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Page 1
Unity for
a Better Future
PT Bank Central Asia Tbk
Annual Report 2025 | PT Bank Central Asia Tbk 1
Page 2
P e r f o r m a n c e H i g h l i g h t s ii Annual Report 2025 | PT Bank Central Asia Tbk
Page 3
Cloves are an indigenous Indonesian plant that symbolize sincerity, rooted
in the Nation’s history. They have proven resilient through ever changing
weather, firmly grounded and mutually supporting one another to continue
growing from season to season.
Much like the clove that symbolizes the Company, BCA continues to deliver
sustainable growth amid shifting challenges and dynamics. This performance
is rooted in the harmony of customer trust, innovation, and prudence—values
that are consistently cultivated and embraced by everyone at BCA.
Recognizing its role as an important pillar of the economy in supporting the
nation’s progress, BCA embeds sustainability as a long term foundation.
The integration of environmental, social, and governance values reflects its
commitment to intergenerational responsibility. This principle serves as the
basis for BCA’s commitment to grow by aligning today’s priorities with future
aspirations, fostering meaningful and sustainable growth.
Annual Report 2025 | PT Bank Central Asia Tbk iii
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Theme Continuity
2021 2022 2023
Innovation and Collaboration Resilience, Regaining Momentum Unleashing Potential,
for a Better Tomorrow Delivering Value
The year in review was marked by a higher level The Indonesian economy showed resilient In 2023, amidst the global economic slowdown
of economic activity than the previous year. performance throughout 2022 supported by and high uncertainty, Indonesia’s economy
We lent competitively to tap quality borrowers the reopening of business activities along with recovery continued to make progress and
amid recovery in loan demand throughout the strong export performance. Private domestic demonstrated commendable performance.
year. Treasuring long term relationships, BCA consumption regains momentum following the The growth of the Indonesian economy was
assisted its valued customers by extending lifting of mobility restrictions. BCA successfully supported by strong domestic demand and high
credit restructuring in line with the applicable took advantage of rising loan demand, across investment inflows.
regulations. industries and segments from corporate,
commercial, SME to consumer. Leveraging this momentum, BCA successfully
The digital landscape has accelerated rapidly recorded solid performance, marked by sound
since the start of the pandemic. For a better BCA posted another record high in transaction growth of loans and third-party funds. BCA
tomorrow we stay innovative and relevant banking frequency and value in 2022, solidifying upholds its commitment to always being by
when it comes to our digital-based products the CASA franchise as the Bank’s core funding customers’ side and growing together with
and services. BCA consistently offers quality transaction customers by providing a range of quality
banking services through a “hybrid” model, banking products and services to meet a wide
We continue engaging in mutually beneficial equipped with integrated multi-channel array of customers’ needs. A series of banking
collaboration with our business partners, across platform. BCA successfully recorded strong product and service innovations were carried
both the online and offline ecosystems, to performance across various financial aspects out by leveraging the latest technological
fulfill diverse customer needs. With our strong in 2022. advancements and taking into consideration
foothold in transaction solutions and high ‘excellent customer experience’ as a top
customer loyalty, we recorded a new high in our priority. We also maintained our commitment
online transaction volume and a robust growth to executing sustainability programs that
of CASA funds in 2021. support the alignment between business and
ESG aspects.
As our support for community and environment,
we are committed to implementing sustainability Investments in human resources and technologies
programs that promote alignment between have been key to BCA’s success in leveraging
our business and ESG aspects. Our sustainable its existing potential and growing the business
finance portfolio grew positively and exceeded sustainably for the long run, aiming for to add
our expectations. As a responsible corporate value to all stakeholders.
citizen, BCA understood the importance of
a concerted effort to manage the COVID-19
pandemic. We supported the government’s
vaccination program by establishing vaccination
centers for the public while ensuring that our
employees were also vaccinated. BCA adjusted
its work from home policy in accordance with
government regulations and promoted “Banking
from Home”. All in all, the continually improving
mobility; economic rebound; a breakthrough of
innovation and collaboration, lead us to a better
tomorrow.
2 Annual Report 2025 | PT Bank Central Asia Tbk
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Unity for
a Better Future
Propelled by Trust
Propelled
by Trust PT Bank Central Asia Tbk
Unity for a Better Future
LAPORAN TAHUNAN
PT Bank Central Asia Tbk
Head Office
Menara BCA, Grand Indonesia PO
Jl. M.H. Thamrin No. 1 KE
TV
Jakarta 10310, Indonesia AL
AS
Tel. : (+62 21) 2358 8000
Fax. : (+62 21) 2358 8300
2024
www.bca.co.id
PT BANK CENTRAL ASIA TBK
LAPORAN
TAHUNAN 2024
2024 2025
Propelled by Trust Unity for a Better Future
Indonesia’s economy remained resilient amid Cloves are an indigenous Indonesian plant that symbolize sincerity, rooted
the ongoing global economic uncertainty in in the Nation’s history. They have proven resilient through ever changing
2024. Foreign and domestic investments,
along with the government’s down streaming weather, firmly grounded and mutually supporting one another to continue
initiative, have contributed to the Indonesia’s growing from season to season.
economic growth, creating opportunities for
the banking sector to expand its credit.
Much like the clove that symbolizes the Company, BCA continues to
Throughout 2024, BCA delivered solid loan
disbursement performance, posting positive deliver sustainable growth amid shifting challenges and dynamics. This
growth in all segments. CASA remained as core
performance is rooted in the harmony of customer trust, innovation, and
deposits, contributing to more than 80% of
total third party funds, a proportion that was prudence—values that are consistently cultivated and embraced by
indicative of high public trust in BCA as the
transaction bank of choice.
everyone at BCA.
With the trust that it commands, BCA is
committed to consistently provide customers
Recognizing its role as an important pillar of the economy in supporting the
with convenient, reliable and secured nation’s progress, BCA embeds sustainability as a long term foundation.
transaction services. Innovation of various
products and services continues to be The integration of environmental, social, and governance values reflects
developed to maintain the Bank’s competitive its commitment to intergenerational responsibility. This principle serves
advantage in the Indonesia’s transaction
banking landscape. BCA consistently invests as the basis for BCA’s commitment to grow by aligning today’s priorities
in information technology and human resources with future aspirations, fostering meaningful and sustainable growth.
as essential factors to support business growth
in the long run, while aligning business with ESG
principles for sustainability.
Annual Report 2025 | PT Bank Central Asia Tbk 3
Page 6
Contents
68 • Temporary Trading Suspension and/or Delisting
14 Main Highlights of Share Listing
68 • Corporate Actions, Material Information and
14 Financial Highlights
Information on Affiliated Transactions and Conflict
16 Stock and Bond Highlights of Interest Transactions
68 • Membership In Associations
69 Record of BCA Share and Other Securities Listing
19 Management Report 70 Corporate Group Structure, Ownership, and
20 Report of the Board of Directors Information of Subsidiaries
26 Supervisory Report of The Board of Commissioners 71 Capital Market Supporting Professional Institutions
72 Information on the Company Website
32 Corporate Profile 73 Awards and Certifications
79 Event Highlights 2025
33 Company General Information
34 Line of Business
35 Corporate Culture (Vision, Mission and Core Values) 82 Management Discussion
36 Milestones and Analysis
38 Products and Services 83 Business Review
40 Organization Structure 83 Business Segment Performance Overview
42 Branches 85 Transaction Banking
44 Board of Directors and Board of Commissioners 87 Corporate Banking
Profiles
88 Commercial and Small & Medium Enterprise (SME)
53 Board of Commissioners Committee Members, and Banking
Corporate Secretary Profile
90 Individual Banking
62 Senior Executive
92 Treasury and International Banking
64 Number of Employees and Competence Development
94 Business Support
64 • Number of Employees
94 Risk Management
65 • Competency Development
194 Human Capital Management
65 Training and/or Education for the Board of
Commissioners, Board of Directors, Committees, 196 Network and Operation
Corporate Secretary, and Internal Audit Unit
198 Information Technology
65 Changes in the Composition of the Board of
199 Economy, Banking Sector, and BCA Financial Review
Commissioners and Directors
201 • Financial Position
65 Statement of Independence of Independent
Commissioners 201 - Assets
66 Shareholder Composition 205 - Liabilities
66 • BCA Ultimate Shareholder 207 - Equity
66 • Details of the 20 Largest Shareholders 208 • Income Statement
67 • Details of Shareholders with Share Ownership 208 - Income Statement
of More Than 5%
209 - Net Interest and Sharia Income
67 • Groups/Classifications of Public Shareholders with
209 - Other Operating Income
Share Ownership of <5% Each
210 • Operating Expenses
68 • Percentage of Share Ownership by The Board of
Commissioners and Directors 210 • Impairment Loss on Asset Value
210 • Profit Before Income Tax and Net Income
211 - Comprehensive Income
211 - Profitability by Operating Segment
212 • Cash Flow
212 • Key Financial Ratios
4 Annual Report 2025 | PT Bank Central Asia Tbk
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213 Performance Review of The 218 • Impact of Regulatory Changes 383 Whistleblowing System
Subsidiaries
219 - Changes in Accounting 385 Anti-Corruption and Gratification
215 Other Material Information Policies Control Policy
215 • 2025 Target Achievements 219 - Business Continuity 388 Affiliated Transactions and
Information Conflict of Interest Transactions
215 • Marketing Aspects
219 - Basic Lending Rate (SBDK) 397 Legal Cases
215 • Debt Repayment Capability
and Receivables Collectibility 219 • Prospects, Strategic Priorities, 399 Significant Cases &
and Projections for 2026 Administrative Sanctions
215 • Monitoring and Management of
Non-Performing Loans 219 - Economic and Banking 399 Information Access and
Sector Prospects for 2026 Corporate Data
216 • Capital Structure and
Management Policy 219 - BCA’s Strategic Priorities and 411 Code of Ethics
2026 Projections
216 - Capital Structure 413 Corporate Culture
216 - Capital Structure 414 Stock Ownership Program by
Management Policy
216 - Basis of Management
222 Corporate Management and/or Employees
through the MSOP/ESOP Option
Policies on Capital and Debt
Structure
Governance 414 Shares Buyback
229 Implementation of Good 415 Other Corporate Actions
216 • Dividend Payout Corporate Governance Principles
Implementation 415 Provision of Fund to Related
243 General Meeting of Shareholders Parties and Large Exposure
217 • Material Commitments for
Capital Goods Investments 256 Shareholders Aspects 416 The Strategic Plan
217 - Purpose of Material 257 Board of Commissioners 416 Integrity of Reporting and
Commitments for Capital Information Technology Systems
270 Independent Commissioners
Goods Investments 418 Implementation of Sustainable
271 Board of Directors Finance
217 - Source of Funds for Capital
Goods Investments 290 Meetings of The Board of 418 Implementation of Integrated
Commissioners, The Board of Governance
217 - Currency and Foreign Directors, and Joint Meetings
Exchange Risk Mitigation 430 Information Related to The
Related to Capital Goods 302 Affiliation Between The Fulfilment of Corporate
Investments Board Of Commissioners, Governance Implementation
Board Of Directors, And
217 • Realized Capital Goods Controlling Shareholders
Investments
217 • Material Information and Facts
304 Diversity In The Composition Of
The Board Of Commissioners And 451 Corporate
Subsequent to the Date of the
Accountant’s Report
Directors
Social and
305 Board Of Commissioners
217 • Management and/or Employee
Stock Ownership Program
And Directors Performance Environmental
through MSOP/ESOP Options
Assessment
309 Remuneration Policy
Responsibility
217 • Utilization of Proceeds from 451 Corporate Social and
Public Offerings 316 Board Of Commissioners’ Environmental Responsibility
Committees
217 • Material Information on
Investments, Expansions, 340 Board Of Directors Executive
Divestments, Acquisitions,
And/Or Debt/Equity
Committees
453 Consolidated
360 Corporate Secretary
Restructuring
364 Investor Relations Function
Financial
217 • Material Transactions Involving
Conflicts of Interest 370 Internal Audit Division Statements
217 • Disclosure of Related Party 370 Public Accountant (External Audit)
Transactions
372 Compliance Function
218 • Provision of Funds,
375 Risk Management System
Commitments, or Other
Facilities by Companies or 377 Internal Control System
Legal Entities within The Same
380 • Report on Internal Control over
Business Group as The Bank To
Financial Reporting Process
Debtors Who Have Received
Funding From The Bank 380 • Statement of the Board of
Directors on the Adequacy and
Effectiveness of the Internal
Control System over the Bank’s
Financial Reporting Process
380 Implementation of the Anti Fraud
Strategy
Annual Report 2025 | PT Bank Central Asia Tbk 5
Page 8
Recognition
of Our Excellence
World’s Best Bank 2025 World’s Best Companies Anugerah Produk The 22nd International
#1 World’s Best Bank 2025 2025 Indonesia Business Awards 2025
in Indonesia #1 Indonesia, Favorite Banking Marketing Campaign
#527 Global Application Products - of The Year - Industry
myBCA Categories (Don’t Know
Kasih No - Gold)
Newsweek: World’s Most World’s Strongest Banking Bank Indonesia Award
Trustworthy Companies Brand 2025 2025
2025 Strongest Banking Brands WOW Brand 2025
The Best Payment Service
#1 in Banking Sector (Global) 2025, #1 in APAC (score: Provider as a Digital ATM, Mortgage, Digital
97.1/100) Payment Connectivity Branch, Credit Card,
Mover (Bank and Mobile Banking, Saving
Non-Bank Institutions) Account
Corporate Product & Services
ESG, CSR, GCG Employee
15th Asian Excellence Annual Report Award (ARA) HR Asia Award 2025 Dream Workplace for
Award 2025 2024 Best Companies to Work Learning
Asia’s Best CSR Grand Champion for in Asia, Most Caring Overall Champion
Sustainable Asia Award Grand Champion of Cluster 5T Companies
Grand Champion of GoPublik
Finance
1st Place in the Non-State/Non-
Regional-Owned Enterprise
ABF Retail Banking Awards Category of GoPublik Finance Stellar Workplace Awards Employee Experience
2025 2025 Awards 2025
External Social Initiative of Top 5 Companies with Best Career Development
the Year - Indonesia Most Innovative Well- Programme (Gold)
Being Program Best Learning Culture
2025 Asia Executive Team Journey (Bronze)
Top 10 Organizations
#1 Best ESG (Buy Side dan with Best Future-Ready
Combined) dan #2 Best Workplace Program
ESG (Sell-side)
6 Annual Report 2025 | PT Bank Central Asia Tbk
Page 9
Driving Solid
Loan Growth
Loan Growth
Loan Portfolio
7.7% YoY (Rp992.9 trillion)
RPIM
(Macroprudential Inclusive Financing Ratio)
22.8% 1.3%
Loan Quality
Loan at Risk (LAR) 4.8% 0.5%
Non-Performing
Loan (NPL) 1.7% 0.1%
Strong Capital and Liquidity
Loan to Deposit
Ratio (LDR) 76.8%
Capital Adequacy
Ratio (CAR) 29.8%
Well-diversified sectors
Contribution to total loans*:
Financial Services Transportation Property & Construction Infrastructure Telco
9% 6% 6% 5% 4%
Edible Oil Power Energy Building Materials Distributor & Retailer Automotive
4% 4% 4% 4% 4%
*The remaining 50% had a proportion of less than 4%
Annual Report 2025 | PT Bank Central Asia Tbk 7
Page 10
Robust Transaction
Banking Franchise
End-to-end Supply Chain
Supplier Principal Large-sized Distributor Mid-sized Distributor Retailer End Customer
Powered by Integrated and Trusted Channels
Merchant Point-of-Sales Two Leading
1 Online Business Banking 2 (POS) & Merchant BCA Apps
3 Mobile Banking Apps
w
Ne
Virtual Host-to-
Host
API BCA Account
Payment
BCA Settlement
Next gen Classic
mobile apps mobile apps
1,270 Cash Deposit & 24/7
4 Branches
5 Withdrawal Machines
6 Contact Center
Reliable Digital Sustainable Online Channels
Capabilities Customer Growth Reached New Records
Number of Mobile & Internet Number of Customers Mobile & Internet Banking
Banking Transactions
34.3 million Number of Transactions
4.1x 3.6% YoY 37.5
in 5 years
billion
Number of Current Account & 18.8% YoY
Mobile Banking Users Saving Account (CASA)
1.8x Rp1,045.2 Transaction Value
trillion
32,566
in 5 years
83.7%
QRIS Transaction Value trillion
of total Third Party Funds
1.9x 15.2% YoY
YoY
8 Annual Report 2025 | PT Bank Central Asia Tbk
Page 11
Serving Customers through Integrated
Multi-Channels with Various Features
Forex Pocket Investment feature
Money pocket in MyBCA
myBCA & BCA Mobile
for transactions Wealth management
Mobile banking
with 18 foreign feature via online
application to serve the
exchange for mutual fund,
needs of transactions
QRIS currencies obligation, SBN
for customers across
Bank Indonesia’s generation Online Account Opening
standardized Easy online account
QR code for opening via myBCA and
facilitating national BCA mobile
& crossborder
payment
Contactless
Faster and more convenient myBCA Smartwatch
payment via credit and debit Access myBCA through your
cards on BCA EDC smartwatch with several features such
as checking your balance, checking
transactions, and making transactions
with cardless and QRIS.
Ocean
Integrated digital platform designed
for business customers that brings
together a wide range of BCA banking
services and partner solutions into a
single, centralized platform. Halo BCA
Supporting app to
connect with Halo BCA
contact center 24/7
myBCA Bisnis
Internet banking services for business
customer that can be used on various
devices to conduct transactions,
authorizations, status checks, and various Merchant BCA
other cash management needs. An app for easy access to merchant
services starting from on-boarding
to support service, connected with
the extensive EDC/QR network
KlikBCA
Internet banking for
individual or business
EDC APOS BCA
Android based payment
point of sales
ATM CRM
ATM offering for both cash
withdrawal and deposit New Branch Model
facilities A hybrid branch banking, facilitated by
a combination of digital channels and
in person services.
OneKlik
Online payment
feature
- embedded in eBranch BCA
co-partner’s BI-Fast A complementary
Flazz
app Transfer channel, Paylater BCA
A multifunctional app for branch
realtime, 24/7, KeyBCA App A credit facility that
transaction card with banking service
set by Bank Digitalized KeyBCA can be used as an
token that allows RFID (Radio Frequency
Indonesia alternative payment
customers to authorize Identification) chip
method by scanning
transactions via technology for non-cash
QRIS in ‘myBCA’
smartphone payment process
application
Annual Report 2025 | PT Bank Central Asia Tbk 9
Page 12
P e r f o r m a n c e H i g h l i g h t s
Sustainability Achievement and Highlight
Economic Performance
SOLID SUSTAINABILITY PERFORMANCE
IMPACTS COMPANY VALUE
In trillion rupiah
YoY:
Contributing to the SDGs
203 229 255 11.7%
CAGR: 11.6%
113 14.5%
99
GREEN FINANCING & INVESTMENT
87
Renewable Energy Sustainability-Linked Loan
142 9.6% Financing (SLL) Scheme
130
116 Green
Financing
MSMEs Total Capacity Outstanding
2023 2024 2025
24.9% 24.8% 25.8%
% to total portfolio 323MW
Outstanding Rp6.2 trillion
Rp
billion
2,705
Participating in the Green bond
SOCIAL & SUSTAINABILITY development of investment towards
SUPPORT FOR MSMEs Indonesia's electric the implementation of
vehicle ecosystem Sustainable Finance
Bangga Lokal
Outstanding Green Bonds
Total Total Sales
1,615 Rp603
merchants billion
UMKM Fest
Rp 3,609
billion
Rp
billion
1,839
Total Participants Sustainable Palm Oil Financing
1,400
MSMEs
Palm oil certification 2024 2025
ISPO and RSPO certified 32 28
RSPO certified 20 18
Women MSME Debtors ISPO certified 16 34
# of certified corporate debtors in the
68 80
palm oil sector
Total Debtors Outstanding
43 18.2
% of certified OS financing in the palm
69% 70%
oil sector
Rp
thousand trillion
10 Annual Report 2025 | PT Bank Central Asia Tbk
Page 13
Environmental Performance
MEASURING AND MANAGING CARBON FOOTPRINT
Scope 1 & 2 Emission Intensity
Total operation emission
(Ton CO2e/billion Rupiah operating income)
298,067 1.44 1.39 1.37
Ton CO2e
4.5%
IDXCarbon
Indonesia Carbon Exchange
Total financed emission (2024)
in 2 years
37.4
million Ton CO2e
96,500
Ton CO2e
Scope of emissions calculation
100%
operational and productive
Participating in Indonesia’s
carbon trade
loan portfolio
2023 2024 2025
ENVIRONMENTALLY FRIENDLY OPERATIONS INITIATIVES
Total Potential Emission Avoidance
Ton CO2e
Digital Banking Products Environmentally-Friendly
3,021 4,216 5,403 and Solutions Buildings
3,140 Ton CO2e
1,033
Ton CO2e
79%
in 2 years
Waste Management & Biodiversity
Recycling Initiative Conservation
1,047 183
Ton CO2e
Ton CO2e
2023 2024 2025
Transaction carried out Reducing energy
digitally intensity Contributing to
the SDGs
99.8% 11.7%
YoY
Waste Managed Planted
656.8
Ton
51,000
trees
Annual Report 2025 | PT Bank Central Asia Tbk 11
Page 14
P e r f o r m a n c e H i g h l i g h t s
Social Performance
PEOPLE, EQUALITY, ENHANCING SERVICE
& CAPABILITY EXCELLENCE
Number of received
26,435
Total BCA customers’ report
Employees Global Customer
>1.1 Engagement
Female Employees Female Managers million 91st Percentile
61.1% 61.6% Customers' report solved
Customer Engagement
(CE) Index
97.7%
4.78 / 5.0
Team Engagement Turnover Absentee
Whistleblowing Resolution
Score (scale 5) Rate Rate
Rate
Branch Service
4.67 3.4% 1.2%
Quality (BSQ) Index
98.2% 4.88 / 5.0
CREATING SHARED VALUES IN COMMUNITIES
Rp
billion
159.5 Corporate Social
Responsibility
funds disbursed
MSMEs and Bakti BCA Bakti Kesehatan Bakti Pendidikan Bakti Lingkungan Bakti Budaya
Villages
28 815 700 24,161 32
Bakti BCA Villages patients underwent cataract Awardees of Bakti BCA hatchlings released participants in natural dyeing
surgery Scholarship for woven fabric training
194 2,100 15 6 >Rp367 million
development programs for blood bags donation people with disability orangutans rehabilitated Local revenues generating
tourism villages received MUA training and from natural dye woven
BNSP certificate
1,593 6,070 >169,000 11
employment in Bakti BCA beneficiary Infants from participants of financial
water spring restoration
Assisted Villages Stunting Reduction Program literacy activities
(2023 - 2025)
>5,000 10,468 32 Mendukung
total participants in MSMEs individuals received Bakti BCA assisted schools Pencapaian
development programs healthcare service subsidies TPB
at the Bakti BCA Clinic
Rp110.9 billion
potential export value from Contributing to
Bakti BCA assisted MSMEs
the SDGs
12 Annual Report 2025 | PT Bank Central Asia Tbk
Page 15
Sustainability Governance Performance
ENSURING RESILIENT CORPORATE GOVERNANCE
ASEAN Corprate Governance Scorecard MSCI Indonesia Index
Rating Top 10 Constituents
106.6 108.2
101.9 BCA
90.8
77.0 TBA
Industry
70.0 Average
67,0
2018 2019 2021 2024
Annual Report Award LSEG S&P Global
National Committee on Governance Policy ESG Scores CSA Score
Score Score
84 62
Grand Champion Top “Rating”
25% 87th
of ARA 2024
• Grand Champion of Public Finance Companies
• Grand Champion of the Rp5 trillion Cluster Global
• 1st Place Non-State/Non-Regional-Owned
Enterprises in Public Finance
The Indonesian Institute
FTSE4 Good IT Certifications and Data
for Corporate Directorship
ASEAN 5 Index Security
(IICD)
Top 10 Constituents
ISO/IEC 27001:2013 Corporate Governance
Data center operation services
Award
ISO/IEC 27001:2022
IT security management system
BCA constituents of
ISO/IEC 9001:2015 Leadership
Data center network services
• IDX ESG Leaders Index in Corporate
• SRI – KEHATI Index Governance
ISO/IEC 27701:2019
Data privacy & security • ESG Quality 45 IDX –
management system KEHATI
• ESG Sector Leaders
ISO/IEC 20000-1:2018
Data center system IDX – KEHATI
Contributing
PCI DSS 3.2.1 to the SDGs
Payment card data security
Annual Report 2025 | PT Bank Central Asia Tbk 13
Page 16
P e r f o r m a n c e H i g h l i g h t s
Financial Highlights
Key Financial Highlights in the last 5 years (Audited, Consolidated, as of or for the year ended December 31)
(in Billion Rupiah) 2025 2024 2023 2022 2021
Financial Position
Total Asset 1,586,829 1,449,301 1,408,107 1,314,732 1,228,345
Total Earning Assets 1,479,307 1,354,435 1,266,223 1,173,144 1,125,418
Total Loans 1
992,901 921,878 810,392 711,262 636,987
Placements with Bank Indonesia & Other Banks and Securities 424,520 388,316 410,351 434,237 458,163
Total Liabilities 1,305,141 1,186,467 1,165,570 1,093,550 1,025,496
Third Party Funds2 1,249,044 1,133,612 1,101,673 1,039,718 975,949
CASA (Current Account Saving Account) 1,045,239 923,977 884,641 847,938 767,012
Current Accounts 434,453 361,883 348,457 323,924 285,640
Saving Accounts 610,786 562,094 536,184 524,014 481,373
Time Deposits 203,805 209,635 217,032 191,780 208,937
Borrowings and Deposits from Other Banks 6,014 5,899 11,700 9,253 10,993
Debt Securities Issued 3
- - - - 482
Subordinated Bonds 65 500 500 500 500
Total Equity 281,688 262,835 242,538 221,182 202,849
Comprehensive Income
Operating Income 112,006 106,552 96,728 83,981 75,430
Net Interest and Sharia Income 85,548 82,264 74,938 63,863 55,987
Net Insurance Income and Interest 145 1,356 1,235 1,095 841
Operating Income other than Interest 26,313 22,932 20,555 19,024 18,602
Operating Expenses (36,734) (36,300) (35,492) (30,200) (28,346)
Impairment Losses on Financial Assets (4,011) (2,034) (1,056) (3,314) (8,243)
Income Before Tax 71,261 68,218 60,180 50,467 38,841
Net Income 57,563 54,851 48,458 40,756 31,440
Other Comprehensive Income 1,346 (345) (1,106) (3,323) 427
Total Comprehensive Income 58,909 54,506 47,552 37,433 31,867
Net Income Attributable to:
Equity Holders of Parent Entity 57,537 54,836 48,639 40,736 31,423
Non-Controlling Interest 26 15 19 20 17
Comprehensive Income Attributable to:
Equity Holders of Parent Entity 58,882 54,493 47,534 37,413 31,849
Non-Controlling Interest 27 13 18 19 18
Earnings per Share (in Rupiah, full amount)4 467 445 395 330 255
Financial Ratios5
Capital
Capital Adequacy Ratio (CAR)6 29.8% 29.4% 29.4% 25.8% 25.7%
CAR Tier 1 28.6% 28.2% 28.3% 24.8% 24.7%
CAR Tier 2 1.1% 1.1% 1.1% 1.0% 1.0%
Fixed Assets to Capital 14.5% 14.7% 15.7% 16.3% 15.9%
Assets Quality
Non Performing Earning Assets and Non Earning Assets to
1.0% 1.0% 1.0% 0.9% 1.1%
Total Earning Assets and Non Earning Assets
Non Performing Earning Assets to Total Earning Assets 0.8% 0.9% 0.9% 0.8% 1.0%
Allowance Provision on Earning Assets to Total Earning Assets 2.1% 2.5% 2.7% 3.0% 3.0%
14 Annual Report 2025 | PT Bank Central Asia Tbk
Page 17
(in Billion Rupiah) 2025 2024 2023 2022 2021
Non-Performing Loans - NPL - gross 7
1.7% 1.8% 1.9% 1.8% 2.2%
Non-Performing Loans - NPL - net 0.7% 0.6% 0.6% 0.6% 0.8%
Loan at Risk (LAR)8 4.8% 5.3% 6.9% 10.4% 15.2%
Rentability
Return on Assets (ROA)9 3.9% 3.9% 3.6% 3.2% 2.8%
Return on Equity (ROE)10 23.3% 24.6% 23.5% 21.7% 18.3%
Net Interest Margin (NIM)11 5.7% 5.8% 5.5% 5.3% 5.1%
Cost to Income Ratio - CIR12 30.7% 31.3% 33.9% 34.9% 34.8%
Operating Expenses to Operating Income (BOPO) 41.6% 41.7% 43.7% 46.1% 54.2%
Liquidity
Loan to Deposit Ratio (LDR)13 76.8% 78.4% 70.2% 65.2% 62.0%
Macroprudential Intermediation Ratio (MIR) (consolidated)14 79.9% 81.5% 73.2% 68.4% 65.0%
Net Stable Funding Ratio - NSFR (consolidated)15 159.9% 157.3% 168.6% 171.1% 180.7%
CASA to Third Party Funds Ratio (consolidated) 83.7% 81.5% 80.3% 81.6% 78.6%
Liabilities to Equity Ratio (consolidated) 463.3% 451.4% 480.6% 494.4% 505.5%
Liabilities to Assets Ratio (consolidated) 82.2% 81.9% 82.8% 83.2% 83.5%
Liquidity Coverage Ratio (LCR)16 310.8% 323.0% 357.8% 393.5% 396.3%
Compliance
Percentage of Violation of Legal Lending Limit
a. Related Parties 0.0% 0.0% 0.0% 0.0% 0.0%
b. Non Related Parties 0.0% 0.0% 0.0% 0.0% 0.0%
Percentage Lending in Excess of Legal Lending Limit
a. Related Parties 0.0% 0.0% 0.0% 0.0% 0.0%
b. Non Related Parties 0.0% 0.0% 0.0% 0.0% 0.0%
Minimum Reserve Requirement
a. Primary Reserve Requirement - Rupiah 4.6% 5.0% 6.4% 7.5% 3.2%
b. Primary Reserve Requirement - Foreign Currency 2.0% 2.0% 2.0% 2.0% 2.0%
Net Open Position (NOP) 0.1% 0.3% 0.1% 0.1% 0.1%
Other Key Indicators
Number of Accounts (in thousands) 43,476 41,321 38,258 34,680 28,505
Number of Branches 1,270 1,264 1,258 1,247 1,242
Number of ATMs 20,163 19,543 19,047 18,268 18,034
Number of ATM Cards (in thousands) 37,644 36,401 33,822 30,552 24,577
Number of Credit Cards (in thousands) 5,157 4,966 4,634 4,379 4,112
All figures in this annual report are in Indonesian formatting, unless otherwise stated.
1. Includes assets from sharia transactions, consumer financing receivables, and lease financing receivables.
2. Includes sharia deposit funds.
3. Debt securities issued are bonds and medium-term notes issued by BCA Finance, a subsidiary of BCA engaged in four-wheeled motor vehicle financing.
4. The figures have been adjusted after a 1:5 stock split on October 15, 2021.
5. For the parent company only, the financial ratios are presented in accordance with Financial Services Authority Circular Letter No.9/SEOJK.03/2020 dated June 30,
2020 concerning Transparency and Publication of Conventional Bank Reports.
6. The CAR ratio takes into account credit risk, operational risk, and market risk in accordance with Bank Indonesia Circular Letter No. 11/3/DPNP dated January 27, 2009,
which was later replaced by Financial Services Authority Circular Letter No. 06/SEOJK.03/2020 concerning the Calculation of Risk-Weighted Assets (ATMR) for
Operational Risk Using the Standard Approach for Commercial Banks; and calculated in accordance with Financial Services Authority Regulation No. 11/POJK.03/2016
dated February 2, 2016 concerning Minimum Capital Requirements for Commercial Banks, which has been amended several times, most recently by POJK No. 27 of 2022.
7. Calculated from total non-performing loans (substandard, doubtful, loss) divided by total loans.
8. Consists of loans with collectibility ratings of “Special Mention,” “Non-Performing,” and restructured loans with collectibility ratings of “Performing.”
9. Calculated from profit (loss) after tax divided by average total assets.
10. Calculated from profit (loss) after tax divided by average Tier 1 capital.
11. Calculated from net interest income (expense) divided by average productive assets.
12. Operating income includes net gains and losses from trading and foreign exchange transactions in accordance with accounting standards and internal calculations.
13. Calculated from total non-bank loans divided by third-party funds.
14. RIM ratio in accordance with Bank Indonesia Regulation No. 20/4/PBI/2018, which has been amended several times, most recently by BI Regulation No. 24/16/PBI/2022.
15. NSFR ratio in accordance with Financial Services Authority Regulation No. 50/POJK/2017
16. Calculated from the total High Quality Liquid Assets (HQLA) divided by the total net cash outflow, in accordance with Financial Services Authority Regulation No. 42/
POJK.03/2015 concerning the Obligation to Meet the Liquidity Coverage Ratio for Commercial Banks.
Annual Report 2025 | PT Bank Central Asia Tbk 15
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P e r f o r m a n c e H i g h l i g h t s
Stock and Bond Highlights
BCA Share Performance 2021-2025
11,000 1,600
Share Price
Volume
10,000 1,400
9,000
1,200
8,000
1,000
Share Price (in Rupiah)
Volume (in million)
7,000
800
6,000
600
5,000
400
4,000
200
3,000
2,000 0
Jan 21 Mar 21 Jun 21 Sep 21 Dec 21 Mar 22 Jun 22 Sep 22 Des 22 Mar 23 Jun 23 Sep 23 Dec 23 Mar 24 Jun 24 Sep 24 Dec 24 Mar 25 Jun 25 Sep 25 Dec 25
2025 2024 2023 2022 2021
Highest Price (in Rupiah) 9,925 10,950 9,450 9,400 8,250
Lowest Price (in Rupiah) 7,225 8,775 8,000 7,000 5,905
Closing Price (in Rupiah) 8,075 9,675 9,400 8,550 7,300
Market Capitalization (in trillion Rupiah) 995 1,193 1,159 1,054 900
Earnings per Share (in Rupiah)* 467 445 395 330 255
Book Value per Share (in Rupiah)* 2,288 2,131 1,966 1,794 1,645
P/E (x) 17.3 21.7 23.8 25.9 28.6
P/BV (x) 3.8 4.5 4.8 4.8 4.4
* Figures have been adjusted after 1:5 stock split on October 15, 2021.
Source: Bloomberg
BCA Share Price, Volume & Market Capitalization in 2021 - 2025
Price Transaction Market
Year Quarter Highest Lowest Closing Volume Capitalization
(in Rupiah) (in Rupiah) (in Rupiah) (in thousands) (in billion Rupiah)
I 9,925 7,625 8,500 7,403,244 1,047,838
II 9,800 7,275 8,675 5,856,434 1,069,411
2025
III 8,975 7,475 7,625 8,778,752 939,972
IV 8,750 7,225 8,075 8,691,441 995,446
I 10,400 9,300 10,075 4,534,247 1,241,996
II 10,100 8,775 9,925 5,896,590 1,223,505
2024
III 10,950 9,800 10,325 4,346,292 1,272,815
IV 10,875 9,550 9,675 4,388,680 1,192,686
I 8,950 8,000 8,750 4,979,844 1,078,657
II 9,325 8,650 9,150 3,976,118 1,127,967
2023
III 9,450 8,825 8,825 4,051,111 1,087,902
IV 9,450 8,600 9,400 4,723,425 1,158,785
I 8,300 7,300 7,975 5,039,634 983,119
II 8,250 7,250 7,250 6,308,537 893,744
2022
III 8,875 7,000 8,550 5,833,306 1,054,002
IV 9,400 8,125 8,550 5,522,982 1,054,002
I 7,380 6,145 6,215 5,619,018 766,154
II 6,620 5,980 6,025 5,237,765 742,732
2021
III 7,000 5,905 7,000 4,458,440 862,925
IV 8,250 6,710 7,300 4,842,602 899,908
Source: Bloomberg
16 Annual Report 2025 | PT Bank Central Asia Tbk
Page 19
BCA Capital Structure in 2021-2025*
2025 2024 2023 2022 2021
Authorized Capital
Number of Shares 440,000,000,000 440,000,000,000 440,000,000,000 440,000,000,000 440,000,000,000
Total par Value (in Rupiah) 5,500,000,000,000 5,500,000,000,000 5,500,000,000,000 5,500,000,000,000 5,500,000,000,000
Unissued
Number of Shares 316,724,950,000 316,724,950,000 316,724,950,000 316,724,950,000 316,724,950,000
Total par Value (in Rupiah) 3,959,061,875,000 3,959,061,875,000 3,959,061,875,000 3,959,061,875,000 3,959,061,875,000
Issued and Fully Paid Up Capital
Number of Shares 123,275,050,000 123,275,050,000 123,275,050,000 123,275,050,000 123,275,050,000
Total par Value (in Rupiah) 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000
Outstanding Shares
Number of Shares 123,275,050,000 123,275,050,000 123,275,050,000 123,275,050,000 123,275,050,000
Total par Value (in Rupiah) 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000 1,540,938,125,000
* Figures have been adjusted after 1:5 stock split on October 15, 2021.
BCA Cash Dividends in 2021-2025*
2025 2024 2023 2022 2021
Earnings per Share (in Rupiah) 467 445 395 330 255
Cash Dividends per Share (in Rupiah) n.a 300.0 270.0 205.0 145.0
Cash Dividends Amount (in Rupiah) n.a 36,982,515,000,000 33,284,263,500,000 25,271,385,250,000 17,874,882,250,000
Interim Dividend (in Rupiah) 55.0 50.0 42.5 35.0 25.0
Cum Dividend for Trading in:
Regular and Negotiated Market 2 Dec 2025 20 Nov 2024 1 Dec 2023 1 Dec 2022 16 Nov 2021
Cash Market 4 Dec 2025 22 Nov 2024 5 Dec 2023 5 Dec 2022 18 Nov 2021
Recording Date 4 Dec 2025 22 Nov 2024 5 Dec 2023 5 Dec 2022 18 Nov 2021
Payment Date 22 Dec 2025 11 Dec 2024 20 Dec 2023 20 Dec 2022 7 Dec 2021
Final Dividend (in Rupiah) n.a 250.0 227.5 170.0 120.0
Cum Dividend for Trading in:
Regular and Negotiated Market n.a 20 Mar 2025 22 Mar 2024 28 Mar 2023 25 Mar 2022
Cash Market n.a 24 Mar 2025 26 Mar 2024 30 Mar 2023 29 Mar 2022
Recording Date n.a 24 Mar 2025 26 Mar 2024 30 Mar 2023 29 Mar 2022
Payment Date n.a 11 Apr 2025 4 Apr 2024 14 Apr 2023 19 Apr 2022
Dividend Payout Ratio n.a 67.4% 68.4% 62.0% 56.9%
* Figures have been adjusted after 1:5 stock split on October 15, 2021.
Bonds Highlights
Nominal
Recording Value of Maturity Interest
Instrument Currency Tenor Rating Trustee Underwriter
Date the Date Rate
Bond
Bank Central Asia Continuous Subordinated Bonds I Phase I 2018
PT Bank Rakyat
- Seri B 6 July 2018 Rupiah Rp65 billion 12 years 5 July 2030 8.00% p.a idAA (Pefindo) PT BCA Sekuritas
Indonesia (Persero) Tbk
Annual Report 2025 | PT Bank Central Asia Tbk 17
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Page 21
01 Management Report
Page 22
M a n a g e m e n t R e p o r t
Report
of the Board
of Directors
“Resilient performance
with continuous
investment
in technology and
network capabilities”
DEAR SHAREHOLDERS,
BCA delivered solid performance for the year ended
31 December 2025, posting positive earnings growth
with continuous investment in technology and network
capabilities. Amid fluctuating business condition, we are
pleased to report profit attributable to shareholders of
Rp57.5 trillion, an increase of 4.9% YoY, accompanied
by high rate of return on shareholders’ funds at 23.3%.
The operating environment in 2025 was shaped by
heightened global trade tension. The effect amplified
in various countries but Indonesia showed resilience by
fostering stronger bilateral trades and supported by large
contribution of domestic economy. The Government
aims for stronger economic growth, rolling out free
nutritious meal program, 3 million housing, establishment
of red white cooperatives for villages empowerment,
while sovereign wealth fund agency Danantara pursues
strategic programs.
Concurrently, Central Bank (Bank Indonesia) adapted an
accommodative stance for growth, cutting its policy rate
Gregory Hendra Lembong by 125 basis points in 2025 to 4.75%. Ministry of Finance
injected liquidity in the banking system for supporting
President Director real sector. Indonesia has successfully preserved financial
system stability while supporting economic growth.
20 Annual Report 2025 | PT Bank Central Asia Tbk
Page 23
Against this backdrop, BCA recorded positive business To provide comprehensive customer needs, BCA always
performance in 2025, marked by solid CASA growth of enriches investment products, accessible offline and online.
13.1% on an annual basis, and loan expansion reached 7.7%. BCA’s services are also bolstered by a wide range of BCA’s
Operating expenses were well managed, while transaction subsidiaries products and services including Sharia banking
banking volume continued rising across multiple channels. (BCA Syariah), digital banking (BCA Digital), general insurance
By year-end, BCA successfully met and exceeded most of (BCA Insurance), life insurance (BCA Life), securities brokerage
its key financial targets, as outlined below: & underwriting (BCA Sekuritas), and auto financing (BCA
Finance).
BCA Performance Highlights in 2025
Financial Metrics 2025 Target Realization The robust multiple customer touch points accompanied
Loan Growth 6%-8% 7.7% with enriched products and services sustainably drive overall
transaction volume and expand customer base. BCA has
Cost to Income Ratio (CIR) 33%-34% 30.7%
nearly doubled its customer base over the past five years
Return on Asset (ROA) 3.6%-3.8% 3.9% to around 34 million. We are pleased to see 16.5% growth in
Return on Equity (ROE) 21%-23% 23.3% transaction volume compared to a year ago, enabling BCA
to grow its core fund, CASA, reaching Rp 1,045.2 trillion at
STRATEGIC PRIORITIES the end of 2025, rose remarkably 13.1% YoY, with relatively
stable CASA interest rates.
BCA remains as a customer-oriented organization as the
underlying for long term business growth. Customer trust and In the area of lending, BCA remains committed to meeting
commitment to service excellence is reflected by growing financing needs across all segments from corporate,
customer base. BCA constantly launching innovative products commercial, SME, and consumer. In 2025, total loans grew
and services for both online and offline, reinforcing its position by 7.7% year-on-year to reach Rp992,9 trillion. Corporate
as a hybrid ecosystem powerhouse that integrates digital loans accounted for the largest share at 48.2%, followed by
platform, physical networks and partnerships seamlessly. consumer loans (22.6%), commercial loans (14.8%), and SME
loans (13.2%). Sharia financing, though smaller in size, posted
We are delighted to see mobile banking users have grown, an impressive 23.1% growth. In relation to Sustainable Finance,
supported by two flagship apps: ‘BCA mobile’, favored for its loan portfolio grew by 11.7% to Rp255.4 trillion, representing
simplicity and ‘myBCA’ which offers advanced features and 25.8% of total loans.
the later has about doubled its user base compared to a year
ago. Despite the digital surge, BCA continues to maintain We adopt cautiously optimistic stance to grow our loan book
branch services to support cash transactions and provide in- over the course of 2025 in line with the operating environment
person services, ensuring a balanced approach for customer dynamic. Loan diversification discipline is upheld with business
engagement. Additionally, our contact center namely Halo loan growth spanning from utilities, telecommunications,
BCA, bolsters BCA’s frontline communication and customers information technology, financial services, and food and
support, ensuring customers receive reliable banking service. beverage.
To strengthen its ecosystem, BCA expands strategic Loan quality in the industry saw some deterioration particularly
partnerships and exploring untapped communities. BCA in retail loans, both SME and consumer book. Discipline in
aligns closely with regulatory initiatives such as ‘BI-FAST’ prudent banking is a must. Particularly on auto loans, banking
fund transfer and ‘QRIS’ QR-code payment & transfer module, industry saw falling collateral value due to the emergence of
enhancing interoperability and driving transaction growth. For cheaper electric vehicles. Despite worsening asset quality,
business customers, BCA offers a new gen online platform overall non performing loan ratio and loan at risk ratio are
‘Ocean’ and ‘myBCA Bisnis’ alongside with larger EDC manageable with adequate loan loss reserve. Expanding
network. ‘Ocean’ is an integrated digital platform designed horizons, BCA continues to pursue new opportunities across
for business customers - brings together a wide range of all segments, harnessing data-driven insights while reinforcing
BCA banking services and partner solutions into a single, strong risk management.
centralized platform.
Annual Report 2025 | PT Bank Central Asia Tbk 21
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M a n a g e m e n t R e p o r t
To ensure sustainable growth and build a stronger organization As a socially responsible corporation, we are proud to support
for the future, BCA continues to make significant investments Government’s initiative to improve social welfare. In 2025, BCA
in both its workforce and IT capabilities. New hires and existing has launched an affordable housing program independent of
staff undergo comprehensive training, upskilling, and reskilling government subsidies, making it the first private bank to do so.
programs to equip them with the skills, knowledge, and Overall, BCA is committed to adhering to the implementation
behaviors needed to excel BCA’s performance. With majority of Good Corporate Governance (GCG) principles.
of employees under the age of 35, various initiatives were BCA regularly evaluates and strengthens our oversight
designed to prepare future leaders who will sustain BCA’s structures, internal policies, and procedures to ensure integrity,
legacy as the bank of choice. transparency, and accountability across all business lines. More
information about the GCG program and implementation are
In parallel, BCA is committed to enhancing its technological available in the Good Corporate Governance Chapter of this
capabilities for upgrading digital services and strengthening report on pages 228-450 and our 2025 Sustainable Report.
security systems. Core systems and infrastructure are
continuously modernized to boost transaction speed and ROLE OF THE BOARD OF DIRECTORS
security. Significant IT investments, including in a state-of- IN FORMULATING STRATEGY & POLICY
the-art data center, reinforce BCA’s position at the forefront AND ENSURING EFFECTIVE EXECUTION
of banking technology. Advanced technologies such as
Artificial Intelligence (AI) and Machine Learning (ML) have been The Board of Directors plays a central role in shaping BCA’s
deployed. BCA leverages AI to boost operational efficiency, strategy and policies to ensure alignment with the Bank’s Vision
foster innovation, and customer experience while enhancing and Mission. It sets clear strategic directions and collaborates
fraud detection. AI assists coding to speed up IT development, with all business units to develop a comprehensive business
while reducing risk and cost. We believe solid & agile human plan, supported by key enablers such as staffing, technology,
capital and advanced technology will enable BCA to provide infrastructure, and risk management.
secure, reliable, and excellent services to drive sustainable
success. To drive effective execution, the Board establishes measurable
targets and cascades them through defined key performance
COMMITMENT TO ENVIRONMENTAL, indicators (KPIs) and aligned initiatives across business
SOCIAL AND GOOD CORPORATE units. Strategy implementation is monitored through regular
GOVERNANCE reviews and ongoing communication with business units,
support functions, branches, and subsidiaries. Necessary
In 2025, BCA widened its responsible lending policies, adding adjustments are made considering market dynamics.
oil & gas sector to the existing five ESG sensitive sectors of The Board also reinforces corporate culture and values to
palm oil; coal mining; toll road construction; forestry; cement strengthen teamwork and ensure effective execution of the
& basic steel. Climate risk analysis is now integrated into the Bank’s business plan.
Bank’s enterprise risk management framework. BCA conducts
climate risk mapping, stress testing, and integrates climate PERFORMANCE OF COMMITTEES
change risk assessments into its financing decision-making UNDER THE BOARD OF DIRECTORS
process to enhance portfolio resilience against extreme
climate-related events. The Board of Directors is supported by seven specialized
committees—Asset and Liability Committee (ALCO), Risk
We express our condolence and deep concern over the Management Committee, Integrated Risk Management
recent flooding disaster in Sumatra. BCA has extended Committee, Credit Policy Committee, Credit Committee,
support by providing water, food, and medicines, reaffirming Information Technology Steering Committee, and Employee
its strong commitment to community recovery. BCA affirms Relationship Committee—which all play a critical role in
our support for the national low-carbon transition agenda ensuring effective governance and strategic execution.
by supporting the Net Zero Emission target in line with the These committees convene regularly to review and align
government’s goal to achieve net-zero emissions by 2060. BCA their work programs with prevailing economic conditions,
is consistently pursuing environmentally friendly operations technological advancements, and regulatory requirements.
through energy efficiency at branch operation, process Throughout the year, these committees have successfully
digitalization, responsible waste management and support fulfilled their mandates, enabling the Board to make informed
nature conservation. decisions that strengthen operational resilience and support
sustainable growth.
22 Annual Report 2025 | PT Bank Central Asia Tbk
Page 25
MANAGEMENT SUCCESSION Our balance sheet strength is a valuable asset to capture
growth opportunities, and at the same time embrace
The leadership of BCA underwent several changes in 2025 market volatility as the major challenge. BCA will continue
as approved at the AGMS held on 12 March 2025. The AGMS to monitor asset quality trends in the banking system, market
accepted the resignation of Mr. Djohan Emir Setijoso as dynamics and adjust business assumptions as necessary,
President Commissioner, effective 1 June 2025. Concurrently, while maintaining strong risk governance.
Mr. Jahja Setiaatmadja was honorably relieved of his position
as President Director and was appointed as President To support the shareholders return and the domestic capital
Commissioner. market, BCA has conducted two share buyback programs
in 2025. The first program was a maximum of Rp1 trillion,
I am honored to take on the role of President Director of BCA. involving the repurchase of own shares between March
Having previously served as Deputy President Director, in this 2025 and June 2025. The second buyback program was
new role, my focus will be on strengthening BCA’s position carried out between October 2025 and January 2026, with
in the financial industry and delivering added value to all a maximum amount of Rp5 trillion. Total share buyback from
stakeholders. both programs amounted to Rp3.3 trillion or 399 million shares,
were acquired. The buyback program enhanced rate of return
Mr. John Kosasih, who previously served as Director of to equity of the Bank.
Commercial and SME Banking since 2021 was appointed as
the new Deputy President Director. Additionally, we welcome PARTNERSHIP AND TRUST FOR
a new member of Board of Directors namely Mr. Hendra A SUSTAINABLE FUTURE
Tanumihardja who previously held the position of the Head
of the Transaction Banking Partnership Solution Development On behalf of the Board of Directors, we extend our sincere
Division. All of the above changes took effect on 1 June 2025 appreciation to our customers, employees, business partners
and have obtained approvals from the Financial Services and regulators-Bank Indonesia (BI) and OJK-for their continued
Authority (OJK). trust and collaboration.
BUSINESS PROSPECTS, CHALLENGES The Board of Directors wishes to express our deepest
AND SHARES BUYBACK gratitude to the Board of Commissioners for their invaluable
guidance and strategic counsel, which have strengthened
BCA and its subsidiaries aim to grow alongside Indonesia’s our governance and shaped our direction. We wish to
long-term economic prospect. The following targets are convey our sincere appreciation to Mr. D.E. Setijoso for his
set for 2026: exemplary contributions throughout his tenure as President
Commissioner. The Board of Directors also extends
Financial Metrics 2026 Target our deepest gratitude to Mr. Jahja Setiaatmadja for his
exceptional leadership as President Director since 2011.
Loan Growth 8%-10%
Cost to Income Ratio (CIR) 31%-33% Guided by our promise to be “Always by Your Side”, BCA
Cost of Credit (COC) 0.4%-0.5% remains steadfast in its commitment to service excellence,
Return on Asset (ROA) 3.5%-3.7% innovation, and responsible banking. Thank you for your trust
Return on Equity (ROE) 21.5%-23.5%
and partnership we look forward to achieving new milestones
together.
Jakarta, February 2026
On behalf of the Board of Directors,
GREGORY HENDRA LEMBONG
President Director
Annual Report 2025 | PT Bank Central Asia Tbk 23
Page 26
M a n a g e m e n t R e p o r t
Member
of the Board of Directors
SANTOSO LIANAWATY GREGORY
Director SUWONO HENDRA LEMBONG
Director President Director
FRENGKY SUBUR TAN JOHN KOSASIH
CHANDRA KUSUMA Director Deputy President
Director Director
24 Annual Report 2025 | PT Bank Central Asia Tbk
Page 27
VERA EVE LIM HARYANTO HENDRA
Director TIARA BUDIMAN TANUMIHARDJA
Director Director
ARMAND RUDY SUSANTO ANTONIUS
WAHYUDI HARTONO Director WIDODO MULYONO
Deputy President Director
Director
Annual Report 2025 | PT Bank Central Asia Tbk 25
Page 28
M a n a g e m e n t R e p o r t
Supervisory
Report of
The Board of
Commissioners
“BCA concluded the year
with solid financial performance,
and maintaining its commitment
to good corporate
governance practices”
RESPECTED STAKEHOLDERS,
BCA recorded resilient financial performance with
respectable return on assets and return on shareholders’
funds of 3.9% and 23.3% respectively. Earnings per share
was reported at Rp467, 4.9% higher compared to Rp445
per share in the previous year. These achievements reflect
the successful execution of strategic initiatives, disciplined
liquidity management and continuous investment in
technology and multiple customer touchpoints to strengthen
BCA’s hybrid banking model.
The Board of Commissioners commends the Board of
Directors and employees for sustaining a robust funding
franchise, driving quality loan growth, and reinforcing BCA’s
Jahja Setiaatmadja role as a trusted partner in Indonesia’s banking industry. We
President Commissioner remain confident that BCA’s customer-centric approach and
commitment to good corporate governance will continue
to generate long-term value to our shareholders.
26 Annual Report 2025 | PT Bank Central Asia Tbk
Page 29
ASSESSMENT OF THE PERFORMANCE Notable investments were made to strengthen IT infrastructure,
OF THE BOARD OF DIRECTORS transaction channels, cybersecurity, and human capital.
These investments reinforce BCA’s hybrid business model
Throughout 2025, ongoing volatility in global capital flows and commitment to operational resilience.
amid uncertainties in global monetary policies had exerted
pressure on the Rupiah. Bank Indonesia maintained a balanced BCA pursued opportunities to grow loans across economic
stance between growth and macroeconomic stability, after sectors despite moderate operating environment. Business
5 policy rate cuts in 2025 from 6% to 4.75%. Inflation stayed loans contributed the majority of BCA’s loan growth in 2025,
within Bank Indonesia’s target range of 2.5 ± 1%, while foreign enabled by enhanced data analytics, targeted outreach, and
exchange reserves remained adequate to cushion external quality loan underwriting.
shocks. Indonesia’s economy demonstrated resilience,
posting real growth of around 5% in 2025, supported by SUSTAINABILITY AND ESG
accelerated fiscal spending particularly in the second half
of 2025. Government stimulus programs, such as social In 2025, BCA maintained its commitment to sustainability and
assistance and workers’ tax incentives (PPh DTP) for several ESG principles in its strategic direction, lending policies, and
industries, were introduced to maintain household purchasing environmentally friendly operations. The Bank’s Sustainable
power particularly for middle- to lower-income groups. The Finance portfolio grew by 11.7% to Rp 255 trillion, representing
Indonesian banking sector remained resilient, underpinned by 25.8% of total loans. This expansion reflects BCA’s focus
adequate capital and liquidity level, aided by the placement on financing sectors that support environmentally friendly
of government funds in the banking system in the second industries and inclusive economic development particularly
half of 2025. empowering small businesses including women-led
businesses.
The Board of Commissioners commends the Board of Directors
for navigating the Bank and delivering sound financial results BCA promotes environmentally friendly operations by
in 2025. By leveraging strong transaction banking franchise, reducing its carbon footprint through energy-efficient
BCA grew CASA by 13.1%, which contributed 83.7% of total branches, digitalization to cut paper use, waste management,
third-party funds, enabling the Bank to maintain a strong and nature conservation. The Bank also works with regulators
liquidity position and delivered overall loan growth of 7.7%. and industry associations on green taxonomy, climate-risk
Net interest income increased by 4.0% to Rp 85.5 trillion, stress testing, and emission data frameworks. These initiatives
accounting for 76.4% of total operating income. Asset quality align with Indonesia’s sustainability goals and industry best
remained sound with disciplined practices in prudent risk practices.
management. Loan at Risk (LAR) ratio and NPL ratio are
manageable. Cost discipline was maintained, reflected in a OVERSIGHT OF BCA’S STRATEGY
Cost-to-Income Ratio of 30.7%. These factors collectively & IMPLEMENTATION
supported resilient BCA’s financial performance at the bottom
line. Net profit after tax reached Rp 57.5 trillion, up 4.9% YoY. Throughout 2025, the Board of Commissioners maintained
active oversight of BCA’s strategic direction and execution
We recognize that these accomplishments were not without to ensure the Bank remained on course toward sustainable
challenges, including worsening asset quality in the banking growth in a rapidly evolving environment. The Board provided
system, rapid technological advancements, heightened input on key matters, including business strategy, risk
cybersecurity threats, evolving customer expectations, management, audit, and compliance, while continuing to
and the ongoing need for talent development. The Board of monitor progress against long-term objectives. Feedback was
Commissioners is pleased to note that the Board of Directors delivered through structured review and ongoing dialogue,
has managed these challenges effectively while successfully enabling timely adjustments where needed.
executing key initiatives in-line with the BCA’s long-term
vision.
Throughout the year, BCA continued to enhance its transaction
banking capabilities, including launching new features
and improving customer experience across all channels.
Leveraging its extensive customer base, BCA expanded its
ecosystem through wider connectivity and partnerships,
reaching new customers while maintaining service excellence.
Annual Report 2025 | PT Bank Central Asia Tbk 27
Page 30
M a n a g e m e n t R e p o r t
The Board of Commissioners convened 39 meetings and 8 joint sessions with the Board of Directors during the year. The following
summarizes the area of discussions with the Board of Directors:
Topic Actions by the Board of Commissioners
• Oversee BCA’s business and operational performance and continuously monitor the condition of the Indonesian banking
Business industry through 2025, including macroeconomy, geopolitical issues, interest rate movement, and business competition.
Strategy & • Provide direction and approval regarding business development and the implementation of corporate actions such as dividend
Management distribution, shares buyback, and subsidiary divestment.
• Provide input to management on liquidity optimization, credit distribution, asset allocation and management.
• Directing efforts to strengthen credit risk management by reviewing the credit granting process for high-risk borrowers,
including exposure to volatile commodity sectors.
• Providing direction and review for the use of independent surveyors or appraisers for project financing loans.
Risk • Monitoring and assessing risk profile, the implementation of integrated risk management, and capital structure.
Management • Monitoring current industry condition and identifying potential future events to anticipate increases in NPLs, and reviewing
write-off and asset quality.
• Provide advice to support public relations activities and media collaborations to maintain the company’s reputation.
• Hold regular discussions with the IT division and the Risk Management Unit to ensure the implementation of cyber risk.
• Conduct regular discussions with the Compliance Division regarding the implementation of AML, CFT, and PPPSPM.
Audit &
• Monitor and review audit scope.
Compliance
• Monitor internal audit assessments of work unit and branch performance.
EVALUATION OF CORPORATE GOVERNANCE COMPOSITION OF THE BOARD
IMPLEMENTATION & OBSERVATIONS ON THE OF COMMISSIONERS
WHISTLEBLOWING SYSTEM
In the Annual General Meeting of Shareholders (AGMS) in 2025,
The Board of Commissioners affirms that BCA consistently I am honored to be appointed as President Commissioner of
applied strong corporate governance principles throughout BCA, succeeding Mr. Djohan Emir Setijoso, who has retired
2025, embedding transparency, accountability, and fairness after serving as President Commissioner for 14 years. The rest
in all aspects of its operations. These practices remain of the Board of Commissioners remain unchanged.
fundamental to maintaining stakeholder trust and ensuring
sustainable business growth. BCA extends the deepest gratitude to Mr. Setijoso for his
exceptional leadership, dedication, and contributions throughout
The Board of Directors demonstrated commitment to his tenure. His long-standing service, including his role as
compliance with regulatory requirements and industry best President Director between 1999 - 2011, has been instrumental
practices, while proactively refining governance framework to in driving BCA’s growth and strengthening its position as a leading
address emerging risks and evolving market conditions. BCA’s financial institution.
governance practices earned a “Very Good” rating under the
ASEAN Corporate Governance Scorecard (ACGS), reaffirming Concurrently, AGMS 2025 made several changes to the
its position among leading institutions in the region. Board of Directors. On behalf of all members of the Board of
Commissioners, I congratulate Mr. Hendra Lembong as President
BCA’s whistleblowing system provides a secure and Director, Mr. John Kosasih as Deputy President Director and Mr.
confidential channel for internal and external stakeholders Hendra Tanumihardja as a new member of the Board of Directors.
to report suspected fraud or violations through the Bank’s The rest of the Board of Directors remained unchanged. I’m
website. Supervised by the Board of Commissioners, the confident the BCA will continue to excel in the next chapter
system is regularly socialized to employees to ensure under the new leadership.
awareness and early detection of risks, reinforcing BCA’s
commitment to ethical conduct and good corporate ASSESSMENT OF THE BOARD OF DIRECTORS’
governance. EVALUATION OF BUSINESS PROSPECTS
ASSESSMENT OF COMMITTEES UNDER The Board of Commissioners supports the Board of Directors’
THE BOARD OF COMMISSIONERS view for 2026 outlook, which reflects a balanced approach
of pursuing opportunities and mitigating risks. We expect
The Board of Commissioners was supported by four financial authorities to remain proactive in managing inflation,
committees that played an essential role in strengthening currency stability, and liquidity condition to sustain positive
governance across the organization: the Audit Committee, the economic growth.
Risk Oversight Committee, the Remuneration and Nomination
Committee, and the Integrated Governance Committee. We concur with the Board of Directors’ decision to adopt
realistic assumptions in the Bank’s Business Plan (RBB),
Each committee fulfilled its mandate satisfactorily in ensuring targets are achievable while maintaining strong risk
alignment with good corporate governance. management. The Board of Commissioners advises the Board
of Directors to maintain strong capital and liquidity buffer as
More information on these committees is available in the a strong base to navigate dynamic operating environment.
Good Corporate Governance Chapter of this report on pages
316-340.
28 Annual Report 2025 | PT Bank Central Asia Tbk
Page 31
Agility will be essential to navigate global uncertainties and domestic dynamics, while on the other hand to capitalize on
upside opportunities, should economic outcome improve beyond expectation over the course of 2026.
Strategic priorities for the coming year include maintaining quality lending, expanding the transaction banking ecosystem,
continuous investment in technology for operational excellence, strengthening cybersecurity and nurturing talents for
leadership continuity. These initiatives will reinforce BCA’s competitive edge and its position as a leading financial institution
in Indonesia.
CLOSING REMARKS
On behalf of the Board of Commissioners, we extend our sincere appreciation to our customers, OJK, Bank Indonesia, the Board
of Directors, employees and all stakeholders for their trust and unwavering support throughout the year. Your contributions
have been instrumental in sustaining BCA’s performance and resilience amid a dynamic operating environment.
We remain confident that BCA is well-positioned to embrace future challenges and seize opportunities for growth, innovation,
and collaboration. Guided by prudent governance and sound risk management, the Bank will continue to deliver considerable
value for all stakeholders and contribute positively to Indonesia’s economy.
Jakarta, February 2026
On behalf of the Board of Commissioners,
JAHJA SETIAATMADJA
President Commissioner
Annual Report 2025 | PT Bank Central Asia Tbk 29
Page 32
M a n a g e m e n t R e p o r t
Member
of the Board of Commissioners
RADEN PARDEDE JAHJA SETIAATMADJA SUMANTRI SLAMET
Independent Commissioner President Commissioner Independent Commissioner
CYRILLUS HARINOWO TONNY KUSNADI
Independent Commissioner Commissioner
30 Annual Report 2025 | PT Bank Central Asia Tbk
Page 33
Annual Report 2025 | PT Bank Central Asia Tbk 31
Page 34
C o m p a n y P r o f i l e
02
Corporate
Profile
32 Annual Report 2025 | PT Bank Central Asia Tbk
Page 35
Company General Information
Name
PT Bank Central Asia Tbk
Establishment Networks
October 10, 1955
Line of Business
Commercial Bank
1,270
Branches
20,163
ATM
Total Employees
26,435 1,270 branches, 20,163 ATMs, and hundreds of thousands of
EDCs (Information of branch locations can be found in the
Branches section of this report, on pages 42 -43)
Legal Basis for Authorized Capital Ownership
Establishment
Deed of Establishment of Rp5,500,000,000,000 PT Dwimuria
the Company No. 38 by (440,000,000,000 shares) Investama Andalan
54.94%
Notarial Deed Raden Mas
Soeprapto dated August Issued and Fully
10, 1955. Approved by
Paid Up Capital
the Justice Minister with Public
Decree No. J.A.5/89/19 Rp1,540,938,125,000
dated October 10, 1955.
(123,275,050,000 shares) 45.06%*
*2.49% is owned by parties affiliated with
PT Dwimuria Investama Andalan.
Subsidaries
Stock Exchange • PT BCA Finance
The shares of PT Bank Listing Date
• PT Bank BCA Syariah
Central Asia Tbk are listed May 31, 2000
• PT Bank Digital BCA
and traded on the Indonesia
Stock Exchange (IDX) • PT BCA Sekuritas
Share Code
BBCA
• PT Asuransi Umum BCA
• PT Asuransi Jiwa BCA
ISIN Code • PT Central Capital Ventura
ID1000109507 • BCA Finance Limited*
SWIFT Code (Information of subsidiaries address can be found in
CENAIDJA the Information on Subsidiaries section on pages 70)
*effectively liquidated by January 3, 2026
Change of Name Company Information Corporate Communication, Investor Relations,
Previously, the Company Company Website: Corporate Secretary
was named NV Perusahaan www.bca.co.id • Corporate Communications
Dagang Dan Industrie www.klikbca.com • Investor Relations
Semarang Knitting Factory. • Corporate Secretary
Effective since September Call Center:
2, 1975, the Bank’s name Menara BCA, 20th Floor,
Halo BCA 1500888 Grand Indonesia,
was changed to PT Bank
halobca@bca.co.id Jl. M.H. Thamrin No. 1
Central Asia (BCA).
Jakarta 10310, Indonesia
Tel. (+62 21) 2358 8000
Fax. (+62 21) 2358 8300
E-mail:
corcom_BCA@bca.co.id
investor_relations@bca.co.id
corporate_secretary@bca.co.id
Annual Report 2025 | PT Bank Central Asia Tbk 33
Page 36
C o m p a n y P r o f i l e
Line of Business
In 2025, BCA carried out banking business and activities in accordance with BCA Articles of Association. Based on
Article 3 of its Articles of Association, BCA as a Commercial Bank may engage in the following business activities:
a. to raise public funds in the forms of deposits such as k. to provide factoring (anjak piutang), credit card and
checking accounts (giro), time deposits (sertifikat trusteeship services;
deposito), deposit certificates, savings and/or any l. to provide financing and/or conduct business activities
other deposits of similar nature; under the Sharia Principle, whether through the
b. to provide credit facilities; establishment of a subsidiary or through formation
c. to issue debt acknowledgement letters; of a Sharia Business Unit in accordance with the rules
d. to purchase, sell or underwrite, whether at its own risk and regulations issued by the central bank (Bank
or for the benefit of or at the request of its customers, Indonesia) or the Financial Services Authority or any
the following: other competent authorities.
i. Drafts, including drafts accepted by a bank with a m. to carry out foreign exchange activities in accordance
validity period not more than the period generally with the rules and regulations issued by the central bank
applicable in normal practice for the trading of (Bank Indonesia) or the Financial Services Authority or
such instruments; any other competent authorities;
ii. Debt acknowledgement letters and other n. to conduct capital participation in a bank or any
commercial papers, with a validity period not other company in the financial sector, such as a
exceeding the period generally applicable in normal leasing company, venture capital company, securities
practice for the trading of such instruments; company, insurance company, and the clearing,
iii. State treasury notes and government guarantees; depository and settlement institution, by fulfilling the
iv. Bank Indonesia Certificates (SBI); the provisions of rules and regulations issued by the
v. Bonds; central bank (Bank Indonesia) or the Financial Services
vi. Commercial papers with maturity periods, in Authority or any other competent authorities;
accordance with the prevailing laws and regulations; o. to conduct temporary capital participation for the
vii. Other negotiable papers with maturity periods, purpose of dealing with credit failures, provided that
in accordance with the prevailing laws and such participation must be later withdrawn, by fulfilling
regulations. the rules and regulations issued by the central bank
e. to transfer funds, whether for its own benefit or for (Bank Indonesia) or the Financial Services Authority or
the benefit of its customers; any other competent authorities;
f. to place funds at, to borrow funds from, or to lend funds p. to act as the founder (pendiri) and manager (pengurus)
to other banks, whether by letter, by telecommunication of a pension fund in accordance with the existing rules
equipment, or by bearer draft, cheque or by any other and regulations on pension funds; and
means; q. to engage in other activities generally conducted by
g. to receive payments of receivables from commercial banks to the extent permitted by the prevailing laws
papers and make calculations with or among third and regulations, including among others, any measures
parties; for the purpose of restructuring or credit rescue, such
h. to provide a safe deposit box facility for safekeeping as acquiring collateral, whether in part or in whole, by
of valuable goods or documents; auction or by other means, if a debtor defaults on its
i. to engage in custodial activities for the benefit of other obligations to the bank, provided that the collateral so
parties under a contract; acquired must be realized upon as soon as practicable.
j. to conduct a placement of funds from one customer
with another customer in the form of commercial
papers not listed on the stock exchange;
34 Annual Report 2025 | PT Bank Central Asia Tbk
Page 37
Corporate Culture
To be the bank of choice and a major pillar
of the Indonesian economy
Vision
To build centers of excellence
in payment settlements and financial solutions
for businesses and individuals
To understand diverse customer needs
and provide the right financial services
Mission to optimize customer satisfaction
To enhance our corporate franchise
and stakeholders value
Core Values
1 2
Customer Integrity
Focus
3 4
Teamwork Continuous Pursuit
of Excellence
! More detailed information of corporate culture
can be found in the Corporate Governance
section on pages 413-414.
Annual Report 2025 | PT Bank Central Asia Tbk 35
Page 38
C o m p a n y P r o f i l e
Milestones
• 1955 CORPORATE ACTIONS • 2007-2010
Bank Central Asia (BCA) founded as
“NV Perseroan Dagang Dan Industrie
HIGHLIGHTS IN BCA became a pioneer in introducing
fixed-rate mortgage products. BCA
Semarang Knitting Factory.” 2000-2005 launches its stored-value card, Flazz
Card, and introduced Weekend
• 1957 • 2000 Banking.
BCA commenced operations on IBRA divested 22.5% of its BCA shares
through an Initial Public Offering, BCA proactively manages its lending
21 February 1957 with Head Office
reducing its ownership of BCA to and liquidity position in the face of
located in Jakarta.
70.3%. unprecedented global financial crisis
(2008), continuing to strengthen the
• 1970’s core transaction banking franchise.
Effective on 2 September 1975 the • 2001
name of the Bank was changed to PT In a Secondary Public Offering, 10% BCA introduces Solitaire, a new
Bank Central Asia (BCA). of BCA’s total shares were made banking service for high net-worth
available to the market. IBRA’s individual customers.
BCA strengthens its delivery channels ownership of BCA decreased to
and obtained a license to open as a 60.3%.
Foreign Exchange Bank in 1977.
• 2011-2014
BCA entered new lines of business
• 2002 including Sharia banking, motorcycle
• 1980’s FarIndo Investment (Mauritius) Limited financing, general insurance and the
BCA aggressively expanded its branch acquired 51% of BCA’s shares through capital markets business.
network in line with the deregulation of a strategic private placement.
the Indonesian banking sector. BCA strengthened its transaction
• 2004 banking through further development
BCA developed its information IBRA divested a further 1.4% of its BCA of innovative products and services,
technology capacity, by establishing shares to domestic investors through a notably with mobile banking
an online system for its branch office private placement. applications in the latest smartphones,
network, and launches new products with payment settlement services
and services including the Tabungan through e-commerce, and through a
Hari Depan (Tahapan) BCA savings • 2005 new concept of Electronic Banking
accounts product. The Government of Indonesia through
Center which equips ATM Centers
PT Perusahaan Pengelola Aset (PPA),
with additional technology-backed
divested the remaining 5.02% of its
• 1990’s BCA shares and no longer has share
features.
BCA develops the Automated ownership in BCA.
Teller Machine (ATM) network as an Enhancing the reliability of its banking
alternative delivery channel. Note: There has been dilution effect to existing services, BCA completes a new
shareholders as new shares were issued in accordance Disaster Recovery Center (DRC)
with the Management Stock Option Plan, in which facility in Surabaya which functions
In 1991, BCA installed 50 ATM units in stock options were executable in the period from
various locations in Jakarta. November 2001 to November 2006. as a disaster recovery backup data
BCA intensively develops the ATM center, integrated with the current
two mirroring data centers. The new
network and features. • BUSINESS DRC replaced the previous DRC in
BCA works with well-known DEVELOPMENT Singapore.
institutions, such as PT Telkom and IN 2000-2005
Citibank, allowing BCA’s customers to BCA strengthens and develops its
pay their Telkom phone bill or Citibank products and services, especially in
credit card bill through BCA ATMs. electronic banking, by launching Debit
BCA, Tunai BCA, KlikBCA internet
• 1997-1998 banking, m-BCA mobile banking,
BCA experiences a bank rush during EDCBIZZ, etc.
the Indonesian economic crisis.
BCA establishes a Disaster Recovery
In 1998, BCA became a Bank Take Center in Singapore.
Over (BTO) and was placed under
the recapitalization and restructuring BCA develops expertise in lending,
program operated by the Indonesian including expansion into vehicle
Bank Restructuring Agency (IBRA), a financing through its subsidiary,
Government Institution. BCA Finance.
• 1999
BCA was fully recapitalized with the
Government of Indonesia, through
IBRA, assuming ownership of 92.8% of
BCA shares in exchange for liquidity
support from Bank Indonesia and
a swap of related-party loans for
Government Bonds.
36 Annual Report 2025 | PT Bank Central Asia Tbk
Page 39
• 2015-2019 • 2020-2022 • 2023-now
BCA developed a self-service digital BCA’s online account opening services
banking outlet (myBCA), expanded transformed how the bank operates
BCA continues to develop the super
cash recycling machine-based ATM in the midst of COVID-19. In addition,
app myBCA to strengthen digital
networks; and launched the Sakuku BCA also launched Lifestyle feature
transactions and provide a holistic
app-based electronic wallet. on its mobile app and BCA Virtual
customer experience through
Showroom to facilitate customer
an omni-channel approach. In
The Bank’s cash management interaction and information access.
2023, BCA integrated the WELMA
services for institutional customers
application into myBCA. In addition,
were enriched on internet banking BCA continued to implement the
the BCA Mastercard Debit Card has
platforms, the KlikBCA integrated Future Branch business model and
been equipped with contactless
business solution. This service provides advanced service model to meet
features, enabling customers to make
features to meet the needs of business evolving customer needs.
transactions without requiring a PIN.
customers.
BCA introduced the myBCA
In 2024, BCA launched the Forex
In its role as a major gateway and application, a digital platform allowing
Pocket digital service in the myBCA
perception bank, BCA participated in customers to perform seamless
application, which currently offers
the successful implementation of the banking transactions via smartphones
access to 18 foreign currencies. Other
government’s tax amnesty program or desktop websites. In addition,
than that, the BCA Merchant app
from July 2016 to March 2017. BCA also launched the Merchant BCA
continues to be developed, where
application to help merchants monitor
funds from payments via QRIS can
BCA fostered collaboration with and manage their businesses, as well
now be disbursed four times a day.
fintech and e-commerce companies as the HaloBCA application, enabling
through its Application Programming customers to contact HaloBCA online
Merger of BCA Multi Finance with
Interface (API) platform, enabling via VoIP, email, chat, and social media.
BCA Finance brings together the best
seamless connectivity between In 2022, BCA enhanced the security of
potentials of both companies to
partner systems and BCA’s systems. myBCA with biometric features and
strengthen the BCA Group’s position
added an instant top-up feature for
in Indonesia’s financing sector.
BCA continuously innovated to simplify mortgage (KPR).
customer transactions via applications
To support the expansion and
such as BCA Mobile, online account In 2020, BCA established Bank Digital
strengthening of the ecosystem, BCA
opening services, Sakuku, OneKlik, BCA, known through its application, blu
launched Ocean in 2025, a one-stop
Welma Digital services, Flazz 2.0, and by BCA Digital (formerly Bank Royal,
solution platform designed to meet
QR Code-based peer-to-peer transfer which was acquired by BCA in 2019).
all customer financial needs. Features
features.
in myBCA are also continuously
The bank completed a 100%
being developed and enhanced,
Leveraging artificial intelligence acquisition of Rabobank shares (direct
with myBCA now accessible via
technology, BCA developed ‘VIRA,’ a and indirect) and subsequently merged
smartwatches, which is expected to
Virtual Assistant accessible through Rabobank with BCA Syariah.
make transactions even easier for
popular chat applications.
customers.
BCA renewed its agreement with PT
Supporting regulatory initiatives
AIA Financial (AIA Indonesia) in 2017, to
to collaborate on building payment
expand the scope of collaboration in
connectivity in ASEAN, BCA has
the bancassurance sector.
introduced QRIS cross-border
services in BCA mobile, which are
BCA increased its ownership in
currently available in three countries:
subsidiaries such as BCA Sekuritas, and
Thailand, Malaysia, and Singapore,
BCA Life during 2017, to strengthen
which is expanded also to Japan in
integration and enhance business
2025. In addition, BCA also supports
collaboration with these subsidiaries.
government initiatives in developing
payment methods, with myBCA now
equipped with the QRIS Tap feature,
which aims to make transportation
payments more seamless, secure, and
efficient.
BCA also strengthened its credit
infrastructure through human
resource development, various
automation initiatives, and
adjustments to credit procedures.
BCA is committed to support
infrastructure development in
Indonesia through syndicated loans.
Annual Report 2025 | PT Bank Central Asia Tbk 37
Page 40
C o m p a n y P r o f i l e
Products and Services
As of December 31, 2025
Products and Products and
Services
Description Services
Description
Tahapan
Tahapan Xpresi
Tahapan Gold Payable Management/Disbursement
Tahapan Berjangka Receivable Management/Collection (including B2B &
Tahapan Berjangka SiMuda B2C)
Tapres Cash Account and Liquidity Management (including RDN and
Simpanan Pelajar Management RDL)
TabunganKu Services
BCA Dollar
Deposits Deposito Berjangka
Accounts Giro
e-deposito BCA Card
Forex Pocket BCA Mastercard
Rupiah Pocket BCA Visa
BCA Amex
BCA JCB
Credit
Safe Deposit Box BCA UnionPay
Cards
Transfer
Remittance
Collection and Clearing
Bank Notes
Travellers’ Cheque Regular Premium Unit Link
Virtual Account Health Protection
Sub Account Life Protection
Payment Digital Insurance
Auto Debit Education Plan
Payroll Services Retirement Plan
Cash Pick Up Corporate Solutions
Transaction Custodian Service Program Pensiun DPLK
Banking Services Business Debit Card (BDC) Health Corporate Insurance
Payment Gateway Life Corporate Insurance
Bancassurance
STAR Teller General Insurance
Products
eBranch Electronic Equipment Insurance (EEI)
eService Fire Insurance
Modul Penerimaan Negara Generasi 3 (MPN G3) Property All Risks/Industrial All Risks (PAR/IAR)
e-Billing (local tax payment: PPN, PPh, and others) Vehicle Insurance
Electronic Payment Intructions Travel Insurance
ATM BCA (multifunction, non cash and cash
recycling machine) Money Market Mutual Funds
EDC BCA USD Money Market Mutual Funds
Debit BCA IDR Fixed Income Mutual Funds
Tunai BCA USD Fixed Income Mutual Funds
Flazz Fixed Income Index Mutual Funds
BCA mobile Balanced Mutual Funds
m-BCA Mutual Fund IDR Equity Mutual Funds
Internet Banking Investment USD Equity Mutual Funds
KlikBCA Individu Products Equity Index Mutual Funds
KlikBCA Bisnis Protected Mutual Funds
API BCA
OneKlik
Welma
VIRA
Sakuku
BCA KlikPay
Electronic WhatsApp Bank BCA
Banking Vindi
myBCA
BCA by Phone
Info SMS/Email
Video Banking
CS Digital
Call Center (Halo BCA)
Host to Host (H2H) ERP Integration
Paylater
myBCA Bisnis
Ocean
Merchant BCA
38 Annual Report 2025 | PT Bank Central Asia Tbk
Page 41
Products and Products and
Services
Description Services
Description
Money Market
Fixed Income Inward Documentary Collection
SBN LC Issuance
SUN Trust Receipt
SBSN LC Forfaiting
Investment LC Confirmation
Structured Product
Products LC Discounting
Export Import LC Negotiation
Facilities (Trade Letter of Guarantee
Mortgage Finance) Outward Documentary Collection
Vehicle Loan Pre Export Financing (Export Loan)
Syndication Loan
Working Capital Loan
Export Loan
Trust Receipt SKBDN Issuance
Investment Loan Trust Receipt
Distributor Financing Local LC SKBDN Forfaiting
Supplier Financing Letter of Guarantee
Dealer Financing SKBDN Discounting
Franchise Financing
Loan Facilities
Showroom Financing
Investment Financing
Business Partner Loan Cash Transaction
People’s Business Credit (KUR) FX TOD
Personal Loan FX TOM
Money Market Time Loan FX SPOT
Banknotes
Derivatives/Hedging/Structured Products
Advance Payment Guarantee FX FORWARD
Bid Guarantee FX SWAP
Counter Guarantee Foreign DNDF (Domestic Non Deliverable Forward)
Custom Guarantee (P4BM) Exchange FX OPTION
Direct Pay Guarantee Facilities CCS (Cross Currency Swap)
Financial Guarantee IRS (Interest Rate Swap)
Standby LC/ Maintenance Guarantee OIS (Overnight Index Swap)
Bank Guarantees Payment Guarantee CSO (Call Spread Option)
Performance Guarantee
Annual Report 2025 | PT Bank Central Asia Tbk 39
Page 42
C o m p a n y P r o f i l e
Organization Structure
As of December 31, 2025
BOARD OF DIRECTORS
Asset & Liability
Committee
PRESIDENT DIRECTOR
Credit Policy Gregory Hendra Lembong
Committee
Credit Committee
Internal Audit*)
Risk Management Leo Ariston
Committee
Information
Technology Steering
Committee
Employee Relations
Committee DEPUTY
PRESIDENT DIRECTOR
Integrated Risk
Management (BUSINESS BANKING)
Committee John Kosasih
Subsidiaries CORPORATE FINANCE & CONSUMER
CASH
CREDIT RISK & BANKING & CORPORATE BANKING
MANAGEMENT
LEGAL DIRECTOR TREASURY PLANNING DIRECTOR
DIRECTOR
Subur Tan DIRECTOR DIRECTOR (#) Haryanto Tiara
Central Capital Hendra Tanumihardja
Rudy Susanto Vera Eve Lim Budiman
Ventura
Bank Digital
BCA
BCA
Sekuritas
Executive Executive Vice Executive
Vice President President Vice
BCA Finance Deddy Muljadi Linus Ekabranko President
Ltd. HK **) Hendrawinata Windoe Wira Chandra
BCA
Syariah
Corporate Corporate Merchant Wealth
Credit Risk Treasury
Banking^^) Strategy & SME & Business Management
Asuransi Analysis Junita Grace
• Denny Planning Commercial Tommy Indrawan B.
Umum BCA • Shirley
Haryanto Jayaprawirya Diah Kurniawan P
Magdalena Business
• Heru Wirawan (ad interim)
• Edy Gunawan Freddy Iman
• Budi Mulja International Chandra
Asuransi Accounting Individual
Adisentana • Yayi Mustika
Banking and Tax Customer
Jiwa BCA • Susanto Utomo
Tjoe Henny
Pudyanti Corporate
• Henrietta Felix Ivanata Business
• R. Marthin Joel Transaction
Soesilo Darmasetia Development
• Sylna Inge Setiawaty
BCA Finance • Tan Tesien • Kristian Dody Santosa
Tanudjaja Marbun Iswan
• Sianne Dhalia Corporate
• Winny Harianto Cash
Winata Secretary -
Management
• Ferry Investor Relation Consumer
• Andi Agus Salim Tjoe Aniek
& ESG Susilowati Credit
Corporate I Ketut Alam Tjhong Welly
Finance Wangsawijaya Yandoko
Maria Jashinta
Wholesale
Credit Fransiska
Transaction
Recovery
Edy Untung
Industry & Banking Product
Economic Development
Research Martinus Robert
David E. Sumual Winata
Legal
• Rieka
• Suzi Tanzino
40 Annual Report 2025 | PT Bank Central Asia Tbk
Page 43
GENERAL MEETING OF SHAREHOLDERS
BOARD OF COMMISSIONERS
Jahja Setiaatmadja, Tonny Kusnadi, Cyrillus Harinowo,
Raden Pardede, Sumantri Slamet
Remuneration &
Nomination Committee
Risk Oversight
Committee
Integrated
Corporate Governance
Committee
Audit Committee
DEPUTY PRESIDENT
DIRECTOR (TRANSACTION Reporting Lines
BANKING & OPERATIONS)
Monitoring Lines
Armand Wahyudi Hartono
Communication Lines
Coordination Lines
BRANCH RISK
TRANSACTION COMPLIANCE AND
NETWORK MANAGEMENT
BANKING HUMAN CAPITAL Notes:
DIRECTOR (##) DIRECTOR (^)
DIRECTOR DIRECTOR(^)
Frengky Antonius Widodo *) Oversee internal audit/risk management/
Santoso Lianawaty Suwono compliance function of subsidiaries in
Chandra Kusuma Mulyono
association with integrated corporate
governance and integrated risk management
application.
**) Effectively liquidated by January 3, 2026
^) Compliance & Risk Management Director
oversees subsidiaries risk as part of integrated
Executive risk management.
Executive Vice
Vice President ^^) Corporate Banking Director appoints which
President corporate business group to be reporting to
Lilik Winarni EVP.
David Formula Soedarso
#) Finance & Corporate Planning Director
- Oversees & coordinates overall
management of subsidiaries.
Contact - Oversees subsidiaries financial
Transaction Strategic Regional & Risk performance.
Banking Information Center & Digital Compliance (*)
Branch Banking Management (*)
Business Technology Services Lanny Tanzania ##) Branch Network Director oversees and
Management (##) Famiati Daun
• Lily Wongso Adrianus Wagimin coordinates Regional & Branch Banking
& Marketing
• Indra Tjahaja Wang Management daily.
Development Head of Regional Banking Management
Norisa • Evans Charles Anti-Fraud
Human Capital responsible to Board of Directors.
Benny H. Branch Network Global Trade Agnes Yinny Boen
• Thomas & Payment Management
Management
Transaction Armand Lahey Services Alrianto Djunaidi
Iwan Santoso
Banking • Ferdinan Radiman Ali Rohim
Marlim Corporate
Product
• Pauline Learning & Comm. & Social
Development
Jan Hendra Development Responsibility
Procurement & E-Channel &
Hera Fendayani
Facility Mgmt Settlement Teddy Gunawan
Operation Haryn
Strategy & Ruby Purwadi Services
Transaction Than Thandy
Banking Development
Anthony
Services • I Made Sucita
Wilson Karimun • Bonifacia Wisni
Arisusanti
• Susanwati Credit
• Andry Santoso Administration
Services
Wiwin Wielianti
Corporate
Branch
Liliani Kurniawan
Annual Report 2025 | PT Bank Central Asia Tbk 41
Page 44
C o m p a n y P r o f i l e
Branches
As of December 31, 2025
Regional Office X
Jl. Pluit Selatan Raya,
Landmark Pluit A/8
Jakarta 14440
Tel. (021) 6601718
Regional Office XII
Wisma Asia, 8th Fl.
Jl. S Parman Kav 79
5 Jakarta 11420
Tel. (021) 5638888
11
6
Regional Office V
Jl. Diponegoro 15,
Regional Office I
5th Fl. Medan 20112
Jl. Asia Afrika 122-124,
Tel. (061) 4575800 4th Fl. Bandung 40261
Tel. (022) 4236303
Regional Office VI 10
12 9
Jl. Kapten Rivai 22,
8
4th Fl. Palembang 30129 1
Tel. (0711) 312244 2
3
7
Regional Office VIII
Jl. Metro Pondok Indah 10
Jakarta 12310
Tel. (021) 29973488 Regional Office VII
Jl. Jend. Basuki Rachmat
70-74,3rd Fl.
Malang 65111
Tel. (0341) 358500
Regional Office IX
Jl. Matraman Raya 14-16,
Regional Office III
3rd Fl. Jakarta 13150
Wisma BCA Bukit Darmo,
Tel. (021) 8581966
Jl. Mayjend Jonosewojo
No. 14 Surabaya 60225
Tel. (031) 29718888
Regional Office II
Jl. Pemuda 90-92, 4th Fl.
