directors and the level of attendance of members
of the Board of Commissioners in these meetings including attendance at the GMS;
d) Training and/or competency improvement of members of the Board of Commissioners:
(1) Policy on competency training and/or development of members of the Board of Commissioners,
including orientation programs for newly appointed members of the Board of Commissioners (if
any); and
(2) Competency training and/or development attended by members of the Board of Commissioners in
the fiscal year (if any); 699-741
e) The assessment on the performance of the Board of Directors and Board of Commissioners and
the implementation, at least covering:
(1) procedure for the implementation of performance assessment;
(2) Criteria used are performance achievements during the fiscal year, competency and
attendance at meetings; and
(3) Assessor;
f) Board of Commissioners’ assessment of the performance of the Committees that support the
implementation of the duties of the Board of Commissioners in the fiscal year includes:
(1) Performance appraisal procedures; and
(2) The criteria used are performance achievements during the fiscal year, competency and attendance
at meetings;
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4) The nomination and remuneration of the Board of Directors and the Board of Commissioners shall at
least contain:
a) Nomination procedure, including a brief description of the policies and process for nomination of
members of the Board of Directors and/or members of the Board of Commissioners; and
b) Procedures and implementation of remuneration for the Board of Directors and the Board of
Commissioners, among others:
811-826
(1) Procedures for determining remuneration for the Board of Directors and the Board of
Commissioners;
(2) The remuneration structure of the Board of Directors and the Board of Commissioners such
as salary, allowances, tantiem/bonus and others; and
(3) The amount of remuneration for each member of the Board of Directors and member of the
Board of Commissioners
5) Sharia Supervisory Board, for Issuer or Public Company that conduct business based on sharia law, as
stipulated in the articles of association, at least containing:
a) name;
b) Legal basis for the appointment of the sharia supervisory board;
N.A
c) Period of assignment of the sharia supervisory board;
d) duty and responsibility of Sharia Supervisory Board; and
e) frequency and procedure in providing advice and suggestion, as well as the compliance of Sharia
Principles by the Issuer or Public Company in the Capital Market;
6) Audit Committee, among others covering:
a) Name and position in the committee;
b) Age;
c) Citizenship;
d) Education background;
e) History of position; including:
(1) Legal basis for appointment as committee member;
(2) Dual position, as member of Board of Commissioners, member of Board of Directors, and/or
member of committee, and other position (if any); and 833-854
(3) working experience and period in and outside the Issuer or Public Company;
f) Period and terms of office of the member of Audit Committee;
g) statement of independence of the Audit Committee;
h) Training and/or competency improvement that have been followed in the fiscal year (if any);
i) Policies and implementation of the frequency of audit committee meetings and the level of
attendance of audit committee members in those meetings; and
j) the activities of the Audit Committee in the year under review, in accordance with the Audit
Committee Charter;
7) The nomination and remuneration committee or function of the Issuer or Public Company, at least
containing:
a) Name and position in committee membership;
b) Age;
c) Nationality;
d) Educational history;
e) Position history, including information on:
(1) Legal basis for appointment as committee member;
(2) Concurrent positions, either as a member of the Board of Commissioners, member of the
Board of Directors, and/or committee member and other positions (if any); and
(3) Work experience and period of time both inside and outside the Issuer or Public Company;
f) Period and term of office of the committee members; 855-868
g) Statement of committee independence;
h) Training and/or competency improvement that have been followed in the fiscal year (if any);
i) Description of duties and responsibilities;
j) A statement that it has a guideline or charter;
k) Policies and implementation of the frequency of meetings and the level of attendance of
members at the meeting;
l) Brief description of the implementation of activities in the fiscal year; and
m) In the event that no nomination and remuneration committee is formed, the Issuer or Public
Company is sufficient to disclose the information as referred to in letter i) to letter l) and disclose:
(1) Reasons for not forming the committee; and
(2) The party carrying out the nomination and remuneration function;
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8) Other committees owned by Issuers or Public Companies in order to support the functions and tasks of
the Board of Directors (if any) and / or committees that support the functions and duties of the Board of
Commissioners, the least contains:
a) Name and position in the Committee;
b) Age;
c) Citizenship;
d) Education background;
e) History of position, including:
(1) Legal basis for the appointment as member of the committee;
(2) Dual position, as member of Board of Commissioners, member of Board of Directors, and/or
member of committee, and other position (if any); and 868-904, 911-951
(3) Working experience and period in and outside the Issuer or Public Company;
f) Period and terms of office of the member of Audit Committee;
g) Statement of committee independence;
h) Training and/or competency improvement that have been followed in the fiscal year (if any); and
i) Description of duties and responsibilities;
j) A statement that the committee has had guidelines or charters;
k) Policies and implementation of the frequency of committee meetings and the level of attendance
of committee members at the meeting; and
l) A brief description of the committee’s activities for the fiscal year;
9) Corporate Secretary, including:
a) name;
b) domicile;
c) history of position, including:
(1) legal basis for the appointment as Corporate Secretary; and
951-958
(2) working experience and period in and outside the Issuer or Public Company;
d) education background;
e) education and/or training during the year under review; and
f) brief description on the implementation of duties of the Corporate Secretary in the year under
review;
10) Internal Audit Unit, among others including:
a) Name of Head of Internal Audit Unit;
b) History of position, including:
(1) Legal basis for the appointment as Head of Internal Audit Unit; and
(2) Working experience and period in and outside the Issuer or Public Company;
c) Qualification or certification as internal auditor (if any); 958-980
d) Education and/or training during the year under review;
e) Structure and position of Internal Audit Unit;
f) Description of duties and responsibilities;
g) Statement that the Internal Audit Unit has already have Internal Audit Unit charter; and
h) Brief description on the implementation of duty of Internal Audit Unit during the year under review;
11) Description on internal control system adopted by the Issuer or Public Company, at least covering:
a) Financial and operational control, and compliance to the other prevailing rules; and
b) Review on the effectiveness of internal control systems; 996-1006
c) Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the internal control
system;
12) Risk management system implemented by the company, at least includes:
a) General description about the company’s risk management system the Issuer or Public Company;
b) Types of risk and the management; and
1007-1023
c) Review the effectiveness of the risk management system applied by the Issuer or Public
Company;
d) Statement of the Board of Directors and/or the Board of Commissioners or the audit committee on the
adequacy of the risk management system;
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13) Legal cases that have a material impact faced by Issuers or Public Companies, subsidiaries, members
of the Board of Directors and members of the Board of Commissioners (if any), at least contain:
a) Substance of the case/claim; 1031-1034
b) Status of settlement of case/claim; and
c) Potential impacts on the condition of the Issuer or Public Company;
14) information about administrative sanctions imposed to Issuer or Public Company, members of the
Board of Commissioners and the Board of Directors, by the Capital Market Authority and other 1035-1036
authorities during the last fiscal year (if any);
15) information about codes of conduct of the Issuer or Public Company, includes:
a) Key points of the code of conduct;
b) Socialization of the code of conduct and enforcement; and 1097-1100
c) Statement that the code of conduct is applicable for the Board of Commissioners, the Board of
Directors, and employees of the Issuer of Public Company;
16) A brief description of the policy of providing long-term performance-based compensation to
management and/or employees owned by the Issuer or Public Company (if any), including the
management stock ownership program (MSOP) and/or program employee stock ownership (ESOP);
Information disclosed on the compensation in the form of a management stock ownership program
(MSOP) and/or employee stock ownership program (ESOP) shall at least include:
1118-1122
a) Number of shares and/or options;
b) Implementation period;