Semarang 50133
Tel. (024) 3510575 / 3510582
42 Annual Report 2025 | PT Bank Central Asia Tbk
Page 45
Regional Office XI
Jl. Jend. Sudirman 139,
4th Fl, Balikpapan 76112
Tel. (0542) 737133 / 735252
Regional Office IV
Jl. Boulevard Blok F5 No. 5,
Makassar 90231
Tel. (0411) 453355
4
Branches Branches
Region Main Branches Branches Region Main Branches Branches
Hub Hub
Regional Office I 11 70 13 Regional Office VIII 11 96 20
Regional Office II 13 86 29 Regional Office IX 14 110 16
Regional Office III 14 93 27 Regional Office X 10 91 1
Regional Office IV 13 76 18 Regional Office XI 8 41 6
Regional Office V 11 58 20 Regional Office XII 12 97 30
Regional Office VI 10 43 28 Non-Regional Office 1 - -
Regional Office VII 11 52 10 Singapore Representative Office
For more information: https://www.bca.co.id/lokasi-bca
Annual Report 2025 | PT Bank Central Asia Tbk 43
Page 46
C o m p a n y P r o f i l e
Board of Directors
Profile
Gregory Hendra Lembong John Kosasih
President Director Deputy President Director
53 Years old 56 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2025 Annual GMS • Appointment: 2025 Annual GMS
• OJK Approval: April 9, 2025
• OJK Approval: April 9, 2025
• Effectively appointed from June 1, 2025 until the close of the 2026
• Effectively appointed from June 1, 2025 until the close of the
Annual GMS.
2026 Annual GMS.
Duties and Responsibilities
Duties and Responsibilities Performs general supervision over the Cash Management Director and
Responsible for general coordination, as well as overseeing the the Consumer Banking Director, and is responsible for the Commercial
Internal Audit Division. & SME Division. Additionally, he monitors the development of BCA’s
wholly-owned subsidiaries, namely PT Asuransi Umum BCA (BCA
Career History Insurance) and PT Bank BCA Syariah (BCA Syariah).
• Deputy President Director of BCA (2022-2025) in charge of:
Career History
» Finance & Corporate Planning Director;
• Director of BCA (2021–2025) responsible for:
» Transaction Banking Director;
» Commercial & SME Division, Cash Management, and Credit
» Strategic Information Technology Group; and Administration Services.
» Operation Strategy & Development Group; » Monitoring of PT Asuransi Umum BCA (BCA Insurance) and PT Bank
» Monitoring the development of PT Central Capital Ventura and BCA Syariah.
PT Bank Digital BCA. • President Director of PT Bank BCA Syariah (2016–2021)
• Chief Transformation Officer of PT Bank CIMB Niaga Tbk • Director and Deputy President Director of PT Bank BCA Syariah
Indonesia (January 2019 – March 2020) (2010–2016)
• Chief Fintech Officer of CIMB Group Malaysia (June – December • Head of Individual Banking Sales Development, Senior Adviser for
2018) the Regional Planning and Development Unit, and Marketing Strategy
Development Consultant, BCA (2005–2010)
• CEO Group of Transaction Banking CIMB Group Malaysia (July
• Head of Business Development and Business Planning, Consumer
2016 – December 2018) Mass Marketing, Head of Consumer Banking Strategic Planning &
• Chief of Transaction Banking PT Bank CIMB Niaga Tbk (August Marketing Communication, Head of Liability Product & Marketing
2013 – December 2018) Communication, and Head of Jakarta Region at PT Bank Danamon
• Regional Head of Transaction Services (cash, liquidity, FX), Asia Indonesia Tbk (2000–2005)
Pacific at J.P. Morgan Asia Pacific in Singapore (2010-2013) • Finance and Loan Administration Manager at PT Bank Risjad Salim
• Global COO & Head of Business Development at Deutsche Bank Internasional, as well as Central Coordinator and Member of IBRA
London (2009-2010) Management Team for PT Bank Risjad Salim Internasional (1997–2000)
• Citibank (1994-2009)
Association/Institutional Experience:
• Active as an Executive of Perbanas (2020–2024)
Education, Certification, and Training in 2025
• Executive Board Member of the Indonesian Bankers Association
• Education (2019-2023)
» Bachelor of Science in Chemical Engineering from University
of Washington Education, Certification, and Training in 2025
» Master of Science in Engineering Economic Systems from • Education
Stanford University » Bachelor of Economics from Murdoch University, Perth, Western
• Banking Risk Management Certification: Australia
» Level 7 Banking Risk Management Certification Program held » Pacific RIM Bankers Program – University of Washington, Foster
by BNSP/LSPP (2024) School of Business, Seattle, USA (2012)
» ASEAN Global Leadership Program, UC Berkeley, California, USA
• Training, seminars, and conferences in 2025 are presented on
(2017)
page 280 of this Annual Report
» ASEAN Global Leadership Program, University of Chicago Booth
School of Business, USA (2023)
Affiliations • Banking Risk Management Certification:
He has no financial, stock ownership, and/or family affiliations with » Level 7 Certification held by BNSP/LSPP (2024).
members of the Board of Commissioners, fellow members of the • Training, seminars, and conferences attended in 2025 are presented
Board of Directors, and/or the controlling shareholders of BCA. on page 281 of this Annual Report.
Concurrent Positions Affiliations
Concurrent positions in 2025 can be found on page 287 of this He has no financial, stock ownership, and/or family affiliations with
members of the Board of Commissioners, fellow members of the Board
Annual Report.
of Directors, and/or the controlling shareholders of BCA.
Expertise Concurrent Positions
Throughout his career, he has had experience in various fields and Concurrent positions in 2025 can be found on page 287 of this
assignments including transformation strategy & implementation, Annual Report.
transaction banking and services, global trade finance & corporate
cash management business development, regional strategy & Expertise
planning, and product solution management. Throughout his career, he has gained extensive experience across
various fields and assignments, including Consumer Banking,
Wealth Management, Commercial & SME Banking, Micro Business,
Sharia/Islamic Banking Strategy, as well as Accounting & Financial
Management, Mergers & Acquisitions.
44 Annual Report 2025 | PT Bank Central Asia Tbk
Page 47
Armand Wahyudi Hartono Subur Tan
Deputy President Director Director
50 Years old 65 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2016 Annual GMS • Appointment: 2002 Annual GMS
• OJK Approval: June 21, 2016 • Bank Indonesia Approval: August 13, 2002
• Effectively appointed since the 2021 Annual GMS, until the close • Effectively appointed since the 2021 Annual GMS, until the close
of the 2026 Annual GMS. of the 2026 Annual GMS.
Duties and Responsibilities Duties and Responsibilities
Performs general supervision over the Branch Network Director and Director of BCA in charge of Credit Risk Analysis, Credit Recovery,
the Transaction Banking Director, and is responsible for operational as well as the Legal Division.
business units including E-Channel & Settlement Services,
International Banking Services, Credit Administration Services, Career History
the Corporate Branch, as well as Contact Center and Digital • Head of Legal Unit, Deputy Head of Legal Division (1999–2000)
Services. • Head of Legal Bureau (1995–1999)
• Head of Credit for the Head Office Operations (1991–1995)
Career History • Joined BCA in 1986.
• Director of BCA (since 2009)
• Head of Regional Planning and Development at BCA (2004- Education, Certification, and Training in 2025
2009) • Education
• Several executive positions, including Finance Director, Deputy » A Bachelor of Laws from Universitas Jenderal Soedirman
Purchasing Director, and Head of Human Resources at PT Djarum (1986)
(1998-2004) » Notary Specialist Program, Faculty of Law, Universitas
• Analyst at Global Credit Research and Investment Banking, JP Indonesia (2002)
Morgan Singapore (1997-1998) • Banking Risk Management Certification:
» Level 7 Banking Risk Management Certification held by BNSP/
Education, Certification, and Training in 2025 LSPP (2024)
• Education • Training, Seminars, and Conferences in 2025 are presented on
» Bachelor of Science from the University of California, San page 281 of this Annual Report
Diego, USA (1996)
» Master of Science in Engineering Economic Systems and Affiliations
Operations Research (1997) from Stanford University, USA He has no financial, stock ownership, and/or family affiliations with
• Banking Risk Management Certification: members of the Board of Commissioners, fellow members of the
» Level 7 Banking Risk Management Certification Program held Board of Directors, and/or the controlling shareholders of BCA.
by BNSP/LSPP (2024)
• Training, seminars, and conferences attended in 2025 are Concurrent Positions
presented on page 281 of this Annual Report Concurrent positions in 2025 can be found on page 287 of this
Annual Report.
Affiliations
He has financial and family affiliations with Robert Budi Hartono and Expertise
Bambang Hartono, the controlling shareholders of BCA, however, Throughout his career, he has gained extensive experience
he has no financial, stock ownership, and/or family affiliations with across various fields and assignments, including legal & litigation,
members of the Board of Commissioners and/or fellow members of enterprise & credit risk management, human capital management,
the Board of Directors. credit restructuring, compliance, divestment and IPOs, as well as
mergers and acquisitions.
Concurrent Positions
Concurrent positions in 2025 can be found on page 287 of this
Annual Report.
Expertise
Throughout his career, he has gained extensive experience across
various fields and assignments, including IT & digital transformation,
change management, banking operations & service excellence, as
well as network distribution & delivery channels.
Annual Report 2025 | PT Bank Central Asia Tbk 45
Page 48
C o m p a n y P r o f i l e
Rudy Susanto Lianawaty Suwono
Director Director
63 Years old 59 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2014 Annual GMS • Appointment as Director: 2016 Annual GMS
• OJK Approval: July 21, 2014 • Appointed as Compliance Director from the 2022 Annual GMS
• Effectively appointed since the 2021 Annual GMS, until the close until the close of the 2026 Annual GMS and approved by the
of the 2026 Annual GMS. Financial Services Authority on April 22, 2022.
Duties and Responsibilities Duties and Responsibilities
Director of BCA responsible for the Corporate Banking Group, Director of BCA responsible for the Management of Bank
Finance Group, Treasury Division, and International Banking Compliance Strategy and Policy, Human Resources, as well as
Division. He also monitors the business development of the Learning & Development.
subsidiary engaged in remittance services in Hong Kong, BCA
Finance Limited, and the securities subsidiary, PT BCA Sekuritas. Career History
• President Commissioner of PT Asuransi Jiwa BCA (BCA Life)
Career History (2014–2016)
• Executive Vice President of Credit Risk Analysis Group, BCA • Head of Human Capital Management Division, BCA (2006–2016)
(2011–2014) • Member of Remuneration and Nomination Committee, BCA
• Head of Credit Risk Analysis Group, BCA (2004–2011) (2007–2016)
• Head of Credit Division, BCA (2002–2004) • Deputy Head of Human Resources Division, BCA (2002–2006)
• Head of Loan Work Out II Division, Indonesian Bank Restructuring • Head of HR Resourcing & Development Bureau, BCA (2000–
Agency (IBRA/BPPN) (2001–2002) 2002)
• Senior Credit Officer, Indonesian Bank Restructuring Agency • Head of Management Development Program Bureau & Head of
(IBRA/BPPN) (1999–2001) Career Development Bureau, BCA (1999–2000)
• Vice President of Corporate Finance, Bank LTCB Central Asia • Head of HR Operation Systems & Support Bureau, BCA (1998–
(1998–1999) 1999)
• Senior Manager of Corporate Finance, Bank LTCB Central Asia • Head of HR Operations Support, BCA (1996–1998)
(1996–1998) • Business Analyst in Information Systems Division, handling
• Manager of Corporate Finance, Bank LTCB Central Asia (1995) Integrated Banking Systems Project for Integrated Deposit
• Assistant Manager of Corporate Finance, Bank LTCB Central Asia Systems & Integrated Loan Systems (1992–1996)
(1994) • Management Trainee in BCA Management Development
• Trainee in Credit Marketing Program, PT Bank Danamon Indonesia Program (1991).
Tbk (1992).
Education, Certification, and Training in 2025
Education, Certification, and Training in 2025 • Education
• Education » Business Information Computing Systems, San Francisco State
» Bachelor of Civil Engineering from Universitas Tarumanagara University, California
(1989) • Banking Risk Management Certification:
» MBA in Finance from University of Tennessee, Knoxville, USA » Level 7 Banking Risk Management Certification held by BNSP/
(1992) LSPP (2024)
• Banking Risk Management Certification: • Training, Seminars, and Conferences in 2025 are presented on
» Level 7 Banking Risk Management Certification held by BNSP/ page 282 of this Annual Report
LSPP (2024)
• Training, Seminars, and Conferences in 2025 are presented on Affiliations
page 282 of this Annual Report She has no financial, stock ownership, and/or family affiliations
with members of the Board of Commissioners, fellow members of
Affiliations the Board of Directors, and/or the controlling shareholders of BCA.
He has no financial, stock ownership, and/or family affiliations with
members of the Board of Commissioners, fellow members of the Concurrent Positions
Board of Directors, and/or the controlling shareholders of BCA. Concurrent positions in 2025 can be found on page 287 of this
Annual Report.
Concurrent Positions
Concurrent positions in 2025 can be found on page 287 of this Expertise
Annual Report. Throughout her career, she has gained extensive experience
across various fields and assignments, including human capital
Expertise management, talent management, corporate culture, employee
Throughout his career, he has gained extensive experience across training & development, information systems & technology, and
various fields and assignments, including corporate lending compliance.
business, syndicated loans, credit restructuring, corporate banking
operations & services, treasury, international banking business, as
well as mergers & acquisitions.
46 Annual Report 2025 | PT Bank Central Asia Tbk
Page 49
Santoso Vera Eve Lim
Director Director
59 Years old 60 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2016 Annual GMS • Appointment: 2018 Annual GMS
• OJK Approval: August 8, 2016 • OJK Approval: April 20, 2018
• Effectively appointed since the 2021 Annual GMS, until the close of • Effectively appointed since the 2021 Annual GMS, until the close
the 2026 Annual GMS. of the 2026 Annual GMS.
Duties and Responsibilities
Duties and Responsibilities
Responsible for Transaction Banking Business Development,
Responsible for overseeing Corporate Strategy and Planning,
Transaction Banking Product Development, and Transaction Banking
Accounting & Tax, Corporate Secretary – Investor Relations & ESG,
Business Services, as well as overseeing the Strategic Information
Technology Group and the Operation Strategy & Development as well as Industry & Economic Research. She also monitors the
Group. Additionally, he monitors the business development of business development of PT Central Capital Ventura, a subsidiary
PT Bank Digital BCA (BCA Digital), a subsidiary engaged in digital engaged in the venture capital sector.
banking.
Career History
Career History • Executive Vice President of Finance and Planning & Corporate
• Head of Consumer Card Business Service & Support Group, BCA Secretariat, BCA (2018)
(2015–2016) • Commissioner of PT Adira Dinamika Multi Finance, concurrently
• Head of Consumer Card Merchant & Credit Group, BCA (2012– serving as Director of PT Bank Danamon Indonesia Tbk (2010–
2014) 2017)
• Commissioner of PT Abacus Cash Solution (2010–2016) • Vice President Commissioner of PT Asuransi Adira Dinamika,
• Head of Credit Card Business Unit, BCA (2009–2012) concurrently serving as Director of PT Bank Danamon Indonesia
• Head of Small & Medium Enterprise (SME) Business Division, BCA Tbk (2008–2013)
(2005–2009) • Director and Chief Financial Officer of PT Bank Danamon
• Chairman of BCA Pension Fund (2003–2016) Indonesia Tbk (2006–2017)
• Deputy Head of Consumer Network Division, Deputy Head of
• Chief Financial Officer of PT Bank Danamon Indonesia Tbk
Service Network Division, and Deputy Head of Network & Sales
(2003–2006)
Division, BCA (2000–2005)
• Head of Division, Deputy Head of Division, and Department Head
• Head of Area Marketing Bureau, BCA (1998–2000)
• Head of Non-Jabodetabek II Area Marketing, BCA (1996–1998) of Bank Danamon Indonesia Tbk (1990–2003)
• Head of Administrative Support, BCA (1992) • Finance Assistant Manager of PT Asuransi Sinarmas (1987–1988)
• Accounting & Finance Assistant Manager of PT MBF Leasing
Association/Institutional Experience (1988–1990)
• Deputy Secretary General of ASPI (August 2020–June 2021)
• Head of Research, Assessment, and Publication (RPP) Division at IBI Education, Certification, and Training in 2025
(2019–2023) • Education
• Chairman of Committee VII of ASPI (2016–2020) » Bachelor of Economics/Accounting, Universitas Tarumanagara
(1989)
Education, Certification, and Training in 2025 » Education and Executive Programs, Stanford Graduate School
• Education of Business (2008)
» Faculty of Engineering, Universitas Trisakti, Jakarta (1989) • Banking Risk Management Certification:
» University of Chicago Booth School of Business, USA (2023) » Level 7 Banking Risk Management Certification held by BNSP/
• Banking Risk Management Certification: LSPP (2024)
» Level 7 Certification held by BNSP/LSPP (2024) • Training, Seminars, and Conferences in 2025 are presented on
• Training, Seminars, and Conferences in 2025 are presented on page 283 of this Annual Report
page 282 of this Annual Report
Affiliations
Affiliations
She has no financial, stock ownership, and/or family affiliations
He has no financial, stock ownership, and/or family affiliations with
members of the Board of Commissioners, fellow members of the with members of the Board of Commissioners, fellow members of
Board of Directors, and/or the controlling shareholders of BCA. the Board of Directors, and/or the controlling shareholders of BCA.
Concurrent Positions Concurrent Positions
Concurrent positions in 2025 can be found on page 287 of this Concurrent positions in 2025 can be found on page 287 of this
Annual Report. Annual Report.
Expertise Expertise
Throughout his career, he has gained extensive experience across Throughout her career, she has gained extensive experience across
various fields and assignments, including transaction banking various fields and assignments, including mergers and acquisitions,
business development, retail payment settlement, business divestments and IPOs, capital market funding/capital raising,
partnerships, consumer card issuance & acquisition, and digital transformation management office, operational excellence,
banking & financial technology. corporate strategy and planning, procurement, real estate
management, investor relations, financial accounting & tax, regulatory
reporting, management information systems (MIS), and others.
Annual Report 2025 | PT Bank Central Asia Tbk 47
Page 50
C o m p a n y P r o f i l e
Haryanto Tiara Budiman Frengky Chandra Kusuma
Director Director
57 Years old 59 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2020 Annual GMS • Appointment: 2021 Annual GMS
• OJK Approval: May 14, 2020 • OJK Approval: April 26, 2021
• Effectively appointed since the 2021 Annual GMS, until the close • Effectively appointed since the 2021 Annual GMS, until the close
of the 2026 Annual GMS. of the 2026 Annual GMS.
Duties and Responsibilities
Duties and Responsibilities
Responsible for Consumer Credit Business Division, Individual
Responsible for daily operations, oversight, and monitoring
Customer Business Development Division, and Wealth
of network management & regional development, as well as
Management Division. Additionally, he monitors the business
development of PT Asuransi Jiwa BCA (BCA Life), which operates overseeing the Procurement & Facilities Management Division and
in life insurance sector, and PT BCA Finance, which operates in the Branch Network Division.
financing sector.
Career History
Career History • Head of BCA Surabaya Regional Office III, and Member
• Managing Director & Senior Country Officer (Chief Executive), of Steering Committee of the East Java Regional Banking
J.P. Morgan Indonesia (2012–2020) Consultative Body (2018–2021)
• Senior Executive Vice President and Head of Change • Head of Main Branch Offices (KCU) in Sidoarjo, Diponegoro,
Management Office, PT Bank Mandiri (Persero) Tbk (2006–2011) Solo, and Veteran Surabaya, before being appointed as Head of
• Began his career at McKinsey & Company, with his last position Regional Office IV East Indonesia in 2012.
as Associate Partner and Director of PT McKinsey Indonesia • Head of Main Branch Office (KCU) Cakranegara (2001)
(1996–2006). • Began career at BCA in 1989 as a Credit Analyst.
Association/Institutional Experience: Education, Certification, and Training in 2025
• Chairman of Ikatan Bankir Indonesia (2019–2023)
• Education
• Chair of B20 Indonesia Task Force on Integrity & Compliance
» Bachelor of Accounting from STIE Yayasan Pendidikan Ujung
during Indonesia’s 2022 G20 Presidency.
Pandang (STIE YPUP)
Education, Certification, and Training in 2025 » Master of Financial Management from Universitas Katolik
• Education Widya Mandala
» Bachelor of Science from Texas A&M University • Banking Risk Management Certification:
» Master of Science (M.Sc) from Virginia Polytechnic Institute & » Level 7 Banking Risk Management Certification held by BNSP/
State University LSPP (2024)
» Doctor of Philosophy (Ph.D.) from Massachusetts Institute of • Training, Seminars, and Conferences in 2025 are presented on
Technology (MIT) page 283 of this Annual Report
• Banking Risk Management Certification:
» Level 7 Banking Risk Management Certification held by BNSP/ Affiliations
LSPP (2024) He has no financial, stock ownership, and/or family affiliations with
• Training, Seminars, and Conferences in 2025 are presented on members of the Board of Commissioners, fellow members of the
page 283 of this Annual Report Board of Directors, and/or the controlling shareholders of BCA.
Affiliations Concurrent Positions
He has no financial, stock ownership, and/or family affiliations with
Concurrent positions in 2025 can be found on page 287 of this
members of the Board of Commissioners, fellow members of the
Annual Report.
Board of Directors, and/or the controlling shareholders of BCA.
Concurrent Positions Expertise
Concurrent positions in 2025 can be found on page 287 of this Throughout his career, he has gained extensive experience across
Annual Report. various fields and assignments, including SME & commercial
banking, branch banking management, network distribution &
Expertise delivery channels, and procurement & property management.
Throughout his career, he has gained extensive experience across
various fields and assignments, including strategic planning,
corporate & investment banking, risk management, compliance,
mergers & acquisitions, capital markets, and consumer banking.
48 Annual Report 2025 | PT Bank Central Asia Tbk
Page 51
Antonius Widodo Mulyono Hendra Tanumihardja
Director Director
62 Years old 53 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2022 Annual GMS • Appointment: 2025 Annual GMS
• OJK Approval: April 22, 2022 • OJK Approval: April 9, 2025
• Effectively appointed since the 2022 Annual GMS, until the close • Effectively appointed from June 1, 2025 until the close of the
of the 2026 Annual GMS. 2026 Annual GMS.
Duties and Responsibilities Duties and Responsibilities
Responsible for Risk Management, Corporate Communication & Responsible for Corporate Transaction, Cash Management,
Social Responsibility, and Anti-Fraud. Transaction Banking Partnership Solution Development, and
Wholesale Transaction Banking Product Development.
Career History
• Director of PT Asuransi Jiwa BCA (BCA Life) (2019–2022)
Career History
• Business Director of PT Bank DKI (2015–2018)
• Head of Transaction Banking Partnership Solutions Development
• Commissioner of PT Asuransi Umum BCA (BCA Insurance) (2014–
Division, BCA (2022–2025)
2015)
• Head of Corporate Strategy & Planning Division, BCA (2021–
• Head of Commercial and SME Division, BCA (2011–2015)
2022)
• Head of Regional Office II Central Java & Special Region of
• Head of Human Capital Management Division, BCA (2016–2020)
Yogyakarta, BCA (2009–2011)
• Head of Regional Office IV Denpasar Bali, BCA (2008–2009) • Head of Network Management and Regional Planning Unit, BCA
• Head of BCA Malang Main Branch Office (2006–2008) (2015–2016)
• Deputy Head of Retail Banking Division, BCA (2003–2006) • Sub-Division Head of Learning and Development, BCA (2011–
• Head of BCA Yogyakarta Main Branch Office (2000–2003) 2015)
• Head of Branch Credit Bureau, BCA (1994–1999) • Deputy Head of Training and Development Division, BCA (2009–
2011)
Education, Certification, and Training in 2025 • HR Senior Manager, PT Kalbe Farma Tbk (2006–2008).
• Education
» Bachelor of Economics, Universitas Gadjah Mada, Yogyakarta Education, Certification, and Training in 2025
» Master of Management, Universitas Gadjah Mada, Yogyakarta • Education
• Banking Risk Management Certification: » Bachelor of Accounting, Universitas Tarumanagara (1995)
» Level 7 Banking Risk Management Certification held by BNSP/ » Master of Finance, Universitas Indonesia (2002)
LSPP (2024) • Banking Risk Management Certification:
• Training, Seminars, and Conferences in 2025 are presented on » Level 7 Banking Risk Management Certification held by BNSP/
page 284 of this Annual Report LSPP (2025)
• Training, Seminars, and Conferences in 2025 are presented on
Affiliations page 284 of this Annual Report
He has no financial, stock ownership, and/or family affiliations with
members of the Board of Commissioners, fellow members of the Affiliations
Board of Directors, and/or the controlling shareholders of BCA. He has no financial, stock ownership, and/or family affiliations with
members of the Board of Commissioners, fellow members of the
Concurrent Positions Board of Directors, and/or the controlling shareholders of BCA.
Concurrent positions in 2025 can be found on page 287 of this
Annual Report. Concurrent Positions
Concurrent positions in 2025 can be found on page 288 of this
Expertise Annual Report.
Throughout his career, he has gained extensive experience
and expertise across various fields, including commercial & Expertise
SME banking, retail banking, branch banking management, Throughout his career, he has gained extensive experience across
marketing strategy, general insurance, life insurance, community various fields and assignments, including transaction banking
development management, and corporate communication.
business development, corporate planning & strategy, human
capital management, regional planning & network management,
talent management, corporate culture, people development, and
branch banking transactions.
Annual Report 2025 | PT Bank Central Asia Tbk 49
Page 52
C o m p a n y P r o f i l e
Board of Commissioners Profile
Jahja Setiaatmadja Tonny Kusnadi
President Commissioner Commissioner
70 Years old 78 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2025 Annual GMS • Appointment: 2003 Annual GMS
• OJK Approval: April 9, 2025 • BI Approval: September 4, 2003
• Effectively appointed from June 1, 2025 until the close of the • Last reappointed at the 2021 Annual GMS until the close of the
2026 Annual GMS. 2026 Annual GMS.
Career History
Career History
• President Director of BCA (2011-2025)
• President Commissioner of PT Sarana Menara Nusantara Tbk
• Deputy President Director of BCA (2005-2011) in charge of:
(2011-2025)
» Branch Banking Business;
» Treasury Division; • Director of PT Cipta Karya Bumi Indah (2001-2002)
» International Banking Division; and • Chief Manager of BCA Corporate Banking (1992-1998)
» Overseas Representative Offices. • President Director of PT Sarana Kencana Mulya (1991-2001)
• Director of BCA in charge of: (1999-2005) • General Manager of PT Tamara Indah (1988-1992)
» Finance Division; • General Manager of PT Indomobil (1987)
» Logistics Division; and
» Corporate Secretary. Education, Certification, and Training in 2025
• Finance Director of PT Indomobil Sukses Internasional Tbk. (1989- • Education
1990) » Engineer’s Degree in Mechanical Engineering, Universitas
• Finance Director of PT Kalbe Farma (1980-1989) Brawijaya (1978)
• Accountant of Pricewaterhouse (1979-1980) • Banking Risk Management Certification:
» Level 6 Banking Risk Management Certification held by BNSP/
Education, Certification, and Training in 2025 LSPP (2025)
• Education • Training, Seminars, and Conferences in 2025 are presented on
» Bachelor’s Degree in Accounting from Universitas Indonesia
page 264 of this Annual Report
(1982)
• Banking Risk Management Certification:
Affiliations
» Level 7 Banking Risk Management Certification held by BNSP/
LSPP (2024) He has no financial, stock ownership, and/or family affiliations with
• Training, Seminars, and Conferences in 2025 are presented on fellow members of the Board of Commissioners, members of the
page 264 of this Annual Report Board of Directors, and/or the controlling shareholders of BCA.
Affiliations Concurrent Positions
He has no financial, stock ownership, and/or family affiliations with Concurrent positions in 2025 can be found on page 268 of this
fellow members of the Board of Commissioners, members of the Annual Report.
Board of Directors, and/or the controlling shareholders of BCA.
Expertise
Concurrent Positions Throughout his career, he has gained extensive experience across
Concurrent positions in 2025 can be found on page 267 of this various fields and assignments, including corporate banking,
Annual Report. banking operations & services, and corporate planning.
Expertise
Throughout his career, he has gained extensive experience across
various fields and assignments, including change management,
banking strategy, treasury, accounting & financial management,
corporate banking, international banking, risk management, and
digital banking.
50 Annual Report 2025 | PT Bank Central Asia Tbk
Page 53
Cyrillus Harinowo Raden Pardede
Independent Commissioner Independent Commissioner
72 Years old 65 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: 2003 Annual GMS • Appointment: 2004 Annual GMS
• BI Approval: September 4, 2003 • BI Approval: June 14, 2004
• Last reappointed at 2021 Annual GMS until the close of the 2026 • Last reappointed at the 2021 Annual GMS until the close of the
Annual GMS. 2026 Annual GMS.
Career History
Career History
• Independent Commissioner of PT Global Digital Niaga Tbk (2021-
• Alternate Executive Director and Technical Assistance Advisor at
2025)
Monetary and Exchange Affairs Department of IMF (1998-2003) • Committee for COVID-19 Handling and National Economic
• Head of Money Market and Giralisation, and Head of Monetary Recovery (KPCPEN) (2020-2023)
Control Operations at Bank Indonesia (1994-1998) • Independent Commissioner of PT Adaro Energy Indonesia Tbk
• Staff to the Trade Minister (1988-1989) (2010-2022)
• Deputy Chairman of the National Economic Committee (KEN)
Education, Certification, and Training in 2025 (2010- 2014)
• Education • Special Staff to the Finance Minister (2008-2010)
» Drs. (Bachelor’s Degree) in Accounting from Universitas • President Commissioner of PT Perusahaan Pengelola Aset (PPA)
Gadjah Mada (1977) (2008-2009)
» Master of Development Economics, Center for Development • Secretary of the Financial System Stability Committee (KSSK)
Economics from Williams College, Massachusetts (1981) (2008-2009)
» Doctorate in Monetary and International Economics from • Chairman of the Indonesian Financial System Stability Forum
Vanderbilt University, Nashville, Tennessee, USA (1985) (FSSK) (2007-2009)
• Banking Risk Management Certification: • Deputy President Director of PT Perusahaan Pengelola Aset (PPA)
(2004-2008)
» Level 6 Banking Risk Management Certification Program held
• Chairman of Indonesian Infrastructure Development Financing
by BNSP/LSPP (2025)
(2004-2005)
• Training, Seminars, and Conferences in 2025 are presented on
• Special Staff to the Coordinating Minister for Economic Affairs
page 265 of this Annual Report of the Republic of Indonesia (2004- 2005)
• Executive Director of PT Danareksa (2002-2004)
Affiliations • Deputy Coordinator of the Assistance Team to the Finance
He has no financial, stock ownership, and/or family affiliations with Minister of the Republic of Indonesia (2000-2004)
fellow members of the Board of Commissioners, members of the • Chief Economist and Head of Division at PT Danareksa (1995-
Board of Directors, and/or the controlling shareholders of BCA. 2002)
• Founder of Danareksa Research Institute (1995)
Concurrent Positions • Consultant at the World Bank (1994-1995)
Concurrent positions in 2025 can be found on page 268 of this • Planning Staff at the Department of Industry of the Republic of
Annual Report. Indonesia (1985-1990)
• Process Engineer at PT Pupuk Kujang (1985)
Expertise
Throughout his career, he has gained extensive experience across Education, Certification, and Training in 2025
various fields and assignments, including monetary economics, • Education
» Engineer’s Degree in Chemical Engineering, from Institut
macro & international economics, banking & finance, and
Teknologi Bandung
renewable energy.
» Ph.D. in Economics from Boston University, USA
• Banking Risk Management Certification:
» Level 6 Banking Risk Management Certification held by BNSP/
LSPP (2025)
• Training, Seminars, and Conferences in 2025 are presented on
page 265 of this Annual Report
Affiliations
He has no financial, stock ownership, and/or family affiliations with
fellow members of the Board of Commissioners, members of the
Board of Directors, and/or the controlling shareholders of BCA.
Concurrent Positions
Concurrent positions in 2025 can be found on page 268 of this
Annual Report.
Expertise
Throughout his career, he has gained extensive experience across
various fields and assignments, including monetary economics,
economic development planning, scenario planning, banking &
finance, and macroeconomic policy.
Annual Report 2025 | PT Bank Central Asia Tbk 51
Page 54
C o m p a n y P r o f i l e
Sumantri Slamet
Independent Commissioner
71 Years old
Brief Profile Education, Certification, and Training in 2025
• Indonesian Citizen • Education
• Domiciled in Indonesia » Bachelor’s Degree in Mathematics, Faculty of Mathematics
• Appointment: 2016 Annual GMS and Natural Sciences (MIPA), Universitas Indonesia (1978)
• OJK Approval: July 11, 2016 » Master of Science (M.Sc.) in Computer Science from University
• Last reappointed at the 2021 Annual GMS until the close of the of Illinois, Urbana-Champaign, USA (1981)
2026 Annual GMS. » Ph.D. in Computer Science from University of Illinois, Urbana-
Champaign, USA (1983)
Career History • Certification
• Independent Commissioner of PT Multi Bintang Indonesia Tbk » Level 6 Banking Risk Management Certification held by BNSP/
(2014-2020) LSPP (2025)
• President Commissioner of PT Danakita Investama (2014-2016) • Training, Seminars, and Conferences in 2025 are presented on
• Head of Project Finance and Investor Relations – Strategy and page 265 of this Annual Report
Business Development at PT Medco Energi Internasional Tbk
(2008-2013) Affiliations
• Managing Director of Medco subsidiaries in Singapore, USA, He has no financial, stock ownership, and/or family affiliations with
Oman, Yemen, and France (2008-2013) fellow members of the Board of Commissioners, members of the
• Independent Commissioner of PT Trimegah Securities Tbk (2007- Board of Directors, and/or the controlling shareholders of BCA.
2010)
• Director of PT Surya Citra Televisi (SCTV) (2005-2008) Concurrent Positions
• Director of PT Surya Citra Media Tbk (2004-2008) Concurrent positions in 2025 can be found on page 268 of this
• Deputy President Commissioner of PT Bank International Annual Report.
Indonesia Tbk (2003-2005)
• Commissioner of PT Astra International (2000) Expertise
• Commissioner of BCA (2000) Throughout his career, he has gained extensive experience across
various fields and assignments, including IT, finance, capital
markets, audit, risk management, and remuneration & nomination.
52 Annual Report 2025 | PT Bank Central Asia Tbk
Page 55
Audit Committee Profile
Sumantri Slamet Rallyati A. Wibowo
Chairman Member
71 Years old 65 Years old
Sumantri Slamet has served as Chairman of the BCA Audit Brief Profile
Committee since April 22, 2021, in accordance with the Board of • Indonesian Citizen
Directors Decision No. 073/SK/DIR/2021. Detailed information is • Domiciled in Indonesia
presented in the Board of Commissioners Profile section on page • Appointment: Board of Directors Decision No. 073/SK/DIR/2021
52. dated April 22, 2021
Career History
• Independent Commissioner and Chairman of the Audit
Committee of PT WOM Finance Tbk (October 2024 - present)
• Member of the Audit Committee of PT Mitrabara Adiperdana Tbk
(October 2024 – September 2025)
• Member of the Indonesian Audit Committee Association (IKAI)
(October 2019 – October 2025)
• Member of the Audit Committee at PT Krakatau Steel Tbk (2016-
2023)
• Member of the Audit Committee at Universitas Indonesia (2014-
Fanny Sagitadewi 2018)
Member • Director at PT Adi Sarana Armada Tbk (2012-2015)
60 Years old • Finance and Administration Director at PT Indospec Asia (2012)
• Member of the Audit Committee at PT Tugu Pratama Indonesia
(2010-2011)
Brief Profile • Head of Risk Management at PT Surya Citra Media Tbk (April-
• Indonesian Citizen October 2009)
• Domiciled in Indonesia • Head of Finance, Accounting & Tax, Human Resources & GA
• Appointment: Board of Directors Decision No. 073/SK/DIR/2021 Division at PT Surya Citra Media Tbk (2005-2009)
dated April 22, 2021 • Head of Finance and Accounting Division at PT Kustodian Sentral
Efek Indonesia (KSEI), formerly PT Kustodian Depository Efek
Career History Indonesia (KDEI) (1995-2005)
• Head of the Business Finance & Planning Subdivision at • Auditor at PriceWaterhouse Melbourne (June-December 1989)
PT BCA Tbk (2019-2020) • Financial Controller Vice President at PT Sewu New York Life
• Head of the Subsidiary Monitoring & Cost-Effectiveness (1992-1995)
Efficiency Subdivision at PT BCA Tbk (2015-2018) • Auditor at KAP Drs. Hadi Sutanto and Partners (PriceWaterhouse)
• Senior Advisor for Effectiveness Evaluation at the Corporate (1986-1992)
Finance and Planning Division of PT BCA Tbk (2013-2014) • Lecturer at the Faculty of Economics and Business, University of
• Head of Branch Audit Subdivision of PT BCA Tbk (2004-2012) Indonesia (1985 - present)
• Head of Audit Bureau for Branches Area 1 of PT BCA Tbk
(1999-2004) Education, Certifications, and Training in 2025
• Head of Audit Bureau at the Head Office and Regional Offices of • Education
PT BCA Tbk (1997-1999) » Bachelor’s degree in Accounting from the Faculty of
• Head of General Audit Affairs at the Head Office and Regional Economics, Universitas Indonesia (1985)
Offices, Internal Auditor of PT BCA Tbk (1997-1997) » Master’s degree in Accounting from the Faculty of Economics,
Universitas Indonesia (2010)
Education, Certifications, and Training in 2025 • Certifications and Training
• Education » Certification in Audit Committee Practices (CACP) issued by
» Bachelor’s degree in Economics, Universitas Trisakti (1990) the Indonesian Audit Committee Association (IKAI)
» Master’s degree in Management, PPM School of Management » Chartered Accountant (CA) issued by the Institute of Indonesia
(2005) Chartered Accountants (IAI)
• Certifications and Training • Training, seminars, and conferences in 2025 are presented on
» Banking Risk Management Certification Level 6, issued by page 317 of this Annual Report
LSP-LSPP (2023)
• Training, seminars, and conferences in 2025 are presented on Expertise
page 317 of this Annual Report. During his career, he has gained experience and expertise in various
fields and assignments, including Finance and Accounting.
Expertise
During her career, she has gained experience and expertise in
various fields and assignments, including banking.
Annual Report 2025 | PT Bank Central Asia Tbk 53
Page 56
C o m p a n y P r o f i l e
Risk Oversight Committee Profile
Cyrillus Harinowo Endang Swasthika Wibowo
Chairman Member
72 Years old 64 Years old
Cyrillus Harinowo has served as Chairman of BCA’s Risk Oversight Brief Profile
Committee since April 29, 2021, in accordance with the Board of • Indonesian Citizen
Directors Decision No. 079/SK/DIR/2021. He also concurrently • Domiciled in Indonesia
serves as Chairman of the Integrated Governance Committee. • Appointment: Board of Directors Decision No. 0212/SK/DIR/2023
Detailed information is presented in the Board of Commissioners dated December 18, 2023
Profile section on page 51.
Career History
• Head of the Center for Research and Community Service at
Perbanas (2000-2006)
• Expert Staff in the field of Ekuinbank at the Legislation Body of
the Indonesian House of Representatives (2000-2005)
• Commissioner of PT Putera Lintas Kemas, Air Forwarder Co
(2000-2004)
• Head of the Management Department, STIE Perbanas (1990-
1993)
Education, Certifications, and Training in 2025
• Education
» Graduate of the Faculty of Economics, Universitas Islam
Indonesia, Yogyakarta (1985)
» Graduate Diploma in Banking & Finance (1996)
» Master’s degree in Banking from Monash University, Australia
(1998)
• Certifications and Training
» General Banking Trainer, issued by the Professional Banking
Certification Institute (LSPP)
» Trainer for Payment Systems and Management of Rupiah
(SPPUR) – Bank Indonesia
» Banking Risk Management Certification Level 7 issued by
BNSP/BSMR
• Training, seminars, and conferences in 2025 are presented on
page 323 of this Annual Report
Expertise
During her career, she has gained experience and expertise in
various fields and assignments, including finance and banking.
54 Annual Report 2025 | PT Bank Central Asia Tbk
Page 57
Joanes Justira Gunawan Reinhard Harianja
Member Member
60 Years old 62 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Served as a member of the BCA Risk Oversight Committee since • Served as a member of the BCA Risk Oversight Committee since
2023 2023
• Appointment: Board of Directors Decision No. 0212/SK/DIR/2023 • Appointment: Board of Directors’ Decision No. 0212/SK/
dated December 18, 2023 DIR/2023
Career History Career History
• Member of the Risk Oversight Committee at PT BCA Tbk • Member of the BCA Risk Oversight Committee (2024-Present)
(2024-Present) • Member of the Audit Committee, PT Perusahaan Perdagangan
• President Commissioner of PT Abacus Dana Pensiuntama Indonesia (Persero) (June 2020-June 2025)
(2023-2024) • Deputy Executive Director, Bankers Association for Risk
• Commissioner of PT Zeals Digital Asia (2022-Present) Management (BARa) (2018-2021)
• Commissioner at PT Abacus Teknika Solusindo (2021-2024) • Deputy Director of Liquidity Risk, Bankers Association for Risk
• Commissioner at PT Abacus Cash Solution (2019-2023) Management (BARa) (2018)
• Head of the Electronic Banking Services Center at PT BCA Tbk • Head of Housing Finance Center (until Retirement Preparation
(2012-2020) Period) (2017-2018)
• Deputy Head of the Internal Audit Division at PT BCA Tbk • Business Deputy Regional Manager, Surabaya Regional Office 2
(2001-2012) (2015-2017)
• Head of Internal Audit Division Bureau at PT BCA Tbk (1997-2001) • Vice President, Head of Risk Management Division (2013-2015)
• Audit Staff in the Internal Audit Division at PT BCA Tbk • Commercial Deputy Branch Manager, KC Tangerang (2012-2013)
(1990-1996) • Division/Branch Risk Management Coordinator (Feb 2012-July
• Consultant at PT Bina Analisindo Semesta (1989-1990) 2012)
• AVP Operational Risk of Risk Management Division (2010-2011)
Education, Certifications, and Training in 2025 • Branch Manager at the Mataram Branch Office of Bank BTN
• Education (2009-2010)
» Bachelor’s degree from Universitas Trisakti (1989). • Section Head of the Operational Risk Management in the Risk
» Master’s degree from Universitas Budi Luhur, Jakarta (2003) Management Division of Bank BTN (2005-2009)
• Certifications and Training • Section Head of the Officer Development Program at Samarinda
» Banking Risk Management Certification Level 7, issued by Branch Office of Bank BTN (1994-1997)
LSPP (2024) • Staff Officer in the Officer Development Program at Jayapura
• Training, seminars, and conferences in 2025 are presented on Branch Office of Bank BTN (1991-1994)
page 324 of this Annual Report
Education, Certifications, and Training in 2025
Expertise • Education
During his career, he has gained experience and expertise in » Bachelor’s degree from Institut Pertanian Bogor (1987)
auditing, particularly IT auditing and electronic-based operations. » Master’s degree from Universitas Gadjah Mada (1999)
» Currently pursuing a Doctoral Program (S3) in Communication
& Leadership at the London School of Public Relations
• Certifications and Training
» Level 7 Banking Risk Management Certification issued by LSP-
LSPP (2024)
» Rupiah Payment and Money Management System (SPPUR)
qualification level 6 Sub-field of Cash Handling (2023)
» Fund Transfer Management for Banks and Foreign Currency
Exchange and Foreign Banknote Carriage Level 6 Qualification
issued by LSP-LSPP (2023)
» Certification in Audit Committee Practices (CACP) issued by
the Indonesian Audit Committee Association (IKAI) (2023)
» Competency Assessor Certificate issued by LSP-LSPP (2024),
Certified Credit Manager issued by the Indonesian Bankers
Association (2016)
• Training, seminars, and conferences in 2025 are presented on
page 324 in this Annual Report
Expertise
During his career, he has gained experience and expertise in various
fields and assignments in Risk Management.
Annual Report 2025 | PT Bank Central Asia Tbk 55
Page 58
C o m p a n y P r o f i l e
Remuneration and Nomination Committee Profile
Raden Pardede Alrianto Djunaidi
Chairman Member
65 Years old 53 Years old
Raden Pardede has served as Chairman of the BCA Remuneration Brief Profile
and Nomination Committee since April 7, 2021, in accordance with • Indonesian Citizen
the Board of Directors Decision No. 064B/SK/DIR/2021. Detailed • Domiciled in Indonesia
information is presented in the Board of Commissioners Profile • Appointment: Board of Directors Decision No. 0102/SK/
section on page 51. DIR/2025 dated June 4, 2025
Career History
• Head of Human Capital Management Division (2025-Present)
• Head of Logistics and Building Division (2022-2025)
• Head of Learning and Partnership Subdivision (2015-2022)
• Head of Recruitment and Potential Development Bureau
(2006-2015)
• Head of Operations Support at BCA KCU Wisma BNI 4
(2001-2005)
• Head of BCA KCP Cipanas (1997-2001)
Education, Certifications, and Training in 2025
Jahja Setiaatmadja • Education
Member » Bachelor’s degree in Industrial Engineering, Faculty of
Industrial Technology, Universitas Trisakti (1995)
70 Years old
» Master’s degree in Management, Faculty of Economics,
Universitas Indonesia (2007)
• Training, seminars, and conferences in 2025 are presented on
Jahja Setiaatmadja has served as a Member of the BCA page 329 of this Annual Report
Remuneration and Nomination Committee since June 4, 2025,
in accordance with the Board of Directors Decision No. 0102/ Expertise
SK/DIR/2025. Detailed information is presented in the Board of During his career, he has gained experience and expertise in various
Commissioners Profile section on page 50. fields and assignments, including recruitment, talent management,
learning materials development, and human resource development.
Prior to his current position in Human Capital Management, he had
experience in logistics, planning, and procurement of goods and
services.
56 Annual Report 2025 | PT Bank Central Asia Tbk
Page 59
Integrated Governance Committee Profile
Cyrillus Harinowo Sulistiyowati
Chairman Member
72 Years old 66 Years old
Cyrillus Harinowo has served as Chairman of BCA Integrated Brief Profile
Governance Committee since May 6, 2021, in accordance with • Indonesian Citizen
Decision No. 088/SK/DIR/2021. He also concurrently serves as • Domiciled in Indonesia
Chairman of the Risk Oversight Committee. Detailed information is • Appointment: Board of Directors’ Decision No. 088/SK/DIR/2021
presented in the Board of Commissioners Profile section on page dated May 6, 2021
51. • Independent Commissioner of PT BCA Finance
Career History
• Independent Commissioner of PT BCA Finance (2016-Present)
• Financial Trainer and Consultant, as well as a Partner at
Elevasi Performa Insani (formerly Leny-Astrid & Associates)
(2004-Present)
• Various positions at PT Bank Central Asia Tbk (last position: Head
of Finance and Accounting Division) (1981-2004)
• Employee at an Export-Import Company (1978-1981)
Education, Certification, and Training in 2025
• Education
» Completed Accounting education at Indonesian Accounting
Foundation (1983)
Prabowo » PPM School of Management (1996)
• Training, seminars, and conferences in 2025 are presented on
Member
page 335 of this Annual Report
67 Years old
Brief Profile
• Indonesian Citizen
• Domiciled in Indonesia
• Appointment: Board of Directors Decision No. 088/SK/DIR/2021
dated May 6, 2021
Career History
• President Director of Dana Pensiun Otoritas Jasa Keuangan
(2015-2019)
• Director of Market Conduct, Financial Services Authority (2014-
2015)
• Various positions at Bank Indonesia (last position: Director of
Banking Investigation and Mediation) (1985-2013)
Education, Certifications, and Training in 2025
• Education
» Bachelor’s degree in Civil Law from the Faculty of Law,
Universitas Gadjah Mada (1984)
» MBA (International Business) from the University of Stirling,
Scotland, United Kingdom (1994)
• Training, seminars, and conferences in 2025 are presented on
page 335 of this Annual Report.
Annual Report 2025 | PT Bank Central Asia Tbk 57
Page 60
C o m p a n y P r o f i l e
Gustiono Kustianto Pudjianto
Member Member
71 Years old 69 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: Board of Directors Decision No. 088/SK/DIR/2021 • Appointment: Board of Directors Decision No. 088/SK/DIR/2021
dated May 6, 2021 dated May 6, 2021
• Independent Commissioner of PT Asuransi Umum BCA • Independent Commissioner of PT Asuransi Umum BCA
Career History Career History
• President Director, PT Indonesia Air Transport Tbk (2008-2009) • Director of Finance, Human Resources and General Affairs of PT
• Director, PT Global Transport Service (2007-2009) Asuransi Jiwa InHealth Indonesia, Jakarta (2009-2013)
• Chief Financial Officer, PT Broadband Multimedia Tbk (now • General Manager of Accounting of PT Asuransi Kesehatan
PT First Media Tbk) (2005-2007) Indonesia (PT Askes – Persero) (2000-2008)
• Director, PT Tri Polyta Indonesia Tbk (now PT Chandra Asri Pacific • Accounting Manager of PT Asuransi Kesehatan Indonesia (PT
Tbk) (2002-2005) Askes – Persero) (1988-1999)
• Vice President Director, PT Bank Internasional Indonesia Tbk (now • Assistant Manager of Finance, PT Asuransi Kesehatan Indonesia
PT Bank Maybank Indonesia Tbk) (2000-2001) (PT Askes – Persero) (1983-1987)
• Head of Division, Bank Restructuring Unit BPPN (1999-2000) • Finance Staff of PT Asuransi Kesehatan Indonesia (PT Askes –
• Director, PT Bank Tiara Asia Tbk (merged with PT Bank Danamon Persero), Jakarta (1977-1982)
Tbk) (1994-1999)
• Vice President, Citibank N.A. Jakarta (1989-1993) Education, Certification, and Training in 2025
• Various senior positions in the financial and non-financial • Education
industries » Bachelor’s degree in Business Administration from Universitas
Terbuka Jakarta (1990)
Education, Certification, and Training in 2025 » Master’s degree in Financial Management from the IMMI
• Education School of Management (2002)
» Bachelor’s degree in Civil Engineering from the Faculty of Civil • Training, seminars, and conferences in 2025 are presented on
Engineering, Universitas Kristen Petra, Surabaya (1979) page 335 of this Annual Report
» Master of Business Administration from Institute
Pengembangan Indonesia (IPMI) in 1988
• Training, seminars, and conferences in 2025 are presented on
page 335 of this Annual Report
58 Annual Report 2025 | PT Bank Central Asia Tbk
Page 61
Ratna Yanti Sutedjo Prihatono
Member Member
62 Years old 57 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: Board of Directors Decision No. 052/SK/DIR/2022 • Appointment: Board of Directors Decision No. 088/SK/DIR/2021
dated March 31, 2022 dated May 6, 2021
• Independent President Commissioner of PT Bank BCA Syariah • Member of the Sharia Supervisory Board of PT Bank BCA Syariah
Career History Career History
• Head of the BCA Representative Team in the acquisition process • Member of the Audit Committee and Risk Oversight Committee,
of Bank Royal Indonesia and Rabobank International Indonesia PT Bank BCA Syariah (2010-2015)
(2019-2020) • Director, Karim Business Consultant (2004-2014)
• Head of the Surabaya Regional Office, PT Bank Central Asia Tbk • Senior Corporate Banking, PT Bank Muamalat Indonesia Tbk
(2015-2018) (1993-2004)
• Head of the Semarang Regional Office, PT Bank Central Asia Tbk
(2011-2015) Education, Certification, and Training in 2025
• Head of Balikpapan Regional Office, PT Bank Central Asia Tbk • Education
(2010-2011) » Bachelor’s degree in Management, Faculty of Economics,
• Head of several BCA Main Branches (Indrapura–Surabaya, Universitas Krisnadwipayana (1993)
Darmo–Surabaya, Veteran–Surabaya) (1997-2010) » Master’s degree in Management from Binus Business School
• Human Resources Staff, Recruitment Division, PT Bank Central (2014)
Asia Tbk (1988-1989) • Training, seminars, and conferences in 2025 are presented on
page 336 of this Annual Report.
Education, Certification, and Training in 2025
• Education
» Bachelor’s degree in Psychology, Universitas Surabaya (1987)
• Training, seminars, and conferences in 2025 are presented on
page 336 of this Annual Report
Annual Report 2025 | PT Bank Central Asia Tbk 59
Page 62
C o m p a n y P r o f i l e
Hendra Iskandar Lubis Janto Havianto
Member Member
59 Years old 57 Years old
Brief Profile Brief Profile
• Indonesian Citizen • Indonesian Citizen
• Domiciled in Indonesia • Domiciled in Indonesia
• Appointment: Board of Directors Decision No. 088/SK/DIR/2021 • Served as a member of BCA Integrated Governance Committee
dated May 6, 2021 since 2024
• Independent Commissioner of PT BCA Sekuritas • Appointment: Decision No. 0093/SK/DIR/2024
• Independent Director of BCA Finance Limited
Career History
• Independent Commissioner, PT Hasnur International Shipping Tbk Career History
(2025-Present) • Head of Treasury Division at PT Bank Central Asia (2017)
• President Director, PT Central Sudirman Development • Treasury at PT Rabobank Indonesia (2002-2008)
(2021-Present) • Treasury at PT Bank Credit Agricole Indonesia (1996-2002)
• Member of the Audit Committee, PT Hasnur International • Treasury at Bank Bali (1992-1996)
Shipping Tbk (2021-2025)
• Member of the Planning and Risk Oversight Committee, Perum Education, Certification, and Training in 2025
Perumnas (2020-2025) • Education
• Independent Consultant for Corporate Finance and Capital » Bachelor’s degree in Electrical Engineering from the Faculty of
Markets (2016-Present) Engineering, Universitas Indonesia (1992)
• President Director, PT Pefindo Research Consulting (2014-2016) » Master of Science (MSc) from PSKTTI, Universitas Indonesia,
• Independent Consultant for Corporate Finance and Capital majoring in Islamic Banking (2010)
Markets (2012-2014) • Certification and Training
• Director of Investment Banking & Corporate Finance, PT OSK » Treasury Dealer Competency Certificate Advanced Level 7
Nusadana Securities Indonesia (2006-2012) from LSPP (2022)
• Director, PT Catunilai Finans Adhinarya (2002-2006) » Assessor Competency Certification from LSPP (2021)
• Advisor, Lippo Group (2000-2002) • Training, seminars, and conferences in 2025 are presented on
• Group Head of Bank Restructuring and Division Head of Asset page 337 of this Annual Report
Management Investment, Indonesian Bank Restructuring Agency
(1998-2000)
Education, Certification, and Training 2025
• Education
» Bachelor’s degree in Urban & Regional Planning Engineering
from Bandung Institute of Technology (1990)
» Master of Business Administration from George Washington
University, United States (1994)
• Training, seminars, and conferences in 2025 can be seen on page
336 of this Annual Report Ina Suwandi
Member
60 Years old
Brief Profile
• Indonesian Citizen
• Domiciled in Indonesia
• Served as a member of BCA Integrated Governance Committee
since 2023
• Appointment: Decision No. 0154/SK/DIR/2023
• Independent Commissioner of PT Bank Digital BCA
Career History
• BCA Consumer Banking since 1995, with the most recent position
as Head of Banking Transaction Product Development Division
(February 2020)
• BCA Internal Audit Division (1990)
Education, Certifications, and Training in 2025
• Education
» Bachelor’s degree in Food Technology from the Bogor
Agricultural Institute (1988)
» Master’s degree in Management from IPMI International
Business School (2006)
• Training, seminars, and conferences in 2025 are presented on
page 337 of this Annual Report
60 Annual Report 2025 | PT Bank Central Asia Tbk
Page 63
Corporate Secretary Profile
I Ketut Alam Wangsawijaya
Corporate Secretary
50 Years old
Brief Profile • Standard Chartered Bank
• Indonesian Citizen » Credit Planning and Strategy Head at Standard Chartered
• Domiciled in Indonesia Bank (2005-2006)
• Appointment: June 1, 2025 » Business Finance Officer (2000-2001)
• Basis of Appointment: 2227/SK/HCM-KP/A/2025 • Branch Re-engineering Project Team Member Bank Bali (now
• Executive Vice President responsible for Corporate Secretary, PT Bank Permata Tbk) (1997-1999)
Investor Relations, and ESG (Environment, Social, and
Governance) Education and Training in 2025
• Education
Career History » Bachelor’s degree in Metallurgical Engineering from
• Head of Transaction Banking Business & Marketing Development Universitas Indonesia (1997)
Division (2019-2025) » Executive Program at The Wharton School, University of
• President Commissioner of PT Penyelesaian Transaksi Elektronik Pennsylvania (2018)
Nasional (2020-Present) » Master’s degree in Marketing Management from Universitas
• Senior Vice President of Business Performance & Alignment of PT Indonesia, Jakarta (2025)
Bank Danamon Indonesia Tbk (2012–2015) • Training, seminars, and conferences in 2025 are presented on
• PT Bank HSBC Indonesia page 361 of this Annual Report
» Senior Vice President of Marketing, Research & Analytics
(2009–2011) Expertise
» Vice President of Consumer Asset Marketing (2008–2009) Throughout his career, he has gained extensive experience across
» Bank Vice President of Cards Portfolio and Segmented Usage various fields and assignments, including Re-engineering Projects,
(2007-2008) Business Finance, Marketing Research & Analytics, Portfolio
• Assistant Vice President Cards and Personal Loan Portfolio Management, Risk Management, Strategic Planning, Marketing
Management at ABN AMRO (2006-2007) Communication, and Business Development.
Annual Report 2025 | PT Bank Central Asia Tbk 61
Page 64
C o m p a n y P r o f i l e
Senior Executive
As of December 31, 2025
Name Position
HIANNI Head of Regional Office I, Bandung
ANDREAS ANDY CHRISTIANTO Head of Regional Office II, Semarang
WIDJAJA STEPHEN Head of Regional Office III, Surabaya
HARIJANTO Head of Regional Office IV, Makassar
OMAR Head of Regional Office V, Medan
SUHARDJO MOELIADI Head of Regional Office VI, Palembang
LINDAWATI SUSANTO Head of Regional Office VII, Malang
LILIANA Head of Regional Office VIII, Pondok Indah, Jakarta
SEWAKA KOSASIH MULJADI Head of Regional Office IX, Matraman, Jakarta
JUNIARTA Head of Regional Office X, Pluit, Jakarta
SULASTRI Head of Regional Office XI, Balikpapan
TITIANI Head of Regional Office XII, Wisma Asia, Jakarta
WIRA CHANDRA Executive Vice President Grup Corporate Banking, Transaction & Finance
LINUS EKABRANKO WINDOE Executive Vice President Treasury Division & International Banking Division
LILIK WINARNI SOEDARSO Executive Vice President Operation Strategy & Development Group
DAVID FORMULA Executive Vice President Strategic Information Technology Group
DEDDY MULJADI HENDRAWINATA Executive Vice President Credit Risk Analysis Group
HERA FENDAYANI HARYN Head Of Corporate Communication & Social Responsibility - CSR
LEO ARISTON Head of Internal Audit Division
FREDDY IMAN Head of Commercial & SME Banking Division
TJHONG WELLY YANDOKO Head of Consumer Credit Division
TJOE ANIEK SUSILOWATI Head of Cash Management Division
JAYAPRAWIRYA DIAH Head of Corporate Strategy & Planning Division
ALRIANTO DJUNAIDI Head of Human Capital Management Division
DODY SANTOSA ISWAN Head of Individual Customer Business Development Division
TEDDY GUNAWAN Head of Learning & Development Division
RUBY PURWADI Head of Procurement & Facility Management Division
IWAN SANTOSO NARTO Head of Network Management & Regional Development Division
TJOE HENNY Head of International Banking Division
JUNITA GRACE Head of Treasury Division
INDRAWAN B Head of Wealth Management Division
ANDI AGUS SALIM Head of Corporate Credit Risk Analysis Group
EDY GUNAWAN Head of Corporate Credit Risk Analysis Group
FERRY Head of Corporate Credit Risk Analysis Group
TAN TESIEN TANUDJAJA Head of Corporate Credit Risk Analysis Group
SHIRLEY MAGDALENA Head of SME & Commercial Credit Risk Analysis Group
SUSANTO UTOMO Head of SME & Commercial Credit Risk Analysis Group
BUDI MULIA ADISENTANA Head of SME & Commercial Credit Risk Analysis Group
SIANNE DHALIA WINATA Head of SME & Commercial Credit Risk Analysis Group
HENRIETTA SOESILO Head of SME & Commercial Credit Risk Analysis Group
62 Annual Report 2025 | PT Bank Central Asia Tbk
Page 65
Name Position
INGE SETIAWATY Head of Corporate Transaction Group
SYLNA Head of Corporate Banking Group
YAYI MUSTIKA PUDYANTI Head of Corporate Banking Group
KRISTIAN MARBUN Head of Corporate Banking Group
DENNY HARYANTO Head of Corporate Banking Group
HERU WIRAWAN CHANDRA Head of Corporate Banking Group
R. MARTHIN JOEL OPPUSUNGGU Head of Corporate Banking Group
WINNY HARIANTO Head of Corporate Support & Data Analytics
MARIA JASHINTA FRANSISKA Head of Corporate Finance Group
LILIANI KURNIAWAN Head of Corporate Branch Office
EVANS CHARLES BENNY H. Head of Digital Innovation Solutions Group
INDRA TJAHAJA Head of IT Infrastructure & Operations Group
LILY WONGSO Head of Enterprise IT Architecture, Data Management & Service Quality
THOMAS ARMAND LAHEY Head of Application Management Group
FERDINAN MARLIM H. S. Head of IT Security Group
PAULINE Head of Modernization Group
NORISA Head of Transaction Banking Business Development & Marketing Division
JAN HENDRA Head of Transaction Banking Product Development Division
WILSON KARIMUN Head of Transaction Banking Services
MARTINUS ROBERT WINATA Head of Wholesale Transaction Banking Product Development
TOMMY KURNIAWAN* Merchant Business Division
Head Corporate Secretary - Investor Relations & Environment Sustainability
I KETUT ALAM WANGSAWIJAYA
Governance
FELIX IVANATA DARMASETIA Head of Accounting and Tax Divison
SUSANWATI Head of Experience Design - Consumer & Wholesale Banking Group
BONIFACIA WISNI ARISUSANTI Head of Experience Design- Branch & Shared Service Group
ANDRY SANTOSO Head of Experience Design - Loan Operation and Credit Process Group
I MADE SUCITA Head of Application & User Acceptance Test Group
THAN THANDY ANTHONY Head of E-Channel & Settlement Services
LANNY TANZANIA Head of Compliance Division
FAMIATI DAUN Head of Risk Management Division
EDY UNTUNG Head of Credit Recovery Group
RADIMAN ALI ROHIM Head of Global Trade & Payment Services
ADRIANUS WAGIMIN WANG Head of Contact Center & Digital Services
WIWIN WIELIANTI Head of Credit Administration Services
SUZI TANZINO Head of Legal Operation & Litigation Group
RIEKA Head of Legal Operation &s Litigation Group
DAVID ERENST SUMUAL Head of Economic & Industry Research
AGNES YINNY BOEN Head of Anti Fraud Bureau
* Ad interim
Annual Report 2025 | PT Bank Central Asia Tbk 63
Page 66
C o m p a n y P r o f i l e
Number of Employees and
Competence Development
NUMBER OF EMPLOYEES
Employee by Organization Level
2025 2024 2023
Non Staff 724 903 996
Staff 20,129 20,186 20,713
Managers 5,488 5,349 5,099
Senior Officers (Including the Board of Commissioners and
94 94 107
Directors)
Total 26,435 26,532 26,915
Employee by Age
2025 2024 2023
≤ 25 years old 4,592 4,377 4,978
> 25 – 30 years old 7,093 6,494 5,973
> 30 – 35 years old 5,228 5,430 5,565
> 35 – 40 years old 2,914 2,690 2,089
> 40 – 45 years old 915 899 999
> 45 – 50 years old 2,228 2,561 3,033
> 50 years 3,465 4,081 4,278
Total 26,435 26,532 26,915
Employee by Education Level
2025 2024 2023
Up to Senior High School 1,780 2,108 2,460
Diploma and Undergraduate 23,300 23,155 23,282
Graduate and Doctorate 1,355 1,269 1,173
Total 26,435 26,532 26,915
Employee by Employment Status
2025 2024 2023
Permanent (Include Probationary) 24,781 24,847 24,372
Non Permanent (Contract) 1,228 1,243 1,370
Trainee 426 442 1,173
Total 26,435 26,532 26,915
Employee by Gender
2025 2024 2023
Male 10,294 10,312 10,559
Female 16,141 16,220 16,356
Total 26,435 26,532 26,915
64 Annual Report 2025 | PT Bank Central Asia Tbk
Page 67
COMPETENCY DEVELOPMENT
Employee Training
2025 2024 2023
Number of Number Number of Number of Number of Number of Number Number Number of
Classes of Days Participants Classes Days Participants of Classes of Days Participants
Managerial
Leadership & Personal 479 30,331 11,940 467 51,303 12,430 420 30,907 11,371
Development
Credit Management 83 8,712 1,950 82 40,105 2,020 190 12,202 4,140
Risk Management
79 3,512 2,873 134 15,758 13,523 47 665 476
Certification Program
Sales 170 7,727 3,390 187 7,683 5,187 288 11,061 7,142
Service 51 9,448 3,360 49 4,317 2,306 32 6,951 1,584
Operations &
Information 848 84,071 18,080 866 122,368 18,610 856 80,993 18,503
Technology
Other 1,025 109.348 32,688 921 40,513 32,179 729 107,730 27,266
Total 2,735 253,149 74,281 2,706 282,047 86,255 2,562 250,509 70,482
Employee Training Expenses (in million Rupiah)
2025 2024 2023
Total Employee Training Expenses 333,665 353,627 372,815
More detailed information regarding competency development can be seen in this Annual Report, Human
Resources section on page 194-195.
Training and/or Education for the Board
of Commissioners, Board of Directors,
Committees, Corporate Secretary, and Internal
Audit Unit
Information regarding the education and/or training of the Board of Directors, Board of Commissioners,
Committees, Corporate Secretary, and Head of Internal Audit can be found in this Annual Report in the Company
Profile section on page 44-61 and the Corporate Governance section on pages 264-265, 280-284, 317-337, and
361.
Changes in the Composition of the Board of
Commissioners and Board of Directors
In 2025, there were changes in the composition of the members of the Board of Directors and the Board of
Commissioners. Their composition can be seen in this Annual Report in the Board of Directors chapter on page 277
and the Board of Commissioners on page 263.
Statement of Independence of Independent
Commissioners
The appointment and statement of the Independent Commissioner can be seen in this Annual Report in the
Independent Commissioner chapter on page 270.
Annual Report 2025 | PT Bank Central Asia Tbk 65
Page 68
C o m p a n y P r o f i l e
Shareholders Composition
BCA’S ULTIMATE/CONTROLLING SHAREHOLDER
From January 1, 2025 to December 31, 2025, there were no changes to BCA’s controlling shareholders.
51.00% 49.00%
Robert Budi Hartono Bambang Hartono
(Ultimate Shareholder) (Ultimate Shareholder)
Controlling
Controlling Line
* In the composition of shares 54.94% 45.06%*
owned by the public as of
December 31, 2025:
» 2.49% is owned by
parties affiliated
with PT Dwimuria
Investama Andalan.
» The Board of
PT Dwimuria Public
Commissioners and Investama Andalan
Directors own 0.062%
of BCA shares.
» BCA Treasury Stock
from the repurchase
of 0.17% of BCA
shares.
DETAILS OF THE 20 LARGEST SHAREHOLDERS
As of January 1, 2025 As of December 31, 2025
Number of Number of
No. Name % No. Name %
Shares Shares
1 PT DWIMURIA INVESTAMA ANDALAN 67,729,950,000 54.94 1 PT DWIMURIA INVESTAMA ANDALAN 67,729,950,000 54.94
CITIBANK SINGAPORE S/A 2 PT TRICIPTA MANDHALA GUMILANG 1,313,250,000 1.07
2 1,804,761,329 1.46
GOVERNMENT OF SINGAPORE
3 PT CATURGUWIRATNA SUMAPALA 1,261,750,000 1.02
3 PT TRICIPTA MANDHALA GUMILANG 1,313,250,000 1.07
CITIBANK SINGAPORE S/A
4 1,146,323,362 0.93
4 PT CATURGUWIRATNA SUMAPALA 1,261,750,000 1.02 GOVERNMENT OF SINGAPORE
BBH BOSTON S/A GQG PARTNERS BNYM RE BNYMLB RE EMPLOYEES
5 873,752,230 0.71 5 800,764,700 0.65
EMERGING MARKETS EQUITY FUND PROVIDENTFD BOARD-2039927326
6 ANTHONI SALIM 855,239,635 0.69 JPMCB NA RE-VANGUARD TOTAL
6 717,754,697 0.58
INTERNATIONAL STOCK INDEX FUND
JPMCB NA RE-VANGUARD TOTAL
7 777,666,397 0.63 JPMCB NA RE - VANGUARD EMERGING
INTERNATIONAL STOCK INDEX FUND 7 662,411,450 0.54
MARKETS STOCK INDEX FUND
BNYM RE BNYMLB RE EMPLOYEES 8 ANTHONI SALIM 635,403,739 0.52
8 724,578,700 0.59
PROVIDENTFD BOARD-2039927326
CITIBANK NEW YORK S/A
JPMCB NA RE-NEW WORLD FUND, 9 607,938,960 0.49
9 715,787,000 0.58 GOVERNMENT OF NORWAY - 1
INC
BBH BOSTON S/A GQG PARTNERS
JPMCB NA RE - VANGUARD 10 570,142,230 0.46
EMERGING MARKETS EQUITY FUND
10 EMERGING MARKETS STOCK INDEX 708,575,550 0.57
FUND CITIBANK NEW YORK S/A ISHARES
11 565,296,100 0.46
CORE MSCI EMERGING MARKETS ETF
CITIBANK NEW YORK S/A
11 697,688,164 0.57 12 JPMCB NA RE-EUPAC FUND 485,959,500 0.39
GOVERNMENT OF NORWAY - 1
SSB 5826 GOLDMAN SACHS TST II-
12 608,808,898 0.49 HSBC-FUND SVS A/C PEOPLES BANK
GOLD SA GQG PRTN IOF-2183964139 13 484,117,700 0.39
OF CHINA
13 JPMCB NA RE-WELLCOME TRUST 521,550,100 0.42
JPMCB NA RE-EUROPACIFIC DJS KETENAGAKERJAAN PROGRAM
14 516,745,500 0.42 14 458,723,800 0.37
GROWTH FUND JP
66 Annual Report 2025 | PT Bank Central Asia Tbk
Page 69
As of January 1, 2025 As of December 31, 2025
Number of Number of
No. Name % No. Name %
Shares Shares
SSB 2Q27 ISHARES CORE 15 PT LINGKARMULIA INDAH 450,000,000 0.37
15 MSCI EMERGING MARKETS ETF 487,008,200 0.40
-2183966403 JPMCB NA RE - BLACKROCK INST
16 TR CO N A INVESTMENT FDS FOR 428,228,125 0.35
BNYMSANV RE BNYM RE PEOPLE'S EMPLOYEE BENEFIT TRUSTS
16 476,417,900 0.39
BANK OF CHINA
BNYM RE FIDELITY INVESTMENT TR:
17 416,997,970 0.34
17 PT LINGKARMULIA INDAH 450,000,000 0.37 FIDELITY EM M F
JPMSE LUX RE UCITS CLT RE- 18 BNYM RE FRSTIISAFEMF 412,606,051 0.33
18 443,898,900 0.36
JPMORGAN FUNDS
JPMCB NA RE-VANGUARD FIDUCIARY
SSB KGZ3 INVESCO DEVELOPING TRUST COMPANY INSTITUTIONAL
19 423,372,600 0.34 19 371,843,742 0.30
MARKETS FUND -2183965924 TOTAL INTERNATIONAL STOCK
MARKET IT II
CITIBANK SINGAPORE S/A MONETARY
20 411,177,306 0.33 JPMSE LUX RE UCITS CLT RE-
AUTHORITY OF SPORE 20 367,041,400 0.30
JPMORGAN FUNDS
Total 81,801,978,409 66.36 Total 79,886,503,526 64.80
Source: Indonesian Central Securities Depository (KSEI)
Note: Some institutions listed above act as custodians for shareholders.
DETAILS OF SHAREHOLDERS WITH SHARE OWNERSHIP OF MORE THAN 5%
From January 1, 2025 to December 31, 2025, there are no shareholders with more than 5% ownership, except for PT
Dwimuria Investama Andalan, which is the Controlling Shareholder of BCA.
GROUPS/CLASSIFICATIONS OF PUBLIC SHAREHOLDERS
WITH SHARE OWNERSHIP OF <5% EACH
As of January 1, 2025 As of December 31, 2025
Composition* Composition*
Individual Individual
Local 4.12% Local 6.36%
Foreign 0.004% Foreign 0.007%
Institution Institution
Local 4.86% Local 5.403%
Foreign 36.08% Foreign 33.28%
Total 45.06% Total 45.06%
As of January 1, 2025 As of December 31, 2025
Composition* Composition*
Local Shareholders 8.98% Local Shareholders 11.77%
Individual 4.12% Individual 6.36%
Limited Liability Company 2.61% Limited Liability Company 2.90%
Insurance 1.08% Insurance 0.89%
Mutual Funds 0.72% Mutual Funds 0.74%
Foundation 0.45% Foundation 0.87%
Cooperative 0.002% Cooperative 0.002%
Foreign Shareholders 36.08% Foreign Shareholders 33.29%
Individual 0.004% Individual 0.007%
Foreign Legal Entity 36.08% Foreign Legal Entity 33.28%
Total 45.06% Total 45.06%
* Calculated based on total number of BCA share outstanding amounting to 123,275,050,000 shares
Source: KSEI and PT Raya Saham Registra
Annual Report 2025 | PT Bank Central Asia Tbk 67
Page 70
C o m p a n y P r o f i l e
PERCENTAGE OF SHARE OWNERSHIP BY THE BOARD
OF COMMISSIONERS AND DIRECTORS
As of December 31, 2025, the Board of Commissioners and Directors of BCA cumulatively owned 0.062% of BCA
shares. Details of the share ownership of each member of the Board of Commissioners and Directors of BCA can be
found in this Annual Report on page 266-267 and 285-286.
TEMPORARY TRADING SUSPENSION AND/OR DELISTING OF SHARE LISTING
In 2024 and 2025, BCA was not subject to sanctions in the form of temporary suspension of stock trading (suspension)
and/or delisting of shares during the fiscal year.
CORPORATE ACTIONS, MATERIAL INFORMATION, AND INFORMATION ON
AFFILIATED TRANSACTIONS AND CONFLICT OF INTEREST TRANSACTIONS
Throughout 2025, BCA did not undertake corporate actions such as capital participation, stock split, reverse stock,
bonus shares, or changes in the nominal value of shares. BCA also did not issue any new Bonds/Sukuk. Another corporate
action undertaken was the Share Buyback, which can be seen on page 414-415.
Throughout 2025, BCA did not conduct any divestment, merger/consolidation of primary entities, acquisition, debt/
capital restructuring, or others material transactions.
Information on affiliation transactions and conflict of interest transactions that occurred in the 2025 fiscal year can
be seen on page 388-396.
MEMBERSHIP IN ASSOCIATIONS
No Association Name
1 Perhimpunan Bank Nasional (Perbanas)
2 Asosiasi Bank Kustodian Indonesia (ABKI)
3 Asosiasi Pengelola Reksa Dana Indonesia (APRDI)
4 ACI Financial Market Association (ACI FMA)
5 Asosiasi Sistem Pembayaran Indonesia (ASPI)
6 Forum Komunikasi Direktur Kepatuhan Perbankan (FKDKP)
7 Perhimpunan Pedagang Surat Utang Negara (HIMDASUN)
8 Indonesia Contact Center Association (ICCA)
9 The Institute of Internal Auditors (IIA)
10 Indonesia Chapter Ikatan Komite Audit Indonesia (IKAI)
11 Securities Investor Protection Fund (SIPF)
12 Asia Pacific Loan Market Association (APLMA)
13 European ATM Security Team (EAST)
14 International Monetary Conference (IMC)
15 Certified Information System Audition - Information Systems Audit & Control Association (CISA)
16 Association of Certified Fraud Examiners (ACFE)
17 Konsorsium Data Kerugian Eksternal (KDKE)
18 Inisiatif Keuangan Berkelanjutan Indonesia (IKBI)
19 Asosiasi Emiten Indonesia (AEI)
20 Indonesian Corporate Secretary Association (ICSA)
68 Annual Report 2025 | PT Bank Central Asia Tbk
Page 71
Record of Share and Other
Securities Listing
PT Bank Central Asia (BCA) conducted an Initial Public Offering (IPO) on May 11, 2000. This public offering was listed
on the Jakarta Stock Exchange and the Surabaya Stock Exchange on May 31, 2000 (the two exchanges have since
merged and are now called the Indonesia Stock Exchange).
RECORD OF SHARE LISTING AT THE INDONESIA STOCK EXCHANGE
Total Outstanding Total
Time Description Par Value
Shares (in Rupiah)
May 11, 2000 Initial Public Offering (IPO) 2,943,986,000 2,943,986,000 500
Stock split I with ratio of 1:2, Price After Stock
May 15,2001 x2 5,887,972,000 250
Split to Rp860
2001 Management Stock Option Plan (MSOP) 58,025,000 5,945,997,000 250
Shares issued in accordance with the
2002 71,526,000 6,017,523,000 250
Management Stock Option Plan (MSOP)
Shares issued in accordance with the
2003 113,611,500 6,131,134,500 250
Management Stock Option Plan (MSOP)
Stock split II with ratio of 1:2, Price After Stock
June 8, 2004 x2 12,262,269,000 125
Split to Rp1,750
Shares issued in accordance with the
2004 40,944,500 12,303,213,500 125
Management Stock Option Plan (MSOP)
Shares issued in accordance with the
2005 15,888,000 12,319,101,500 125
Management Stock Option Plan (MSOP)
Shares issued in accordance with the
2006 8,403,500 12,327,505,000 125
Management Stock Option Plan (MSOP)
January 31, Stock split III with ratio of 1:2, Price After Stock
x2 24,655,010,000 62.5
2008 Split to Rp3,525
October 15, Stock split IV with ratio 1:5, Price After Stock
x5 123,275,050,000 12.5
2021 Split to Rp7,320
Note:
The Extraordinary General Meeting of Shareholders on 12 April 2001 decided to increase the issued capital by issuing 147,199,300 shares through the Management
Stock Option Plan (MSOP). The Option was executable from November 10, 2001 up to November 9, 2006. Shares issued in accordance with the MSOP program
above were taken into account for the effect of the stock split exercised by BCA.
RECORD OF OTHER SECURITIES LISTING
Since 2018, BCA has issued subordinated bonds, which detail can be seen in the Bonds Highlights on page 17.
Annual Report 2025 | PT Bank Central Asia Tbk 69
Page 72
C o m p a n y P r o f i l e
Corporate Group Structure, Ownership,
and Information of Subsidiaries
100% 90% 99.999999% 99.99995% 75% 99.9997% 90% 99.999997%
PT PT PT
BCA PT Bank PT Bank
PT BCA PT BCA Asuransi Central Asuransi
Finance BCA Digital
Sekuritas Finance Umum Capital Jiwa
Limited* Syariah BCA
90% 100% BCA Ventura BCA
100% 100% 100%
100% 100% 90%
0.000001% 0.00005% 25% 0.0003% 0.000003%
*Effectively liquidated by January 3, 2026
As of December 31, 2025
Company Name Line of Business Total Assets Address Status
(in billions of Rupiah)
PT BCA Finance
Effectively part of the BCA group since Wisma BCA Pondok Indah 8th Floor,
2001 (formerly PT CSML) Financing for new and used Jl. Metro Pondok Indah No.10
10,371 Operating
motorcycles. Jakarta 12310
Telp. : (021) 29973100
PT Bank BCA Syariah
Effectively part of the BCA group since Sharia banking that collects funds, Jl. Jatinegara Timur No. 72,
2009 (formerly PT UIB) distributes financing, and provides Jakarta 13310
19,207 Operating
other banking services based on Telp. : (021) 8505030, 8505035,
sharia principles. 8190072
PT Bank Digital BCA
Effectively part of the BCA group since The City Tower 11th Floor
A commercial bank that focuses
2019 (formerly PT Bank Royal Indonesia) Jl. M.H. Thamrin No. 81
on providing digital banking 18,924 Operating
Jakarta 10310
solutions.
Telp. : (021) 50848010
PT Asuransi Umum BCA
(BCA Insurance) General insurance that provides Gedung Sahid Sudirman Center,
Effectively part of the BCA group since various protection products 10th Floor Unit F
2013 (formerly PT CSI) such as motor vehicle insurance, 3,454 Jl. Jend. Sudirman Kav.86, Operating
property insurance, travel Jakarta 10220
insurance, and others. Telp. : (021) 27889588
PT Asuransi Jiwa BCA (BCA Life)
Established in 2013, with BCA becoming a Life insurance that offers a variety Chase Plaza 22nd Floor
majority stakeholder in 2017 Jl. Jend. Sudirman Kav. 21
of life, health, and inheritance 4,676 Operating
Jakarta 12920
protection products.
Telp. : (021) 21888000
PT BCA Sekuritas Menara BCA, Grand Indonesia,
Effectively part of the BCA group since Securities company that offers 41st Floor, Suite 4101
2011 (formerly PT DUJ) brokerage and investment banking 2,519 Jl. M.H. Thamrin No.1 Operating
services. Jakarta 10310
Telp. : (021) 23587222
PT Central Capital Ventura
Established since 2017 Gedung Office 8 16th Floor, Unit F,
Venture capital focused on
SCBD Lot 28
investing and collaborating with 469 Operating
Jl. Jend. Sudirman Kav 52-53
startups.
Jakarta 12190
PT BCA Finance Limited
Unit 4707, 47/F, The Center, Non-
Money transfer and money lending 99 Queen's Road Central, Operating
N.A. Effectively
services. Hong Kong liquidated by
Telp. : (852) 28474388 January 3, 2026
70 Annual Report 2025 | PT Bank Central Asia Tbk
Page 73
Capital Market Supporting
Professional Institutions
Public Accounting Firm Share Registrar
KAP Rintis, Jumadi, Rianto & Rekan PT Raya Saham Registra
(a member firm of the PwC global network) Gedung Plaza Sentral, 2nd Floor
Jl. Jend. Sudirman Kav. 29-31 Jl. Jend. Sudirman Kav. 47-48
Jakarta 12920, Indonesia Jakarta 12930, Indonesia
Tel. (+62-21) 5099 2901, 3119 2901 Tel. (+62-21) 252 5666
Fax. (+62-21) 5290 5555, 5290 5050 Fax. (+62-21) 252 5028
Website: www.pwc.com/id Website: www.registra.co.id
Securities Rating Agency Trustee
Fitch Ratings Ltd BCA Continuous Subordinated Bonds I
30 North Colonnade, Canary Wharf, Phase I 2018
London E14 5GN (A & B Series)
Tel. (+44-20) 3530 1000
Fax. (+44-20) 3530 1000 PT Bank Rakyat Indonesia (Persero) Tbk
Website: www.fitchratings.com Investment Services Division
PT Fitch Ratings Indonesia Jl. Jend. Sudirman Kav. 44-46
DBS Bank Tower, 24th Floor, Suite 2403 Jakarta 10210, Indonesia
Jl. Prof. Dr. Satrio Kav. 3-5 Tel. (+62-21) 251 0244, 251 0254, 251 0264,
Jakarta 12940, Indonesia 251 0269, 251 0279
Tel. (+62-21) 2988 6800 Fax. (+62-21) 250 0065, 250 0077
Fax. (+62-21) 2988 6822
Website: www.fitchratings.com
PT Pemeringkat Efek Indonesia (PEFINDO) Notary
Equity Tower, 30th Floor
Sudirman Central Business District Lot 9 Christina Dwi Utami, S.H., M.Hum, M.Kn
Jl. Jend. Sudirman Kav. 52-53 Jl. K.H. Zainul Arifin No.2
Jakarta 12190, Indonesia Kompleks Ketapang Indah Blok B2 no. 4-5
Tel. (+62-21) 5096 8469 Jakarta Barat 11140, Indonesia
Fax. (+62-21) 5096 8468 Tel. (+62-21) 630 1511
Website: www.pefindo.com Fax. (+62-21) 633 7851
Law Firm Consultant
Hadiputranto, Hadinoto & Partners
Pacific Century Place, Level 35
Sudirman Central Business District Lot 10
Jl. Jend. Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Tel. (+62-21) 2960 8888
Fax. (+62-21) 2960 8999
Annual Report 2025 | PT Bank Central Asia Tbk 71
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C o m p a n y P r o f i l e
Information on the Company Website
BCA provides a company website accessible via https://www.bca.co.id/ as a means for the public to obtain
further information about the Company.
Information on The Company’s Website
Individual About BCA
Individual Products Corporation
• Individual Savings • Vision, Mission, & Core Values
• Individual Loans • BCA Management
• Wealth Management • BCA Milestones
• Electronic Money • Awards and Recognitions
• Credit Card • Subsidiaries
• Reward BCA
Investor Relations
Individual Services • Stock Informations
Information on
• Rencanakan Masa Depan • Financial Report & Corporate
banking products,
• e-Banking Presentations
services and
• BCA Prioritas • Investor News
solutions to meet
• Convenience Branch For You • Corporate Ratings
individual needs
• Customer Service • Economic Research Report
(https://www.bca.
• Remittance
co.id/en/individu) Good Corporate Governance
Promo • ACGS, Policy, & Report
• Promo BCA • Deed of Establishment
• All Promo This section
• Organization Structure
provides detailed
Webform BCA • Corporate Actions
information about
• Whistleblowing system BCA
Chat the Company.
• Other Information
• Halo BCA Chat
Login Sustainability
• Sustainability
• Environment
Business • Social
• Governance
Products • Laporan dan Kebijakan
• Business Savings Corporate Social Responsibility
• Business Collections • CSR Bakti BCA
• Business Loan
• Business Credit Card Media & Research
• Investment for Business Customers • News and Features
Business Services • Pressroom
Information on • Social Media
• e-Banking for Business
banking products, • BCA Economic Research
• Business e-Banking
services and • Economic Research Report
• Treasury & Custodian
solutions to meet
business needs Business Solutions
(https://www.bca. • Cash Management Additionally, BCA’s website offers a Halo BCA service
co.id/en/bisnis) • API
• Business Debit Card which enables communication through chat media should
• Fire Cash BCA there be inquiries regarding BCA’s products or services
• BCA Promotion Program
or if feedback is needed for the Bank. Please get in touch
BCA Rate
• e-Rate BCA with the following for more information regarding BCA:
• Rate Calculator
Chat
• Halo BCA Chat
• Corporate Communication
• Investor Relations
• Corporate Secretary
Career
Information Daily Activities Menara BCA - Grand Indonesia 20th Floor
on working
environment,
Career Jl. M.H. Thamrin No.1, Jakarta 10310, Indonesia
career Bakti Internship Tel. (+62 21) 2358 8000
opportunities and BCA Scholarships
Fax. (+62 21) 2358 8300
other information
about careers at Info & Article E-mail :
BCA. corcom_BCA@bca.co.id
investor_relations@bca.co.id
corporate_secretary@bca.co.id
72 Annual Report 2025 | PT Bank Central Asia Tbk
Page 75
Awards and Certifications
Corporate Governance Asia
Stellar Workplace Award Forbes Extel
ARA 2024
Anugerah Budaya Layanan Unggul 15th Asian Excellence Awards
Category: Corporate
Award Name Organizer Category/Rating
World's Strongest Banking Brand Strongest Banking Brands 2025
Brand Finance
2025 #1 in APAC (score: 97.1 / 100)
World's Best Bank 2025 Forbes #1 World's Best Bank 2025 in Indonesia
#1 Indonesia
World’s Best Companies 2025 Time Magazine
#527 Global
World's Most Trustworthy Companies
Newsweek #1 in Banking Sector (Global)
2025
Customer Engagement Recognition - Customer
Gallup Global Customer Engagement Gallup International Engagement achieved Customer Engagement Score
threshold above the global average or 90th percentile
#196 in Asia Pacific
Asia-Pacific Best Companies of 2025 TIME Magazine
#8 in Indonesia
Kementerian Keuangan RI Kementerian Keuangan RI Best Private Bank Partner Collecting Agent 2024
PR Team of the Year (Gold)
PR Awards 2025 Marketing Interactive Best Use of Celebrities/Influencers (Bronze) - Gebyar BCA
Merah Putih: Indonesia Banget!