c) Requirements for eligible employees and/or management; and
d) Exercise price or determination of exercise price;
17) A brief description of the information disclosure policy regarding:
a) Share ownership of members of the Board of Directors and members of the Board of
Commissioners no later than 3 (three) working days after the occurrence of ownership or any 1123-1126
change in ownership of shares of a Public Company; and
b) Implementation of the policy;
18) Description of whistleblowing system at the Issuer or Public Company (if any), among others include:
a) Mechanism for violation reporting;
b) Protection for the whistleblower;
c) Handling of violation reports;
1127-1130
d) Unit responsible for handling of violation report; and
e) Results from violation report handling, at least includes:
(1) Number of complaints received and processed during the fiscal year; and
(2) Follow up of complaints;
19) A description of the anti-corruption policy of the Issuer or Public Company, at least containing:
a) Programs and procedures implemented in overcoming corrupt practices, kickbacks, fraud, bribery
1087-1091
and/or gratification in Issuers or Public Companies; and
b) Anti-corruption training/socialization to employees of Issuers or Public Companies;
20) Implementation of the Guidelines of Corporate Governance for Public Companies for Issuer issuing
Equity-based Securities or Public Company, including:
a) statement regarding recommendation that have been implemented; and/or 1152-1159
b) description of recommendation that have not been implemented, along with the reason and
alternatives of implementation (if any);
h. Social and Environmental Responsibility of the Issuer or Public Company
1) The information disclosed in the social and environmental responsibility section is a Sustainability
Report as referred to in the Financial Services Authority Regulation Number 51/POJK.03/2017 Sustainability
concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Report
Public Companies, at at least includes:
a) Explanation of the sustainability strategy; Sustainability
Report
b) Overview of sustainability aspects (economic, social, and environmental); Sustainability
Report
c) Brief profile of the Issuer or Public Company; Sustainability
Report
d) Explanation of the Board of Directors; Sustainability
Report
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e) Sustainability governance; Sustainability
Report
f) Sustainability performance; Sustainability
Report
g) Written verification from an independent party, if any; Sustainability
Report
h) Feedback sheet for readers, if any; and Sustainability
Report
i) The response of the Issuer or Public Company to the previous year’s report feedback; Sustainability
Report
2) The Sustainability Report as referred to in number 1) must be prepared in accordance with the
Technical Guidelines for the Preparation of a Sustainability Report for Issuers and Public Companies as √
contained in Appendix II which is an integral part of this Financial Services Authority Circular Letter;
3) Information on the Sustainability Report in number 1) can:
a) Disclosed in other relevant sections outside the Social and Environmental Responsibility section,
such as the Directors’ explanation regarding the Sustainability Report disclosed in the section √
related to the Directors’ Report; and/or
b) Refers to other sections outside the Social and Environmental Responsibility section by still
referring to the Technical Guidelines for the Preparation of Sustainability Reports for Issuers
√
and Public Companies as listed in Appendix II which is an integral part of this Financial Services
Authority Circular Letter, such as the profile of the Issuer or Public Company;
4) The Sustainability Report as referred to in number 1) is an inseparable part of the Annual Report but
√
can be presented separately from the Annual Report;
5) In the event that the Sustainability Report is presented separately from the Annual Report, the
information disclosed in the Sustainability Report must:
a) Contains all the information as referred to in number 1); and √
b) Prepared in accordance with the Technical Guidelines for the Preparation of a Sustainability
Report for Issuers and Public Companies as listed in Appendix II which is an integral part of this √
Financial Services Authority Circular Letter;
6) In the event that the Sustainability Report is presented separately from the Annual Report, then the
Social and Environmental Responsibility section contains information that information on Social
√
and Environmental Responsibility has been disclosed in the Sustainability Report which is presented
separately from the Annual Report; and
7) Submission of the Sustainability Report which is presented separately from the Annual Report must be
√
submitted together with the Annual Report.
i Audited Annual Financial Statement
Financial Statements included in Annual Report should be prepared in accordance with the Financial
Accounting Standards in Indonesia and audited by an Accountant. The said financial statement should
be included with statement of responsibility for financial report as stipulated in the legislations in the
1248-1583
Capital Markets sector governing the responsibility of the Board of Directors on the financial report or the
legislations in the Capital Markets sector governing the periodic reports of securities company in the event
the Issuer is a Securities Company; and
j Letter of Statement of the Board of Directors and the Board of Commissioners regarding the Responsibility
for Annual Reporting
Letter of statement of the Board of Directors and the Board of Commissioners regarding the responsibility
for Annual Reporting should be prepared according to the format of letter of statement of member of Board
84-85
of Directors and the Board of Commissioners regarding the responsibility for Annual Reporting as attached
in the Attachment, which is an integral part of this Circulation Letter of the Financial Services Authority.
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To Financial Services Authority Circular
Letter No. 29/SEOJK.03/2025:
Transparency and Publication of
Conventional Commercial Bank Reports
Description Page
I. Statement Letter of the Board of Directors and the Board of Commissioners regarding Responsibility for Financial
Publication Reports and Annual Financial Performance Information
II. General Information
A. Key Financial Highlights
Financial Highlights presents financial information in a comparative format for 2 (two) financial years, or since
the Bank begins its business for banks that have been in business for less than 2 (two) years. At the very least, financial highlights
covers:
1. Net interest income (expense)/yield; 25
2. Operating profit (loss); 25
3. Profit (loss) for the current year before tax; 25
4. Net profit (loss); 25
5. Total comprehensive income (loss); 26
6. Net income per share; 26
7. Total assets; 24
8. Total liabilities; 24
9 Total equity; 25
10. Earning assets; 24
11. Third party funds; 24
12. Borrowings; 24
13. Securities issued; 24
14. KPMM ratio including ATMR figures; 26
15. Non-performing productive assets and non-performing non-productive assets to total productive assets 26
and non-productive assets;
16. Non-performing productive assets to total productive assets; 26
17. CKPN financial assets to productive assets; 26
18. NPL gross; 26
19. NPL net; 26
20. KKR; 26
21. Return on Asset (ROA); 27
22. Return on Equity (ROE); 27
23. Net Interest Magin (NIM); 27
24. Profit (loss) to income ratio; 27
25. Operating Expenses to Operating Income Ratio (BOPO); 27
26. Cost to Income Ratio (CIR); 27
27. Loan to Deposit Ratio (LDR); 27
28. PPKA; 27
29. AYDA; 27
30. Percentage of violations and exceedances of the BMPK, including the amount and quality of funds provided 27
or distributed to related parties in accordance with Financial Services Authority regulations regarding maximum
credit limits;
31. Mandatory Minimum Reserves (GWM) Ratio; 27
32. Net Open Position (PDN) Ratio; and 27
33. Other information and ratios relevant to the banking industry. 27
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B. Bank profile covers at the very least:
1. Name of Bank, including if any, change of name, reason for the change, and effective date of name change in the 88, 93
financial year;
2. Access to the Bank, including branch or representative offices, whereby the general public may obtain information
on the Issuer or Public Company, comprising of:
a. Address; 88
b. Telephone number; 88
c. E-mail address; and 88
d. Website address; 88
3. Brief profile of the Bank; 92-93
4. Vision and mission of the Bank (corporate culture) or value of the Bank; 94-96
5. Line(s) of business according to the latest articles of association, business activities performed in the Financial 99-103
Year, and types of products and/or services provided;
6. The region or area where the Bank's operational activities are carried out or the scope of the Bank's operational 104-105
activities;
7. The organizational structure of the Bank in the form of a chart, at least up to one (1) level below the board 106-107
of directors, including committees under the board of directors (if any) and committees under the board of
commissioners, accompanied by names and positions. The Bank discloses changes in the composition of the
board of directors and/or board of commissioners along with the reasons for the changes (if any);
8. Shareholding structure and composition, that is, names of shareholders and percentage of shareownership,
including:
a Shareholders with a minimum of 5% (five percent) of shares of the Bank; 183
b Members of the Board of Directors and Board of Commissioners that own shares of the Bank; 184-185