Global by 38 Gold Medal (22 Company Awards, 4 Company - Best
Top Ranking Performance Award
ContactCenterWorld.com Team Awards, and 12 Individual Awards)
5 Certified World Class Awards
Top Ranking Performance Award ContactCenterWorld.com 17 Company Awards
3 Company – Best Team Awards
Top 50 Global Banking Brands The Banker Magazine “#1 Indonesia #8 Global”
European Society for Quality
ESQR The Quality Choice Prize 2025 Gold Category
Research (ESQR)
#36 Fortune Southeast Asia
Fortune Southeast Asia 500 Fortune Southeast Asia
#6 Indonesia
TAB Excellence in Retail Finance
The Asian Banker The Best Retail Bank in Indonesia
Awards 2025
Annual Report 2025 | PT Bank Central Asia Tbk 73
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C o m p a n y P r o f i l e
Category: Corporate
Award Name Organizer Category/Rating
#2 Best Investor Relations Professional
(Combined, Buy Side, Sell Side)
2025 Asia Executive #1 Best Investor Relations Program (Combined) and
Extel
Team #2 Best Investor Relations Program (Buy Side, Sell Side)
#1 Company Board (Combined) and
#2 Company Board (Sell side and Buy Side)
Euromoney Private Banking Awards Indonesia's Best Private Bank
Euromoney
2025 Indonesia's Best for Next Gen
Bisnis Indonesia Award 2025 Bisnis Indonesia National Private Bank Assets > Rp100 Trillion
Best Performance Bank KBMI IV
Bisnis Indonesia Financial Award 2025 Bisnis Indonesia Most Efficient Bank KBMI IV
Excellence in Next-Gen Client Engagement
Best Investor Relations Company (Indonesia)
15th Asian Excellence Award 2025 Corporate Governance Asia
Best Corporate Communication
100 Indonesia’s Biggest Company 2025
Outstanding Growth 2025 - The Biggest Company by
100 Indonesia’s Biggest Market Cap
Fortune Indonesia 100
Company 2025
Outstanding Growth 2025 - The Highest Net Profit Margin
Outstanding Growth 2025 - The Highest Net Profit
Indonesia Digital Media Awards 2025 Serikat Perusahaan Pers Corporate Social Media Category
20 Top Companies to Watch in 2025 Bloomberg Technoz 20 Top Companies to Watch in 2025
Main Index
Indonesian Institute for High Dividend
Apresiasi Emiten 2025
Corporate Directurship High Growth
Hight Market Cap
21 Platinum (12 Individu, 6 Corporate and 3 Teamwork)
The Best Contact Center Indonesia Indonesia Contact Center 16 Gold (12 Individu, 2 Corporate and 2 Teamwork)
2025 Association (ICCA) 11 Silver (11 Individu)
4 Bronze (2 Individu and 2 Teamwork)
Anugerah Bakti Nusantara Nusantara TV Economic Driving Sectors
WOW Brand 2025 Markplus.Inc Conventional Bank
Digital PR - BCA’s Proven Communication Strategy
- Gold Winner
Corporate PR - Communication of BCA Merah Putih Event
PR Indonesia Award 2025 PR Indonesia
- Gold Winner
Corporate PR - Halal Certification Activity Communication
- Bronze Winner
Golden Champion in Satisfication, Loyalty and
Engagement (2019 - 2024)
The Best KBMI IV Bank In Customer Loyalty
The Best KBMI IV Bank in Net Promoter Score
The 2nd Best KBMI IV Bank in Customer Satisfaction
The 2nd Best KBMI IV Bank in Customer Engagement
8th Infobank Satisfaction, Loyalty, and
Infobank The 2nd Best KBMI IV Bank in Brand Interactivity Index
Engagement 2025
The 3rd Best KBMI IV Bank in Satisfaction, Loyalty,
Engagement 2025
The 3rd Best KBMI IV Bank in Marketing Customer
Engagement
The 3rd Best KBMI IV Bank in Customer Centricity Index
The 3rd Best KBMI IV Bank in Customer Resilience Level
Platinum - Conventional Bank In Digital Brand for 10
14th Infobank Digital Brand 2025 Infobank
Consecutive Years (2016 - 2025): Conventional Bank
Analyst Favourite Listed company in the Financial Sector
Perkumpulan Analisis Efek
CSA Award 2025 CSA Award for Outstanding Company in Financial Sector
Indonesia
on the Main Board
74 Annual Report 2025 | PT Bank Central Asia Tbk
Page 77
Category: Corporate
Award Name Organizer Category/Rating
Indonesia PR Practitioners of The Year 2025 (Journalists
Choice)
Kategori: Corcomm Team In Bank & Financial Industry
PR of The Year Award 2025 SWA Media Group Indonesia PR Practitioners of The Year 2025 (Journalists
Choice)
Junior PR Practitioners In Banking & Financial Services
Industry
Rankia Awards 2025 Rankia Indonesia Excellence in PR & Investor Relations
Investortrust Best Bank Awards 2025 Investortrust Bank Umum KBMI 4 : > Rp 70 Triliun
Indonesia Property&Bank Award XIX
Property & Bank PT Bank Central Asia Tbk
2025
Category: Sustainability
Award Name Organizer Category/Rating
#1 Best ESG (Buy Side and Combined) and #2 Best ESG
2025 Asia Executive Team Extel
(Sell – side)
ABF Retail Banking Awards 2025 Asian Banking & Finance External Social Initiative of the Year - Indonesia
Asia's Best CSR
15th Asian Excellence Award 2025 Corporate Governance Asia
Sustainable Asia Award
Grand Champion
Grand Champion of Cluster 5T
Komite Nasional Kebijakan
Annual Report Award (ARA) 2024 Grand Champion of GoPublik Finance
Governance (KNKG)
1st Place in the Non-State/Non Regional-Owned
Enterprise Category of GoPublik Finance
Category: Best Financial Services Business Actor (FSBA)
with the Best Financial Literacy Program, Best OJK
Financial Literacy Award Financial Services Authority (OJK)
Financial Literacy Ambassador Mobilizer (OJK PEDULI) in
the FSBA segment, and GENCARKAN Jingle Video.
Best KEJAR Implementation Bank – Subcategory:
KEJAR Award 2025 Financial Services Authority (OJK)
Conventional Commercial Bank
Desa Wisata Berbasis Budaya - Kampung Wisata Pecinan
Glodok, DKI Jakarta (Juara Harapan 3)
Bilebante Green Tourism Village, West Nusa Tenggara
Wonderful Indonesia Award (WIA) Kementerian Pariwisata Republik (Overall Winner)
2025 Indonesia (Kemenpar RI)
Prai Ijing Tebara Tourism Awareness Group (Pokdarwis),
East Nusa Tenggara (2nd place)
Most Collaborative Tourism Village Partner
Institutional Investor Awards 2025 International Investor Best of Community Development Program - Bakti BCA
The Best Corporate Transparency
7th Indonesia CSR Brand Equity Awards 2025 In Bank
and Emission Reduction Awards Investor Trust
Category
2025
Best Emission Reduction
Investing on Climate by Editor’s
Indonesia Media Network Best Literacy for Climate Resilience
Choice Awards 2025
Best Climate Financing
Sustainable Impact in Grassroots Economic Enabler
Mata Lokal Fest 2025 Tribunnews
Category: Impact
Indonesia Green & Suistainable Best Innovation in Sustainable Finance Implementation
SWA Media Group
Companies Award 2025 (Rating: Excellent)
ESG Award 2025 Katadata Finance - Bank Sector
ESG Award 2025 Investor Trust Impact Excellence Awards
The 16th IICD CG Conference and Indonesian Institute for Corporate Top 50 Big Capitalization Public Listed Company
Award 2025 Directorship Leadership in Corporate Governance Big Cap
7th Indonesia CSR Brand Equity Awards 2025 In Bank
CSR Awards 2025 The Iconomics
Category
Indonesia Corporate Social and The Best Corporate Social Responsibility Award 2025 for
Environmental Responsibility Warta Ekonomi Enabling Community Growth through Empowerment and
Awards 2025 Educational Support, (Category: Financials)
Annual Report 2025 | PT Bank Central Asia Tbk 75
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C o m p a n y P r o f i l e
Category: HR
Award Name Organizer Category/Rating
HR Asia Best Companies to Work for in Asia
HR Asia Award 2025 HR Asia
HR Asia Most Caring Companies Award
2025 Asia Pacific Stevie Awards The Stevie Awards Thought Leadership Campaign of the Year (Silver)
HCM Excellence Awards Brandon Hall Group Best Succession and Career Management (Silver)
2025 GlobalCCU Awards Global CCU Best Corporate University - Culture (Silver)
Dream Workplace for Learning MarkPlus Institute and Marketeers Overall Champion
Best of the Best Company in Stellar Workplace Award
Top 5 Companies with Most Innovative Well-Being
Program
Top 10 Organizations with Best Future-Ready Workplace
Program
Stellar Workplace Awards 2025 One GML
Top 5 Best Stellar Workplace Award in Large-Size
Organizations Category
Stellar Workplace Recognition in Employee
Commitment
Stellar Workplace Recognition in Employee Satisfaction
Qorus-Infosys Finacle Banking Operations and Workforce Transformation (AROPIS
Qorus - Infosys Finacle
Innovation Awards 2025 Branch Project - Silver)
Employee Experience Awards Best Career Development Programme (Gold)
HumanResourcesOnline.net
2025 Best Learning Culture Journey (Bronze)
The Best Human Capital 2025 for Strengthening Services
Indonesia Human Capital Awards
Warta Ekonomi Excellence through Leadership Development Initiatives,
2025
(Category: Conventional Bank)
Malam Apresiasi Berita Satu 2025 B-Universe Social Inspiration & Leadership
Category: Individual
Award Name Organizer Category/Rating
Bapak Jahja Setiaatmadja: #1 Best CEO (Combined), #2
Best CEO (Buy Side), #2 Best CEO (Sell Side)
2025 Asia Executive Team Extel
Ibu Vera Eve Lim: #1 Best CFO (Combined, Buy Side, Sell
Side)
2025 Stevie Awards for Women in Female Executive of the Year in Asia, Australia or New
The Stevie Awards
Business Zealand (Lianawaty Suwono - Silver)
Human Resources Executive of the Year (Lianawaty
2025 Stevie Awards for Great Suwono - Bronze)
The Stevie Awards
Employers HR Thought Leader of the Year (Lianawaty Suwono -
Silver)
Asia's Best CEO (Investor Relations) – Bapak Jahja
15th Asian Excellence Award 2025 Corporate Governance Asia Setiaatmadja
Asia's Best CFO (Investor Relations) - Ibu Vera Eve Lim
IDN Times Inspiring News Maker IDN Times Inspiring News Maker 2024 - Jahja
IDN Media
2024 Setiaatmadja
Top Ranking Performance Award ContactCenterWorld.com 9 Individual Awards
Infobank Top 100 CEO And
The Future Leaders Forum & Majalah Infobank Infobank Bankers of The Year 2025 (Hendra Lembong)
Appreciation 2025
Indonesia Best 50 CEO Awards
The Iconomics Jahja Setiaatmadja
2025 “Employees”
4th Anniversary Indonesia Inspiring
The Iconomics Vera Eve Lim
Women Awards 2025
Indonesia Property & Bank Award Life Achievement Banking Industry: Bapak Jahja
Property & Bank
XIX 2025 Setiaatmadja
76 Annual Report 2025 | PT Bank Central Asia Tbk
Page 79
Category: Individual
Award Name Organizer Category/Rating
Most Influential Property Figure in Banking (Jahja
Golden Property Awards 2025 Indonesia Property Watch
Setiaatmadja)
Category: Products and Services
Award Name Organizer Category/Rating
The 22nd International Marketing Campaign of The Year – Industry Categories (Don’t Know
The Stevie Awards
Business Awards 2025 Kasih No - Gold)
Best Advance in Business Automation (ARCIS - Bronze)
Best Advance in Business Automation (AROPIS Branch Project -
Technology Excellence
Brandon Hall Group Silver)
Awards
Best Advance in Business Strategy and Technology Innovation
(JARVIS - Bronze)
Anugerah Produk Indonesia Bisnis Indonesia Favorite Banking Application Product - myBCA
Payment Service Providers Driving the Best Digital Payment
Bank Indonesia Award 2025 Bank Indonesia
Connectivity (Banks and Non-Bank Institutions)
ATM
Mortgage
Digital Branch
WOW Brand 2025 Markplus.Inc
Credit Card
Mobile Banking
Saving Account
Platinum - Deposit In Digital Brand For 10 Consecutive Years (2016-
2025): Deposito
Platinum - Vehicle Loan In Digital Brand For 10 Consecutive Years
(2016-2025): KKB
Platinum - Debit Card In Digital Brand For 10 Consecutive Years
(2016-2025): Debit Card
Platinum - Credit Card In Digital Brand For 10 Consecutive Years
(2016-2025): Credit Card
Platinum - Wealth Management In Digital Brand For 10 Consecutive
Years (2016-2025): Wealth Management
Golden - E-Money Business In Digital Brand For 5 Consecutive Years
(2021-2025): Flazz
14th Infobank Digital Brand The Highest Digital Index In Internet Banking: Overall Internal
Infobank Banking
2025
The Highest Digital Index In Wealth Management: Overall WM
The Highest Digital Index In E-Money Business (Flazz): Overall
E-money
The 2nd Highest Digital Index Conventional Bank: Overall
Conventional Bank
The 2nd Highest Digital Index In Mortgage Loan: Overall KPR
The 2nd Highest Digital Index In Debit Card: Overall Debit Card
The 3rd Highest Digital Index In Deposit: Overall Deposit
The 3rd Highest Digital Index In Credit Card: Overal Credit Card
The 2nd Best Conventional Bank: Conventional Bank
The Best E-money Business: Flazz
Annual Report 2025 | PT Bank Central Asia Tbk 77
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C o m p a n y P r o f i l e
Category: Products and Services
Award Name Organizer Category/Rating
The Best Conventional Bank in Excellence Internet Banking
The Best Conventional Bank in Excellence Digital Branch
The Best Conventional Bank in Excellence Live Chat Service
Banking Service Excellence
Infobank Magazine
Award 2025 The Best Conventional Bank in Excellence Cash Recycling Machine
(CRM)
The 2nd Best Conventional Bank in Excellence Mobile Opening
Account
Anugerah Budaya Layanan Asosiasi Service Quality
Culture of Excellent Service
Unggul 2025 Indonesia (ASQI)
OPEXCON 2025 Shift Indonesia Service (SUMIATY - Gold)
Indonesia Customer Service Application Mobile Banking - myBCA
SWA Media Group
Quality Credit Card - BCA
Indonesia Brand Communication Excellence 2025
Indonesia Brand
Category: Video Commercial in Banking Industry
Communication Excellence SWA Media Group
Video Commercial: Gebyar Hadiah BCA
2025
Predicate: The Best Product Knowledge Video Commercial (Good)
Internet Banking Application - Klik BCA
ATM Bank - ATM BCA
Conventional Bank - BCA
Digital Wallet - Sakuku
E-money Card - Flazz
Credit Card - BCA
Most Trusted Financial
Investor Trust Wealth Management Institution - BCA Priority
Brands Awards 2025
Mobile Banking App - BCA Mobile
Corporate Banking Services Products - BCA
Mortgage Products from Banks - BCA
SME Banking Solutions Products - BCA
Conventional Bank Accounts - BCA
SMS Banking - BCA
The Best Conventional Bank in Excellence E-Banking For 10
Consecutive Yeard (2015 - 2025)
The Best Conventional Bank in Excellence for 5 Consecutive Year
Banking Service Excellence (2020 - 2024)
Majalah Infobank
Award 2025
The Best Conventional Bank in Excellence Digital Channel For 5
Consecutive Years (2020 - 2024)
The Best Conventional Bank in Service Excellence 2025 (E-Banking)
Commercial Bank - BCA
Indonesia Customer Service
SWA Media Group Contact Centre Bank Umum - Halo BCA
Quality
PT Bank Central Asia Tbk - Excellent
Asosiasi Sentra Quality
Anugerah Insan Layanan
Indonesia (ASQI)
The Most Innovative Digitalization of Conventional Bank 2025 for
Indonesia Digital Innovation
Warta Ekonomi Creating Solid Digital Ecosystem to Encourage Business Process
Awards 2025
Automation, (Category: Conventional Bank)
The Most Satisfying KBMI IV Bank in Branch Office
The Most Satisfying KBMI IV Bank in ATM Service
8th Infobank Satisfaction, The 2nd Most Satisfying KBMI IV Bank in Teller Service
Loyalty, and Engagement Infobank
2025 The 2nd Most Satisfying KBMI IV Bank in Customer Service
The 2nd Most Satisfying KBMI IV Bank in Mobile Banking
The 3rd Most Satisfying KBMI IV Bank in Services
78 Annual Report 2025 | PT Bank Central Asia Tbk
Page 81
Event Highlights 2025
January 24th February 20th-23rd February 21st
Six Villages of Bakti BCA Won the BCA Expoversary 2025 BCA’s 68th Anniversary
ASEAN Tourism Awards (ATA) 2025 The ceremony was marked by a potong
Celebrating its 68th Anniversary, the
The achievements accomplished by BCA Expoversary 2025 offered a tumpeng at Menara BCA by BCA
the tourist villages (Desa Wisata) of variety of promotions and special offers Commissioner Tonny Kusnadi, BCA
Perkampungan Adat Nagari Sijunjung, Desa for customers, ranging from special President Director Jahja Setiaatmadja
Wisata Kreatif Terong, Desa Wisata Semen, interest rates for Home Ownership (currently President Commissioner),
Desa Wisata Taro, Kampung Wisata Loans (KPR), Motor Vehicle Loans (KKB), BCA Deputy President Director Hendra
Pecinan Glodok, and Desa Wisata Hijau to Motorcycle Loans (KSM). Lembong (currently President Director),
Bilebante became a form of recognition and several other members of the BCA
for the success in developing the villages Board of Directors. The potong tumpeng
potential in a sustainable manner. was also held at all BCA Regional Offices
throughout Indonesia.
February 22nd March 12th March 20th & 22nd
Winners of the BCA Prize Extravaganza Annual General Meeting of BCA Collaborated with BAZNAS RI
(Gebyar Hadiah BCA) were Announced Shareholders (AGMS) 2025 and LAZISNU to Provide Convenient
at the BCA Expoversary 2025 Services for Zakat, Infak, and Sedekah
In connection with the net profit
(ZIS) Through myBCA Application
The BCA Prize Extravaganza program obtained by the Company in the 2024
took place from October 1, 2024, to financial year, which amounted to This collaboration is a manifestation
January 31, 2025, with prizes consisting Rp54.8 Trillion, the AGMS resolved of BCA’s commitment to bridging the
of four units of the Mercedes-Benz the appropriation of the net profit to gap for customers to fulfill their ZIS
E 200 Exclusive Line, 12 units of the be distributed as a cash dividend of obligations with a secure, convenient,
Toyota Innova Zenix Q Hybrid, and 120 Rp300.00 per share, an increase of and easy digital solution.
units of the Honda Vario 125 CBS ISS. 11.1% compared to the cash dividend for
the 2023 financial year.
April 23rd April 23rd May 6th
First Quarter 2025 Performance BCA Shares Knowledge (BCA Berbagi Ilmu- BCA Assisted in Revitalization and Large-
Presentation – Solid Performance BBI)” was Held at the Universitas Indonesia Scale Harvest, the Production of Coffee
Amidst Market Dynamics Farmers in Cikoneng Bogor Soared 350%
The public lecture, titled ‘Developing
BCA and its subsidiaries recorded total Effective Leadership Through Self- In this large-scale harvest, the coffee
loans of Rp941 Trillion as of March 2025, an Development and Technology’, production of the fostered partners
increase of 12.6% YoY. The loan growth was featured BCA President Director Jahja at the Cikoneng Coffee Plantation
supported by the expansion of financing Setiaatmadja (currently President reached 47,640 kilograms as of April
across various sectors, accompanied by Commissioner) and Bakti BCA 2025. This amount increased 3.5 times
sustainable funding growth. Meanwhile, Ambassador Nicholas Saputra, related compared to before the fostering
BCA and its subsidiaries’ net profit grew to the major challenges faced by today’s was conducted, exceeding the initial
9.8%, reaching Rp14.1 trillion in the first youth. production increase target of 120%.
quarter of 2025.
Annual Report 2025 | PT Bank Central Asia Tbk 79
Page 82
C o m p a n y P r o f i l e
June 5th June 28th July 31st
BCA Again Held the “Halal Certification Bakti BCA Announced Four Winning BCA Supported “Kawan Nusantara” by
Workshop 2025” Program at the BCA Teams of the Genera-Z Berbakti Award TULOLA, Involving Four Entrepreneurs
Main Branch Office (KCU) Kisaran, Fostered by Bakti BCA
The four winning university teams of the
North Sumatra Genera-Z Berbakti program, which will This event presented the HEROES OF
Nearly 80 MSMEs (Micro, Small and implement innovative ideas in the Bakti HERITAGE exhibition, which featured
Medium Enterprises) from Kisaran BCA Villages, came from UI, UNSRAT, a collection of works by two silver
City and surrounding areas received UNILA, and UGM. The program gathered craftsmen from the Desa Wisata (Tourist
assistance to meet halal standards, as more than 250 proposals from 98 public Village) Taro, Bali, namely I Made Suama
well as support for the free issuance of and private higher education institutions, and Ketut Daging, in collaboration with
halal certificates from BCA. both domestic and international. TULOLA. Bakti BCA also presented
four entrepreneurs providing goods
and services fostered by Bakti BCA to
display their work at the event.
August 13th August 22nd-24th September 17th-18th
BCA Holds UMKM Fest 2025, a Hybrid BCA is holding BCA Expo 2025 Offline The BCA Wealth Summit Returned with
Event Running from July 1 to August 17, at ICE BSD City Tangerang on August the Theme “Strengthening Wealth
2025 22–24, 2025, and Online via expo.bca. Longevity”
co.id on August 22–October 31, 2025.
More than 1,700 entrepreneurs This annual event serves as a form
participated in the hybrid BCA UMKM The BCA Expo 2025 carried the tagline of BCA’s commitment to provide
Fest 2025, which carried the tagline #JadiKejadian and offered special inspiration and education related to
“Serba Serbu di BCA UMKM Fest 2025”. interest rates and various promotions long-term wealth management, while
for Home Ownership Loans (KPR), Motor simultaneously introducing a variety of
Vehicle Loans (KKB), and Motorcycle investment and protection solutions to
Loans (KSM). customers.
September 22nd October 17th October 28th-29th
Bakti BCA Organized the “Student For the Third Time, Bakti BCA Invited BCA Held the Indonesia Knowledge
Goes to Nature (SGTN) 2025” Its Fostered SME’s to Participate in the Forum (IKF) 2025
Trade Expo Indonesia (TEI)
The activity, which was held in The forum, held on October 28–29,
Samboja Lestari, East Kalimantan, BCA’s participation in the TEI 2025, 2025, for the 14th time, serves as a
was a collaboration with the Borneo which ran from October 15–19, 2025, form of BCA’s ongoing commitment
Orangutan Survival Foundation (BOSF), at ICE BSD Tangerang, is one of the to encouraging the growth of
and involved 200 students from the continuation phases of the UMKM Bakti knowledge, innovation, and cross-
Junior High School (SMP/MTS) and BCA Go Export program. This program sector collaboration for a resilient and
Senior High School (SMA/SMK/MA) focused on strengthening business sustainable future for Indonesia.
levels across the Samboja and West capacity through incubation activities
Samboja Subdistricts. and assistance for international market
access.
80 Annual Report 2025 | PT Bank Central Asia Tbk
Page 83
November 2nd November 13th November 14th
Runvestasi 2025 Flag-Off BCA Held the National Summit BCA Launched myBCA App for
Beasiswa Bakti BCA 2025 Smartwatches
The opening of the virtual race was
marked by a flag-off on Sunday The event, which was held in a hybrid This feature allows customers to access
(November 2nd), which featured 2K format, invited 700 Bakti Champions— various banking services directly
and 7K fun runs, as well as consultation students benefiting from the Bakti through their smartwatches, such as
services and investment promotions. BCA Scholarship—and featured BCA balance information, transactions,
Director Vera Eve Lim and Bakti BCA cardless transactions, and the use of
Ambassador Nicholas Saputra in an QRIS CPM and QRIS Tap.
inspirational sharing session.
December 8th December 12th December 21st-24th
Pay for Public Transportation and BCA Once Again Won Overall Bakti BCA Visited Medan, Langkat,
Parking More Seamlessly with QRIS Tap Champion Annual Report Award Solok, Aceh Tamiang, and Batang Toru
from myBCA App to Distribute Humanitarian Aids to
This second consecutive achievement
Disaster Victims in Sumatra
QRIS Tap in myBCA can be used on for BCA was the result of a high-
several public transportation modes, quality, transparent annual report
including TransJakarta, Jakarta LRT, demonstrating sustainable business Various forms of aids were distributed,
Jakarta MRT, and Commuter Line. This growth, as per OJK Circular Letter No. including food and beverages, clothing,
feature also supports payments at 16/2021. and toilet facilities (MCK), clean water
various parking facilities from several well drilling, water tanks, and solar panel
operators. installations to power water pumps.
Annual Report 2025 | PT Bank Central Asia Tbk 81
Page 84
M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
03
Management
Discussion
and Analysis
82
82 PT BankReport
Annual Central Asia| Tbk
2025 PT Bank Central Asia Tbk
Page 85
Business Segment Performance Overview
TRANSACTION BANKING
CASA Growth (YoY)
BCA continues to strengthen its position as customers’ bank of
13.1%
choice through continuous innovation and collaboration, especially
in the face of rapid changes in the financial landscape along with
increasing digitalization.
Third Party Funds by Products
To support the diverse and ever-evolving needs of its customers, (in trillion Rupiah)
BCA focuses on providing products and services and strengthening
its ecosystem to be more integrated with one another. BCA 1,249.0
continues to develop various applications, features, and touchpoints 1,133.6
1,101.7 203.8
to accommodate the growth of digital transactions. BCA remains 209.6
217.0
committed to providing secure, reliable, and convenient transaction
solutions, both through digital and conventional channels, ensuring 610.8
562.1
customers can transact seamlessly anytime and anywhere. Through 536.2
the efforts made by BCA, BCA achieved growth of 16.5% YoY in
434.5
transaction volume in 2025, reaching over 40 billion transactions. 348.5 361.9
2023 2024 2025
Current Accounts Saving Accounts Time Deposits
CORPORATE BANKING
Corporate Loan Portfolio Growth
(YoY)
Corporate banking has achieved solid results. This growth is proof
11.5%
of BCA’s commitment as a loyal partner to corporate customers by
providing personalized financing and banking transaction solutions
tailored to customer needs.
BCA is committed to diversifying its financing across various sectors Corporate Loan Portfolio
while maintaining the principle of prudence to ensure credit quality. (in trillion Rupiah)
BCA also continues to support national strategic programs, including 478.9
actively participating in the distribution of syndicated loans for 429.4
infrastructure development in Indonesia.
372.3
2023 2024 2025
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COMMERCIAL & SME BANKING
Commercial & SME Loan Portfolio
The Commercial & SME segment is an important pillar of the Growth (YoY)
Indonesian economy. BCA continues to develop its Commercial
7.2%
Banking and SME segments through initiatives to provide a variety of
financing solutions which bundled with cash management solution,
deeper customer engagement, and improved products and services
capabilities for Commercial and SME customers, including their
ecosystems. These initiatives are supported by the development Commercial & SME Loan Portfolio
of human resource capabilities, the use of data analytics, and (in trillion Rupiah)
improvements to the credit infrastructure.
277.7
BCA also holds various events and programs, such as UMKM Fest, 259.0 130.9
Bangga Lokal, Go Export, Go Halal, and Go Digital, which aim to 231.0 123.7
support and empower MSME business players. As a result, BCA’s 107.8
Macroprudential Inclusive Financing Ratio (RPIM) in December 2025 135.3 146.8
123.2
reached 22.8%.
2023 2024 2025
Commercial SME
INDIVIDUAL BANKING
BCA’s relationship with individual customers is fundamental to drive sustainable business growth. BCA takes a data-driven
approach to analyze customer behavior, enabling it to successfully navigate a dynamic market. In 2025, BCA will continue
to improve the banking experience for its individual customers.
In consumer credit, which consists of mortgage, vehicle loans, and personal loans, the loan portfolio continues to grow,
supported by various strategic events, one of which is through the BCA Expo held in February and August. However, particularly
on auto loans, banking industry saw deterioration on loan quality and falling collateral value due to the emergence of cheaper
electric vehicles. Despite that, overall non performing loan ratio and loan at risk ratio were manageable.
Wealth management also showed excellent results, supported by an increase in investors throughout the year, as well as
a variety of wealth management products offered, such as investments and insurance. BCA also organized educational
activities such as the BCA Wealth Summit and Runvestasi 2025.
Consumer Loan by Product
(in trillion Rupiah)
Increase/(Decrease)
2024 2023 2025
2025
Nominal (%)
KPR 142.3 135.5 121.8 6.8 5.0%
KKB 56.6 65.3 56.9 (8.7) -13.3%
Personal Loan 21.8 19.5 17.0 2.2 11.4%
Total* 224.1 223.8 199.1 0.3 0.2%
*Including employee loan
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Transaction Banking
“Through continuous innovation and collaboration, BCA reinforces its role
as a trusted partner by facilitating seamless and secure transactions
across rapidly evolving digital ecosystem”
Indonesia’s financial landscape continued its rapid In the last quarter of 2025, myBCA can also be accessed
transformation, characterized by accelerated digital through a smartwatch, enabling payments and non-financial
adoption, evolving regulatory frameworks, and intensifying transactions under Internet of Things (IoT) concept.
competition. Amid the dynamic environment, BCA’s
Transaction Banking managed to, not only maintained its For business customers, BCA introduced Ocean, a web-
market leadership, but also solidified its title as the leading based platform that provides integrated services, catering
transaction bank in the country. As a result, BCA recorded business needs based on their respective line of businesses.
13.1% growth in Current Account Saving Account (CASA) BCA also introduced the new myBCABisnis, a revamped
throughout 2025, reaching Rp1,045.2 trillion, which made version of the former KlikBCABisnis, as the new channel
up 84% of total third-party funds. for business customers. For merchants, BCA improved its
Merchant BCA app as an all-in-one merchant care platform,
PIONEERING DIGITAL INNOVATION: adding various features to ensure seamless connectivity and
CONTINUOUS IMPROVEMENT TO ease of transactions. By December 2025, more than 300
FULFILL BCA’S CUSTOMER’S NEEDS thousands merchants had joined through the app, marking a
significant leap from the previous year and reinforcing BCA’s
Throughout 2025, transaction volumes continued to book commitment to empower MSMEs through digitalization.
solid growth, exceeding 40 billion transactions, an increase
of 16.5% YoY, driven primarily by mobile banking, which Complementing these advancements, BCA further expanded
contributed over 80% of total transactions. The growth its Application Programming Interface (API) services, aligning
reflects BCA’s ongoing efforts to provide secure, convenient, with the National Open API Payment Standard (SNAP) to foster
and reliable transaction solutions through both digital and interoperability and integration across financial ecosystems.
traditional channels, ensuring customers across all generations These APIs enable corporate customers and fintech partners
to transact seamlessly anytime, anywhere. to connect seamlessly with BCA’s payment infrastructure,
providing customized transaction solutions and strengthening
BCA’s Transaction Banking focuses on moving beyond its “Bank-as-a-Service” (BaaS) proposition.
discrete products to creating integrated, platform-based
ecosystems that cater to BCA’s diverse customer needs. BCA STRENGTHENING MULTI-CHANNEL
continued to strengthen its digital channels: myBCA and BCA SYNERGIES AND CUSTOMER PROTECTION
mobile for retail customers and launched myBCABisnis and
Ocean - a web-based platform to cater for BCA’s business In parallel with its digital initiatives, BCA continued to
customers. enhance its traditional channels, namely branches and
ATMs, as integral touchpoints supporting more complex
To accommodate the evolving digital capabilities of and personalized banking needs. BCA’s Future Branch
transactions, BCA introduced new features in its mobile initiative, which incorporates digital service machines,
banking apps, aligning with the government plan as depicted biometric verification, and video banking consultation,
in the Blueprint Sistem Pembayaran Indonesia (BSPI). BCA was expanded to more than 200 locations nationwide in
added more currencies to its Poket Valas - a Multi-Currency 2025. This initiative ensures consistent service quality while
Account, totaling 18 different currencies to date. BCA also allowing human interaction to remain a key differentiator
supported the government’s initiatives by enabling QRIS Tap in the digital era.
functionality for Android phone users in the first semester
and QRIS Cross Border transactions in Japan and China in the
second semester of 2025, leveraging competitive exchange
rates and eliminating the reliance on physical cards.
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To maintain customer trust and security, BCA intensified its In line with BCA’s sustainability agenda, transaction banking
digital literacy and fraud-prevention education programs. initiatives also contributed to reducing paper usage and
BCA extended its widely recognized campaigns such as carbon footprint through digital statements, e-receipts, and
“Nurut Apa Kata Mama” and “Don’t Know Kasih No”, and eco-friendly branch operations. Moreover, BCA’s transaction
complemented them with the 2025 educational initiative “Do platforms increasingly support social impact programs,
it Better with my BCA”. This initiative combines educational such as digital donation features through myBCA, enabling
message with product capability to help customers prevent customers to contribute to charitable causes directly within
fraud attempts. It allows customers to control and manage their banking app.
their accounts as well as transaction safely by highlighted the
latest sub account feature with money lock, OTP enablement FUTURE PLANS
on mobile banking and secure my card. This educational
campaign has reached 225 million views through social media Looking ahead, BCA’s Transaction Banking division remains
and digital platforms, emphasizing cybersecurity awareness agile and committed to continuous innovation in response
amid the growing prevalence of AI-based scams. to technological evolution, regulatory frameworks, and
shifting customer behavior. BCA will continue to refine its
Customer service excellence remained central to BCA’s personalization engine to cater for diverse customer needs,
operations. Halo BCA, an omnichannel service hub, enhanced optimize transaction flows, and enhance fraud detection
its VoIP and in-app chat integration, now accessible through capabilities.
myBCA and Halo BCA App without additional communication
costs. In 2025, customer interactions through Halo BCA BCA continues to introduce embedded finance features across
exceeded 39 million engagements, reflecting its vital role its corporate and retail ecosystems, enabling businesses to
in the Bank’s digital transformation journey. offer BCA’s payment and credit solutions within their platforms.
Simultaneously, BCA will deepen collaboration with regulators
With the surge of digitalization and a strong multi-channel and industry players to strengthen interoperability, ensuring
network, the growth of customer acquisition through digital that Indonesia’s payment landscape grows in a safe, efficient,
channels shows a positive trend. In 2025, more than 60% of and inclusive manner.
account opening was done through various digital channels.
Since the first quarter of 2025, BCA customers residing Through these strategic efforts, BCA reaffirms its commitment
overseas may open their account using an overseas phone to becoming not only the transaction bank of choice, but
number. This initiative helped to boost customer growth also a trusted ecosystem enabler that supports Indonesia’s
since BCA now caters for the needs of Indonesian citizens sustainable digital economy.
residing overseas.
SUPPORTING GOVERNMENT
FOR FINANCIAL INCLUSION
AND DIGITAL ECONOMY
BCA’s transaction banking strategy in 2025 was anchored in
the principles of integration, inclusion, and sustainability. The
Bank actively supported BSPI 2025 through the expansion
of BI-FAST, SNAP-based API services, and QRIS Cross
Border payments with several countries within the Asia
region, enabling real-time and low-cost fund transfers for
both individual and corporate customers. Additionally, BCA
strengthened its partnerships with fintechs, e-commerce
players, and digital platforms to ensure inclusive access to
financial services across Indonesia’s diverse communities.
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Corporate Banking
“BCA delivers integrated solutions for its corporate customers
by leveraging its leading digital capabilities while maintaining
prudent risk management”
As Indonesia’s leading private bank, BCA served as a steadfast BCA’s digital flagship, KlikBCA Bisnis remains the primary
partner to corporate customers, facilitating growth through platform serving our wholesale customers, delivering secure
total solutions and strategic financing. BCA’s Corporate and seamless transaction experiences. Furthermore, the
Banking achieved a significant milestone, with the loan portfolio introduction of Ocean, BCA’s digital B2B Ecosystem solution,
growing 11.5% YoY to Rp478.9 trillion. This performance was continue to enhance customer stickiness by integrating
driven primarily by strong demand in investment and working banking solutions seamlessly into business workflows,
capital loans across the financial institution, telecommunication, creating a more connected and efficient ecosystem.
and forestry.
SYNDICATED LENDING: CATALYZING
MAINTAINING ASSET QUALITY THROUGH NATIONAL INFRASTRUCTURE
PRUDENT RISK MANAGEMENT
BCA is one of key lender in Indonesia’s infrastructure
Throughout 2025, BCA leverages ample liquidity and low development. In 2025, BCA actively participated in syndicated
cost of funds to offer competitive financing solutions. Our loans for financing, acquisitions, and business development
commitment to supporting national strategic programs in various sectors such as toll roads, mining, chemicals,
remains a core driver, reflected in BCA’s active participation polywood, telecommunications, water treatment, and energy.
in projects spanning from toll road construction to strategic
mining initiatives in copper, gold, nickel, along with the BCA participated in syndicated loans amounting to Rp45.0
development of the electric vehicle (EV) battery supply chain. trillion, from a total portfolio exposure of Rp207.5 trillion. By
acting as arranger, underwriter, participant, and agent, BCA
BCA’s unwavering commitment to prudent credit risk solidifies its role as a top-tier bank in the syndication market.
management has been instrumental in maintaining a high-
quality loan portfolio. Our strategy is built on sectoral FUTURE PLANS
diversification, exploration of emerging industries, and a
rigorous selection process for creditworthy debtors. This BCA Corporate Banking remains committed to sustainable
diversification underscores BCA’s balanced approach to growth by proactively adapting to shifting macroeconomic
capturing high-potential opportunities while managing risk. dynamics, including the potential moderation of interest
rates.
As a result, BCA’s corporate loan portfolio quality further
strengthen in 2025, with the Loan at Risk (LAR) ratio improved Looking ahead, BCA’s focus will be on strengthening digital
to 4.0%, down from 4.6% in 2024, while the Non-Performing platforms, namely myBCA Bisnis and Ocean, to deliver
Loan (NPL) ratio remained sound at 1.4%. integrated and secure banking experiences, while deepening
ecosystem engagement across high potential sectors. BCA
DEEPENING ENGAGEMENT THROUGH will also continue to optimize financing solutions for both local
DIGITAL TRANSACTION BANKING and foreign corporations to sustain BCA’s market leadership.
Corporate customers are the cornerstone of BCA’s transaction
banking ecosystem. By capitalizing our advanced digital
capabilities in collections, payments, and cash management,
BCA have strengthened BCA’s relationship with customers,
which in turn drives growth in BCA’s CASA and fee-based
income.
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Commercial and Small &
Medium Enterprise (SME) Banking
“BCA strengthens its connected ecosystem by harnessing data driven insights
and enhancing cash management capabilities, driving a solid and sustainable
growth”
BCA continued to advance the Commercial and SME Banking BUILDING MSME CAPABILITY
segment in 2025, supported by robust loan growth, deeper
customer engagement, and stronger cash management MSMEs continue to serve as a critical pillar of Indonesia’s
capabilities. Throughout the year, BCA intensified efforts to economy and BCA is committed to supporting their long-term
broaden BCA ecosystem presence by optimizing data-driven development through structured empowerment programs.
insights, enhancing lending infrastructure, and strengthening One of the flagship initiatives in 2025 was the BCA UMKM
the capabilities of relationship teams. These initiatives Fest, a hybrid event executed through Blibli and Grab for
enabled BCA to deliver consistent, high-quality financial online participation and held onsite at Gandaria City Mall.
solutions while reinforcing BCA’s position as a trusted banking The program showcased MSME products and facilitated
partner for commercial enterprises and small and medium- direct engagement with customers. More than 50 businesses
sized businesses. joined the onsite exhibition, and over 1,400 entrepreneurs
participated across both channels, aligning with the event’s
Total outstanding loans increased by 7.2% YoY to Rp277.7 theme “Serba Serbu di BCA UMKM Fest 2025”.
trillion, supported by a healthy utilization rate of 59%. This
performance reflects BCA’s focus on responsible growth and BCA also continued to expand the Bangga Lokal program,
long-term value creation for customers and stakeholders. a sustainability-driven initiative aimed at strengthening
market access for local brands. Through curated promotions,
ENHANCING CASH expanded exposure on digital platforms, and business-
MANAGEMENT SOLUTIONS matching sessions, the program provided MSMEs with
opportunities to reach wider domestic and international
Cash management remains a key enabler in supporting markets.
customer transactions within BCA’s ecosystem and driving
CASA growth. The number of Commercial & SME customers In parallel, BCA delivered the Go Export program, a structured
using Cash Management services increased 10% YoY. business-coaching initiative designed to help qualified MSMEs
become export-ready. In 2025, 27 MSMEs across sectors such
BCA continues to innovate across payable/receivable as agriculture, F&B, arts, and handicraft from Jabodetabek
management, as well as account & liquidity management. and Lampung joined the Go Export Incubation Program held
Through online virtual account and API services, BCA enables in Jakarta on 23–26 June 2025. This program equipped
streamlined operational workflows for customers. As a participants with practical insights on global standards, export
commitment to broaden BCA’s customer base, BCA expands documentation, and international-market entry strategies. BCA
business community ecosystems and establishes strategic also expanded the Go Halal initiative, a business facilitation and
partnerships by delivering personalized and tailored solutions certification program aimed at supporting MSMEs in obtaining
also running various bundling programs to answer specific halal accreditation. Through workshops and technical guidance,
customers’ needs in specific lines of business. BCA supported government efforts to strengthen Indonesia’s
halal ecosystem and targeted the issuance of 2,000 halal
During the year, BCA has developed several programs certificates for MSMEs across various regions.
to strengthen payroll penetration and retention, such as
Welcoming Payroll, Loyalty Payroll, and Payroll Executive,
providing numerous benefits for companies and their
employees. One of the benefits is payroll cash advance
facility that allows employees to access immediate funds
with automatic full repayment on the next payday.
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Meanwhile, the Go Digital program continued to accelerate Throughout the year, BCA strengthened lending infrastructure
MSME digital transformation by equipping business owners through greater automation, enhanced data integration, and
with knowledge on online marketing, digital operations, digital documentation. This enabled faster, more accurate
and technology adoption to enhance productivity and processing while allowing deeper insights into customer
competitiveness. Complementing these initiatives, the behavior and financing requirements. BCA also expanded the
Desa Binaan program continued its long-term focus on MSME Loan Processing Unit to ten additional cities, bringing
village empowerment through holistic economic, social, the total network to 72 cities across Indonesia and supporting
and educational support designed to uplift local communities broader lending penetration. As a result of these efforts, BCA’s
through mentoring, funding, and capacity-building activities. Macroprudential Inclusive Financing Ratio (RPIM) increased
to 22.8% in December 2025, driven predominantly by direct
QUALITY LOAN GROWTH and supply-chain financing.
BCA consistently upholds prudent lending principles, ensuring FUTURE PLANS
that each financing decision is grounded in a thorough
assessment of customer needs, business prospects, and Looking forward, BCA is embarking on a transformative
sectoral dynamics. Risk management discipline remains journey to redefine the client experience by empowering BCA
integral to the BCA’s lending approach through stringent relationship teams with deeper insights and advanced tools,
credit selection, on-going portfolio monitoring, minimizing allowing for more proactive and personalized advisory. BCA
concentration risks, proactive mitigation of early loan will enhance market penetration of its loan products into new
deterioration, and accelerating resolution of non-performing and existing markets, supported by prudent risk management.
loans. These efforts supported improvements in asset quality, BCA’s growth will be fueled by an acceleration in loan
including a reduction in Loan at Risk (LAR) from 5.9% to 5.0%, distribution and an expansion of BCA’s market footprint, all
while the NPL ratio remained at a prudent 2.1%. while leveraging data analytics as the core of BCA operational
and strategic decision-making.
To meet the diverse financing needs of MSMEs and commercial
customers, BCA continued offering a wide range of working- BCA will also continue to expand valuable business ecosystems
capital and investment financing instruments. Products and fortify strategic partnerships. This focused approach
such as Kredit Multiguna Usaha (KMU), Kredit Usaha Rakyat allows us to deliver increasingly personalized and integrated
(KUR), and Kredit Kemitraan supported businesses through solutions, which are fundamental to supporting both new
competitive structures and value-chain-based approaches. customer acquisition and the deepening of BCA’s existing
BCA also developed special credit schemes to support client relationships.
government-prioritized sectors, women-led enterprises,
and ESG-aligned businesses.
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Individual Banking
“Our growth momentum reflects BCA’s aspiration and commitment
to go beyond banking—delivering seamless experiences
and meaningful value to individual customers”
BCA’s main strategy remains anchored on fostering sustainable MORTGAGES
growth and stability by deepening BCA’s relationships with
individual customers. Through advanced data analytics of The mortgage portfolio grew by a healthy 5% YoY, reaching
customer behavior, transactions, and portfolios, BCA has Rp142.3 trillion as of December 2025. This steady growth was
successfully navigated market dynamics to enhance BCA’s significantly bolstered by BCA’s annual events such as the BCA
services and deliver exceptional value. Expo, held every February and August. The event drew strong
public interest with compelling offers, including a 3-year
This unwavering focus on the customer journey propelled fixed, 5-year fixed, and tiered fixed schemes. This initiative
significant growth in BCA’s customer base, which expanded helped in stimulating loan demand and reinforcing BCA’s
to over 34 million by the end of 2025. BCA’s hybrid service position as a market leader in the non-subsidized mortgage
model seamlessly integrates digital convenience, along with industry. Despite the challenging economic environment, BCA
the support of BCA’s extensive branch network, playing a vital maintained prudent risk management, ensuring sustainable
role for customer growth. growth of BCA’s mortgage portfolio.
BCA SOLITAIRE AND PRIORITAS SERVICE VEHICLE LOANS
In 2025, BCA continued to elevate the banking experience for Loan quality in the industry saw some deterioration particularly
BCA’s High Net Worth (HNWI) and Affluent customers through in retail loans. Particularly on auto loans, banking industry saw
BCA Solitaire and Prioritas memberships, which currently have falling collateral value due to the emergence of cheaper
200 thousand customers. As part of the Solitaire and Prioritas electric vehicles. Discipline in prudent banking is a must.
experience, customers enjoyed priority in branch and digital Despite worsening asset quality, overall non performing loan
services, have a dedicated Personal Banker and Relationship ratio and loan at risk ratio are manageable with adequate
PIC, which are trained wealth advisors who provide high loan loss reserve. Amidst these circumstances, BCA vehicle
quality banking solutions. BCA continues to enhance its value loan recorded a figure of Rp57 trillion at the end of 2025
proposition through expansion of exclusive privileges such (consolidated). Expanding horizons, BCA continues to pursue
as airport transfer and medical checkup. During the annual new opportunities across all segments, harnessing data-
BCA Expo 2025, Solitaire and Prioritas members enjoyed driven insights while reinforcing strong risk management. BCA
access to an exclusive lounge, special interest rates, and remains positive and strengthens strategic collaborations with
unique offers from BCA Prioritas partners. leading car brands and dealers across Indonesia. Synergies
with BCA’s subsidiaries, BCA Finance, remained a key pillar
Recognizing the importance of nurturing the next generation, of BCA’s strategy.
BCA continues to invest in the BCA Young Community (BYC),
a community for young entrepreneurs and inheritors within CREDIT CARDS
BCA’s Solitaire and Prioritas families. The community provides
a space for networking and gaining insights from seasoned As a leading credit card provider, BCA continues to facilitate
business leaders, with various BYC events held throughout BCA’s customers’ diverse lifestyles through a wide range of
the year, serving as a cornerstone for engagement. proprietary and co-branded cards. BCA’s partnerships with
top international principals like Visa, Mastercard, American
Express, UnionPay and JCB, along with collaborations with
premier airlines and e-commerce leaders, offer convenience
and value, both domestically and internationally. Credit card
portfolio grew 11.4% YoY, together with other consumer
loans, reaching Rp22 trillion as of December 2025. Various
promotional programs and special events held throughout
the year successfully boosted customer engagement and
transaction volume.
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WEALTH MANAGEMENT FUTURE PLANS
Wealth management booked stellar performance during Looking ahead to 2026, Individual Banking will intensify its
2025, recording solid investment Assets Under Management focus on personalization, as well as building and enriching
(AUM) growth of 17% by the end of 2025. This was driven by a BCA’s customer ecosystem. BCA will continue to harness
31% YoY increase in the number of investors throughout 2025. data analytics to deeply understand customer needs and
proactively offer tailored portfolio solutions.
In 2025, BCA wealth management presented diverse new
products in both Investments and Bancassurance. Now, Collaboration will still be BCA’s focus, strengthening
customers can also design their investment goals through partnerships with BCA’s subsidiaries and third parties to
the “Investment Goal” feature on the myBCA application. co-create unique products and integrated experiences
within BCA’s platforms. Furthermore, BCA will enhance
BCA commits to continuously educate its customers on BCA’s customer relationship management systems to boost
wealth products, especially through its annual wealth efficiency and elevate the customer experience, ensuring
event, BCA Wealth Summit 2025, held in September with BCA remains the trusted transaction banking partner for
the theme “Strengthening Wealth Longevity”. Additionally, BCA’s customers.
for the second time, BCA held BCA Runvestasi 2025, themed
“Wealth-Life Balance”, a virtual running event aimed at
increasing awareness of the importance of both physical
and financial health.
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Treasury and International Banking
“Delivering greater value for customers through seamless and integrated
Treasury & International Banking solutions”
BCA is expanding its Treasury and International Banking In custodial services, BCA strengthened its leadership position
business with a clear focus on prudent liquidity management, by managing Rp524 trillion in assets, an increase of 21% YoY,
innovative financial solutions, and enhanced global capabilities with more than 500 thousands registered securities accounts.
to empower customer growth. This reflects the continued trust customers place in BCA to
safeguard and manage their diverse financial assets.
In response to the acceleration of global commerce,
BCA is strengthening its international banking services to TRADE FINANCE
meet complex, real-time needs through a comprehensive
ecosystem that includes cross-border remittances and trade To support Indonesia’s growing international trade flows,
finance. By connecting Indonesia with the global economy, BCA has rigorously refined and digitized its trade finance
BCA ensures customers enjoy seamless and secure access to processes. BCA proprietary digital platform, Client Trade,
the international financial system, allowing them to transact empowers customers to apply for Letters of Credit (LC) and
and invest with confidence. domestic letter of credit (SKBDN) through a simplified, secure,
and fully transparent online portal. This digital transformation
In 2025, BCA managed Rp414.7 trillion in treasury assets, accelerated processing, reduced administrative burdens, and
representing 26.1% of BCA total assets. This scale testifies provided businesses with the agility and confidence needed
to BCA commitment to strong liquidity management and to compete on the global stage.
disciplined asset allocation. Despite market volatility,
BCA maintained a robust liquidity position by strategically REMITTANCE
allocating excess funds into risk-measurable and optimum
return enhancing instruments, including BI monetary In 2025, BCA continued to strengthen its remittance services
instruments, government bonds, and selected corporate through digital channel. Transaction conducted via e-channel
bonds. This measured approach reflects BCA’s dedication recorded a 27% YoY increase, reflecting strong adoption
in creating returns while safeguarding liquidity. of BCA’s digital capabilities. As part of its commitment
to supporting national economic resilience, BCA actively
DELIVERING COMPREHENSIVE contributes in enhancing cross-border transaction efficiency,
TREASURY SOLUTIONS including through participation in the Local Currency
Transaction (LCT) framework. This initiative enables BCA
BCA offers an extensive suite of treasury solutions designed to facilitate international trade transactions using local
to help customers manage risks, diversify investments, and currencies with Malaysia, Thailand, Japan, China, South Korea
seize market opportunities. These solutions include FX spot, and the United Arab Emirates. These efforts help strengthen
FX forward, and FX swap transactions; cross-currency and a more resilient regional payment ecosystem and support
interest rate swaps; and structured products. Complementing long-term economic cooperation.
these are BCA alternative investment and hedging solutions,
including Call Spread Options, FX Options, Swap-Linked
Deposits, Dual Currency Investment, Domestic Non-
Deliverable Forward (DNDF), BI FX Term Deposits, money
market time deposits, and bonds. BCA also supports Local
Currency Transactions (LCT) to facilitate smoother cross-
border payments, helping customers reduce foreign currency
exposure and supporting regional economic integration.
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FINANCIAL INSTITUTION PARTNERSHIPS FUTURE PLANS
BCA relationships with global correspondent banks remain a Looking ahead, BCA is committed to elevating Treasury and
cornerstone of its international banking services. By upholding International Banking as key engines for customer value by
stringent KYC (Know Your Customer) and AML (Anti-Money optimizing digital channels to deliver integrated services for
Laundering) standards, BCA maintains the reliability and corporate and retail customers. BCA is reinforcing its cross-
integrity required to operate across diverse and evolving border payment infrastructure and broadening strategic
jurisdictions. BCA also continues to broaden its partnerships partnerships with regional banks and fintech to enhance
with Non-Bank Financial Institutions (NBFIs), including fintech, global reach and liquidity management. These efforts are
payment operators, migrant worker remittance providers, supported by internal digital transformation, leveraging data
and business payment platforms. and automation to ensure high efficiency, compliance, and
resilience.
Through the optimization of FIRE API as an international transfer
facility to BCA accounts and cash integrated with BI-FAST, By embracing technological advancements and evolving
as well as support for QR Cross Border services in Thailand, global dynamics, BCA focuses on delivering solutions that
Malaysia, Singapore, Japan and China, BCA provides secure, meet current needs while anticipating future opportunities.
efficient, and real-time cross-border transaction solutions to Through these initiatives, BCA reaffirms its commitment to
strengthen economic activity and regional financial inclusion. supporting Indonesia’s economic progress and deepening
financial connectivity. BCA continues to mainly focus on in
creating sustainable value for customers, shareholders, and
stakeholders within an increasingly interconnected global
ecosystem.
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Business Support
Risk Management
“BCA proactively manages risk to strengthen long-term value creation for
stakeholders”
BCA implements risk management policies in accordance BCA considers the magnitude of risks and trends from the
with prevailing regulations and international best practices. In Bank Risk Profile Report as well as supporting factors in the
addition, BCA continuously improves risk awareness through capital adequacy analysis to determine the business model
risk management training for all work units to ensure a strong and its interaction with the overall risk profile.
understanding of risk and their roles in risk management.
Credit Quality
RISK MANAGEMENT FOCUS IN 2025 BCA consistently applies strict risk management discipline
in managing its credit portfolio. This effort is reflected in the
In implementing its business strategies and activities, BCA Non-Performing Loan (NPL) ratio of 1.7% as of December 2025.
continues to prioritize the principle of prudence through The portion of restructured loans to total loans decreased
the application of sound risk management principles while by 53 bps to 2.7%, compared to the previous year, in line
adhering with applicable regulations and considering business with improving economic conditions and increased business
environment developments. Throughout 2025, BCA’s risk activity among debtors. This was also reflected in a 50 bps
management system implementation focused on several decrease in the Loan at Risk (LAR) ratio to 4.8% of total loans
key activities, including: at the end of 2025.
• Updating the policies and procedures for Corporate,
Commercial, SME, Consumer, Credit Card, and BCA To anticipate potential credit risks, BCA has a total allowance
Paylater, as well as Interbank Loans. for impairment losses of Rp32 trillion, which is considered
• Adjusting policies and procedures related to compliance adequate to anticipate potential future non-performing loans.
with Law No. 27 of 2022, dated October 17, 2022,
concerning Personal Data Protection and ISO 27701, as Liquidity
well as policies regarding information security referring BCA is committed to maintaining an adequate liquidity
to ISO 27001, through the issuance of a personal data position while monitoring the balance between short-term
protection policy, including ensuring its implementation liabilities and the availability of short-term funds. BCA also
and disseminating information related to personal data ensures sufficient funds for liquid and low-risk short-term
protection. placements, particularly in securities issued by Bank Indonesia,
• Adjusting policies for operational risk management which are relatively risk-free.
activities using the Operational Risk Management
Information System (ORMIS) application. BCA’s Loan-to-Deposit Ratio (LDR) in December 2025 was
• Developing an Integrated Risk Management Information recorded at 76.75%. Meanwhile, the Liquidity Coverage Ratio
System (IRMIS) application to support the preparation of (LCR) and Net Stable Funding Ratio (NSFR) remained solid, at
several reports related to risk management implementation 310.8% and 158.8%, respectively.
for regulators.
• Conducting a market risk assessment on the implications of Capital Position
the transition from LIBOR to alternative reference interest BCA always maintained adequate capital in 2025 to
rates (ARRs) and preparing a system to accommodate support the sustainable business growth of the Bank and
derivative transactions using alternative reference interest its subsidiaries. In December 2025, BCA’s consolidated
rates. Capital Adequacy Ratio (CAR) was 30.4%. The Bank’s capital
• Enhancing the implementation of risk management related requirements were met through organic capital growth
to cybersecurity and information technology, referring to supported by healthy profitability.
regulatory provisions and national/international standards,
including adjusting policies, procedures, and tools used
in risk management.
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In accordance with POJK No. 14/POJK.03/2017 regarding BCA also implements Personal Data Protection in accordance
the Recovery Plan for Systemic Banks, which was updated with Law No. 27 of 2022, dated October 17, 2022, concerning
through Chapter III concerning the Recovery Action Plan in Personal Data Protection. This includes appointing a Personal
POJK No. 5 of 2024 concerning Determination of Supervision Data Protection Officer and adjusting policies and procedures.
Status and Handling of Commercial Bank Problems, BCA has:
• Issued subordinated bonds amounting to Rp500 billion in RISK MANAGEMENT DISCLOSURE
2018 to fulfill its obligation to issue debt securities with
capital characteristics, of which Rp435 billion matured Disclosure of risk management principles and risk exposure,
in 2025. including BCA’s capital, refers to OJK Circular Letter No. 9/
• Prepared and submitted its first Recovery Plan Document SEOJK.03/2020 dated June 30, 2020, concerning Transparency
in 2017 and has routinely submitted Recovery Action Plan and Publication of Conventional Commercial Bank Reports.
Updates to the Financial Services Authority (OJK) annually
(2018 to 2025). I. Implementation of BCA Risk Management
BCA has implemented risk management in accordance with
Furthermore, in accordance with LPS Regulation No. 1 of OJK Regulation No. 18/POJK.03/2016 dated March 16, 2016,
2021 concerning Resolution Plans for Commercial Banks, concerning the Implementation of Risk Management for
as amended by LPS Regulation No. 2 of 2024 concerning Commercial Banks, as follows:
Resolution Plans for Commercial Banks, BCA has also
submitted its Resolution Plan to the Deposit Insurance I.A. Active Supervision of the Board of
Corporation (LPS) for the first time in 2022 and updated it Commissioners and Directors
in 2024. The Board of Commissioners and Directors are responsible
for the effective implementation of risk management at
Exchange Rate Risk BCA. The implementation of active supervision by the Board
Facing Rupiah exchange rate volatility due to global economic of Commissioners and Directors refers to the duties and
dynamics, BCA implements prudent exchange rate risk responsibilities stipulated in the Articles of Association and
management through conservative management of its Net applicable internal and external regulations.
Open Position (NOP). As of December 2025, the Company’s
NOP was recorded at 0.1% to equity, well below the regulatory Active supervision related to the implementation of risk
threshold of 20%. management has been carried out by:
1. Board of Commissioners
Operational Risk a. Approving and evaluating risk management policies,
In implementing comprehensive operational risk management, strategies, and frameworks.
BCA manages three main aspects: People, Process, and b. Ensuring the effective implementation of risk
Technology, which are realized through an operational risk management policies and processes.
management framework of which includes the identification, c. Providing guidance for periodic improvements in the
measurement, monitoring, and control of risks across all bank implementation of risk management policies.
operational activities. d. In performing its duties, the Board of Commissioners
is supported by, among others, the Audit Committee,
As a form of operational risk management, BCA periodically the Risk Oversight Committee, and the Remuneration
calculates Risk-Weighted Assets (RWA) for Operational and Nomination Committee.
Risk in accordance with the methodology and standards 2. Board of Directors
established by the regulator. BCA also maintains the quality a. Developing and evaluating risk management policies,
of operational risk incident data through regular evaluations strategies, and frameworks, by considering risk
of the mechanisms for identifying, collecting, and managing appetite and risk tolerance.
operational risk loss data, as well as disseminating information b. Responsible for the implementation of risk
to work units to ensure understanding and implementation. management policies, strategies, and frameworks,
including monitoring internal and external conditions
BCA implements an organizational structure and policies/ directly or indirectly affecting BCA’s business strategy.
regulations adhering to regulatory requirements to anticipate c. In performing its duties, the Board of Directors is
risks related to the implementation of information technology, supported by several committees, including the
including cybersecurity risks. Some of the policies/provisions Risk Management Committee (RMC), the Integrated
implemented include: Risk Management Committee (IRMC), and other
• Basic IT Risk Management Policy (KDMRPTI), IT committees such as the Asset and Liability Committee
Implementation Policy (KPTI), Cybersecurity Risk (ALCO), the Credit Policy Committee (CPC), the
Management Policy (KMRKS), and Information System Credit Committee (CC), the Information Technology
Security and Cyber Resilience Policy (KKS). Steering Committee (ITSC), and Employee Relations
• Provisions related to information asset protection Committee.
• Disaster Recovery Plan
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BCA has also established a Risk Management Division (MRK) 2. Periodically evaluating risk measurement systems and
organizational structure with the mission of ensuring BCA procedures to ensure the suitability of assumptions,
and its subsidiaries effectively and efficiently mitigate risks measurement accuracy, and the fairness and integrity
through identification, measurement, monitoring, control, of data.
and reporting in accordance with the risk management 3. Monitoring and reporting risk exposures periodically and
framework; and are capable of responding to emergency continuously to management by comparing actual risks
situations threatening the bank’s business continuity. with established risk limits to ensure the risk exposures
are maintained within BCA risk tolerance limits.
I.B. Adequacy of Risk Management Policies 4. Submitting reports, including Risk Profile Reports, Credit
and Procedures, and Risk Limit Determination Portfolio Reports, and Company Work Plan Achievement
The adequacy of risk management policies and procedures, Reports, to management on a regular, accurate, and timely
and the determination of risk limits, is reflected in, among basis.
other things: 5. Developing a risk management information system
1. Having policies, procedures, and risk limit determination consistently aligning with business needs, complexity,
aligning with BCA’s risk appetite, risk tolerance, and overall and developments to provide accurate, complete,
strategy, by considering BCA’s capital capacity to absorb informative, timely, and reliable information to support the
risk exposure or losses, past loss experience, human measurement, monitoring, and control of emerging risks.
resource capabilities, and compliance with regulatory
requirements. I.D. Comprehensive Internal Control System
2. Conducting periodic evaluations and updates, involving The implementation of the internal control system to support
relevant work units, to ensure compliance with regulatory BCA’s risk management is presented in full on page 377-380
requirements and external and internal developments/ in the Internal Control System section of this Annual Report.
changes.
I.C. Adequacy of Risk Identification, Measurement,
Monitoring, and Control Processes, and
Risk Management Information Systems
The implementation of risk identification, measurement,
monitoring, and control as part of the risk management
implementation process is adequate, as evidenced by, among
other things:
1. Identifying risks through analysis of all risk sources from
the Bank’s products and activities and undergoing a proper
risk management process before implementation.
GENERAL MEETING OF SHAREHOLDERS
BOARD OF DIRECTORS BOARD OF COMMISSIONERS
Asset & Liability Remuneration
and Nomination
Committee PRESIDENT DIRECTOR Committee
Credit Policy Risk
Committee Oversight
Committee
Credit
Committee Integrated
Internal
Corporate
Risk Audit Governance
Management Committee
Committee
Audit
Information Committee
Technology
Steering
Committee
reporting lines
Employee
Relations DEPUTY PRESIDENT DIRECTOR DEPUTY PRESIDENT DIRECTOR
monitoring lines
Committee (BUSINESS BANKING) (TRANSACTION BANKING & OPERATIONS)
communication lines
Integrated
Risk
Management CREDIT & COMPLIANCE & HUMAN coordination lines
Committee RISK MANAGEMENT
LEGAL CAPITAL MANAGEMENT DIRECTOR 2)
DIRECTOR DIRECTOR 2)
1. Oversee internal audit
/ risk management /
compliance function
EXECUTIVE VICE of subsidiaries in
PRESIDENT association with
integrated corporate
SUBSIDIARIES
Anti governance & integrated
Credit Risk Credit Risk Management risk management
Analysis Legal Fraud
Recovery application.
Central Capital 1)
Ventura 2. Compliance & Risk
Management Director
Bank Digital oversees subsidiaries
BCA risk as part of integrated
risk management
BCA Sekuritas Enterprise Operational Business * Effectively liquidated by January 3, 2026
Credit Risk Market Risk Cyber Security
Risk Risk Continuity & Crisis
Management Management Risk Management
Management Management Management
BCA Finance Ltd.
Hong Kong*
BCA Syariah
Asuransi
Umum BCA
Asuransi Jiwa
BCA
BCA Finance
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REVIEW OF THE BANK’S RISK Implementation of Basel
MANAGEMENT SYSTEM EFFECTIVENESS BCA continues to prepare for the implementation of
Basel in Indonesia and and participates in supporting
The BCA Board of Commissioners and Directors evaluate the implementation of Basel III, both in terms of capital
the effectiveness of the Bank’s risk management and liquidity, which has been implemented through the
system, supported by subordinate committees. These implementation of SEOJK.
committees meet regularly to discuss and provide input
and recommendations to the Board of Commissioners and Risk Appetite
Directors. BCA defines risk appetite as the level and type of risk that
BCA is willing to undertake to achieve its business objectives.
BCA also periodically evaluates: The risk appetite established by BCA is reflected in the Bank’s
• Policies and methodologies used in assessing various business strategies and objectives.
types of risks
• The adequacy of policies, procedures, and limit setting Stress Test
• The adequacy of risk identification, measurement, BCA, both as a bank-only entity and integrated with its
monitoring, and control processes subsidiaries, regularly and continuously conducts stress tests
• The effectiveness of the overall internal control system for credit risk, market risk, and liquidity risk using various
scenarios, including bank-specific stress scenarios and
Policies, procedures, and methodologies are evaluated and general market stress scenarios, including climate-related
updated periodically to maintain compliance with regulations stress scenarios, and conducts in-depth analysis of the
and operational conditions. Evaluation of risk management factors and parameters involved in the stress tests.
effectiveness is also conducted through periodic reports sent
to the Board of Commissioners and Directors, including the Stress test results conducted for credit, market, and liquidity
Risk Management Policy Implementation Report, Risk Profile risks are favorable, indicating capital and liquidity remains
Report, Risk Update, and other related reports. adequate to anticipate potential losses arising from the
established scenarios.
In 2025, the Board of Commissioners and Directors declared
that BCA’s internal control and risk management systems were II. BCA Capitalization
effective, adequate, and capable of managing business risks BCA’s capital structure consists of:
and opportunities to support BCA in achieving its business • Core capital (Tier 1) reached 96.3% of total capital, or
objectives without compromising financial performance, Rp273.9 trillion, an increase of 7.3% compared to the
compliance, and/or reputation. BCA maintains internal control previous year.
and risk management systems capable of anticipating and • Additional core capital (Tier 2) constitutes 3.7% of BCA’s
managing risks by considering risk profile changes resulting total capital, or Rp10.5 trillion. This additional core capital
from business strategy shifts, external factors, and regulatory largely consists of general reserves for Asset Quality
requirements. Assessment (PPKA).
Capital Component (consolidated - in billion Rupiah)
2025 2024 2023
Capital 284,352 265,198 242,694
Tier 1 Capital 273,829 255,311 233,702
Tier 2 Capital 10,523 9,887 8,992
Risk Weighted Assets
936,368 910,184 825,611
(Credit, Operational and Market Risk)
Capital Adequacy Ratio (CAR) - consolidated 30.4% 29.1% 29.4%
Capital Adequacy Ratio (CAR) - non consolidated 29.8% 29.4% 29.4%
Management Policy on Capital Structure
BCA’s capital adequacy is calculated using the Capital Adequacy Ratio (CAR) indicator. BCA maintains an adequate capital
level with a CAR of 29.8%, exceeding the minimum requirement based on its risk profile, including an additional buffer of
2.5%. BCA has established buffers in compliance with Bank Indonesia (PBI) regulations regarding the mandatory fulfillment
of the Capital Conservation Buffer, Countercyclical Buffer, and Capital Surcharge as a systemic bank.
BCA’s capital requirements are fully met through healthy financial performance growth. A portion of BCA’s net profit is
retained annually to increase capital.
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Basis for Establishing Management Policy on Risk Management Strategy for Activities with Significant
Capital and Debt Structure Credit Risk Exposure
BCA’s capital policy is continuously adjusted to consider BCA formulates its risk management strategy in alignment
business potential while applying the prudential principle. with the overall business strategy while considering
Referring to OJK regulations, the Board of Directors prepares risk appetite and risk tolerance. BCA also develops risk
a capital plan and debt structure as part of the Bank’s Business management strategies to ensure its risk exposure remains
Plan, subject to the Board of Commissioners’ approval. The managed and controlled in accordance with credit policies,
capital structure policy refers to POJK No. 11/POJK.03/2016 internal procedures, laws, and other applicable regulations.
dated February 2, 2016, POJK No. 34/POJK.03/2016 dated
September 26, 2016, and POJK No. 27/POJK.03/2022 dated BCA’s risk management strategy is structured based on the
December 28, 2022 concerning Minimum Capital Adequacy following general principles:
Requirements for Commercial Banks. • Long-term oriented to ensure BCA’s business continuity
considering economic cycles/conditions;
III. Disclosure of Risk Exposure and • Comprehensively controlling and managing risks for BCA
Implementation of Risk Management and its Subsidiaries;
The following is an overview of the risk exposures faced by • Achieving expected capital adequacy accompanied by
BCA in its operations and the risk management implementation adequate resource allocation.
designed to minimize the impact of such risks
BCA’s risk management strategy above is formulated
III.A. Disclosure of Credit Risk Exposure and considering the following factors:
Implementation of Credit Risk Management • Economic and business developments and potential
impacts resulting from risks faced by BCA;
Credit Risk Management Organization • BCA’s organizational structure, including the adequacy of
BCA has developed a structured credit risk management human resources and supporting infrastructure;
organization to support robust lending principles with strong • BCA’s financial condition, including the ability to generate
internal controls. This involves the Board of Commissioners, profit and BCA’s capacity to manage risks arising from
Board of Directors, Chief Risk Officer, and business units changes in external and internal factors;
performing credit risk management functions (credit business
units and credit risk analysis units) as follows: Credit Concentration Risk Management Policy
1. Board of Commissioners: Responsible for approving the BCA manages credit concentration risk by determining limits
Bank’s credit plan and overseeing its implementation, for, among others, industrial sectors, foreign currencies,
approving the Bank’s Basic Credit Policy, and seeking specific credit facility types, as well as individual and
clarification from the Board of Directors regarding any business group exposures. Alongside developments in rating
deviations from established credit policies. databases, technology, human resources, Bank complexity,
2. Board of Directors: Responsible for preparing credit markets, and existing regulations, the Bank actively manages
plans and policies, ensuring the Bank’s compliance the loan portfolio by optimizing capital allocation within
with prevailing laws and regulations in the field of acceptable risk appetite and risk tolerance levels.
credit and credit policies, and reporting to the Board of
Commissioners on matters such as the implementation of Credit Risk Measurement and Control
credit plans, deviations in the implementation of credit For internal purposes, BCA utilizes measurements based
provision, developments in the quality of the credit on internal ratings serving as tools in the credit decision-
portfolio, and credit under special supervision or non- making process. Credit risk control is conducted through
performing loans. the establishment of an independent internal credit review
3. Chief Risk Officer: A BCA Director responsible for system for effective credit risk management implementation,
managing credit, market, operational, and other risks including:
within the Bank (hereinafter referred to as the Risk • Evaluation of credit administration processes;
Management Director). • Assessment of internal risk rating accuracy or the use of
4. Credit Risk Management Units (Credit Business Unit and other monitoring tools;
Credit Risk Analysis Unit): Serving as the risk owners • Effectiveness of business units and Bank officers
responsible for credit risk management. performing individual credit quality monitoring.
Additionally, BCA maintains dedicated committees supporting
the Board of Directors in the credit process, such as the Credit
Policy Committee (CPC), Credit Committee (CC), and Risk
Management Committee.
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Additionally, the Bank implements an early detection system Credit Risk Mitigation
for non-performing or potentially problematic loans, enabling Primary collateral accepted to mitigate credit risk consists
early mitigation efforts to minimize the impact of non- of solid collateral in the form of cash collateral and/or land
performing loans on the overall portfolio. and buildings due to their relatively high liquidity and fixed
nature, allowing for immediate liquidation should a debtor/
Through continuous identification, measurement, and debtor group’s loan enter a non-performing category.
monitoring, BCA manages and develops methodologies for
controlling country risk and transfer risk. Collateral appraisal is generally conducted by an independent
appraiser. If an independent appraiser is not available at the
Expected Credit Loss location, the collateral valuation will be conducted by internal
In calculating expected credit losses, the Bank accounts appraisal staff not involved in the credit granting process.
for macroeconomic forecast influences and determines To monitor the physical condition of collateral pledged by
weighted probabilities regarding the likelihood of macro debtors to BCA, collateral reviews are conducted periodically.
scenarios. Various Macroeconomic Variables (MEV) are utilized
in PSAK 109 modeling based on statistical analysis results The main parties providing collateral/guarantee are analyzed
aligning MEVs with historical data for impairment model during credit processing, and the creditworthiness is
construction. The Bank reviews these expected credit loss determined using the Four Eyes Principle. Credit decisions
calculations and macroeconomic forecasts periodically. are made by two independent parties: business development
and credit risk analysis.
Policy Related to Wrong-Way Risk Exposure
In anticipating wrong-way risk exposure due to adverse Furthermore, to mitigate potential credit risk, BCA’s credit
market price movements, BCA adds a capital charge for portfolio is well diversified across credit categories and
weighted exposure from Credit Valuation Adjustment (CVA) industries/economic sectors. It regularly monitors, validates,
risk-weighted assets in accordance with OJK Circular Letter and fine-tunes credit scoring based on historical data, risk
No. 23/SEOJK.03/2022 concerning the Calculation of Risk- trends, and portfolio performance to ensure the model
Weighted Assets for Market Risk for Commercial Banks. remains relevant, accurate, and aligned with the company’s
risk profile and credit policies.
Implementation of Credit Risk Measurement using the
Standardized Approach III.B. Disclosure of Market Risk Exposure and
In calculating Risk-Weighted Assets (RWA) for credit risk, the Implementation of Market Risk Management
Bank refers to OJK Circular Letter No. 24/SEOJK.03/2021
concerning the Calculation of Risk-Weighted Assets for Credit Market Risk Management Organization
Risk Using the Standardized Approach for Commercial Banks, The Board of Commissioners and Directors are responsible
and OJK Circular Letter No. 48/SEOJK.03/2017 concerning for ensuring the implementation of market risk management
Guidelines for the Calculation of Net Claims on Derivative aligns with the strategic objectives, scale, business
Transactions in the Calculation of Risk-Weighted Assets for characteristics, and market risk profile potentially impacting
Credit Risk Using the Standardized Approach. the Bank’s capital adequacy, as well as ensuring market risk
management implementation is integrated with other risks
RWA for Credit Risk using the Basel III Standardized Approach to manage the Bank’s overall risk profile effectively.
is calculated based on ratings issued by OJK-recognized
rating agencies as regulated in OJK Circular Letter No. 37/
SEOJK.03/2016 regarding Rating Agencies and Ratings
recognized by OJK.
Counterparty credit risk arises from Over the Counter (OTC)
derivative transactions and repo/reverse repo transactions
in both trading book and banking book positions. Credit limit
determination related to counterparty credit risk is adjusted
to counterparty needs, the Bank’s risk appetite, and existing
regulations, including POJK No. 32/POJK.03/2018 and POJK
No. 38/POJK.03/2019 concerning Legal Lending Limits and
Large Exposure for Commercial Banks.
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The Board of Directors delegates authority and responsibility to the following parties:
Parties Authorities and Responsibilities
Asset Liability Committee (ALCO) Determining exchange rate and interest rate policies and risks.
Risk Management Division Supporting ALCO in monitoring and measuring exchange rate and interest rate risks.
Managing the overall foreign exchange and interest rate transaction operations in the Bank’s trading
book, namely:
• Responsible for maintaining the Net Open Position (NOP) and mitigating interest rate risk in the
Treasury Division
trading book, and ensuring the Bank complies with Bank Indonesia regulations regarding NOP.
• Responsible for the operational management of securities trading and foreign exchange
transactions to meet customer needs and/or generate income.
Responsible for managing foreign exchange transactions in their respective regions/branches,
in accordance with established limits. In principle, foreign exchange transactions in regions/
Regional and Branch Offices
branches are covered by the Treasury Division. Limits for each region/branch are set based on their
operational requirements for managing foreign exchange transactions.
Trading and Banking Book Portfolio Management Monitoring and measurement of interest rate risk exposure
Portfolios exposed to interest rate and exchange rate risk are in the banking book are reported to the Board of Directors/
managed by establishing and monitoring the use of Nominal ALCO monthly.
Limits (Securities, Net Open Position), Value at Risk (VAR)
Limits, and Stop Loss Limits. The valuation method used is Anticipation of Market Risk for Foreign Currency Transactions
based on the transaction price (close-out prices) or market and Securities Transactions
price quotations from independent sources. Steps and plans taken to anticipate market risk for
transactions related to exchange rate and interest rate risk
If market prices from independent sources are not available, include establishing and controlling market risk limits, such
pricing is based on the yield curve. as VaR Limits, Nominal Limits, and Stop Loss Limits, as well
as conducting stress tests to measure risk.
Market Risk Measurement
For daily market risk monitoring (exchange rate and interest III.C. Disclosure of Operational Risk Exposure
rate), market risk is measured in the form of Value at Risk and Implementation of Operational Risk
using the historical simulation method. For calculating the Management
Minimum Capital Adequacy Requirement (CAR), market risk is
calculated using the standard method established by the OJK. Operational Risk Management Organization
Bankwide Operational Risk Management implementation
Trading and Banking Book Portfolio Coverage Calculated refers to the three lines model principles, comprising:
in the CAR • Board of Commissioners and Directors
The following is the portfolio coverage calculated in the CAR: Ensuring risk management implementation is adequate
• Exchange rate risk, by considering the trading and banking according to the Bank’s characteristics, complexity,
books. Exchange rate risk may arise from Today (TOD), and risk profile, as well as maintaining a thorough
Tomorrow (TOM), Spot, Forward, Swap, Domestic Non- understanding of the types and levels of risk inherent in
Delivery Forward (DNDF), Option, and Structured Product the Bank’s business activities.
exchange rate transactions. • Risk Management Committee
• Interest rate risk, by considering the trading book. Interest Ensuring the risk management framework provides
rate risk may arise from securities transactions, Forwards, adequate protection against risks faced by the Bank.
and Swaps. • Risk Management Division (MRK)
• Equity risk (for subsidiaries), by considering the trading Ensuring the Bank implements risk management correctly
book. Equity risk may arise from equity trading transactions through identification, measurement, monitoring, control,
the subsidiaries may engage in. and reporting in accordance with the risk management
framework, while maintaining the capability to handle
Interest Rate Risk in Banking Book (IRRBB) emergency situations threatening the Bank’s business
Interest rate risk in the banking book (IRRBB) arises from continuity.
movements in market interest rates contrary to the Bank’s • Internal Audit Division (DAI)
positions or transactions, which may impact the Bank’s Examining and assessing the adequacy and effectiveness
interest income and the economic value of the Bank’s capital. of the Bank’s risk management, internal control, and
The interest rate risk measurement method uses the earnings governance processes.
approach and economic value approach, in accordance • Operation Strategy & Development Group (POL)
with OJK Circular Letter No. 12/SEOJK.03/2018 concerning Reviewing, formulating, and ensuring operating and
the Implementation of Risk Management and Standard Risk service policies and procedures by considering business
Measurement for Interest Rate Risk in the Banking Book. and operational needs, compliance with regulators and
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other related institutions, risk management and controls, In ensuring operational continuity during disruptions, the Bank
and communicating these to branches and related work implements a Business Continuity Management framework
units to ensure easy understanding and effective, efficient through:
implementation. • Providing a Disaster Recovery Center (DRC) and Secondary
• Work Units (Business and Support Units) Work Place (SWP) to support operational recovery.
Serving as risk owners responsible for day-to-day • Executing the Business Continuity Plan (BCP), including
operational risk management and reporting operational BCP testing and awareness activities at least once a year.
risk issues and/or events to MRK. • Providing a Command & Crisis Center at a separate
location to serve as the coordination and decision-making
Mechanism for Identifying and Measuring Operational Risk hub during crises.
The Bank implements Risk and Control Self-Assessment (RCSA) • Conducting evacuation drills and providing building
as a means of periodic risk identification, measurement, protection facilities across all Bank operational locations.
monitoring, and control across all branch offices, regional
offices, and head office work units. New Product and Activity Risk Management
In developing new products (covering the provision of
In addition to RCSA, the Bank utilizes a Loss Event Database products, services, and/or facilities for the benefit of
(LED) and Key Risk Indicators (KRI). The LED aims to administer customers), the Bank considers the following aspects:
and analyze operational risk loss events occurring or • Product issuance and activities are governed by internal
potentially causing losses to the Bank, serving as a basis for regulations aligned with regulatory requirements, requiring
operational risk capital charge calculations and event follow- Board of Directors’ approval and reporting to the Board
up monitoring. Meanwhile, KRIs function as early warning signs of Commissioners.
for potential increases in operational risk within a work unit • Product development is executed through structured
and as tools to identify weaknesses in processes, procedures, stages, from planning, development, and testing to
and controls. implementation, accompanied by a risk assessment
process and ensuring adequate accounting recording
The implementation of RCSA, LED, and KRI methodologies methods.
is conducted through the Operational Risk Management • Implemented products are evaluated periodically to
Information System (ORMIS) application. ensure target achievement, risk mitigation adequacy, as
well as the application of information transparency and
Operational Risk Mitigation Mechanism good governance principles for customers.
In mitigating operational risk, the Bank strengthens its people,
process, and technology aspects through: III.D. Disclosure of Liquidity Risk Exposure and
• Regular implementation of Risk Awareness Programs to Implementation of Liquidity Risk Management
foster a risk-aware culture among all BCA stakeholders.
• Formulating and updating policies, procedures, and limits Liquidity Risk Management Organization
to align with organizational developments and regulatory The Board of Commissioners and Directors are responsible
requirements. for ensuring liquidity risk management implementation
• Implementing internal control systems, specifically aligns with the Bank’s strategic objectives, scale, business
observing principles such as dual control and segregation characteristics, and liquidity risk profile, including ensuring
of duties to reduce fraud potential. the integration of liquidity risk management with other risks
• Implementing the Occupational Health and Safety potentially impacting the Bank’s liquidity position.
Management System (SMK3) to ensure a safe, efficient,
and productive work environment.
• Implementing cyber security risk management aligned
with the Bank’s strategy and regulatory requirements.
• Implementing national and international-based IT security
standards.
• Utilizing systems/technology to monitor, detect, and
mitigate system disruptions, fraud threats, and cyberattacks
on BCA’s banking systems.
• Conducting vendor security due diligence to mitigate
third-party security risks.
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The Board of Directors delegates authority and responsibility to the following parties:
Parties Authorities and Responsibilities
Asset Liability Committee (ALCO) Establishing liquidity policies and strategies.
Risk Management Division Supporting ALCO in monitoring and measuring liquidity risk.
Managing the Bank’s overall liquidity operations, namely:
• Responsible for maintaining the Minimum Reserve Requirement (GWM) and ensuring the
Treasury Division Bank complies with Bank Indonesia’s provisions regarding GWM.
• Responsible for the operational management of secondary reserves in the context of
liquidity management and identifying opportunities generating income for the Bank.
Regional Offices and Branches Responsible for managing liquidity in each region and branch.
Funding Strategy III.E. Disclosure of Legal Risk Exposure and
The funding strategy encompasses a diversification strategy Implementation of Legal Risk Management
for funding sources and maturities linked to the Bank’s
characteristics and Business Plan. BCA identifies and monitors Legal risk is the risk resulting from lawsuits and/or legal
key factors affecting the Bank’s ability to obtain funds, including weaknesses, arising from—among other factors—litigation
identifying and monitoring alternative funding sources to processes involving third-party claims against the Bank or
strengthen its capacity to withstand crises conditions. the Bank’s claims against third parties, weak contractual
agreements, or the absence and/or changes in laws and
Liquidity Risk Mitigation regulations causing previously executed transactions
In mitigating liquidity risk, the Bank maintains Rupiah and to become non-compliant with applicable provisions
Foreign Currency liquidity (Minimum Reserves/GWM) and subsequently.
Macroprudential Liquidity Buffers (PLM) in accordance with
regulatory requirements. The Bank also establishes guidelines Legal Risk Management Organization
for measuring and mitigating liquidity risk, including Secondary To control potential legal risks, BCA has established the Legal
Reserve limits, Interbank Overnight Borrowing limits, Liquidity Group (GHK) at the head office and legal work units at regional
Coverage Ratio, and the Net Stable Funding Ratio. The Bank offices to support BCA in conducting banking activities and
also identifies and develops Early Warning Indicators and performing legal risk mitigation. GHK is also tasked with
implements a multi-tiered Contingency Funding Plan to securing BCA’s legal interests in business activities while
mitigate risk. strictly observing prevailing legal provisions.
Liquidity Risk Measurement and Control Legal Risk Control
BCA performs periodic and comprehensive liquidity risk To mitigate legal risk, BCA has, among others:
measurement by monitoring cash flow projections, liquidity • Established Legal Risk Management Policies and
risk stress tests, and liquidity ratios. Liquidity risk monitoring formulated standard cooperation agreements to support
aims to ensure any increase in potential liquidity risk can be BCA’s operational activities, while reviewing cooperation
promptly mitigated or timely adjusted, including adjustments agreements between BCA and other parties, including
to the liquidity risk management strategy. any amendments (addendums).
• Reviewed draft policies or procedures, particularly those
Contingency Funding Plan related to operational and credit law.
The Bank has established a contingency funding plan, serving • Measured and assessed risk based on potential losses
as an action plan to address deteriorating liquidity conditions. from cases involving BCA and its Subsidiaries—whether
The action plan is structured across several levels: level one ongoing or concluded in court—relative to BCA’s capital
(normal), level two (temporary liquidity squeeze), and level and consolidated capital.
three (name crisis). • Assessed legal risks regarding new products/activities.
• Inventoried legal case data and performed legal risk profile
The action plan selected at each level is adjusted to assessments based on historical quantitative case data.
the conditions occurring during a crisis and the priority • Monitored and analyzed cases currently in litigation:
of liquidity acquisition speed at a reasonable cost. The a. BCA and Subsidiary business activities, where BCA
contingency funding plan must align with stress test results and its Subsidiaries and/or their officials act as
and be periodically evaluated, updated, and tested to ensure plaintiff/defendant/reporter/reported party/suspect/
reliability. defendant, while performing legal defense.
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b. Non-performing loans and/or financing and human • Target setting for business aspects by considering current
resources within BCA and its Subsidiaries. year economic conditions and future year forecasts,
• Conducted legal communication forums to enhance the emphasizing prudential principles, considering BCA’s
competence of legal staff across BCA and its Subsidiaries. capacity/capabilities, and competition trends from both
• Disseminated information regarding the impact of newly banking and non-banking sectors.
effective regulations on BCA’s banking activities, various
modes of operation of banking crime, and their legal BCA’s strategy formulation takes into account Bank Indonesia
handling guidelines to relevant branches, regional offices, and Financial Services Authority (OJK) regulations as well
and head office work units, as well as legal risk control as other related provisions. BCA’s strategy accounts for
policies to all regional offices. strategic risk impacts on the Bank’s capital and the Minimum
• Formulated credit security strategic plans (in collaboration Capital Adequacy Requirement (CAR) based on risk appetite,
with other work units, including the Credit Recovery risk tolerance, and considerations of BCA’s capabilities.
Group) regarding non-performing loans.
• Registered Intellectual Property Rights for BCA’s banking Strategic risk measurement and assessment are conducted
products and services with authorized agencies and by analyzing strategy suitability with business environment
secured asset ownership, including rights to BCA’s land conditions and high-risk strategies, while measuring BCA’s
and buildings, while monitoring and taking legal action business position within the banking industry and the
against any infringement of BCA’s intellectual property accomplishment of the Bank’s Business Plan.
rights.
Procedures exist to monitor and measure corporate
III.F. Disclosure of Strategic Risk Exposure and performance through financial controls aimed at monitoring
Implementation of Strategic Risk Management the accomplishment of business plans and performance on
a periodic basis.
Strategic risk is the risk resulting from inaccurate decision-
making and/or implementation of a strategic plan, as well as Bank’s Business Plan Measurement
the inability to anticipate changes in the business environment. In measuring the progress of business plan performance, BCA
performs the following, among others:
Strategic Risk Management Organization • Identifying, measuring, and monitoring strategic risks, and
The Board of Directors provides direction in formulating preparing strategic risk profile reports on a quarterly basis.
strategic plans and business initiatives outlined in the 3 • Preparing RBB realization reports, including financial
(three)-year business strategy blueprint, namely the Bank’s performance (actual vs. budget), the realization of the
Business Plan (RBB), aiming to control the direction of business Bank’s work programs, and the progress of office network
activities and mitigate potential strategic risks. development/changes.
• Preparing RBB oversight reports, including supervision by
Furthermore, the Board of Commissioners reviews and the Board of Commissioners, covering the monitoring of
approves the RBB. The Corporate Strategy & Planning Division alignment between business plan implementation and
supports the formulation/preparation of the RBB, monitors strategic policies, prudential principles, and applicable
its realization, and conducts reviews of business objectives. regulations.
Policies for Identifying and Responding to Business III.G. Disclosure of Reputational Risk Exposure
Environment Changes and Implementation of Reputational Risk
The Board of Commissioners and Directors understand Management
strategic risks potentially affecting BCA’s financial condition.
The Board of Directors plays an active role in monitoring Reputational risk may arise from declining stakeholder trust
internal conditions and external factor developments levels stemming from negative perceptions of the Bank.
influencing BCA’s business strategy, both directly and
indirectly. Reputational Risk Management Organization
BCA maintains a strong commitment to managing reputational
In identifying and responding to external and internal risk. Regarding customer complaint management, BCA has
business environment changes, BCA performs: established the Contact Center & Digital Services (CDG)
• Periodic reviews of Corporate Plans and the RBB in Division, specifically handling customer complaints 24/7 via
accordance with business developments and the telephone, mail, email, WhatsApp (WA), web chat at www.bca.