c Public shareholders, that is, shareholders that each held less than 5% (five percent) of shares of the Bank; 183
d Information on the majority and controlling shareholder(s) of the Bank, direct or indirect, up to the individual 187
ultimate shareholders, presented in a schematic diagram or chart;
Members of the Board of Directors and Board of Commissioners that own shares of the Bank; 184-185
9. Name of subsidiaries, associated company or joint venture company where the Bank exercise a joint control 188-199
with the entity, along with the percentage of shareownership, lines of business, total assets, and operating status
of the subsidiaries (if any);
10. For subsidiaries, include information on address of such subsidiaries; 190-195
11. Profiles of the Board of Directors and the Board of Commissioners, covering at least
a. Composition of the Board of Directors and the Board of Commissioners, along with the position and brief 110-119,
resume of the respective members thereof; 120-136
b. Names and position according to the duties and responsibilities;
c. Latest photograph;
d. Age;
e. Nationality;
f. Education background and/or certification;
g. Work history, including information on:
i. Legal basis of appointment as member of the Board of Directors and Board of Commissioner of the Bank
ii. concurrent positions in accordance with the Financial Services Authority's provisions on the
implementation of governance for commercial banks. In the event that members of the board of
directors and board of commissioners do not hold concurrent positions, this shall be disclosed; and
iii. Work history, with period of service thereon, with or without the Bank;
iv. Certification, education and/or training attended by member of the Board of Directors and Board
of Commissioners for competence development during the financial year (if any);
12. In the event of changes in the membership composition of the Board of Directors and/or the Board 137
of Commissioners occuring subsequent to the end of the Financial Year and up to the deadline for submission
of the annual report of published financial statements and information on financial performance, membership
composition of the Board of Directors and/or Board of Commissioners shall be presented both prior and after such
change(s);
13. Brief profiles of executive officers, with structure, position and summary curriculum vitae; 138-165
14. Total headcount, and employee distribution in the Financial Year by education and age; and 166-167
15. Awards and/or certifications in domestic as well as international scope, received by the Bank in the last Financial
Year (if any), which covers:
a. Name of award and/or certification; 225-235
b. Issuing institution or agency; and
c. Validity period of such award and/or certification (if any).
1596 A Heart that Serves, Growing with Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Description Page
III. Information on Financial Performance
A. Report of the Board of Directors
Brief description of the Bank performance, at the very least covering:
1. Strategy and policies of the Bank’s management 64-65
2. Comparison between achievement and targets; 67
3. Constraints faced by the Bank; 67-68
4. Overview of business prospects; 73-74
5. Implementation of Bank governance; 74-75
6. Primary activities; 72
7. Information Technology; 71
8. Types of products and services offered by Banks and UUS (for Banks that have UUS), including lending 72
and/or financing to micro, small, and medium enterprise debtors;
9. Interest rates for funding collection during 1 (one) fiscal year; 72-73
10. The prime lending rate in accordance with the Financial Services Authority Regulation on transparency 72-73
and publication of prime lending rates for conventional commercial banks for one (1) fiscal year;
11. Economic developments and market targets at the end of the year; 73-74
12. Business networks and partners within and/or overseas, including the number of laku pandai agents owned 72-73
and the distribution of laku pandai agents at least in aggregate per district or city. The term “laku pandai” is in
accordance with the Financial Services Authority Regulation on financial services without offices in the context
of inclusive finance;
13. Significant changes that occurred in the Bank and the Bank's business group during the relevant year; 73
14. Important matters anticipated to occur in the future; and 73-74
15. Human resources, covering quantity, education level, training, and human resource development. 69-70
B. Report of the Board of Commissioners
The report of the Board of Commissioners covers at least:
1. Supervision of the policies and management of the Board of Directors; 51-52
2. Supervision of the implementation of Bank’s strategies; 51-52
3. Opinion on the business prospects as prepared by the Board of Directors; 53
4. Opinion on the implementation of Bank governance; 53-55
5. Frequency and mechanism for advising members of the Board of Directors; 56-57