Indonesian economic situation. Should the strategic plans co.id, the haloBCA application, and social media.
and business initiatives require updates in response to
business environment changes, the Bank may formulate In managing customer complaints, CDG coordinates with
an RBB Revision while strictly observing applicable related work units to respond to events potentially creating
regulations. reputational risk.
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Meanwhile, BCA’s Corporate Communication work unit The oversight results from the Director overseeing the
functions to monitor and handle negative press in mass media Compliance Function are reported quarterly to the President
and negative content on social media. Director, with a copy provided to the Board of Commissioners.
Furthermore, DCP is responsible for implementing Anti-Money
Reputational Risk Control Policies and Mechanisms Laundering, Counter Terrorism Financing Prevention, and
In managing reputational risk, BCA has implemented several Preventing the Financing of Proliferation of Weapons of
measures, including: Mass Destruction (APU, PPT, and PPPSPM) programs at BCA,
• Maintaining customer complaint handling regulations, including risk assessments for program implementation as
evaluated periodically, clearly governing policies, per regulatory requirements.
procedures, and work units performing monitoring and
reporting on customer complaint handling, including Risk Management Strategy related to Compliance Risk
reporting to regulators. BCA maintains a strong commitment to consistently
• Measuring reputational risk using periodically evaluated complying with prevailing laws and regulations and taking
parameters such as negative publications, complaint steps to address compliance risks should they occur. This
volume, and complaint resolution performance. aligns with BCA’s compliance risk management strategy,
• Monitoring mass media and social media using machine which prioritizes proactive prevention (ex-ante) to minimize
learning-based tools as a performance management violations and curative actions (ex-post) for improvement.
implementation to facilitate processes, with routine
reporting to respective work unit heads and specific Compliance Risk Monitoring and Control
submissions to the Board of Directors. Customer complaint BCA has implemented measures to control and minimize
reports are analyzed and used to support the Bank in compliance risk, including:
developing systematic complaint-handling processes. • Identifying compliance risk sources.
• Developing infrastructure involving the implementation of • Performing gap analysis, analyzing the impact of new
appropriate software and hardware (including HaloBCA- regulations on Bank operations, and proposing adjustments
Telephone Service, 24-hour WhatsApp/WA Chat, BCA to internal manuals, policies, and procedures.
CRM Contact Center, Web Chat via www.bca.co.id, • Measuring and monitoring compliance risk periodically,
and the haloBCA application). The development of with results submitted to the Risk Management Division
management information system infrastructure facilitates (MRK).
monitoring and supports organizational speed and work • Disseminating regulatory information and providing
quality. consultations on various regulatory implementations.
• Conducting compliance tests on the implementation of
Reputational Risk Management During Crises regulations.
BCA maintains a crisis management framework to manage • Formulating a compliance matrix diary as a monitoring
reputational risk during crises, encompassing: tool to maintain commitment toward regulatory reporting
• Crisis Management Policy obligations.
• Crisis Team Formation • Communicating regulations to relevant employees,
• Crisis Communication Management reviewing new products/activities, conducting periodic
• Crisis Management Regulations compliance tests, and providing employee training.
• Business Continuity Plan and Disaster Recovery Plan • Utilizing information technology to enhance efficiency
• Secondary Work-Place and effectiveness in managing regulatory requirements.
• Backup Systems • Monitoring suspicious financial transactions using a web-
based application called STIM (Suspicious Transaction
III.H. Disclosure of Compliance Risk Exposure Identification Model) while continuously developing
and Implementation of Compliance Risk system applications using the latest technology and
Management updating parameters to detect suspicious transactions.
• Screening and monitoring customer data and transactions
Compliance risk is the risk arising from the Bank’s failure to against the List of Suspected Terrorists and Terrorist
comply with and/or implement prevailing laws, regulations, Organizations (DTTOT), the List of Financing for
and provisions. Proliferation of Weapons of Mass Destruction (DPPSPM),
the United Nations (UN) List, The Office of Foreign Assets
Compliance Risk Management Organization Control (OFAC), the European Union (EU) List, The Office of
In minimizing potential compliance risks, all organizational Financial Sanctions Implementation (OFSI) List, and similar
lines are responsible for managing compliance risk across lists issued by authorities during the commencement of
all bank activities in accordance with prevailing regulatory business relationships (account opening or adding other
requirements. The Director overseeing the Compliance facilities), transactions, and whenever updates occur on
Function, supported by the independent Compliance Division such lists.
(DCP), is responsible for ensuring compliance and minimizing
compliance risks by formulating compliance risk management
policies and procedures and monitoring their implementation.
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In enhancing internal control effectiveness, the MRK, DAI, and In implementing Integrated Risk Management, BCA as the
DCP work units coordinate through periodic meetings and Main Entity has:
intensive communication. Issues related to internal control, • Appointed a Director overseeing the integrated risk
specifically potential compliance risks, are reviewed to management function.
formulate necessary corrective actions. • Established the Integrated Risk Management Committee.
• Adjusted the Risk Management Division’s organizational
Integrated Risk Management Implementation structure to include integrated risk management functions.
BCA, as the Main Entity of the BCA Financial Conglomerate • Reported the Main Entity and BCA FC members to OJK.
(BCA FC), has implemented integrated risk management • Conducted dissemination and coordination with BCA
referring to OJK regulations to mitigate risks faced by the BCA FC members.
FC. These include the eight risks faced by the Bank—credit, • Submitted Integrated Risk Profile Reports and Integrated
market, liquidity, operational, legal, reputational, strategic, Capital Adequacy Reports.
and compliance risks—plus two additional risks: intra-group • Formulated several policies regarding integrated risk
transaction risk and insurance risk. management implementation.
• Reviewed integrated risk management implementation
BCA FC maintains adequate integrated minimum capital, with and integrated stress tests.
an Integrated Capital Adequacy Ratio (CAR) of 304.4% as • Assessed proposed new business lines of a strategic
of December 2025, exceeding the minimum requirement of nature with a significant impact on Financial Conglomerate
100%. Based on integrated risk assessments, this capital is risk exposure.
sufficient to anticipate potential losses BCA FC might face • Developed an integrated risk management information
in its business operations. system.
BCA implements integrated risk management referring to the BCA FC members within the scope of integrated risk
four main pillars according to OJK provisions: management implementation are PT BCA Finance, BCA
1. Active oversight by the Board of Directors and Board of Finance Limited (effectively liquidated in January 3, 2026),
Commissioners of the Main Entity. PT Bank BCA Syariah, PT BCA Sekuritas, PT Asuransi Umum
2. Adequacy of integrated risk management policies, BCA (BCA Insurance), PT Asuransi Jiwa BCA (BCA Life), PT
procedures, and limit setting. Central Capital Ventura (CCV), and PT Bank Digital BCA.
3. Adequacy of integrated risk identification, measurement,
monitoring, and control processes, as well as an Integrated Intra-Group Transaction Risk
Risk Management Information System. BCA monitors Intra-Group Transaction Risk to ensure
4. Comprehensive internal control systems regarding transactions align with the principles of fairness, normal
integrated risk management implementation. business practices, and applicable regulations, and are
well-documented. Based on assessment results, Intra-Group
Transaction Risk has an insignificant impact on BCA FC’s
overall performance.
Insurance Risk
BCA monitors Insurance Risk due to FC members operating
in the insurance sector. Based on assessment results,
Insurance Risk has an insignificant impact on BCA FC’s overall
performance.
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Each FC member has implemented risk management as follows:
Pillars Implementation of Risk Management in Subsidiaries
1. The Board of Commissioners actively oversees the performance and decisions of the Board of
Directors.
2. The Board of Directors formulates, approves, and supervises the implementation of the
Active supervision of the Board Company’s internal policies.
of Directors and Board of 3. Risk management implementation is reported to the Board of Directors, the Board of
Commissioners Commissioners, and regulators through periodic reports.
4. Organizational structures are established in accordance with regulatory requirements
(including the necessary committees at the Executive, Board of Directors, and Board of
Commissioners levels).
1. Risk policies, procedures, and limit setting are adequate, disseminated internally, and
reviewed periodically.
Adequacy of policies, procedures,
2. Basic Risk Management Policies (KDMR) and derivative policies are maintained in accordance
and limit implementation
with regulatory requirements.
3. Risk appetite and risk tolerance, along with risk limits for managed risks, are established.
1. Performing processes:
• Identification (including utilizing risk management information systems) of all products and
Risk identification, measurement, transactions.
monitoring, and control processes, • Measurement in accordance with type, characteristics, and complexity.
as well as risk management • Monitoring in collaboration with relevant work units.
information systems. • Controlling based on exposure/risk levels.
2. Risk management process implementation is outlined in risk profile reports, monitoring
reports, limit review reports, and other periodic reports.
Comprehensive internal control Implementation of internal control functions/internal audits/reviews regarding the effectiveness
systems of policy and procedure execution is conducted independently and periodically.
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Risk Management Table
1. General - Key Metrics - Bank as Consolidated with Subsidiaries
No Description
Available Capital (amounts)
1 Common Equity Tier 1 (CET1)
2 Tier 1
3 Total Capital
Risk-Weighted Assets (amounts)
4 Total Risk-Weighted Assets (RWA)
Risk-based Capital Ratios as a percentage of RWA
5 CET1 Ratio (%)
6 Tier 1 Ratio (%)
7 Total Capital Ratio (%)
Additional CET1 buffer requirements as a percentage of RWA
8 Capital Conservation Buffer requirement (2.5% from RWA) (%)
9 Countercyclical Buffer Requirement (0 - 2.5% dari RWA) (%)
10 Bank G-SIB and/or D-SIB additional requirements (1% - 2.5%) (%)
11 Total of bank CET1 specific buffer requirements (%) (Row 8 + Row 9 + Row 10)
12 CET1 available after meeting the bank's minimum capital requirements (%)
Basel III Leverage Ratio
13 Total Basel III leverage ratio exposure measure
14 Basel III leverage ratio (%) (including the impact of any applicable temporary exemption of central bank reserves)
14b Basel III leverage ratio (%) (excluding the impact of any applicable temporary exemption of central bank reserves)
Basel III leverage ratio (%) (including the impact of any applicable temporary exemption of central bank reserves) incorporating mean values
14c
for SFT assets
Basel III leverage ratio (%) (excluding the impact of any applicable temporary exemption of central bank reserves) incorporating mean
14d
values for SFT assets
Liquidity Coverage Ratio (LCR)
15 Total High-Quality Liquid Assets (HQLA)
16 Total net cash outflow
17 LCR Ratio (%)
Net Stable Funding Ratio (NSFR)
18 Total Available Stable Funding
19 Total Required Stable Funding
20 NSFR Ratio (%)
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(in million Rupiah)
Period of
December 31, 2025 September 30, 2025 June 30, 2025 March 31, 2025 December 31, 2024
273,828,527 269,050,868 254,936,797 239,748,210 255,311,302
273,828,527 269,050,868 254,936,797 239,748,210 255,311,302
284,351,775 279,161,270 265,178,159 249,895,706 265,198,025
936,368,457 911,093,791 910,809,324 913,638,598 910,183,696
29.24% 29.53% 27.99% 26.24% 28.05%
29.24% 29.53% 27.99% 26.24% 28.05%
30.36% 30.64% 29.11% 27.35% 29.14%
2.500% 2.500% 2.500% 2.500% 2.500%
0.000% 0.000% 0.000% 0.000% 0.000%
2.500% 2.500% 2.500% 2.500% 2.500%
5.000% 5.000% 5.000% 5.000% 5.000%
20.37% 20.65% 19.12% 17.36% 19.15%
1,739,736,652 1,697,586,494 1,651,047,540 1,682,143,904 1,587,197,376
15.74% 15.85% 15.44% 14.25% 16.09%
15.74% 15.85% 15.44% 14.25% 16.09%
15.66% 15.87% 15.46% 14.35% 15.71%
15.66% 15.87% 15.46% 14.35% 15.71%
498,662,391 458,495,509 437,849,905 448,863,436 455,814,631
160,376,849 149,374,726 149,156,949 146,257,922 138,375,584
310.93% 306.94% 293.55% 306.90% 329.40%
1,328,381,341 1,293,639,731 1,271,279,239 1,254,908,898 1,223,567,547
831,031,561 801,349,444 806,715,504 804,436,048 777,730,080
159.85% 161.43% 157.59% 156.00% 157.33%
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2. General - Difference between consolidated scope and mapping in the financial statement in
accordance with financial accounting standards by risk categories as reported by regulatory
for risk categories (LI1) - as of December 31, 2025
a b
Carrying values
Carrying values as reported in
under scope of regulatory
published financial statements
consolidation
Assets
Cash 25,305,031 25,304,972
Placement with Bank Indonesia 52,078,654 52,078,654
Placement with other banks 10,838,081 9,923,780
Spot and derivative/forward receivables 118,068 118,068
Securities 456,276,250 450,256,070
Securities sold under repurchase agreement (repo) - -
Claims on securities bought under reverse repo 5,286,449 5,286,449
Acceptance receivables 9,694,943 9,694,943
Loans and financing 979,699,732 979,698,911
Sharia financing 13,190,859 13,190,859
Equity investment 803,859 1,997,076
Other financial assets 14,324,382 13,611,049
Impairment on financial assets -/- (31,597,199) (31,555,859)
Intangible assets 2,902,619 2,831,644
Accumulated amortization on intangible asset -/- (1,123,847) (1,082,712)
Fixed assets and equipment 40,354,254 40,128,953
Accumulated depreciation on fixed assets and equipment -/- (11,880,570) (11,743,976)
Non-earning assets 2,393,506 2,393,506
Other assets 18,163,465 18,031,059
Total Assets 1,586,828,536 1,580,163,446
Liabilities
Current account 434,453,871 434,477,921
Saving account 610,785,794 610,785,794
Time deposit 203,804,633 203,849,633
Electronic money 1,494,432 1,494,432
Liabilities to Bank Indonesia 577 577
Liabilities to other banks 3,980,717 3,980,717
Spot and derivative/forward liabilities 97,406 97,406
Liabilities on securities sold under repurchase agreement (repo) - -
Acceptance liabilities 4,733,862 4,733,862
Issued securities 165,000 165,000
Loans/financing received 2,046,859 2,046,859
Margin deposit 308,366 308,366
Interbranch liabilities - -
Other liabilities 43,269,464 37,802,838
Non-controlling interest 221,077 130,429
Total Liabilities 1,305,362,058 1,299,873,834
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(in million Rupiah)
c d e f g
Carrying values of items
Not subject to capital
Subject to credit risk Subject to counterparty Subject to the Subject to the market risk
requirements or subject to
framework credit risk framework securitisation framework framework
deduction from capital
25,304,972 - - 984,277 -
52,078,654 - - 7,695,352 -
9,923,780 - - 9,221,616 -
- 118,068 - - -
450,256,070 - - 52,125,139 -
- - - - -
- 5,286,449 - - -
9,694,943 - - 5,700,554 -
979,698,911 - - 49,870,703 -
13,190,859 - - - -
798,970 - - 120,152 1,198,106
13,611,049 - - 827,978 -
(31,555,859) - - (2,452,047) -
- - - - 2,831,644
- - - - (1,082,712)
40,128,953 - - - -
(11,743,976) - - - -
2,393,506 - - 6,969 -
12,260,136 - - 2,704,645 5,770,923
1,566,040,968 5,404,517 - 126,805,338 8,717,961
- - - 45,739,195 434,477,921
- - - 22,650,819 610,785,794
- - - 15,224,668 203,849,633
- - - - 1,494,432
- - - - 577
- - - 1,564,692 3,980,717
- - - - 97,406
- - - - -
- - - 3,523,882 4,733,862
- - - - 165,000
- - - 1,525 2,046,859
- - - 60,755 308,366
- - - - -
- - - 4,164,583 37,802,838
- - - - 130,429
- - - 92,930,119 1,299,873,834
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3. General - Differences between carrying value in accordance with Indonesian Financial Accounting Standards
with exposure value in accordance with Financial Services Authority (LI2) - as of December 31, 2025
(in million Rupiah)
a b c d e
Item subject to:
Total Counterparty
Credit risk Securitization Market risk
credit risk
framework framework framework
framework
Asset carrying value amount under scope of
1 1,580,163,446 1,566,040,968 5,404,517 - 126,805,338
regulatory consolidation (as per template LI1)
Liabilities carrying value amount under regulatory
2 1,299,873,834 - - - 92,930,119
scope of consolidation (as per template LI1)
Total net amount under regulatory scope of
3 280,289,612 1,566,040,968 5,404,517 - 33,875,219
consolidation
4 Off-balance sheet amounts 491,663,332 168,307,763 - - 679,887
5 Differences in valuations - - - - -
Differences due to different netting rules, other
6 - - - - -
than those already included in row 2
7 Differences due to consideration of provisions - - - - -
8 Differences due to prudential filters - - - - -
Exposure amounts considered for regulatory purposes 280,289,612 1,566,040,968 5,404,517 - 33,875,219
4. General - Explanations of differences between accounting and regulatory exposure amounts (LIA) - As of
December 31, 2025
Difference between carrying value as reported in published financial statements and carrying values under scope of regulatory consolidation
because of the Bank has insurance subsidiaries.
The Group measures fair values using the following hierarchy of methods:
• Level 1: inputs that are quoted prices (unadjusted) in active markets for identical instruments that the Group can access at the measurement
date;
• Level 2: inputs other than quoted prices included within level 1 that are observable either directly or indirectly. This category includes
instruments valued using: quoted market prices in active markets for similar instruments; quoted prices for identical or similar instruments in
markets that are not active; or other valuation techniques in which all significant inputs are directly or indirectly observable from market data;
• Level 3: inputs that are unobservable. This category includes all instruments for which the valuation technique includes inputs not based on
observable data and the unobservable inputs have a significant effect on the instrument’s valuation. This category includes instruments that
are valued based on quoted prices for similar instruments for which significant unobservable adjustments or assumptions are required to
reflect differences between the instruments.
Fair values of financial assets and financial liabilities that are traded in active market are based on quoted market prices. For all other financial
instruments, the Bank determines fair values using valuation techniques.
Valuation techniques include net present value and discounted cash flow models, comparison with similar instruments for which market
observable prices exist and other valuation models. Assumptions and inputs used in valuation techniques include risk-free interest rates,
benchmark interest rate, credit spreads and other variables used in estimating discount rates, bond prices, foreign currency exchange rates, and
expected price volatilities and correlations.
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5. Capital - Composition of Capital (CC1) - as of December 31, 2025
(in million Rupiah)
Reference from
Amount
Consolidated
No. Component
Statements of Financial
Consolidated Position
Common Equity Tier 1 Capital: Instruments and Reserves
Directly issued qualifying common share (and equivalent for non-joint stock
1. 5,099,792 f
companies) capital plus related stock surplus
2. Retained earnings 262,029,623 i
3. Accumulated other comprehensive income (and other reserves) 17,660,101 h
Directly issued capital subject to phase out from CET1 (only applicable to non-joint
4. N/A
stock companies)
Common share capital issued by subsidiaries and held by third parties (amount
5. -
allowed in group CET1)
6. Common Equity Tier 1 capital before regulatory adjustments 284,789,516
Common Equity Tier 1 capital: Regulatory Adjustments
7. Prudential valuation adjustments -
8. Goodwill (net of related tax liability) (1,113,614) a
9. Other intangibles other than mortgage-servicing rights (net of related tax liability) (635,318) c
Deferred tax assets that rely on future profitability excluding those arising from
10. N/A
temporary differences (net of related tax liability)
11. Cash-flow hedge reserve N/A
12. Shortfall on provisions to expected losses N/A
13. Securitisation gain on sale (as set out in paragraph 562 of Basel II framework) - k
14. Gains and losses due to changes in own credit risk on fair valued liabilities - j
15. Defined-benefit pension fund net assets N/A
Investments in own shares (if not already netted off paid-in capital on reported
16. N/A
balance sheet)
17. Reciprocal cross-holdings in common equity N/A
Investments in the capital of Banking, financial and insurance entities that are outside
the scope of regulatory consolidation, net of eligible short positions, where the
18. N/A
Bank does not own more than 10% of the issued share capital (amount above 10%
threshold)
Significant investments in the common stock of Banking, financial and insurance
19. entities that are outside the scope of regulatory consolidation, net of eligible short N/A
positions (amount above 10% threshold)
20. Mortgage servicing rights (amount above 10% threshold) - b
Deferred tax assets arising from temporary differences (amount above 10%
21. N/A
threshold, net of related tax liability)
22. Amount exceeding the 15% threshold:
23. Significant investments in the common stock of financials N/A
24. Mortgage servicing rights N/A
25. Deferred tax assets arising from temporary differences N/A
26. National specific regulatory adjustments
Difference between allowance for possible losses and
a. -
allowance for impairment losses on earning assets
Allowance for losses on non productive assets required
b. (2,243,028)
to be provided
c. Deferred tax asset (5,770,923) d
d. Investments in shares of stock (1,198,106)
e. Shortage of capital on insurance subsidiary company -
f. Securitisation Exposure -
g. Other deduction factor of common equity Tier 1 -
Regulatory adjustments applied to Common Equity Tier 1 due to insufficient Additional
27. -
Tier 1 and Tier 2 to cover deductions
28. Total regulatory adjustments to Common equity Tier 1 (10,960,989)
29. Common Equity Tier 1 capital (CET1) 273,828,527
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5. Capital - Composition of Capital (CC1) - as of December 31, 2025
(in million Rupiah)
Reference from
Amount
Consolidated
No. Component
Statements of Financial
Consolidated Position
Additional Tier 1 capital: instruments
30. Directly issued qualifying Additional Tier 1 instruments plus related stock surplus
31. Classified as equity under applicable accounting standards - g
32. Classified as liabilities under applicable accounting standards - e
33. Directly issued capital instruments subject to phase out from Additional Tier 1 N/A
Additional Tier 1 instruments (and CET1 instruments not included in row 5) issued by
34. -
subsidiaries and held by third parties (amount allowed in group AT1)
35. Instruments issued by subsidiaries subject to phase out N/A
36. Additional Tier 1 capital before regulatory adjustments -
Additional Tier 1 capital: regulatory adjustments
37. Investments in own Additional Tier 1 instruments N/A
38. Reciprocal cross-holdings in Additional Tier 1 instruments N/A
Investments in the capital of Banking, financial and insurance entities that are outside
the scope of regulatory consolidation, net of eligible short positions, where the
39. N/A
Bank does not own more than 10% of the issued common share capital of the entity
(amount above 10% threshold)
Significant investments in the capital of Banking, financial and insurance entities that
40. N/A
are outside the scope of regulatory consolidation (net of eligible short positions)
41. National specific regulatory adjustments
Investments in Instruments issued by the other bank that meet the criteria for
a. -
inclusion in additional tier 1
Regulatory adjustments applied to Additional Tier 1 due to insufficient Tier 2 to cover
42. -
deductions
43. Total regulatory adjustments to Additional Tier 1 capital -
44. Additional Tier 1 capital (AT1) -
45. Tier 1 capital (T1 = CET 1 + AT 1) 273,828,527
Tier 2 capital: instruments and provisions
46. Directly issued qualifying Tier 2 instruments plus related stock surplus 59,583
47. Directly issued capital instruments subject to phase out from Tier 2 N/A
Tier 2 instruments (and CET1 and AT1 instruments not included in rows 5 or 34) issued
48. -
by subsidiaries and held by third parties (amount allowed in group Tier 2)
49. Instruments issued by subsidiaries subject to phase out N/A
General allowance for losses on earning assets that must be calculated with a
50. 10,463,665
maximum of 1.25% of RWA for Credit Risk
51. Tier 2 capital before regulatory adjustments 10,523,248
Tier 2 capital: regulatory adjustments
52. Investments in own Tier 2 instruments N/A
53. Reciprocal cross-holdings in Tier 2 instruments and other TLAC liabilities N/A
Investments in the other TLAC liabilities of banking, financial and insurance entities
that are outside the scope of regulatory consolidation and where the bank does
54. not own more than 10% of the issued common share capital of the entity: amount N/A
previously designated for the 5% threshold but that no longer meets the conditions
(for G-SIBs only)
Significant investments in the capital banking, financial and insurance entities that are
55. N/A
outside the scope of regulatory consolidation (net of eligible short positions)
56. National specific regulatory adjustments
a. Sinking fund -
Investments in Instruments issued by the other bank that meet the criteria for
b. -
inclusion in additional Tier 2
57. Total regulatory adjustments to Tier 2 capital -
58. Tier 2 capital (T2) 10,523,248
59. Total capital (TC = T1 + T2) 284,351,775
60. Total risk weighted assets 936,368,457
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5. Capital - Composition of Capital (CC1) - as of December 31, 2025
(in million Rupiah)
Reference from
Amount
Consolidated
No. Component
Statements of Financial
Consolidated Position
Capital ratios and buffers
61. Common Equity Tier 1 (as a percentage of risk weighted assets) 29.24%
62. Tier 1 (as a percentage of risk weighted assets) 29.24%
63. Total capital (as a percentage of risk weighted assets) 30.36%
Institution specific buffer requirement (minimum CET1 requirement plus capital
64. conservation buffer plus countercyclical buffer requirements plus G-SIB buffer 5.000%
requirement, expressed as a percentage of risk weighted assets)
65. Capital conservation buffer requirement 2.500%
66. Bank specific countercyclical buffer requirement 0.000%
67. Higher loss absorbency requirement 2.500%
Common Equity Tier 1 available to meet buffers (as a percentage of risk weighted
68. 20.37%
assets)
National minimal (if different from Basel 3)
69. National Common Equity Tier 1 minimum ratio (if different from Basel 3 minimum) N/A
70. National Tier 1 minimum ratio (if different from Basel 3 minimum) N/A
71. National total capital minimum ratio (if different from Basel 3 minimum) N/A
Amounts below the thresholds for deduction (before risk weighting)
Non-significant investments in the capital and other TLAC liabilities of other financial
72. N/A
entities
73. Significant investments in the common stock of financial entities N/A
74. Mortgage servicing rights (net of related tax liability) N/A
75. Deferred tax assets arising from temporary differences (net of related tax liability) N/A
Applicable caps on the inclusion of provisions in Tier 2
Provisions eligible for inclusion in Tier 2 in respect of exposures subject to
76. N/A
standardised approach (prior to application of cap)
77. Cap on inclusion of provisions in Tier 2 under standardised approach N/A
Provisions eligible for inclusion in Tier 2 in respect of exposures subject to internal
78. N/A
ratings-based approach (prior to application of cap)
79. Cap for inclusion of provisions in Tier 2 under internal ratings-based approach N/A
Capital instruments subject to phase-out arrangements (only applicable between January 1, 2018 and January 1, 2022)
80. Current cap on CET1 instruments subject to phase out arrangements N/A
Amount excluded from CET1 due to cap (excess over cap after redemptions and
81. N/A
maturities)
82. Current cap on AT1 instruments subject to phase out arrangements N/A
Amount excluded from AT1 due to cap (excess over cap after redemptions and
83. N/A
maturities)
84. Current cap on T2 instruments subject to phase out arrangements N/A
Amount excluded from T2 due to cap (excess over cap after redemptions and
85. N/A
maturities)
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6. Capital - Reconciliation of Capital (CC2) - as of December 31, 2025
(in million Rupiah)
Published Statements of Consolidated Statements
Financial Position of Financial Position Under
No. Accounts Reference
Regulatory Scope of
Consolidated Consolidation
ASSETS
1. Cash 25,305,031 25,304,972
2. Placement to Bank Indonesia 52,078,654 52,078,654
3. Interbank placement 10,838,081 9,923,780
4. Spot and derivative/forward receivables 118,068 118,068
5 Securities 456,276,250 450,256,070
6. Securities sold under repurchase agreement(repo) - -
7. Claims on securities bought under reverse repo 5,286,449 5,286,449
8. Acceptance receivables 9,694,943 9,694,943
9. Loans and financing 979,699,732 979,698,911
10. Sharia financing 13,190,859 13,190,859
11. Equity investment 803,859 1,997,076
12. Other financial assets 14,324,382 13,611,049
13. Impairment on financial assets -/- (31,597,199) (31,555,859)
a. Securities (525,707) (484,460)
b. Loans and Sharia financing (30,757,244) (30,757,244)
c. Others (314,248) (314,155)
14. Intangible assets 2,902,619 2,831,644
Goodwill 1,158,201 1,157,121 a
Mortgage servicing rights - - b
Other intangibles (excluding Mortgage servicing rights) 1,744,418 1,674,523 c
Accumulated amortization on intangible asset -/- (1,123,847) (1,082,712)
Goodwill (43,512) (43,507) a
Mortgage servicing rights - - b
Other intangibles (excluding Mortgage servicing rights) (1,080,335) (1,039,205) c
15. Fixed assets and equipment 40,354,254 40,128,953
Accumulated depreciation on fixed assets and equipment -/- (11,880,570) (11,743,976)
16. Non productive asset 2,393,506 2,393,506
a. Abandoned property 38,969 38,969
b. Foreclosed accounts 2,250,820 2,250,820
c. Suspense accounts 11,024 11,024
d. Interbranch assets 92,693 92,693
17. Other assets 18,163,465 18,031,059
Deferred tax assets 5,852,206 5,770,923 d
Others 12,311,259 12,260,136
TOTAL ASET 1,586,828,536 1,580,163,446
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6. Capital - Reconciliation of Capital (CC2) - as of December 31, 2025
(in million Rupiah)
Published Statements of Consolidated Statements
Financial Position of Financial Position Under
No. Accounts Reference
Regulatory Scope of
Consolidated Consolidation
LIABILITIES AND EQUITIES
LIABILITIES
1. Current account 434,453,871 434,477,921
2. Saving account 610,785,794 610,785,794
3. Time deposit 203,804,633 203,849,633
4. Electronic money 1,494,432 1,494,432
5. Liabilities to Bank Indonesia 577 577
6. Interbank liabilities 3,980,717 3,980,717
7. Spot and derivative/forward liabilities 97,406 97,406
8. Liabilities on securities sold under repurchase agreement - -
9. Acceptance liabilities 4,733,862 4,733,862
10. Issued securities 165,000 165,000
11. Loans/financing received 2,046,859 2,046,859
Recognized in AT 1 - - e
Not recognized in capital 2,046,859 2,046,859
12. Margin deposit 308,366 308,366
13. Interbranch liabilities - -
14. Other liabilities 43,269,464 37,802,838
15. Non-controlling interest 221,077 130,429
TOTAL LIABILITIES 1,305,362,058 1,299,873,834
EQUITIES
16. Paid in capital 1,537,663 1,537,663
a. Capital 5,500,000 5,500,000
a.1. amount eligible for CET 1 5,500,000 5,500,000 f
a.2. amount eligible for AT 1 - - g
b. Unpaid capital -/- (3,959,062) (3,959,062)
b.1. amount eligible for CET 1 (3,959,062) (3,959,062) f
b.2. amount eligible for AT 1 - - g
c. Treasury stock -/- (3,275) (3,275)
c.1. amount eligible for CET 1 (3,275) (3,275) f
c.2. amount eligible for AT 1 - - g
17. Additional paid in capital 3,343,079 3,412,639
a. Agio 3,562,129 3,562,129 f
b. Disagio -/- - - f
c. Fund for paid up capital - - f
d. Others (219,050) (149,490)
18. Other comprehensive gain/(loss) 9,047,491 9,040,784
a. Gains 13,490,877 13,394,229
a.1. Translation of financial statements in foreign currency - - h
a.2. Unrealized gain on financial assets measured through
2,111,904 2,015,499 h
other comprehensive income
a.3. Revaluation surplus of fixed assets 11,378,973 11,378,730 h
a.4. Others - -
b. Losses -/- (4,443,386) (4,353,445)
b.1. Actuarial Losses (4,349,285) (4,350,414)
b.2. Unrealized loss on financial assets measured through
(3,031) (3,031) h
other comprehensive income
b.3 Others (91,070) - h
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6. Capital - Reconciliation of Capital (CC2) - as of December 31, 2025
(in million Rupiah)
Published Statements of Consolidated Statements
Financial Position of Financial Position Under
No. Accounts Reference
Regulatory Scope of
Consolidated Consolidation
19. Reserves 4,268,903 4,268,903 h
a. General reserves 4,268,903 4,268,903
b. Appropriated reserves - -
20. Gain/loss 263,269,342 262,029,623
a. Previous years 243,327,102 242,311,234
a.1. Gain/Loss previous years 243,327,102 242,311,234 i
a.2. Gain/Loss due to changes in own credit risk on fair
- - j
valued liabilities
a.3. Securitisation gain on sale - - k
b. Current Year 57,537,287 57,313,436
b.1. Gain/Loss previous years 57,537,287 57,313,436 i
b.2. Gain/Loss due to changes in own credit risk on fair
- - j
valued liabilities
b.3. Securitisation gain on salesekuritisasi - - k
c. Dividend paid -/- (37,595,047) (37,595,047) i
TOTAL EQUITIES 281,466,478 280,289,612
TOTAL LIABILITIES AND EQUITIES 1,586,828,536 1,580,163,446
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7. Capital - Main Features of Capital and TLAC - Eligible Instruments (CCA)
- as of December 31, 2025
No. Question Answer Answer
1. Issuer PT Bank Central Asia Tbk PT Bank Central Asia Tbk
2. Unique identifier BBCA BBCA01ASBCN1
3. Governing law(s) of the instrument Indonesian Law Indonesian Law
Instrument Treatment based on CAR requirements
4. Transitional Basel III rules N/A N/A
5. Post-transitional Basel III rules CET 1 Tier 2
6. Eligible at solo/group/Group and Solo Solo Solo
7. Instrument type Common Stock Subordinated Loan
8. Amount recognised in regulatory capital 5,099,792 65,000
9. Par value of instrument 12.5 65,000
Liability - Amortised
10. Accounting classification Equity
Cost
11. Original date of issuance May 31, 2000 July 5, 2018
12. Perpetual or dated Perpetual With Maturity
13. Original maturity date N/A July 5, 2025
14. Issuer call subject to prior supervisory approval No No
15. Optional call date, contingent call dates and redemption amount (if any) N/A N/A
16. Subsequent call option N/A N/A
Coupons / dividends
17. Fixed or floating Floating Fixed
18. Coupon rate and any related index N/A N/A
19. Existence of a dividend stopper No No
20. Fully discretionary; partial or mandatory Fully discretionary Partial
21. Existence of step up or other incentive to redeem No No
22. Noncumulative or cumulative Noncumulative Cumulative
23. Convertible or non-convertible Non-convertible Non-convertible
24. If convertible, conversion trigger (s) N/A N/A
25. If convertible, fully or partially N/A N/A
26. If convertible, conversion rate N/A N/A
27. If convertible, mandatory or optional conversion N/A N/A
28. If convertible, specify instrument type convertible into N/A N/A
29. If convertible, specify issuer of instrument it converts into N/A N/A
30. Write-down feature No Yes
31. If write-down, write-down trigger(s) N/A **)
32. If write-down, full or partial N/A Full or partial
33. If write-down, permanent or temporary N/A Permanent
34. If temporary write-down, description of write-up mechanism N/A N/A
35. Position in subordination hierarchy in liquidation *) ***)
36. Non-compliant transitioned features No No
37. If yes, specify non-compliant features N/A N/A
Qualitative Analysis
*) In a liquidation, shareholders shall only receive the remaining proceeds, if any, after all existing creditors have been paid and there is still the remaining assets of the
company.
**) (i). Common Equity Tier 1 ratio lower or equal to 5.125% from risk weighted assets, both individually and consolidated with subsidiaries; and/or
(ii). There is a plan from authorized authority to make capital investment to the Entity which is considered to have the potential disrupt the continuity of its
business; and
(iii). There is an order from Financial Services Authority (OJK) to write down.
If in the future the write down criteria are determined otherwise based on the provisions of the laws and regulations, the write down criteria will follow these
provisions.
***) At the time of Liquidation, the subordinated bond holder will only get return on investment if all preferred creditors and senior debt holders of the company have
received payment and there is still the remaining assets of the company.
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10.a. Leverage Ratio - Exposure in Leverage Ratio Report and Report of Leverage Calculation - Bank Only
A. Exposure in Leverage Ratio Report
(in million Rupiah)
No Information As of December 31, 2025
Total assets on the balance sheet in published financial statements
1. 1,567,515,683
(Gross value before deducting impairment provision)
Adjustment for investment in Bank, Financial Institution, Insurance Company, and/or other entities that
2. -
consolidated based on accounting standard yet out of scope consolidation based on Otoritas Jasa Keuangan
3. Adjustment for portfolio of financial asset that have underlying which already transferred to without recourse
securitization asset as stipulated in OJK's statutory regulations related to Prudential Principles in Securitization
Asset Activity for General Bank
-
In the event that the underlying financial asset has been deducted from the total assets in the statement of
financial position, the number on this line is 0 (zero)
Adjustment to temporary exception of Placement to Bank Indonesia in accordance Statutory Reserve
4. N/A
Requirement (if any)
Adjustment to fiduciary asset that recognized as balance sheet based on accounting standard yet excluded
5. N/A
from total exposure in Leverage Ratio calculation
6. Adjustment to acquisition cost or sales price of financial assets regularly using trade date accounting method -
7. Adjustment to qualified cash pooling transaction as stipulated in this OJK's regulation -
8. Adjustment to exposure of derivative transaction 936,640
9. Adjustment to exposure of Securities Financing Transaction (SFT) as example reverse repo transaction 806,696
10. Adjustment to exposure of Off Balance Sheet transaction that already multiply with Credit Conversion Factor 168,075,502
11. Prudent valuation adjustments in form of capital deduction factor and impairment (48,736,438)
12. Other adjustments -
13 Total Exposure in Leverage Ratio Calculation 1,688,598,083
B. Leverage Ratio Calculation Report
(in million Rupiah)
Period
No Information
December 31, 2025 September 30, 2025
On-Balance Sheet Exposure
On-balance sheet exposure including collateral, but excluding derivatives and securities
1. financing transaction (SFTs) 1,562,966,998 1,509,733,465
(gross value before deducting impairment provisions)
Gross-up for derivatives collateral provided where deducted from balance sheet assets
2. - -
pursuant to the accounting standard
3. (Deductions of receivable assets for CVM provided in derivatives transactions) - -
(Adjustment for securities received under securities financing transactions that are
4. - -
recognised as an asset)
5. (Impairment provision those assets inline with accounting standard applied) (30,144,220) (31,879,788)
6. (Asset amounts deducted in determining Basel III Tier 1 capital and regulatory adjustments) (15,728,106) (15,289,652)
Total On-Balance Sheet Exposure
7. 1,517,094,672 1,462,564,025
Sum of rows 1 to 6
Derivative Exposure
Replacement cost associated with all derivatives transactions (where applicable net of
8. 165,295 224,888
eligible cash variation margin and/or with bilateral netting)
9. Add on amounts for PFE associated with all derivatives transactions 889,967 644,715
10. (Exempted central counterparty (CCP) leg of client-cleared trade exposures) (554) (525)
11. Adjusted effective notional amount of written credit derivatives - -
12. (Adjusted effective notional offsets and add-on deductions for written credit derivatives) - -
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B. Leverage Ratio Calculation Report
(in million Rupiah)
Period
No Information
December 31, 2025 September 30, 2025
Total Derivative Exposure
13. 1,054,708 869,078
Sum of rows 8 to 12
Securities Financing Transaction (SFT) Exposure
14. Gross SFT Assets 4,430,617 14,593,090
15. (Netted amounts of cash payables and cash receivables of gross SFT assets) - -
16. Counterparty credit risk exposure for SFT assets refers to current exposure calculation 806,696 2,346,636
17. Agent transaction exposures - -
Total SFT Exposure
18. 5,237,313 16,939,726
Sum of rows 14 to 17
Other Off-Balance Sheet Exposure
Off-balance sheet exposure at gross notional amount
19. 489,501,093 498,510,249
(gross value before deducting impairment provision)
(Adjustment from the result of multiplying commitment payable or contingent payables with
20. (321,425,591) (325,687,319)
credit conversion factor and deducted with impairment provision)
21. (Impairment provision for off balance sheet inline with accounting standard) (2,864,112) (3,134,726)
Total Other Off-Balance Sheet Exposure
22. 165,211,390 169,688,204
Sum of rows 19 to 21
Capital and Total Exposure
23. Tier 1 Capital 258,057,396 253,740,502
Total Exposure
24. 1,688,598,083 1,650,061,033
Sum of rows 7,13,18,22
Leverage Ratio
Leverage ratio (including the impact of any applicable temporary exemption of central bank
25. 15.28% 15.38%
reserves)
Leverage ratio (excluding the impact of any applicable temporary exemption of central bank
25a. 15.28% 15.38%
reserves)
26. National Minimum Leverage Ratio Requirement 3.00% 3.00%
27. Applicable Leverage Buffer N/A N/A
Disclosures of Mean Values
Mean value of gross SFT assets, after adjustment for sale accounting transactions and netted
28. 13,519,709 12,224,740
of amounts of associated cash payables and cash receivables
Quarter-end value of gross SFT assets, after adjustment for sale accounting transactions and
29. 4,430,617 14,593,090
netted of amounts of associated cash payables and cash receivables
Total exposures (including the impact of any applicable temporary exemption of central
30. 1,697,687,175 1,647,692,683
bank reserves) incorporating mean values from row 28 of gross SFT assets
Total exposures (excluding the impact of any applicable temporary exemption of central
30a. 1,697,687,175 1,647,692,683
bank reserves) incorporating mean values from row 28 of gross SFT asset
Leverage ratio (including the impact of any applicable temporary exemption of central bank
31. 15.20% 15.40%
reserves) incorporating mean values from row 28 of gross SFT assets
Leverage ratio (excluding the impact of any applicable temporary exemption of central bank
31a. 15.20% 15.40%
reserves) incorporating mean values from row 28 of gross SFT assets
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10.b. Leverage Ratio - Exposure in Leverage Ratio Report and Report of Leverage Calculation - Bank as
Consolidated with Subsidiaries
A. Exposure in Leverage Ratio Report
(in million Rupiah)
No Information As of December 31, 2025
Total assets on the balance sheet in published financial statements
1. 1,618,425,735
(Gross value before deducting impairment provision)
Adjustment for investment in Bank, Financial Institution, Insurance Company, and/or other entities that
2. (6,665,089)
consolidated based on accounting standard yet out of scope consolidation based on Otoritas Jasa Keuangan.
Adjustment for portfolio of financial asset that have underlying which already transferred to without recourse
securitization asset as stipulated in OJK's statutory regulations related to Prudential Principles in Securitization
Asset Activity for General Bank
3. -
In the event that the underlying financial asset has been deducted from the total assets in the statement of
financial position, the number on this line is 0 (zero)
Adjustment to temporary exception of Placement to Bank Indonesia in accordance Statutory Reserve
4. N/A
Requirement (if any)
Adjustment to fiduciary asset that recognized as balance sheet based on accounting standard yet excluded
5. N/A
from total exposure in Leverage Ratio calculation
6. Adjustment to acquisition cost or sales price of financial assets regularly using trade date accounting method -
7. Adjustment to qualified cash pooling transaction as stipulated in this OJK's regulation -
8. Adjustment to exposure of derivative transaction 936,640
Adjustment to exposure of Securities Financing Transaction (SFT) as example:
9. 1,660,656
reverse repo transaction
10. Adjustment to exposure of Off Balance Sheet transaction that already multiply with Credit Conversion Factor 168,559,843
11. Prudent valuation adjustments in form of capital deduction factor and impairment (43,181,133)
12. Other adjustments -
13. Total Exposure in Leverage Ratio Calculation 1,739,736,652
B.Leverage Ratio Calculation Report
(in million Rupiah)
Period
No Information
December 31, 2025 September 30, 2025
On-Balance Sheet Exposure
On-balance sheet exposure including collateral, but excluding derivatives and securities
1. financing transaction (SFTs) 1,606,356,129 1,550,237,005
(gross value before deducting impairment provisions)
Gross-up for derivatives collateral provided where deducted from balance sheet assets
2. - -
pursuant to the accounting standard
3. (Deductions of receivable assets for CVM provided in derivatives transactions) - -
(Adjustment for securities received under securities financing transactions that are
4. - -
recognised as an asset)
5. (Impairment provision those assets inline with accounting standard applied) (31,596,263) (33,280,491)
6. (Asset amounts deducted in determining Basel III Tier 1 capital and regulatory adjustments) (8,717,961) (8,224,574)
Total On-Balance Sheet Exposure.
7. 1,566,041,905 1,508,731,940
Sum of rows 1 to 6
Derivative Exposure
Replacement cost associated with all derivatives transactions (where applicable net of
8. 165,295 224,888
eligible cash variation margin and/or with bilateral netting)
9. Add on amounts for PFE associated with all derivatives transactions 889,967 644,715
10. (Exempted central counterparty (CCP) leg of client-cleared trade exposures) (554) (525)
11. Adjusted effective notional amount of written credit derivatives - -
12. (Adjusted effective notional offsets and add-on deductions for written credit derivatives) - -
Total Derivative Exposure
13. 1,054,708 869,078
Sum of rows 8 to 12
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B.Leverage Ratio Calculation Report
(in million Rupiah)
Period
No Information
December 31, 2025 September 30, 2025
Securities Financing Transaction (SFT) Exposure
14. Gross SFT Assets 5,285,513 14,974,431
15. (Netted amounts of cash payables and cash receivables of gross SFT assets) - -
16. Counterparty credit risk exposure for SFT assets refers to current exposure calculation 1,661,592 2,727,977
17. Agent transaction exposures - -
Total SFT Exposure
18. 6,947,105 17,702,408
Sum of rows 14 to 17
Other Off-Balance Sheet Exposure
Off-balance sheet exposure at gross notional amount
19. 491,663,332 501,071,473
(gross value before deducting impairment provision)
(Adjustment from the result of multiplying commitment payable or contingent payables with
20. (323,103,489) (327,649,946)
credit conversion factor and deducted with impairment provision)
21. (Impairment provision for off balance sheet inline with accounting standard) (2,866,909) (3,138,459)
Total Other Off-Balance Sheet Exposure
22. 165,692,934 170,283,068
Sum of rows 19 to 21
Capital and Total Exposure
23. Tier 1 Capital 273,828,527 269,050,868
Total Exposure
24. 1,739,736,652 1,697,586,494
Sum of rows 7,13,18,22
Leverage Ratio
Leverage ratio (including the impact of any applicable temporary exemption of central bank
25. 15.74% 15.85%
reserves)
Leverage ratio (excluding the impact of any applicable temporary exemption of central bank
25a. 15.74% 15.85%
reserves)
26. National Minimum Leverage Ratio Requirement 3.00% 3.00%
27. Applicable Leverage Buffer N/A N/A
Disclosures of Mean Values
Mean value of gross SFT assets, after adjustment for sale accounting transactions and netted
28. 13,957,999 12,566,261
of amounts of associated cash payables and cash receivables
Quarter-end value of gross SFT assets, after adjustment for sale accounting transactions and
29. 5,285,513 14,974,431
netted of amounts of associated cash payables and cash receivables
Total exposures (including the impact of any applicable temporary exemption of central bank
30. 1,748,409,138 1,695,178,324
reserves) incorporating mean values from row 28 of gross SFT assets
Total exposures (excluding the impact of any applicable temporary exemption of central bank
30a. 1,748,409,138 1,695,178,324
reserves) incorporating mean values from row 28 of gross SFT asset
Leverage ratio (including the impact of any applicable temporary exemption of central bank
31. 15.66% 15.87%
reserves) incorporating mean values from row 28 of gross SFT assets
Leverage ratio (excluding the impact of any applicable temporary exemption of central bank
31a. 15.66% 15.87%
reserves) incorporating mean values from row 28 of gross SFT assets
11. Credit Risk - Risk Management Implementation Report for Credit Risk (CRA)
Disclosure of Qualitative Information related to Credit Risk in General has been submitted through the Risk
Management Implementation Report for Credit Risk as part of the Bank’s Health Level Report for the
period December 31, 2025.
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a n d A n a l y s i s
12.a. Credit Risk - Disclosure of Credit Quality over Asset (CR1) - Bank only
(in million Rupiah)
As of December 31, 2025
Gross Carrying Value Allowance for impairment losses Allowance for
Allowance for Net
impairment
Past Due Non Past Due impairment Stage 2 and Receivables
Stage 1 losses
Receivables Receivables losses Stage 3 (a+b-c)
(IRB Approach)
a b c d e f g
1 . Credit 15,853,686 946,049,819 29,390,498 17,881,052 11,509,446 932,513,007
2 . Securities 100,666 435,790,134 444,818 100,581 344,237 435,445,982
Other Off-
3. 38,719 390,380,193 2,864,112 124,402 2,739,710 387,554,800
Balance Sheet
4 . Total 15,993,071 1,772,220,146 32,699,428 18,106,035 14,593,393 1,755,513,789
12.b. Credit Risk - Disclosure of Credit Quality over Asset (CR1) - Bank as Consolidated with Subsidiaries
(in million Rupiah)
As of December 31, 2025
Gross Carrying Value CKPN
CKPN
Nilai Bersih
Past Due Non Past Due CKPN Stage 2 and (Pendekatan
Stage 1 (a+b-c)
Receivables Receivables Stage 3 IRB)
a b c d e f g
1. Credit 16,201,200 976,688,570 30,757,244 18,577,127 12,180,117 962,132,526
2. Securities 100,666 450,155,404 484,460 119,903 364,557 449,771,610
Other Off-
3. 40,738 391,171,565 2,866,909 124,402 2,742,507 388,345,394
Balance Sheet
4. Total 16,342,604 1,818,015,539 34,108,613 18,821,432 15,287,181 1,800,249,530
13.a. Credit Risk - Disclosures of Past Due Credit and Securities Movements (CR2) - Bank only
(in million Rupiah)
As of December 31, 2025
a
1. Past Due Credit and Securities in prior reporting 20,233,597
2 . Past Due Credit and Securities since prior reporting 7,876,349
3 . Credit and Securities Restated to Not Past Due Receivables 2,808,766
4 . Written-Off 5,760,776
5 . Other Changes (3,586,052)
6 . Past Due Credit and Securities for end of reporting period (1+2-3-4+5) 15,954,352
124 Annual Report 2025 | PT Bank Central Asia Tbk
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13.b. Credit Risk - Disclosures of Past Due Credit and Securities Movements (CR2) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
a
1. Past Due Credit and Securities in prior reporting 20,660,481
2. Past Due Credit and Securities since prior reporting 8,355,628
3. Credit and Securities Restated to Not Past Due Receivables 2,972,306
4. Written-Off 6,306,472
5. Other Changes (3,435,465)
6. Past Due Credit and Securities for end of reporting period (1+2-3-4+5) 16,301,866
14.a. Credit Risk - Disclosure of Quantitative Related to Credit Risk Mitigation Techniques (CR3) - Bank only
(in million Rupiah)
As of December 31, 2025
Secured Secured
Receivables Secured Receivables Secured
Unsecured
by Credit Risk Receivables by by Warranty, Receivables by
Receivables
Mitigation Collateral Guarantee, and/or Credit Derivatives
Techniques Credit Insurance
a b c d e
1. Credit 895,148,452 37,364,555 37,334,222 30,333 -
2. Securities 435,445,982 - - - -
3. Total 1,330,594,434 37,364,555 37,334,222 30,333 -
4. Past Due Credit and Securities 6,243,032 3,298 3,298 - -
14.b. Credit Risk - Disclosure of Quantitative Related to Credit Risk Mitigation Techniques (CR3) - Bank as
Consolidated with Subsidiaries
(in million Rupiah)
As of December 31, 2025
Secured Secured
Receivables Secured Receivables Secured
Unsecured
by Credit Risk Receivables by by Warranty, Receivables by
Receivables
Mitigation Collateral Guarantee, and/or Credit Derivatives
Techniques Credit Insurance
a b c d e
1. Credit 923,367,428 38,765,098 38,734,765 30,333
2. Securities 449,771,610 - - -
3. Total 1,373,139,038 38,765,098 38,734,765 30,333
4. Past Due Credit and Securities 6,325,134 3,298 3,298 -
Annual Report 2025 | PT Bank Central Asia Tbk 125
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
15.1a. Disclosure of Net Receivables by Region (CRB-1) - Bank Only
(in million Rupiah)
As of December 31, 2025
Net Receivables by Region
No. Portfolio Category
Eastern
Sumatra Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables on Sovereigns 888 412,384,344 364 568 412,386,164
2. Receivables on Public Sector Entities 282,243 44,016,722 - - 44,298,965
Receivables on Multilateral Development Banks and
3. - - - - -
International Institutions
4. Receivables on Banks 192,007 53,644,672 7,405 38,393 53,882,477
5. Receivables by Covered Bond - - - - -
Receivables to Securities Companies and Other
6. 11,187 64,906,813 529,491 10,542 65,458,033
Financial Services Institutions
Receivables in the Form of Subordinated Securities,
7. - 684,704 - - 684,704
Equity, and Other Capital Instruments
8. Loans Secured by Residential Property 16,289,538 196,709,466 6,599,102 9,656,766 229,254,872
9. Loans Secured by Commercial Real Estate 24,862,295 339,201,094 8,599,880 13,558,032 386,221,301
Credit for Land Acquisition, Soil Processing, and
10. - - - - -
Construction
11. Employee/Retired Loans - - - - -
Receivables on Micro, Small Business & Retail
12. 3,925,046 89,791,072 2,400,797 3,745,953 99,862,868
Portfolio
13. Receivables on Corporate 6,913,106 270,444,446 4,234,019 4,570,693 286,162,264
14. Past Due Receivables 340,990 5,498,221 136,230 308,288 6,283,729
15. Other Assets 3,336,051 59,633,460 1,189,056 3,419,035 67,577,602
Total 56,153,351 1,536,915,014 23,696,344 35,308,270 1,652,072,979
15.1a. Disclosure of Net Receivables by Region (CRB-1) - Bank Only
(in million Rupiah)
As of December 31, 2024
Net Receivables by Region
No. Portfolio Category
Eastern
Sumatra Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables on Sovereigns - 368,166,256 - - 368,166,256
2. Receivables on Public Sector Entities 313,604 42,199,324 - - 42,512,928
Receivables on Multilateral Development Banks and
3. - - - - -
International Institutions
4. Receivables on Banks 260,231 52,102,114 78,226 57,714 52,498,285
5. Receivables by Covered Bond - - - - -
Receivables to Securities Companies and Other
6. 9,699 54,245,819 488,913 11,950 54,756,381
Financial Services Institutions
Receivables in the Form of Subordinated Securities,
7. - 627,983 - - 627,983
Equity, and Other Capital Instruments
8. Loans Secured by Residential Property 14,450,545 187,288,264 6,263,453 9,435,054 217,437,316
9. Loans Secured by Commercial Real Estate 22,205,493 310,678,296 7,532,061 12,944,109 353,359,959
Credit for Land Acquisition, Soil Processing, and
10. - - - - -
Construction
11. Employee/Retired Loans - - - - -
Receivables on Micro, Small Business & Retail
12. 3,775,001 87,147,016 2,153,413 3,498,945 96,574,375
Portfolio
13. Receivables on Corporate 7,701,027 244,044,367 3,073,298 4,434,524 259,253,216
14. Past Due Receivables 254,205 4,639,972 169,738 274,752 5,338,667
15. Other Assets 4,442,645 59,345,655 1,034,432 3,709,309 68,532,041
Total 53,412,450 1,410,485,066 20,793,534 34,366,357 1,519,057,407
126 Annual Report 2025 | PT Bank Central Asia Tbk
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15.1b. Credit Risk - Disclosure of Net Receivables by Region (CRB-1) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
Net Receivables by Region
No. Portfolio Category
Eastern
Sumatra Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables on Sovereigns 888 421,535,595 364 568 421,537,415
2. Receivables on Public Sector Entities 316,543 44,319,090 - 236,675 44,872,308
Receivables on Multilateral Development Banks and International
3. - - - - -
Institutions
4. Receivables on Banks 192,007 55,632,131 7,405 160,272 55,991,815
5. Receivables by Covered Bond - - - - -
Receivables to Securities Companies and Other Financial
6. 11,187 64,521,629 529,491 10,542 65,072,849
Services Institutions
Receivables in the Form of Subordinated Securities, Equity, and
7. - 789,700 - - 789,700
Other Capital Instruments
8. Loans Secured by Residential Property 16,353,730 198,080,879 6,600,110 9,705,381 230,740,100
9. Loans Secured by Commercial Real Estate 24,865,838 339,370,072 8,599,880 13,561,027 386,396,817
10. Credit for Land Acquisition, Soil Processing, and Construction - - - - -
11. Employee/Retired Loans 47,600 31,595 7,080 31,324 117,599
12. Receivables on Micro, Small Business & Retail Portfolio 5,897,191 98,688,465 3,094,389 4,719,326 112,399,371
13. Receivables on Corporate 8,724,056 289,662,371 5,217,501 5,663,734 309,267,662
14. Past Due Receivables 352,832 5,555,760 143,719 313,924 6,366,235
15. Other Assets 3,383,685 60,709,044 1,189,056 3,420,113 68,701,898
Total 60,145,557 1,578,896,331 25,388,995 37,822,886 1,702,253,769
15.1b. Credit Risk - Disclosure of Net Receivables by Region (CRB-1) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2024
No. Portfolio Category Net Receivables by Region
Eastern Foreign
Sumatra Java Borneo Total
Indonesia Operation
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables on Sovereigns - 378,037,874 - - - 378,037,874
2. Receivables on Public Sector Entities 346,937 42,459,758 - 233,333 - 43,040,028
Receivables on Multilateral Development Banks
3. - - - - - -
and International Institutions
4. Receivables on Banks 260,231 54,174,271 78,226 57,714 345,285 54,915,727
5. Receivables by Covered Bond - - - - - -
Receivables to Securities Companies and Other
6. 9,699 53,928,029 488,913 11,950 - 54,438,591
Financial Services Institutions
Receivables in the Form of Subordinated
7. - 600,017 - - 59,109 659,126
Securities, Equity, and Other Capital Instruments
8. Loans Secured by Residential Property 14,494,023 188,393,579 6,264,528 9,476,912 - 218,629,042
9. Loans Secured by Commercial Real Estate 22,210,582 310,791,336 7,532,061 12,949,390 - 353,483,369
Credit for Land Acquisition, Soil Processing, and
10. - - - - - -
Construction
11. Employee/Retired Loans 77,950 57,296 12,376 53,387 - 201,009
Receivables on Micro, Small Business & Retail
12. 5,795,060 96,295,259 2,842,230 4,518,449 - 109,450,998
Portfolio
13. Receivables on Corporate 9,318,475 258,023,419 3,927,856 5,001,871 - 276,271,621
14. Past Due Receivables 274,445 4,723,792 178,095 281,286 - 5,457,618
15. Other Assets 4,489,109 60,956,954 1,034,432 3,709,533 4,035 70,194,063
Total 57,276,511 1,448,441,584 22,358,717 36,293,825 408,429 1,564,779,066
Annual Report 2025 | PT Bank Central Asia Tbk 127
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
15.2a.Credit Risk - Disclosure of Net Receivables by Economic Sectors (CRB-2) - Bank Only
Receivables
Receivables
to Securities
on Multilateral
Receivables Receivables Companies
Receivables Development Receivables
No. Economic Sectors on Public by Covered and Other
on Sovereigns Banks and on Banks
Sector Entities Bond Financial
International
Services
Institutions
Institutions
(1) (2) (3) (4) (5) (6) (7) (8)
As of December 31, 2025
1. Agriculture, Forestry, and Fisheries - - - - - 230,523
2. Mining and Quarrying Industries - 2,598,438 - - - -
3. Processing Industries - 1,410,228 - - - 503
Procurement of Electricity, Gas,
4. - 25,048,729 - - - -
Steam/Hot Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management - - - - - -
and Recycling
6. Construction - 97,559 - - - 3,768
Wholesale and Retail Trade; Car and
7. - 15,875 - - - 5,031
Motorcycle Repair and Maintenance
8. Transportation and Warehousing - 6,975,235 - - - -
9. Hotel and Food & Beverage - - - - - -
10. Information and Communication - 7,646,352 - - - -
11. Financial and Insurance Activities 5,324,038 - - 53,882,477 - 65,209,913
12. Real Estate - - - - - -
Professional, Scientific, and Technical
13. - - - - - 4,090
Activities
Leasing and Leasing Without Option
14. Right, Employment, Travel Agencies, - - - - - 3,993
and Other Business Support Activities
Public Administration, Defense And
15. 404,363,519 - - - - -
Compulsory Social Security
16. Education Services - - - - - -
Human Health and Social Work
17. - - - - - -
Activities
Art, Entertainment, and Leisure
18. - - - - - -
Activities
19. Other Service Activities - - - - - 205
Household Activities as Employer;
Activities which Generate Products
20. - - - - - -
or Services by Household, Use for
Fulfilling Self-Needs
International institution and Other
21. - - - - - -
Extra International Agency Activities
22. Household Activities - - - - - -
23. Non-Business Field - - - - - 7
24. Others 2,698,607 506,549 - - - -
Total 412,386,164 44,298,965 - 53,882,477 - 65,458,033
128 Annual Report 2025 | PT Bank Central Asia Tbk
Page 131
(in million Rupiah)
Receivables
in the Form of Loans Loans Credit for Land Receivables on
Employee/
Subordinated Secured by Secured by Acquisition, Soil Micro, Small Receivables Past Due
Retired Other Assets
Securities, Equity, Residential Commercial Processing, and Business & Retail on Corporate Receivables
Loans
and Other Capital Property Real Estate Construction Portfolio
Instruments
(9) (10) (11) (12) (13) (14) (15) (16) (17)
- 2,545,569 31,815,989 - - 1,521,033 10,407,161 61,181 -
- 719,458 8,276,408 - - 249,771 30,894,729 8,189 -
- 26,714,039 145,345,710 - - 3,569,693 67,239,702 1,818,831 -
- 246,386 6,073,831 - - 60,947 2,663,596 2,040 -
- 219,781 3,080,610 - - 87,377 2,210,706 5,859 -
- 3,397,999 6,705,354 - - 1,214,201 35,114,680 195,083 -
- 70,654,307 100,554,997 - - 11,586,824 27,164,263 1,740,807 -
- 7,706,582 16,148,211 - - 1,684,139 15,975,818 91,104 -
- 2,448,311 13,027,775 - - 1,593,838 2,803,997 281,106 -
80 841,077 2,378,225 - - 328,301 24,105,338 38,147 -
684,624 185,262 372,433 - - 4,075,924 2,679,611 34 20,802
- 3,368,695 26,840,647 - - 1,588,462 8,479,561 77,731 -
- 1,589,813 2,822,600 - - 1,176,226 994,044 165,470 -
- 1,925,700 8,310,477 - - 787,649 2,124,753 65,304 -
- - - - - - - - -
- 218,547 960,585 - - 420,200 366,846 4,240 -
- 1,024,590 5,119,907 - - 345,854 278,638 11,945 -
- 129,775 404,519 - - 107,781 247,621 2,356 -
- 632,396 1,782,825 - - 707,680 176,966 26,473 -
- - - - - - - - -
- - - - - 105 - - -
- 104,686,585 6,200,198 - - 45,072,839 - 1,597,688 -
- - - - - 22,557,370 270 59,609 -
- - - - - 1,126,654 52,233,964 30,532 67,556,800
684,704 229,254,872 386,221,301 - - 99,862,868 286,162,264 6,283,729 67,577,602
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
15.2a. Credit Risk - Disclosure of Net Receivables by Economic Sectors (CRB-2) - Bank Only
Receivables Receivables
on to Securities
Receivables
Multilateral Receivables Companies
Receivables on Public Receivables
No. Economic Sectors Development by Covered and Other
on Sovereigns Sector on Banks
Banks and Bond Financial
Entities
International Services
Institutions Institutions
(1) (2) (3) (4) (5) (6) (7) (8)
As of December 31, 2024
1. Agriculture, Forestry, and Fisheries - - - - - 206,306
2. Mining and Quarrying Industries - 2,464,263 - - - -
3. Processing Industries - 1,451,472 - - - 43,760
Procurement of Electricity, Gas, Steam/Hot
4. - 19,542,010 - - - -
Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management and - - - - - -
Recycling
6. Construction - 923,629 - - - -
Wholesale and Retail Trade; Car and
7. - 51,391 - - - 6,463
Motorcycle Repair and Maintenance
8. Transportation and Warehousing - 7,602,426 - - - -
9. Hotel and Food & Beverage - - - - - -
10. Information and Communication - 9,575,496 - - - -
11. Financial and Insurance Activities 6,116,796 - - 52,498,285 - 54,493,132
12. Real Estate - - - - - -
Professional, Scientific, and Technical
13. - - - - - 6,391
Activities
Leasing and Leasing Without Option Right,
14. Employment, Travel Agencies, and Other - - - - - -
Business Support Activities
Public Administration, Defense And
15. 358,964,489 - - - - -
Compulsory Social Security
16. Education Services - - - - - -
17. Human Health and Social Work Activities - - - - - -
18. Art, Entertainment, and Leisure Activities - - - - - -
19. Other Service Activities - - - - - 322
Household Activities as Employer;
Activities which Generate Products or
20. - - - - - -
Services by Household, Use for Fulfilling
Self-Needs
International institution and Other Extra
21. - - - - - -
International Agency Activities
22. Household Activities - - - - - -
23. Non-Business Field - - - - - 7
24. Others 3,084,971 902,241 - - - -
Total 368,166,256 42,512,928 - 52,498,285 - 54,756,381
130 Annual Report 2025 | PT Bank Central Asia Tbk
Page 133
(in million Rupiah)
Receivables Credit
Receivables
in the Form of for Land
Loans Loans on Micro,
Subordinated Acquisition,
Secured by Secured by Employee/ Small Receivables Past Due
Securities, Soil Other Assets
Residential Commercial Retired Loans Business on Corporate Receivables
Equity, and Processing,
Property Real Estate & Retail
Other Capital and
Portfolio
Instruments Construction
(9) (10) (11) (12) (13) (14) (15) (16) (17)
- 2,539,663 28,392,033 - - 1,558,971 8,344,760 78,315 -
- 917,426 5,791,945 - - 262,346 23,271,270 22,172 -
- 24,527,673 135,472,122 - - 3,048,247 62,202,313 2,096,355 -
- 262,092 6,273,436 - - 74,487 5,566,707 2,836 -
- 202,352 2,777,980 - - 87,955 2,365,182 6,586 -
- 3,287,358 5,437,572 - - 986,197 32,271,268 82,458 -
- 67,996,489 98,355,707 - - 9,907,505 26,113,882 1,386,961 -
- 6,469,953 14,275,418 - - 1,382,229 13,707,041 34,591 -
- 2,041,698 10,443,724 - - 1,296,432 1,926,797 112,200 -
80 684,646 1,852,168 - - 240,341 19,017,415 12,862 -
627,903 164,358 352,938 - - 141,594 2,011,826 827 7,018
- 2,445,617 21,375,176 - - 1,100,462 11,164,299 113,387 -
- 1,632,016 3,020,868 - - 851,248 483,061 25,679 -
- 1,785,898 6,998,376 - - 679,663 2,138,532 27,442 -
- - - - - - - - -
- 151,839 891,383 - - 209,391 319,298 4,533 -
- 872,696 3,901,189 - - 324,588 410,317 9,135 -
- 101,962 358,629 - - 116,824 240,092 154 -
- 576,036 1,628,763 - - 467,598 113,303 7,832 -
- - - - - - - - -
- 15 - - - 175 - - -
- 100,777,529 5,760,532 - - 52,070,777 - 1,209,586 -
- - - - - 20,648,784 307 46,570 -
- - - - - 1,118,561 47,585,546 58,186 68,525,023
627,983 217,437,316 353,359,959 - - 96,574,375 259,253,216 5,338,667 68,532,041
Annual Report 2025 | PT Bank Central Asia Tbk 131
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
15.2b Credit Risk - Disclosure of Net Receivables by Economic Sectors (CRB-2) - Bank as Consolidated with
Subsidiaries
Receivables Receivables
on to Securities
Receivables
Multilateral Receivables Companies
Receivables on Public Receivables
No. Economic Sectors Development by Covered and Other
on Sovereigns Sector on Banks
Banks and Bond Financial
Entities
International Services
Institutions Institutions
(1) (2) (3) (4) (5) (6) (7) (8)
As of December 31, 2025
1. Agriculture, Forestry, and Fisheries - - - - - 230,523
2. Mining and Quarrying Industries - 2,598,438 - - - -
3. Processing Industries - 1,410,228 - - - 503
Procurement of Electricity, Gas, Steam/Hot
4. - 25,483,237 - - - -
Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management and - - - - - -
Recycling
6. Construction - 170,219 - - - 3,768
Wholesale and Retail Trade; Car and
7. - 15,875 - - - 5,031
Motorcycle Repair and Maintenance
8. Transportation and Warehousing - 6,975,235 - - - -
9. Hotel and Food & Beverage - 66,084 - - - -
10. Information and Communication - 7,646,352 - - - -
11. Financial and Insurance Activities 10,158,220 - - 55,991,815 - 64,824,729
12. Real Estate - - - - - -
Professional, Scientific, and Technical
13. - - - - - 4,090
Activities
Leasing and Leasing Without Option Right,
14. Employment, Travel Agencies, and Other - 91 - - - 3,993
Business Support Activities
Public Administration, Defense And
15. 408,680,588 - - - - -
Compulsory Social Security
16. Education Services - - - - - -
17. Human Health and Social Work Activities - - - - - -
18. Art, Entertainment, and Leisure Activities - - - - - -
19. Other Service Activities - - - - - 205
Household Activities as Employer;
Activities which Generate Products or
20. - - - - - -
Services by Household, Use for Fulfilling
Self-Needs
International institution and Other Extra
21. - - - - - -
International Agency Activities
22. Household Activities - - - - - -
23. Non-Business Field - - - - - 7
24. Others 2,698,607 506,549 - - - -
Total 421,537,415 44,872,308 - 55,991,815 - 65,072,849
132 Annual Report 2025 | PT Bank Central Asia Tbk
Page 135
(in million Rupiah)
Receivables Credit
Receivables
in the Form of for Land
Loans Loans on Micro,
Subordinated Acquisition,
Secured by Secured by Employee/ Small Receivables Past Due
Securities, Soil Other Assets
Residential Commercial Retired Loans Business on Corporate Receivables
Equity, and Processing,
Property Real Estate & Retail
Other Capital and
Portfolio
Instruments Construction
(9) (10) (11) (12) (13) (14) (15) (16) (17)
- 2,545,569 31,815,989 - 115,476 2,091,127 11,352,574 68,633 -
- 719,458 8,276,408 - - 434,755 32,867,159 9,335 -
- 26,714,039 145,345,710 - - 4,842,698 72,291,147 1,829,607 -
- 246,386 6,073,831 - - 90,742 3,774,459 2,245 -
- 219,781 3,080,610 - - 125,471 2,338,934 6,102 -
- 3,398,349 6,705,354 - - 1,594,819 35,610,608 198,039 -
13,200 70,654,307 100,555,637 - - 14,014,139 30,219,554 1,761,907 -
- 7,706,582 16,153,250 - - 2,026,727 16,964,822 93,627 -
- 2,448,311 13,029,323 - - 2,155,344 2,902,639 287,115 -
80 841,077 2,378,225 - - 492,759 25,452,446 39,114 -
776,420 185,262 372,433 - - 4,462,471 8,695,044 1,938 20,802
- 3,368,695 26,995,301 - - 1,735,381 9,430,658 78,719 -
- 1,589,813 2,822,600 - - 1,393,828 1,013,577 167,138 -
- 1,925,700 8,310,477 - - 1,075,660 2,908,454 67,661 -
- - - - - 465,656 939 3,059 -
- 218,547 962,443 - - 767,116 412,824 6,496 -
- 1,025,582 5,119,907 - - 840,056 289,771 14,831 -
- 129,775 404,519 - - 192,556 257,821 2,910 -
- 632,396 1,782,825 - - 1,495,171 182,985 30,630 -
- - - - - 529 55 - -
- - - - - 105 - - -
- 106,170,471 6,211,975 - 2,123 47,542,178 66,311 1,606,988 -
- - - - - 23,081,269 917 59,609 -
- - - - - 1,478,814 52,233,964 30,532 68,681,096
789,700 230,740,100 386,396,817 - 117,599 112,399,371 309,267,662 6,366,235 68,701,898
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15.2b. Credit Risk - Disclosure of Net Receivables by Economic Sectors (CRB-2) - Bank as Consolidated with
Subsidiaries
Receivables Receivables
on to Securities
Receivables
Multilateral Receivables Companies
Receivables on Public Receivables
No. Economic Sectors Development by Covered and Other
on Sovereigns Sector on Banks
Banks and Bond Financial
Entities
International Services
Institutions Institutions
(1) (2) (3) (4) (5) (6) (7) (8)
As of December 31, 2024
1. Agriculture, Forestry, and Fisheries - - - - - 206,306
2. Mining and Quarrying Industries - 2,464,263 - - - -
3. Processing Industries - 1,451,472 - - - 43,760
Procurement of Electricity, Gas, Steam/Hot
4. - 19,983,313 - - - -
Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management and - - - - - -
Recycling
6. Construction - 994,827 - - - -
Wholesale and Retail Trade; Car and
7. - 51,391 - - - 6,463
Motorcycle Repair and Maintenance
8. Transportation and Warehousing - 7,602,426 - - - -
9. Hotel and Food & Beverage - - - - - -
10. Information and Communication - 9,575,496 - - - -
11. Financial and Insurance Activities 10,632,048 4,319 - 54,915,727 - 54,175,342
12. Real Estate - - - - - -
Professional, Scientific, and Technical
13. - - - - - 6,391
Activities
Leasing and Leasing Without Option Right,
14. Employment, Travel Agencies, and Other - 135 - - - -
Business Support Activities
Public Administration, Defense And
15. 364,320,855 - - - - -
Compulsory Social Security
16. Education Services - 10,145 - - - -
17. Human Health and Social Work Activities - - - - - -
18. Art, Entertainment, and Leisure Activities - - - - - -
19. Other Service Activities - - - - - 322
Household Activities as Employer;
Activities which Generate Products or
20. - - - - - -
Services by Household, Use for Fulfilling
Self-Needs
International institution and Other Extra
21. - - - - - -
International Agency Activities
22. Household Activities - - - - - -
23. Non-Business Field - - - - - 7
24. Others 3,084,971 902,241 - - - -
Total 378,037,874 43,040,028 - 54,915,727 - 54,438,591
134 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
Receivables Credit
Receivables
in the Form of for Land
Loans Loans on Micro,
Subordinated Acquisition,
Secured by Secured by Employee/ Small Receivables Past Due
Securities, Soil Other Assets
Residential Commercial Retired Loans Business on Corporate Receivables
Equity, and Processing,
Property Real Estate & Retail
Other Capital and
Portfolio
Instruments Construction
(9) (10) (11) (12) (13) (14) (15) (16) (17)
- 2,539,663 28,392,033 - 196,483 2,090,101 9,402,255 85,873 -
- 917,426 5,791,945 - - 474,331 24,576,891 23,997 -
- 24,527,673 135,472,122 - - 4,250,347 67,101,275 2,110,537 -
- 262,092 6,273,436 - - 101,245 5,752,941 3,132 -
- 202,352 2,777,980 - - 121,667 2,367,998 7,034 -
- 3,287,831 5,437,572 - - 1,352,433 32,736,868 86,955 -
- 67,997,027 98,357,285 - - 12,830,245 28,451,791 1,420,999 -
- 6,469,953 14,284,537 - - 1,668,302 14,464,320 37,340 -
- 2,042,153 10,445,614 - - 1,804,399 2,102,651 119,799 -
80 684,646 1,852,168 - - 406,603 19,887,438 14,154 -
659,046 164,358 352,938 - - 509,853 5,836,160 3,023 7,018
- 2,445,617 21,471,969 - - 1,223,557 11,577,227 114,287 -
- 1,632,016 3,020,868 - - 1,060,818 501,680 26,959 -
- 1,785,898 6,998,376 - - 966,898 2,719,755 31,038 -
- - - - - 396,764 1,081 4,620 -
- 151,839 891,383 - - 544,629 359,226 7,335 -
- 873,964 3,901,189 - - 846,141 425,775 13,762 -
- 101,962 358,629 - - 196,576 244,056 1,315 -
- 576,036 1,628,763 - - 1,936,784 116,645 21,212 -
- - - - - 794 90 18 -
- 15 - - - 175 - - -
- 101,966,411 5,774,562 - 4,526 54,290,404 59,029 1,219,427 -
- 110 - - - 20,805,086 923 46,616 -
- - - - - 1,572,846 47,585,546 58,186 70,187,045
659,126 218,629,042 353,483,369 - 201,009 109,450,998 276,271,621 5,457,618 70,194,063
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a n d A n a l y s i s
15.3a. Credit Risk - Disclosure of Net Receivables by Contractual Maturity (CRB-3) - Bank Only
(in million Rupiah)
As of December 31, 2025
Net Receivables by Contractual Maturity
No. Portfolio Category
>1 year to >3 year to Non-
≤ 1 year > 5 years Total
3 years 5 years Contractual
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables on Sovereigns 193,818,221 82,125,364 84,211,030 52,231,549 - 412,386,164
2. Receivables on Public Sector Entities 4,331,380 2,748,054 7,833,012 29,386,519 - 44,298,965
Receivables on Multilateral Development
3. - - - - - -
Banks and International Institutions
4. Receivables on Banks 40,856,514 10,927,088 2,098,875 - - 53,882,477
5. Receivables by Covered Bond - - - - - -
Receivables to Securities Companies and
6. 35,815,470 27,888,689 1,753,874 - - 65,458,033
Other Financial Services Institutions
Receivables in the Form of Subordinated
7. Securities, Equity, and Other Capital - - - - 684,704 684,704
Instruments
8. Loans Secured by Residential Property 92,938,534 19,307,685 27,508,242 89,500,411 - 229,254,872
9. Loans Secured by Commercial Real Estate 190,172,194 29,136,034 48,771,290 118,141,783 - 386,221,301
Credit for Land Acquisition, Soil Processing,
10. - - - - - -
and Construction
11. Employee/Retired Loans - - - - - -
Receivables on Micro, Small Business &
12. 27,449,355 33,063,887 27,183,543 12,166,083 - 99,862,868
Retail Portfolio
13. Receivables on Corporate 116,436,552 41,690,092 43,718,119 84,317,501 - 286,162,264
14. Past Due Receivables 2,342,726 580,630 1,680,656 1,679,717 - 6,283,729
15. Other Assets - - - - 67,577,602 67,577,602
Total 704,160,946 247,467,523 244,758,641 387,423,563 68,262,306 1,652,072,979
15.3a. Credit Risk - Disclosure of Net Receivables by Contractual Maturity (CRB-3) - Bank Only
(in million Rupiah)
As of December 31, 2024
Net Receivables by Contractual Maturity
No, Portfolio Category
>1 year to >3 year to Non-
≤ 1 year > 5 years Total
3 years 5 years Contractual
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables on Sovereigns 170,512,358 81,728,621 91,516,636 24,408,641 - 368,166,256
2. Receivables on Public Sector Entities 4,566,666 5,234,754 2,777,797 29,933,711 - 42,512,928
Receivables on Multilateral Development
3. - - - - - -
Banks and International Institutions
4. Receivables on Banks 38,510,699 12,904,435 989,604 93,547 - 52,498,285
5. Receivables by Covered Bond - - - - - -
Receivables to Securities Companies and
6. 22,794,960 31,217,684 743,737 - - 54,756,381
Other Financial Services Institutions
Receivables in the Form of Subordinated
7. Securities, Equity, and Other Capital - - - - 627,983 627,983
Instruments
8. Loans Secured by Residential Property 88,480,417 19,592,016 25,467,710 83,897,173 - 217,437,316
9. Loans Secured by Commercial Real Estate 174,334,232 30,488,077 46,011,168 102,526,482 - 353,359,959
Credit for Land Acquisition, Soil Processing,
10. - - - - - -
and Construction
11. Employee/Retired Loans - - - - - -
Receivables on Micro, Small Business &
12. 17,846,096 34,735,526 30,939,563 13,053,190 - 96,574,375
Retail Portfolio
13. Receivables on Corporate 108,480,772 37,646,129 38,078,905 75,047,410 - 259,253,216
14. Past Due Receivables 1,981,364 607,027 585,587 2,164,689 - 5,338,667
15. Other Assets - - - - 68,532,041 68,532,041
Total 627,507,564 254,154,269 237,110,707 331,124,843 69,160,024 1,519,057,407
136 Annual Report 2025 | PT Bank Central Asia Tbk
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15.3b. Credit Risk - Disclosure of Net Receivables by Contractual Maturity (CRB-3) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
Net Receivables by Contractual Maturity
No. Portfolio Category
>1 year to ">3 year to Non-
≤ 1 year > 5 years Total
3 years" 5 years Contractual
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables on Sovereigns 200,763,112 82,445,278 84,748,934 53,580,091 - 421,537,415
2. Receivables on Public Sector Entities 4,667,729 2,779,246 8,038,814 29,386,519 - 44,872,308
Receivables on Multilateral Development
3. - - - - - -
Banks and International Institutions
4. Receivables on Banks 41,996,110 11,308,316 2,687,389 - - 55,991,815
5. Receivables by Covered Bond - - - - - -
Receivables to Securities Companies and
6. 35,430,286 27,888,689 1,753,874 - - 65,072,849
Other Financial Services Institutions
Receivables in the Form of Subordinated
7. Securities, Equity, and Other Capital - - - - 789,700 789,700
Instruments
8. Loans Secured by Residential Property 94,224,329 19,347,572 27,576,078 89,592,121 - 230,740,100
9. Loans Secured by Commercial Real Estate 190,289,571 29,163,880 48,801,182 118,142,184 - 386,396,817
Credit for Land Acquisition, Soil
10. - - - - - -
Processing, and Construction
11. Employee/Retired Loans 82,482 9,039 10,730 15,348 - 117,599
Receivables on Micro, Small Business &
12. 31,151,602 37,705,792 30,650,533 12,891,444 - 112,399,371
Retail Portfolio
13. Receivables on Corporate 127,255,534 46,928,335 47,979,130 87,104,663 - 309,267,662
14. Past Due Receivables 2,352,450 608,131 1,714,496 1,691,158 - 6,366,235
15. Other Assets 23,962 342,656 - - 68,335,280 68,701,898
Total 728,237,167 258,526,934 253,961,160 392,403,528 69,124,980 1,702,253,769
15.3b. Credit Risk - Disclosure of Net Receivables by Contractual Maturity (CRB-3) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2024
Net Receivables by Contractual Maturity
No, Portfolio Category
>1 year to ">3 year to Non-
≤ 1 year > 5 years Total
3 years 5 years Contractual
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables on Sovereigns 178,669,930 82,725,065 91,641,323 25,001,556 - 378,037,874
2. Receivables on Public Sector Entities 4,784,264 5,283,542 2,838,511 30,133,711 - 43,040,028
Receivables on Multilateral Development
3. - - - - - -
Banks and International Institutions
4. Receivables on Banks 40,699,895 13,056,693 1,065,592 93,547 - 54,915,727
5. Receivables by Covered Bond - - - - - -
Receivables to Securities Companies and
6. 22,477,170 31,217,684 743,737 - - 54,438,591
Other Financial Services Institutions
Receivables in the Form of Subordinated
7. Securities, Equity, and Other Capital - - - - 659,126 659,126
Instruments
8. Loans Secured by Residential Property 89,540,921 19,602,656 25,541,245 83,944,220 - 218,629,042
9. Loans Secured by Commercial Real Estate 174,403,575 30,490,588 46,013,058 102,576,148 - 353,483,369
Credit for Land Acquisition, Soil
10. - - - - - -
Processing, and Construction
11. Employee/Retired Loans 139,484 14,485 27,462 19,578 - 201,009
Receivables on Micro, Small Business &
12. 22,430,921 39,018,471 34,280,785 13,720,821 - 109,450,998
Retail Portfolio
13. Receivables on Corporate 116,944,073 41,836,231 40,904,278 76,587,039 - 276,271,621
14. Past Due Receivables 2,019,970 638,733 626,420 2,172,495 - 5,457,618
15. Other Assets 103,501 382,081 - - 69,708,481 70,194,063
Total 652,213,704 264,266,229 243,682,411 334,249,115 70,367,607 1,564,779,066
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15.4a. Credit Risk - Disclosure of Receivables and Provisioning by Region (CRB-4) - Bank Only
(in million Rupiah)
As of December 31, 2025
Region
No. Description
Eastern
Sumatera Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables 66,544,932 1,849,976,994 26,760,110 37,392,666 1,980,674,702
Increased and impaired credit risk
receivables (Stage 2 and Stage 3)
2.
a. Non Past Due 1,250,925 18,459,999 460,977 282,470 20,454,371
b. Past due 569,356 14,753,237 200,061 547,855 16,070,509
3. Allowance for Impairment Losses - Stage 1 825,038 13,065,667 320,033 531,592 14,742,330
4. Allowance for Impairment Losses - Stage 2 636,878 7,368,783 321,513 66,653 8,393,827
5. Allowance for Impairment Losses - Stage 3 230,854 9,334,131 65,393 241,797 9,872,175
6. Written-Off Receivables 102,805 6,914,796 275,724 72,430 7,365,755
15.4a.Credit Risk - Disclosure of Receivables and Provisioning by Region (CRB-4) - Bank Only
(in million Rupiah)
As of December 31, 2024
Region
No, Description
Eastern
Sumatera Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables 61,563,591 1,687,650,926 23,609,909 35,762,609 1,808,587,035
Increased and impaired credit risk
receivables (Stage 2 and Stage 3)
2.
a. Non Past Due 1,051,647 19,750,623 273,517 218,250 21,294,037
b. Past due 444,470 15,255,601 417,075 497,406 16,614,552
3. Allowance for Impairment Losses - Stage 1 926,490 13,132,988 278,683 546,011 14,884,172
4. Allowance for Impairment Losses - Stage 2 502,540 9,361,692 110,737 31,646 10,006,615
5. Allowance for Impairment Losses - Stage 3 191,594 10,721,580 247,513 224,859 11,385,546
6. Written-Off Receivables 19,973 3,213,645 36,923 24,705 3,295,246
138 Annual Report 2025 | PT Bank Central Asia Tbk
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15.4b. Credit Risk - Disclosure of Receivables and Provisioning by Region (CRB-4) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
Region
No. Description
Eastern
Sumatera Java Borneo Total
Indonesia
(1) (2) (3) (4) (5) (6) (7)
1. Receivables 71,027,977 1,884,496,240 28,494,387 40,000,851 2,024,019,455
Increased and impaired credit risk
receivables (Stage 2 and Stage 3)
2.
a. Non Past Due 1,400,307 19,182,119 494,033 306,262 21,382,721
b. Past due 624,937 15,006,810 219,937 570,602 16,422,286
3. Allowance for Impairment Losses - Stage 1 926,488 13,576,743 350,750 585,141 15,439,122
4. Allowance for Impairment Losses - Stage 2 647,751 7,405,206 324,916 70,766 8,448,639
5. Allowance for Impairment Losses - Stage 3 357,938 9,836,149 80,133 260,786 10,535,006
6. Written-Off Receivables 247,504 7,547,611 332,960 131,118 8,259,193
15.4b. Credit Risk - Disclosure of Receivables and Provisioning by Region (CRB-4) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2024
Region
No. Description
Eastern Foreign
Sumatera Java Borneo Total
Indonesia Operation
(1) (2) (3) (4) (5) (6) (7) (8)
1. Receivables 65,591,336 1,718,602,552 25,194,340 37,725,478 404,394 1,847,518,100
Increased and impaired credit risk
receivables (Stage 2 and Stage 3)
2.