C. Management Discussion & Analysis
Management discussion and analysis presents an analysis and discussion of financial statements accounts and other
important information with an emphasis on material changes that occurred during the Financial Year, which at least
includes:
1. A review of the Bank's performance by business segment, including the Sharia Business Unit (UUS), covering 249-320
at minimum the Bank's profitability;
2. Comprehensive financial performance, which includes a comparison of the current year's financial performance
with the previous year's, an explanation of the causes of any changes and the impact of such changes, covering
at minimum:
a. Investment of funds (investments and disbursement of loan/financing) and total assets; 322-334
b. Third party funds and other sources of funding; 334-340
c. Equity; 340-342
d. Revenues, expenses, profit (loss), other comprehensive income, and total comprehensive profit (loss); 342-349
e. Cash flows; and 349-350
f. Prime lending rate; 358
3. Analysis of the quality of earning assets and relevant financial ratios, such as the causes of increases or decreases 351, 383
in the quality of earning assets and mitigation measures taken by the Bank;
4. Capital structure of the Bank; 375-376
5. Material information and facts subsequent to the date of accountant report (if any); and 380
6. Marketing aspects of Bank’s products, at least on marketing strategy and market share; 395-398
D. Banks that operate a Sharia Business Unit (UUS) must include UUS-related information in their Published Financial N.A
Reports and annual financial performance disclosures, in accordance with the Financial Services Authority regulations
concerning transparency and reporting for Islamic commercial banks and sharia business units.
IV. Information on Risk Exposure and Capital
Risk Exposure and Capital Reports include the annual Risk Exposure and Capital Publication Report as stipulated in Part IV 518-647
of the appendix to this Financial Services Authority Circular.
V. Information on Related Parties The disclosure of related party information includes the aggregate total exposure
and total transaction value of related parties, categorized by related party type. The scope of related parties and the
scope of related party transactions are in accordance with the Financial Services Authority regulations concerning the
implementation of corporate governance for commercial banks.
2025 Annual Report
1597
PT Bank Negara Indonesia (Persero) Tbk
Page 951
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Description Page
VI. Information Related to the Bank's Business Group (if applicable) The Bank’s business group consists of entities
consolidated by the Bank or entities with joint arrangements with the Bank in accordance with financial accounting
standards. Banks that are part of a business group and/or have Subsidiaries shall additionally disclose the following:
A. Bank business group structure which includes:
1. The structure of the Bank's business group, including the Bank, Subsidiaries, related companies (sister 180, 187, 200-
companies), Parent Entity up to the final controlling shareholder; 201
2. The structure of management relationships within the Bank's business group; and
3. Shareholders acting on behalf of other shareholders. The definition of a shareholder acting on behalf of another
shareholder is an individual shareholder or entity that has a common goal of controlling the Bank, based or not
based on an agreement;
B. Transactions between the Bank and parties that have special relationships within the Bank's business group, taking
into account:
1. Information on transactions with related parties, whether carried out by the Bank or by any entity within the Bank's 414-421
business group operating in the financial sector with the Bank;
2. Types of transactions with related parties include:
a. Cross-ownership;
b. transactions of one business group acting for the benefit of another business group;
c. short-term liquidity management within a business group;
d. provision of funds provided or received by other entities within a business group;
e. exposure to the majority shareholder, including in the form of credit, commitments, and contingencies; and
f. purchase, sale, and/or lease of assets with other entities within a business group, including those conducted
under repurchase agreements (repos);
C. Transactions with related parties conducted by any entity within the Bank's financial group; 414-421
D. Provision of funds, commitments, or other comparable facilities from any entity within the Bank's business group to 422
debtors and/or parties who have received funds from the Bank; and
E. The existence of prohibitions, restrictions, and/or other significant obstacles to transferring funds or meeting capital 422
requirements required by the competent authorities between the Bank and other entities within the same business
group.
VII. Governance Implementation Report
The scope and guidelines for completion refer to the Financial Services Authority's provisions regarding the 648-1191
implementation of governance for commercial banks.
VII. Internal Control Report in the Bank's Financial Reporting Process
The internal control report in the Bank's financial reporting process complies with Financial Services Authority regulations 1004-1006
regarding the integrity of bank financial reporting.
VIII. Financial reports audited by a public accountant registered with the Financial Services Authority, including the 1248-1583
independent auditor's report.
IX. Other reports in accordance with statutory provisions.
Other reports include reports that can be combined or separated from the Financial Publication Report and annual
financial performance information in accordance with statutory provisions, including:
A. An annual report on the implementation of integrated governance for a Bank that is a holding company of a financial 1142
conglomerate in accordance with the Financial Services Authority Regulation concerning the implementation of
integrated governance for financial conglomerates;
B. A public company plan approved at a general meeting of shareholders that has not been implemented within 12 N.A
(twelve) months from the date of approval at the general meeting of shareholders for a Bank that is a public company
in accordance with the Financial Services Authority Regulation concerning the implementation of capital market
activities;
C. Complaint handling materials in accordance with the Financial Services Authority Regulation concerning consumer 1108-1110
and public protection in the financial services sector;
D. A sustainability report in accordance with the Financial Services Authority's provisions concerning the √
implementation of sustainable finance for financial services institutions, issuers, and public companies; and/or
E. A report on the implementation of social and environmental responsibility in accordance with the provisions of laws Sustainability
and regulations concerning social and environmental responsibility for limited liability companies, including social Report
responsibility implemented by a UUS for Banks with UUS.
If the Bank has presented other reports as referred to in letters A) through E) above in a separate report, the Bank is √
exempt from disclosing such reports in the Annual Financial Published Report and financial performance information.
For example, the Bank presents a sustainability report in a separate report, then the Bank does not disclose the report
in the Financial Publication Report and annual financial performance information.
X. Additional Information for Banks that are Issuers or Public Companies
Banks that are issuers or public companies must supplement the scope of information as stipulated in the Financial √
Services Authority regulations regarding the format and content of annual reports for issuers or public companies.
1598 A Heart that Serves, Growing with Indonesia
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Page 953
ANNUAL REPORT A Heart that Serves, Growing with Indonesia PT Bank Negara Indonesia (Persero) Tbk Grha BNI Jl. Jend. Sudirman Kav. 1 Jakarta 10220, Indonesia Tel. : (62-21) 2511946, 572 8387 Fax. : (62-21) 572 8805 www.bni.co.id
Names mentioned 126 people and organisations named in the text · linked when the evidence is strong
unresolved
—
Code of Ethics
p.1
unresolved
—
Political Activities
p.1
unresolved
—
Disclosure of Affiliation
p.1
unresolved
—
Relationships Among
p.1
unresolved
—
Committees under
p.1 ×2
unresolved
—
Supporting Organs
p.1 ×2
unresolved
—
External Auditor
p.1
unresolved
—
Administrative Sanctions
p.1
unresolved
org
Indonesia (Persero) Tbk
p.4 ×2
unresolved
org
Financial Services Authority
p.6 ×35
unresolved
org
Minister of State-Owned Conglomerate Holding Companies
p.7
unresolved
org
Minister of State-Owned Electronically
p.7
unresolved
org
Bank Only IDR
p.8
unresolved
org
Ministry of State-Owned Enterprises
p.9
unresolved
org
Minister of State-Owned
p.14 ×3
unresolved
org
Corporation
p.17
unresolved
org
Ministry of BUMN.