a. Non Past Due 1,182,752 20,430,731 291,312 237,747 22,142,542
b. Past due 504,570 15,578,190 439,148 515,405 17,037,313
3. Allowance for Impairment Losses - Stage 1 975,321 13,461,986 296,938 572,054 15,306,299
4. Allowance for Impairment Losses - Stage 2 511,083 9,399,192 114,052 35,222 10,059,549
5. Allowance for Impairment Losses - Stage 3 271,542 11,319,428 263,150 239,257 12,093,377
6. Written-Off Receivables 123,891 3,655,923 67,076 56,577 3,903,467
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a n d A n a l y s i s
15.5a. Credit Risk - Disclosure of Receivables and Provisioning based on Economic Sectors (CRB-5) - Bank Only
(in million Rupiah)
Allowance Allowance Allowance
Impaired Loss Receivables
for for for
Written-Off
No. Economic Sectors Receivables Impairment Impairment Impairment
Non Past Receivables
Past due Losses - Losses - Losses -
Due Stage 1 Stage 2 Stage 3
(1) (2) (3) (4) (5) (6) (7) (8) (9)
As of December 31, 2025
1. Agriculture, Forestry, and Fisheries 54,998,634 74,299 107,997 525,022 5,646 47,100 224,953
2. Mining and Quarrying Industries 66,288,388 92,964 12,607 416,345 57,943 4,439 1,425
3. Processing Industries 349,990,240 7,724,368 6,723,880 3,845,410 3,612,809 4,902,700 2,092,199
Procurement of Electricity, Gas,
4. 38,921,122 10,283 4,030 216,288 2,010 1,990 395
Steam/Hot Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management 6,395,289 3,690 9,518 71,010 373 3,670 5,064
and Recycling
6. Construction 53,081,882 446,051 328,738 869,711 304,428 135,074 50,514
Wholesale and Retail Trade; Car and
7. 291,201,252 2,266,481 3,816,950 4,043,683 1,088,745 2,083,957 1,351,285
Motorcycle Repair and Maintenance
8. Transportation and Warehousing 58,120,051 215,498 125,006 699,872 124,312 34,667 11,471
9. Hotel and Food & Beverage 24,815,187 2,975,097 1,093,042 655,632 1,084,736 812,038 50,479
10. Information and Communication 42,836,415 427,935 51,751 174,416 233,694 13,782 3,707
11. Financial and Insurance Activities 193,269,309 3,573 66 488,113 258 1,826 308
12. Real Estate 46,730,573 2,596,274 127,222 896,778 1,269,436 49,493 42,856
Professional, Scientific, and
13. 8,134,392 35,180 272,088 92,111 4,222 106,913 9,587
Technical Activities
Leasing and Leasing Without Option
Right, Employment, Travel Agencies,
14. 15,788,916 133,467 89,098 203,365 56,276 23,890 7,732
and Other Business Support
Activities
Public Administration, Defense And
15. 436,805,128 - - - - - 20
Compulsory Social Security
16. Education Services 2,363,227 7,017 5,492 28,024 845 1,252 1,852
Human Health and Social Work
17. 9,415,761 25,047 17,477 104,371 5,230 5,537 1,371
Activities
Art, Entertainment, and Leisure
18. 984,624 226 3,184 18,847 16 890 4,071
Activities
19. Other Service Activities 4,059,241 23,264 39,024 60,601 2,306 12,798 6,199
Household Activities as Employer;
Activities which Generate Products
20. - - - - - - -
or Services by Household, Use for
Fulfilling Self-Needs
International institution and Other
21. 105 - - - - - -
Extra International Agency Activities
22. Household Activities 160,168,534 2,829,019 2,794,852 552,163 377,355 1,250,550 1,944,060
23. Non-Business Field 50,926,656 294,470 234,983 439,320 63,565 191,246 447,490
24. Others 65,379,776 270,168 213,504 341,248 99,622 188,363 1,108,717
Total 1,980,674,702 20,454,371 16,070,509 14,742,330 8,393,827 9,872,175 7,365,755
140 Annual Report 2025 | PT Bank Central Asia Tbk
Page 143
15.5a. Credit Risk - Disclosure of Receivables and Provisioning based on Economic Sectors (CRB-5) - Bank Only
(in million Rupiah)
Impaired Loss Allowance Allowance Allowance
Receivables for for for
Written-Off
No. Economic Sectors Receivables Impairment Impairment Impairment
Non Past Receivables
Past due Losses - Losses - Losses -
Due Stage 1 Stage 2 Stage 3
(1) (2) (3) (4) (5) (6) (7) (8) (9)
As of December 31, 2024
1. Agriculture, Forestry, and Fisheries 47,554,246 47,478 276,658 724,085 3,660 198,590 18,550
2. Mining and Quarrying Industries 51,647,233 139,221 30,803 273,186 94,639 8,631 801
3. Processing Industries 324,501,867 4,178,365 8,652,768 4,069,001 2,481,361 6,556,366 738,207
Procurement of Electricity, Gas,
4. 38,565,449 1,172 4,057 241,783 189 1,221 285
Steam/Hot Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management 6,873,598 3,060 10,458 74,342 200 3,885 4,754
and Recycling
6. Construction 51,198,374 256,320 213,782 798,050 138,257 131,531 41,544
Wholesale and Retail Trade; Car and
7. 275,683,423 2,794,602 3,500,692 4,350,064 1,557,051 2,117,956 663,504
Motorcycle Repair and Maintenance
8. Transportation and Werehousing 53,001,857 38,278 51,729 672,965 2,837 17,464 7,749
9. Hotel and Food & Beverage 20,630,843 5,056,276 240,593 361,616 2,277,608 128,501 15,826
10. Information and Communication 39,783,855 776,743 32,747 255,620 401,470 19,955 1,637
11. Financial and Insurance Activities 171,747,430 2,277 2,099 595,642 52 3,073 2,960
12. Real Estate 41,569,632 4,509,898 231,895 603,752 2,354,384 118,512 4,812
Professional, Scientific, and Technical
13. 7,598,428 242,576 39,995 96,955 103,976 15,613 5,105
Activities
Leasing and Leasing Without Option
14. Right, Employment, Travel Agencies, 13,462,787 66,319 40,505 249,694 38,345 13,115 4,793
and Other Business Support Activities
Public Administration, Defense And
15. 379,652,045 - - 96 - - 314
Compulsory Social Security
16. Education Services 1,914,995 465 6,897 25,672 82 2,377 722
Human Health and Social Work
17. 6,262,885 1,618 14,319 90,991 119 5,228 615
Activities
Art, Entertainment, and Leisure
18. 938,927 1,900 4,488 18,991 304 4,334 873
Activities
19. Other Service Activities 3,385,600 17,464 14,576 64,493 1,841 7,121 4,692
Household Activities as Employer;
Activities which Generate Products
20. - - - - - - -
or Services by Household, Use for
Fulfilling Self-Needs
International institution and Other
21. 190 - - - - - -
Extra International Agency Activities
22. Household Activities 162,084,497 2,542,221 2,605,150 493,574 362,797 1,443,153 1,096,154
23. Non-Business Field 48,792,318 269,320 191,166 538,426 65,326 155,428 295,178
24. Others 61,736,556 348,464 449,175 285,174 122,117 433,492 386,171
Total 1,808,587,035 21,294,037 16,614,552 14,884,172 10,006,615 11,385,546 3,295,246
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15.5b. Credit Risk - Disclosure of Receivables and Provisioning based on Economic Sectors (CRB-5) -
Bank as Consolidated with Subsidiaries
(in million Rupiah)
Impaired Loss Receivables Allowance Allowance Allowance
for for for
Written-Off
No. Economic Sectors Receivables Non Past Impairment Impairment Impairment
Past due Receivables
Due Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
(1) (2) (3) (4) (5) (6) (7) (8) (9)
As of December 31, 2025
1. Agriculture, Forestry, and Fisheries 56,667,885 91,738 127,026 553,492 7,729 61,082 271,644
2. Mining and Quarrying Industries 68,473,614 107,404 16,009 435,973 58,345 7,278 9,971
3. Processing Industries 356,885,137 7,895,580 6,753,198 3,920,173 3,616,878 5,021,695 2,183,922
Procurement of Electricity, Gas,
4. 40,497,138 11,230 4,457 222,848 2,222 2,421 2,014
Steam/Hot Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management 6,755,736 4,572 10,170 73,527 481 4,202 7,540
and Recycling
6. Construction 54,319,210 455,154 337,775 888,973 305,938 161,504 70,168
Wholesale and Retail Trade;
7. Car and Motorcycle Repair and 297,390,591 2,509,637 3,934,973 4,155,822 1,097,898 2,274,338 1,513,621
Maintenance
8. Transportation and Werehousing 59,605,871 361,029 132,169 717,519 125,253 152,560 24,246
9. Hotel and Food & Beverage 25,577,005 3,007,010 1,109,867 675,412 1,086,303 824,340 89,852
10. Information and Communication 44,462,675 429,975 54,214 208,011 234,013 15,489 10,136
11. Financial and Insurance Activities 194,546,305 8,252 7,005 534,696 1,168 7,557 12,245
12. Real Estate 47,777,769 2,642,470 129,761 905,879 1,269,985 66,220 48,540
Professional, Scientific, and
13. 8,381,582 39,547 277,258 101,515 4,730 111,560 16,468
Technical Activities
Leasing and Leasing Without
Option Right, Employment, Travel
14. 16,893,597 139,887 95,322 220,783 57,077 28,627 25,578
Agencies, and Other Business
Support Activities
Public Administration, Defense
15. 444,258,227 10,944 8,134 15,915 1,687 6,666 19,441
And Compulsory Social Security
16. Education Services 2,841,032 46,756 12,114 38,927 2,039 21,856 17,482
Human Health and Social Work
17. 9,937,730 32,553 30,731 126,607 6,643 16,881 23,286
Activities
Art, Entertainment, and Leisure
18. 1,088,939 1,453 4,781 21,449 129 2,123 9,019
Activities
19. Other Service Activities 4,888,094 46,298 66,891 99,154 8,551 37,741 71,902
Household Activities as Employer;
Activities which Generate
20. Products or Services by 753 13 162 65 1 169 84
Household, Use for Fulfilling Self-
Needs
International institution and
21. Other Extra International Agency 105 - - - - - -
Activities
22. Household Activities 164,312,814 2,976,542 2,861,670 738,066 398,382 1,330,974 2,275,773
23. Non-Business Field 51,451,316 294,509 235,095 440,249 63,565 191,360 447,544
24. Others 67,006,330 270,168 213,504 344,067 99,622 188,363 1,108,717
Total 2,024,019,455 21,382,721 16,422,286 15,439,122 8,448,639 10,535,006 8,259,193
142 Annual Report 2025 | PT Bank Central Asia Tbk
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15.5b. Credit Risk - Disclosure of Receivables and Provisioning based on Economic Sectors (CRB-5) -
Bank as Consolidated with Subsidiaries
(in million Rupiah)
Allowance Allowance Allowance
Impaired Loss Receivables
for for for
Written-Off
No. Economic Sectors Receivables Impairment Impairment Impairment
Non Past Receivables
Past due Losses - Losses - Losses -
Due Stage 1 Stage 2 Stage 3
(1) (2) (3) (4) (5) (6) (7) (8) (9)
As of December 31, 2024
1. Agriculture, Forestry, and Fisheries 49,381,277 62,602 299,376 755,695 5,575 216,840 42,533
2. Mining and Quarrying Industries 53,365,111 142,512 35,212 296,545 95,187 11,564 4,509
3. Processing Industries 331,539,724 4,478,523 8,693,801 4,114,700 2,483,799 6,782,925 790,168
Procurement of Electricity, Gas,
4. 39,220,851 1,739 5,028 246,287 224 1,995 1,146
Steam/Hot Water and Cold Water
Water Management, Waste Water
5. Management, Waste Management 6,911,742 3,600 11,920 74,800 255 4,957 6,862
and Recycling
6. Construction 52,198,055 263,545 227,291 808,342 139,149 142,020 52,423
Wholesale and Retail Trade; Car and
7. 281,527,044 2,983,906 3,638,653 4,408,823 1,563,974 2,288,375 799,860
Motorcycle Repair and Maintenance
8. Transportation and Werehousing 54,279,635 156,844 60,693 681,894 4,118 131,897 14,774
9. Hotel and Food & Beverage 21,342,451 5,068,769 262,594 370,503 2,279,424 144,409 38,132
10. Information and Communication 41,078,855 779,255 36,951 277,080 401,787 23,218 5,156
11. Financial and Insurance Activities 172,384,159 6,759 9,563 624,529 746 8,884 8,355
12. Real Estate 42,182,043 4,511,708 234,453 625,356 2,354,657 120,382 8,370
Professional, Scientific, and
13. 7,835,395 245,178 44,894 100,441 104,330 19,594 8,890
Technical Activities
Leasing and Leasing Without
Option Right, Employment, Travel
14. 14,586,050 71,979 51,251 259,249 39,020 21,102 15,579
Agencies, and Other Business
Support Activities
Public Administration, Defense And
15. 387,786,370 7,600 11,899 5,614 1,235 7,943 13,443
Compulsory Social Security
16. Education Services 2,317,802 25,962 15,761 31,864 713 16,441 11,056
Human Health and Social Work
17. 6,819,923 11,819 30,061 98,585 1,633 17,847 10,318
Activities
Art, Entertainment, and Leisure
18. 1,026,669 3,282 8,155 20,030 506 6,996 3,504
Activities
19. Other Service Activities 4,891,093 42,437 42,890 81,794 5,756 22,791 67,021
Household Activities as Employer;
Activities which Generate Products
20. 1,099 30 205 19 5 192 32
or Services by Household, Use for
Fulfilling Self-Needs
International institution and
21. Other Extra International Agency 190 - - - - - -
Activities
22. Household Activities 165,678,896 2,656,682 2,676,180 597,470 390,012 1,513,990 1,319,981
23. Non-Business Field 48,949,488 269,347 191,307 538,738 65,327 155,523 295,184
24. Others 62,214,178 348,464 449,175 287,941 122,117 433,492 386,171
Total 1,847,518,100 22,142,542 17,037,313 15,306,299 10,059,549 12,093,377 3,903,467
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15.6a. Credit Risk - Disclosure of Receivables by Due Date (CRB-6) - Bank Only
(in million Rupiah)
As of December 31, 2025
Receivables by Due Date
No. Exposure Class
> 90 days to > 120 days to
> 180 days Total
120 days 180 days
a b c d e f
Credit include to Past Due
1. 914,542 2,772,277 12,166,867 15,853,686
Receivables
Securities include to Past Due
2. - - 100,666 100,666
Receivables
TOTAL 914,542 2,772,277 12,267,533 15,954,352
15.6b. Credit Risk - Disclosure of Receivables by Due Date (CRB-6) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
Receivables by Due Date
No. Exposure Class
> 90 days to > 120 days to
> 180 days Total
120 days 180 days
a b c d e f
Credit include to Past Due
1. 1,039,215 2,875,008 12,286,977 16,201,200
Receivables
Securities include to Past Due
2. - - 100,666 100,666
Receivables
TOTAL 1,039,215 2,875,008 12,387,643 16,301,866
144 Annual Report 2025 | PT Bank Central Asia Tbk
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17.1a. Credit Risk - Disclosure of Performing and Non Performing Asset (CRB-A1) - Bank only
(in million Rupiah)
As of December 31, 2025
Non Performing
(Substandard, Doubtful, and Loss Quality)
Performing
(Current and Special Unimpaired Loss Receivables
Mention Quality) Impaired Loss Receivables
Due date > 90 days Due date ≤ 90 days
Allowance Allowance Allowance Allowance
Gross Gross Gross Gross
for for for for
Carrying Carrying Carrying Carrying
impairment impairment impairment impairment
Value Value Value Value
losses losses losses losses
a b c d e f g h
1. Securities 435,790,134 344,237 100,666 100,581 - - - -
Credit 945,938,069 19,738,662 15,965,436 9,651,836 - - - -
a. Corporate 467,694,748 10,602,937 6,399,747 5,025,532 - - - -
2.
b. Retail 335,074,464 4,253,150 6,502,593 2,529,148 - - - -
c. Commercial 143,168,857 4,882,575 3,063,096 2,097,156 - - - -
Other Off-Balance
3. 390,380,193 2,856,011 38,719 8,101 - - - -
Sheet
17.1b. Credit Risk - Disclosure of Performing and Non Performing Asset (CRB-A1) - Bank as Consolidated with
Subsidiaries
(in million Rupiah)
As of December 31, 2025
Non Performing
(Substandard, Doubtful, and Loss Quality)
Performing
(Current and Special Unimpaired Loss Receivables
Mention Quality) Impaired Loss Receivables
Due date > 90 days Due date ≤ 90 days
Allowance Allowance Allowance Allowance
Gross Gross Gross Gross
for for for for
Carrying Carrying Carrying Carrying
impairment impairment impairment impairment
Value Value Value Value
losses losses losses losses
a b c d e f g h
1. Securities 450,136,082 364,557 119,988 119,903 - - - -
Credit 976,413,619 20,705,303 16,476,151 10,051,941 - - - -
a. Corporate 483,058,579 10,831,696 6,563,191 5,170,031 - - - -
2.
b. Retail 348,579,675 4,849,882 6,824,636 2,763,494 - - - -
c. Commercial 144,775,365 5,023,725 3,088,324 2,118,416 - - - -
Other Off-Balance
3. 391,173,584 2,858,808 38,719 8,101 - - - -
Sheet
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17.2a. Credit Risk - Disclosure of Performing and Non-Performing of Restructured Assets (CRB-A2) - Bank only
As of December 31, 2025
Performing
Non Performing
(Current and Special Mention
(Kualitas KL, D, M)
Quality)
Allowance for Allowance for
Gross Carrying Value Gross Carrying Value
impairment losses impairment losses
a b c d
1. Securities - - - -
Credit 17,302,758 6,352,955 8,548,321 6,126,346
a. Corporate 11,315,813 4,792,249 5,556,146 4,276,141
2.
b. Retail 2,584,919 196,839 690,055 244,328
c. Commercial 3,402,026 1,363,867 2,302,120 1,605,877
3. Other Off-Balance Sheet 404,332 37,075 10,921 -
17.2b. Credit Risk - Disclosure of Performing and Non-Performing of Restructured Assets (CRB-A2) -
Bank as Consolidated with Subsidiaries
As of December 31, 2025
Performing
Non Performing
(Current and Special Mention
(Kualitas KL, D, M)
Quality)
Allowance for Allowance for
Gross Carrying Value Gross Carrying Value
impairment losses impairment losses
a b c d
1. Securities - - - -
Credit 17,700,325 6,557,976 8,701,626 6,263,718
a. Corporate 11,600,161 4,979,034 5,654,311 4,374,306
2.
b. Retail 2,631,240 204,396 695,324 248,427
c. Commercial 3,468,924 1,374,546 2,351,991 1,640,985
3. Other Off-Balance Sheet 404,332 37,075 10,921 -
146 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
As of December 31, 2025
Stage 1 Stage 2 Stage 3
Allowance for Allowance for Allowance for
Gross Carrying Value Nilai Tercatat Bruto Gross Carrying Value
impairment losses impairment losses impairment losses
e f g h i j
- - - - - -
4,625,145 383,280 12,675,012 5,969,124 8,550,922 6,126,897
1,292,044 90,361 10,023,769 4,701,888 5,556,146 4,276,141
2,321,780 151,320 260,538 44,968 692,656 244,879
1,011,321 141,599 2,390,705 1,222,268 2,302,120 1,605,877
352,758 15,042 55,129 22,033 7,366 -
(in million Rupiah)
As of December 31, 2025
Stage 1 Stage 2 Stage 3
Allowance for Allowance for Allowance for
Gross Carrying Value Gross Carrying Value Gross Carrying Value
impairment losses impairment losses impairment losses
e f g h i j
- - - - - -
4,715,036 388,942 12,676,061 5,969,270 9,010,854 6,463,482
1,310,799 90,549 10,023,769 4,701,888 5,919,904 4,560,903
2,346,669 152,029 261,587 45,114 718,308 255,680
1,057,568 146,364 2,390,705 1,222,268 2,372,642 1,646,899
352,758 15,042 55,129 22,033 7,366 -
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19.a. Credit Risk - Disclosure of Credit Risk Exposure and Credit Risk Mitigation Techniques Impact (CR4) -
Bank only
(in million Rupiah)
As of December 31, 2025
Net Receivable before Net Receivable after
Credit Conversion Factor Credit Conversion Factor RWA and Risk Weight
and Credit Risk Mitigation and Credit Risk Mitigation Average
Portfolio Category / Transaction Type Techniques Techniques
Risk Weight
Balance Off-Balance Balance Off-Balance
RWA Average (e/
Sheet Sheet Sheet Sheet
(c+d))
a b c d e f
1. Receivables on Sovereigns 407,571,141 6,133,025 407,571,141 953,210 - 0%
2. Receivables on Public Sector Entities 39,585,815 25,555,162 39,585,815 4,711,401 10,087,839 23%
Receivables on Multilateral Development Banks
3. - - - - - -
and International Institutions
4. Receivables on Banks 51,044,248 3,505,499 51,015,538 1,828,074 14,992,035 28%
Receivables to Securities Companies and Other
56,562,599 34,246,313 56,393,716 8,833,671 17,904,549 27%
Financial Services Institutions
5. Receivables by Covered Bond - - - - - -
Receivables on Corporate - General Corporate
194,511,280 180,526,467 175,010,256 60,865,258 187,896,627 80%
Exposure
6. Receivables to Securities Companies and Other
- - - - - -
Financial Services Institutions
Special Financing Exposure 23,064,511 4,149,406 23,064,511 1,659,763 27,514,179 111%
Receivables in the Form of Subordinated
7. 684,704 - 684,704 - 1,681,759 246%
Securities, Equity, and Other Capital Instruments
Receivables on Micro, Small Business & Retail
8. 91,618,511 42,713,617 75,317,238 4,849,733 59,558,588 74%
Portfolio
Loans Secured by Residential Property
Loans Secured by Residential Property which is
207,811,165 53,751,687 206,985,319 21,300,608 126,457,065 55%
Not Materially Dependent on Property Cash Flow
Loans Secured by Residential Property which is
- - - - - -
Materially Dependent on Property Cash Flow
9. Loans Secured by Commercial Real Estate which
is Not Materially Dependent on Property Cash 312,473,846 134,929,532 311,433,153 52,226,248 316,793,849 87%
Flow
Loans Secured by Commercial Real Estate which
19,842,459 3,835,364 19,835,422 1,534,146 23,131,269 108%
is Materially Dependent on Property Cash Flow
Credit for Land Acquisition, Soil Processing, and
- - - - - -
Construction
10. Past Due Receivables 6,268,872 30,619 6,256,398 14,292 5,516,617 88%
11. Other Assets 67,577,602 - 67,577,602 - 43,381,797 64%
12. Employee/Retired Loans - - - - - -
Total 1,478,616,753 489,376,691 1,440,730,813 158,776,404 834,916,173 53%
148 Annual Report 2025 | PT Bank Central Asia Tbk
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19.b. Disclosure of Credit Risk Exposure and Credit Risk Mitigation Techniques Impact (CR4) - Bank as
Consolidated with Subsidiaries
(in million Rupiah)
As of December 31, 2025
Net Receivable before Net Receivable after
Credit Conversion Factor Credit Conversion Factor RWA and Risk Weight
and Credit Risk Mitigation and Credit Risk Mitigation Average
Portfolio Category / Transaction Type Techniques Techniques
Risk Weight
Balance Off-Balance Balance Off-Balance
RWA Average (e/
Sheet Sheet Sheet Sheet
(c+d))
a b c d e f
1. Receivables on Sovereigns 412,671,649 6,133,025 411,888,210 953,210 - 0%
2. Receivables on Public Sector Entities 39,585,815 25,555,162 39,585,815 4,711,401 10,087,839 23%
Receivables on Multilateral Development Banks
3. - - - - - -
and International Institutions
4. Receivables on Banks 52,399,764 3,505,475 52,371,054 1,828,072 15,263,156 28%
Receivables to Securities Companies and Other
56,321,542 33,585,293 56,152,659 8,689,544 17,810,986 27%
Financial Services Institutions
5. Receivables by Covered Bond - - - - - -
Receivables on Corporate - General Corporate
205,495,010 181,630,309 185,993,986 61,171,795 196,363,918 79%
Exposure
6. Receivables to Securities Companies and Other
- - - - - -
Financial Services Institutions
Special Financing Exposure 23,064,511 4,149,406 23,064,511 1,659,763 27,514,179 111%
Receivables in the Form of Subordinated
7. 789,700 - 789,700 - 1,839,254 233%
Securities, Equity, and Other Capital Instruments
Receivables on Micro, Small Business & Retail
8. 103,333,921 42,713,617 87,032,647 4,849,733 71,191,927 77%
Portfolio
Loans Secured by Residential Property
Loans Secured by Residential Property which is
207,811,505 53,751,687 206,985,660 21,300,608 126,457,321 55%
Not Materially Dependent on Property Cash Flow
Loans Secured by Residential Property which is
- - - - - -
Materially Dependent on Property Cash Flow
9. Loans Secured by Commercial Real Estate which
is Not Materially Dependent on Property Cash 312,473,846 134,929,532 311,433,153 52,226,248 316,793,849 87%
Flow
Loans Secured by Commercial Real Estate which
19,842,459 3,835,364 19,835,422 1,534,146 23,131,269 108%
is Materially Dependent on Property Cash Flow
Credit for Land Acquisition, Soil Processing, and
- - - - - -
Construction
10. Past Due Receivables 6,350,660 30,619 6,338,186 14,292 5,634,498 89%
11. Other Assets 68,317,114 - 68,317,114 - 44,129,784 65%
12. Employee/Retired Loans - - - - - -
Subtotal 1,508,457,496 489,819,489 1,469,788,117 158,938,812 856,217,980 53%
Exposures in Subsidiary Company That Carry Out
13. Business Activities Based on Sharia Principles (if 19,201,940 1,719,442 17,425,389 111,092 10,985,470 63%
any)
Total 1,527,659,436 491,538,931 1,487,213,506 159,049,904 867,203,450 53%
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20.a. Credit Risk - Disclosure of Exposure Based On Asset Class and Weight Risk (CR5) - Bank only
Portfolio Category 0% 20% 50%
1 Receivables on Sovereigns 408,524,351 - -
Portfolio Category 20% 50%
2 Receivables on Public Sector Entities 40,202,564 4,094,652
Portfolio Category 0% 20% 30% 50%
3 Receivables on Multilateral Development - - -
Banks and International Institutions
Portfolio Category 20% 30% 40% 50% 75%
4 Tagihan kepada Bank 39,643,072 679,582 7,666,040 309,761
Receivables to Securities Companies 54,570,037 2,593,844 - 166,039
and Other Financial Services Institutions
Portfolio Category 10% 15% 20% 25% 35%
5 Receivables by Covered Bond - - - - -
Portfolio Category 20% 50% 65% 75% 80%
6 Receivables on Corporate - General 33,560,747 29,509,961 - 951,255 -
Corporate Exposure
Receivables to Securities Companies - - - -
and Other Financial Services Institutions
Special Financing Exposure - - - -
Portfolio Category 100% 150%
7 Receivables in the Form of Subordinated 20,000 -
Securities, Equity, and Other Capital
Instruments
Portfolio Category 45% 75%
8 Receivables on Micro, Small Business & 9,103,630 61,539,419
Retail Portfolio
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60%
9 Loans Secured by Residential Property
Loans Secured by Residential Property - 15,538,776 12,276,315 53,688,000 16,346,107 3,946,277
which is Not Materially Dependent on
Property Cash Flow
Without Credit Allocation Approach - - - - - -
With Credit Allocation Approach -
(Secured)
With Credit Allocation Approach - - - - -
(Secured)
Loans Secured by Residential Property - - - -
which is Materially Dependent on
Property Cash Flow
Loans Secured by Commercial - 3,415,765 - - 15,458,107 15,910,641
Real Estate which is Not Materially
Dependent on Property Cash Flow
Without Credit Allocation Approach - - - - - -
With Credit Allocation Approach -
(Secured)
With Credit Allocation Approach - - - - -
(Secured)
Loans Secured by Commercial Real
Estate which is Materially Dependent on
Property Cash Flow
Credit for Land Acquisition, Soil
Processing, and Construction
Portfolio Category 50% 100%
10 Past Due Receivables 1,684,361
Portfolio Category 0% 20%
11 Other Assets 25,295,847 -
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60%
12 Employee/Retired Loans -
150 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
Net Receivable after Credit
100% 150% Others Conversion Factor and Credit Risk
Mitigation Techniques
- - - 408,524,351
Net Receivable after Credit
100% 150% Others Conversion Factor and Credit Risk
Mitigation Techniques
- - - 44,297,216
Net Receivable after Credit
100% 150% Others Conversion Factor and Credit Risk
Mitigation Techniques
- - - - -
Net Receivable after Credit
100% 150% Others Conversion Factor and Credit Risk
Mitigation Techniques
3,637,051 903,395 4,711 - 52,843,612
7,185,628 658,746 53,093 - 65,227,387
Net Receivable after Credit
50% 100% Others Conversion Factor and Credit Risk
Mitigation Techniques
- - - -
Net Receivable after Credit
85% 100% 130% 150% Others Conversion Factor and Credit Risk
Mitigation Techniques
42,894,496 128,371,918 - 587,137 - 235,875,514
- - - - -
15,424,590 9,299,684 - - 24,724,274
Net Receivable after Credit
250% 400% Others Conversion Factor and Credit Risk
Mitigation Techniques
664,704 - - 684,704
Net Receivable after Credit
85% 100% Others Conversion Factor and Credit Risk
Mitigation Techniques
1,555,946 7,949,803 18,173 80,166,971
Net Receivable after
Credit Conversion
65% 70% 75% 85% 90% 100% 105% 110% 150% Others Factor and Credit
Risk Mitigation
Techniques
- 61,832,779 37,039,252 20,414,689 7,183,741 - 19,991 228,285,927
- - - - - - - -
- -
- - - - - - - -
- - - - -
- 40,077,424 133,557,807 155,239,657 - - 363,659,401
- -
- -
- - - - - - -
2,430,111 4,740,610 10,336,573 3,862,274 - 21,369,568
- - - -
Net Receivable after Credit
150% Others Conversion Factor and Credit Risk
Mitigation Techniques
4,409,253 177,076 - 6,270,690
Net Receivable after Credit
100% 150% 1250% Others Conversion Factor and Credit Risk
Mitigation Techniques
40,081,672 2,200,083 - - 67,577,602
Net Receivable after
Credit Conversion
65% 70% 75% 85% 90% 100% 105% 110% 150% Others Factor and Credit
Risk Mitigation
Techniques
- -
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20.b. Credit Risk - Disclosure of Exposure Based On Asset Class and Weight Risk (CR5) - Bank as Consolidated
with Subsidiaries
Portfolio Category 0% 20% 50%
1 Receivables on Sovereigns 412,841,420 - -
Portfolio Category 20% 50%
2 Receivables on Public Sector Entities 40,202,564 4,094,652
Portfolio Category 0% 20% 30% 50%
3 Receivables on Multilateral Development - - -
Banks and International Institutions
Portfolio Category 20% 30% 40% 50% 75%
4 Receivables on Banks 40,998,490 679,582 7,666,138 309,761
Receivables to Securities Companies 54,214,900 2,593,844 - 166,039
and Other Financial Services Institutions
Portfolio Category 10% 15% 20% 25% 35%
5 Receivables by Covered Bond - - - - -
Portfolio Category 20% 50% 65% 75% 80%
6 Receivables on Corporate - General 36,458,022 30,210,196 - 951,255 -
Corporate Exposure
Receivables to Securities Companies - - - -
and Other Financial Services Institutions
Special Financing Exposure - - - -
Portfolio Category 100% 150%
7 Receivables in the Form of Subordinated 20,000 104,996
Securities, Equity, and Other Capital
Instruments
Portfolio Category 45% 75%
8 Receivables on Micro, Small Business 9,103,630 61,539,419
& Retail Portfolio
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60%
9 Loans Secured by Residential Property
Loans Secured by Residential Property - 15,538,776 12,276,315 53,688,000 16,346,107 3,946,277
which is Not Materially Dependent on
Property Cash Flow
Without Credit Allocation Approach - - - - - -
With Credit Allocation Approach -
(Secured)
With Credit Allocation Approach - - - - -
(Secured)
Loans Secured by Residential Property - - - -
which is Materially Dependent on
Property Cash Flow
Loans Secured by Commercial - 3,415,765 - - 15,458,107 15,910,641
Real Estate which is Not Materially
Dependent on Property Cash Flow
Without Credit Allocation Approach - - - - - -
With Credit Allocation Approach -
(Secured)
With Credit Allocation Approach - - - - -
(Secured)
Loans Secured by Commercial Real
Estate which is Materially Dependent on
Property Cash Flow
Credit for Land Acquisition, Soil
Processing, and Construction
Portfolio Category 50% 100%
10 Past Due Receivables 1,684,361
Portfolio Category 0% 20%
11 Other Assets 25,296,791 -
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60%
12 Employee/Retired Loans -
Portfolio Category 0% 20% 25% 35% 50%
13 Exposures in Subsidiary Company That 4,050,743 1,501,953 537,452 701,161
Carry Out Business Activities Based on
Sharia Principles (if any)
152 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
Net Receivable after Credit Conversion
100% 150% Others Factor and Credit Risk Mitigation
Techniques
- - - 412,841,420
Net Receivable after Credit Conversion
100% 150% Others Factor and Credit Risk Mitigation
Techniques
- - - 44,297,216
Net Receivable after Credit Conversion
100% 150% Others Factor and Credit Risk Mitigation
Techniques
- - - - -
Net Receivable after Credit Conversion
100% 150% Others Factor and Credit Risk Mitigation
Techniques
3,637,048 903,396 4,711 - 54,199,126
7,155,580 658,747 53,093 - 64,842,203
Net Receivable after Credit Conversion
50% 100% Others Factor and Credit Risk Mitigation
Techniques
- - - -
Net Receivable after Credit Conversion
85% 100% 130% 150% Others Factor and Credit Risk Mitigation
Techniques
43,928,088 135,031,083 - 587,137 - 247,165,781
- - - - -
15,424,590 9,299,684 - - 24,724,274
Net Receivable after Credit Conversion
250% 400% Others Factor and Credit Risk Mitigation
Techniques
664,704 - - 789,700
Net Receivable after Credit Conversion
85% 100% Others Factor and Credit Risk Mitigation
Techniques
2,103,087 19,118,071 18,173 91,882,380
Net Receivable after
65% 70% 75% 85% 90% 100% 105% 110% 150% Credit Conversion Factor
Others and Credit Risk Mitigation
Techniques
- 61,832,779 37,039,593 20,414,689 7,183,741 - 19,991 228,286,268
- - - - - - - -
- -
- - - - - - - -
- - - - -
- 40,077,424 133,557,807 155,239,657 - - 363,659,401
- -
- -
- - - - - - -
2,430,111 4,740,610 10,336,573 3,862,274 - 21,369,568
- - - -
Net Receivable after Credit Conversion
150% Others Factor and Credit Risk Mitigation
Techniques
4,418,854 249,263 - 6,352,478
Net Receivable after Credit Conversion
100% 150% 1250% Others Factor and Credit Risk Mitigation
Techniques
40,801,401 2,218,922 - - 68,317,114
Net Receivable after
Credit Conversion Factor
65% 70% 75% 85% 90% 100% 105% 110% 150% Others and Credit Risk Mitigation
Techniques
- -
Net Receivable after Credit Conversion
75% 100% 150% Others Factor and Credit Risk Mitigation
Techniques
1,443,559 295,533 9,006,080 - - 17,536,481
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20.a. Credit Risk - Disclosure of Exposure Based On Asset Class and Weight Risk (CR5) - Bank only
(in million Rupiah)
Off Balance Sheet Net Net Receivable (after
On Balance Sheet Net Receivable (before Credit Conversion Factor Credit Conversion
No Weight Risk
Receivable Credit Conversion Average Factor and Credit Risk
Factor) Mitigation Techniques)
1 <40% 671,926,608 69,446,172 26% 689,988,900
2 40%-70% 147,380,932 73,511,002 30% 168,466,854
3 75% 144,802,142 49,636,803 23% 150,430,029
4 80% - - - -
5 85% 173,435,401 101,786,925 41% 198,422,938
6 90%-100% 313,425,228 186,573,916 33% 364,983,385
7 105%-130% 17,152,286 6,416,147 40% 19,665,073
8 150% 9,829,452 2,005,726 38% 6,885,334
9 250% 664,704 - - 664,704
10 400% - - - -
11 1250% - - - -
12 Total Net Receivable 1,478,616,753 489,376,691 32% 1,599,507,217
154 Annual Report 2025 | PT Bank Central Asia Tbk
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20.b. Credit Risk - Disclosure of Exposure Based On Asset Class and Weight Risk (CR5) - Bank as Consolidated
with Subsidiaries
(in million Rupiah)
Off Balance Sheet Net Net Receivable (after
On Balance Sheet Net Receivable (before Credit Conversion Factor Credit Conversion
No Weight Risk
Receivable Credit Conversion Average Factor and Credit Risk
Factor) Mitigation Techniques)
1 <40% 687,860,783 69,217,589 26% 704,995,778
2 40%-70% 149,534,324 73,543,355 30% 170,610,746
3 75% 145,611,700 49,260,052 23% 150,695,852
4 80% - - - -
5 85% 175,016,134 101,786,925 41% 200,003,671
6 90%-100% 341,794,031 189,309,137 33% 392,546,230
7 105%-130% 17,152,286 6,416,147 40% 19,665,073
8 150% 10,025,474 2,005,726 38% 7,081,356
9 250% 664,704 - - 664,704
10 400% - - - -
11 1250% - - - -
12 Total Net Receivable 1,527,659,436 491,538,931 32% 1,646,263,410
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22. Credit Risk - Counterparty Credit Risk (CCR1) Exposure Analysis - Bank as Consolidated with
Subsidiaries - as of December 31, 2025
(in million Rupiah)
a b c d e f
No Description Alpha used
Replacement Potential Future Net
EEPE to calculate RWA
Cost (RC) Exposure (SFT) Receivables
regulatory EAD
1 SA-CCR (for derivative) 117,672 596,701 1.4 1,000,122 679,887
Internal model method
2 (for derivative and N/A N/A
SFTs)
Simple approach for
3 credit risk mitigation N/A N/A
(for SFTs)
Comprehensive
4 approach for credit N/A N/A
risk mitigation (for SFTs)
5 VaR for SFTs N/A N/A
Total 117,672 596,701 1,000,122 679,887
23. Credit Risk - CCR Exposure based on Portfolio Category and Risk Weighting (CCR3) - Bank as
Consolidated with Subsidiaries - as of December 31, 2025
Weighted Risk a b c d
No
Portfolio Category 0% 20% 30% 40%
1 Receivables on Sovereigns 3,822,008 - - -
2 Receivables on Public Sector Entities - - - -
Receivables on Multilateral Development Banks and
3 - - - -
International Institutions
4 Receivables on Banks - 610,213 - -
Receivables to Securities Companies
5 - - - -
and Other Financial Services Institutions
Receivables on Micro, Small Business
6 - - - -
& Retail Portfolio
7 Receivables on Corporate - - - -
Total 3,822,008 610,213 - -
156 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
e f g h i j k l
Total Net
45% 50% 75% 85% 100% 150% Others
Receivables
- - - - - - - 3,822,008
- - - - - - - -
- - - - - - - -
- 603,720 - - - - - 1,213,933
- - - - - - - -
- - - - - - - -
- - - 250,508 - - - 250,508
- 603,720 - 250,508 - - - 5,286,449
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24.a. Credit Risk - Exposure Report Related to Transaction with CCP - Bank only
(in million Rupiah)
a b
Net Receivable (after Credit
Conversion Factor and Credit Risk RWA
Mitigation Techniques)
1 Total Exposure to QCCP 17,255 298
Transaction involving exposure with QCCP
(excluding initial margin and default fund 934 19
contribution)
(i) OTC derivative 934 19
2
(ii) Derivative transactions through market
(iii) Securities financing transactions
(iv) Netting set (regarding netting of cross-product
is allowed)
3 Segregated initial margin 2,334
4 Nonsegregated initial margin
5 Prefunded default fund contribution 13,987 280
6 Unfunded default fund contribution
7 Total Exposure to Non-QCCP - -
Transaction involving exposure through nonQCCP
(excluding initial margin and default fund
contribution)
(i) OTC derivative
8
(ii) Derivative transactions through market
(iii) Securities financing transactions
(iv) Netting set (regarding netting of cross-product
is allowed)
9 Segregated initial margin
10 Nonsegregated initial margin
11 Prefunded default fund contribution
12 Unfunded default fund contribution
13 Total Exposure to QCCP and Non-QCCP 17,255 298
158 Annual Report 2025 | PT Bank Central Asia Tbk
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24.b. Credit Risk - Exposure Report Related to Transaction with CCP - Bank as Consolidated with Subsidiaries
(in million Rupiah)
a b
Net Receivable (after Credit
Conversion Factor and Credit Risk RWA
Mitigation Techniques)
1 Total Exposure to QCCP 17,255 298
Transaction involving exposure with QCCP
(excluding initial margin and default fund 934 19
contribution)
(i) OTC derivative 934 19
2
(ii) Derivative transactions through market
(iii) Securities financing transactions
(iv) Netting set (regarding netting of cross-product
is allowed)
3 Segregated initial margin 2,334
4 Nonsegregated initial margin
5 Prefunded default fund contribution 13,987 280
6 Unfunded default fund contribution
7 Total Exposure to Non-QCCP - -
Transaction involving exposure through nonQCCP
(excluding initial margin and default fund
contribution)
(i) OTC derivative
8
(ii) Derivative transactions through market
(iii) Securities financing transactions
(iv) Netting set (regarding netting of cross-product
is allowed)
9 Segregated initial margin
10 Nonsegregated initial margin
11 Prefunded default fund contribution
12 Unfunded default fund contribution
13 Total Exposure to QCCP and Non-QCCP 17,255 298
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25. Credit Risk - Net Credit Derivative Claims (CCR6)
BCA has no exposure to net credit derivative receivables
26. Credit Risk - Qualitative Disclosure of Securitization Exposure (SECA)
To diversify risks and maximize returns, BCA has placed several portfolios in the form of securitization or Asset Backed
Securities Collective Investment Contracts (KIK EBA). BCA acts as an investor and invests in EBA products with investment
grade ratings and conducts placement in class (tranche) senior to receive the first claim rights against the entire
collection of financial assets.
27. Credit Risk - Securitization Exposure in the Banking Book (SEC1) - as of December 31, 2025
BCA has no exposure to securitization exposure in the banking book
28. Credit Risk - Securitization Exposure Components in the Trading Book (SEC2) - Bank as Consolidated with Subsidiaries -
as of December 31, 2025
(in million rupiah)
Bank as originator Bank as sponsor Bank as investor
Simple, Simple, Simple,
Transparent, Transparent, Transparent,
Traditional and Synthetis Subtotal Traditional and Synthetis Subtotal Traditional and Synthetis Subtotal
Comparable Comparable Comparable
(STC) (STC) (STC)
a b c d e f g h i j k l
Retail (total)
1 – among
others
Mortgage
2
loan
3 Credit card
Others retail
4
exposure
Re-
5
securitization
Non-retail
(total) –
6
among
others
Corporate
7 751,043 751,043
Loan
Commercial
8
Loan
Rent and
9 Account
Receivable
Others retail
10
exposure
Re-
11
securitization
160 Annual Report 2025 | PT Bank Central Asia Tbk
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29. Credit Risk - Securitization Exposure in the Banking Book and related to its Capital Requirements -
Bank Acting as Originator or Sponsor (SEC3)
BCA does not act as the originator or sponsor of securitization exposure
30. Credit Risk - Securitization Exposure in the Banking Book and related to its Capital Requirements
Bank Acting as Investor (SEC4) - as of December 31, 2025
BCA does not act as the investor of securitization exposure
31.a. Market Risk - Disclosure Using Standard Methods - Bank Only
Capital Charged Capital Charged
Risk Standard Approach Standard Approach
as of Reporting Date as of Last Year Reporting Date
GIRR (General Interest Rate Risk) 451,915 387,672
Credit spread risk (CSR) non-securitisations 207,630 191,572
Credit spread risk (CSR) securitisations non-CTP 79,439 -
Credit spread risk (CSR) securitisations CTP - -
Equity risk - -
Commodity risk - -
Foreign exchange (FX) risk 31,003 94,513
DRC non-securitisations 15,067 9,646
DRC securitisations non-CTP 82,616 -
DRC securitisations CTP - -
RRAO - -
Total 867,669 683,404
31.b. Market Risk - Disclosure Using Standard Methods - Bank as Consolidated with Subsidiaries
Capital Charged Capital Charged
Risk Standard Approach Standard Approach
as of Reporting Date as of Last Year Reporting Date
GIRR (General Interest Rate Risk) 457,744 390,499
Credit spread risk (CSR) non-securitisations 208,680 195,652
Credit spread risk (CSR) securitisations non-CTP 108,326 -
Credit spread risk (CSR) securitisations CTP - -
Equity risk 133,297 112,528
Commodity risk - -
Foreign exchange (FX) risk 101,847 55,604
DRC non-securitisations 42,712 32,337
DRC securitisations non-CTP 112,656 -
DRC securitisations CTP - -
RRAO - -
Total 1,165,261 786,620
Qualitative Analysis
In 2025, BCA made placements in the form of securitization through Asset-Backed Securities Collective Investment Contracts (KIK EBA) as an
effort to diversify risk and maximize returns. BCA calculates the Credit Spread Risk (CSR) non-CTP securitization for KIK EBA placements in the
Trading Book Portfolio in accordance with capital charge calculation requirements.
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32.1a. Disclosure of Interest Rate Risk in Banking Book (IRRBB) Exposure - Bank Only -
as of December 31, 2025
No. Qualitative Disclosure
1. Interest rate risk in the banking book (IRRBB) refers to the current or prospective risk to the bank’s capital and earnings arising from interest
rates movements in the market as opposed to the banking book positions. The IRRBB calculation uses two perspectives, namely the
economic value perspective and earnings-based perspective. The intention is to identify risks more accurately and to carry out appropriate
corrective actions.
2. Presently, Bank does not have sufficient long-term financial resources to fund fixed-rate loans and banking book securities. Regarding these
conditions, funding sources of fixed-rate loans and banking book securities is calculated from the Core Deposit.
To mitigate risks, Bank has set nominal limits on fixed-rate loans and banking book securities, limits on IRRBB and pricing strategies.
3. Measurements of IRRBB individual are carried out on a monthly basis by using two (2) methods as follows:
a. measurement based on changes in economic value of equity, which measures the impact of changes in interest rates on the economic
value of the Bank’s equity (economic value perspective), and
b. measurement based on changes in net interest income, which measures the impact of interest rate changes on earnings of the Bank
(earnings-based perspective).
4. Interest rate shock scenarios used by Bank in measuring IRRBB is in accordance with the standard interest rate shock scenarios, which is
stated in the Financial Services Authority Circular Letter No.12 /SEOJK.03/2018 concerning the Implementation of Risk Management and
Risk Measurement Standard Approach for Interest Rate Risk in the Banking Book for Commercial Banks.
Economic Value of Equity (EVE) Methods use six (6) interest rate shock scenarios, as follows:
1) parallel shock up,
2) parallel shock down,
3) steepener shock (short rates down and long rates up),
4) flattener shock (short rates up and long rates down),
5) short rates shock up,
6) short rates shock down.
Net Interest Income (NII) Methods use two (2) interest rate shock scenarios, as follows:
1) parallel shock up,
2) parallel shock down.
5. EVE method calculates the cash flows of the principal amount and interest payments on the balance sheet positions that are sensitive to
interest rates, which then discounted at the relevant interest rates.
The Bank does not calculate a commercial margin and spread components in the cash flows. EVE calculation uses notional cash flows
multiplied by the reference rate (base rate) on the transaction date and then discounted by the risk-free rate at the reporting date.
The IRRBB calculation uses a Core deposit, which is part of a stable Non Maturity Deposit with a very small change in interest rates despite
significant changes in interest rates in the market.
Bank identifies core deposit and non-core deposits from stable funds (retail transactional, retail non-transactional and wholesale).
Placement of core deposit cash flows carried out using uniform slotting on time-bucket over 1 (one) year with the length of period for each
category refers to FSA Circular Letter No. 12 / SEOJK.03 / 2018 concerning the Implementation of Risk Management and Risk Measurement
Standard Approach for Interest Rate Risk in the Banking Book (Interest Rate Risk in the Banking Book) for Commercial Banks.
The methodology to estimate prepayment rate for loans and early withdrawal rate for time deposits uses historical data within a year.
Bank performs add-on calculations for automatic interest rate options on a floating rate mortgage loan with embedded caps and a fixed
rate loan commitment by using Black model.
Bank measures IRRBB for significant currencies, IDR and USD. Bank uses the aggregation method by adding the potential loss values of each
currencies for each identical shock scenario.
6. As of Dec 31 2025, IRRBB (EVE method) for BCA as individual increased by 0.84% compared to Jun 30 2025, from 5.33% to 6.17%. And for NII
Method increased by 0.26%, from 5.41% to 5.67%. The increase under the EVE method was primarily driven by higher exposure to long-term
securities (> 5 years).
No. No. Quantitative Disclosure
1. Average repricing maturity applied for Non Maturity Deposit (NMD) is 4 years.
2. The longest repricing maturity applied for Non Maturity Deposit (NMD) is 7 Years.
162 Annual Report 2025 | PT Bank Central Asia Tbk
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32.1b. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank Only
(Currency: Rupiah)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period of December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up 15,910,789 12,614,862 4,713,779 4,460,040
Parallel down (18,815,506) (13,533,299) (4,544,476) (4,287,249)
Steepener (4,859,647) (6,781,707)
Flattener 6,862,544 8,391,819
Short rate up 13,480,564 12,777,553
Short rate down (13,521,159) (12,803,748)
Maximum Negative Value (absolute)* 15,910,789 12,777,553 4,713,779 4,460,040
Tier 1 Capital (for ΔEVE) or Projected Income (for
258,057,396 239,891,690 83,090,928 82,462,753
ΔNII)
Maximum value divided by Tier 1 Capital (for ΔEVE)
6.17% 5.33% 5.67% 5.41%
or Projected Income (for ΔNII)
32.1b. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank Only
(Currency: USD)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period of December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up (2,040,776) (2,413,442) (605,243) (697,163)
Parallel down 2,211,028 2,630,604 605,270 697,190
Steepener (190,553) (303,353)
Flattener (288,099) (261,096)
Short rate up (1,106,772) (1,241,410)
Short rate down 1,156,214 1,296,929
Maximum Negative Value (absolute)* 2,211,028 2,630,604 605,270 697,190
Tier 1 Capital (for ΔEVE) or Projected Income (for
258,057,396 239,891,690 83,090,928 82,462,753
ΔNII)
Maximum value divided by Tier 1 Capital (for ΔEVE)
0.86% 1.10% 0.73% 0.85%
or Projected Income (for ΔNII)
32.1b. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank Only
Currency: (Rupiah &USD)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period of December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up 15,910,789 12,614,862 4,713,779 4,460,040
Parallel down 2,211,028 2,630,604 605,270 697,190
Steepener - -
Flattener 6,862,544 8,391,819
Short rate up 13,480,564 12,777,553
Short rate down 1,156,214 1,296,929
Maximum Negative Value (absolute)* 15,910,789 12,777,553 4,713,779 4,460,040
Tier 1 Capital (for ΔEVE) or Projected Income (for
258,057,396 239,891,690 83,090,928 82,462,753
ΔNII)
Maximum value divided by Tier 1 Capital (for ΔEVE)
6.17% 5.33% 5.67% 5.41%
or Projected Income (for ΔNII)
Notes:
∙ Potential loss shown in positive values for each shock scenario.
* Maximum negative value is the maximum value of potential losses from all shock scenarios.
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32.1c. Disclosure of Interest Rate Risk in Banking Book (IRRBB) Exposure - Bank as Consolidated with Subsidiaries
- as of December 31, 2025
No. Qualitative Disclosure
1. Interest rate risk in the banking book (IRRBB) refers to the current or prospective risk to the bank’s capital and earnings arising from interest
rates movements in the market as opposed to the banking book positions. The IRRBB calculation uses two perspectives, namely the
economic value perspective and earnings-based perspective. The intention is to identify risks more accurately and to carry out appropriate
corrective actions.
2. Presently, Bank does not have sufficient long-term financial resources to fund fixed-rate loans and banking book securities. Regarding these
conditions, funding sources of fixed-rate loans and banking book securities is calculated from the Core Deposit.
To mitigate risks, Bank has set nominal limits on fixed-rate loans and banking book securities, limits on IRRBB and pricing strategies.
3. Measurements of IRRBB consolidated are carried out on a semiannually basis by using two (2) methods as follows:
a. measurement based on changes in economic value of equity, which measures the impact of changes in interest rates on the economic
value of the Bank’s equity (economic value perspective), and
b. measurement based on changes in net interest income, which measures the impact of interest rate changes on earnings of the Bank
(earnings-based perspective).
4. Interest rate shock scenarios used by Bank in measuring IRRBB is in accordance with the standard interest rate shock scenarios, which is
stated in the Financial Services Authority Circular Letter No.12 /SEOJK.03/2018 concerning the Implementation of Risk Management and Risk
Measurement Standard Approach for Interest Rate Risk in the Banking Book for Commercial Banks.
Economic Value of Equity (EVE) Methods use six (6) interest rate shock scenarios, as follows:
1) parallel shock up,
2) parallel shock down,
3) steepener shock (short rates down and long rates up),
4) flattener shock (short rates up and long rates down),
5) short rates shock up,
6) short rates shock down.
Net Interest Income (NII) Methods use two (2) interest rate shock scenarios, as follows:
1) parallel shock up,
2) parallel shock down.
5. EVE method calculates the cash flows of the principal amount and interest payments on the balance sheet positions that are sensitive to
interest rates, which then discounted at the relevant interest rates.
The Bank does not calculate a commercial margin and spread components in the cash flows. EVE calculation uses notional cash flows
multiplied by the reference rate (base rate) on the transaction date and then discounted by the risk-free rate at the reporting date.
The IRRBB calculation uses a Core deposit, which is part of a stable Non Maturity Deposit with a very small change in interest rates despite
significant changes in interest rates in the market.
Bank identifies core deposit and non-core deposits from stable funds (retail transactional, retail non-transactional and wholesale).
Placement of core deposit cash flows carried out using uniform slotting on time-bucket over 1 (one) year with the length of period for each
category refers to FSA Circular Letter No. 12 / SEOJK.03 / 2018 concerning the Implementation of Risk Management and Risk Measurement
Standard Approach for Interest Rate Risk in the Banking Book (Interest Rate Risk in the Banking Book) for Commercial Banks.
The methodology to estimate prepayment rate for loans and early withdrawal rate for time deposits uses historical data within a year.
Bank performs add-on calculations for automatic interest rate options on a floating rate mortgage loan with embedded caps and a fixed rate
loan commitment by using Black model.
Bank measures IRRBB for significant currencies, IDR and USD. Bank uses the aggregation method by adding the potential loss values of each
currencies for each identical shock scenario.
6. As of Dec 31 2025, IRRBB (EVE method) for BCA as consolidated increased by 1.10% compared to Jun 30 2025, from 5.97% to 7.07%. And for
NII Method increased by 0.53%, from 5.65% to 6.18%. The increase under the EVE method was primarily driven by higher exposure to long-
term securities (> 5 years).
No. Quantitative Disclosure
1. Average repricing maturity applied for Non Maturity Deposit (NMD) is 4 years.
2. The longest repricing maturity applied for Non Maturity Deposit (NMD) is 7 Years.
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32.1d. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank as Consolidated with
Subsidiaries
(Currency: Rupiah)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up 19,369,967 15,228,291 5,283,054 4,813,923
Parallel down (23,266,533) (16,782,106) (5,112,522) (4,640,067)
Steepener (3,823,385) (6,203,266)
Flattener 6,552,693 8,379,594
Short rate up 14,912,930 14,009,093
Short rate down (15,046,374) (14,109,604)
Maximum Negative Value (absolute)* 19,369,967 15,228,291 5,283,054 4,813,923
Tier 1 Capital (for ΔEVE) or Projected Income (for
273,828,527 254,936,797 85,540,797 85,160,497
ΔNII)
Maximum value divided by Tier 1 Capital (for ΔEVE)
7.07% 5.97% 6.18% 5.65%
or Projected Income (for ΔNII)
32.1d. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank as Consolidated with
Subsidiaries
(Currency: USD)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up (2,040,760) (2,413,350) (605,898) (699,335)
Parallel down 2,211,012 2,630,513 605,924 699,362
Steepener (190,568) (303,441)
Flattener (288,080) (260,988)
Short rate up (1,106,749) (1,241,274)
Short rate down 1,156,190 1,296,793
Maximum Negative Value (absolute)* 2,211,012 2,630,513 605,924 699,362
Tier 1 Capital (to ΔEVE) or Projected Income (for
273,828,527 254,936,797 85,540,797 85,160,497
ΔNII)
Maximum value divided by Tier 1 Capital (for ΔEVE)
0.81% 1.03% 0.71% 0.82%
or Projected Income (for ΔNII)
32.1d. Disclosure of Interest Rate Risk in Banking Book Exposure (IRRBB) - Bank as Consolidated with
Subsidiaries
Currency: (Rupiah &USD)
As of December 31, 2025
(in million Rupiah)
ΔEVE ΔNII
Period December 31, 2025 June 30, 2025 December 31, 2025 June 30, 2025
Parallel up 19,369,967 15,228,291 5,283,054 4,813,923
Parallel down 2,211,012 2,630,513 605,924 699,362
Steepener - -
Flattener 6,552,693 8,379,594
Short rate up 14,912,930 14,009,093
Short rate down 1,156,190 1,296,793
Maximum Negative Value (absolute)* 19,369,967 15,228,291 5,283,054 4,813,923
Tier 1 Capital (to ΔEVE) or Projected Income (for ΔNII) 273,828,527 254,936,797 85,540,797 85,160,497
Maximum value divided by Tier 1 Capital (for ΔEVE)
7.07% 5.97% 6.18% 5.65%
or Projected Income (for ΔNII)
Notes:
∙ Potential loss shown in positive values for each shock scenario.
* Maximum negative value is the maximum value of potential losses from all shock scenarios.
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33. Report on Calculation for Quarterly Liquidity Coverage Ratio
BANK ONLY
Quarter IV 2025 Quarter III 2025
HQLA after haircut, HQLA after haircut,
No Components Outstanding outstanding Outstanding outstanding
commitment and commitment and commitment and commitment and
liabilities / liabilities times run- liabilities / liabilities times run-
contractual off rate or contractual contractual off rate or contractual
receivables receivables times receivables receivables times inflow
inflow rate rate
1 Total data used in LCR calculation 64 days 64 days
HIGH QUALITY LIQUID ASSET (HQLA)
2 Total High Quality Liquid Asset (HQLA) 486,567,013 446,891,965
CASH OUTFLOW
Retail deposits and deposits from Micro and
3 913,287,161 55,119,274 902,101,699 54,536,268
Small Business customers, consist of:
a. Stable Deposit/Funding 724,188,853 36,209,443 713,478,050 35,673,903
b. Less Stable Deposit/Funding 189,098,308 18,909,831 188,623,649 18,862,365
4 Wholesale Funding, consist of: 286,608,962 71,063,947 267,784,824 66,639,901
a. Operational deposit 260,293,775 60,156,086 242,191,781 56,072,704
b. Non operational deposit and/or Other Non
26,315,187 10,907,861 25,593,043 10,567,197
Operational liabilities
c. Marketable securities issued by bank
- - - -
(unsecured debt)
5 Secured Funding - -
Other cash outflow (additional requirement),
6 535,841,334 71,480,456 499,684,374 57,779,297
consist of:
a. cash outflow from derivative transaction 24,486,786 24,486,786 15,460,158 15,460,158
b. cash outflow from additional liquidity
- - - -
requirement
c. cash outflow from liquidation of funding - - - -
d. cash outflow from disbursement of loan
371,892,137 42,348,111 356,631,308 39,956,684
commitment and liquidity facilities
e. cash outflow from other contractual
- - - -
liabilities related to placement of funds
f. cash outflow from other funding related
136,454,504 1,637,652 126,789,507 1,559,054
contigencies liabilities
g. other contractual cash outlow 3,007,907 3,007,907 803,401 803,401
7 TOTAL CASH OUTFLOW 197,663,677 178,955,466
CASH INFLOW
8 Secured lending - - - -
9 Inflows from fully performing exposures 38,072,993 17,130,573 39,499,004 16,701,955
10 Other Cash Inflow 23,959,342 23,959,342 16,192,712 16,192,712
11 TOTAL CASH INFLOW 62,032,335 41,089,915 55,691,716 32,894,667
TOTAL ADJUSTED VALUE 1 TOTAL ADJUSTED VALUE 1
12 TOTAL HQLA 486,567,013 446,891,965
13 NET CASH OUTFLOWS 156,573,762 146,060,799
14 LCR (%) 310.76% 305.96%
Information:
1
Adjusted values are calculated after the imposition of a reduction in value (haircut), run-off rate, and inflow rate as well as the maximum limit for HQLA components, for
example the maximum limit for HQLA Level 2B and HQLA Level 2 and the maximum limit of cash inflows can be taken into account in LCR.
The outstanding value of Quarter IV 2025 is the average LCR during the working days of Oct 2025 to Dec 2025 (64 data points), while Quarter III 2025 is the average LCR
during the working days of Jul 2025 to Sep 2025 (64 data points).
The calculation of the Liquidity Coverage Ratio above is based on POJK No. 42/POJK.03/2015 concerning the Obligation to Fulfill the Liquidity Coverage Ratio for
Commercial Banks, POJK No. 19 of 2024 concerning Amendments to the POJK No. 42/POJK.03/2015 on the Obligation to Fulfill the Liquidity Coverage Ratio for
Commercial Banks, and POJK No. 37/POJK.03/2019 concerning Transparency and Publication of Bank Reports and is presented in accordance with
SE OJK No. 9/SEOJK.03/2020 concerning Transparency and Publication of Conventional Commercial Bank Reports.
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(in million Rupiah)
CONSOLIDATED
Quarter IV 2025 Quarter III 2025
Outstanding HQLA after haircut, outstanding Outstanding HQLA after haircut, outstanding
commitment and commitment and liabilities commitment and commitment and liabilities
liabilities / contractual times run-off rate or contractual liabilities / contractual times run-off rate or contractual
receivables receivables times inflow rate receivables receivables times inflow rate
64 days 64 days
498,662,391 458,495,509
933,774,064 56,695,214 922,299,795 56,038,927
733,643,845 36,682,192 723,821,057 36,191,053
200,130,219 20,013,022 198,478,738 19,847,874
293,746,422 74,824,512 274,046,278 69,641,511
261,949,604 60,540,946 243,831,596 56,469,048
31,796,818 14,283,566 30,214,682 13,172,463
- - - -
- -
538,474,981 72,329,207 502,510,717 58,621,819
24,487,008 24,487,008 15,451,723 15,451,723
0 0 - -
- - - -
372,563,920 42,444,113 357,559,771 40,078,096
- - - -
137,666,685 1,640,718 127,966,981 1,559,758
3,757,368 3,757,368 1,532,242 1,532,242
203,848,933 184,302,257
10,143 10,143 6,697 6,697
42,399,826 19,502,599 43,291,034 18,728,121
23,959,342 23,959,342 16,192,713 16,192,713
66,369,311 43,472,084 59,490,444 34,927,531
TOTAL ADJUSTED VALUE 1 TOTAL ADJUSTED VALUE 1
498,662,391 458,495,509
160,376,849 149,374,726
310.93% 306.94%
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Quarterly Liquidity Coverage Ratio (LCR) Report
Analysis for Bank Only
The calculation of BCA’s Liquidity Coverage Ratio (Bank Only) for Quarter IV 2025 is based on the average daily position from October 2025 until
•
December 2025. Meanwhile, the calculation for Quarter III 2025 is based on the average daily position from July 2025 until September 2025.
BCA’s Liquidity Coverage Ratio (Bank Only) for Quarter IV 2025 increased by 4.80%, from 305.96% (Quarter III 2025) to 310.76% (Quarter IV
2025). Such increase in ratio was particularly due to an increase in weighted value of HQLA by 8.88% (Rp39.68 trillion) which was higher than
an increase in Net Cash Outflow (NCO) after run-off by 7.20% (Rp10.51 trillion). The increase in HQLA was particularly driven by the increase
• in HQLA securities amounted to Rp34.80 trillion, the increase in placement with BI amounted to Rp3.44 trillion and the increase in Coins and
Banknotes amounted to Rp0.98 trillion. Meanwhile, the increase in NCO after run-off was mainly caused by the increased in funding from retail,
micro and small businesses, as well as corporate customers amounted to Rp5.01 trillion, the increased in unused loan facilities amounted to
Rp2.39 trillion and the increased in other contractual cash outflow (borrowing) amounted to Rp2.20 trillion.
In terms of composition, BCA’s HQLA for Quarter IV 2025 is comprised of Level 1 HQLA of 97.53%; Level 2A HQLA of 1.62%; and level 2B HQLA
• of 0.85%. Of the total Level 1 HQLA, the proportion was dominated by marketable securities issued by the Indonesian government and BI of
82.17% and placement with Bank Indonesia of 13.67%, respectively.
BCA’s third party deposits composition during Quarter IV 2025 was mainly contributed by CASA at around 84.27%. The composition can be
•
seen on the Table 1 below:
Table 1. BCA’s funding composition (Bank Only) during Quarter IV 2025.
Total Rp&Va
Current Account 35.28%
Savings Account 48.99%
CASA 84.27%
Time Deposit 15.73%
Total 100%
• BCA’s derivative exposure mainly came from FX Swap Buy-Sell USD transactions by an average of USD196.37 million.
• In managing its liquidity, the Bank has properly identified, measured, monitored and controlled its liquidity risk. Apart from the LCR ratio, the
Bank also monitors condition and sufficiency of liquidity through cash flow projection report, NSFR report and other liquidity ratios. The Bank
has established a limit, early warning indicators, contingency funding plan and recovery plan related to liquidity risk.
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Quarterly Liquidity Coverage Ratio Report
Analysis on a Consolidated Basis
The calculation of BCA’s Liquidity Coverage Ratio (Consolidated) for Quarter IV 2025 is based on the average daily position from October 2025
• until December 2025. Meanwhile, the calculation for Quarter III 2025 is based on the average daily position from July 2025 until September
2025, respectively.
BCA’s Liquidity Coverage Ratio (Consolidated) for Quarter IV 2025 increased by 3.99%, from 306.94% (Quarter III 2025) to 310.93% (Quarter
IV 2025). Such increase in ratio was particularly due to an increase in HQLA by 8.76% (Rp40.17 trillion) which was higher than an increase in
weighted value of Net Cash Outflow (NCO) after run-off by 7.37% (Rp11.00 trillion). The increase in HQLA was particularly driven by the increase
• in HQLA securities amounted to Rp35.05 trillion, the increase in placement with BI amounted to Rp3.58 trillion and the increase in Coins and
Banknotes amounted to Rp0.98 trillion. Meanwhile, the increase in NCO after run-off was mainly caused by the increased in funding from retail,
micro and small businesses, as well as corporate customers amounted to Rp5.84 trillion, the increased in unused loan facilities amounted to
Rp2.37 trillion and the increased in other contractual cash outflow (borrowing) amounted to Rp2.23 trillion.
In terms of composition, BCA’s HQLA for Quarter IV 2025 is comprised of Level 1 HQLA of 96.92%; Level 2A HQLA of 2.16%; and Level 2B HQLA
• of 0.92%. Of the total HQLA Level 1, the proportion was dominated by marketable securities issued by the Indonesian government and BI of
82.20% and placement with Bank Indonesia of 13.71%, respectively.
BCA’s third party deposits composition during Quarter IV 2025 was mainly contributed by CASA at around 83.32%. The composition can be
•
seen on the Table 2 below:
Table 2. BCA’s Funding Composition (Consolidated) for Quarter IV 2025.
Type of funding (Rp & FCY) Composition
Current Account 34.67%
Saving Account 48.65%
CASA 83.32%
Time Deposit 16.68%
Total 100%
• BCA’s derivative exposure mainly came from FX Swap Buy-Sell USD transactions by an average of USD196.37 million.
• In managing its liquidity, the Bank has properly identified, measured, monitored and controlled its liquidity risk. Apart from the LCR ratio, the
Bank also monitors condition and sufficiency of liquidity through cash flow projection report, NSFR report and other liquidity ratios. The Bank
has established a limit, early warning indicators, contingency funding plan and recovery plan related to liquidity risk.
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34.a. Net Stable Funding Ratio (NSFR) - Bank Only
A. NSFR CALCULATION
Reporting Position (September 2025)
Carrying Value Based on Residual Maturity
ASF Component
Non-specified ≥ 6 Months - < Weighted Value
< 6 Months ≥ 1 Year
Maturity 1 Year
1 Capital
2 Regulatory Capital as per POJK KPMM 278,744,483 - - 62,833 278,807,316
3 Other capital instruments - - - - -
Retail deposits and deposits from micro and
4 small business
customers:
5 Stable Deposits 559,348,604 162,232,609 - - 685,502,152
6 Less Stable Deposits 184,975,722 1,974,670 - - 168,255,353
7 Wholesale Funding:
8 Operational deposits 246,075,153 - - - 123,037,576
9 Other wholesale funding 377,501 29,216,979 - - 12,722,908
Liabilities with matching interdependent
10 - - - - -
assets
11 Other liabilities and equity:
12 NSFR derivative liabilities 59,391 - -
All other liabilities and equity not
13 84,047 35,506,073 303,483 49,206 200,947
included in the above categories
14 TOTAL ASF 1,268,526,253
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(in million Rupiah)
Reporting Position (December 2025)
Carrying Value Based on Residual Maturity
Weighted Value
Non-specified Maturity < 6 Months ≥ 6 Months - < 1 Year ≥ 1 Year
283,913,331 - - 59,583 283,972,915
- - - - -
582,671,305 157,996,863 - - 703,634,760
180,859,021 3,536,240 - - 165,955,735
271,206,831 - - - 135,603,416
446,474 26,890,564 - - 12,883,541
- - - - -
- - -
80,334 38,663,809 260,941 168,669 299,140
1,302,349,506
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34.a. Net Stable Funding Ratio (NSFR) - Bank Only
A. NSFR CALCULATION
Reporting Position (September 2025)
RSF Component Carrying Value Based on Residual Maturity
Non-specified ≥ 6 Months - < 1 Weighted Value
< 6 Months ≥ 1 Year
Maturity Year
15 Total NSFR HQLA 21,797,750
Deposits held at other financial institutions
16 10,845,342 - - - 5,422,671
for operational purposes
17 Performing loans and securities
To financial institutions secured by Level
18 - 7,040,088 - - 704,009
1 HQLA
To financial institutions secured by non-
19 Level 1 HQLA and unsecured performing - 38,164,467 14,516,256 33,782,704 46,765,502
loans to financial institutions
To non- financial corporate clients, retail
and small business customers,
government of Indonesia, other
20 - 200,678,233 105,940,039 413,412,843 504,710,052
sovereigns, Bank Indonesia, other central
banks and public service entities, of
which:
Meet a risk weight of less than or equal
21 to 35% under SE OJK ATMR for credit - 730,000 585,000 15,086,209 10,463,536
risk
Unpledged residential mortgages, of
22 - 6,851 25,058 1,258,772 1,085,910
which:
Meet a risk weight of less than or equal
23 to 35% under SE OJK ATMR for credit - 283,973 1,123,689 76,766,416 50,602,002
risk
Securities that are unpledged, not in
24 default and do not qualify as HQLA, - 29,053,117 2,096,564 8,349,180 22,671,644
including exchange-traded equities
Assets with matching interdependent
25 - - - - -
liabilities
26 Other assets:
Physical traded commodities, including
27 - -
gold
Cash, securities and other assets posted
as initial margin for derivative contracts
28 - -
or contributions to default funds of
central counterparty (CCPs)
29 NSFR derivative assets - -
20% NSFR derivative liabilities before
30 11,878 11,878
deduction of variation margin posted
All other assets not included in the above
31 17,622 48,613,160 749,158 55,941,855 105,319,482
categories
32 Off-balance sheet items 498,510,248 20,080,783
33 TOTAL RSF 789,635,218
34 Net Stable Funding Ratio (%) 160.65%
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(in million Rupiah)
Reporting Position (December 2025)
Carrying Value Based on Residual Maturity
Weighted Value
Non-specified Maturity < 6 Months ≥ 6 Months - < 1 Year ≥ 1 Year
23,563,612
5,093,401 - - - 2,546,701
- 608,609 - - 60,861
- 33,806,561 24,467,241 30,663,664 47,968,269
- 198,667,639 123,000,585 437,115,351 532,382,160
- 520,000 1,740,000 19,363,578 13,716,326
- 8,513 18,502 1,373,245 1,180,766
- 372,992 1,095,906 78,334,349 51,651,776
- 30,202,832 1,592,235 8,155,315 22,829,551
- - - - -
- -
-
18,473 18,473
- -
11,024 48,292,520 790,568 55,939,894 105,031,817
489,501,093 19,314,984
820,265,295
158.77%
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34.b. Net Stable Funding Ratio (NSFR) - Bank as Consolidated with Subsidiaries
A. NSFR CALCULATION
Reporting Position (September 2025)
Carrying Value Based on Residual Maturity
ASF Component
Weighted Value
Non-specified ≥ 6 Months - <
< 6 Months ≥ 1 Year
Maturity 1 Year
1 Capital
2 Regulatory Capital as per POJK KPMM 287,323,010 - - 62,833 287,385,844
3 Other capital instruments - - - - -
Retail deposits and deposits from micro and
4
small business customers:
5 Stable Deposits 562,236,616 162,294,814 - - 688,304,859
6 Less Stable Deposits 185,238,250 5,948,351 - - 172,067,941
7 Wholesale Funding:
8 Operational deposits 254,880,646 - - - 127,440,323
9 Other wholesale funding 386,465 40,876,324 350,000 257,178 18,113,339
Liabilities with matching interdependent
10 - - - - -
assets
11 Other liabilities and equity:
12 NSFR derivative liabilities - - -
All other liabilities and equity not
13 210,562 29,035,531 303,483 49,206 327,424
included in the above categories
14 TOTAL ASF 1,293,639,731
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(in million Rupiah)
Reporting Position (December 2025)
Carrying Value Based on Residual Maturity
Weighted Value
Non-specified Maturity < 6 Months ≥ 6 Months - < 1 Year ≥ 1 Year
293,010,153 - - 59,583 293,069,736
- - - - -
585,669,995 158,055,147 - - 706,538,885
181,069,527 7,531,382 - - 169,740,818
281,509,127 - - - 140,754,564
460,287 40,845,454 - - 17,847,769
- - - - -
- - -
210,763 28,526,164 260,941 168,669 429,569
1,328,381,341
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34.b. Net Stable Funding Ratio (NSFR) - Bank as Consolidated with Subsidiaries
A. NSFR CALCULATION
Reporting Position (September 2025)
Carrying Value Based on Residual Maturity
ASF Component
Weighted Value
Non-specified ≥ 6 Months - < 1
< 6 Months ≥ 1 Year
Maturity Year
15 Total NSFR HQLA 23,220,087
Deposits held at other financial institutions
16 11,056,135 - - - 5,528,068
for operational purposes
17 Performing loans and securities
To financial institutions secured by Level
18 - 7,260,683 - - 726,068
1 HQLA
To financial institutions secured by non-
19 Level 1 HQLA and unsecured performing - 40,649,263 14,743,100 35,132,012 48,600,952
loans to financial institutions
To non- financial corporate clients, retail
and small business customers,
government of Indonesia, other
20 - 202,478,918 109,203,710 432,689,120 523,627,066
sovereigns, Bank Indonesia, other central
banks and pubic service entities, of
which:
Meet a risk weight of less than or equal
21 to 35% under SE OJK ATMR for credit - 730,000 585,000 15,086,209 10,463,536
risk
Unpledged residential mortgages, of
22 - 36,080 29,144 2,790,679 2,404,688
which:
Meet a risk weight of less than or equal
23 to 35% under SE OJK ATMR for credit - 283,973 1,123,689 76,766,416 50,602,002
risk
Securities that are unpledged, not in
24 default and do not qualify as HQLA, - 30,242,404 2,338,725 10,230,618 24,986,590
including exchange-traded equities
Assets with matching interdependent
25 - - - - -
liabilities
26 Other assets:
Physical traded commodities, including
27 - -
gold
Cash, securities and other assets posted
as initial margin for derivative contracts
28 - -
or contributions to default funds of
central counterparty (CCPs)
29 NSFR derivative assets - -
20% NSFR derivative liabilities before
30 - -
deduction of variation margin posted
All other assets not included in the above
31 17,625 40,050,251 766,646 50,226,637 91,058,846
categories
32 Off-balance sheet items 501,071,473 20,131,543
33 TOTAL RSF 801,349,444
34 Net Stable Funding Ratio (%) 161.43%
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(in million Rupiah)
Reporting Position (December 2025)
Carrying Value Based on Residual Maturity
Weighted Value
Non-specified Maturity < 6 Months ≥ 6 Months - < 1 Year ≥ 1 Year
24,998,365
5,330,109 - - - 2,665,055
- 1,220,430 - - 122,043
- 37,295,659 24,569,040 31,869,408 49,748,277
- 200,265,884 126,092,133 456,487,776 551,193,618
- 520,000 1,740,000 19,363,578 13,716,326
- 37,486 23,143 3,058,842 2,630,330
- 372,992 1,095,906 78,334,349 51,651,776
- 31,157,342 1,945,068 10,295,878 25,302,701
- - - - -
- -
- -
18,473 18,473
- -
11,024 38,547,054 808,739 50,265,316 89,629,945
491,663,332 19,354,654
831,031,561
159.85%
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B. QUALITATIVE ASSESSMENT ON NSFR
Analysis on Bank Only Financial Statement
• Based on the calculation, the value of Net Stable Funding Ratio (NSFR) – Bank Only as of 31 Dec 2025 decreased by 1.88% when compared to
the period of 30 Sep 2025; namely from 160.65% (as of 30 Sep’25) to 158.77% (as of 31 Dec’25). The decrease in the NSFR value was due to
the increase in the Required Stable Funding (RSF) component of 3.88% (Rp30.63 trillion) which was greater than the increase in the Available
Stable Funding (ASF) component of 2.67% (Rp33.82 trillion). The increase in the RSF component was mainly due to the increase in loans
classified as current and under special mention (performing loans) and securities not in default amounting to Rp32.79 trillion. Meanwhile,
the increase in the ASF component was mainly due to the increase in weighted value of deposits provided by retail customers and funding
provided by micro and small business customers as well as wholesale funding of Rp28.56 trillion and the increase in the regulatory capital of
Rp5.17 trillion.
• The NSFR ratio of BCA on an individual basis currently meets the minimum requirement of 100%. It was supported by a fairly large composition
of stable funds (60.55%). The composition of Third Party Funds and Bank Funds can be seen in Table 1 below.
Table 1. Composition of Third Party Funds and Bank Funds - Bank Only as of December 31, 2025.
Categories %
1. Retail
a. Fully covered and transactional 39.54%
b. Fully covered, non-transactional and related 12.63%
Stable Funds
2. Micro and Small Business Customers
a. Fully covered and transactional 8.10%
b. Fully covered, non-transactional and related 0.28%
Total Stable Funds 60.55%
1. Retail 13.71%
Unstable Fund
2. Micro and Small Business Customers 1.37%
Total Unstable Funds 15.08%
Total Operational Deposits 22.17%
Total Non-Operational Deposits 2.20%
Total Third Party Funds and Bank Funds 100.00%
178 Annual Report 2025 | PT Bank Central Asia Tbk
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B. QUALITATIVE ASSESSMENT ON NSFR
Analysis on Consolidated Financial Statement
• Based on the calculation, the value of Net Stable Funding Ratio (NSFR) - Consolidated as of 31 Dec 2025 decreased by 1.58% when compared
to the period of 30 Sep 2025; namely from 161.43% (as of 30 Sep’25) to 159.85% (as of 31 Dec’25). The decrease in the NSFR value was due to
the increase in the Required Stable Funding (RSF) component of 3.70% (Rp29.68 trillion) which was greater than the increase in the Available
Stable Funding (ASF) component of 2.69% (Rp34.74 trillion). The increase in the RSF component was mainly due to the increase in loans
classified as current and under special mention (performing loans) amounting to Rp32.64 trillion and the decrease in other assets amounting to
Rp1.41 trillion. Meanwhile, the increase in the ASF component was mainly due to the increase in weighted value of deposits provided by retail
customers and funding provided by micro and small business customers as well as wholesale funding of Rp28.96 trillion and the increase in the
regulatory capital of Rp5.68 trillion.
• The NSFR ratio of BCA on a consolidated basis currently meets the minimum requirement of 100%. It was supported by a fairly large
composition of stable funds (59.37%). The composition of Third Party Funds and Bank Funds can be seen in Table 2 below.
Table 2. Composition of Third Party Funds, Revenue Sharing Investment Funds, and Bank Funds - Consolidated as of December 31, 2025
Categories %
1. Retail
a. Fully covered and transactional 38.81%
b. Fully covered, non-transactional and related 12.34%
Stable Funds
2. Micro and Small Business Customers
a. Fully covered and transactional 7.94%
b. Fully covered, non-transactional and related 0.28%
Total Stable Funds 59.37%
1. Retail 13.65%
Unstable Fund
2. Micro and Small Business Customers 1.41%
Total Unstable Funds 15.06%
Total Operational Deposits 22.47%
Total Non-Operational Deposits 3.10%
Total Third Party Funds and Bank Funds 100.00%
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35. Report On Asset Encumbrance - ENC - as of December 31, 2025
BANK ONLY
a b c d
Asset placed or
pledged to Central
Encumbered Unencumbered
Bank but yet to be Total
Asset asset
used to create
liquidity
1 HQLA Level 1
a. Cash and Cash equivalent - - 25,275,044 25,275,044
Placement with Bank
b.
Indonesia:
- Current account - - 46,370,465 46,370,465
- Fine Tune Operation - - 3,918,625 3,918,625
- Deposit Facility - - - -
Bank Indonesia Rupiah
c. - - 113,389,265 113,389,265
Securities (SRBI)
Bank Indonesia Marketable
d. - - - -
Securities (SBBI)
Bank Indonesia Floating Rate
e. - - - -
Note (BI-FRN)
Bank Indonesia Syariah Bond
f. - - - -
(SUKBI)
Bank Indonesia Foreign
g. - - 5,887,547 5,887,547
Currency Securities (SVBI)
Bank Indonesia Foreign
h. - - - -
Currency Sukuk (SUVBI)
Reverse Repo (backed by
i. - - 4,430,617 4,430,617
HQLA Level 1)
j. Government Bonds (Rupiah) - 45,851,347 203,812,527 249,663,874
Government Bonds (Foreign
k. - - 8,466,108 8,466,108
currencies)
l. UST - Bond - - - -
2 HQLA Level 2A - - 10,231,326 10,231,326
3 HQLA Level 2B - - 8,237,691 8,237,691
Total HQLA - 45,851,347 430,019,215 475,870,562
Qualitative Analysis
• Encumbered assets are bank assets restricted, both legally and contractually by the Bank, for supporting liquidity under stress conditions.
Encumbered assets do not include assets being placed with or pledged to Bank Indonesia but yet to be used to create liquidity, as stipulated by
the POJK on Obligation to Fulfill the Liquidity Coverage Ratio for Commercial Banks.
• Unencumbered assets are assets that qualify as High Quality Liquid Asset (HQLA) as stipulated by the POJK on Obligation to Fulfill the Liquidity
Coverage Ratio for Commercial Banks.
• Referring to the explanation of POJK No 42/POJK.03/2015 on Obligation to Fulfill the Liquidity Coverage Ratio for Commercial Banks, article 9,
sub-article (3) letter a, an example of encumbered assets placed with or pledged to Bank Indonesia, but yet to be used to create liquidity, is the
secondary statutory reserves (now known as the Macroprudential Liquidity Buffer).
• As 31 December 2025, BCA (both bank only and consolidated) did not have any HQLA position categorized as encumbered assets.
180 Annual Report 2025 | PT Bank Central Asia Tbk
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(in million Rupiah)
CONSOLIDATED
a b c d
Asset placed or pledged to
Encumbered Central Unencumbered
Total
Asset Bank but yet to be used to create asset
liquidity
- - 25,304,972 25,304,972
- - 47,768,278 47,768,278
- - 3,918,625 3,918,625
- - 391,751 391,751
- - 114,329,656 114,329,656
- - - -
- - - -
- - 601,055 601,055
- - 5,887,547 5,887,547
- - - -
- - 5,035,941 5,035,941
- 46,750,335 208,594,916 255,345,251
- - 8,472,823 8,472,823
- - - -
- - 12,564,368 12,564,368
- - 9,837,182 9,837,182
- 46,750,335 442,707,113 489,457,449
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
INDIVIDUAL CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY
REQUIREMENT (KPMM) AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D1: Historical Loss Data Report
No Business Indicator (BI) and component BI T
Minimum limit of an operational loss event of Rp300,000,000.00 (three hundred million Rupiahs) or more
1 Total net operating loss after calculating the recovery value (without exception) -
2 Total occurrence of operational risk loss -
3 Total excluded operational risk loss -
4 Total occurrence of excluded operational risk loss -
5 Total net operating loss after calculating the recovery value and excluded operational risk losses -
Minimum limit of an operational loss event of Rp1,500,000,000.00 (one billion five hundred million
Rupiahs) or more
6 Total net operating loss after calculating the recovery value (without exception) 271.70
7 Total occurrence of operational risk loss 4.00
8 Total excluded operational risk loss -
9 Total occurrence of excluded operational risk loss -
10 Total net operating loss after calculating the recovery value and excluded operational risk losses 271.70
Details of capital calculation for operational risks
11 Are losses used in calculating the Internal Loss Multiplier (ILM)? (Yes/No) Yes
If line 11 answer is ‘No’, is the internal loss data not use because of a discrepancy of the minimum
12 -
standards for loss data? (Yes/No)
13 Threshold used in calculating capital for operational risks (in Rupiah full amount) 1,500,000,000
14 Other information (if any) Optional
182 Annual Report 2025 | PT Bank Central Asia Tbk
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Average
T-1 T-2 T-3 T-4 T-5 T-6 T-7 T-8 T-9
10 Years
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
42,725.45 1,832.01 0.07 96,042.94 13,142.66 88.09 46,379.08 16,486.19 63,373.63 28,034.18
8.00 1.00 - 3.00 6.00 1.00 5.00 2.00 1.00 3.10
- - - - - - - - - -
- - - - - - - - - -
42,725.45 1,832.01 0.07 96,042.94 13,142.66 88.09 46,379.08 16,486.19 63,373.63 28,034.18
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INDIVIDUAL CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY REQUIREMENT (KPMM)
AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D3: Business Indicator Detailed Report
No Business Indicator (BI) and Component BI T T-1 T-2
1 Interest, Rent and Dividend Components 31,633,303.55
1a. Interest Income 88,631,734.73 82,110,427.94 68,103,868.83
1b. Interest Expense 9,830,468.67 9,812,312.98 6,212,170.51
1c. Earning Assets 1,360,757,445.46 1,333,369,008.76 1,256,127,957.67
1d. Dividend Income 2,402,602.59 1,914,400.27 1,702,183.53
2 Services Components 17,471,907.83
2a. Fees and Commission Income 18,281,699.28 16,884,777.92 16,522,759.16
2b. Fees and Commission Expenses 212,533.31 252,533.33 350,702.00
2c. Other Operating Income 33,688.06 64,285.86 111,111.62
2d. Other Operating Expenses 318,060.18 171,417.93 237,009,03
3 Financial Components 2,391,908.64
3a. Net Profit Loss Trading Book 2,205,364.20 1,461,667.43 1,004,970.81
3b. Net Profit Loss Banking Book 384,161.98 125,944.09 1,993,617.41
4 Business Indicator (BI) 51,497,120.02
5 Business Indicator Components (BIC) 7,274,568.00
Business Indicator Disclosure
6a. Total BI including divested activities 51,497,120.02
BI reduction due to the exclusion of divested
6b. 0.00
activities
7 Additional information Optional
INDIVIDUAL CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY REQUIREMENT (KPMM)
AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D5: RWA Calculation Report for Operational Risk using Standard Approach
No Details T
1 Business Indicator Components (BIC) 7,274,568.00
2 Internal Loss Multiplier Factor (ILM) 0.59911758
3 Operational Risk Minimum Capital (ROC) 4,358,321.58
4 RWA for Operational Risks 54,479,019.75
184 Annual Report 2025 | PT Bank Central Asia Tbk
Page 187
Risk Management Implementation Report for Operational Risk - Individual
1 Explanation of regulations, policies, and/or guidelines related to Operational Risk management.
The Bank implements comprehensive operational risk management in accordance with regulatory requirements as part of its commitment
to ensuring business continuity, enhancing operational effectiveness, and safeguarding the interests of customers and other stakeholders.
Several policies have been implemented, including:
• Operational Risk Management Policy.
• Risk Management Basic Policy for The Use of Information Technology.
• Information Technology Management Policy.
• Cyber Security Risk Management Policy.
• Information System Security and Cyber Resilience Policy
• Information Security Policy.
• Policy for Issuing Products/Activities and Provision of Supporting Information Technology Systems.
• Risk Exposure Assessment in Development of Bank Product Policy.
• Business Continuity Plan Policy.
The Bank establishes a number of guidelines/manuals and procedures derived from its operational risk management policies, and conducts
periodic evaluations to ensure continued alignment with evolving risk dynamics and regulatory developments.
2 Explanation of the structure and organization of management and control functions related to Operational Risk.
The role and responsibility of the Bank in managing operational risk refers to the Principles of the Three Lines Model, supported by the
following organizational structure:
Organizational Structure Authority/Responsibility
Ensuring the application of risk management is adequate in correspondence with the Bank’s
Board of Commissioners and Directors characteristics, complexity, and risk profile, as well as having a good understanding of the type
and level of risks that are inherent in the Bank’s business activities.
Ensuring the risk management framework provides adequate protection against the risks faced
Risk Management Committee
by the Bank
Assist the Board of Commissioners in fulfilling their oversight responsibilities to ensure the risk
Risk Oversight Committee
management framework adequately protects the Bank from all types of risks.
Ensuring the Bank to properly mitigates risks through identification, measurement, monitoring,
Risk Management Division (MRK) control, and reporting in correspondence with the risk management framework, and capable of
addressing emergency situations that threaten the Bank’s business continuity.
Strengthening the Bank’s internal control system through the implementation of anti-fraud
Anti-Fraud Bureau
strategies.
Assessing, drafting, and ensuring policies and operational procedures, as well as services, are
developed while considering business and operational needs, compliance with regulators and
Operation Strategy & Development Group
other relevant institutions, risk management and controls, and disseminating them to branches
or related work units to be easily understood and implemented effectively and efficiently
Strategic Information Technology Group - Developing preventive measures to protect and secure the Bank’s information assets and IT
Information Technology Security Group infrastructure from cybercrime, including monitoring and testing the Bank’s cyber resilience.
Working Unit (business units and Risk owner who is responsible for day-to-day operational risk management and reports
supporting unit) problems and operational risk incidents to MRK.
Review and assess the adequacy and effectiveness of the Bank’s risk management, internal
Internal Audit Division
control and governance processes.
Explanation of the measurement system for Operational Risk (including the system and data used to calculate Operational Risk in order to
3
estimate the burden of capital charges for Operational Risk).
Bank measures operational risk by considering the potential impact, the likelihood of occurrence, and the effectiveness of existing controls.
This measurement gives Bank a comprehensive understanding of its operational risk profile and be the basis for determining the priority of
mitigation actions for identified risks. Bank also periodically reviews its operational risk measurement system. This includes validating the
assumptions, ensuring accuracy and appropriateness, maintaining data integrity, and assessing the procedures used to manage operational
risk.