p.18
unresolved
org
Bank Indonesia
p.18
unresolved
org
PT RSM Indonesia Konsultan
p.24
unresolved
org
PT Kustodian Sentral Efek Indonesia
p.26 ×14
unresolved
org
PT Kustodian Sentral Efek Indonesia Board
p.26
unresolved
org
Government of Republic of Indonesia
p.26
unresolved
org
Indonesia Stock Exchange
p.29 ×15
unresolved
org
Minister of State-Owned Enterprises Regulation
p.30
unresolved
org
Minister of State-Owned Enterprises
p.30 ×3
unresolved
org
Sentral Efek Indonesia
p.31
unresolved
org
PT Datindo Entrycom
p.33
unresolved
person
Ashoya Ratam
· Notaris
p.33 ×7
unresolved
—
GMS Schedule to
p.34
unresolved
—
Information on
p.34
unresolved
—
Annual GMS
p.34 ×4
unresolved
person
[ACGS A.2.13, (B) A.1]
p.34 ×2
unresolved
org
Rianto & Rekan
p.37 ×2
unresolved
person
Commercial Banking
· Director
p.40
unresolved
person
Consumer Banking
· Director
p.40
unresolved
person
Institutions
· Director
p.40
unresolved
—
Shareholders [ACGS
p.43
unresolved
—
[ACGS A.2.12]
p.44
unresolved
person
Titik Krisna Murti Wikaningsih Hastuti
· Notaris
p.44 ×4
unresolved
—
Regulators
p.44
unresolved
org
Rintis & Partners
p.47 ×2
unresolved
org
Rintis & Rekan
p.49 ×2
unresolved
org
Minister of State-Owned Enterprises Number PER-
p.49 ×2
unresolved
person
SILVANO WINSTON RUMANTIR
p.50
unresolved
person
Putrama W. Setyawan
· President Director
p.51 ×2
unresolved
person
Solo
· Commissioner
p.55
unresolved
person
Bogor
· Commissioner
p.55
unresolved
person
Depok
· Commissioner
p.55
unresolved
—
Lubis
· • January 1, 2025 – March 26, 2025
p.59
unresolved
—
Billitea
· • January 1, 2025 – March 26, 2025
p.59
unresolved
—
Yusuf
· • January 1, 2025 – March 26, 2025
p.59
unresolved
—
Donny
· Commissioner
p.60
unresolved
—
Hutabarat
· • October 16, 2025 – present
p.60 ×2
unresolved
—
Febrio
· Commissioner
p.60
unresolved
org
PT Asuransi Tri Pakarta
p.499
unresolved
org
PT Asuransi Wahana Tata
p.499
unresolved
org
PT Tri Handayani Utama MANAGEMENT STRUCTURE OF BNI
p.499
unresolved
org
PT BNI Multifinance Board
p.499
unresolved
person
Yenanto Siem
· President Director
p.499 ×2
unresolved
person
Hari Satriyono
· Commissioner
p.499
unresolved
person
Albertus Henditrianto
· Director
p.499
unresolved
person
Ita Tetralastwati
· Commissioner
p.499
unresolved
person
Legendariah
· Director
p.499
unresolved
org
PT BNI Sekuritas Board
p.499
unresolved
person
Vera Ongyono
· President Director
p.499 ×2
unresolved
person
Yoga Mulya
· Director
p.499
unresolved
person
Kenji Nakanishi
· Commissioner
p.499
unresolved
person
Teddy Wishadi
· Director
p.499
unresolved
org
PT BNI Life Insurance Board
p.499
unresolved
person
Eko
· Commissioner
p.499
unresolved
person
Motoharu Niijima
· Director
p.499
unresolved
person
Utang Ranuwijaya
· Member
p.499
unresolved
person
Beby Lolita Indriani
· Commissioner
p.499
unresolved
person
Masaaki Fuse
· Director
p.499
unresolved
person
Siti Haniatunnisa
· Member
p.499
unresolved
person
Takafumi Igarashi
· Commissioner
p.499
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