Bank adheres to SE OJK No. 6/SEOJK.03/2020 regarding the Calculation of Operational Risk Weighted Assets Using the Standardized
Approach for Commercial Banks (SE OJK RWA). The data used in this calculation includes Business Indicator Components and Operational
Risk Loss Data. Bank establishes procedures and processes to administer operational risk loss data to ensure the quality of data so that it can
estimate accurate risk exposure and ensure adequate allocation of operational risk capital burden.
Comprehensive bank operational risk management is done through the ORMIS application which can support three activities, namely:
• Risk and Control Self Assessment (RCSA)
RCSA serves as a tool for Risk Owners to identify, measure, monitor, and control risks with the aim of increasing risk awareness
culture in managing operational risks within each employee in carrying out daily activities. RCSA is carried out routinely once a year.
• Loss Event Database (LED)
LED is used to administer and analyze operational events that have occurred and caused losses to the Bank. LED also as an operational
risk loss database to calculate the capital expenses from operational risk losses and a means to monitor operational events that require
follow-up.
• Key Risk Indicator (KRI)
KRI aims to provide an early warning sign to authorized officials of increasing operational risk indications in a working unit and serves as a
data source to identify processes, procedures, and controls that require attention.
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Risk Management Implementation Report for Operational Risk - Individual
Explanation of the scope and main coverage of the reporting framework for Operational Risk for executive officers and Directors of the
4
Bank.
Several operational risk reports submitted to the Board of Commissioners and/or Board of Directors include the following:
1. Routine reports (periodic):
• Operational Risk Exposure Report.
• Operational Risk Profile Report.
• Operational Risk Management Implementation Report.
2. Incidental report:
Incidental reports are prepared based on operational risk analyses that arise from changes in policies, systems, procedures, or other
operational risk events. These reports may include evaluations of the Bank’s operational systems and procedures in response to incidents
that occur either internally or externally, especially those that have a significant impact on operational losses.
Explanation of risk mitigation and risk transfer used in management for Operational Risk. This includes mitigation through policy issuance
(such as policies for risk culture, acceptable risk, and outsourcing), divestment of high-risk businesses, and the establishment of control
5
functions. Remaining exposure can be absorbed by the Bank or the risk may be transferred. For example, the impact of operational losses
can be mitigated through insurance.
The implementation of risk management in Banks is adjusted to the size and complexity of the Bank’s business and includes 4 pillars, namely:
1. Active Supervision by the Board of Commissioners and Directors.
2. Adequacy of Risk Management Policies and Procedures, and Establishment of Risk Limits.
3. Adequacy of Risk Identification, Measurement, Monitoring, and Control Processes, and of the Risk Management Information System.
4. Comprehensive Internal Control Systems.
The Board of Commissioners and the Board of Directors are responsible for ensuring the effectiveness of the Bank’s risk management
implementation. The Board of Directors holds the authority and responsibility to develop policies related to risk management, including
strategies, frameworks, and overall risk limits, subject to the the approval of the Board of Commissioners. These policies are formulated by
considering the Bank’s risk appetite and risk tolerance, tailored to its specific needs and conditions, and taking into account the impact of risk
on capital adequacy.
In general, the scope of operational risk management policies based on the causes of operational risks for example:
Risk Cause Operational Risk Management Policy Coverage
1. Control to prevent operational risks for all internal processes and those directly related to customers.
2. Internal process transaction settlement procedures to ensure the effectiveness of the transaction
settlement process.
Internal Process 3. Accounting implementation procedures to ensure accurate accounting records.
Complexity 4. Asset storage and custodian procedures, including documentation, required control for asset’s physical
security, and periodic checking on asset conditions.
5. Procedures for implementing product provision and other activities carried out by the Bank.
6. Procedures for preventing and resolving fraud.
Recruitment and placement according to organizational needs, competitive remuneration and incentive
Human Resources structures, training and development, periodic rotation, career planning and succession policies, handling of
termination and union issues, and separation of work functions.
Operational risk management related to systems and infrastructure is governed by the Bank’s baseline risk
Systems and management policies for the use of information technology which at least include: information security policies,
infrastructure business continuity plan procedures, data and system back-up procedures, audit trail/system log recording
systems, security systems that protect BCA, and Data Recovery Center.
Insurance coverage, data/system back-up, work safety guarantees, physical security procedures, and
External Incident
cooperation agreements with third parties.
Operational risk
of customer and The Bank conducts Customer Due Diligence (CDD) or Enhanced Due Diligence (EDD) according to operational risk
prospective customer exposure.
profiles
186 Annual Report 2025 | PT Bank Central Asia Tbk
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Risk Management Implementation Report for Operational Risk - Individual
Implementation of operational risk management is integrated across all business lines and support to ensure the adequacy of operational
procedures and controls and develop awareness culture of the importance of operational risk management on an ongoing basis.
Bank implements comprehensive risk management across all products, and/or services. The Bank also measures and assesses the materiality
of any increase in risk exposure related to its products and/or services and continuously monitors the associated risk. The implementation of
risk management in the Bank’s product operations also adheres to regulatory requirements.
With the growing provision of digital services, the Bank faces an increasing need to process customer personal data. In response to this and
in alignment with Law Number 27 of 2022 concerning Personal Data Protection (UU PDP), Bank is committed to adhering to the principles of
compliance and prudence in managing personal data, including the establishment of internal policies and procedures related to personal
data protection that must be implemented by all work units, recording personal data processing activities to ensure transparency and
accountability in every operational activity involving personal data and implementing comprehensive socialization of the PDP Law to all
employees.
To mitigate the impact of disruptions caused by technology, natural disasters, or other disasters on the Bank’s business operations,
particularly customer service, Bank has established a Business Continuity Management (BCM) and Business Continuity Plan (BCP), and regularly
conducts Business Continuity (BC) awareness campaigns and BCP testing simulations, including cyber incident simulations. In addition, the
Bank has a Disaster Recovery Center, Secondary Workplace, and Command and Crisis Center to support the implementation of the BCP.
The use of information technology can support operational activities and expedite the delivery of services to customers. However, this
development also introduces greater risks to the Bank’s operations. To address these challenges, the Bank continues to enhance its IT
maturity and strengthen its ability to manage risks arising from IT usage. This includes the following efforts:
• Establishing cybersecurity risk management policies and procedures and information security referring to the Bank’s strategy and
regulatory directives.
• Periodically reviewing the implementation of risk management and assessing digital maturity and cybersecurity levels in accordance with
regulatory provisions.
• Utilizing tools/technologies to identify, detect, monitor and analyze cybersecurity-related risks early on.
• Establishing procedures for handling information security incidents, including the formation of an Information Security Incident Response
Team (ISIRT) and the operation of a Security Monitoring Center (SMC).
• Conducting regular security awareness programs for employees and management.
• Providing ongoing education for customers to improve their understanding of digital security.
In managing risks related to outsourced labor, the Bank has implemented Outsourcing Management provisions that comply with regulatory
requirements. These provisions specify that outsourced work must be limited to supporting service activities or tasks that are not directly
related to the Bank’s core operations. To manage risks associated with third parties, the Bank applies the Provisions for Procurement of Goods
and/or Services. These provisions include the application of a multi-vendor principle and the conduct of periodic vendor evaluations to ensure
reliability and compliance.
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
CONSOLIDATED CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY REQUIREMENT (KPMM)
AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D1: Historical Loss Data Report
No Business Indicator (BI) and component BI T
Minimum limit of an operational loss event of Rp300,000,000.00 (three hundred million Rupiahs) or
more
1 Total net operating loss after calculating the recovery value (without exception) -
2 Total occurrence of operational risk loss -
3 Total excluded operational risk loss -
4 Total occurrence of excluded operational risk loss -
5 Total net operating loss after calculating the recovery value and excluded operational risk losses -
Minimum limit of an operational loss event of Rp1,500,000,000.00 (one billion five hundred million
Rupiahs) or more
6 Total net operating loss after calculating the recovery value (without exception) 361.96
7 Total occurrence of operational risk loss 5.00
8 Total excluded operational risk loss 0.00
9 Total occurrence of excluded operational risk loss 0.00
10 Total net operating loss after calculating the recovery value and excluded operational risk losses 361.96
Details of capital calculation for operational risks
11 Are losses used in calculating the Internal Loss Multiplier (ILM)? (Yes/No) Yes
If line 11 answer is ‘No’, is the internal loss data not use because of a discrepancy of the minimum
12 -
standards for loss data? (Yes/No)
13 Threshold used in calculating capital for operational risks (in Rupiah full amount) 1,500,000,000.00
14 Other information (if any) Optional
188 Annual Report 2025 | PT Bank Central Asia Tbk
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Rata-rata 10
T-1 T-2 T-3 T-4 T-5 T-6 T-7 T-8 T-9
Tahun
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
- - - - - - - - - -
42,725.45 1,832.01 0.07 96,042.94 13,142.66 88.09 46,379.08 16,486.19 63,373.63 28,043.21
8.00 1.00 0.00 3.00 6.00 1.00 5.00 2.00 1.00 3.20
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
42,725.45 1,832.01 0.07 96,042.94 13,142.66 88.09 46,379.08 16,486.19 63,373.63 28,043.21
Annual Report 2025 | PT Bank Central Asia Tbk 189
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
CONSOLIDATED CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY REQUIREMENT (KPMM)
AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D3: Business Indicator Detailed Report
No Business Indicator (BI) and Component BI T T-1 T-2
1. Interest, Rent and Dividend Components 30,386,739.26
1a. Interest Income 95,021,317.08 87,726,825.11 72,663,805.46
1b. Interest Expense 10,724,588.04 10,549,776.32 6,667,237.87
1c. Earning Assets 1,396,694,980.18 1,364,336,598.06 1,282,277,430.71
1d. Dividend Income 104,712.76 34,525.36 46,526.95
2. Services Components 17,490,825.35
2a. Fees and Commission Income 18,146,630.32 16,833,375.51 16,739,240.25
2b. Fees and Commission Expenses 231,094.88 273,221.00 374,356.88
2c. Other Operating Income 33,688.06 64,285.86 111,111.62
2d. Other Operating Expenses 319,795.60 193,938.54 239,495.83
3. Financial Components 2,411,006.34
3a. Net Profit Loss Trading Book 2,181,907.90 1,457,515.60 899,082.58
3b. Net Profit Loss Banking Book 452,856.94 197,508.58 2,044,147.41
4. Business Indicator (BI) 50,288,570.95
5. Business Indicator Components (BIC) 7,093,285.64
Business Indicator Disclosure
6a. Total BI including divested activities 50,288,570.95
BI reduction due to the exclusion of divested
6b. 0.00
activities
7. Additional information Optional
CONSOLIDATED CONVENTIONAL COMMERCIAL BANK MINIMUM CAPITAL ADEQUACY REQUIREMENT (KPMM)
AND RISK WEIGHTED ASSET (RWA) REPORT - ANNUAL
Form D5: RWA Calculation Report for Operational Risk using Standard Approach
No Details T
1 Business Indicator Components (BIC) 7,093,285.64
2 Internal Loss Multiplier Factor (ILM) 0.60027687
3 Operational Risk Minimum Capital (ROC) 4,257,935.30
4 RWA for Operational Risks 53,224,191.25
190 Annual Report 2025 | PT Bank Central Asia Tbk
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Risk Management Implementation Report for Operational Risk - Consolidated
1 Explanation of regulations, policies and/or guidelines related to risk management for Operational Risk.
The Bank as the main entity of the Financial Conglomerate integrates the risk management implementation in the Financial Conglomerate by
referring to regulatory provisions. The Bank has a Basic Policy for Integrated Risk Management, which aims to:
1. Develop a common perception in looking at risk.
2. Emphasize the responsibility to manage risks on Banks and Subsidiary Companies.
3. Ensure all risks can be controlled properly.
Policy updates are carried out periodically to comply with applicable regulatory provisions, the Basel Accord, prudential banking principles,
and other international best practices. The following are some of the policies that Banks have:
• Operational Risk Management Policy.
• Risk Management Basic Policy for the Use of Information Technology.
• Information Technology Management Policy.
• Cybersecurity Risk Management Policy.
• Information System Security and Cyber Resilience Policy.
• Information Security Policy.
• Risk Exposure Assessment in Development of Bank Product Policy.
• Banking Synergy Collaborative Provision with Subsidiary Companies.
• Integrated Business Continuity provisions for BCA Financial Conglomerate.
The risk management policies, including strategy, risk management framework, and overall risk limits, is included in the authority and
responsibility of the Board of Directors. These policies is developed by considering risk appetite and risk tolerance according to the Financial
Conglomerate’s needs/conditions and considering the impact of risk on capital adequacy. The Board of Directors establishes policies,
strategies, and risk management frameworks after obtaining approval from the Board of Commissioners.
2 Explanation of the structure and organization of management and control functions regarding to Operational Risk.
In managing operational risks, the Bank refers to The Principle of the Three Lines Model with the following organizational structure:
Organizational Structure Authority/Responsibility
Ensuring the implementation of risk management is adequate in accordance with the characteristics and
Board of Commissioners and
complexity of the Financial Conglomerate’s business, as well as properly understanding the types and levels
Board of Directors
of inherent risk in the Financial Conglomerate.
Integrated Risk Management Ensuring the integrated risk management framework provides adequate protection against the risks faced by
Committee the Financial Conglomerate.
Assist the Board of Commissioners in ensuring the risk management framework provides adequate
Risk Oversight Committee
protection against all risks faced by Financial Conglomerate.
Ensuring the risks faced by the Financial Conglomerate can be identified, measured, monitored, controlled
Risk Management Division and reported correctly through the implementation of an appropriate risk management framework. In
(MRK) carrying out its duties, MRK coordinates with working units that carry out risk management functions in each
subsidiary company.
Anti-Fraud Bureau Strengthening the Bank’s internal control system through implementing bankwide anti-fraud strategies.
Assessing, establishing, and ensuring operational services policies and procedures by considering business
Operation Strategy & and operational needs, its compliance with the regulator, risk management and control, and disseminating
Development Group it to branches and related working units so that its easily to be understood and implemented effectively and
efficiently.
Strategic Information
Developing preventive measures to protect and secure the Bank’s information assets and information
Technology Group -
technology infrastructure from various technological crimes (cybercrime) including monitoring and testing
Information Technology
the Bank’s cyber resilience.
Security Group
Working Units (business units Risk owner who is responsible for managing daily operational risks as well as reporting operational risk
and supporting units) incidents to MRK.
Examine and assess the adequacy and effectiveness of the Financial Conglomerate’s risk management,
Internal Audit Division
internal control and governance processes.
Risk management implementation in each subsidiary company refers to the regulatory provisions. In the organizational structure, each
subsidiary company has a working unit that carries out risk management functions to ensure the risks faced by each subsidiary company can
be managed properly.
Explanation of the measurement system for Operational Risk (including the system and data used to calculate Operational Risk in order to
3
estimate capital charges for Operational Risk).
Operational risk measurement is conducted to determine operational risk exposure on a consolidated basis. The Bank refers to the
regulator’s direction in OJK Circular Letter No. 6/SEOJK.03/2020 concerning Calculation of Operational Risk-Weighted Assets Using the
Standardized Approach for Commercial Banks in calculating capital charges for operational risks on a consolidated basis. The data used in
these calculations include Business Indicator Components and Operational Risk Loss Data. The Bank is aware of the importance in collecting
good and high-quality operational risk events data from the Bank and subsidiary companies so that the Bank can estimate capital expenses in
accordance with the exposure to operational losses experienced on a consolidated basis.
Each subsidiary company has the tools to manage operational risk loss data and identify and measure risks according to the complexity of its
business and also has web-based application, namely the Integrated Risk Management Information System (IRMIS) to report operational risk
data to bank.
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Risk Management Implementation Report for Operational Risk - Consolidated
Explanation of the scope and main coverage of the reporting framework for Operational Risk for the Bank’s executive officers and Board
4
of Directors
In the context of active supervision by the Board of Commissioners and/or the Board of Directors of the main entity, there are reports
submitted as follows:
1. Routine reports (periodic):
• Financial Conglomeration Risk Exposure Report.
• Integrated Risk Profile Report.
2. Incidental report:
These incidental reports may include analysis of the Bank’s operational systems and procedures in relation to operational events, internal
or external to the Bank, which have a significant impact on financial conglomeration.
Explanation of risk mitigation and risk transfer used in management for Operational Risk. This includes mitigation by issuing policies (such
as policies for risk culture, acceptable risk, and outsourcing), by divesting high-risk businesses, and establishing control functions. The
5
remaining exposure can be absorbed by the Bank or for risk transfer. For example, the impact of operational losses can be mitigated with
insurance.
The implementation of integrated risk management includes 4 pillars, namely:
• Active Supervision by the Board of Commissioners and Directors of the Main Entity.
• Adequacy of Integrated Risk Management Policies, Procedures, and Limit Setting.
• Adequacy of Integrated Risk Identification, Measurement, Monitoring, and Control Processes, and of the Risk Management Information
System.
• Comprehensive Internal Control Systems for the Implementation of Integrated Risk Management.
In implementing integrated risk management, the Bank develops policies that at least contain the following:
• Establishment of risks related to the Financial Conglomerate’s business activities.
• Formulation of Integrated Risk Management strategies.
• Establishing the use of measurement methods and Integrated Risk Management information systems.
• Establishment of risk strategies and frameworks in correspondence with the level of risk to be taken (risk appetite) and risk tolerance.
• Establishment of risk rating assessment methods.
• Establishment of an internal control system in implementing Integrated Risk Management.
• Emergency plans (contingency plans) in the worst conditions (worst-case scenario)
Bank conducts a risk assessment for each product and/or service provided by the Bank in collaboration with its subsidiaries. To optimize
business activities, the Bank establishes banking synergies with its subsidiaries.
The existence of digital transformation has led to an increased use of IT to support operational activities and provide services to customers/
consumers, but on the other hand it has increased the operational risks of companies as a conglomerate. With the increase in the provision
of digital services, which has resulted in a high need for processing customer personal data as well as the implementation of Law Number
27 of 2022 concerning Personal Data Protection (UU PDP), Banks and Subsidiary Companies have internal provisions that regulate the
implementation of PDP.
In addition, the Company, as a conglomerate, seeks to increase maturity in IT implementation and the ability to handle risks that may arise
from the use of IT, including by:
• Implementing cyber security risk management referring to the Company’s strategy and the regulator’s direction.
• Establishing procedures for handling information security incidents, establishing the Information Security Incident Response Team (ISIRT)
and Security Monitoring Center (SMC).
• Increasing employee awareness regarding cyber security through risk awareness programs, such as phishing simulations, which are
conducted periodically. The Bank also conducts educational efforts for customers on an ongoing basis.
• Providing Information Technology Services for Infrastructure and Information Technology Security Systems to Subsidiaries through
cooperations arrangements.
To minimize the impact of disruption and damage that can be caused by natural or human disasters that can affect the operational activities
of the Financial Conglomerate, the Bank has provisions for Integrated Business Continuity for Financial Conglomerates, which, among other
things, regulate coordination to support an optimal recovery process.
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Business Support
Human Capital Management
“BCA continues to reinforce a corporate culture that serves as a solid foundation
for upholding superior standards and supporting sustainable growth”
BCA positions human capital management and development IMPROVING PRODUCTIVITY THROUGH
as a top priority. BCA recognizes that organizational success A CONDUCIVE WORK ENVIRONMENT
depends on the ability of its people to adapt, innovate, and
collaborate. Therefore, employee capabilities are continuously BCA fosters a positive and inclusive work environment through
strengthened through ongoing competency development its Employer Value Proposition (EVP) built on two pillars: Friendly
programs aligned with strategic business directions. Environment and Continuous Improvement, promoting
collaboration and individual growth.
The company’s culture forms the foundation of work behavior,
anchored in the core values of Customer Focus, Integrity, To remain as the best employer for great talents, BCA offers
Teamwork, and Continuous Pursuit of Excellence to create adaptive work policies such as Working from Hub – BCA Touch
a positive, productive, and collaborative environment. Point, Flexible Working Time, and Work From Home (WFH). Well-
Collaboration is strengthened through the OneBCA spirit (One being programs are also implemented including counseling,
Goal, One Soul, One Joy) and SENADA values (SEtia - loyalty, flexible benefits, and holistic life balance support across mental,
NAungi - encompassing, DAmpingi - accompany), reflecting physical, career, social, and financial aspects.
BCA’s commitment in supporting and accompanying every
individual. This commitment has led BCA to receive numerous domestic
and international recognitions from reputable institutions
RECRUITING AND DEVELOPING and awards.
HIGH-QUALITY TALENT
EMPLOYEE ENGAGEMENT THROUGH
BCA’s recruitment process is carried out in a structured DIGITAL TECHNOLOGY UTILIZATION
manner, aligned with organizational needs, and prioritizes
internal talent potential before seeking external candidates. As part of creating a productive and adaptive work
Recruitment is conducted through specialized education environment, BCA strengthens employee engagement
programs and regular channels, focusing on wealth through the TEAAA (Team Engagement Action Action Action)
management, relationships, IT roles, and operational. In the program, which fosters interaction, trust, and commitment
process, BCA leverage integrated technology such as Robotic in line with the OneBCA spirit. This initiative is supported by
Process Automation (RPA) and Candidate Data Checking Human Capital digital transformation through HC Inspire,
Application (CDCA), while expanding sourcing and selection an integrated HR system based on a one-stop solution. This
of networks. Employer branding is strengthened through system features digital applications such as MyGrowth for
official social media channels, including Instagram @lifeatbca performance management and individual development,
and LinkedIn PT Bank Central Asia Tbk. With these efficient MyWiki as internal dictionary, MyDevelopment for digital
recruitment system, BCA continues to attract top talent to training access, and MySolution for employee administration
support sustainable performance and company growth. supported by EViA (24-hour chatbot). By leveraging
comprehensive digital technology, BCA builds an adaptive
GUIDANCE FOR NEW EMPLOYEES and sustainable work ecosystem, driving optimal employee
contributions toward achieving BCA’s vision.
BCA ensures that every individual can adapt and grow through
guidance from day one. New employees participate in First
Learning Year with BCA (FLY with BCA), a one-year orientation
program that includes e-learning, interaction, and mentoring
from supervisors and buddies, supported by the tracking
system to monitor learning progress (Journey and Experience
Tracking System - JETS). This approach ensures that every
employee grows with the right guidance, supporting
sustainable contributions to the company.
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ENHANCING DIGITAL PROFICIENCY FUTURE PLANS
AND INNOVATIVE MINDSET
BCA continuously delivers top talent and empowering work
BCA strengthens digital proficiency and an innovative environment through talent management and internal talent
mindset across all employee levels as part of its ongoing movement. Technology adoption is continuously optimized,
digital transformation. Training programs sharpen critical including Gen AI initiatives to improve efficiency, automation,
thinking and advanced digital skills, covering design thinking, productivity, and employee learning. BCA is progressively
strategic thinking, Gen AI, data analytics, UI/UX advisory, developing a new platform for a more integrated and adaptive
Agile Project Management, RPA, low-code programming, human capital system to simplify work and enhance job
machine learning, blockchain, and cyber security. Digital satisfaction.
learning tools such as e-learning, micro learning, audio/video
learning, and e-library are tailored to employee needs, with A positive work culture is reinforced through our values,
Gen AI enabling personalized learning. The Digital Buddy role while promoting creative, innovative, and digital mindsets
further accelerates transformation and expands technological via the Digital Transformation Program. In line with its well-
insights. Throughout 2025, BCA provided 376 e-learning being commitment, BCA introduces programs that support
modules accessible to all employees, with an average of 9 personal-professional harmony, boost productivity, and
e-learning modules completed by each employee. strengthen engagement for sustainable performance.
To boost efficiency, BCA develops RPA, machine learning,
and low code programming, while enhancing HRIS through
a one-stop application. Generative AI is increasingly applied
in human capital initiatives and internal services. Innovation is
encouraged through Community of Practice (CoP) and Data
Community forums, as well as events like BCA Innovation
Convention (BIC) and Kaizen Championship as platforms for
sharing and sustainable innovation.
SHAPING FUTURE LEADERS
Leadership development at BCA is strengthened through
a structured approach to enable leaders to manage teams
effectively, drive change, and adapt to dynamic work
models. Through programs such as BCA Leader+, Advisory
Program, and BCA Leader+ Accelerator, BCA instills corporate
values and characters, promotes a collaborative culture, and
enhances strategic thinking capabilities. GEMBA (Downward
Management Movement) activities, including Townhall and
Tea(m)Time, allow leaders to be present on the ground to
understand working conditions and reinforce engagement.
Leaders also act as facilitators, mentors, and coaches in
fostering a learning and innovation culture. In supporting
future leaders, they actively engage in sharing, coaching,
mentoring, and buddying. BCA further provides formal
education scholarships for undergraduate and postgraduate
degrees, as well as foreign language training, to improve
human capital quality and prepare future leaders.
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Business Support
Network and Operation
“Creating a seamless and delightful customer journey by integrating digital
innovation with human expertise across BCA’s branch network”
STRENGTHENING NETWORK AND ENHANCING CUSTOMER
DIGITAL INTEGRATION TO ENHANCE EXPERIENCE THROUGH INTEGRATED
CUSTOMER EXPERIENCE BRANCH NETWORK
BCA continues to strengthen its network and operations to Branch offices remain a vital touchpoint in delivering BCA’s
ensure customers receive fast, reliable, and high-quality service excellence, enabling meaningful connections with
services. As customer needs evolve, BCA integrates its customers and communities. While digital transactions
physical branch network with digital innovations, ensuring continue to rise, branches play a strategic role in providing
that every service channel offers a seamless and consistent personalized assistance, financial advisory, and trust-based
experience. Branch offices remain an essential part of relationships. To ensure service efficiency, BCA continues
BCA’s ecosystem, supported by competent employees who to modernize its branch operations by integrating digital
combine personalized service with advanced technology to solutions such as eBranch, self-service customer service
meet diverse customer preferences. machines, and eService tablets, allowing customers to open
new accounts, replace ATM cards, and print statements
To accelerate digital banking growth, BCA consistently independently and conveniently.
enhances its digital platforms by adding convenient and
secure features such as online account opening with face Apart from technological innovation, BCA continues to
recognition, e-Deposits, QRIS payments, and investment invest in its people through structured training and upskilling
purchases through myBCA app. eBranch application enables programs to enhance service quality and strengthen
customers to make reservations and fill out transaction forms customer engagement. Customer satisfaction levels are
before visiting branches, while CS Digital machines and regularly assessed through Gallup’s Customer Engagement
eService tablets allow self-service activities such as ATM (CE) surveys, while outstanding teams and individuals are
card printing and account opening. recognized through various reward programs to promote a
culture of service excellence.
These various innovations reflect BCA’s commitment
to delivering a hybrid experience, combining advanced In 2025, BCA operated 1,270 offices across Indonesia,
technology with a human touch to provide services that are comprising 139 Main Branches and 1,131 Sub-Branches, as well
easier, faster, and more secure for all customers. as 62 BCA Express, 13 BCA Express Mobile, and 23 Functional
Offices. To complement its physical presence, BCA also
maintained 20,163 ATMs, primarily consisting of deposit-
withdrawal and cash-withdrawal units. The integration
of human interaction with digital innovation continues to
strengthen BCA’s hybrid banking ecosystem, ensuring that
every customer enjoys a seamless, secure, and trusted
banking experience.
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ENSURING SERVICE EXCELLENCE FUTURE PLANS
AND OPERATIONAL RELIABILITY
BCA will maintain a balanced approach between digital
Customer trust is the cornerstone of BCA’s sustainable transformation and physical presence to strengthen customer
growth, and delivering excellent service remains at the trust and accessibility. Infrastructure upgrades, data-driven
heart of BCA’s operations. To strengthen service quality and decision-making, and efficient processes supported by the
meet customers’ evolving expectations, BCA continuously latest technologies will reinforce BCA’s position as a reliable
invests in training, process improvement, and technological and customer-centric financial institution. Through these
enhancement. BCA implements a segment-based service initiatives, BCA reaffirms its dedication to delivering quality
model, enabling dedicated teams to deliver tailored solutions services, operational excellence, and sustainable growth for
that serves the distinct needs of each customer segment, both customers and stakeholders.
ranging from individual, business, to priority clients.
To ensure operational excellence, BCA continues to invest
BCA’s commitment to exceptional service is supported in advanced technology infrastructure aligned with human
by Halo BCA, as BCA’s 24/7 contact center that provides capital development, enabling more efficient, effective, and
seamless service through various channels, including social secure banking services. BCA will also advance its hybrid
media, WhatsApp, webchat, e-mail, X, and the Halo BCA service model, integrating digital convenience with the
application. Dedicated service lines are also available for personal touch of branch interactions to create a seamless
Solitaire and Priority customers, ensuring a personalized and and innovative customer experience.
responsive experience.
Through these initiatives, BCA reaffirms its dedication to
To uphold service excellence, BCA regularly conducts operational resilience, service quality, and sustainable growth,
structured training and development programs focusing on strengthening its role as a trusted financial partner “Always
customer experience and service competencies. Recognition by Your Side” in every stage of customers’ financial journeys.
and appreciation are given to teams that consistently
demonstrate outstanding service quality.
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Business Support
Information Technology
“Transforming disruption into opportunity: Delivering a digital ecosystem
that is secure, reliable, and effortlessly customer‐centric”
2025 marks a milestone in banking digitalization. To meet STRENGTHENING SECURITY
growing demands for seamless, personalized, and secure AND RELIABILITY
services, BCA strengthens its role as a digital banking pioneer
by introducing innovative features, leveraging AI, and building BCA operates a 24-hour Security Monitoring Center,
a robust digital ecosystem through mobile and internet optimized Security Information and Event Management
banking platforms. with automated response, and regular incident simulations.
Cyber awareness programs for customers and employees
HUMAN CAPITAL DEVELOPMENT are delivered via social media, e-learning, and training. Data
security and confidentiality are maintained using digital data
In 2025, BCA recruited 167 IT employees, bringing the total to classification, Data Loss Prevention, encryption, and AI/ML for
2,404 as of December, expanding professional recruitment anomaly detection. Additional measures include Distributed
efforts to key cities like Bandung, Yogyakarta, and Surabaya. Denial of Service (DDoS) protection, facial recognition with
liveness detection, End-point Detection and Response (EDR),
LEVERAGING TECHNOLOGY TO DRIVE and security due diligence to safeguard digital services.
INNOVATION AND PRODUCTIVITY
ENHANCING DIGITAL SERVICES
BCA integrates advanced technologies such as Video AND APPLICATIONS
Surveillance, Application Programming Interface (API),
Robotic Process Automation (RPA), Optical Character The myBCA mobile banking app integrates branch
Recognition (OCR), Natural Language Processing (NLP), transactions, mobile banking, and internet banking to
Augmented Reality (AR), Machine Learning (ML), and provide a seamless experience for individual and business
Generative Artificial Intelligence (Gen-AI) to automate customers. BCA develops applications based on the Citizen
internal processes and support strategic initiatives like fraud Developer initiative, empowering cross-unit teams to build
detection and AI assistance. Core system modernization to tailored solutions and simplify the Software Development Life
an open system platform enables more agile and efficient Cycle. BCA also explores emerging technologies including
application architecture. Data security is ensured through Blockchain and Generative AI to ensure readiness for ongoing
compliance with the Personal Data Protection Law, including digital transformation.
data masking and fraud algorithm remodeling. Synergy
with Subsidiaries through Information Technology Service FUTURE PLANS
Providers strengthens data center services.
BCA’s IT development strategy focuses on customer
IMPROVING IT INFRASTRUCTURE convenience through continuous innovation and secure
CAPABILITIES transactions. BCA will strengthen IT infrastructure for system
reliability, modernize existing systems for efficiency and
BCA reinforces its technology foundation by implementing speed, and enhance cyber resilience and data management
High Availability Systems and Cloud Technology to ensure to ensure security and leverage data analytics. Good IT
service reliability and flexibility. The Always-On system and governance supports development and risk management,
cloud adoption improve efficiency and reduce Single Point of while human resource growth is prioritized through training
Failure risks. Infrastructure is modernized through hardware and a positive work culture. BCA’s IT also promotes synergy
upgrades and tech optimization, including the launch of the with subsidiaries to align technology, share knowledge, and
Cibitung Data Center in 2025. Synergy is expanded through standardize systems across the organization.
the IT Services Provision scheme covering strategic services
such as Data Center, Disaster Recovery, and low-code
platforms. Incident Response is enhanced with AI-based
early detection and capacity dashboards to ensure system
readiness.
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Economy, Banking Sector, and
BCA Financial Review
ECONOMIC REVIEW In conclusion, macroeconomic conditions in the coming
year are expected to be more dynamic, which may provide
Global economic conditions remained volatile throughout a catalyst for the banking sector. The risks associated with
2025, shaped by heightened geopolitical uncertainty and global economic volatility remain significant, underscoring
shifting policy directions. Tension between the US and China the continued need for a well-balanced mix of monetary
escalated starting in quarter II-2025, triggered by import and fiscal policies.
tariff hikes and other trade restrictions. Open conflicts in
the Middle East and Latin America also threatened global BANKING SECTOR OVERVIEW AND
energy supply chains. Meanwhile, energy commodity prices SUMMARY OF BCA’S 2025 PERFORMANCE
tended to weaken due to the declining share of fossil fuels
in the energy mix. The Indonesian banking sector continues to demonstrate
solid performance, with total assets increasing by 8.6% to
The uncertain global economic condition has added reach Rp13,390 trillion and a Return on Assets (ROA) of 2.5%
complexity to the monetary policy landscape. Despite
the Fed’s interest rate cuts in quarter IV-2025, US inflation Banking industry loans grew by 9.7% year-on-year, driven
remains above the 2% target, while rising government debt by 21.1% growth in investment loans and 4.5% in working
keeps bond yields elevated. These factors have constrained capital loans. Key contributions came from the Wholesale &
monetary policy transmission and triggered capital flow risks Retail, Manufacturing, and Financial Services sectors. Despite
across emerging markets, including Indonesia. This, in turn, some quality deterioration in retail loans, overall asset quality
heightens the risk of foreign capital outflows and intensifies remained resilient, with the Non-Performing Loan (NPL) ratio
pressure on Rupiah stability. manageable at 2.2%.
Despite increasingly volatile global dynamics, Indonesia’s Industry Third-Party Funds (deposits) grew by 12.0%
economy remained resilient with a growth rate of around to Rp9,898 trillion by the end of 2025. The recovery in
5.11% in 2025. Overall goods exports maintained Indonesia’s government spending in the second half of 2025 supported
trade surplus amidst softening commodity prices, supported national economic activity. Several economic indicators,
by favorable tariffs on Indonesian imports in the US. Looking such as M2 money supply growth, the Manufacturing PMI,
ahead, discussions on trade agreements with the European and the Consumer Confidence Index, signaled a recovery.
Union and other nations are expected to create more The government placed excess budget funds (SAL) with
opportunities for Indonesia’s deeper integration into global SOE banks (Himbara) to inject liquidity and supported loan
supply chains. growth and economic activity. The higher growth in deposits
compared to loan disbursement, led the banking industry’s
Investment trends are driving positive momentum for the loan-to-deposit ratio (LDR) to decline slightly from 94.1%
national economy. Although Foreign Direct Investment (FDI) last year to 84.0% by the end of 2025.
inflows slowed in the second half of 2025, investment in
the manufacturing sector persisted throughout the year, BCA once again delivered solid financial performance in
bolstered by the growing participation of domestic investors. 2025, supported by quality loan growth and strong low-
cost CASA deposits. BCA’s business fundamentals are
To optimize long-term economic growth, investment consistently strengthened through prudent risk management,
inclusivity and equitable distribution remain essential. Thus robust capital adequacy, and healthy liquidity, enabling BCA
far, investment has been concentrated in capital-intensive to continue providing excellent service to customers.
industries, resulting in a suboptimal impact on the labor
market and household consumption. The moderation in
household consumption has affected business activity,
dampening businesses’ appetite for expansion. In response,
the Government and Bank Indonesia formulated several
policies, including BI Rate cuts in quarter II-quarter III 2025
and government liquidity injections leading into quarter
IV-2025. These efforts have aided the recovery of banking
liquidity and supported the banking intermediation function.
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BCA’s total assets reached Rp1,586.8 trillion in December BCA and Banking Industry CASA
2025, a 9.5% year-on-year increase. Total loans stood at Ratio Over the Past 5 Years
Rp992.9 trillion, growing by 7.7%, with expansion primarily
supported by the business segment. Loan disbursement 83.7%
78.6% 81.6% 80.3% 81.5%
remained aligned with prudent banking principles to ensure
sustained asset quality. This is reflected in the Loan-at-Risk 62.6% 62.7%
60.5% 62.3%
(LAR) ratio, which improved to 4.8% as of December 2025, a 62.2%
significant improvement from its peak of 19.4% in March 2021.
The Non-Performing Loan (NPL) ratio was also well-maintained
at 1.7%, supported by a robust NPL coverage of 183.8%.
As of December 2025, total loans to sustainable sectors
reached Rp255.4 trillion, growing 11.7% year-on-year.
Sustainable financing accounted for 25.8% of BCA’s total loan 2021 2022 2023 2024 2025
portfolio. Green financing rose to Rp113.1 trillion, representing
BCA Banking Industry
14.5% growth, driven primarily by renewable energy projects
and sustainable transportation initiatives for BCA’s borrowers.
Electric vehicle financing also maintained solid growth in 2025 Alongside with continuous innovation in our multi channels,
through various promotional programs and collaborations at the number of BCA customers continued to rise, reaching
multiple events, including BCA Expo. more than 34 million as of December 2025, up 23% in three
years. Transactions via mobile and internet banking have
BCA Loan Growth and Banking Industry become increasingly dominant, contributed 99% of total
Loan Growth Over the Past 5 Years transactions as of December 2025. With these achievements,
BCA has successfully maintained its position as one of the
13.9% 13.8% market leaders in low-cost deposits (CASA), with a market
11.7% share of 16.9%.
11.2% 10.5%
Banking Industry By maintaining a balance between loan growth and third-
9.9% 8.0%
8.2%
BCA party funds growth, BCA’s loan-to-deposit ratio (LDR) stood
7.7%
at a healthy level of 76.8% in December 2025. This level
4.9% remains relatively conservative compared with LDR level in
2021 2022 2023 2024 2025
the banking industry’s, which stood at 84.0%. The capital
adequacy ratio (CAR) was also recorded at a solid 29.8%,
underscoring BCA’s strong capital base to support future
BCA continues to strengthen its transaction banking franchise, business expansion and risk absorption. Return on assets
with third-party funds growing 10.2% to Rp1,249.0 trillion as (ROA) and return on equity (ROE) stood at respectable level
of December 2025. Current and savings accounts (CASA) of 3.9% and 23.3% respectively, as of December 2025.
remained the largest contributor, reaching Rp1.045.2 trillion, or
83.7% of total third-party funds. Current accounts and savings Supported by healthy overall loan growth, manageable asset
accounts (CASA) grew by 20.1% and 8.7% to Rp434.5 trillion quality, and higher transaction volumes and CASA-based
and Rp610.8 trillion, respectively, as of December 2025. This funding, BCA and its subsidiaries recorded consolidated net
increase was driven by higher customer transaction activity profit of Rp57.5 trillion as of December 2025, an increase of
and growing BCA’s ecosystem. CASA growth grew alongside 4.9% from Rp54.8 trillion last year. This achievement aligns
with the downward trend in Bank Indonesia’s policy rate, which with BCA’s commitment to continue investing and innovating
has been more growth-oriented since early 2025, prompting in digital capabilities, risk management, and transaction
adjustments in banking deposit rates. services to meet increasingly diverse customer needs.
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FINANCIAL PERFORMANCE REVIEW
Below is Management’s Analysis and Discussion regarding BCA’s financial performance for the twelve-month period ended
31 December 2025. This report is prepared based on the Consolidated Financial Statements of PT Bank Central Asia Tbk and
its Subsidiaries for the period ended 31 December 2025, as well as the Consolidated Financial Statements for the year ended
31 December 2024, which were audited by KAP Rintis, Jumadi, Rianto & Rekan - a member firm of the PwC global network.
FINANCIAL POSITION
ASSETS
Total Assets (in billion Rupiah)
2024 2023 Increase/(Decrease) Increase/(Decrease)
2025 2024
2025
(%) (%) (%)
Nominal to Total Nominal to Total Nominal to Total Nominal % Nominal %
Assets Assets Assets
Cash. Current
Accounts with Bank
78,405 4.9% 69,821 4.8% 119,934 8.5% 8,584 12.3% (50,113) -41.8%
Indonesia and Other
Banks
Placements with
Bank Indonesia &
424,520 26.8% 388,316 26.8% 410,351 29.1% 36,204 9.3% (22,035) -5.4%
Other Banks and
Securities
Total Loans - gross* 992,901 62.6% 921,878 63.6% 810,392 57.6% 71,023 7.7% 111,486 13.8%
Allowance for
Impairment Losses (31,597) -2.0% (34,522) -2.4% (34,899) -2.5% 2,925 -8.5% 377 -1.1%
(-/-)
Other Assets 122,600 7.7% 103,808 7.2% 102,329 7.3% 18,792 18.1% 1,479 1.4%
Total Assets 1,586,829 100.0% 1,449,301 100.0% 1,408,107 100.0% 137,528 9.5% 41,194 2.9%
Total Earning Assets 1,479,307 93.2% 1,354,435 93.5% 1,266,223 89.9% 124,872 9.2% 88,212 7.0%
* Including assets related to sharia transactions. consumer financing receivables & finance lease receivables
As of December 2025, BCA’s total assets reached Rp1,586.8 trillion, increasing 9.5% compared to last year, supported by
growth in third-party funds, particularly CASA deposits. Of total assets, around 93.2% were earning assets, largely comprising
the loan portfolio and securities with low-risk profiles. These instruments include Bank Indonesia short-term securities and
Government Bonds, which form an important part of BCA’s liquidity management.
Total earning assets increased by 9.2% to Rp1,479.3 trillion as of December 2025. The loan portfolio remained the largest
component, representing 67.1% of total earning assets, in line with sustainable loan growth. BCA’s loan portfolio as of
December was recorded at Rp992.9 trillion, grew 7.7% compared to December 2024 level. The yield on earning assets in
2025 was recorded at 6.64%, slightly decrease by 8 bps compared to last year.
CASH, CURRENT ACCOUNTS WITH BANK INDONESIA & CURRENT ACCOUNTS WITH OTHER BANKS
As of December 2025, cash and current accounts with Bank Indonesia and other banks totaled Rp78.4 trillion, an increase
of 12.3% from December 2024. Cash balances reached approximately Rp25.3 trillion, a 13.7% decrease year-on-year. This
decline reflects adjustments in cash placements to support cash transaction activities and replenishment requirements
across the bank’s network of branch offices, cash offices, mobile branches, and ATMs.
Current account balances with Bank Indonesia stood at Rp47.8 trillion in December 2025, up 31.2% year-on-year, consistent
with the growth in third-party funds. Meanwhile, current account balances with other banks rose significantly to Rp5.3 trillion
from Rp4.1 trillion the previous year, driven by higher foreign currency liquidity requirements and the growth of international
transactions.
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PLACEMENT AT BANK INDONESIA, OTHER BANKS & SECURITIES
Placements with Bank Indonesia & Other Banks and Securities (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Placements with Bank Indonesia & Other Banks 9,814 15,715 5,202 (5,901) -37.6% 10,513 202.1%
Securities 414,707 372,601 405,150 42,106 11.3% (32,549) -8.0%
Investment Securities 409,421 371,152 312,054 38,269 10.3% 59,098 18.9%
SBBI, SDBI, SBI Sharia & SRBI 90,277 78,291 31,053 11,986 15.3% 47,238 152.1%
Government Bonds 268,032 243,651 234,585 24,381 10.0% 9,067 3.9%
Other Securities 51,112 49,210 46,416 1,902 3.9% 2,794 6.0%
Securities Purchased under Agreements to
5,286 1,450 93,096 3,836 264.5% (91,647) -98.4%
Resell
Total Placements with Bank Indonesia & Other
424,520 388,316 410,351 36,205 9.3% (22,036) -5.4%
Banks and Securities
Placements with Bank Indonesia and other banks totaled Rp9.8 trillion as of December 2025, down about 37.6% from last
year. This decline was mainly due to the reallocation of part of the liquidity into other securities offering more attractive
yields. Most of these placements, more than 90%, remained in tenors of under three months, in line with a prudent approach
to maintaining adequate short-term liquidity.
The securities portfolio, which includes Government and corporate securities, increased by 11.3% to Rp414.7 trillion in December
2025. Throughout 2025, placements in securities for investment purposes remained dominated by low-risk instruments,
mainly securities issued by Bank Indonesia (including SRBI) and Government Bonds. Placements in Bank Indonesia securities
increased by 15.3% to Rp90.3 trillion. On the other side, the Government Bond portfolio grew by 10.0% to Rp268.0 trillion.
Other Securities, which include mutual funds and corporate bonds, stood at around Rp51.1 trillion, rose 3.9% compared with
last year.
In addition, securities purchased under Agreement to Resell (reverse repo) was recorded at Rp5.3 trillion, higher than the
previous year’s Rp1.5 trillion.
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LOANS
Throughout 2025, BCA managed to maintain solid and quality loan growth amid still-mild loan demand conditions. BCA’s
loan portfolio grew by 7.7% YoY to Rp992.9 trillion. This increase was driven by particularly corporate, commercial and SME
loans. With this increase, BCA maintained its position as one of the largest lending banks in Indonesia, with a market share
of 12.0% as of end-2025.
Loan by Segments
Loan Composition by Segment (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2024 2023 2025 2024
2025
Nominal % Nominal %
Corporate 478,891 429,452 372,275 49,439 11.5% 57,177 15.4%
Commercial 146,792 135,258 123,208 11,534 8.5% 12,050 9.8%
SME 130,860 123,749 107,796 7,111 5.7% 15,953 14.8%
Consumer 224,098 223,755 199,084 343 0.2% 24,671 12.4%
Mortgage 142,279 135,465 121,848 6,814 5.0% 13,617 11.2%
Vehicle 56,601 65,315 56,906 (8,714) -13.3% 8,409 14.8%
Personal Loan* 21,752 19,531 16,981 2,221 11.4% 2,550 15.0%
Employee 3,467 3,442 3,350 25 0.7% 92 2.8%
Sharia 13,191 10,717 9,014 2,474 23.1% 1,703 18.9%
Total Loan** 992,901 921,878 810,392 71,023 7.7% 111,486 13.8%
* Including credit card, payroll, and unsecured loans
** Including assets related to sharia transactions, consumer financing receivables, finance lease receivables & unamortized loans
Corporate loans in 2025 grew by 11.5% year-on-year to Rp478.9 trillion, mainly driven by increased financing in the financial
services, telecommunication, and forestry sectors. Commercial loans and SME loans increased by 8.5% and 5.7% to Rp146.8
trillion and Rp130.9 trillion, respectively. BCA’s solid loan growth was supported by the strategy of extending loan to leading
companies within their respective industries, with established track records and long-standing relationships with BCA.
Meanwhile, consumer loans grew by 0.2% to Rp224.1 trillion compared with the previous year. This growth was primarily
supported by mortgages (KPR), which increased by 5.0% to Rp142.3 trillion, as well as personal loans, including credit cards,
which grew by 11.4% to Rp21.8 trillion. On the other hand, automotive loans (KKB) declined by 13.3% to Rp56.6 trillion as of
2025, as run-off remained higher than new bookings. This weakening in auto loan was in line with softer automotive industry.
In 2025, BCA held various events with attractive promotional programs for consumer loan products to support loan growth.
In February and September, BCA held BCA Expo in a hybrid format, both online and offline.
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Loan Quality
While capturing growth opportunities amid the economic recovery, BCA consistently continued to apply prudential principles
in loan disbursement. Loan-at-Risk (LAR) ratio continued to improve; as of December 2025, LAR was recorded at 4.8% of
total loans, improving from 5.3% in December 2024. To cover potential loan losses, BCA has adequately provided loan loss
reserves of Rp29.8 trillion or LAR coverage of 71.6%.
Loan at Risk (LAR) by Segment (Parent Entity Only – in billion Rupiah)
LAR (Nominal) LAR (%)* Δ LAR
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024 2023 2025 2024
Nominal % Nominal %
Corporate 18,153 18,055 20,545 4.0% 4.5% 6.1% 98 0.5% (2,490) -12.1%
Commercial 7,338 8,910 11,740 5.0% 6.5% 9.4% (1,572) -17.6% (2,830) -24.1%
SME 6,610 6,525 6,454 5.1% 5.3% 6.0% 85 1.3% 71 1.1%
Consumer 12,830 12,318 12,943 6.0% 5.8% 6.9% 512 4.2% (625) -4.8%
Total LAR 44,931 45,808 51,682 4.8% 5.3% 6.8% (877) -1.9% (5,874) -11.4%
LAR Coverage** 71.6% 76.9% 69.7% -5.3% 7.2%
* LAR nominal/respective loan portfolio
** Including on & off balance sheet
Note: LAR comprises Current Restructured loans, Special Mention, and Non-Performing Loans
Restructured Loan by Collectibility (Parent Entity Only - in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Performing Loan 17,303 18,758 29,879 (1,455) -7.8% (11,121) -37.2%
Current 12,297 11,897 21,392 400 3.4% (9,495) -44.4%
Special Mention 5,006 6,861 8,487 (1,855) -27.0% (1,626) -19.2%
NPL 8,548 10,028 10,703 (1,480) -14.8% (674) -6.3%
Substandard 422 387 1,727 35 9.0% (1,340) -77.6%
Doubtful 351 222 443 129 58.3% (221) -50.0%
Loss 7,775 9,419 8,533 (1,644) -17.5% 887 10.4%
Total Restructured Loan 25,851 28,787 40,582 (2,936) -10.2% (11,795) -29.1%
Total Loan Portfolio 961,904 894,912 787,499 66,992 7.5% 107,413 13.6%
% Restructured Loans to Total Loans
2.7% 3.2% 5.2% -0.5% -1.9%
Portfolio
BCA recorded a decline in restructured loans of 10.2% to Rp25.9 trillion, or 2.7% of total loans. This reduction was driven by
more borrowers returning to normal category.
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Loans by Collectibility (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Performing Loan 976,422 905,852 795,902 70,570 7.8% 109,950 13.8%
Current 958,606 886,261 778,154 72,345 8.2% 108,107 13.9%
Special Mention 17,816 19,591 17,748 (1,775) -9.1% 1,843 10.4%
NPL 16,479 16,027 14,490 452 2.8% 1,537 10.6%
Substandard 1,414 1,197 2,460 217 18.2% (1,263) -51.4%
Doubtful 1,896 1,359 1,303 537 39.5% 56 4.3%
Loss 13,169 13,471 10,727 (302) -2.2% 2,744 25.6%
Total Loans* 992,901 921,878 810,392 71,023 7.7% 111,486 13.8%
NPL Ratio – gross 1.7% 1.8% 1.9% -0.1% -0.1%
NPL Ratio – net 0.7% 0.6% 0.6% 0.1% 0.0%
NPL Coverage 183.8% 208.5% 234.1% -24.7% -25.6%
* Including assets related to sharia transactions, consumer financing receivables & finance lease receivables
** Including on & off balance sheet
As of 2025, total non-performing loans (NPL) stood at Rp16.5 trillion, up 2.8% compared with last year. The NPL ratio improved
at 1.7%, compared to 1.8% in 2024. Meanwhile, NPL coverage was recorded at 183.8%, one of the highest levels in the banking
industry today.
Loan Write-Off
Throughout 2025, BCA recorded loan write-offs of Rp7.4 trillion, with around 42% related to consumer loan write-offs.
Nevertheless, loan write-offs remained relatively small compared with the overall loan book, amounting to only 0.8% of
BCA’s total loans. Total recoveries from written-off loans (loan recovery) were recorded at Rp878 billion, or 12% of total
loan write-offs during 2025.
LIABILITIES
Liabilities (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease) Composition (%)
2025 2024 2023 2025 2024
Nominal % Nominal % 2025 2024 2023
Third Party Funds* 1,249,044 1,133,612 1,101,673 115,432 10.2% 31,940 2.9% 95.7% 95.5% 94.5%
Current Accounts 434,453 361,883 348,457 72,570 20.1% 13,427 3.9% 33.3% 30.5% 29.9%
Savings
610,786 562,094 536,184 48,692 8.7% 25,910 4.8% 46.8% 47.4% 46.0%
Accounts
Time Deposits 203,805 209,635 217,032 (5,830) -2.8% (7,397) -3.4% 15.6% 17.7% 18.6%
Deposits from Other
3,966 3,656 10,071 310 8.5% (6,415) -63.7% 0.3% 0.3% 0.9%
Banks
Acceptance Payables 4,734 4,652 6,701 82 1.8% (2,049) -30.6% 0.4% 0.4% 0.6%
Borrowings 2,047 2,243 1,630 (196) -8.7% 613 37.6% 0.2% 0.2% 0.1%
Accruals and Other
29,269 27,515 29,496 1,754 6.4% (1,981) -6.7% 2.2% 2.3% 2.5%
Liabilities
Post-Employment 9,993 9,098 9,032 895 9.8% 66 0.7% 0.8% 0.8% 0.8%
Benefits Obligation 65 500 500 (435) -87% - 0.0% 0.0% 0.0% 0.0%
Other Liabilities 6,022 5,190 6,467 832 16.0% (1,277) -19.7% 0.5% 0.4% 0.6%
Total Liabilities 1,305,141 1,186,467 1,165,570 118,674 10.0% 20,897 1.8% 100.0% 100.0% 100.0%
* Including sharia deposits
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THIRD-PARTY FUNDS
Composition of Third Party Funds* (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023
2025 2024
Nominal Composition Nominal Composition Nominal Composition Nominal % Nominal %
Current
434,453 34.8% 361,883 31.9% 348,457 31.6% 72,570 20.1% 13,426 3.9%
Accounts
Rupiah 388,725 31.1% 320,896 28.3% 312,110 28.3% 67,829 21.1% 8,786 2.8%
Foreign
45,728 3.7% 40,987 3.6% 36,347 3.3% 4,741 11.6% 4,640 12.8%
Currency
Saving
610,786 48.9% 562,094 49.6% 536,184 48.7% 48,692 8.7% 25,910 4.8%
Accounts
Rupiah 588,135 47.1% 542,821 47.9% 518,068 47.0% 45,314 8.3% 24,753 4.8%
Foreign
22,651 1.8% 19,273 1.7% 18,116 1.6% 3,378 17.5% 1,157 6.4%
Currency
Total
Transactional
Account 1,045,239 83.7% 923,977 81.5% 884,641 80.3% 121,262 13.1% 39,336 4.4%
Balance
(CASA)
Time
203,805 16.3% 209,635 18.5% 217,032 19.7% (5,830) -2.8% (7,397) -3.4%
Deposits
Rupiah 188,580 15.1% 195,030 17.2% 203,011 18.4% (6,450) -3.3% (7,981) -3.9%
Foreign
15,225 1.2% 14,605 1.3% 14,021 1.3% 620 4.2% 584 4.2%
Currency
Total Third
1,249,044 100.0% 1,133,612 100.0% 1,101,673 100.0% 115,432 10.2% 31,939 2.9%
Party Funds
Rupiah 1,165,440 93.3% 1,058,747 93.4% 1,033,189 93.8% 106,693 10.1% 25,558 2.5%
Foreign
83,604 6.7% 74,865 6.6% 68,484 6.2% 8,739 11.7% 6,381 9.3%
Currency
*Including sharia deposits
Third-party funds in 2025 increased by 10.2% year-on-year to Rp1,249.0 trillion, driven by a 13.1% increase in low-cost CASA
funds.
Current Accounts and Savings Accounts (CASA)
In 2025, BCA continued to strengthen its position as one of Indonesia’s leading banks, focusing on its core transaction banking
services. Current account balances increased by 20.1% to Rp434.5 trillion in 2025. Savings account rose by 8.7% to Rp610.8
trillion at the end of 2025.
This performance was supported by investments to strengthen BCA’s transaction banking platform and to expand BCA
ecosystem through new customer acquisition and collaborations with strategic business partners. Supported by customer
trust, with more than 43 million customer accounts, transaction volumes continued to rise, particularly came from robust
growth on online channels such as mobile banking and internet banking. This trend is in line with the continued expansion of
BCA’s mobile banking features and services, particularly myBCA, which continued to record significant growth amid ongoing
digitalization trend. On the other hand, branches and ATM contribution remained significant.
Going forward, BCA is committed to continuously innovating its products and transaction banking services. The use of digital
technology is expected to support initiatives to develop banking products and transaction services that are safe, convenient,
reliable, and easily accessible to customers, enabling BCA to meet increasingly diverse customer needs in today’s digital era.
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TIME DEPOSITS
Time Deposits* (based on maturity date, in billion Rupiah)
2025 2024 2023
Nominal Composition Nominal Composition Nominal Composition
1 Month 149,505 73.4% 140,577 67.1% 135,403 62.4%
3 Months 46,564 22.8% 61,302 29.2% 71,512 33.0%
6 Months 4,742 2.3% 4,630 2.2% 6,080 2.8%
12 Months 2,993 1.5% 3,125 1.5% 4,036 1.9%
Total 203,805 100.0% 209,635 100.0% 217,032 100.0%
*Including sharia deposits
Time deposits declined by 2.8% to Rp203.8 trillion compared with the previous year. Time deposit rates fell by 25bps
throughout the year and stood at 3.0% as of December 2025.
EQUITY
Equity (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease) Composition (%)
2025 2024 2023 2025 2024
Nominal % Nominal % 2025 2024 2023
Issued and fully paid-up
1,541 1,541 1,541 - 0.0% - 0.0% 0.5% 0.6% 0.6%
capital
Additional paid-in capital 5,492 5,549 5,549 (57) -1.0% - 0.0% 1.9% 2.1% 2.3%
Treasury stock (2,153) - - (2,153) n.a - 0,0% -0.8% 0,0% 0,0%
Revaluation surplus of
11,379 11,139 10,936 240 2.2% 203 1.9% 4.0% 4.2% 4.5%
fixed assets
Retained earnings 263,190 243,680 222,957 19,510 8.0% 20,723 9.3% 93.4% 92.7% 91.9%
Appropriated 4,269 3,721 3,234 548 14.7% 487 15.0% 1.5% 1.4% 1.3%
Unappropriated 258,921 239,959 219,723 18,961 7.9% 20,236 9.2% 91.9% 91.3% 90.6%
Other equity components 2,018 732 1,373 1,286 175.5% (641) -46.6% 0.7% 0.3% 0.6%
Non-controlling interest 221 194 181 27 13.7% 13 7.2% 0.1% 0.1% 0.1%
Total Equity 281,688 262,835 242,538 18,853 7.2% 20,298 8.4% 100.0% 100.0% 100.0%
In 2025, equity rose by 7.2% to Rp281.7 trillion, in line with a higher retained earning position, reaching Rp263.2 trillion. Positive
net profit growth supported the increase in equity, contributing to high dividend payout ratio at 67.4% in 2025 as distribution
from the 2024 profit.
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INCOME STATEMENT
Income Statement (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Operating Income 112,006 106,552 96,728 5,454 5.1% 9,824 10.2%
Net Interest and Sharia Income 85,548 82,264 74,938 3,284 4.0% 7,326 9.8%
Interest and Sharia Income 98,913 94,796 87,207 4,117 4.3% 7,589 8.7%
Interest and Sharia Expense (13,365) (12,532) (12,269) (833) 6.6% (263) 2.1%
Insurance Income - Net 145 1,356 1,235 (1,211) -89.3% 121 9.9%
Other Operating Income 26,313 22,932 20,555 3,381 14.7% 2,377 11.6%
Operating Expenses (36,734) (36,300) (35,492) (434) 1.2% (808) 2.3%
Pre-Provision Operating Profit (PPOP) 75,272 70,252 61,236 5,020 7.1% 9,016 14.7%
Impairment losses on assets* (4,011) (2,034) (1,056) (1,977) 97.2% (978) 92.6%
Income Before Tax 71,261 68,218 60,180 3,043 4.5% 8,038 13.4%
Net Income 57,563 54,851 48,658 2,712 4.9% 6,193 12.7%
Other Comprehensive Income/(Expenses) 1,346 (345) (1,106) 1,691 -490.2% 761 -68.8%
Total Comprehensive Income 58,909 54,506 47,552 4,403 8.1% 6,954 14.6%
Net Income attributable to:
Equity holders of parent entity 57,537 54,836 48,639 2,701 4.9% 6,197 12.7%
Non-controlling interest 26 15 19 11 72.4% (4) -21.1%
Comprehensive Income attributable to:
Equity holders of parent entity 58,882 54,493 47,534 4,389 8.1% 6,959 14.6%
Non-controlling interest 27 13 18 14 102.7% (5) -28.2%
* Including Foreclosed Collateral (AYDA)
Net profit reached Rp57.5 trillion, rose by 4.9% year-on-year. The increase was driven by growth in operating income and
non-operating income, combined by well-managed operating expenses.
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Net Interest and Sharia Income (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Interest and Sharia Income 98,913 94,796 87,207 4,117 4.3% 7,589 8.7%
Loans Receivables 67,446 63,093 54,144 4,353 6.9% 8,949 16.5%
Securities 24,891 24,802 26,288 89 0.4% (1,486) -5.7%
Consumer Financing Receivables and Finance
3,625 3,595 3,267 31 0.9% 328 10.0%
Leases Receivables
Placements with Bank Indonesia and Other
634 711 1,164 (77) -10.9% (453) -38.9%
Banks
Others (Including Sharia Profit Sharing) 2,315 2,595 2,344 (279) -10.8% 251 10.7%
Interest and Sharia Expenses (-/-) 13,365 12,532 12,269 832 6.6% 263 2.1%
Current Accounts 3,630 2,753 2,384 877 31.9% 369 15.5%
Savings Accounts 584 463 561 121 26.1% (98) -17.5%
Time Deposits 5,874 6,288 6,566 (414) -6.6% (278) -4.2%
Others (Including Sharia Expenses) 3,277 3,028 2,758 249 8.2% 270 9.8%
Net Interest and Sharia Income 85,548 82,264 74,938 3,284 4.0% 7,327 9.8%
Net interest and sharia income increased by 4.0% to Rp85.5 trillion, driven by a 4.3% rise in interest and sharia income. The
increase in interest income was driven by solid loan growth, underpinned by growth in low-cost funds (CASA). The proportion
of loans to total earning assets reached 67.1%.
The overall yield on earning assets stood at 6.6%, down by 8 basis points from the previous year. Yields on placements with
BI and loan yields fell in 2025, reflecting the downward trend in BI’s policy rate and competitive environment. However, the
decline in yields was offset by higher earning-asset volume, particularly from loans (Rupiah), and securities.
Interest and sharia expenses rose by 6.6%, in line with the 13.1% growth in CASA volume. The cost of funds for current accounts
and savings accounts (Rupiah) was recorded at 0.94% and 0.04%. respectively. Meanwhile, the cost of fund for time deposits
(Rupiah) was 2.98%, down 11 bps. Overall, the cost of funds reached 1.1%, was stable compared with the previous year.
In line with the downward trend in interest rates, the Net Interest Margin (NIM) stood at 5.7%, lower than 5.8% last year.
Other Operating Income (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Fees and Commission - net 19,660 17,980 16,622 1,680 9.3% 1,358 8.2%
Credit 2,751 2,428 2,820 323 13.3% (392) -13.9%
Trade 1,199 1,113 1,044 86 7.8% 69 6.5%
CASA and Transactional 14,012 12,888 11,436 1,124 8.7% 1,452 12.7%
Wealth 998 863 741 135 15.7% 122 16.4%
Others 699 688 581 11 1.6% 107 18.4%
Net Income from Transaction at fair value through
4,007 2,855 1,888 1,152 40.4% 967 51.2%
profit or loss
Others 2,646 2,097 2,045 549 26.2% (2,972) -58.6%
Total Other Operating Income 26,313 22,932 20,555 3,381 14.7% (647) -2.7%
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Total other operating income rose by 14.7% to Rp26.3 trillion, supported by higher fair value transaction income, net fees
and commissions, and other income.
Transaction income measured at fair value (through profit or loss - net) increased by 40.4%, mainly driven by realized gains
from SRBI transactions, accounted on discounted basis.
Net fees and commissions grew by 9.3% to Rp19.7 trillion, primarily driven by fee income on CASA and transactional
products. Fee income from loans also rose by 13.3%, in line with the growth in loan facilities and disbursements. Income from
wealth management products increased by 15.7%, supported by higher bancassurance commissions and greater customer
investment activity in government bonds and mutual funds. Overall, CASA and transactional fees contributed 71% of total
fees and commission income. Other income increased by Rp549 billion, mainly due to one-off income from the closure of
BCA’s remittance subsidiary, BCA FL Hong Kong.
OPERATING EXPENSES
Operating Expenses (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
General and Administrative Expenses 16,780 16,874 17,306 (94) -0.6% (432) -2.5%
Personnel Expenses 17,781 17,444 16,198 337 1.9% 1,246 7.7%
Others 2,174 1,982 1,989 191 9.6% (6) -0.3%
Total 36,734 36,300 35,492 434 1.2% 809 2.3%
BCA managed operating expense growth at a well-controlled level. Personnel expenses increased by 1.9%, partly due to
annual salary and benefits adjustments. General and administrative expenses decreased by 0.6% compared to previous
year. The largest contribution to these expenses came from IT and cybersecurity‑related costs. Overall, operating expenses
increased by 1.2% compared to last year. Excluding the impact of the IFRS 117 adjustment, operating expenses would have
risen by 2.4%. Expenses are prioritized on aspects for enhancing customer service, competitiveness, operational efficiencies
and supporting business growth.
The Cost-to-Income ratio improved by 60 bps from last year to 30.7%, one of the lowest in the industry.
IMPAIRMENT LOSS ON ASSET VALUE
Impairment losses on assets increased by 97.2% from the previous year to Rp4.0 trillion. This was done to maintain adequate
buffer and to anticipate potential deterioration in asset quality amid uncertainties in the economic environment and borrowers’
business conditions. Cost of credit, or the ratio of provisioning expenses to average loan, stood at 0.5% in 2025, up 20 bps
compared to last year.
PROFIT BEFORE INCOME TAX AND NET INCOME
Profit before income tax in 2025 reached Rp71.3 trillion, grew by 4.5% from the previous year. This performance was mainly
supported by growth in operating income and disciplined cost management. Net profit attributable to the parent entity was
recorded at Rp57.5 trillion, up by 4.9% compared to the previous year. This increase drove a rise in earnings per share (EPS),
rising to Rp467 per share, compared to Rp445 per share in 2024.
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Comprehensive Income (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Net Income 57,563 54,851 48,658 2,712 4.9% 6,193 12.7%
Other Comprehensive Income:
Items that will not be reclassified to profit or loss
Remeasurements of defined benefit liability (804) 72 (559) (876) -1,219.2% 631 -112.8%
Income tax 153 (14) 106 166 -1,229.6% (120) -112.7%
Revaluation surplus of fixed assets 252 239 232 13 5.5% 7 3.0%
Items that will be reclassified to profit or loss
Unrealized losses on financial assets at fair value
2,273 (824) (1,084) 3,097 -375.8% 259 -23.9%
through other comprehensive income
Income tax (427) 147 206 (574) -390.8% (60) -28.9%
Foreign exchange differences arising from translation
(101) 35 (8) (136) -386.8% 43 -548.6%
of financial statements in foreign currency
Total Other Comprehensive Income 1,346 (345) (1,106) 1,691 -490.2% 761 -68.8%
Total Comprehensive Income 58,909 54,506 47,552 4,403 8.1% 6,954 14.6%
Net Income attributable to:
Equity holders of parent entity 57,537 54,836 48,639 2,701 4.9% 6,197 12.7%
Non-controlling interest 26 15 19 11 72.4% (4) -21.1%
Comprehensive Income attributable to:
Equity holders of parent entity 58,882 54,493 47,534 4,389 8.1% 6,959 14.6%
Non-controlling interest 27 13 18 14 102.7% (5) -28.2%
Earning per Share attributable to Equity Holders of The
467 445 395 22 4.9% 50 12.8%
Parent Entity (in full amount of Rupiah)
Total comprehensive income attributable to owners of the parent entity reached Rp58.9 trillion in 2025, up 8.1% compared
with the previous year, driven by net profit growth and positive contributions from other comprehensive income. BCA
recorded unrealized gains on financial assets measured at fair value through other comprehensive income of Rp2.3 trillion,
grew significantly from negative Rp824 billion in the previous period. This reflected the rise in market valuations of financial
assets. particularly Government Bond instruments.
PROFITABILITY BY OPERATING SEGMENT
Total net profit attributable to owners of the parent entity and non-controlling interests was recorded at Rp57.6 trillion
in 2025. Based on segment, BCA’s performance was still dominated by Java region, which delivered the largest share of
revenue and profit for the year, followed by Sumatra and Eastern Indonesia. Detailed information on operating segment
performance is available in the Financial Statements, Note 40, page 554-555.
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CASH FLOWS
Cash Flow (in billion Rupiah)
Increase/(Decrease) Increase/(Decrease)
2025 2024 2023 2025 2024
Nominal % Nominal %
Cash Flows from Operating Activities 77,509 53,820 58,064 23,689 44.0% (4,244) -7.3%
Cash Flows from Investing Activities (33,691) (58,948) (69,745) 25,257 42.8% 10,797 -15.5%
Cash Flows from Financing Activities (41,709) (33,329) (25,071) (8,380) -25.1% (8,258) 32.9%
Net (Decrease) Increase in Cash and Cash
2,109 (38,457) (36,752) 40,566 -105.5% (1,705) 4.6%
Equivalents
Cash and Cash Equivalents, Beginning of Year 85,483 124,396 160,422 (38,913) -31.3% (36,026) -22.5%
Effect of Foreign Exchange Rate Fluctuations
(42) (456) 726 414 90.7% (1,182) -162.9%
on Cash and Cash Equivalents
Cash and Cash Equivalents, End of Year 87,549 85,483 124,396 2,066 2.4% (38,913) -31.3%
BCA recorded cash and cash equivalents of Rp87.6 trillion, higher than the previous year’s Rp85.5 trillion.
Cash Flows from Operating Activities
Cash flows from operating activities increased by 44.0% compared to the previous year, primarily due to a increase in
customer deposit fund activity and deposits from other banks.
Cash Flows from Investing Activities
Cash flows from investing activities recorded an outflow of Rp33.7 trillion, compared to the previous year’s outflow of
Rp58.9 trillion. This was mainly due to higher proceeds from the maturity of securities held for investment purposes than in
the prior year.
Cash Flows from Financing Activities
Cash outflows from financing activities amounted to Rp41.7 trillion, compared to the previous year’s outflow of Rp33.3 trillion.
This was driven by higher loan repayments totalling Rp61.0 trillion and dividend payments of Rp37.6 trillion during 2025.
KEY FINANCIAL RATIOS (PARENT ENTITY ONLY)
Throughout 2025. BCA successfully maintained the key financial ratios listed below.
2025 2024 2023 2022 2021
NIM 5.7% 5.8% 5.5% 5.3% 5.1%
CIR* 30.7% 31.3% 33.9% 34.9% 34.8%
BOPO 41.6% 41.7% 43.7% 46.1% 54.2%
ROA** 3.9% 3.9% 3.6% 3.2% 2.8%
ROE 23.3% 24.6% 23.5% 21.7% 18.3%
CAR 29.8% 29.4% 29.4% 25.8% 25.7%
LDR 76.8% 78.4% 70.2% 65.2% 62.0%
NPL- Gross 1.7% 1.8% 1.9% 1.8% 2.2%
LAR 4.8% 5.3% 6.9% 10.4% 15.2%
*Operating income includes net gains and losses from trading and foreign exchange transactions in accordance with accounting standards and internal calculations.
** Calculated from profit (loss) after tax divided by average of total assets
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Performance Review of The Subsidiaries
BCA subsidiaries provide variety of financial solutions in BCA Syariah’s total assets grew 15.4% to Rp19.2 trillion,
various fields, including motor vehicle financing, sharia supported by an increase in third-party funds of 17.1% to
banking, digital banking, securities, general insurance, and Rp15.5 trillion. Meanwhile, total financing grew by 23.1% to
life insurance. Rp13.2 trillion. Specifically, Gold iB Financing at BCA Syariah
recorded significant growth of 238.2% to Rp519.9 billion,
PT BCA Finance supported by BSya application as booking channel. BCA
BCA Finance focuses on motor vehicles financing, and one Syariah has also succeeded in maintaining financing quality,
of the largest in the financing industry, with a strong brand with a non-performing financing (gross) ratio of 1.6%, lower
image. As of December 2025, BCA Finance has one head than industry average.
office, 119 branch offices and 65 other branches serving
more than 500 thousand customers. BCA Syariah received numerous awards from various
institutions for its financial performance, corporate
BCA Finance provides financing through a joint financing governance, product and service quality, including Platinum
scheme with the parent entity. Furthermore, BCA Finance Champion – The Excellence Performance Sharia Financial
and BCA also carry out joint marketing by utilizing BCA branch Institution For 10 Consecutive Years: 2015 - 2024 from
office network for marketing activities, as well as hosting Infobank and Financial Services Institutions Providing the Best
Expo (vehicle exhibitions for BCA customers). Halal Program Support subcategory as Halal Bank Pioneers
from Ministry of Industry Republic of Indonesia.
In 2025, BCA Finance booked new financing Rp32.6 trillion
and total assets under management (AUM) Rp57.1 trillion. PT Bank Digital BCA
Gross Non Performing Financing (NPF) is maintained within BCA Digital focuses on providing digital banking through
controlled level and risk appetite at 2.4%, while net NPF at mobile banking application namely Blu. During 2025,
0.8%, demonstrating solid performance with well-managed BCA Digital continued to innovate through collaborations
asset quality. with partners, synergy with other BCA’s subsidiaries and
new application feature developments including bluRDN,
The strategies implemented in 2025 include expanding target providing new general insurance products in bluInsurance,
market segment, offering competitive products aligned with bluSpending, and Blibli Pocket.
customers’ needs, and continuous technological development
to improve work effectiveness and customer experience. With more than 3 million customers, BCA Digital has
BCA Finance also continued to collaborate intensively with aggregated third party funds of Rp14.3 trillion through saving
car dealers and other supporting partners. accounts and time deposit products. As of the end of 2025,
BCA Digital recorded total assets of Rp18.9 trillion. BCA Digital
BCA Finance received numerous prestigious awards, including has also collaborated with BCA to provide added value for
The Excellent Performance Multifinance Company (Asset customers, among others by providing transaction access
Class > IDR 10 Trillion) and The Best Performance Multifinance to BCA ATMs and the Haloblu contact center.
Company in 20 Consecutive Years (2005–2024) from Infobank
media. BCA Digital earned multiple awards in recognition of its
achievement, including Digital Banking Service for Teenagers
PT Bank BCA Syariah with the Highest Average Balance from MURI Record and The
BCA Syariah operates in sharia banking sector. As of 2025, 1st Best Digital Bank 2025 - KBMI 1 from Infobank.
BCA Syariah has had 77 branch networks consisting of 14 main
branch offices, 19 sub-branch offices, 44 Sharia Service Unit PT Asuransi Umum BCA
sub-branch offices, and 100 Commercial Bank Sharia Services BCA Insurance engages in providing non-life/general
networks spread across strategic cities in Indonesia. insurance products such as vehicle insurance, property
insurance, transport insurance, travel insurance, personal
accident insurance, and other forms of general insurance.
Through collaboration with its parent entity and other
subsidiaries, BCA Insurance meet the need for general
insurance both for consumer loans and productive loan
customers within BCA Group.
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BCA Insurance’s total assets increased 11.9% to Rp3.5 PT Central Capital Ventura
trillion, while solvency ratio was recorded at 473.9 %. Central Capital Ventura (CCV) was established in 2017
BCA Insurance also was awarded numerous awards, including and operates in the field of venture capital. CCV engages
Best General Insurance 2025 (Equity ranging from Rp1 trillion in investment activities, primarily focused on financial
– Rp1.5 trillion) from Media Asuransi. technology (fintech) oriented start-ups that may support
BCA’s overall ecosystem.
PT Asuransi Jiwa BCA
BCA Life provides life protection products including life BCA Finance Limited
insurance, accident insurance, health insurance, and BCA Finance Limited (BCAFL) previously operated as a
employee benefits. remittance for Indonesian migrant worker and money
lender for BCA partner customers in Hong Kong. With the
As part of BCA Life’s commitment to always protect their development of digital services for remittance and changing
customers, BCA Life collaborates with BCA to provide customers behavior in doing transaction, BCA decided to
bancassurance solutions that accessible through BCA banking liquidate BCAFL that took effect as of January 3, 2026.
network.
BCA Life recorded total assets of Rp4.7 trillion, 41.0% growth,
with technical reserves or liabilities to policyholders were
recorded at Rp3.6 trillion, growing by 47.7% from the previous
year. Solvency ratio recorded at 431.2%.
PT BCA Sekuritas
BCA Sekuritas is a securities company with brokerage,
underwriting and other activities licenses from OJK.
Stock trading services are available to individuals as well as
institutional clients. To facilitate online trading, BCA Sekuritas
provides new trading platform for mobile phones as well as
personal computers. BCA Sekuritas also assists corporate
clients’ fundraising needs as an underwriter through stocks
IPO (Initial Public Offering), as well as bonds, sukuk, and NCD
(negotiables certificates of deposits) issuances.
BCA Sekuritas reported a Net Adjusted Working Capital of
Rp964.9 billion. BCA Sekuritas has consistently placed in
the top 10 for domestic bonds underwriting. BCA Sekuritas
received Transport M&A Deal of the Year Indonesia from
the Asset Triple A Awards 2025 and Best Stock Broker from
Rankia Award 2025.
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Other Material Information
2025 TARGET ACHIEVEMENTS
A summary of the financial performance achievements in 2025 compared to the targets is as follows.
Achievements vs. Target
2025 Target 2025 Achievement
Loan Growth 6% - 8% 7.7 %
Cost of Credit (CoC) ~0.3% 0.5%
Cost to Income Ratio (CIR) 33% - 34% 30.7%
Return on Asset (ROA) 3.6% - 3.8% 3.9%
Return on Equity (ROE) 21% - 23% 23.3%
MARKETING ASPECTS Fitch Ratings
BCA implements both digital and face-to-face marketing
strategies with the aim of expanding its marketing reach, Description Rating
enhancing brand awareness, and deepening customer Outlook Stable
relationships. Long-Term IDR BBB
Short-Term IDR F3
BCA optimizes the use of digital media and social media in
promoting its products and services, including educating National Long-Term AAA (idn)
customers on cybersecurity, while continuously improving National Short-Term F1+ (idn)
its corporate website, www.bca.co.id, as the primary source Viability bbb
of information. At the same time, marketing efforts are also Government Support bbb-
carried out through various promotional and engagement
activities, such as BCA Expo, Wealth Management Summit, Pefindo
and UMKM Fest, and Gebyar Hadiah BCA to reinforce customer
relationships and support sustainable business growth. Description Rating
Corporate Rating idAAA/Stable
DEBT REPAYMENT CAPABILITY AND Shelf Registration Sub Bond I idAA
RECEIVABLES COLLECTIBILITY
BCA has strong capabilities to meet all obligations, both
short-term and long-term. MONITORING AND MANAGEMENT
OF NON-PERFORMING LOANS
Liquidity position remains solid, with NSFR, LCR, and LDR To minimize potential losses, the Bank implements pre-
ratios recorded at 158.8%, 310.8%, and 76.8% respectively in emptive measures for credit recovery as soon as indications
2025. The Macroprudential Intermediation Ratio (MIR) stood of non-performing loans (NPLs) emerge. Two methods are
at 78.8%. A sound funding structure and prudent liquidity deployed to address NPLs:
management enable BCA to remain resilient amid economic 1. Credit Restructuring – which among others included
and market dynamics. adjustment policy on loan interest rates, extending loan
repayment periods, and reducing penalties.
In terms of profitability, robust operational performance 2. Credit recovery – which can be carried out through cash
is reflected in the Operating Income Before Provisioning payments or auctioning collateral or assets of debtors
Expenses of Rp75.3 trillion, representing an increase of 7.1% and/or guarantors.
compared to the previous year. BCA consistently applies
prudent principles across all operational aspects to align BCA has policies for managing NPLs, including a debt
with the risk profile set by management. Overall asset quality collection policy outlined in the following regulations:
remains well-managed, supported by adequate financial • Bank Credit Basic Policy (KDPB)
asset reserves. In 2025, BCA earned strong ratings from • Credit Recovery and Write-off Policy Manual
external agencies, including Fitch Ratings and Pefindo, as • Other relevant internal regulations detailing the technical
outlined below: implementation and reporting of debtors categorized
under criticized exposure (CE)
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BCA classifies CE debtors based on credit quality into Basis of Management Policies on
collectibility categories of 2, 3, 4, and 5. CE debtors include Capital and Debt Structure
Corporate, Commercial, SME and Consumer (including Credit The Board of Directors prepares a capital plan and debt
Card). The management of NPLs especially for consumer loans structure in line with the Bank’s Business Plan, which is
is conducted using the e-Collection (e-Coll) application with approved by the Board of Commissioners with reference
the following collection features: to OJK Regulation No. 11/POJK.03/2016 dated 2 February
• Preventive Collection: notification via SMS to remind 2016, No. 34/POJK.03/2016 dated 26 September 2016 and
debtors of their first payment. No. 27/2022 dated 26 December 2022.
• Desk Collection: credit card collection via phone calls
and warning letters. Management has established the basis for formulating
• Field Collection: on-site collection visits to homes or policies on capital and debt structure by considering business
offices. growth and liquidity. Management conducts annual reviews
• Recovery: efforts to recover NPLs that have been or will to ensure alignment with the Company’s strategic policy
be written off or executed. direction regarding its capital and debt structure. Through
the alignment between strategic planning and management
CAPITAL STRUCTURE AND policies, BCA is expected to be able to meet all short‑term
MANAGEMENT POLICY and long‑term obligations, maintain sustainability, and remain
resilient across various economic conditions.
Capital Structure
BCA’s capital structure is as follows: DIVIDEND PAYOUT IMPLEMENTATION
• Core capital (Tier 1) representing 96.3% of total capital or
Rp273.8 trillion, an increase of 7.3% compared to last year. Dividend payments are determined through the approval
• Whereas 3.7% or Rp10.5 trillion of BCA’s total capital of the Annual General Meeting of Shareholders (AGMS).
comprises supplementary capital (Tier 2). Supplementary BCA reviews its dividend payment policy periodically by
capital mainly consists of Provision for Asset Quality considering a solid capital position to support business
(PPKA). growth, investment needs, and input from shareholders.
The consolidated Capital Adequacy Ratio (CAR) remains Based on the AGMS held on March 12, 2025, shareholders
strong at 30.4%. approved the allocation of a portion of the 2024 net profit
for the distribution of cash dividends amounting to Rp37.0
Capital Structure Management Policy trillion, or Rp300.0 per share (comprising an interim dividend
BCA maintains adequate capital levels as measured using CAR of Rp50.0 per share paid on December 11, 2024, and a final
as an indicator, which covers credit, market, and operational dividend of Rp250.0 per share paid on April 11, 2025). This
risks. BCA fulfills the additional capital buffer requirements dividend distribution represents a payout ratio of 67.4% of
set forth by BI and OJK, including a Conservation Buffer, the 2024 net profit.
Countercyclical Buffer, and Capital Surcharge for Domestic
Systemically Important Banks (D-SIB). In 2025, BCA’s CAR The following chart illustrates the trend of BCA’s dividend
exceeded regulatory requirements. payout ratio over the past several years:
BCA always ensures that there is an adequate nominal capital Dividend Payout Ratio
to comply with the Legal Lending Limit (LLL) for a single group
68.4%
of debtor. 67.4%
62.0%
56.9%
48.2%
BCA conducts integrated stress tests, taking into consideration
various crisis scenarios and their impact on NPLs, liquidity
levels, and capital adequacy. The stress test results indicate
that BCA maintains robust liquidity and capital reserve to
withstand potential losses under the modeled scenarios.
2020 2021 2022 2023 2024
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MATERIAL COMMITMENTS FOR UTILIZATION OF PROCEEDS FROM PUBLIC
CAPITAL GOODS INVESTMENTS OFFERINGS
In 2025, BCA did not conduct any public offerings in the form
Purpose of Material Commitments of new share issuances.
for Capital Goods Investments
Material commitments related to capital goods investments MATERIAL INFORMATION ON INVESTMENTS,
are primarily aimed at developing information technology EXPANSIONS, DIVESTMENTS, AND
infrastructure and networks, as well as supporting other ACQUISITIONS
operational activities. During 2025, BCA did not engage in any material transactions
or activities related to investments, expansions, divestments,
Source of Funds for Capital Goods Investments or acquisitions.
BCA conducts investments, which are primarily related to
information technology and network development, with As additional information, BCA acquired 3,500 shares of PT
funding sourced from accumulated operating profits. Penyelesaian Transaksi Elektronik Nasional (PTEN) previously
owned by subsidiary - PT Central Capital Ventura. Following
Currency and Foreign Exchange Risk Mitigation this acquisition, BCA’s total ownership in PTEN is 17.5%.
Related to Capital Goods Investments Furthermore, BCA completed closure of its subsidiary,
BCA conducts capital goods investments both domestically BCA Finance Limited Hong Kong, as part of BCA’s adaptive
and internationally. Billing and payments for such investments business initiatives to optimize resource management.
are mostly conducted in Rupiah to minimize foreign exchange
risk. MATERIAL TRANSACTIONS INVOLVING
CONFLICTS OF INTEREST
REALIZED CAPITAL GOODS INVESTMENTS In 2025, BCA did not conduct any material transactions
In 2025, realized capital goods investments reached categorized as involving conflicts of interest.
Rp2.5 trillion, the majority of which related to information
technology development. With the acceleration of the DISCLOSURE OF RELATED PARTY
digital era, BCA is committed to continue investment in TRANSACTIONS
technology-based development including IT security, to BCA conducts various transactions with related parties.
enhance transactional banking service capabilities. These transactions are carried out in adherence to the arm’s
length principles and in compliance with regulations related
Aside from capital goods investment, BCA also strive to to conflicts of interest.
develop its human resource capabilities.
Details of related party transactions (amount, type of
MATERIAL INFORMATION AND FACTS transaction, and nature of the relationship with related parties)
SUBSEQUENT TO THE DATE OF THE is available in the “Corporate Governance” section under
ACCOUNTANT’S REPORT “Affiliated Transactions and Conflicts of Interest” (page 388-
BCA announces share buyback of up to Rp5 trillion to support 396) and in the audited Consolidated Financial Statements
the stability of Indonesia’s capital market, strengthen under Note 45, Appendix 5/109 - 5/117 (page 576-584).
investor confidence, and deliver more optimal returns for
shareholders. The share buyback period will be carried out
for 12 months starting after obtaining approval for the share
buyback plan at the Annual General Meeting of Shareholders
(AGMS), which is planned to be held on 12 March 2026.
MANAGEMENT AND/OR EMPLOYEE STOCK
OWNERSHIP PROGRAM THROUGH MSOP/ESOP
OPTIONS
During 2025, BCA did not have any stock option programs
for the Board of Directors, Board of Commissioners, or
employees.
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PROVISION OF FUNDS, COMMITMENTS, OR OTHER FACILITIES BY COMPANIES
OR LEGAL ENTITIES WITHIN THE SAME BUSINESS GROUP AS THE BANK
TO DEBTORS WHO HAVE RECEIVED FUNDING FROM THE BANK
The joint credit facilities provided by BCA and its subsidiaries to debtors or groups of debtors as of December 2025 amounted
to Rp351.8 trillion or 35.4% of the Bank’s total outstanding loans as of December 31, 2025. The NPL for this credit portfolio
was 0.8%.
Facilities (in billion Rupiah)
Number of BCA - BCA
Collectibility BCA BCA Total
Debtors Parent Finance BCA Digital
Finance Syariah Exposure
Entity Limited
Current 401,700 330,923 5,720 33 1,267 5,171 343,114
Special Mention 35,002 5,218 420 - 31 9 5,679
Substandard 2,283 312 30 - 2 1 345
Doubtful 3,323 457 43 - 3 1 504
Loss 6,177 1,961 86 - 75 2 2,124
Total 448,485 338,870 6,300 33 1,378 5,183 351,765
IMPACT OF REGULATORY CHANGES • POJK No. 19 of 2025 dated 28 August 2025. BCA is
required to define the roles of management, update
Impact of Regulatory Changes policies, establish dedicated units, manage risks, assess
During 2025, there are several newly issued regulations that costs, conduct training programs, record write-offs, and
impact BCA and its subsidiaries’ business, including: enhance financial literacy for micro, small, and medium
enterprises (MSMEs).
• PADG No. 1 of 2025 dated 23 January 2025. BCA is • POJK No. 24 Year 2025 dated 4 November 2025. BCA is
required to report to Bank Indonesia any alerts and CTR required to adjust its policies and systems for demand
(customer transaction report) rejections confirmed as deposits and savings accounts by 10 May 2026, notify
fraud, take follow-up actions in accordance with BI-FAST customers, implement due diligence for account
and SRO regulations, and implement a fraud management reactivation, and strengthen monitoring of dormant
system with detection technology at the account and accounts.
transaction level as the first line of defense. • SEOJK No.26/SEOJK.03/2025 dated 19 November 2025.
• PADG No. 4 of 2025 dated 28 February 2025, PBI No. 3 of BCA is required to implement monthly and quarterly
2025 dated 28 February 2025. BCA is required to align its Internal Liquidity Adequacy Assessment Process (ILAAP)
internal policies for export and import activities with the as an internal process to assess liquidity adequacy.
newly introduced regulations. • PBI No. 9 year 2025 dated 26 November 2025, PADG No.
• PADG No. 7 of 2025 dated 26 March 2025. BCA is required 27 year 2025 dated 1 December 2025. BCA must submit
to adjust its internal policies in-line with the expanded the Credit Disbursement Plan Commitment report, which
scope of BI sectors by incorporating the housing sector, forms the basis for KLM calculation by 10 December. BCA
calculation of Statutory Reserve Requirement (RRR) is permitted to have a single revision and can submit the
fulfillment based on the Macroprudential Liquidity report by 10 July to avoid any sanctions.
Policy (KLM) Incentive with the increase in KLM ceiling • PADG No. 31 of 2025 dated 23 December 2025. BCA is
to a maximum of 5% (from 4%), make adjustment of required to adjust its reserve requirement (GWM) calculations
additional rules on the KLM amount, as well as other in accordance with the latest third-party-fund (DPK) criteria
relevant adjustments related to KLM and RRR. for both IDR and foreign currency, and BI will provide
• PADG No. 8 of 2025 dated 27 March 2025. BCA is required to remuneration on excess reserves for GWM compliance.
adjust the requirements concerning the specific portion • POJK No. 38 of 2025 dated 18 December 2025. BCA and
of the statutory reserve (GWM) in rupiah that qualifies for its subsidiaries may become defendants in OJK-initiated
GWM remuneration. lawsuits for regulatory breaches that cause material losses
• PADG No. 14 of 2025 dated 30 June 2025. BCA is required to consumers, and BCA’s operations could be disrupted if
to establish a BI-FAST incident response and recovery other cooperating PUJKs are also named as defendants.
team, conduct regular training and reconciliation, • PBI No. 10 of 2025 dated 24 December 2025. BCA must
strengthen information system security, and adjust ensure compliance with BI regulations, meet the TIKMI
policies related to fraud detection, security audits and assessment requirements, prepare and obtain BI approval
testing, cyber incident reporting to BI as well as relevant for the SBP/RBSP, conduct due diligence for partnerships,
correspondence. and fulfill payment system reporting and data submission
obligations.
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Changes in Accounting Policies • Conducting reviews and enforcing security policies
Details regarding changes in accounting policies can be found for applications accessed via VPN, as well as for users
in the audited report, Note 2.d, on page 474-475. requiring work-from-hub arrangements, while providing
necessary security recommendations.
Business Continuity Information
BCA consistently upholds business continuity and customer BCA also continues to enhance employee competencies,
trust, supported by prudent principles and enhanced through particularly to support innovation in digital banking services
technology and digitalization. and strengthen customer relationships. The process of
leadership regeneration and succession is managed prudently,
In line with the increasing complexity of operations and in alignment with the Company’s core values and sound
heightened cyber risks, BCA ensures the implementation governance principles.
of three fundamental aspects of information technology
security: human resources, processes, and technology. Basic Lending Rate (SBDK)
As part of its transparency and disclosure practices, BCA
BCA manages operational risks related to information provides information on the Prime Lending Rate (SBDK) via
technology by ensuring reliability, security, availability, and its official website. This initiative supports sound corporate
timeliness in serving and safeguarding the assets of both governance practices and promotes healthy competition
customers and BCA through several measures, including: within the banking industry.
• Implementing security systems that adhere to standardized
frameworks, both domestic and international. Information regarding changes to the SBDK is available at
• Utilizing system monitoring tools to detect system branch offices and accessible via website www.bca.co.id.
disruptions, fraud threats, and cyberattacks, thereby The following table provides the quarterly SBDK information
minimizing potential financial and reputational risks. as determined by BCA for the year 2025.
Prime Lending Rate at the End of Each Quarter (effective % p.a)
Prime Lending Rate Based on Loan Segment
End of Period Consumer Loan
Corporate Loan Retail Loan
Mortgage Non Mortgage
Quarter IV - 2024 7.78 8.30 9.46 7.43
Quarter I – 2025 7.84 8.55 9.47 7.12
Quarter II – 2025 7.82 8.25 9.37 7.61
Quarter III – 2025 7.00 7.96 8.98 8.62
Quarter IV - 2025 7.01 8.00 9.01 8.71
PROSPECTS, STRATEGIC PRIORITIES, BCA’s Strategic Priorities and 2026 Projections
AND PROJECTIONS FOR 2026 BCA’s short to medium-term policy direction and strategic
steps will focus on key strategic initiatives, including:
Economic and Banking Sector
Prospects for 2026 1. Strengthening the transaction banking franchise through
Domestic economic growth is expected to expand at a pace enhanced payment settlement service capabilities.
of about 5% in 2026. As a proxy for the economy, the national
banking industry—both in terms of lending and funding—is The continued growth of BCA’s transaction banking
expected to grow in line with Indonesia’s economic expansion. business is the driver for CASA expansion. In this regard,
BCA is committed to constantly innovating and improving
Further discussion on recent macroeconomic and the banking the quality of its payment settlement products and
sector is available on pages 199-200. services to continue providing optimal added value and
maintaining customer satisfaction.
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M a n a g e m e n t D i s c u s s i o n
a n d A n a l y s i s
As transaction banking is one of the Bank’s core 3. Providing of comprehensive banking solutions together
businesses, BCA is committed to always supporting with subsidiaries.
the needs of its clients, both individual and business
customers. BCA continues to strengthen its digital BCA consistently strives to provide comprehensive
channels with a variety of features that enable customers financial products and services to cater the evolving
to conduct both financial and non‑financial transactions in needs of its customers. One of its initiatives is through
an efficient, secure, and convenient manner. BCA adopts bolstering synergy with its subsidiaries engaged in
hybrid banking business model, which is a combination financing, digital banking, Islamic banking, securities,
of in-person and online services, where a human touch and insurance business. BCA supports the growth of its
become a distinctive advantage in the digitalization era. subsidiaries by increasing their capacity and capabilities
The review on transaction banking is also available in the to become become major players in their respective
Directors’ Report on pages 20-23 and Transaction Banking business lines.
on pages 85-86.
2. Maintaining a quality loan portfolio.
In carrying out its intermediary function, BCA is committed
to distribute loans in accordance with prudent banking
principles. BCA constantly explores new potential sectors,
including those that are in the same business cycle as the
existing customers, through an in-depth analysis process
to optimize industrial diversification. To maintain the
quality of its credit portfolio, BCA continues to strengthen
its credit monitoring and risk management functions.
To support loan processing and debtor acquisition,
BCA continuously enhances its infrastructure through
streamlined and optimized credit processing. In addition,
BCA will continue to strive to increase debtor satisfaction
with its performance by improving the capabilities of PIC
Relationship, both in soft skills and hard skills. Discussions
on loans by segment is available in the Management
Analysis and Discussion section, sub-sections on
Corporate Banking, Commercial & SME Banking, and
Individual Banking on pages 87-91.
220 Annual Report 2025 | PT Bank Central Asia Tbk
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G o o d C o r p o r a t e G o v e r n a n c e
04
Good Corporate
Governance
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Glossary
No. Keyword/Term Initials
1 Annual General Meeting of Shareholders AGMS
2 Annual Report AR
3 ASEAN Corporate Governance Scorecard ACGS
4 Asset Liability Committee ALCO
5 Audit Committee AC
6 Bank Indonesia BI
7 Bank Indonesia Circular Letter BI Circular Letter
8 Bank Indonesia Regulation BI Regulation
9 Bank Sustainability Report Sustainability Report
10 Risk Management Certification Body BSMR
11 Company BCA
12 Corporate Social Responsibility CSR
13 Credit Policy Committee CPC
14 Credit Committee CC
15 Extraordinary General Meeting of Shareholders EGMS
16 Financial Report FR
17 Financial Services Institution FSI
18 Financial Services Authority OJK
19 Financial Services Authority Regulation OJK Regulation
20 Financial Services Authority Circular Letter OJK Circular Letter
21 Good Corporate Governance GCG
22 Indonesia Deposit Insurance Corporation LPS
23 Indonesia Stock Exchange IDX
24 Information Technology Steering Committee ITSC
25 Integrated Corporate Governance ICG
26 Integrated Governance Committee IGC
27 Integrated Risk Management Committee IRMC
28 Number (for Regulation) No.
29 OJK Regulation No. 17 of 2023 dated September 14, 2023 OJK Regulation concerning the Implementation of
concerning the Implementation of Governance for Commercial Governance for Commercial Banks
Banks
30 Personnel Case Advisory Committee PCAC
31 PT Bank Central Asia Tbk BCA
32 Public Accountant PA
33 Public Accounting Firm PAF
34 Remuneration and Nomination Committee RNC
35 Risk Based Bank Rating RBBR
36 Risk Management Committee RMC
37 Risk Oversight Committee ROC
38 Small Medium Enterprises UMKM
39 Subsidiary Company of PT Bank Central Asia Tbk Subsidiary
40 Value Added Tax VAT
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G o o d C o r p o r a t e G o v e r n a n c e
Table of Contents
228 GOOD CORPORATE GOVERNANCE 276 6. Number and Composition of the Board of Directors’
Members
233 1. Corporate Governance Structure
278 7. Term of Office of the Board of Directors
233 2. Corporate Governance Process
278 8. Division of Duties and Responsibilities of the Board of
240 3. Corporate Governance Outcomes Directors
243 GENERAL MEETING OF SHAREHOLDERS 280 9. Orientation Program for New Board of Directors
Members
243 1. Implementation of the Annual GMS for the 2024
Financial Year 280 10. Training Program for Enhancing Board of Directors
Competencies
245 2. Procedures for Organizing AGMS
284 11. Share Ownership of the Board of Directors Members
246 3. Attendance of Management, Committees, and Reaching 5% or More of Paid-in Capital
Shareholders
286 12. Concurrent Positions of the Board of Directors’ Members
246 4. Chairman of GMS
289 13. Report on the Implementation of Duties and Assessment
246 5. Rules of Conducts of GMS and Procedure for Vote Count of the Board of Directors’ Executive Committees
248 6. 2024 AGMS Resolutions and Their Realizations 289 14. Report on the Performance of the Board of Directors’
Duties
253 7. 2023 AGMS Resolutions and Their Realizations
289 15. Performance Assesment of Board of Directors Members
256 8. Dividend Payment Realization
256 9. Statement Regarding Unrealized AGMS Resolutions 290 MEETINGS OF THE BOARD OF COMMISSIONERS,
BOARD OF DIRECTORS, AND JOINT MEETINGS
256 SHAREHOLDERS ASPECTS
290 1. Board of Commissioners Meetings
257 BOARD OF COMMISSIONERS 294 2. Board of Directors Meetings
257 1. Board of Commissioners Charter 300 3. Joint Meeting of the Board of Commissioners and
Directors
257 2. Duties and Responsibilities of the Board of
Commissioners 302 4. Attendance of the Board of Commissioners and
Directors at GMS Throughout 2025
259 3. Authority of the Board of Commissioners
260 4. Criteria for Members of the Board of Commissioners 302 AFFILIATION BETWEEN THE
BOARD OF COMMISSIONERS,
261 5. Nomination of the Board of Commissioners’ Members
BOARD OF DIRECTORS, AND
262 6. Number and Composition of the CONTROLLING SHAREHOLDERS
Board of Commissioners’ Members
302 1. Affiliation of the Members of the Board of Commissioners
263 7. The Board of Commissioners’ Term of Office with their Fellow Members, the Members of the Board of
Directors, the Controlling Shareholders, and the Ultimate
263 8. Orientation Program for New Members of the Controlling Shareholder
Board of Commissioners
303 2. Affiliation of the Board of Directors’ Members with their
264 9. Training Programs to Enhance the Competence of the Fellow Members, the Board of Commissioners’ Members,
Board of Commissioners
the Controlling Shareholders, and the Ultimate Controlling
266 10. Board of Commissioners Share Ownership Reaching 5% Shareholders
(Five Percent) or More of Paid-Up Capital
304 DIVERSITY IN THE COMPOSITION OF THE BOARD OF
267 11. Concurrent Positions of the Board of Commissioners’
Members
COMMISSIONERS AND DIRECTORS
268 12. Assessment of Committees under the Board of 304 1. Diversity Policy
Commissioners 304 2. Diversity in the Composition of the Board of
Commissioners’ Members
269 13. Board of Commissioners Duty Implementation Report
269 14. Board of Commissioners Performance Assessment 305 3. Diversity in the Composition of the
Board of Directors’ Members
270 INDEPENDENT COMMISSIONERS 305 BOARD OF COMMISSIONERS AND DIRECTORS
270 1. Criteria of the Independent Commissioners PERFORMANCE ASSESSMENT
270 2. Term of Office of the Independent Commissioners 305 1. Implementation Procedures and Criteria for the Board of
Commissioners’ Performance Assessment
270 3. Statement of Independency of the Independent
Commissioners 306 2. Implementation Procedures and Performance
Assessment Criteria for the Board of Directors
271 BOARD OF DIRECTORS 308 3. Implementation Procedures and Performance
271 1. Board of Directors Charter Assessment Criteria for the President Director
271 2. Duties and Responsibilities of the Board of Directors 309 REMUNERATION POLICY
273 3. Authority of the Board of Directors 311 1. Remuneration Determination Procedures for the Board
of Commissioners and Directors
274 4. Criteria for the Board of Directors’ Members
314 2. Variable Remuneration for the Board of Commissioners,
275 5. Nomination of the Board of Directors’ Members the Board of Directors, and Employees
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314 3. Remuneration Implementation at BCA for MRT (for 332 IV. Integrated Governance Committee
all Members of the Board of Directors and Board of
Commissioners) 332 1. Legal Basis
315 4. Data on Salary and Severance Paid Ratio 333 2. IGC Charter
316 5. Transparency of Share Ownership for the Board of 333 3. IGC Structure and Membership
Directors and Board of Commissioners 334 4. Profiles and Qualifications of IGC Members
316 BOARD OF COMMISSIONERS’ COMMITTEES 335 5. Education or Trainings
316 I. Audit Committee 337 6. Term of Office
316 1. Legal Basis 337 7. IGC Membership Requirements
316 2. Audit Committee Charter 338 8. Independency of IGC Members
316 3. Structure and Membership of the Audit Committee 338 9. IGC Duties and Responsibilities
317 4. Profile and Qualifications of the Audit Committee 339 10. IGC Authority
Members
339 11. Concurrent Positions of IGC Members
317 5. Education or Training
339 12. IGC Meeting Policy and Implementation
318 6. Term of Office
340 13. Realization of the Work Program and Implementation
318 7. Audit Committee Membership Requirements of IGC Activities Throughout 2025
318 8. Audit Committee Independency 340 BOARD OF DIRECTORS EXECUTIVE COMMITTEES
319 9. Audit Committee Duties and Responsibilities
340 I. Asset Liability Committee
320 10. Audit Committee Authority
341 1. Structure, ALCO Membership, and Voting Right
320 11. Concurrent Positions of the Audit Committee Members Status
320 12. Audit Committee Meeting Policy and 341 2. ALCO Main Functions, Authority, Duties, and
Implementation Responsibilities
322 13. Realization of the Audit Committee Work 342 3. ALCO Meetings
14. Program and Activities Throughout 2025 342 4. Decision Making
322 II. Risk Oversight Committee 342 5. ALCO Meeting Frequency Throughout 2025
322 1. Legal Basis
343 6. Accountability Reporting
322 2. ROC Charter
343 7. Realization of 2025 Work Program
323 3. ROC Structure and Membership
343 8. ALCO Work Plan for 2026
323 4. Profile and Qualifications of ROC Members
344 II. Risk Management Committee
323 5. Education or Trainings
344 1. Structure, Membership, and Voting Rights Status
324 6. Term of Office
344 2. RMC Main Functions, Authority, Duties, and
324 7. ROC Membership Requirements Responsibilities
325 8. Independency of ROC Members 345 3. RMC Meetings
325 9. ROC Duties and Responsibilities 345 4. Decision Making
326 10. ROC Authority 345 5. RMC Meeting Frequency Throughout 2025
326 11. Concurrent Positions of ROC Members 346 6. Accountability Reporting
326 12. ROC Meeting Policy and Implementation 346 7. Realization of 2025 Work Program
327 13. 2025 Work Program Realization and ROC Activities 346 8. RMC Work Plan for 2026
328 III. Remuneration and Nomination Committee 346 III. Integrated Risk Management Committee
328 1. Legal Basis 347 1. Structure, IRMC Membership, and Voting Rights
Status
328 2. RNC Charter
347 2. IRMC Main Functions, Authority, Duties, and
328 3. RNC Structure and Membership Responsibilities
328 4. RNC Member Profiles and Qualifications 347 3. IRMC Meetings
329 5. Education or Training 348 4. Decision Making
329 6. Term of Office 348 5. IRMC Meeting Frequency Throughout 2025
329 7. RNC Membership Requirements 348 6. Accountability and Reporting
330 8. RNC Member Independency 349 7. Realization of 2025 Work Program
330 9. RNC Duties and Responsibilities 349 8. IRMC Work Plan for 2026
331 10. RNC Authority 349 IV. Credit Policy Committee
331 11. Policies and Implementation of RNC Meetings 349 1. Structure, CPC Membership, and Voting Rights Status
332 12. RNC Remuneration 350 2. CPC Main Functions, Authority, Duties, and
Responsibilities
332 13. 2025 RNC Work Program Realization and Activity
Implementation 350 3. CPC Meetings
332 14. Board of Directors and Board of Commissioners
Succession Policy
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G o o d C o r p o r a t e G o v e r n a n c e
367 4. Independency & Objectivity
350 4. Decision Making
367 5. Audit Performance Standards and Quality Control
350 5. CPC Meeting Frequency Throughout 2025
368 6. Ethics and Professionalism
351 6. Accountability Reporting
368 7. Internal Audit Duties and Responsibilities
351 7. Realization of the 2025 Work Program
368 8. Auditor Composition and Competency Development
351 8. CC Work Plan for 2026
369 9. Implementation of Internal Audit Division Duties in 2025
352 V. Credit Committee
369 10. Internal Audit Division Advisory Activities in 2025
352 1. CC Structure, Membership, and Voting Rights
369 11. Audit Activity Focus for 2026
352 2. CC Main Functions, Authorities, Duties, and
Responsibilities 370 PUBLIC ACCOUNTANT (EXTERNAL AUDIT)
353 3. CC Meetings
371 1. Effectiveness of External Audit Implementation
353 4. Decision Making
371 2. Relations between the Bank, Public Accountant, and
353 5. Frequency of CC Meetings Throughout 2025 the Financial Services Authority
355 6. Accountability Reporting 371 3. Audit Fees for 2025
355 7. Realization of the 2025 Work Program 371 4. Non-Audit Services Provided by the PAF and PA
355 8. 2026 CC Work Plan 372 5. Historical PAF and PA conducting Audits
355 VI. Information Technology Steering Committee 372 COMPLIANCE FUNCTION
355 1. ITSC Structure, Membership, and Voting Rights Status
372 1. DCP Organization Structure
356 2. Main Functions, Authorities, Duties, and
372 2. DCP Responsibilities
Responsibilities of ITSC
373 3. Integrated Compliance Function
356 3. ITSC Meetings
373 4. Implementation of the Compliance Function in 2025
356 4. Decision Making
374 5. Compliance Indicators for 2025
356 5. Frequency of ITSC Meetings Throughout 2025
374 6. Anti-Money Laundering, Counter-Terrorism Financing,
357 6. Accountability Reporting
and Prevention of Financing for the Proliferation of
357 7. Realization of the 2025 Work Program Weapons of Mass Destruction (AML, CTF, and PFPWMD)
Programs
357 8. ITSC Work Plan for 2026
358 VII. Personnel Case Advisory Committee 375 RISK MANAGEMENT SYSTEM
358 1. Structure, Membership of PCAC, and Voting Rights Status 375 Risk Management System Overview
358 2. Main Functions, Authorities, Duties, and 376 Risk Types and Their Management
Responsibilities of PCAC 376 Review of the Risk Management System Effectiveness
358 3. PCAC Meetings
377 Statement of the Board of Directors and the Board of
358 4. Decision Making Commissioners on the Adequacy and Review of Risk
Management System Effectiveness
358 5. Frequency of PCAC Meetings Throughout 2025
377 INTERNAL CONTROL SYSTEM
359 6. Accountability Reporting
359 7. Realization of 2025 Work Program 377 Internal Control System Framework
359 8. PCAC Work Plan for 2026 378 Key Components of the Internal Control System
380 Evaluation of the Internal Control System
360 CORPORATE SECRETARY
380 Statement of the Board of Commissioners on the Adequacy
360 Structure and Position of the Corporate Secretary and Effectiveness of the Internal Control System
361 Legal Basis and Corporate Secretary Profile 380 Report on Internal Control over Financial Reporting Process
361 Competency Development and Training Programs 380 Statement of the Board of Directors on the Adequacy and
Effectiveness of the Internal Control System over the Bank’s
362 Corporate Secretary Functions
Financial Reporting Process
362 Implementation of Corporate Secretary Duties in 2025
380 IMPLEMENTATION OF ANTI-FRAUD STRATEGY
364 Information Disclosure Reports
380 1. Introduction
364 INVESTOR RELATIONS FUNCTION 381 2. Objectives
364 1. Main Duties of Investor Relations
382 3. Implementation and Internalization Anti-Fraud
364 2. Investor Relations Activities Declaration
383 4. Internal Fraud Violation Data for 2025
366 INTERNAL AUDIT DIVISION
383 5. Reporting
366 1. Structure and Position of the Internal Audit Division
383 WHISTLEBLOWING SYSTEM
367 2. Profile of the Head of the Internal Audit Division
383 1. Objectives of the Whistleblowing System
367 3. Internal Audit Charter
383 2. Whistleblowing Procedures
384 3. Protection for Whistleblowers
384 4. Complaint Handling Flow
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385 5. Parties Managing Complaints 413 4. Corporate Culture Introduction for New Employees
385 6. Disclosure, Follow-up on Complaints and Sanctions for 413 5. Corporate Culture Introduction for New Members of
Complaints through the Whistleblowing System in 2025 the Board of Commissioner and/or Directors
385 ANTI-CORRUPTION AND GRATIFICATION 414 STOCK OWNERSHIP PROGRAM BY
CONTROL POLICY MANAGEMENT AND/OR EMPLOYEES THROUGH
THE MSOP/ESOP OPTION
385 1. Background
386 2. Anti-Corruption and Gratification Control Policy 414 SHARES BUYBACK
386 3. Implementation of Anti-Corruption and Gratification 415
Control Policies OTHER CORPORATE ACTIONS
387 4. Other information 415 PROVISION OF FUNDS TO RELATED PARTIES
AND LARGE EXPOSURES
388 AFFILIATED TRANSACTIONS AND CONFLICT
OF INTEREST TRANSACTIONS 415 1. Policy on Provision of Funds to Related Parties
388 1. Affiliated Transactions 415 2. Policy on Provision of Large Exposures
396 2. Conflict of Interest Transactions 415 3. Lending Policy for the Boards of Directors and the Board
of Commissioners
397 LEGAL CASES 415 4. Implementation of the Provision of Funds to Related
Parties in 2025
397 1. Criminal Law Cases
397 2. Civil Law Cases 416 STRATEGIC PLAN
398 3. Legal Cases Faced by the Subsidiaries 416 INTEGRITY OF REPORTING AND INFORMATION
399 SIGNIFICANT CASES & ADMINISTRATIVE TECHNOLOGY SYSTEMS
SANCTIONS 417 1. Transparency of Financial Condition
399 1. Significant Cases Involving Members of the BCA Board 417 2. Non-Financial Condition Transparency
of Directors and Board of Commissioners
418 IMPLEMENTATION OF SUSTAINABLE FINANCE
399 2. Significant Cases Involving Members of the Board of
Directors and Board of Commissioners of Subsidiaries 418 1. Funding Social Activities
399 3. Administrative Sanctions from Relevant Authorities 418 2. Funding Political Activities
399 4. Sanctions for Non-Compliance with Laws or Regulations
Related to Significant or Material Related-Party
418 IMPLEMENTATION OF INTEGRATED
Transactions GOVERNANCE
399 5. Sanctions for Legal Violations Related to Labor, 419 1. Self-Assessment Report on the Implementation of
Employment, Bankruptcy, Competition, or Environment Integrated Governance
399 6. Regulatory Sanctions Related to Material Events 419 2. BCA Financial Conglomerate Structure
399 7. Sanctions Related to Listing Regulations 420 3. Share Ownership Structure of the BCA Financial
399 8. Sanctions Related to Tax Regulations Conglomerate
423 4. Management Structure within the BCA Financial
399 INFORMATION ACCESS AND Conglomerate
CORPORATE DATA 428 5. Intra-Group Transaction Risk
400 1. Communication Channels of Stakeholders
430 INFORMATION RELATED TO FULFILLMENT OF
401 2. Information and Transparency of Products and Services
CORPORATE GOVERNANCE IMPLEMENTATION
401 3. Company Information and Data Facilities
430 1. OJK Circular Letter No. 14/SEOJK.03/2025 concerning
410 4. Complaint Handling Resolution the Implementation of Governance for Commercial
Banks
411 CODE OF ETHICS 431 2. Implementation of Public Company Governance
411 1. Cores of BCA Code of Ethics Guidelines (OJK Circular Letter Recommendation
No. 32/SEOJK.04/2015)
411 2. Enforcement of the Code of Ethics
436 3. BCA’s Implementation of OECD Corporate Governance
411 3. Code of Ethics Related to Anti-Corruption Principles
411 4. Vendor-Related Code of Conduct 437 4. Corporate Governance Principles in Accordance with the
Guidelines of Corporate Governance Principles for Banks
412 5. Dissemination
439 5. General Guidelines for Indonesian Corporate
412 6. Enforcement and Sanctions for Code of Ethics Violations
Governance
413 7. BCA Code of Ethics Violation Cases in 2025
450 6. ASEAN Corporate Governance Scorecard (ACGS)
413 CORPORATE CULTURE 450 7. Statement on Bad Corporate Governance
413 1. BCA Vision and Mission
413 2. BCA Values
413 3. Training and Dissemination of the Vision, Mission, and
Values
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G o o d C o r p o r a t e G o v e r n a n c e
STRENGTHENING BCA’S ECOSYSTEM THROUGH IMPROVING CORPORATE
GOVERNANCE TO SUPPORT SUSTAINABLE BUSINESS RESILIENCE AND GROWTH
To support the strategy of strengthening ecosystem, BCA enhances the implementation of good corporate governance
(GCG) in an integrated manner which includes applying the GCG principles. Further, the Bank also complies with the
applicable laws and regulations, adopt corporate governance best practices, foster an understanding of the importance
of GCG culture among all BCA employees, and strengthen ongoing collaboration with various stakeholders.
Throughout 2025, BCA has received several awards for its implementation of GCG principles, namely:
Annual Report Award The Indonesian S&P Global
National Committee on Governance Policy Institute for Corporate CSA Score
Directorship (IICD)
Corporate Governance
Award Score
ARA 2024
Grand Champion 62
Rank percentile
Grand Champion of Annual Report Award, other
awards include:
• Grand Champion of Listed Company in Financial
Sector
87th
• Grand Champion for Revenue Cluster Rp5 Trillion
• First Winner of Non State-owned Listed “Leadership in Corporate
Company in Financial Sector Governance & Award”
MSCI Indonesia
Index
Top 10 Constituents “A”
Ratings
Top 10
Constituents
Basis for the Implementation of GCG at BCA
BCA has implemented GCG by referring to applicable laws and regulations, internal policies, as well as national and
international best practices that are aligned with BCA’s line of business, including the following:
1. Law of the Republic of Indonesia concerning Capital Markets, Limited Liability Companies, and Banking Industry.
2. OJK Regulation and OJK Circular Letters relating to the implementation of corporate governance.
3. Indonesian Corporate Governance Guidelines Roadmap issued by OJK.
4. ASEAN Corporate Governance Scorecard (ACGS) issued by the ASEAN Capital Market Forum (ACMF).
5. Principles of Corporate Governance issued by the Organization for Economic Cooperation and Development (OECD).
6. Principles for Enhancing Corporate Governance issued by the Basel Committee on Banking Supervision.
7. General Guidelines for Indonesian Corporate Governance (PUGKI) 2021 issued by the National Committee for
Governance Policy (KNKG).
8. BCA’s Articles of Association.
9. Good Corporate Governance Policy.
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Implementation of GCG Principles
The implementation of GCG principles at BCA refers to OJK Regulation and OJK Circular Letter regarding the
Implementation of Governance for Commercial Banks. The GCG principles are as follows:
Principles of
Implementation at BCA
GCG
Transparency • BCA submits a Corporate Governance reports and discloses the information in a timely, clear, and easily
accessible manner for stakeholders through BCA website.
• BCA discloses material information or facts in accordance with the procedures stipulated in the capital
market regulations and/or related laws.
• BCA provides explanations to the public regarding news coverage in the mass media.
• All stakeholders have access to information in accordance with the principle of transparency.
• BCA always complies with banking privacy and professional confidentiality regulations in implementing the
principle of transparency.
Accountability • Members of the Board of Directors and the Board of Commissioners have clear duties and responsibilities.
• The Board of Directors and Board of Commissioners are held accountable for their performance through the
Annual GMS.
• Each function has specific organizational duties and responsibilities that align with BCA’s vision, mission,
strategic goals, and efforts. This is evident in the BCA Organizational Structure, where each function
performs its functions in accordance with its responsibilities.
Responsibility • BCA always adheres to the prudential banking principle in carrying out its business activities.
• BCA also acts as a company that operates ethically and responsibly towards the society, the environment,
and all other stakeholders (good corporate citizen).
• BCA complies with the applicable laws and regulations.
Independence • BCA always acts professionally, is not subject to pressure or intervention from any party, and is objective in
all decision making.
• BCA always avoids conflicts of interest.
Fairness • BCA consistently considers the interests of all stakeholders based on the principles of equality and fairness
(equal treatment).
• BCA provides all shareholders with the opportunity to express their opinions at the GMS.
Objectives of Implementing GCG Principles
The implementation of GCG principles at BCA aims, among other to:
1. Supporting BCA’s vision of “To be the bank of choice and a major pillar of the Indonesian economy”.
2. Supporting BCA’s mission, namely:
• To build centers of excellence in payment settlements and financial solutions for businesses and individuals.
• To understand diverse customer needs and provide the right financial services to optimize customer satisfaction.
• To enhance our corporate franchise and stakeholder’s value.
3. Providing benefits and added value for shareholders and stakeholders.
4. Maintaining and improving the continuity of a healthy and competitive business in the long term (sustainable).
5. Increasing investor confidence in BCA.
Journey of BCA’s Corporate Governance Implementation
BCA has developed a GCG roadmap since 2015 that is in line with the Indonesian Corporate Governance Roadmap
announced in the OJK press release on February 4, 2014. The implementation of this roadmap has been outlined in
the 2019-2024 Annual Report under the Corporate Governance section as follows:
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G o o d C o r p o r a t e G o v e r n a n c e
BCA’s Corporate Governance Implementation Journey
2021
• Preparation or Enhancement of:
» Corporate Governance Guidelines
» Board of Commissioners Guidelines and Work Procedures
» Board of Directors Guidelines and Work Procedures
» Anti-Corruption and Gratification Control Policy
» Corporate Secretary Work Guidelines
• Dissemination:
» Implementation of Affiliated Transactions and Conflict of Interest Transactions
» Digitization of Annual Disclosure
» Digitization of Special List Reports
» Digitization of Board of Commissioners and Board of Directors Reports on BCA Share Transactions
2022
• Preparation or Enhancement of:
» Gratification Control Reporting Policy
» BCA Website Information Management Policy
» Information Disclosure and Reporting Manual Policy
» Statement of the Board of Directors and Board of Commissioners regarding their commitment to implementing
GCG principles
» Remuneration and Nomination Committee Charter
» GCG implementation, referring to the ACGS criteria, in the form of:
1. Issuance of the Code of Conduct Statement
2. Implementation of an orientation program for new Board members related to the appointment of Mr.
Gregory Hendra Lembong and Mr. Antonius Widodo Mulyono
3. Regular update of the BCA website’s Corporate Governance section
4. Audit Committee Charter
5. Risk Oversight Committee Charter
• Dissemination:
» Create a dissemination video for BCA Personnel, broadcast on social media and internal digital publications
regarding:
1. GMS
2. Dividend Distribution
3. Annual Report
4. Corporate Secretary
» Focus Group Discussion with Subsidiaries, on the topics:
1. Equity Participation
2. Affiliated Transactions
3. Self-Assessment of Integrated Governance Mapping Indicators
4. Website Management
» GCG Series, accessible to BCA Employees via the MyBCA Portal (internal portal)
• System Enhancements:
» Revamping the GCG E-Learning system
» Enhancing the Enterprise Management System, BCA’s internal portal, to facilitate integrated reporting,
information sharing, and GCG policy dissemination, including:
1. Digitalization of the GMS Quorum Summary and BCA Dividends
2. Digitalization of BCA’s Soundness Level (TKB) & Integrated Soundness Level (TKT) Self-Assessment Ratings
3. Digitalization of BCA’s Shareholding Composition
4. Digitalization of Historical Stock Data
5. Digitalization of the Public Accounting Firm (PAF) and Public Accountant (PA) Summary
6. Digitalization of Corporate Secretary Data
» Enhancement of Robotic Process Automation (RPA) for processing securities data from the Indonesia
Central Securities Depository (KSEI)
» Enhancement of automated classification and monitoring for changes in BBCA share ownership held
by the Board of Commissioners and the Board of Directors
230 Annual Report 2025 | PT Bank Central Asia Tbk
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2023
• Preparation or Enhancement of:
» Affiliated Transactions and Conflict of Interest Transactions Policy
» Integrated Governance Committee Charter
» Remuneration and Nomination Committee Charter
» Risk Oversight Committee Charter
» ALCO Charter
» Risk Management Committee Charter
» Integrated Risk Management Committee Charter
» Credit Committee Charter
» Credit Policy Committee Charter
» Information Technology Steering Committee Charter
» Personnel Case Advisory Committee Charter
• Dissemination:
» Producing dissemination videos for BCA Personnel, broadcast through social media and internal digital
publication media, regarding:
1. Stock Split Corporate Action
2. Capital Market Supporting Institutions and Professionals
3. Securities Administration Bureau
4. Board of Commissioners Committees
» Organizing FGD with Subsidiaries regarding:
1. Policy on Transaction Cooperation with Related Parties or Affiliated Parties
2. Special List
3. Arm’s Length Transactions
4. Indonesian Public Governance Manual (PUGKI)
» GCG Series, accessible to BCA Personnel through the MyBCA Portal (Internal Portal)
• System Enhancements:
» Affiliated Transaction Reporting System
» Robotic Process Automation (RPA) enhancement to improve data accuracy for OJK’s ANTASENA
reporting
» GCG Implementation, referring to ACGS criteria, through regular updates to the Corporate Governance
section of the BCA website
» Digitalization of reminders for work units regarding coordination reports related to GCG, affiliated
transactions, etc
» Automation of attendance reminders for management meetings
» Digitalization of the GMS and Dividend Calendars
• Preparation or Enhancement of: 2024
» Board of Commissioners Charter
» Board of Directors Charter
» Audit Committee Charter
» Information Technology Steering Committee Charter
» Policy on Disclosure of Share Ownership or Any Changes in Share Ownership
» Personal Data Protection Policy
» Policy on the Implementation of Affiliated Transactions and Conflict of Interest Transactions
• Dissemination:
» Producing dissemination videos for BCA Personnel, broadcast through social media and internal digital
publication media, regarding capital market supporting institutions
» Organizing FGD with Subsidiaries regarding:
1. Carbon Emission Calculation for BCA Subsidiaries
2. Affiliated Transactions and Conflict of Interest Transactions
3. Implementation of Anti-Fraud Measures
» Disseminating Implementation Guidelines for Affiliated Transactions to all Regional Offices (Kanwil) and
Head Office Work Units
» GCG Series, accessible to BCA Personnel through the MyBCA Portal (Internal Portal)
• System Enhancements:
» Affiliated Transaction Reporting System
» Tax notification tracking system regarding affiliated parties
» GCG Implementation, referring to ACGS criteria, through regular updates to the Corporate Governance
section of the BCA website
» Enhancement on digitalization of recapitulation of the Board of Directors meetings, Board of Commissioners
meetings, Committee meetings under the Board of Commissioners and Board of Directors
» ESG Rating Dashboard
» Development of an ESG Chatbot, as a solution to facilitate communication with work units
» Enhanced i-sign for the Board of Directors Minutes of Meeting
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G o o d C o r p o r a t e G o v e r n a n c e
2025
• Preparation and/or Enhancement of:
» Corporate Governance Guidelines
» Integrated Governance Guidelines
» Information Disclosure Policy
» ALCO Charter
» Credit Policy Committee Charter
» Information Technology Steering Committee Charter
• Dissemination:
» Conducting dissemination for BCA Personnel at the Head Office, Regional Offices, and Branches
regarding:
1. Implementation of GCG Principles
2. Affiliated Transaction Reports
3. Compliance with Arm’s Length Principles
4. Compliance with GCG Self-Assessment based on OJK Circular Letter No. 14/SEOJK.03/2025 concerning
the Implementation of Governance for Commercial Banks
5. Completion of Employee Declarations, consisting of the Integrity Pact, Code of Ethics, Annual Disclosure,
and Know Your Employee (KYE) as part of GCG implementation
» Organizing FGD with Subsidiaries regarding:
1. Cyber Security and Data Privacy
2. Review of GCG Reporting and ESG Regulatory Updates in Indonesia related to Financial Service Institutions
3. Tax Dispute Resolution
• System Enhancements:
» Updating RPA for the daily processing of shareholder and bondholder data
» Updating the Enterprise Management System (EMS) internal portal to coordinate governance-related
reports
» Regularly updating policies and the Corporate Governance section of the BCA website in accordance
with ACGS fulfillment
» Developing the ESG Dashboard for monitoring governance-related ratings
Corporate Governance Structure and Mechanism
GCG implementation at BCA is carried out through a series of key activities (governance structure, governance process,
and governance outcome), based on GCG principles and guided by BCA’s commitment.
Implementation of GCG Principles at BCA
General GCG Principles 1. Transparency GCG Principles 1. Ethical Behavior
2. Accountability According to PUGKI 2. Transparency
3. Responsibility 3. Accountability
4. Independency 4. Sustainability
5. Fairness
BCA's Commitment 1. Vision
2. Mission
3. Values
4. Guidelines/Charter
5. Code of Ethics
Governance Structure 1. Main Functions (GMS, Board of Commissioners, Board of Directors)
2. Supporting Functions (Committees under the Board of Commissioners, Committees under the
Board of Directors, Corporate Secretary, Risk Management Division, Compliance Division, Legal
Group, Internal Audit Division, ESG Subdivision)
Governance Process 1. Communication with stakeholders
2. Policy formulation & decision-making
3. Assessment & evaluation
Governance Outcome 1. Positive growth in company performance
2. Bank Soundness Level
3. Assessments from credible rating agencies regarding company performance and/or BCA's GCG
practices
4. Awards from various reputable organizations
232 Annual Report 2025 | PT Bank Central Asia Tbk
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1. Corporate Governance Structure
BCA has established a corporate governance structure reflecting the principles of checks and balances in the
implementation of Good Corporate Governance.
GENERAL MEETING OF SHAREHOLDERS 1
(GMS)
Checks and Balances
2 BOARD OF COMMISSIONERS BOARD OF DIRECTORS
3
4 Asset Liability Committee Divisi Corporate Secretary – 6
Audit Committee 5 Investor Relations & ESG Division
(ALCO)
Risk Management
4 Risk Oversight Committee 5 Risk Management Division 7
Committee
Remuneration and Integrated Risk
4 5 Compliance Division 8
Nomination Committee Management Committee
Integrated Corporate
4 5 Credit Policy Committee Legal Group
Governance Committee
5 Credit Committee Internal Audit Division 9
Information Technology
5
Steering Committee
5 Personnel Case Advisory
Committee
Notes:
1. Explanations regarding the General Meeting of Shareholders are presented in the GMS Chapter of this Annual Report.
2. Explanations regarding the Board of Commissioners are presented in the Board of Commissioners Chapter of this Annual Report.
3. Explanations regarding the Board of Directors are presented in the Board of Directors Chapter of this Annual Report.
4. Explanations regarding the Audit Committee, Risk Oversight Committee, Remuneration and Nomination Committee, and Integrated Governance Committee are
presented in the Board of Commissioners’ Committees Chapter of this Annual Report.
5. Explanations regarding ALCO, Risk Management Committee, Integrated Risk Management Committee, Credit Policy Committee, Credit Committee, Information
Technology Steering Committee, and Personnel Case Advisory Committee are presented in the Board of Directors’ Executive Committees Chapter of this Annual
Report.
6. Explanations regarding the Corporate Secretary are presented in the Corporate Secretary Chapter of this Annual Report.
7. Explanations regarding the Risk Management Division are presented in the Implementation of Risk Management Chapter of this Annual Report.
8. Explanations regarding the Compliance Division are presented in the Compliance Function Chapter of this Annual Report.
9. Explanations regarding the Internal Audit Division are presented in the Internal Audit Division Chapter of this Annual Report.
2. Governance Process
BCA’s commitment to implementing GCG is realized, among others, through:
a. Internal Policies regarding Good Corporate Governance
BCA maintains internal GCG policies as a means of ensuring compliance with regulations and as a support
for the infrastructure and implementation of Good Corporate Governance practices. Several of BCA’s GCG-
related policies include:
Subjects Type of Internal Policies
General Provisions 1. Articles of Association.
2. Code of Ethics.
Corporate Board of Directors Decision No. 218/SK/DIR/2025 dated December 30, 2025 regarding Adjustments
Governance to Corporate Governance Guidelines.
Guidelines
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G o o d C o r p o r a t e G o v e r n a n c e
Subjects Type of Internal Policies
Board of 1. Board of Commissioners and Directors Charter integrated with the Corporate Governance
Commissioners and Guidelines, are contained in Board of Directors Decision No. 121/SK/DIR/2021 dated June 30,
Directors 2021, concerning Adjustments to the Governance Guidelines.
2. Improvements to the policies on Board of Directors and Board of Commissioners Meetings, as
contained in Decision No. 165/SK/DIR/2024 concerning Changes to the Quorum Requirements
for Attendance at Board of Commissioners and Directors Meetings.
Orientation Policy Board of Directors Decision No. 189/SK/DIR/2020 dated December 4, 2020 concerning the
for New Board of Orientation Policy for the New Board of Commissioners and Directors of PT Bank Central Asia Tbk.
Commissioners and
Directors
Committees 1. Board of Commissioners Decision No. 254/SK/KOM/2025 dated December 17, 2025 concerning
Under the Board of the Audit Committee Charter of PT Bank Central Asia Tbk.
Commissioners 2. Board of Commissioners Decision No. 212/SK/KOM/2024 dated December 10, 2024 concerning
the Risk Oversight Committee Charter of PT Bank Central Asia Tbk.
3. Board of Commissioners Decision No. 003/SK/KOM/2023 dated January 4, 2023 concerning the
Remuneration and Nomination Committee Charter PT Bank Central Asia Tbk.
4. Board of Commissioners Decision No. 121/SK/KOM/2023 dated July 17, 2023 concerning the
Integrated Governance Committee Charter – PT Bank Central Asia Tbk.
Corporate Secretary Board of Directors Decision No. 259/SK/DIR/2021 dated December 23, 2021 concerning the
Corporate Secretary Charter.
Integrated 1. Board of Directors Decision No. 231/SK/DIR/2025 dated November 18, 2025, concerning
Governance Integrated Governance.
2. Corporate Charter – Financial Conglomerate of PT Bank Central Asia Tbk dated June 12, 2025
Affiliate 1. Board of Directors Decision No. 151/SK/DIR/2023 dated September 12, 2023, concerning
Transactions and Affiliated Transactions and Conflict of Interest Transactions.
Conflict of Interest 2. Circular Letter No. 155/SE/POL/2024 dated May 15, 2024, concerning the Implementation of
Transactions Affiliated Transactions and Conflict of Interest Transactions.
3. Board of Directors Decision No. 0039/SK/DIR/2025 dated February 25, 2025 regarding Annual
Disclosure related to Conflicts of Interest
4. Circular Letter No. 190/SE/POL/2025 dated May 26, 2025 regarding Provisions for Annual
Disclosure of Conflicts of Interest in Digital Form
Anti-fraud 1. Board of Directors Decision No. 009/SK/DIR/2025 dated January 20, 2025, concerning
Adjustments to the Anti-Fraud Strategy Policy.
2. Board of Directors Decision No. 127/SK/DIR/2025 dated July 11, 2025, concerning the Anti-Fraud
Declaration and Integrity Pact.
3. Circular Letter No. 004/SE/POL/2025 dated January 10, 2025, concerning the Anti-Fraud
Declaration and Integrity Pact.
Whistleblowing Board of Directors' Decision No. 146/SK/DIR/2017 dated November 1, 2017 concerning the
System Implementation of Whistleblowing System at BCA.
Internal 1. Board of Directors Decision No. 0192/SK/DIR/2024 dated November 19, 2024, concerning the
Audit and Internal Internal Audit Charter.
Control 2. Board of Directors Decision No. 183/SK/DIR/2017 dated December 13, 2017, concerning the
Internal Control System Standard Guidelines (PSSPI) of PT Bank Central Asia Tbk.
Risk Management 1. Board of Directors Decision No. 243/SK/DIR/2021 dated December 6, 2021, concerning the Basic
Risk Management Policy of PT Bank Central Asia Tbk.
2. Circular Letter No. 200/SE/POL/2023 dated July 4, 2023, concerning the Implementation
Guidelines for Integrated Compliance Risk Management.
3. Board of Directors Decision No. 123/SK/DIR/2023 dated July 4, 2023, concerning the Integrated
Compliance Risk Management Policy.
4. Board of Directors Decision No. 244/SK/DIR/2021 dated December 6, 2021, concerning the Basic
Integrated Risk Management Policy of the BCA Financial Conglomerate.
5. Board of Directors Decision No. 168/SK/DIR/2025 dated August 29, 2025, concerning
Adjustments to the Integrated Risk Limit Policy.
Anti-Money Anti-Money Laundering, Counter-Terrorism Financing, and Counter-Proliferation of Weapons of Mass
Laundering Destruction Program Policy dated December 27, 2024.
Procurement 1. Board of Directors Decision No. 075/SK/DIR/2022 dated May 31, 2022, concerning Amendments
to the Provisions for Procurement of Goods and/or Services.
2. Board of Directors Decision No. 038/SK/DIR/2022 dated March 4, 2022, concerning
Amendments to the Provisions for Procurement of Goods and/or Services.
3. Circular Letter No. 085/SE/POL/2022 dated March 4, 2022, concerning Adjustments to the
Procurement Process for Goods and/or Services.
Insider Trading Stated in BCA's Governance Guidelines regarding Insider Transactions.
Gratification Control 1. Board of Directors Decision No. 269/SK/DIR/2021 dated December 31, 2021, concerning Anti-
Corruption Policy and Gratification Control.
2. Circular No. 336/SE/POL/2022 dated September 15, 2022, concerning Gratification Control
Reporting.
Information 1. Stated in BCA Governance Guidelines concerning Disclosure and Information to Stakeholders.
Disclosure 2. Circular Letter No. 480/SE/POL/2022 dated December 15, 2022, concerning BCA Website
Information Management.
234 Annual Report 2025 | PT Bank Central Asia Tbk
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Subjects Type of Internal Policies
Dividend Policy Board of Directors Decision No. 003/SK/DIR/2025 dated January 3, 2025 concerning Dividend
Policy.
Other Related 1. Equity Participation Policy.
Policies 2. Environmental, Social, and Governance (ESG) Financing Policy for the Oil and Gas Industry Sector.
3. Application User ID Management Policy for External Parties through ID Governance.
4. Application Development Security Provisions.
5. Personal Data Protection Policy.
6. Emergency Management Policy as stipulated in the BCA Financial Conglomerate's Integrated
Business Continuity Policy.
7. Loan Policy for the Board of Directors and Board of Commissioners.
BCA’s Corporate Governance Manual, as enhanced The main points of the insider trading policy are
through Board of Directors’ Decision No. 218/SK/ available for download on the BCA website’s
DIR/2025 concerning Amendments to the Governance Governance Policy section (https://www.bca.co.id/
Manual, covers the following: en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
• General Provisions.
• General Meeting of Shareholders (GMS) & Other 2) Dividend Policy
Corporate Actions. The Dividend Policy is generally regulated in the
• Board of Commissioners, including their charters BCA`s Corporate Governance Guidelines which
and work rules. include the legal basis for the policy, considerations
• Board of Directors, including their charters and for dividend distribution, and GMS resolutions
work rules. regarding dividends.
• Compliance, Internal Audit, and External Audit
Functions. The Dividend Policy regarding the method of
• Communication and Information Functions. dividend distribution, the principles of dividend
• Implementation of Risk Management. distribution, the amount of dividends given, means
• Anti-Fraud and Whistleblowing Strategies. of announcement (publication), distribution flow,
• Transparency and Publication of Information to and dividend tax provisions are regulated in the
Stakeholders. Board of Directors’ Decision which refers to Board
• Corporate Plan and Bank Business Plan (RBB). of Directors Direction No. 003/SK/DIR/2025 dated
• Insider Trading. January 3, 2025 concerning Dividend Policy.
• Governance implementation within the Banking
Group. The key points of the Dividend Policy are available
• Self-Assessment Reports and Annual Reports. for download on the BCA website’s Governance
Policy section (https://www.bca.co.id/en/tentang-
The main points of the Corporate Governance bca/tata-kelola/acgs/kebijakan-gcg). Throughout
Guidelines are available for download on the BCA 2025, the dividend payments were made in
website’s Governance section (https://www.bca.co.id/ accordance with the applicable regulations.
en/tentang-bca/tata-kelola/ACGS/Kebijakan-GCG).
The implementation of dividend payments is
In addition to the Corporate Governance Guidelines, explained on page 216 of this Annual Report.
BCA has implemented several policies of which have
fulfilled the ASEAN Corporate Governance Scorecard 3) Policy on Annual Statement of Conflict of Interest
(ACGS) standards: To enhance public trust and support the
implementation of good governance principles,
1) Insider Trading Policy BCA maintains a policy on Annual Statement of
This policy is regulated within the BCA`s Corporate conflict of interest to provide guidelines for all BCA
Governance Guidelines, covering compliance, personnel as individuals interacting with customers,
prohibitions, and exceptions of insider trading. partners, and colleagues.
BCA Personnel must implement the following,
among others, comply with prevailing capital Fundamentally, all BCA personnel must:
market regulations and uphold BCA’s Code of • act honestly, honorably, and responsibly,
Ethics. To encourage the implementation of these and must be free from influences that could
policies, BCA Personnel must ensure their personal compromise objectivity in the performance
interest to not conflict with the interest of BCA of duties or result in BCA losing business or
or its customers, avoid the abuse of authority reputation.
for personal or family gain, and refrain from any • identify and be aware of activities potentially
misconduct that may damage the professional or triggering a conflict of interest, and are
corporate image of BCA. obligated to avoid them. If such activities
are unavoidable, they must be immediately
reported to a direct supervisor.
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G o o d C o r p o r a t e G o v e r n a n c e
Considering the importance of this policy, The procurement policy for general goods,
the Policy on Annual Statement of Conflict services, and buildings includes requirements
of Interest is regulated through a Board of and procurement authority, centralized and
Directors’ Decision, with implementation decentralized procurement systems, types
guidelines further detailed in a Circular Letter of goods and/or services, procurement
for all BCA personnel, namely the Circular Letter issue handling, activity grouping, supporting
on Provisions for Digital Annual Statement of documents, procurement processes/flows, and
Conflict of Interest. vendor selection. The information technology
procurement policy includes terms and conditions,
4) Emergency Handling Policy procurement flows, testing activities and end-
The Emergency Handling Policy is regulated user computing, procurement recommendations
within the BCA Financial Conglomerate and approvals, recommendation and approval
Integrated Business Continuity Policy governing authorities, multi-principal/multi-vendor/
business continuity implementation to ensure multi-brand implementation, and procurement
the ongoing operations of BCA and members implementation instructions. Said procurement
of the BCA Financial Conglomerate during policy also regulates mechanisms for searching
disruptions. Issues regulated in this policy and selecting prospective vendors by considering
include business continuity plan policies, factors such as the cost of offered goods/
protocols from BCA to members of the BCA services along with vendor professionalism and
Financial Conglomerate and vice versa, as well credibility. The main points of the Procurement
as the priority order of recovery. policy are available for download on the BCA
website under the Governance Policy section
5) Information Technology Governance Policy (https://www.bca.co.id/en/tentang-bca/tata-
Along with the rapid development and use kelola/acgs/kebijakan-gcg).
of technology in providing banking services,
BCA has in place Information Technology BCA Personnel are subject to the Code of Ethics
Governance Guidelines, which cover regarding vendors, accessible on page 411 in the
policies related to information technology Code of Ethics section of this Annual Report.
risk, management of changes in information Throughout 2025, BCA conducted procurement
technology, management of information and/or supplier/contractor appointment
technology problems, information technology processes in accordance with BCA internal
quality control, information technology policies regarding the Procurement of Goods
capacity management, information technology and/or Services and other established provisions.
communication network management, and data
center physical security. BCA has also carried 7) Communication and Information Policy
out measurements of the maturity level of BCA recognizes the importance of communication
information technology. The main information policies governing interactions between BCA and
technology governance policies are available its stakeholders. BCA has established:
for download in the Governance Policy section » Communication and Information Policy
on the BCA website (https://www.bca.co.id/en/ » Transparency and Information Publication
tentang-bca/tata-kelola/acgs/kebijakangcg). Policy for Stakeholders, as stipulated in the
Corporate Governance Guidelines
6) Procurement Policy
BCA requires the procurement of goods and These policies encompass provisions regarding
services to support banking business activities. the Corporate Secretary, Investor Relations,
Such procurement needs drive BCA to maintain Internal Communication & Information Media,
goods and/or services procurement guidelines, Determination of Disclosure Levels, Aspects
enabling the Bank to obtain goods and/or of BCA’s Transparency Conditions, Disclosure
services of expected quality in accordance of Material Information or Facts, Transparency
with prevailing regulations and Good Corporate Aspects, and more. BCA consistently provides
Governance principles. Procurement policies convenience for stakeholders and the general-
at BCA cover general goods and/or services, public to communicate and access BCA
buildings, and information technology. information and data. The main points of the
Communication policy are available for download
on the BCA website under the Governance Policy
section (https://www.bca.co.id/en/tentang-
bca/tata-kelola/acgs/kebijakan-gcg).
236 Annual Report 2025 | PT Bank Central Asia Tbk
Page 239
8) Affiliated Transaction and Conflict of Interest 3) Governance Principles from the Organization
Transaction Policy for Economic Cooperation and Development
Affiliated Transaction and Conflict of Interest (OECD);
Transaction Policy is accessible on page 388 in 4) Corporate Governance Principles for Banks
the Affiliated Transaction and Conflict of Interest Guidelines issued by the Basel Committee on
Transaction Information section of this Annual Report. Banking Supervision;
5) General Guidelines for Indonesian Corporate
9) Loan Policy for the Board of Directors and the Governance (PUGKI); and
Board of Commissioners 6) ASEAN CG Scorecard (ACGS) indicators.
The Loan Policy for the Board of Directors and
the Board of Commissioners is accessible on Detailed descriptions of GCG principle fulfillment
page 415 under the Provision of Funds to Related are accessible on page 430 in the Information
Parties section of this Annual Report. Table section concerning Corporate Governance
implementation.
10) Orientation Policy for New Members of the Board
of Directors and the Board of Commissioners c. Internalization
BCA has established an Orientation Policy for New One effective effort supporting the implementation
Members of the Board of Directors and the Board of GCG principles at BCA involves conducting
of Commissioners based on the Board of Directors’ internalization for all BCA Personnel, encompassing
Decision No. 189/SK/DIR/2020 dated December 4, the following:
2020 regarding the Orientation Policy for the New
Board of Commissioners and Directors of PT Bank 1) BCA Personnel Statement
Central Asia Tbk. This policy aims to enable newly As a concrete manifestation of BCA’s
appointed members of the Board of Directors and commitment to continuously improving the
the Board of Commissioners to participate in an implementation of Good Corporate Governance
orientation program, facilitating a comprehensive principles in accordance with prevailing
understanding of BCA within a short period. regulations, BCA requires employees to submit
annual statements regarding, among others:
11) Personal Data Protection Policy • Integrity Pact
BCA has established a Personal Data Protection In line with OJK Regulation No. 12 of 2024
Policy based on the Board of Directors’ Decision concerning the Implementation of Anti-Fraud
No. 083/SK/DIR/2024 dated May 30, 2024 Strategies for Financial Services Institutions,
regarding Personal Data Protection, fulfilling the and to ensure more effective Anti-Fraud
requirements of Law No. 27 of 2022 concerning Strategy implementation, efforts to enhance
Personal Data Protection. a risk-aware culture are necessary to make
fraud prevention the focus of attention for
12) Ownership Reporting or Change in Share the entire organization. Therefore, BCA
Ownership Policy for Public Companies requests anti-fraud awareness from all BCA
In order to comply with OJK Regulation No. 4 Personnel through the digital signing of an
of 2024 concerning Ownership Reports or Any integrity pact statement.
Changes in Share Ownership of Public Companies • Code of Ethics
and Pledging Activities Reports of Public Company The BCA Code of Ethics statement is drafted
Shares, BCA has a policy for reporting ownership to demonstrate the commitment of BCA
of BBCA shares to the OJK as stipulated in Personnel to complying with the prevailing
Memorandum No. 0075/MO/ESG/2024 dated code of ethics. Code of Ethics statements
August 6, 2024, regarding the Update of the Power are submitted annually through digital means
of Attorney related to Changes in the Mechanism via the MyBCA Portal.
for Reporting BBCA Share Ownership to the OJK. • Annual Disclosure
To avoid potential conflicts of interest
b. Compliance with GCG Principles and enable all BCA Personnel to prevent,
BCA has fulfilled GCG principles by adhering to: recognize, and resolve conflict of interest
1) Recommendations of OJK Circular Letter No. 14/ situations, BCA Personnel submit annual
SEOJK.03/2025 dated June 24, 2025, concerning disclosures. This statement reflects
Corporate Governance Guidelines for Commercial BCA’s commitment to implementing GCG
Banks; transparently and efficiently.
2) Recommendations of OJK Circular Letter No.
32/SEOJK.04/2015 dated November 17, 2015,
concerning Corporate Governance Guidelines
for Public Companies;
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G o o d C o r p o r a t e G o v e r n a n c e
Written statements in the Annual Disclosure parties related to BCA that could have
include the following statements: a negative impact on BCA and/or could
a) statement of whether or not there is influence the recipient’s decisions in their
ownership of shares/share participation position within BCA.
of 5% or more in a company on behalf of j) statement regarding whether or not the
oneself, a wife/husband and/or child, person concerned, during the reporting
either individually or jointly; period, received business travel facilities
b) statement regarding whether the (accommodation, transportation, pocket
individual concerned serves as a money and others) related to invitations/
Commissioner/Director/employee/ visits to the location of prospective third
partner/associate/executive at the parties/vendors or other locations, or
company mentioned in point a) above entertainment (golf facilities, concerts,
and/or other companies; medical facilities, and others) from
c) statement of whether, during the prospective third parties/vendors, both
reporting period, the company mentioned domestically and abroad, especially before
in points a) or b) above received credit cooperation with the party took place;
from or became a partner of BCA; k) statement regarding whether or not the
d) statement of the whether or not there is person concerned, during the reporting
transaction involvement in the process of period, received discounts/cashback or
granting credit/transactions as a partner special facilities from the procurement
to: of office supplies and equipment,
• The company referred to in point a), aeroplane/train tickets, notaries,
and/or appraisals, public accountants and other
• Companies owned by the person parties related to BCA, which have not
concerned family members with a been deposited with BCA.
shareholding of 5% or more, and/or l) statement regarding whether or not they
• Companies in which the person have borrowed money from customers
concerned family members and/or partners using electronic means
are Commissioners/Directors/ or without electronic means;
employees/partners/allies/ m) statement regarding whether or not they
administrators, and/or have used BCA’s facilities or equipment
• Other companies in which the person (without the approval of the authorised
concerned is a Commissioner/ officer) for personal or family interests;
Director/employee/partner/ally/ n) statement regarding whether or not the
administrator or a Beneficial Owner. person concerned, during the reporting
e) statement of whether or not there is period, had family members who were in
family affiliation with Major Shareholders, contact with team members, co-workers
Commissioners/Directors, credit or other BCA employees in the context
customers and/or Bank partners; of business relationships/cooperation/
f) statement regarding family relationships business activities in any form that could
up to the second degree with the Main directly or indirectly provide benefits to
Shareholder, members of the Board of the Employee/family member;
Commissioners or Board of Directors of o) statement regarding whether or not
the Bank (to be filled in specifically by the person concerned had conducted
members of the Board of Commissioners foreign exchange transactions and other
and Board of Directors); transactions for trading purposes for
g) statement on whether or not credit their own benefit through BCA;
(outside of Employee facilities) has been p) statement regarding the provision of
received from the Bank, approved by special treatment to debtor customers
parties with family relationships during and/or BCA partners that deviates from
the reporting period; the provisions;
h) statement regarding whether the person q) statement regarding involvement in
concerned is an administrator or member the sale of other investment/insurance
of an association/club/party/community products outside of the cooperation that
organization and/or other organization has been carried out by BCA, including
that may give rise to a conflict of interest; other similar products that have the
i) statement on whether or not the person potential to compete with BCA products
concerned, during the reporting period, or BCA cooperation products and
has received/enjoyed facilities, gifts or Subsidiary Company products.
rewards, gifts and/or promotional items
from BCA partners/customers or other
238 Annual Report 2025 | PT Bank Central Asia Tbk
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To facilitate access for BCA Personnel, these 3) Dissemination
statements are accessible online via the MyBCA GCG dissemination is conducted through,
Portal. among others:
• Dissemination of GCG Principles and
2) Dissemination of BCA Corporate Values Implementation
BCA Corporate Values instilled in every member This dissemination is carried out through
of BCA Personnel include: online sessions for branches via the “Gaspol”
• Customer Focus program, video uploads on the MyBCA
Implementation of Customer Focus includes internal portal accessible to all employees,
SMART SOLUTION activities, a program and infographics featuring themes such
designed to achieve BCA’s goal of providing as GCG principles, affiliated transactions,
excellent service, meeting customer conflict of interest transactions, annual
needs, and offering financial solutions. It disclosure submission mechanisms, and
also includes Branch Service Quality Index other related topics.
assessments and Customer Engagement • Dissemination of the Code of Ethics
evaluations. This dissemination involves broadcasting
• Integrity videos accessible to all BCA employees
Implementation of Integrity includes cultural via the BCA internal portal (myVideo) and
internalization activities, such as the One sending email reminders to all staff, while
BCA spirit (One Goal, One Soul, One Joy) the electronic submission of Code of Ethics
and Senada (Always by Your Side). statements is completed through the BCA
• Teamwork internal portal.
Implementation of Teamwork includes • Anti-Fraud Awareness (AFA) Dissemination
programs like TEAAA (Team Engagement BCA has established Anti-fraud Strategy
Action, Action, Action) and Share Your TEX Implementation Guidelines containing
(Team Engagement Xperience), where every strategy implementation, risk management
leader can share stories regarding action implementation, mandatory reports for
plans implemented in their respective work regulators, and applicable sanctions. BCA
units to improve Team Engagement through also actively conducts fraud awareness and
BCA’s internal social media, MyXperience. anti-gratification dissemination through:
• Continuous Pursuit of Excellence » distribution of Anti-Fraud comics, Anti-
Implementation of Continuous Pursuit of fraud Statements, and presentation
Excellence includes the BCA Innovation slides on Anti-fraud implementation
Award program, open to all employees and the whistleblowing system, available
for submitting innovative ideas for BCA’s for download on MyBCA internal portal,
development. as well as the distribution of Anti-fraud
Awareness (AFA) videos and posters via
GCG principles are embedded within every BCA email;
corporate value, particularly within Integrity and » implementation of COP on Anti-fraud
Continuous Pursuit of Excellence. The Vision, Strategy Implementation;
Mission, and Corporate Values are accessible » mandatory e-learning modules for all
on the BCA website (https://www.bca.co.id/ employees;
en/tentang-bca/korporasi/visi-misi). » and other similar activities.
Dissemination activities, representing efforts BCA implements the AFA program to enable
to internalize BCA’s culture and corporate every employee to play an active role in
values, are conducted through sharing sessions, cultivating an anti-fraud culture, representing an
face-to-face dissemination with leaders and effort to apply the principles of accountability
colleagues within the same division (Community and independency in Good Corporate
of Practice/COP), the creation of corporate Governance, thereby creating a conducive work
value comics, dissemination via the intranet, environment free from fraudulent acts. One AFA
and the broadcasting of Corporate Value videos program currently prioritized involves the Anti-
on the internal portal, available for download fraud declaration and the completion of the
at any time. Integrity Pact, mandatory for all BCA Personnel.
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G o o d C o r p o r a t e G o v e r n a n c e
(https://www.bca.co.id/en/tentang-bca/tata-kelola/
acgs/kebijakan-gcg).
a. Internal Assessment
BCA conducts an internal assessment of GCG
implementation every semester using a self-
assessment worksheet method, referring to the
OJK Circular Letter concerning the Implementation
of Good Corporate Governance for Commercial
Banks.
1) Procedure
The BCA Corporate Secretariat and Integrated
• Dissemination of Affiliated Transactions and GCG Team collects relevant data and information
Conflict of Interest Transactions for self-assessment purposes regarding the
BCA plays an active role in implementing adequacy and effectiveness of Good Corporate
information disclosure or reporting of affiliated Governance Implementation. The assessment
transactions and conflict of interest transactions covers all aspects of governance, by considering
as a form of implementing the principles of the principles of significance and materiality.
Good Corporate Governance. Policies regarding After data collection, the positive and negative
reporting of affiliated transactions and conflict factors of each governance aspect will be
of interest transactions are outlined in Board summarized, namely:
of Directors Decision No. 151/SK/DIR/2023 • Governance Structure
dated September 12, 2023, concerning As se s s i n g t h e a d e q u a cy of B C A ’ s
Affiliated Transactions and Conflict of Interest governance structure and infrastructure
Transactions, and Circular Letter No. 155/SE/ to ensure the implementation of Good
POL/2024 dated May 15, 2024, concerning the Corporate Governance principles produces
Implementation of Affiliated Transactions and outcomes aligning with BCA stakeholder
Conflict of Interest Transactions. These policies expectations.
are available for download on MyBCA portal (an • Governance Process
internal portal), accessible to all BCA employees Assessing the effectiveness of the
throughout Indonesia. Dissemination is carried process of implementing Good Corporate
out through communication forums and sharing Governance principles, supported by the
sessions between work units. adequacy of BCA’s governance structure
and infrastructure.
The implementation of GCG is a crucial factor in • Governance Outcome
maintaining shareholder and stakeholder trust Assessing the quality of outcomes meeting
in BCA. The necessity of implementing GCG the BCA’s stakeholders’ expectations, which
becomes increasingly significant to ensure are the result of the process of implementing
BCA maintains business continuity amidst rising Good Corporate Governance principles
business risks and challenges in the banking and supported by the adequacy of BCA’s
industry. Through the implementation of Good governance structure and infrastructure.
Corporate Governance principles, BCA expects 2) Assessment Criteria
to maintain sound and sustainable business The internal assessment of GCG implementation
continuity. is conducted based on OJK Circular Letter No. 14/
SEOJK.03/2025 concerning the Implementation
3. Corporate Governance Outcomes of Governance for Commercial Banks, which
GCG implementation target achievement indicators revokes OJK Circular Letter No. 13/SEOJK.03/2017
are assessed internally and externally. The corporate concerning the Implementation of Governance
governance assessment policy is presented in the BCA for Commercial Banks, the criteria used when
Governance Guidelines, which can be downloaded conducting self-assessments in semester 1st and
from the GCG Policy section of the BCA website 2nd semester of 2025 are as follows:
240 Annual Report 2025 | PT Bank Central Asia Tbk
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1st semester – 2025
2nd semester – 2025
(based on OJK Circular Letter No. 13/
(based on OJK Circular Letter No. 14/SEOJK.03/2025)
SEOJK.03/2017)
The assessment includes 11 (eleven) factors The assessment includes 16 (sixteen) factors assessing the
for the implementation of Good Corporate implementation of Good Corporate Governance, namely:
Governance, namely: • implementation of the duties, responsibilities, and authority of the
• implementation of the duties and Board of Directors;
responsibilities of the Board of Directors; • implementation of the duties, responsibilities, and authority of the
• implementation of the duties and Board of Commissioners;
responsibilities of the Board of • completeness and implementation of committee duties;
Commissioners; • handling of conflicts of interest;
• completeness and implementation of • implementation of the compliance function;
committee duties; • implementation of the internal audit function;
• handling of conflicts of interest; • implementation of the external audit function;
• implementation of the compliance function; • implementation of risk management, including the internal control
• implementation of the internal audit function; system;
• implementation of the external audit function; • provision of remuneration;
• implementation of risk management, • provision of funds to related parties and provision of large funds;
including the internal control system; • integrity of reporting and information technology systems;
• provision of funds to related parties and large • Bank's strategic plan;
exposures; • shareholder aspects;
• transparency of the Bank's financial and non- • implementation of anti-fraud strategies, including anti-bribery;
financial condition, reports on governance • implementation of sustainable finance, including the
implementation, and internal reporting; and implementation of social and environmental responsibility;
• the Bank's strategic plan. • implementation of governance within the Bank's business group.
3) Parties Conducting the Assessment
The self-assessment of the above assessment factors was conducted by involving relevant functions
or units, including the Board of Commissioners, Board of Directors, Committees, Internal Audit Division,
Compliance Division, Risk Management Division, Corporate Secretary Team, and other relevant work units.
4) Self-Assessment Results
The self-assessment results for GCG implementation in 2025 in the first and second semesters were ranked
1 (one), with the following details:
Self-Assessment Results for the Implementation of Good Corporate Governance Individually
Rating Rating Definition
1st semester 1 BCA's management has generally implemented very good Governance. This result
is reflected in the very adequate fulfillment of Governance principles. If there are
weaknesses in the implementation of Governance principles, they are generally not
significant and can be resolved through normal management actions.
2nd semester 1 BCA's management has generally implemented very good Governance. This result
is reflected in the very adequate fulfillment of Governance principles. If there are
weaknesses in the implementation of Governance principles, they are generally not
significant and can be resolved through normal management actions.
b. External Assessment
1) ASEAN Corporate Governance Scorecard
In addition to conducting a self-assessment, BCA’s corporate governance implementation was also assessed
by an independent external party, RSM Indonesia, as Indonesia’s Domestic Ranking Body (DRB), according
to the ASEAN Corporate Governance Scorecard (ACGS).
The ASEAN Corporate Governance Scorecard (ACGS) is an initiative of the ASEAN Capital Market Forum
(ACMF), supported by the Asian Development Bank (ADB), to improve corporate governance practices
in ASEAN. Indonesia is one of six ASEAN countries participating in this initiative. BCA is committed to
implementing the ACGS assessment aspects to improve Good Corporate Governance practices.
• Assessment Parties
The assessment parties are RSM Indonesia, appointed by the OJK and the Indonesia Stock Exchange
(IDX) to serve as Indonesia’s Domestic Ranking Body (DRB).
• Assessment Aspects
The ASEAN Corporate Governance Scorecard assessment practices are based on publicly accessible
information. In general, the ACGS assessment is based on the governance principles issued by the
Organization for Economic Cooperation and Development OECD. The ACGS assessment includes:
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G o o d C o r p o r a t e G o v e r n a n c e
Level 1: Level 2:
» Section A - Rights and Fair Treatment of Bonuses & Penalties
Shareholders • Assessment Results
» Section B - Sustainability and Resilience The ACGS assessment result is 108.15. BCA’s
» Section C - Disclosure and Transparency position is above the regional average, as
» Section D - Responsibilities of the Board detailed below:
of Directors
120
108.15
101.9 106.6
100
85.2
77
80 70
67
60
40
20
0
2017 2019 2021 2024*
BCA Regional Average
Note:
*) The industry average for the 2024 assessment has not been announced.
The implementation of indicators serves as a » Conduct a self-assessment of the
benchmark for assessment results. BCA has ACGS indicators to facilitate assessors
implemented the indicators and exceeded in assessing and measuring indicator
the minimum implementation standards, implementation. The ACGS self-
which are further explained as follows: assessment is accessible through the
» Consistently applying the notice period BCA website at https://www.bca.co.id/
for Annual GMS no later than 28 (twenty- en/tentang-bca/tata-kelola/acgs.
eight) days prior to the meeting date;
» Disclosing the names of PAF and PA in the • ACGS Recommendations and Follow-up
Notice of Annual GMS; Regarding ACGS indicator B.3.1, related
» Attendance of all Audit Committee to disclosure of capital and debt structure
members at the Annual GMS, including reviews:
all Committee Chairs under the Board BCA has disclosed the Board of Directors
of Commissioners; conducts reviews to ensure the Company’s
» Voting at the GMS is conducted both capital and debt structures align with
physically and electronically (e-voting) strategic objectives and risks. Disclosures
through eASY.KSEI; related to this are presented in the Basis for
» A summary of the GMS results is Establishing Management Policies on Capital
published on the next business day after Structure and Debt section of this Annual
the GMS date; Report.
» Disclosing senior management
shareholdings; Regarding ACGS indicator C.2.4, related to
» Implementing an internationally dividend policy:
recognized Sustainability Reporting BCA has a dividend policy disclosed in the
framework; Corporate Governance Process section –
» Using third-party services to conduct the Governance Chapter of this Annual Report.
search for candidates for the Board of The main points of the dividend policy are
Commissioners and/or Directors; available for download on the BCA website’s
» Policies and completeness related to Corporate Governance Policy section
governance processes surrounding (https://www.bca.co.id/en/tentang-bca/
information technology issues, including tata-kelola/acgs/kebijakan-gcg).
disruption management, cybersecurity,
and disaster recovery;
242 Annual Report 2025 | PT Bank Central Asia Tbk
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Regarding ACGS indicator C.3.1, related to Good Corporate Governance Implementation.
disclosure of remuneration structure: The assessment covers all governance aspects,
by considering the principle of significance.
The remuneration of the BCA Board of After data collection, conclusions can be drawn
Commissioners and Directors is determined regarding governance structure, process, and
based on the procedures, structure, and outcome.
indicators stipulated in BCA’s Articles of 2) Assessment Criteria
Association and the Board of Commissioners’ The criteria used in the assessment are as
Decision concerning the Remuneration Policy stipulated in the OJK Regulation and/or the OJK
for the Board of Directors and the Board of Circular Letter on Corporate Governance for
Commissioners. Disclosures regarding the each Subsidiary Entity’s business area.
remuneration structure are presented in the 3) Parties conducting the assessment
Remuneration Policy chapter of this Annual The self-assessment is conducted by the
Report. Corporate Secretariat and the Integrated GCG
Unit.
BCA has implemented Good Corporate 4) Self-Assessment Results
Governance practices in compliance Overall, BCA’s assessment of the implementation
with applicable regulations and remains of Corporate Governance in BCA’s Subsidiaries
committed to enhancing governance in 2025 for the first and second semester was
practice disclosures based on ACGS. “Very Good.”
2) The Indonesian Institute for Corporate GENERAL MEETING OF SHAREHOLDERS
Directorship (IICD) Corporate Governance
Award The General Meeting of Shareholders (GMS) is the highest
The IICD has conducted governance function in the BCA Governance structure, serving as
assessments of issuers listed on the Indonesia a means for shareholders to exercise their rights and
Stock Exchange since 2005, using the OECD obligations. The GMS holds its own authorities, which
Corporate Governance (CG) Scorecard method, are not granted to the Board of Directors or the Board of
an internationally standardized CG principle Commissioners, within the limits defined by law and/or
implemented in ASEAN countries, including the BCA Articles of Association.
Indonesia. Since 2012, the IICD has been
assessing the 100 companies with the largest The legal basis for the implementation of the GMS at BCA
market capitalization listed on the Indonesia refers to:
Stock Exchange using the ASEAN CG Scorecard. 1. Law No. 40 of 2007 concerning Limited Liability
Since 2017, the number of issuers assessed by Companies.
the IICD has been increased to 200. 2. OJK Regulation No. 15/POJK.04/2020 concerning the
Plan and Implementation of the General Meeting of
As a result of the 2025 assessment, BCA won Shareholders of Public Companies.
the “Leadership in Corporate Governance” 3. OJK Regulation No. 14 of 2025 concerning the
award at the 16th IICD Corporate Governance Electronic Implementation of the General Meeting of
Conference & Award and the Top 50 Large Shareholders, General Meeting of Bondholders, and
Cap & Mid Cap Issuers award, held in Jakarta General Meeting of Sukuk Holders.
on September 15, 2025. These awards reflect 4. BCA Articles of Association (available on the BCA
BCA’s commitment to continuous improvement website, https://www.bca.co.id/en/tentang-bca/
in the implementation of good corporate tata-kelola/Akta-Perusahaan.
governance. 5. Corporate Governance Guidelines (available on the
BCA website, https://www.bca.co.id/en/tentang-bca/
c. Assessment on the Implementation of tata-kelola/ACGS/Kebijakan-GCG.
Good Corporate Governance in BCA’s
Subsidiaries 1. Implementation of the Annual GMS
BCA conducts an internal assessment of the for the 2024 Financial Year
implementation of GCG in each subsidiary every In 2025, BCA held the Annual General Meeting of
semester using a self-assessment method referring Shareholders for the 2024 Financial Year (AGMS). The
to the Corporate Governance provisions of each agenda (along with the explanation for each item)
subsidiary’s business sector. discussed at the AGMS were made available at the
1) Procedure Environmental Social Governance Subdivision - BCA
The BCA GCG Team collects relevant data Head Office and were uploaded to the BCA website
and information for self-assessment purposes on the same date as the notice of the meeting, with
regarding the adequacy and effectiveness of the following details:
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G o o d C o r p o r a t e G o v e r n a n c e
AGMS Implementation:
Day/Date Wednesday, March 12, 2025
Time 10.35 to 13.06 WIB
Place Menara BCA Grand Indonesia,
Jl. M.H. Thamrin No. 1, Jakarta 10310
Quorum The total number of shares with voting rights present or represented at the AGMS was 109,345,603,429 shares, or
88.7005% of the 123,275,050,000 shares, which represents all the shares issued by BCA. Consequently, the quorum
requirement for attendance, as stipulated in Article 23 paragraph 1 letter a of the BCA Articles of Association, was
fulfilled.
Attendance: Ir. Djohan Emir Setijoso President Commissioner
Board of
Commissioners Tonny Kusnadi Commissioner
Cyrillus Harinowo Independent Commissioner
Raden Pardede Independent Commissioner
Sumantri Slamet Independent Commissioner
All members of the Board of Commissioners were present at the AGMS (100%)
Attendance: Jahja Setiaatmadja President Director
Board of
Directors Gregory Hendra Lembong Deputy President Director
Armand Wahyudi Hartono Deputy President Director
Tan Ho Hien/Subur as known as Subur Tan Director
Rudy Susanto Director
Lianawaty Suwono Director (concurrently serving as Director of
Compliance)
Santoso Director
Vera Eve Lim Director
Haryanto Tiara Budiman Director
Frengky Chandra Kusuma Director
John Kosasih Director
Antonius Widodo Mulyono Director
All members of the Board of Directors were present at the AGMS (100%)
Attendance: Sumantri Slamet Chairman
Audit
Committee Fanny Sagitadewi 1)
Member
Rallyati A. Wibowo1) Member
members of the Audit Committee were present at the AGMS (100%)
Attendance: Cyrillus Harinowo Chairman
Risk Oversight
Committee Endang Swasthika Wibowo 1)
Member
Reinhard Harianja1) Member
Joanes Justira Gunawan1) Member
All members of the Risk Oversight Committee were present at the AGMS (100%)
Attendance: Raden Pardede Chairman
Remuneration
and Ir. Djohan Emir Setijoso Member
Nomination Rudi Lim1) Member
Committee
All members of the Remuneration and Nomination Committee were present at the AGMS (100%)
Attendance: Cyrillus Harinowo Chairman
Integrated
Governance Prabowo 1)
Member
Committee Sulistiyowati1) Member
Gustiono Kustianto1) Member
Ratna Yanti1) Member
Janto Havianto1) Member
Hendra Iskandar Lubis 1)
Member
Ina Suwandi1) Member
8 members of the Integrated Governance Committee were present at the AGMS (80%)
1) Attended the AGMS through video conference, which enabled the individual concerned to see and hear the proceedings of the AGMS.
244 Annual Report 2025 | PT Bank Central Asia Tbk
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2. Procedures for Organizing AGMS d. Implementation
The AGMS at BCA are organized with the following • Shareholders or their representatives entitled
procedures: to attend the AGMS are those whose names are
a. Notification registered in the Register of Shareholders on the
BCA submits the notification of the AGMS agenda date determined by BCA (for the implementation
to the OJK no later than 5 (five) working days prior of the AGMS for the 2024 Financial Year, this
to the announcement of the AGMS. date was February 11, 2025, at 16.00 WIB).
b. Announcement • In accordance with Article 23 Paragraph 1 of
• Announcements of the AGMS are made no later BCA’s Articles of Association, the AGMS is valid
than 14 (fourteen) days prior the notice of AGMS. and may adopt binding resolutions if the BCA’s
• Announcement of the AGMS are submitted to shareholders or their representatives, who
BCA’s shareholders through at least at eASY. representing more than ½ (one half) of the total
KSEI, the Indonesia Stock Exchange (IDX) number of BCA shares with valid voting rights
website, and the BCA website. issued by BCA are present and/or represented
• Individual or more shareholders who jointly at the AGMS unless otherwise specified.
represent at least 1/20 (one twentieth) or more of • Each share issued has 1 (one) right to vote, the
the total number of shares and have valid voting provisions in the BCA Articles of Association
rights issued by BCA can propose agendas for do not divide more than one classification of
the GMS. Proposals from shareholder must be shares that can affect different voting rights.
received no later than 7 (seven) days prior the e. Minutes of Meeting
notice of GMS and will be included in the agenda • Summary Minutes of the AGMS are announced
of the GMS if they meet the provisions of Article to the public through the BCA website within 1
21 Paragraph 4 of the BCA Articles of Association (one) working day after the AGMS is held and
and Article 16 of the OJK Regulation No. 15/ on the IDX website no later than 2 (two) working
POJK.04/2020 on Planning and Implementing days after the AGMS is held. Furthermore,
General Meeting of Shareholders of Public the Summary Minutes of the AGMS may be
Limited Companies. announced via the eASY.KSEI website.
c. Notice of GMS • The evidence of announcements of the summary
• The time period for the notice of AGMS is 28 minutes of the AGMS are submitted to the OJK
(twenty-eight) days prior to the day of AGMS. no later than 2 (two) working days after the
In the BCA’s AGMS notice also submitted announcement is made.
explanation for each agenda that requires • The minutes of the AGMS are submitted to OJK
shareholder approval. and IDX no later than 30 (thirty) days after the
• Notice of the AGMS shall be made in at least at AGMS are held. A copy of the minutes can be
eASY.KSEI where shareholders can authorise accessed and/or downloaded by the public on
electronically (e-Proxy), the Indonesia Stock the BCA website in the Corporate Governance
Exchange (IDX) website, and the BCA website. section, https://www.bca.co.id/en/tentang-
• To facilitate shareholders, proxy forms can bca/tata-kelola/Akta-Perusahaan.
be downloaded on the BCA website in the
Corporate Governance section or can be
obtained from PT Raya Saham Registra, BCA’s
Securities Administration Bureau, on working
days and hours at Plaza Sentral Building 2nd
Floor Jalan Jendral Sudirman Kavling 47–48,
Jakarta, 12930.
AGMS Procedures
Description AGMS
Notification Notified to OJK by sending letter No. 0073/DIR/2025 dated January 17, 2025.
Announcement • Published the AGMS Announcement through, eASY.KSEI, and BCA website on January 24,
2025.
• Evidence of the AGMS Announcement was submitted through e-reporting to OJK and IDX on
January 24, 2025.
Notice of GMS • Published the Notice of AGMS through, eASY.KSEI, and BCA website on February 12, 2025.
• Evidence of the Notice of AGMS was submitted by e-reporting to OJK and IDX on February 13,
2025.
• At the time of the Notice of AGMS, BCA also submitted the hardcopy and softcopy 2024 BCA
Financial Report to the OJK. In addition, the 2024 BCA Annual Report is also available on the
BCA website that can be accessed by stakeholders (https://www.bca.co.id/en/tentang-bca/
hubungan-investor/laporan-presentasi/laporan-tahunan)
Implementation Wednesday, March 12, 2025
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G o o d C o r p o r a t e G o v e r n a n c e
AGMS Procedures
Description AGMS
Summary of Minutes of • Published on the KSEI website and the BCA website on March 14, 2025.
Meeting • The evidence of publication was submitted through e-reporting to the OJK and IDX on March 17, 2025.
Minutes of Meeting (Deed of • Published through BCA website on April 5, 2024.
Minutes of Meeting) • Deed of the Minutes of Meeting was submitted via e-reporting to the OJK and IDX on April 9, 2025.
3. Attendance of Management, i. The questions and/or opinions are submitted
Committees, and Shareholders in writing through the chat feature in
A further description on the attendance of the the “Electronic Opinions” column on
management, committees, and shareholders in the the E-Meeting Hall screen of the eASY.
AGMS is listed on page 243-244 of this Annual Report. KSEI application as long as the “General
Meeting Flow Text” column is still displaying
4. Chairman of AGMS “Discussion started for agenda item no. [ ]”.
The AGMS was chaired by Mr. Tonny Kusnadi as the The Company will disable the “raise hand”
Commissioner, in accordance with Article 22 Paragraph and “allow to talk” features in the Zoom
1 (a) of BCA’s Articles of Association. webinar on the AKSes facility.
ii. When asking a question, a shareholder or
5. Rules of Conduct of GMS and their proxy must provide information on the
Procedure for Vote Count shareholder’s name, the number of shares
BCA also provides information related to voting owned/represented, and the shareholder’s
procedures at the AGMS in the rules of the meeting email address
which are always read out before starting the AGMS. c) Only the shareholders or their legitimate proxies
that physically or electronically attend the Meeting
Shareholders or their proxies who attend the AGMS are entitled to ask questions and/or express
(“the Meeting”) are abide to observe the following rules: opinions in writing on the Meeting agenda item
1) Procedure for bringing up matters relating to the under discussion.
Meeting agenda: d) The questions asked and/or opinions expressed
a) The shareholders or their proxies that physically must have a direct bearing on the Meeting agenda
attend the Meeting may ask questions and/ item under discussion.
or express opinions, subject to the following e) The Company has the right to not answer any
provisions: question that is not have a direct bearing on the
i. The shareholders or their proxies submit Meeting agenda item under discussion and raised
the questions and/or opinions in writing by without the shareholder’s name and the number
completing a form, which will be provided of shares owned/ represented.
to all the shareholders or their proxies before f) To give a fair opportunity to all shareholders,
they enter the Meeting room, and the form each shareholder or the shareholder’s proxy that
must be completed with the shareholder’s physically or electronically attends the Meeting
name, the number of shares owned/ may only ask and/or express a maximum of 3
represented, the email address, as well as questions/opinions.
the questions and/or opinions to be asked g) If several questions are related or about the same
or expressed; and thing, the questions will be answered together.
ii. The shareholders or their proxies can submit h) The Company will do its best to answer the
the questions and/or opinions by raising questions in the order in which they are received.
their hands and submitting the form to the i) To ensure the Meeting runs more effectively and
Meeting helpers when the Chairperson of efficiently, the Chairperson of the Meeting has
the Meeting gives all the shareholders or the right to decide whether the questions will be
their proxies the opportunity to do so before answered immediately (orally) or in writing.
voting on the relevant agenda item takes j) To ensure the Meeting runs more effectively and
place. efficiently, the duration of the question-and-
b) The shareholders or their proxies that answer session for each agenda item is limited
electronically attend the Meeting may ask to a maximum of 10 minutes.
questions and/or opinions, subject to the k) The questions that have not been responded
following provisions: directly (orally) will be answered in writing
within 3 business days after the date of the
Meeting. BCA will send the response to the
246 Annual Report 2025 | PT Bank Central Asia Tbk
Page 249
email address provided by the shareholder or d) For the vote count, the Meeting helpers will scan
their proxy in the form provided for submitting the barcodes on the ballots containing votes of
questions or through the chat feature in the DISAGREEMENT and ABSTENTION, which have
“Electronic Opinions” column on the E-Meeting been submitted to the Meeting helpers;
Hall screen of the eASY.KSEI application. If the e) The shareholders or their proxies who have
shareholder or their proxy does not provide an registered but leave the Meeting room without
email address, BCA’s answer will be sent via reporting to the registration staff before
mail to the shareholder’s address recorded in the close of the Meeting will be deemed to
the BCA’s Register of Shareholders. be present at the Meeting and approve the
2) Procedures for Voting and Vote Count: proposals put forward at the Meeting.
The vote count will be carried out according to the 4) Voting by the shareholders or their proxies that
provisions of the Company Law, the OJK Regulation electronically attend the Meeting through the eASY.
on GMS, Regulation of the Financial Services KSEI application shall be done under the following
Authority No. 16/POJK.04/2020 on the Conduct procedure:
of Electronic General Meetings of Shareholders a) The voting process takes place through the
of Public Limited Companies and the Company’s eASY.KSEI application on the E-Meeting Hall
Articles of Association, namely as follows: menu, Live Broadcasting submenu;
a) The Meeting resolutions shall be adopted by b) The shareholders who are present or have
means of deliberation for consensus; granted e-proxy at the Meeting through the
b) If the Meeting cannot adopt a resolution by eASY.KSEI application, but have not cast their
deliberation for consensus, the resolution will votes, have the opportunity to cast their votes
be adopted by voting. The shareholders or their while the voting period is open by the Company
proxies will have the right to cast their votes as through the E-Meeting Hall screen in the eASY.
AGREE, DISAGREE, or ABSTAIN on each meeting KSEI application;
agenda item of the Company; c) During the electronic voting process, the status
c) Any resolution on a proposal put forward at the “Voting for agenda item no [ ] has started” will
Meeting shall be valid if approved by more than be visible in the ‘General Meeting Flow Text’
½ (one-half) of the total votes present and/or column;
represented at the Meeting; d) Direct electronic voting through the eASY.KSEI
d) Under the provisions of Article 47 of the OJK application is allocated a maximum of 2 (two)
Regulation on GMS, any shareholders that ABSTAIN minutes;
shall be deemed to cast the same votes as the e) The shareholders who have cast their vote
majority votes cast by the shareholders at the before the Meeting starts and the shareholders
Meeting. or their proxies who have registered through
3) Voting for Shareholders or their proxies physically the eASY.KSEI application on the date of the
attend at the Meeting will be conducted with the Meeting will be deemed to have validly attended
following procedures: the Meeting, even if they do not follow the entire
a) The Chairperson of the Meeting will ask the proceedings for any reason;
shareholders or their proxies who vote DISAGREE f) If the shareholder or their proxy does not cast
or ABSTAIN on the proposed resolution to raise any vote until the Meeting status displayed in the
their hands and submit their ballots to the ‘General Meeting Flow Text’ column changes
Meeting helpers; to “Voting for agenda item no [ ] has ended”,
b) If a shareholder grants power to a proxy but the shareholder or the proxy will be deemed to
casts votes through eASY.KSEI, the votes ABSTAIN on the relevant Meeting agenda item.
that will be counted are those cast by the 5) Subsequently, the votes cast by the shareholders
shareholder through eASY.KSEI, and therefore or their proxies, both physically and electronically,
the shareholder’s proxy need not raise their hand will be counted by the Company’s Securities
and submit the ballot to the Meeting helpers; Administration Bureau and then verified by the
c) The shareholders or their proxies who do not Notary as an independent public official.
raise their hands to submit the ballots containing 6) The Chairperson of the Meeting will ask the Notary
votes of DISAGREEMENT or ABSTENTION on to announce the results of the vote count for each
the relevant proposal shall be deemed to have agenda item.
approved the proposal without the Chairperson
of the Meeting having to ask each of the
shareholders or their proxies to raise the hands
to indicate agreement;
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G o o d C o r p o r a t e G o v e r n a n c e
6. 2024 AGMS Resolutions and Their Realization
The resolutions of the 2024 FY AGMS and their realization are as follows:
No. Agenda 2024 FY AGMS Resolutions Realization
1. First Item Agenda I. Approving the Annual Report, including: Realized
Approval of the Annual 1. The Financial Statements, comprising the Company’s Balance Sheet and
Report, including the Profit and Loss Statement for the financial year ended December 31,
Company's Financial 2024, which have been audited by Public Accounting Firm (KAP) Rintis,
Statements and the Jumadi, Rianto & Rekan, a member firm of the global PwC network
Company's Board (hereinafter referred to as “PwC Indonesia”), in accordance with its
of Commissioners' Report No. 00015/2.1457/AU.1/07/0222-1/1/I/2025 dated January 22,
Supervisory Duties 2025, which gave an unmodified opinion, as contained in the 2024 Annual
Report for the Report; and
financial year ended 2. The Board of Commissioners’ Supervisory Duties Report for the financial
December 31, 2024, year ended December 31, 2024, as contained in the 2024 Annual Report.
as well as granting II. Granting release and discharge from liability (acquit et de charge) to the
release and discharge members of the Board of Directors for their management actions and to the
from liability (acquit members of the Company’s Board of Commissioners for their supervisory
et de charge) to the actions carried out during the financial year ended December 31, 2024,
members of the Board provided that such actions are recorded in the Annual Report and the
of Directors for their Company’s Financial Statements for the financial year ended December 31,
management actions 2024, and their supporting documents.
and to the members of
the Company's Board Voting Results:
of Commissioners Agree Disagree Abstain Questions
for their supervisory
108,564,834,438 192,504,179 588,264,812 5 shareholders
actions carried out
(99.286%) (0.176%) (0.538%)
during the financial
year ended December
31, 2024.
2. Second Item Agenda I. Determining the appropriation of the Company's net profit for the financial Realized
Determination of the year ended December 31, 2024, which, according to the Company's Balance
Company's Net Profit Sheet and Income Statement as audited by PwC Indonesia, amounts to
appropriation for the Rp54,836,305,084,208.00 (fifty-four trillion, eight hundred thirty-six billion,
Financial Year ended three hundred five million, eighty-four thousand, two hundred eight Rupiah)
December 31, 2024. ("2024 Net Profit"), as follows:
1. An amount of Rp548,363,050,842.00 (five hundred forty-eight billion, three
hundred sixty-three million, fifty thousand, eight hundred forty-two Rupiah)
is set aside for the reserve fund.
2. An amount of Rp36,982,515,000,000.00 (thirty-six trillion, nine hundred
eighty-two billion, five hundred fifteen million Rupiah), or Rp300.00 (three
hundred Rupiah) per share, is distributed as a cash dividend for the financial
year ended December 31, 2024, to the shareholders entitled to receive
the cash dividend. This total cash dividend includes an interim dividend of
Rp6,163,752,500,000.00 (six trillion, one hundred sixty-three billion, seven
hundred fifty-two million, five hundred thousand Rupiah), or Rp50.00 (fifty
Rupiah) per share, which was paid by the Company on December 11, 2024,
leaving a remaining dividend of Rp30,818,762,500,000.00 (thirty trillion,
eight hundred eighteen billion, seven hundred sixty-two million, five hundred
thousand Rupiah), or Rp250.00 (two hundred fifty Rupiah) per share.
The payment of this dividend is subject to the following terms and
conditions:
i) The remaining dividend for the 2024 financial year will be paid for
every share issued by the Company that is recorded in the Company’s
Shareholders Register on the recording date to be determined by the
Board of Directors;
ii) The Company will withhold dividend tax on the payment of the
remaining 2024 financial year dividend in accordance with prevailing tax
regulations;
iii) The Board of Directors is granted the power and authority to determine
matters relating to the implementation of the payment of the remaining
2024 financial year dividend, including (but not limited to):
(aa) determining the recording date referred to in point (i) to establish
the Company's shareholders entitled to receive the payment of the
remaining 2024 financial year dividend; and
(bb) determining the payment date for the remaining 2024 financial
year dividend and other technical matters without prejudice to the
regulations of the Indonesia Stock Exchange where the Company's
shares are listed.
3. The remaining of the 2024 Net Profit that is not specifically appropriated is
designated as retained earnings.
248 Annual Report 2025 | PT Bank Central Asia Tbk
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No. Agenda 2024 FY AGMS Resolutions Realization
II. Stating that the grant of power and authority in point I number 2 of this resolution
is effective from the date the proposal submitted in this agenda item is
approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
105,635,710,674 3,217,896,855 491,995,900 No shareholders
(96.607%) (2.943%) (0.450%) asked questions.
3. Third Item Agenda I. Accepting the resignation of Mr. Ir. DJOHAN EMIR SETIJOSO as the President Realized
Changes in the Commissioner of the Company, effective as of June 1, 2025.
composition of the II. Expressing gratitude and the highest appreciation to Mr. Ir. DJOHAN EMIR
Company's Board of SETIJOSO for his services and contributions during his term of office as a member
Commissioners and of the Company's Board of Commissioners.
Directors. III. Honorably discharging Mr. JAHJA SETIAATMADJA as the President Director of
the Company, effective if and since his replacement as President Director has
effectively commenced service.
IV. Expressing gratitude and the highest appreciation to Mr. JAHJA SETIAATMADJA
for his services and contributions during his term of office as a member of the
Company's Board of Directors.
V. Appointing Mr. JAHJA SETIAATMADJA as the President Commissioner of the
Company, effective on the date determined by the Company, subject to the
provisions and/or requirements set by the Financial Services Authority, and with
the following conditions:
1. The resignation of Mr. Ir. DJOHAN EMIR SETIJOSO as the President
Commissioner of the Company has become effective; and
2. The Company has received the Financial Services Authority’s approval for the
appointment of Mr. JAHJA SETIAATMADJA as the President Commissioner of
the Company; and
3. The substitute President Director of the Company has fulfilled the
requirements to effectively commence service;
With a term of office until the closing of the Company's Annual General Meeting of
Shareholders to be held in 2026 (two thousand twenty-six), provided that if:
a. the appointment of Mr. JAHJA SETIAATMADJA as the President
Commissioner of the Company is not approved by the Financial Services
Authority; or
b. the appointment of the substitute President Director of the Company is not
effective for any reason;
then appointment of Mr. JAHJA SETIAATMADJA as the President Commissioner of
the Company shall be cancelled without the need for further cancellation by the
Company's General Meeting of Shareholders, and Mr. JAHJA SETIAATMADJA shall
remain in office as the President Director of the Company until the closing of the
Company's Annual General Meeting of Shareholders to be held in 2026 (two thousand
and twenty-six).
VI. Appointing Mr. GREGORY HENDRA LEMBONG as the President Director of the
Company, effective on the date determined by the Company, with the following
conditions:
1. The Company has received the Financial Services Authority’s approval for the
appointment of Mr. GREGORY HENDRA LEMBONG as the President Director
of the Company; and
2. The Company has received the Financial Services Authority’s approval for the
appointment of Mr. JAHJA SETIAATMADJA as the President Commissioner of
the Company; and
3. The Company has received the Financial Services Authority’s approval for the
appointment of the substitute Deputy President Director of the Company;
With a term of office until the closing of the Company's Annual General Meeting of
Shareholders to be held in 2026 (two thousand twenty-six).
Provided that if:
a. the appointment of Mr. GREGORY HENDRA LEMBONG as the President
Director of the Company is not approved by the Financial Services Authority;
or
b. the appointment of Mr. JAHJA SETIAATMADJA as the President
Commissioner of the Company is not approved by the Financial Services
Authority; or
c. the appointment of the substitute Deputy President Director of the Company
is not effective for any reason;
then the appointment of Mr. GREGORY HENDRA LEMBONG as the President Director
of the Company shall be cancelled without the need for further cancellation by the
Company's General Meeting of Shareholders, and Mr. GREGORY HENDRA LEMBONG
shall remain in office as the Deputy President Director of the Company until the
closing of the Company's Annual General Meeting of Shareholders to be held in 2026
(two thousand twenty-six).
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G o o d C o r p o r a t e G o v e r n a n c e
No. Agenda 2024 FY AGMS Resolutions Realization
VII. Appointing Mr. JOHN KOSASIH as the Deputy President Director of the
Company, effective on the date determined by the Company, with the
following conditions:
1. The Company has received the Financial Services Authority’s approval for
the appointment of Mr. JOHN KOSASIH as the Deputy President Director
of the Company; and
2. Mr. GREGORY HENDRA LEMBONG has fulfilled the requirements to
effectively commence service as the President Director of the Company;
With a term of office until the closing of the Company’s Annual General
Meeting of Shareholders to be held in 2026 (two thousand twenty-six).
Provided that if:
a. the appointment of Mr. JOHN KOSASIH as the Deputy President Director
of the Company is not approved by the Financial Services Authority; or
b. the appointment of Mr. GREGORY HENDRA LEMBONG as the President
Director of the Company is not effective for any reason;
Therefore, the appointment of Mr. JOHN KOSASIH as the Deputy President
Director of the Company shall be cancelled without the need for further
cancellation by the Company’s General Meeting of Shareholders and Mr.
JOHN KOSASIH shall remain in office as Director of the Company until the
closing of the Company’s Annual General Meeting of Shareholders to be held
in 2026 (two thousand twenty-six).
VIII. Appointing Mr. HENDRA TANUMIHARDJA as the Director of the Company,
effective on the date determined by the Company, with the following
conditions:
1. The Company has received the Financial Services Authority’s approval for
the appointment of Mr. HENDRA TANUMIHARDJA as the Director of the
Company; and
2. Mr. JOHN KOSASIH has fulfilled the requirements to effectively
commence service as the Deputy President Director of the Company;
With a term of office until the closing of the Company’s Annual General
Meeting of Shareholders to be held in 2026 (two thousand twenty-six).
Provided that if:
a. the appointment of Mr. HENDRA TANUMIHARDJA as the Director of the
Company is not approved by the Financial Services Authority; or
b. the appointment of Mr. JOHN KOSASIH as the Deputy President Director
of the Company is not effective for any reason;
Therefore, the appointment of Mr. HENDRA TANUMIHARDJA as the Director
of the Company shall be cancelled without the need for further cancellation
by the General Meeting of Shareholders of the Company.
IX. Granting authority to the Company to determine the effective date of the
appointment of Mr. JAHJA SETIAATMADJA as President Commissioner, Mr.
GREGORY HENDRA LEMBONG as President Director, Mr. JOHN KOSASIH as
Deputy President Director, and Mr. HENDRA TANUMIHARDJA as Director,
subject to the respective appointment provisions as stipulated in points V, VI,
VII, and VIII of this resolution.
X. Confirming the composition of the Company’s Board of Directors and Board
of Commissioners after the resignation of Mr. Ir. DJOHAN EMIR SETIJOSO, as
President Commissioner becomes effective, and all proposed appointments
have effectively commenced service, as follows:
Board of Commissioners
President Commissioner : Mr. JAHJA SETIAATMADJA;
Commissioner : Mr. TONNY KUSNADI;
Independent Commissioner : Mr. CYRILLUS HARINOWO;
Independent Commissioner : Mr. Dr. Ir. RADEN PARDEDE;
Independent Commissioner : Mr. SUMANTRI SLAMET;
Board of Directors
President Director : Mr. GREGORY HENDRA LEMBONG;
Deputy President Director : Mr. ARMAND WAHYUDI HARTONO;
Deputy President Director : Mr. JOHN KOSASIH;
Director : Mr. TAN HO HIEN/ also known as
SUBUR TAN;
Director ` : Mr. RUDY SUSANTO;
Director : Mrs. LIANAWATY SUWONO;
(concurrently serving as Director of Compliance)
250 Annual Report 2025 | PT Bank Central Asia Tbk
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No. Agenda 2024 FY AGMS Resolutions Realization
Director : Mr. SANTOSO;
Director : Ms. VERA EVE LIM;
Director : Mr. HARYANTO TIARA BUDIMAN;
Director : Mr. FRENGKY CHANDRA KUSUMA;
Director : Mr. ANTONIUS WIDODO MULYONO;
Director : Mr. HENDRA TANUMIHARDJA
with a term of office until the closing of the Company’s Annual General
Meeting of Shareholders to be held in 2026 (two thousand and twenty-
six), without prejudice to the right of the Company’s General Meeting of
Shareholders to dismiss the said members of the Board of Commissioners
and Board of Directors at any time.
XI. Granting authority to the Company’s Board of Commissioners to determine
the division of duties and authorities among the members of the Company’s
Board of Directors in accordance with the provisions in Article 12 paragraph 9
of the Company’s Articles of Association.
XII. Granting power and authority to the Company’s Board of Directors, with
the right of substitution, to set forth the decision regarding the composition
of the aforementioned members of the Board of Commissioners and Board
of Directors in deeds made before a Notary and subsequently submit
notification to the authorized parties, as well as take any and all necessary
actions in connection with the said decision in accordance with the prevailing
laws and regulations.
XIII. Declaring the granting of power and authority in items IX, XI, and XII of this
resolution shall become effective as of the date the proposal submitted
under this agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
99.418.312.941 9.453.975.188 473.315.300 No shareholders
(90.921%) (8.646%) (0.433%) asked questions.
4. Fourth Item Agenda I. Granting power and authority to the Company's Board of Commissioners to Realized
Determination of determine the type and/or amount of salary, allowances, and/or facilities
salary or honorarium for the members of the Board of Directors serving in and during the 2025
and allowances for financial year, by considering the recommendation from the Nominations and
the 2025 financial Remuneration Committee;
year as well as tantiem II. Granting power and authority to PT DWIMURIA INVESTAMA ANDALAN as the
(performance bonus/ current majority shareholder in the Company, to determine the type and/
profit share) for the or amount of honorarium, allowances, facilities, and/or other compensation
2024 financial year to for the members of the Board of Commissioners serving in and during the
the members of the 2025 financial year, by considering the recommendation from the Board
Company's Board of of Commissioners, where the Board of Commissioners will consider the
Directors and Board of recommendation from the Nominations and Remuneration Committee;
Commissioners. III. Granting power and authority to PT DWIMURIA INVESTAMA ANDALAN as
the current majority shareholder in the Company to stipulate the amount
of bonus payments (tantiem) and its distribution to each member of the
Company's Board of Directors and Board of Commissioners serving in and
during the 2024 financial year, including all matters related to the payment
of the said tantiem, by considering the performance of the members of the
Company's Board of Directors and Board of Commissioners serving in and
during the 2024 financial year, with the total value of the tantiem based on
the proposal from the Board of Commissioners, which proposal considering
the recommendation from the Nominations and Remuneration Committee;
IV. The amount of salary or honorarium, allowances, and/or facilities to be
provided by the Company to the members of the Board of Directors and
Board of Commissioners serving in and during the 2025 financial year, as
well as the amount of tantiem to be paid by the Company to the members
of the Board of Directors and Board of Commissioners serving in and during
the 2024 financial year, will be contained in the Annual Report for the 2025
financial year;
V. Declaring the granting of power and authority in items I, II, and III of this
resolution shall become effective as of the date the proposal submitted
under this agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
98,091,599,868 10,729,701,957 524,301,604 1 shareholder
(89.708%) (9.813%) (0.479%)
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G o o d C o r p o r a t e G o v e r n a n c e
No. Agenda 2024 FY AGMS Resolutions Realization
5. Fifth Item Agenda I. Appointing PwC Indonesia as the Registered Public Accounting Firm with the Realized
Appointment of Financial Services Authority (OJK) to audit or examine the Company's books
the Registered and records for the financial year ended December 31, 2025;
Public Accounting II. Appointing Mr. Eddy Rintis, who is a Public Accountant within PwC Indonesia
Firm (including the and is a Registered Public Accountant with the Financial Services Authority
Registered Public (OJK), to audit or examine the Company's books and records for the financial
Accountant who year ended December 31, 2025;
is a member of the III. Granting power and authority to the Board of Commissioners to:
Registered Public 1. Appoint a replacement Public Accounting Firm, in the event that PwC
Accounting Firm) to Indonesia, for any reason, is unable to complete the audit or examination
audit/examine the of the Company's books and records for the financial year ending
Company's books December 31, 2025;
for the financial year 2. Appoint a replacement Public Accountant registered with the Financial
ended December 31, Services Authority (OJK), in the event that Mr. Eddy Rintis, for any reason,
2025. is unable to complete the audit or examination of the Company's books
and records for the financial year ending December 31, 2025; and
3. Conduct other necessary matters related to the appointment and/or
replacement of the Public Accounting Firm and/or Public Accountant
Registered with the Financial Services Authority (OJK), including but not
limited to determining the amount of the honorarium and other terms in
connection with the appointment;
by taking considering the recommendation of the Audit Committee and the
prevailing laws and regulations;
IV. Declaring the granting of power and authority in item III of this resolution shall
become effective as of the date the proposal submitted under this agenda
item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
108,868,237,629 4,074,700 473,291,100 No shareholders
(99.563%) (0.004%) (0.433%) asked questions.
6. Sixth Item Agenda I. Granting power and authority to the Company's Board of Directors, with Realized
Granting power and the approval of the Board of Commissioners, if the Company's financial
authority to the Board condition permits and by considering the prevailing laws and regulations,
of Directors to pay to stipulate and pay interim (or temporary) dividends for the financial year
interim (or temporary) ended December 31, 2025, with the provision that, in order to comply with
dividends for the Article 72 of the Limited Liability Company Law (UUPT), if the said interim/
financial year ended temporary dividend is to be distributed, the distribution must be made to the
December 31, 2025. shareholders before the end of the 2025 financial year, including determining
the form, amount, and method of payment of the said interim/temporary
dividend;
II. Declaring the granting of power and authority in item I of this resolution shall
become effective as of the date the proposal submitted under this agenda
item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
105,635,724,374 3,217,896,955 491,982,100 No shareholders
(96.607%) (2.943%) (0.450%) asked questions.
7. Seventh Item Agenda Approving changes to the Company's Recovery Plan, as contained in the Realized
Approval of changes Recovery Plan of PT Bank Central Asia Tbk for 2025, which has been recorded in
to the Company's the supervisory administration of the Financial Services Authority (OJK) based on
Recovery Plan. the OJK letter Number S-15/PB.3/2024 dated December 24, 2024, regarding the
Update of the Recovery Plan of PT Bank Central Asia Tbk for 2025.
Voting Results:
Agree Disagree Abstain Questions
105,556,705,856 3,286,486,717 502,410,856 No shareholders
(96.535%) (3.006%) (0.459%) asked questions.
Independent Parties Performing the Vote Count and/or Validation in the 2024 FY AGMS
The party performing the vote count and/or validation in the 2024 FY AGMS is PT Raya Saham Registra as the
Securities Administration Bureau, and BCA has appointed an independent party, namely Christina Dwi Utami, S.H.,
M.Hum., M.Kn., as the Public Notary to verify the vote count.
252 Annual Report 2025 | PT Bank Central Asia Tbk
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7. 2023 AGMS Resolutions and Their Realization
The 2023 AGMS decisions and their realization are as follows:
No. Agenda 2023 FY AGMS Resolutions Realization
1. First Item Agenda I. Approving the Annual Report, including: Realized
Approval of the 1. The Financial Statements, comprising the Company's Balance Sheet
Annual Report, and Profit and Loss Statement for the financial year ended December
including the 31, 2023, which have been audited by Public Accounting Firm (KAP)
Company's Financial Rintis, Jumadi, Rianto & Rekan (formerly KAP Tanudiredja, Wibisana,
Statements and the Rintis & Rekan), a member firm of the global PwC network (hereinafter
Company's Board referred to as "PwC Indonesia"), in accordance with its Report No.
of Commissioners' 00017/2.1025/AU.1/07/0229-1/1/I/2024 dated January 24, 2024,
Supervisory Duties which gave an unmodified opinion, as contained in the 2023 Annual
Report for the Report; and
financial year ended 2. The Board of Commissioners' Supervisory Duties Report for the
December 31, 2023, financial year ended December 31, 2023, as contained in the 2023
as well as granting Annual Report.
release and discharge
from liability (acquit II. Granting release and discharge from liability (acquit et de charge) to the
et de charge) to the members of the Board of Directors for their management actions and to
membe the members of the Board of Commissioners for their supervisory actions
rs of the Board carried out during the financial year ended December 31, 2023, provided
of Directors for that such actions are recorded in the Annual Report and the Company's
their management Financial Statements for the financial year ended December 31, 2023, and
actions and to the their supporting documents.
members of the
Voting Results:
Company's Board
of Commissioners Agree Disagree Abstain Questions
for their supervisory
108,702,268,987 256,511,645 435,776,168 5 shareholders
actions carried out
(99.367%) (0.235%) (0.398%)
during the financial
year ended December
31, 2023.
2. Second Item Agenda I. In accordance with the Company's Balance Sheet and Profit and Loss Realized
Determination of the Statement for the financial year ended December 31, 2023, which has
Company's Net Profit been audited by PwC Indonesia, the Company's net profit for the financial
appropriation for the year ended December 31, 2023, is Rp48,639,121,868,737.00 (forty-eight
financial year ended trillion six hundred thirty-nine billion one hundred twenty-one million eight
December 31, 2023. hundred sixty-eight thousand seven hundred thirty-seven Rupiah) (“2023
Net Profit”).
II. Stipulating the appropriation of the 2023 Net Profit as follows:
1. An amount of Rp486,391,218,687.00 (four hundred eighty-six billion
three hundred ninety-one million two hundred eighteen thousand six
hundred eighty-seven Rupiah) is set aside for the reserve fund.
2. An amount of Rp33,284,263,500,000.00 (thirty-three trillion two
hundred eighty-four billion two hundred sixty-three million five
hundred thousand Rupiah), or Rp270.00 (two hundred seventy Rupiah)
per share, is distributed as a cash dividend for the financial year
ended December 31, 2023, to shareholders entitled to receive cash
dividends, where the total cash dividend amount already includes an
interim dividend of Rp5,239,189,625,000.00 (five trillion two hundred
thirty-nine billion one hundred eighty-nine million six hundred twenty-
five thousand Rupiah), or Rp42.50 (forty-two Rupiah fifty cents)
per share, which was paid by the Company on December 20, 2023,
leaving a remainder of Rp28,045,073,875,000.00 (twenty-eight
trillion forty-five billion seventy-three million eight hundred seventy-
five thousand Rupiah), or Rp227.50 (two hundred twenty-seven
Rupiah fifty cents) per share.
The following terms and conditions apply to the dividend payment:
(i) The remaining dividend for the 2023 financial year shall be
paid for every share issued by the Company recorded in the
Company’s Register of Shareholders on the recording date to be
stipulated by the Board of Directors;
(ii) For the payment of the remaining 2023 financial year dividend,
the Board of Directors shall deduct the dividend tax in
accordance with the prevailing tax regulations;
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No. Agenda 2023 FY AGMS Resolutions Realization
(iii) The Board of Directors is granted power and authority to stipulate
matters related to the execution of the payment of the remaining
2023 financial year dividend, including (but not limited to):
(aa) determining the recording date referred to in item (i) to
establish the Company’s shareholders entitled to receive the
remaining 2023 financial year dividend payment; and
(bb) determining the date of payment execution for the remaining
2023 financial year dividend, and other technical matters
without prejudice to the regulations of the Stock Exchange
where the Company’s shares are listed;
3. The remainder of the 2023 Net Profit not designated for any use is
stipulated as retained earnings.
III. Declaring the granting of power and authority in item II point 2 of this
resolution shall become effective as of the date the proposal submitted
under this agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
106,980,104,967 2,143,757,446 270,694,387 No shareholders
(97.793%) (1.960%) (0.247%) asked questions
3. Third Item Agenda I. Granting power and authority to the Company's Board of Commissioners
Determination of to determine the type and/or amount of salary, allowances, and/or Realized
salary or honorarium facilities for the members of the Board of Directors serving in and during
and allowances for the 2024 financial year, by considering the recommendation from the
the 2024 financial Nominations and Remuneration Committee;
year as well as tantiem II. Granting power and authority to PT DWIMURIA INVESTAMA ANDALAN
(performance bonus/ as the current majority shareholder in the Company, to determine the
profit share) for the type and/or amount of honorarium, allowances, and/or facilities for the
2023 financial year to members of the Board of Commissioners serving in and during the 2024
the members of the financial year, by considering the recommendation from the Board of
Company's Board of Commissioners, where the Board of Commissioners will consider the
Directors and Board recommendation from the Nominations and Remuneration Committee;
of Commissioners. III. By considering the performance of the members of the Company's
Board of Directors and Board of Commissioners serving in and during
the 2023 financial year, and after receiving the proposal from the Board
of Commissioners, which proposal has considered the proposal from
the Company's Board of Directors and the recommendation from the
Nominations and Remuneration Committee, stipulating a maximum
amount of Rp765,000,000,000.00 (seven hundred sixty-five billion
Rupiah) to be paid as tantiem to the members of the Company's Board
of Directors and Board of Commissioners serving in and during the 2023
financial year.
In connection with the granting of the tantiem, granting power and
authority to PT DWIMURIA INVESTAMA ANDALAN as the current majority
shareholder in the Company, to stipulate the amount of the tantiem and
its distribution to each member of the Company's Board of Directors and
Board of Commissioners serving in and during the 2023 financial year,
including all matters related to the payment of the said tantiem.
IV. The amount of salary or honorarium, allowances, and/or facilities to be
provided by the Company to the members of the Board of Directors and
Board of Commissioners serving in and during the 2024 financial year, as
well as the amount of tantiem to be paid by the Company to the members
of the Board of Directors and Board of Commissioners serving in and
during the 2023 financial year, will be contained in the Annual Report for
the 2024 financial year.
V. Declaring the granting of power and authority in items I, II, and III of this
resolution shall become effective as of the date the proposal submitted
under this agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
99,658,226,256 9,463,827,405 272,503,139 1 shareholders
(91.100%) (8.651%) (0.249%)
254 Annual Report 2025 | PT Bank Central Asia Tbk
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No. Agenda 2023 FY AGMS Resolutions Realization
4. Fourth Item Agenda I. Appointing PwC Indonesia as the Registered Public Accounting Firm with Realized
Appointment of the Financial Services Authority (OJK) to audit/examine the Company's
the Registered books and records for the financial year ended December 31, 2024;
Public Accounting II. Appointing Ms. Lucy Luciana Suhenda, who is a Public Accountant within
Firm (including the PwC Indonesia and is a Registered Public Accountant with the Financial
Registered Public Services Authority (OJK), to audit/examine the Company's books and
Accountant who records for the financial year ended December 31, 2024;
is a member of the III. Granting power and authority to the Board of Commissioners to:
Registered Public a. Appoint a replacement Public Accounting Firm, in the event that
Accounting Firm) to PwC Indonesia, for any reason, is unable to complete the audit/
audit/examine the examination of the Company's books and records for the financial
Company's books year ended December 31, 2024;
for the financial year b. Appoint a replacement Public Accountant from among the Public
ended December 31, Accountants within PwC Indonesia, in the event that Ms. Lucy Luciana
2024. Suhenda, for any reason, is unable to complete the audit/examination
of the Company's books and records for the financial year ended
December 31, 2024; and
c. Conduct other necessary matters related to the appointment and/or
replacement of the Public Accounting Firm and/or Public Accountant
Registered with the Financial Services Authority (OJK), including
but not limited to determining the amount of the honorarium and
other terms in connection with the appointment of the said Public
Accounting Firm and Registered Public Accountant with the Financial
Services Authority (OJK);
by considering the recommendation of the Audit Committee and the
prevailing laws and regulations.
IV. Declaring the granting of power and authority in item III of this resolution
shall become effective as of the date the proposal submitted under this
agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
109,055,546,936 86,798,877 252,210,987 No shareholders
(99.690%) (0.079%) (0.231%) asked questions.
5. Fifth Item Agenda I. Granting power and authority to the Company's Board of Directors with Realized
Granting power and the approval of the Board of Commissioners, if the Company's financial
authority to the Board condition permits and by considering the prevailing laws and regulations,
of Directors to pay to stipulate and pay interim (or temporary) dividends for the financial year
interim (or temporary) ended December 31, 2024, with the provision that, in order to comply
dividends for the with Article 72 of the Limited Liability Company Law (UUPT), if the said
financial year ended interim/temporary dividend is to be distributed, the distribution must
December 31, 2024. be made to the shareholders before the end of the 2024 financial year,
including determining the form, amount, and method of payment of the
said interim/temporary dividend.
II. Declaring the granting of power and authority in item I of this resolution
shall become effective as of the date the proposal submitted under this
agenda item is approved by the Meeting.
Voting Results:
Agree Disagree Abstain Questions
106,980,105,067 2,143,757,446 270,694,287 No shareholders
(97.793%) (1.960%) (0.247%) asked questions.
6. Sixth Item Agenda Approving changes to the Company's Action Plan (Recovery Plan), as Realized
Approval of changes contained in the Action Plan (Recovery Plan) of PT Bank Central Asia Tbk
to the Company's for 2024, which has been recorded in the supervisory administration of the
Recovery Plan. Financial Services Authority (OJK) based on the OJK letter Number S-6/
PB.3/2023 dated December 21, 2023, regarding the Update of the Action Plan
(Recovery Plan) of PT Bank Central Asia Tbk for 2024.
Voting Results:
Agree Disagree Abstain Questions
106,925,118,367 2,217,111,146 252,327,287 2 shareholders
(97.743%) (2.027%) (0.230%)
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G o o d C o r p o r a t e G o v e r n a n c e
Independent Parties Performing the Vote Count and/ Policies related to shareholder aspects as stipulated in the
or Validation in the 2023 FY AGMS Corporate Governance Guidelines includes:
The party performing the vote count and/or validation • BCA’s rights and obligations
in the 2023 FY AGMS is PT Raya Saham Registra as • BCA shareholders rights and obligations
the Securities Administration Bureau, and BCA has
appointed an independent party, namely Christina BCA’s Rights and Obligations
Dwi Utami, S.H., M.Hum., M.Kn., as the Public Notary BCA has the following rights:
to verify the vote count. 1. Shareholders’ compliance toward BCA’s Articles of
Association and applicable laws and regulations.
8. Dividend Payment Realization 2. Implementing the GMS decisions that have been legally
• Information regarding the procedures for proposing approved and are binding upon all shareholders.
and distributing or paying dividends, shareholders 3. Protecting BCA’s interests and assets against
entitled to receive dividends, and related tax shareholder actions that potentially detrimental to
provisions are regulated in the BCA Dividend the bank.
Distribution Policy. The main points of this policy can 4. Maintaining the confidentiality of BCA’s strategic
be downloaded on the BCA website (https://www. information against any party, except for mandatory
bca.co.id/en/tentang-bca/tata-kelola/ACGS/ disclosures under applicable law.
Kebijakan-GCG) in the Corporate Governance - 5. Conducting business activities in accordance with
ACGS, GCG Policy & Report - GCG Policy - Dividend BCA’s vision, mission, and articles of association.
Policy sections.
• Dividend payments (both interim and final/annual) BCA’s obligations include, among others:
are made by BCA promptly and based on the 1. Protecting shareholder’s rights in accordance with
principle of fairness. All shareholders are treated BCA’s articles of association and applicable laws and
equally and dividends are paid within a maximum regulations.
period of 30 days after the announcement of interim 2. Ensuring fair treatment for all shareholders through
dividends and/or after the announcement of the independent and impartial actions, avoiding favoritism
summary of the GMS minutes that decided on the toward specific shareholders.
distribution of final dividends. 3. Providing timely and accurate company information to
• The payment of the final dividend for the 2024 shareholders, excluding confidential matters.
financial year was made on April 11, 2025, and 4. Facilitating shareholder and stakeholder participation
the payment of the interim dividend for the 2025 and managing communication throughout the process.
financial year was made on December 22, 2025. Details regarding stakeholder communication are
• BCA published the announcement and procedure available in the Disclosure and Stakeholder Information
for the payment of the final dividend for the 2024 Chapter of these Corporate Governance Guidelines.
financial year on March 14, 2025. The announcement 5. Maintaining and administering the register of
and procedure for the payment of the interim shareholders in a neat, organized, systematic, and
dividend for the 2025 financial year were published orderly manner in compliance with laws and regulations.
on November 24, 2025, on the BEI and the BCA
website. Further provisions regarding shareholders and documents
• The history of dividend distribution amounts can be related to the shareholder register are stipulated in BCA’s
seen on page 17 of this Annual Report. articles of association.
9. Statement Regarding Unrealized Rights and Obligations of BCA Shareholders
AGMS Resolutions BCA shareholders have the following rights:
BCA has implemented all recommendations from the 1. Regarding the GMS:
AGMS Resolutions dated March 14, 2024, and the AGMS • To receive publication of GMS materials in
Resolutions dated March 12, 2025, thus this Annual accordance with applicable regulations.
Report contains no information regarding the reasons • To receive complete explanations and accurate
for any unrealized resolutions. information regarding the implementation of the
GMS.
SHAREHOLDERS ASPECTS • To attend the GMS.
• To vote at the GMS.
In connection with the implementation of Article 107 of • To have the opportunity to raise questions or
OJK Regulation No. 17 of 2023 and OJK Circular Letter provide opinions on each GMS agenda item.
No. 14/SEOJK.03/2025 concerning the Implementation 2. To receive equal treatment from BCA.
of Good Corporate Governance for Commercial 3. To receive dividend payments in accordance with
Banks, BCA shareholders also have a role in supporting applicable procedures and provisions.
the implementation of sound business activities and
maintaining BCA’s business continuity. BCA considers
the interests and rights of shareholders, including the
protection of minority shareholders.
256 Annual Report 2025 | PT Bank Central Asia Tbk
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4. To exercise other rights and authorities based on the o. Meetings of the Board of Commissioners
articles of association and applicable laws and regulations, p. Reporting and Accountability
including the right to participate in authorization of capital q. Remuneration
increases, amendments to BCA’s articles of association, r. Provision of Loans to the Board of Commissioners
and the transfer of all or part of assets resulting in the sale s. Self-Assessment of the Board of Commissioners.
of BCA’s ownership.
2. Duties and Responsibilities of
BCA shareholders have obligations, including: the Board of Commissioners
1. Complying with BCA’s Articles of Association, applicable The duties and responsibilities of the BCA Board of
laws and regulations, and GMS resolutions. Commissioners include the following:
2. Exercising their rights in good faith and without harming a. Overseeing BCA’s management policies and
the interests of BCA or other shareholders. general management, for the benefit of BCA, in
accordance with the purposes and objectives of
Shareholders participate in supporting the implementation BCA’s Articles of Association, including:
of BCA’s healthy business activities and maintaining the • The Board of Commissioners provides insights,
continuity of BCA’s business activities. input, and approval on the annual work plan and
budget prepared and submitted by the Board
BOARD OF COMMISSIONERS of Directors in accordance with the applicable
regulations.
Based on Law No. 40 of 2007 concerning Limited Liability • The Board of Commissioners supervises,
Companies, the Board of Commissioners is a Company provides input, and is jointly responsible for
function with the duties and responsibilities of conducting the Annual Report and Sustainability Report
general and/or specific supervision in accordance with the prepared by the Board of Directors.
Articles of Association, providing advice to the Board of • The Board of Commissioners provides input
Directors, and ensuring the implementation of good corporate and considerations on the Board of Directors’
governance principles in all business activities at all levels of proposals regarding dividend distribution before
the organization. seeking approval at the General Meeting of
Shareholders.
1. Board of Commissioners Charter • The Board of Commissioners holds a meeting to
In performing its duties and responsibilities, the BCA Board approve interim dividends decided by the Board
of Commissioners adheres to the Board of Commissioners’ of Directors in accordance with the provisions
Charter, enabling each member to exercise effective, of the applicable Articles of Association.
efficient, accountable, transparent, and independent • The Board of Commissioners supervises credit
oversight. This Charter undergoes periodic evaluation distribution by approving credit decisions above
and updates based on applicable laws and regulations. a certain nominal amount and granting credit
approvals to related parties.
The Board of Commissioners Charter is included in the • The Board of Commissioners provides insights,
BCA Corporate Governance Guidelines and is publicly input, and approval on the proposed Division
accessible through the BCA Corporate Governance of Duties and Responsibilities of the Board of
Section website at https://www.bca.co.id/en/tentang- Directors and the BCA Main Organizational
bca/tata-kelola/Struktur-Organisasi Framework.
b. Directing, monitoring, and evaluating the
The BCA Board of Commissioners Charter regulates: implementation of BCA’s strategic policies and
a. Composition and Criteria for the Board of providing advice to the Board of Directors in
Commissioners accordance with regulations, including:
b. Independent Commissioners • The Board of Commissioners approved the
c. Criteria for Independent Commissioners Board of Directors’ plan to repurchase BCA
d. Term of Office of the Board of Commissioners shares. The Board of Commissioners also
e. Appointment for Members of the Board of ensured the share purchase complies with the
Commissioners applicable laws and BCA’s internal regulations.
f. Concurrent Positions of the Board of Commissioners • The Board of Commissioners reviewed and
g. Obligations, Duties, Responsibilities, and Authorities approved proposed adjustments to the Equity
of the Board of Commissioners Participation Provisions.
h. Main Duties of the President Commissioner • The Board of Commissioners provided direction
i. Approval and Actions of the Board of Commissioners to the Board of Directors and approval regarding
j. Prohibitions of the Board of Commissioners the divestment of subsidiaries.
k. Transparency Aspects for the Board of Commissioners
l. Orientation of the Board of Commissioners
m. Training for the Board of Commissioners
n. Ethics and Working Hours of the Board of
Commissioners
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G o o d C o r p o r a t e G o v e r n a n c e
• The Board of Commissioners reviewed and 6) Implementation and periodic evaluation of the
approved updates to the Recovery Plan remuneration policy;
submitted to the Regulator. 7) Implementation of the compliance function,
• The Board of Commissioners submitted an internal auditors, and external auditors:
annual Management Report and its Supervisory
Results regarding the Special Profit and Loss for Compliance Function
Payment System Services to Bank Indonesia. • The Board of Commissioners oversees the
• The Board of Commissioners reported its Bank’s compliance with applicable rules and
supervision of the Bank’s Business Plan and the regulations.
results of its supervision of the implementation • The Board of Commissioners reviews
of internal control policies and procedures in reports on the implementation of the duties
the Bank’s financial reporting process to the and responsibilities of the BCA Integrated
Financial Services Authority (OJK) on a semi- Compliance Work Unit.
annual basis. • The Board of Commissioners receives, monitors,
• The Board of Commissioners reviewed the and discusses with the Board of Directors the
implementation of the Bank’s Business Plan development of new regulations from Bank
submitted by the Board of Directors to the OJK. Indonesia and OJK.
• The Board of Commissioners monitored the • The Board of Commissioners periodically
Bank’s Information Technology Strategic Plan. discusses the implementation of Anti-Money
• The Board of Commissioners provided insights Laundering, Countering the Financing of
and input to the Board of Directors when Terrorism, and Countering the Proliferation
discussing BCA’s performance periodically. of Weapons Financing of Mass Destruction
• The Board of Commissioners monitors and (AML, CFT, and CPF) programs while approving
provides input on ESG developments. adjustments to AML, CFT, and CPF policy and
• The Board of Commissioners and Directors implementation provisions.
discuss industry updates subject to regulatory
attention. Internal Auditor Function
c. Ensuring the implementation of Corporate • The Board of Commissioners receives reports on
Governance principles in all BCA business activities the implementation of key internal audit findings
at all levels of the BCA organization, by supervising on a semi-annual basis, discusses them, and
at least: provides input to the Internal Audit Division (DAI)
1) Monitoring and providing regular input to the before submitting them to the OJK.
Board of Directors regarding the implementation • The Board of Commissioners receives
of corporate governance; audit reports from the DAI periodically and
2) Implementation of the duties and responsibilities discusses these findings with the DAI and the
of the Board of Commissioners and Directors; Audit Committee, particularly those deemed
3) Implementation of the activities of members necessary for the Board of Commissioners’
of the Board of Directors and Board of information and input.
Commissioners who hold positions in non-profit • The Board of Commissioners evaluates the DAI’s
organizations or institutions. These matters have performance based on recommendations from
been discussed in Board of Commissioners the Audit Committee.
meetings.
4) Implementation of Affiliated Transactions External Auditor Function
conducted by BCA includes, among other things, • Based on recommendations from the Audit
the fairness of the transaction object and the Committee, the Board of Commissioners has
fairness opinion from a licensed and registered already submitted a proposal to the 2025
Independent Appraiser, while considering the BCA Annual General Meeting of Shareholders
recommendations of the Audit Committee. (AGM) regarding the appointment of the Public
5) Completeness and implementation of the duties Accounting Firm (KAP) Rintis, Jumadi, Rianto &
of committees and work units exercising internal Rekan, part of the PwC global network of firms,
control functions; to audit BCA’s financial statements for the 2025
» Conduct regular discussions with the Audit fiscal year. This was approved at the AGM.
Committee, Risk Monitoring Committee,
and Integrated Governance Committee 8) Implementation of risk management, including
regarding the implementation reports internal control systems:
submitted by each Committee. » The Board of Commissioners oversees the
» Approve the membership of the Remune management of assets and liabilities (ALCO)
ration and Nomination Committee. carried out by the BCA management.
» Review and approve adjustments to the
Audit Committee Charter.
258 Annual Report 2025 | PT Bank Central Asia Tbk
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» The Board of Commissioners periodically k. Preparing and submitting reports to the GMS, the
evaluates the Risk Management Policy, OJK, or other parties.
including approving the Credit Rescue and l. Approving the Bank’s Business Plan and Sustainable
Write-Off Policy, the Banking Book Interest Finance Action Plan prepared by the Board of
Rate Risk Management Policy, the Business Directors.
Continuity Management Policy, and the
MSME Business Credit KUR/Kredit Usaha Duties and Responsibilities of the President
Rakyat Restructuring Relaxation Policy. Commissioner
» The Board of Commissioners discusses The President Commissioner performs the same duties
and provides direction to the Board of and responsibilities as the Board of Commissioners
Directors and work units regarding risk mentioned above, along with additional duties and
developments in the banking industry, responsibilities, namely:
including discussions on cyber risk and a. Calling Board of Commissioners meetings.
reputation risk, which are increasingly b. Chairing Board of Commissioners meetings.
being implemented due to digital c. Chairing the General Meeting of Shareholders.
transformation. d. Coordinating the performance of Board of
9) Provision of funds to related parties and the Commissioners duties and responsibilities.
provision of large funds; e. Signing mandatory regulatory documents jointly
10) BCA’s strategic plan; with the President Director in accordance with
11) Transparency of financial and non-financial applicable regulations.
conditions;
12) Approving and periodically reviewing BCA’s In accordance with its duties and responsibilities,
vision, mission, and core values. throughout 2025, the BCA Board of Commissioners
d. Overseeing the implementation of Integrated was not involved in decision-making regarding BCA’s
Governance, including evaluating and directing operational activities, except in matters mandated by
adjustments to the BCA Integrated Governance BCA’s Articles of Association.
Guidelines.
e. Ensuring the Board of Directors has followed up 3. Authority of the Board of Commissioners
on audit findings and recommendations from the In performing its duties and responsibilities, the BCA
Internal Auditor (DAI), External Auditor, the results Board of Commissioners has the authority to:
of supervision by the OJK, Bank Indonesia, and/ a. Access buildings or other premises used or
or other authorities. controlled by BCA, inspect all financial records,
f. P r ov i d i n g a p p r ova l fo r t h e m e r g e r o r letters, and other evidence, verify cash balances
amalgamation, and/or integration plan, which and other assets, and review all actions taken by
includes a summary of the independent the Board of Directors.
appraiser’s report. b. Request explanations from the Board of Directors
g. Notifying the OJK or Bank Indonesia no later than regarding all matters concerning BCA.
5 working days after discovery of violations of c. Temporarily suspend one or more members of
laws and regulations in the financial, banking, and the Board of Directors if such members act in
those related to BCA’s business activities and/ contradiction to BCA’s Articles of Association,
or circumstances or anticipated circumstances cause harm to BCA, neglect duties, and/or violate
potentially jeopardize BCA’s business continuity. the applicable laws and regulations.
h. The Board of Commissioners is required to ensure d. Propose the subtitution and/or appointment
the established committees carry out their duties of Board of Directors members to the GMS,
effectively and evaluate their performance at the by considering recommendations from the
end of each financial year. Remuneration and Nomination Committee.
i. Organizing meetings, including preparing minutes e. Evaluate and decide on Board of Directors requests
of meetings, in the following areas: regarding transactions that require Board of
1) Regular meetings of the Board of Commissioners Commissioners approval under BCA’s Articles of
at least once every 2 months. Association, namely:
2) Regular meetings of the Board of Commissioners 1) Lending money or providing credit facilities or
and Directors at least once every 4 months. other banking facilities similar to or resulting
j. Under certain circumstances, organizing the Annual in loans:
General Meeting of Shareholders (AGMS) and other i. To related parties as stipulated in Bank
GMS in accordance with its authority as stipulated in Indonesia, OJK, or other authorized agency
applicable laws and regulations and BCA’s Articles regulations concerning Legal Lending Limits
of Association. for Commercial Banks;
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G o o d C o r p o r a t e G o v e r n a n c e
ii. Exceeding specific amounts determined 8) Executing legal actions or strategic transactions
periodically by the Board of Commissioners. potentially impacting BCA’s business continuity
2) Providing guarantees or debt security significantly, with specific categories of such
(borgtocht): actions or transactions determined periodically
i. To secure related party payment obligations by the Board of Commissioners.
to other parties as stipulated in Bank
Indonesia, OJK, or other authorized agency The BCA Board of Commissioners consistently
regulations concerning Legal Lending Limits adheres to the Articles of Association, the Board
for Commercial Banks; of Commissioners’ Charter, and the applicable
ii. To secure third-party obligations for laws and regulations in performing its duties,
amounts exceeding specific limits responsibilities, and authorities.
determined periodically by the Board of
Commissioners. 4. Criteria for Members of the
3) Purchasing or otherwise acquiring immovable Board of Commissioners
property, except in the context of implementing Members of the BCA Board of Commissioners are
Article 3, paragraph 2, point q of BCA’s Articles individuals who meet the criteria and requirements,
of Association exceeding specific amounts including those set out in the Board of Commissioners
determined periodically by the Board of Charter, which is available for download from the
Commissioners. This involves customary Organization Structure section of the BCA website
banking activities permitted by law, including https://www.bca.co.id/en/tentang-bca/tata-kelola/
credit restructuring or recovery actions such struktur-organisasi.
as purchasing collateral, whether in whole or in
part, through auctions or other means, where Criteria for members of the BCA Board of
debtors fail to meet obligations, provided such Commissioners include the following:
purchased collateral is liquidated promptly. a. possess integrity, including:
4) Establishing new companies, conducting, 1) possess good morals, ethics, and integrity;
divesting, reducing, or increasing capital 2) be competent to perform legal acts;
participation, except: 3) have a commitment to comply with laws and
i. Capital increases derived from BCA stock regulations and support OJK policies;
dividends; or 4) have a commitment to the development of
ii. Capital participation for credit recovery sound banking;
purposes, while remaining compliant with b. possess competencies, including:
applicable laws and regulations. 1) Adequate banking knowledge relevant to their
5) Borrowing money not included in the provisions position;
of the BCA Articles of Association regarding 2) Experience in banking and/or finance;
public fund collection in the form of demand 3) Possess knowledge and/or expertise in areas
deposits, time deposits, certificates of deposit, required by BCA;
savings, and/or other equivalent forms. c. possess a good reputation, including:
6) Transferring or releasing BCA’s written-off 1) having no record of non-performing loans and/
receivables, in whole or in part, in amounts or non-performing financing;
determined periodically by the Board of 2) in 5 (five) years prior to appointment and
Commissioners. during their term of office:
7) Selling, transferring, releasing rights, or a) never been declared bankrupt;
pledging/collateralizing BCA assets above b) never having served as a shareholder,
specific values determined periodically by non-shareholder Insurance Company
the Board of Commissioners, but less than Controller, member of the Board of
or equal to 1/2 (one-half) of BCA’s net assets Directors or member of Board of
stated in the balance sheet, whether in a Commissioners member found liable for
single transaction or a series of independent a company’s bankruptcy within 5 years
or related transactions within one fiscal year. prior to nomination;
c) never been a member of the Board of
Directors and/or Board of Commissioners
who, during their term of office:
260 Annual Report 2025 | PT Bank Central Asia Tbk
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i. has failed to hold an Annual General Nomination Mechanism
Meeting of Shareholders; BCA has established regulations regarding the
ii. has failed to fulfill their accountability as nomination mechanism in the document of Nomination
a member of the Board of Directors and/ Mechanism for the Board of Commissioners and
or Board of Commissioners at a General Directors, which is publicly accessible through the
Meeting of Shareholders or has failed to BCA website’s Corporate Governance section (https://
provide accountability as a member of www.bca.co.id/en/tentang-bca/tata-kelola/acgs/
the Board of Directors and/or Board of kebijakan-gcg).
Commissioners to a General Meeting of
Shareholders; and Referring to the provisions concerning the
iii. has caused a company holding a permit, Implementation of Good Corporate Governance
approval, or registration from the for Commercial Banks, the process for nominating
Financial Services Authority (OJK) to fail members of the Board of Commissioners is as follows:
in its obligation to submit annual reports a. P r o p o s a l s f r o m S h a r e h o l d e r s / B o a r d of
and/or financial statements to OJK; Commissioners/President Director regarding
3) have never been convicted of a criminal offense nominations for the Board of Commissioners are
within a certain period prior to their nomination. submitted to the Board of Commissioners.
The term “criminal offense” refers to: b. The Board of Commissioners requests the
a) a criminal offense in the financial services Remuneration and Nomination Committee (KRN)
sector for which the sentence has been to discuss the proposals regarding nominations for
completed within the 20 years prior to the Board of Commissioners.
nomination; c. The KRN discusses the proposals in a KRN meeting.
b) a felony, namely a crime listed in the Criminal The discussion is outlined in the Minutes of the
Code (KUHP) and/or a similar KUHP abroad, RNC Meeting. Matters considered at the meeting
punishable by imprisonment of 1 year or include:
more, for which the sentence has been 1) Reasons and/or considerations for the proposal
completed within the 10 years prior to (including those based on interview results, a
nomination; and/or review of financial reputation, experience, track
c) other crimes punishable by imprisonment record, and public opinion circulating in various
of 1 year or more, including corruption, media);
money laundering, narcotics/psychotropic 2) Candidate criteria and qualifications aligning
substances, smuggling, customs, excise, with BCA’s strategic direction;
human trafficking, illicit arms trafficking, 3) The RNC has taken the following steps:
terrorism, counterfeiting, taxation, forestry, i. Considering external and internal conditions
environmental, maritime, and fisheries in accordance with BCA’s strategic
offenses, for which the sentence has been direction;
completed within the 20 years prior to ii. Considering diversity in terms of gender,
nomination; age, education, and expertise.
4) maintaining BCA’s reputation; iii. Communicating with the Controlling
a) does not fall under the category of parties Shareholder (if the proposal is not from the
prohibited from becoming a Principal Party; Controlling Shareholder).
b) has passed the Fit and Proper Test in d. Following the discussion, the RNC provides a
accordance with OJK regulations; and recommendation to the Board of Commissioners,
c) has a commitment to not commit and/or which is outlined in a RNC Decision.
repeat any acts and/or actions resulting e. Based on the RNC recommendation, the Board of
in inclusion as a party prohibited from Commissioners submits candidates for the Board of
becoming a Main Party. Commissioners to the Chairman of the GMS through
a Board of Commissioners Decision.
5. Nomination of the Board of f. The Chairman of the GMS requests Shareholder
Commissioners’ Members approval for the GMS agenda item related to the
The nomination process for members of the Board of nomination of the Board of Commissioners.
Commissioners refers to Article 7 and Article 26 of g. After receiving approval from the GMS, the approval
OJK Regulation No. 33/POJK.04/2014 concerning is outlined in the Minutes of the GMS, which serve as
the Board of Directors and Board of Commissioners the basis for the Fit and Proper Test for candidates
of Issuers or Public Companies, as well as Article 41 of of the Board of Commissioners.
the OJK Regulation concerning the Implementation of h. BCA may utilize the services of an independent
Good Corporate Governance for Commercial Banks. and reputable third party in the selection process
for candidates for the Board of Commissioners.
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G o o d C o r p o r a t e G o v e r n a n c e
The explanation of the nomination process is illustrated in the diagram below:
Nomination Mechanism for Members of the BCA Board of Commissioners
Shareholders/Board
Board of
of Commissioners/ RNC GMS Fit and Proper Test1)
President Director
Commissioners
Nomination
Proposal No
Submit proposal Discussion at the
(Candidate for
to RNC RNC Meeting
BCA Board of
Commissioners)
Yes
Submission
of candidate
proposal to the
GMS Chairman RNC Decision
through a Board
of Commissioners GMS Chairman
Decision requests
shareholder
approval.
Approval is stated
in the GMS Minutes Fit and Proper Test
(Basis for Fit and Process
Proper Test).
PT Bank Central Asia Tbk
Fit and Proper Test
Results
Note:
1) Submission of administrative documents for the
fit and proper test to the OJK can be made upon
Reception of the RNC Decision. Completed
The Board of Directors succession policy is formulated by BCA’s RNC. This succession policy is available in the
Remuneration and Nomination Committee section of this Annual Report.
6. Number and Composition of the Board of Commissioners’ Members
BCA has determined the number and composition of the Board of Commissioners’ members in accordance with
the Board of Commissioners Charter.
OJK Regulation Provisions concerning the
Implementation at BCA
Implementation of Governance for Commercial Banks
Have at least 3 members on the Board of Commissioners The Board of Commissioners consists of 5 members.
and a maximum of the same number of members on the
Board of Directors.
Have at least 1 member of the Board of Commissioners All members of the BCA Board of Commissioners are domiciled
domiciled in Indonesia. in Indonesia.
Have Independent Commissioners representing at least Total number of BCA Independent Commissioners is 3
50% of the total number of members on the Board of people or 60% of the total number of the BCA Board of
Commissioners. Commissioners’ members.
As of December 31, 2025, the BCA Board of Commissioners comprises 5 members, consisting of 1 President
Commissioner, 1 Commissioner, and 3 Independent Commissioners. The total membership does not exceed the size
of the BCA Board of Directors. Independent Commissioners represent 60% of the total Board of Commissioners.
262 Annual Report 2025 | PT Bank Central Asia Tbk
Page 265
In 2025, BCA underwent changes to its Board of Commissioners composition based on the Third Agenda of the 2025
Annual GMS. Details of these changes are available in the General Meeting of Shareholders section of this Annual Report.
The 2025 Board of Commissioners composition is recorded in the PT Bank Central Asia Tbk Meeting Resolutions Deed
of Statement No. 178 dated May 26, 2025, made before Christina Dwi Utami, S.H., M.Hum., M.Kn., Notary in Jakarta.
BCA Board of Commissioners’ Composition (January 1, 2025 - May 31, 2025)
Name Position Approval Letter No. Period of Office
Djohan Emir President Commissioner 13/99/GBI/DPIP/Rahasia dated August 25, 2011 2021 – 2025
Setijoso
Tonny Kusnadi Commissioner 5/4/DpG/DPIP/Rahasia dated September 04, 2003 2021 – 2026
Cyrillus Harinowo Independent 5/4/DpG/DPIP/Rahasia dated September 04, 2003 2021 – 2026
Commissioner
Raden Pardede Independent 8/84/DPB3/TPB3-2 dated August 16, 2006 2021 – 2026
Commissioner
Sumantri Slamet Independent SR-117/D.03/2016 dated July 11, 2016 2021 – 2026
Commissioner
BCA Board of Commissioners’ Composition (June 01, 2025 - December 31, 2025)
Name Position Approval Letter No. Period of Office
Jahja Setiaatmadja President Commissioner KEPR-27/D.03/2025 dated April 9, 2025 2025 – 2026
Tonny Kusnadi Commissioner 5/4/DpG/DPIP/Rahasia dated September 4, 2003 2021 – 2026
Cyrillus Harinowo Independent 5/4/DpG/DPIP/Rahasia dated September 4, 2003 2021 – 2026
Commissioner
Raden Pardede Independent 8/84/DPB3/TPB3-2 dated August 16, 2006 2021 – 2026
Commissioner
Sumantri Slamet Independent SR-117/D.03/2016 dated July 11, 2016 2021 – 2026
Commissioner
All members of the BCA Board of Commissioners have obtained approval and have passed the fit and proper test
from Bank Indonesia (currently OJK) before carrying out their duties and functions. This is in accordance with OJK
Regulation No. 27/POJK.03/2016, OJK Circular Letter No. 39/SEOJK.03/2016 concerning the Fit and Proper Test for
Prospective Controlling Shareholders, Prospective Members of the Board of Directors, and Prospective Members
of the Board of Commissioners of Banks, PBI No. 12/23/PBI/2010 concerning the Fit and Proper Test and SE BI No.
13/8/DPNP concerning the Fit and Proper Test as amended by SE BI No. 13/26/DPNP dated November 30, 2011.
7. The Board of Commissioners’ Term of Office
In accordance with BCA’s Articles of Association, the term of office of members of the Board of Commissioners
is 5 years from the date determined at the GMS. The term of office of members of the Board of Commissioners
for this period will end at the closing of BCA’s 2026 Annual GMS. The GMS retains the authority to dismiss one or
more members of the Board of Commissioners at any time prior to the end of their term.
The term of office of a member of the Board of Commissioners automatically ends if the person concerned:
a. Is declared bankrupt or placed under guardianship based on a court decision;
b. Resigns from office in accordance with applicable regulations;
c. Passes away;
d. Is dismissed based on a resolution of the General Meeting of Shareholders;
e. No longer meets the requirements of applicable laws and regulations.
8. Orientation Program for New Members of the Board of Commissioners
New members of the Board of Commissioners are required to attend an orientation program to properly carry out
their duties and responsibilities as members of the Board of Commissioners.
The orientation program for the Board of Commissioners is regulated in:
a. BCA Governance Guidelines, Chapter 3 concerning the Board of Commissioners Charter.
b. Board of Directors Decision No. 189/SK/DIR/2020 dated December 4, 2020, concerning the Orientation Guidelines
for New Members of the Board of Directors and Board of Commissioners of PT Bank Central Asia Tbk (BCA).
The orientation program includes, among others:
a. Insight into BCA’s Vision, Mission, Corporate Values, and Strategy;
b. BCA’s medium- and long-term plans (current year’s Business Plan/RBB);
c. BCA’s performance and financial condition; and
d. Matters relevant to the banking sector.
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G o o d C o r p o r a t e G o v e r n a n c e
Orientation Procedures
Orientation for new members of the Board of Commissioners can be conducted through, among others:
a. Presentations by the Head Office Work Unit (UKKP);
b. Visits to various BCA activity locations;
c. Meetings and discussions with other members of the Board of Directors and Board of Commissioners to discuss
various BCA issues or other required information; and
d. Studying various BCA information available electronically (online).
The 2025 Orientation Implementation
In 2025, an orientation program was implemented for new members of the Board of Commissioners. Mr. Jahja
Setiaatmadja served as President Commissioner as of the GMS on March 12, 2025. Mr Jahja Setiaatmadja effectively
serve as President Commissioner as of June 1, 2025. Mr. Jahja Setiaatdmadja has obtained a presentation regarding
the Board of Commissioners charter and the implementation of the Board of Commissioners’ duties and responsibilities
during 2024. The presentation regarding the Board of Commissioners charter was delivered on June 5, 2025.
9. Training Programs to Enhance the Competence of the Board of Commissioners
BCA has a training program policy for the Board of Commissioners as regulated in the Board of Commissioners’
Charter. To enhance competence and support the implementation of their duties and responsibilities, BCA requires
members of the Board of Commissioners to participate in at least 1 (one) training program annually. In 2025, these
training programs were conducted both offline and online.
The training programs attended by members of the Board of Commissioners throughout 2025 are as follows:
Training Programs Attended by Members of the Board of Commissioners in 2025
No. Name Training Program Organizer Date Location Means/Forms
1 D.E. Setijoso1) Services Industry OJK February 11, Jakarta, Conference
Annual Meeting and 2025 Indonesia
Seminar on Financial
Sector Development
in Implementing the
Mandate of the P2SK Law
2 Jahja International Monetary International Brussel, Belgia Conference
Setiaatmadja2) Conference 2025 Monetary June 01-03,
Conference (IMC) 2025
GenAI Tech Day BCA July 23, 2025 Jakarta, Conference
Indonesia
BCA Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
18th JCB World JCB November Incheon, Conference
Conference 2025 05-06, 2025 Korea Selatan
Enhancing Sustainability BCA November 25, Jakarta, Conference
through GCG 2025 Indonesia
3 Tonny Kusnadi BCA Data Privacy Summit BCA February 03, Jakarta, Conference
2025 2025 Indonesia
Risk Management Briefing Ikatan Bankir July 31 – Jakarta, Conference
Indonesia - Banking August 01, Indonesia
Competency Center 2025
(IBI BCC)
BCA Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Enhancing Sustainability BCA November 25, Jakarta, Conference
through GCG 2025 Indonesia
264 Annual Report 2025 | PT Bank Central Asia Tbk
Page 267
Training Programs Attended by Members of the Board of Commissioners in 2025
No. Name Training Program Organizer Date Location Means/Forms
4 Cyrillus Harinowo BCA Data Privacy Summit BCA February 03, Jakarta, Conference
2025 2025 Indonesia
Starting Year Forum 2025: Infobank Media February 04, Jakarta, Conference
Economic Outlook 2025 Group 2025 Indonesia
Leadership Excellence: SRW & Co. May 19-23, Paris, Perancis Conference
Harnessing the Power of 2025
Technology and Fine Arts
(ASEAN Global Leadership
Program - AGLP)
GenAI Tech Day BCA July 23, 2025 Jakarta, Conference
Indonesia
BCA Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Indonesia Knowledge BCA October 28- Jakarta, Conference
Forum (IKF) 29, 2025 Indonesia
Enhancing Sustainability BCA November 25, Jakarta, Conference
through GCG 2025 Indonesia
5 Raden Pardede BCA Trading Trends 2025 BCA January 09, Jakarta, Conference
2025 Indonesia
GenAI Tech Day BCA July 23, 2025 Jakarta, Conference
Indonesia
BCA Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Enhancing Sustainability BCA November 25, Jakarta, Conference
through GCG 2025 Indonesia
6 Sumantri Slamet BCA Trading Trends 2025 BCA January 09, Jakarta, Conference
2025 Indonesia
BCA Data Privacy Summit BCA February 03, Jakarta, Conference
2025 2025 Indonesia
Leading the AI-Driven MIT Sloan Executive July 21-25, Cambridge, Conference
Organization Education 2025 USA
BCA Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Indonesia Knowledge BCA October 28- Jakarta, Conference
Forum (IKF) 29, 2025 Indonesia
Enhancing Sustainability BCA November 25, Jakarta, Conference
through GCG 2025 Indonesia
Notes:
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
Inaccordance with OJK Regulation No. 24 of 2022 concerning Human Resources Quality Development for
Commercial Banks and OJK Circular Letter No. 28/SEOJK.03/2022 concerning Risk Management Certification
for Commercial Bank Human Resources, all Board of Commissioners members hold Risk Management Certification
and/or Refreshment credits pursuant to applicable regulations.
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G o o d C o r p o r a t e G o v e r n a n c e
10. Board of Commissioners Share Ownership Reaching 5%
(Five Percent) or More of Paid-Up Capital
BCA’s reporting policy for Board of Commissioners share ownership refers to Article 57 of OJK Regulation No. 17
of 2023 regarding Governance Implementation for Commercial Banks, OJK Circular Letter No. 14/SEOJK.03/2025
regarding Governance Implementation for Commercial Banks, and OJK Regulation No. 4 of 2024 concerning
Reporting of Share Ownership and Share Pledging Activities at the Public Companies.
Implementation of Reporting Policies for Share Ownership or Changes in Share Ownership
The Board of Commissioners Charter regulates the following:
a. Disclosure obligations for Board of Commissioners share ownership reaching 5% (five percent) or more of paid-
up capital, including the type and number of shares held in BCA, other banks, non-bank financial institutions, and
other companies located domestically or abroad. Additionally, BCA maintains a Special Register as mandated
by Article 50 of the Limited Liability Company Law.
b. The obligation of members of the Board of Commissioners to submit information to BCA regarding ownership
and changes in BCA shares within a maximum of 3 (three) working days after the occurrence of ownership or
any change in ownership of shares of the Public Company. The policy for reporting ownership or any change
in share ownership of the Board of Directors is in accordance with OJK Regulation No. 4 of 2024 concerning
Reports on Ownership or Any Change in Share Ownership of Public Companies and Reports on Activities of
Pledge of Shares of Public Companies and has been disseminated through Memorandum No. 075/MO/ESG/2024
dated August 06, 2024 by the Corporate Secretary to all Directors and Board of Commissioners.
BCA has also submitted a report on the share ownership of the BCA Board of Commissioners at the beginning
of each month and on any changes in the share ownership of the Board of Commissioners in 2025 through the
e-reporting system to the OJK and the IDX as a form of BCA’s openness and compliance with internal and external
policies regarding share ownership reports.
Table of Board of Commissioners Share Ownership Reaching 5% (Five Percent) or More of Paid-Up Capital as of December
31, 2025
Share ownership of the Board of Commissioners’ members amounting to 5% or more in:
Name Non-Bank Financial
BCA Other Banks Other Companies
Institutions
Djohan Emir Setijoso1) - - - √
Jahja Setiaatmadja 2)
- - - √
Tonny Kusnadi - - - √
Cyrillus Harinowo - - - √
Raden Pardede - - - √
Sumantri Slamet - - - -
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
All members of the Board of Commissioners do not have indirect ownership of BCA shares. The Board of Commissioners
cumulatively owns 0.093% of BCA shares. The following details the direct ownership of BCA shares by members
of the Board of Commissioners in 2025, along with the percentages at the beginning and end of the fiscal year.
Table of Total BCA Share Ownership by the Board of Commissioners (January 1, 2025 - May 31, 2025)
Board of Total Ownership as Total Ownership as
Position Percentage Percentage
Commissioners of January 1, 2025 of May 31, 2025
Djohan Emir Setijoso President Commissioner 106,824,845 0.087% 107,098,403 0.087%
Tonny Kusnadi Commissioner 7,269,681 0.006% 7,502,058 0.006%
Cyrillus Harinowo Independent Commissioner N/A N/A N/A N/A
Raden Pardede Independent Commissioner N/A N/A N/A N/A
Sumantri Slamet Independent Commissioner N/A N/A N/A N/A
TOTAL 114,094,526 0.093% 114,600,461 0.093%
266 Annual Report 2025 | PT Bank Central Asia Tbk
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Table of Total BCA Share Ownership by the Board of Commissioners (June 1, 2025 - December 31, 2025)
Board of Total Ownership as Total Ownership as of
Position Percentage Percentage
Commissioners of June 1, 2025 December 31, 2025
Jahja Setiaatmadja President Commissioner 35,805,144 0.029% 34,933,644 0.028%
Tonny Kusnadi Commissioner 7,502,058 0.006% 7,502,058 0.006%
Cyrillus Harinowo Independent Commissioner N/A N/A N/A N/A
Raden Pardede Independent Commissioner N/A N/A N/A N/A
Sumantri Slamet Independent Commissioner N/A N/A N/A N/A
TOTAL 43,307,202 0.035% 42,435,702 0.034%
11. Concurrent Positions of the Board of Commissioners’ Members
The provisions regarding concurrent positions of the BCA Board of Commissioners are based on Article 24 of OJK
Regulation No. 33/POJK.04/2014 concerning the Board of Directors and the Board of Commissioners of Issuers
and Public Companies and Article 46 of OJK Regulation on the Implementation of Good Corporate Governance
for Commercial Banks, as follows:
a. Members of the BCA Board of Commissioners shall not hold concurrent positions:
1) As members of the Board of Directors, Board of Commissioners, or Executive Officers:
a) in financial institutions or financial companies, whether banks or non-banks;
b) in more than one non-financial institution or company, whether domiciled domestically or internationally;
2) In functional duties at banking financial institutions and/or non-bank financial institutions domiciled
domestically or internationally;
3) In other positions that may give rise to a conflict of interest in carrying out duties as members of the Board
of Commissioners; and/or
4) In other positions in accordance with statutory provisions.
b. Independent Commissioners are prohibited from holding concurrent positions as public officials, namely
individuals appointed and assigned to hold specific positions or assignments in public bodies whose funding
is partially or entirely sourced from the state budget and/or regional budgets.
c. Concurrent positions as referred to in letter a above are not considered if:
1) A member of the Board of Commissioners serves as a member of the Board of Directors, a member of
the Board of Commissioners, or an Executive Officer exercising supervisory functions in 1 (one) non-bank
subsidiary controlled by BCA;
2) A Non-Independent Commissioner performs functional duties for a BCA shareholder in the form of a legal
entity within the BCA business group; and/or
3) A member of the Board of Commissioners holds a position in a non-profit organization or institution;
as long as the person concerned does not neglect the performance of their duties and responsibilities as a
member of the BCA Board of Commissioners.
d. A member of the BCA Board of Commissioners may hold concurrent positions as a committee member on a
maximum of 5 (five) committees at an Issuer or Public Company where the person concerned also serves as a
member of the Board of Directors or a member of the Board of Commissioners.
Throughout 2025, all members of the BCA Board of Commissioners did not hold positions in any of BCA’s
Subsidiaries. The following information relates to concurrent positions held by members of the Board of
Commissioners in other agencies/companies/organizations/non-profit institutions/committees throughout 2025.
Table of Concurrent Positions of BCA’s Board of Commissioners in 2025
Position at Position in Company/Organization/Non-
Name Position at BCA Business Field
Other Banks Profit Organization
Djohan Emir President - - -
Setijoso1) Commissioner
Jahja President - Deputy Chairman of the Supervisory Board Non-profit
Setiaatmadja2) Commissioner of the Indonesian Bankers Association (IBI) organizations
and professional
Member of the Advisory Board of the
organizations
Indonesian Listed Companies Association
Member of the Supervisory Board of the
National Banks Association (Perbanas)
Treasurer General of the Indonesian
Association of Economists (ISEI)
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G o o d C o r p o r a t e G o v e r n a n c e
Position at Position in Company/Organization/Non-
Name Position at BCA Business Field
Other Banks Profit Organization
Member of the Honorary Council of the
Independent Accreditation Institute for
Economics, Business, Management, and
Accounting (Lamemba)
Tonny Kusnadi Commissioner - President Commissioner of PT Sarana Telecommunication
Menara Nusantara Tbk Tower Operator
(Serving until April 23, 2025)
Cyrillus Harinowo Independent - Member of the Board of Trustees of the -
Commissioner Atma Jaya Foundation
Raden Pardede Independent - Independent Commissioner of PT Global Retail Trading
Commissioner Digital Niaga Tbk (Serving until June 11, through Digital
2025) Platforms
Deputy Chairman of the Advisory Council of -
the Indonesian Chamber of Commerce and
Industry (KADIN)
Sumantri Slamet Independent - Audit Committee of the Indonesian Bankers Professional
Commissioner Association (IBI) organization
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
12.Assessment of Committees under the Board of Commissioners
Committees established under the Board of Commissioners to support the implementation of their duties include:
a. Audit Committee (AC)
b. Risk Oversight Committee (ROC)
c. Remuneration and Nomination Committee (RNC)
d. Integrated Governance Committee (IGC)
The Board of Commissioners conducts assessments of these committees through the following procedures:
1. Criteria
The assessment criteria for committees under the Board of Commissioners are based on compliance with the
charter and the implementation of each committee’s work/duties.
2. Process
Each committee submits an accountability report for evaluation by the Board of Commissioners. The committees
actively discuss work programs periodically in accordance with developments in BCA’s condition, the economy,
and applicable regulations. Assessments are conducted by the Board of Commissioners once a year.
3. Results
The Board of Commissioners considers all committees under its supervision to have performed their duties
and responsibilities effectively throughout 2025, while upholding high standards of competence and quality.
Assessment Results of Committees Under the Board of Commissioners
Committees Assessments
1. Audit The Audit Committee has ensured the implementation of internal controls and has effectively assisted
Committee the Board of Commissioners in overseeing internal and external audit functions, corporate governance
implementation, and compliance with applicable regulations.
Throughout 2025, the Audit Committee has performed its duties effectively, has convened 30 meetings, has
participated in education or training, and has completed the Audit Committee work program.
Information regarding meeting attendance, education or training, and the Audit Committee work program is
available in the Audit Committee Chapter on page 316.
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Assessment Results of Committees Under the Board of Commissioners
Committees Assessments
2. ROC The ROC has ensured BCA maintains a risk management system providing protection against risks faced by
the Bank.
Throughout 2025, the ROC has convened 16 meetings, has participated in education or training, and has
completed the ROC work program.
Information regarding meeting attendance, education or training, and the ROC work program is available in
the Risk Oversight Committee Chapter on page 322.
3. RNC The RNC has performed its duties in providing recommendations to the Board of Commissioners regarding
BCA’s overall remuneration policy.
Throughout 2025, the RNC has convened 10 meetings, has participated in education or training, and has
completed the RNC work program.
Information regarding meeting attendance, education or training, and the RNC work program is available in
the Remuneration and Nomination Committee Chapter on page 328.
4. IGC The IGC supports the Board of Commissioners in overseeing the implementation of integrated governance
within BCA and its subsidiaries.
Throughout 2025, the IGC has convened 6 meetings, has participated in education or training, and has
executed the IGC work program.
Information regarding meeting attendance, education or training, and the IGC work program is available in
the Integrated Governance Committee Chapter on page 332.
A detailed explanation regarding committees under the Board of Commissioners is presented in the Committees
under the Board of Commissioners Chapter on page 316 of this Annual Report.
13. Board of Commissioners Duty Implementation Report
The complete Report on the Implementation of the Duties of the Board of Commissioners is presented on page
26 of the Board of Commissioners’ Report section of this Annual Report.
Policies and implementation of the Board of Commissioners meetings, including joint meetings with the Board of
Directors, and the attendance rate of each Board of Commissioners member are presented in full on pages 290
and 300 within the Board of Commissioners, Board of Directors, and Joint Meetings section of this Annual Report.
14. Board of Commissioners Performance Assessment
The performance assessment for the Board of Commissioners members—covering performance assessment
procedures, criteria used, and the assessing parties—is available on page 305 within the Performance Assessment
of the Board of Commissioners and Directors section of this Annual Report.
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G o o d C o r p o r a t e G o v e r n a n c e
INDEPENDENT COMMISSIONERS
• the results of the assessment by the head of the
As of December 31, 2025, BCA’s Independent internal audit work unit and the Executive Officer
Commissioners consist of 3 (three) members out of in charge of human resources, which states the
the 5 (five) members of the Board of Commissioners, Independent Commissioner remains capable of
representing 60% (sixty percent) of the total Board acting independently; and
composition. In this regard, the composition of BCA’s • the Independent Commissioner’s statement at the
Board of Commissioners complies with OJK Regulation GMS regarding their independency.
No. 17 of 2023 concerning the Implementation of Corporate
Governance for Commercial Banks and OJK Circular Letter BCA has Independent Commissioners who have been
No. 14/SEOJK.03/2025 concerning the Implementation appointed for more than two terms, namely Cyrillus
of Corporate Governance for Commercial Banks, which Harinowo and Raden Pardede. Based on the Board of
require that Independent Commissioners must account Commissioners’ meeting, both remain capable of acting
for at least 50% (fifty percent) of the total members of independently and each has prepared a Declaration of
the Board of Commissioners. Independency, which was read out at the time of their
appointment as Independent Commissioners at BCA’s
1. Criteria of the Independent Commissioners 2021 Annual GMS.
The criteria to be fulfilled by all BCA Independent
Commissioners include: 3. Statement of Independency of the
1. Not having worked for or having the authority and Independent Commissioners
responsibility to plan, lead, control, or supervise BCA’s current Independent Commissioners were
BCA’s activities within the last 6 (six) months, except appointed in 2021 for a term of office ending in 2026.
for reappointment as an Independent Commissioner Each BCA Independent Commissioner has prepared
of BCA for the following term; an Independency Statement in accordance with the
2. Not owning shares in BCA, either directly or independency aspects referring to the provisions
indirectly; of OJK Regulation No. 33/POJK.04/2014 article 25
3. Not having any affiliation with BCA, other members paragraph 1 concerning the Board of Directors and
of the Board of Commissioners, members of the Board of Commissioners of Issuers or Public Companies
Board of Directors, and/or BCA’s Controlling and has been submitted to OJK.
Shareholders;
4. Not having any financial, managerial, shareholding, The following is the independency statement of an
and/or family affiliations with members of the Independent Commissioner who has been appointed
Board of Directors, other members of the Board for more than 2 (two) terms, read at the 2021 Annual
of Commissioners, and/or the ultimate controlling General Meeting of Shareholders:
shareholder, or any affiliation with BCA of which
could affect their ability to act independently; “In connection with my nomination as an Independent
5. Not having any business affiliations related to BCA’s Commissioner of PT BCA Tbk (hereinafter referred to
business activities, either directly or indirectly; as the “Company”) and considering that I have served
6. Meeting other requirements for Independent as an Independent Commissioner of the Company
Commissioners as stipulated in applicable for more than 2 (two) terms, in order to comply
regulations. with the provisions of Article 25 paragraph 1 of OJK
Regulation No. 33/POJK.04/2014 concerning the
In addition to the criteria mentioned above, Board of Directors and Board of Commissioners of
Independent Commissioners must also fulfill the general Issuers or Public Companies and Article 26 paragraph
requirements for prospective members of the Board 1 of OJK Regulation No. 55 of 2016 concerning the
of Commissioners. Implementation of Good Corporate Governance for
Commercial Banks, I hereby declare:
2. Term of Office of the Independent 1. Having no financial, management, ownership,
Commissioners and/or family affiliations with any member of the
The term of office of an Independent Commissioner Board of Directors, other members of the Board
follows the general term of office of the Board of of Commissioners, and/or the Company’s current
Commissioners, which is until 2026. Independent controlling shareholders, or any affiliation with the
Commissioners who have served for two consecutive Company of which could affect my ability to act
terms may be reappointed for a subsequent term as independently as stipulated in the OJK provisions
Independent Commissioners, by considering: governing the Implementation of Good Corporate
• the results of the Independent Commissioner’s Governance for Commercial Banks.
performance assessment; 2. Should it subsequently be determined that I have
• the results of the Board of Commissioners’ meeting any of the affiliations referred to in point 1, I am
assessment, which states the Independent prepared to resign from my position as Independent
Commissioner remains capable of acting Commissioner and agree to be replaced.”
independently;
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Table of Aspects of Independent Commissioners Independency
Cyrillus Raden Sumantri
Independency Aspects
Harinowo Pardede Slamet
Not a person who is employed or has the authority and responsibility to plan, √ √ √
lead, control, or oversee BCA activities within the last 6 (six) months, except
for re-appointment as an Independent Commissioner of BCA in the following
period.
Has no share in BCA, directly or indirectly √ √ √
Has no affiliations with BCA, other members of the Board of Commissioners, √ √ √
members of the Board of Directors, or the Majority Shareholders of BCA.
Has no direct or indirect business affiliations related to BCA business activities. √ √ √
BOARD OF DIRECTORS 2. Duties and Responsibilities of
the Board of Directors
Based on Law No. 40 of 2007 concerning Limited Liability The duties and responsibilities of the BCA Board of
Companies, the Board of Directors serves as the Company Directors include the following:
function holding authority and full responsibility for the a. The Board of Directors is fully responsible for
management of the Company in its best interests, in the management of BCA for the interests and
accordance with the Company’s purposes and objectives. objectives of BCA. The main duties of the Board
Furthermore, the Board of Directors represents the of Directors are:
Company both in and out of court pursuant to the Articles 1) leading and managing BCA in accordance with
of Association and applicable regulations. the purposes and objectives of BCA;
2) controlling, maintaining, and managing BCA’s
1. Board of Directors Charter assets for the benefit of BCA;
In performing its duties and responsibilities, the BCA 3) establishing internal control structures,
Board of Directors adheres to its Charter. The Board of ensuring the implementation of BCA’s
Directors Charter undergoes periodic evaluation and Internal Audit function at every management
updates for alignment with the applicable regulations. level, and following up on findings from the
BCA Internal Audit Division (DAI) pursuant to
The Board of Directors Charter is included in the BCA policies or directives provided by the Board of
Governance Guidelines and remains publicly accessible Commissioners.
via the BCA website under the Corporate Governance b. Each member of the Board of Directors is required
section (https://www.bca.co.id/en/tentang-bca/tata- to carry out their duties in good faith and with full
kelola/struktur-organisasi#). responsibility, adhering to the applicable laws and
regulations;
The Board of Directors Charter regulates: c. The Board of Directors represents BCA in and out of
a. Legal Basis; court regarding all matters and events, binds BCA
b. Values; with other parties and vice versa, and implements
c. Composition, Criteria, and Independency of the all actions concerning both management and
Board of Directors; ownership; however, subject to the restriction
d. Term of Office of the Board of Directors; requiring the Board of Directors to obtain prior
e. Concurrent Positions of the Board of Directors; written approval from the Board of Commissioners
f. Appointment of the Board of Directors; for the following actions:
g. Obligations, Duties, Responsibilities, and Authorities 1) Lending money or providing credit facilities or
of the Board of Directors; other banking facilities resembling or resulting
h. Transparency and Prohibitions for the Board of in the incurrence of loans:
Directors; a) to related parties as stipulated in Bank
i. Orientation and Training of the Board of Directors; Indonesia regulations concerning the
j. Ethics and Working Hours of the Board of Directors; Maximum Lending Limit for Commercial
k. Board of Directors Meetings; Banks;
l. Reporting and Accountability; and b) exceeding a certain amount to be
m. Self-Assessment of the Board of Directors. determined from time to time by the Board
of Commissioners.
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G o o d C o r p o r a t e G o v e r n a n c e
2) Providing guarantees or debt guarantees 8) Performing legal acts or strategic transactions
(borgtocht): with the potential for significant impact on BCA’s
a) to guarantee the payment obligations of business continuity, with such types of legal acts
related parties to other parties as stipulated or transactions determined periodically by the
in the provisions of Bank Indonesia or the OJK Board of Commissioners;
or other authorized agencies concerning 9) Board of Commissioners’ approval for such
the Maximum Lending Limit for Commercial actions by the Board of Directors may be
Banks; granted for one or more actions and remains
b) to guarantee the obligations of other parties subject to periodic review, without prejudice
for amounts exceeding a certain amount to applicable regulations.
to be determined from time to time by the d. To perform any of the following actions:
Board of Commissioners. 1) Transferring, relinquishing rights, and/or
3) Purchasing or otherwise acquiring immovable pledging as debt collateral assets amounting
property, except in the context of carrying out to more than 1/2 (one-half) of BCA’s net assets,
other activities normally carried out by BCA, whether in a single transaction or several
provided this does not conflict with applicable independent or inter-related transactions within
laws and regulations, including, among others, 1 (one) fiscal year, except for:
actions for credit restructuring or rescue, such i) the implementation of BCA’s business
as purchasing collateral, either in whole or in activities; or
part, through auction or other means, in the ii) the implementation of one or several
event the debtor fails to fulfill its obligations Recovery Options from the Action Plan
to BCA, provided the purchased collateral must already approved by the General Meeting of
be immediately disbursed, in excess of a certain Shareholders, provided the implementation
amount to be determined from time to time by of such Recovery Options remains subject
the Board of Commissioners. to mandatory approval from the Board of
4) Establishing new companies, making, divesting, Commissioners;
reducing, or increasing capital participation, 2) Filing applications to the competent authorities
except: regarding BCA’s bankruptcy or applications
a) increasing capital participation originating for a suspension of debt payment obligations
from the Company’s stock dividends; or (surseance van betaling);
b) equity participation for the purpose of credit The Board of Directors must obtain prior
rescue; approval from the GMS attended by BCA
c) while still observing applicable laws and shareholders and/or their authorized proxies
regulations. representing at least ¾ (three-quarters) of the
5) Borrowing money, excluding activities involving total shares with valid voting rights issued by
the collection of public funds in the form BCA, with the proposed motion approved by
of deposits such as current accounts, time more than ¾ (three-quarters) of the total votes
deposits, certificates of deposit, savings, validly cast during the meeting.
and/or other equivalent forms, in amounts to e. In the event:
be determined periodically by the Board of 1) A member of the Board of Directors are not
Commissioners; authorized to represent BCA due to a matter
6) Transferring or relinquishing BCA’s written-off or transaction involving a conflict of interest
receivables, whether in part or in full, in amounts between the concerned member and BCA,
to be determined periodically by the Board of another member of the Board of Directors
Commissioners; must represent BCA (without prejudice to the
7) Selling, transferring, relinquishing rights, or provisions in the BCA Articles of Association);
pledging/encumbering BCA assets above a 2) All members of the Board of Directors have
specific value determined periodically by the interests conflicting with BCA’s interests, the
Board of Commissioners but valued at less than Board of Commissioners of BCA holds the right
or equal to ½ (one-half) of BCA’s net assets as to act for, on behalf of, and to represent BCA;
recorded in the BCA balance sheet, whether in
a single transaction or several independent or
inter-related transactions within 1 (one) fiscal
year;
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3) The provisions in items 1) and 2) above do not 6) Submitting the Annual Work Plan—incorporating
prejudice the provisions regarding “Transactions BCA’s Annual Budget—to the Board of
containing Conflicts of Interest” as recorded in Commissioners for approval prior to the start
the BCA Articles of Association. of the upcoming fiscal year, while observing
f. Without reducing its responsibility, the Board of Capital Market laws and regulations;
Directors holds the right to appoint one or more 7) Submitting BCA Financial Statements to the
persons as proxies for specific acts, with the Public Accountant for audit;
authority and conditions determined by the Board 8) Disclosing strategic personnel policies to
within a special power of attorney. employees, including various human resources
g. In connection with the primary duties described policies within Decisions and circulars accessible
above, the Board of Directors must, among others: to all staff, as well as through the Collective
1) Endeavor and ensure the implementation of Labor Agreement (CLA) book, the BCA website,
BCA’s business and activities in accordance with and policies regarding Recruitment, Promotion,
BCA’s objectives and line of business; and Remuneration systems. Such disclosure
2) Prepare BCA’s development plan, work plan, must utilize means easily known or accessed
and annual budget, including other plans relating by employees;
to BCA’s business implementation, and submit 9) Providing accurate, relevant, and timely data
them to the Board of Commissioners; and information to the Board of Commissioners;
3) Establish and maintain BCA’s bookkeeping and 10) Appointing members of Committees Supporting
administration in accordance with the prevailing the Board of Directors based on Board meeting
corporate practices; resolutions;
4) Design an accounting system based on internal 11) Convening the Annual GMS and/or other/
control principles, particularly the separation Extraordinary GMS according to BCA’s needs
of management, recording, storage, and and applicable provisions;
supervisory functions; 12) Presenting accountability for the management
5) Provide accountability and all information of BCA during the year to the GMS no later than
regarding BCA’s status and progress, in 6 (six) months after the closing of the fiscal year;
the form of BCA activity reports, including 13) Submitting reports and information disclosures
financial reports, whether as annual reports to OJK, the Indonesia Stock Exchange, and other
or other periodic reports, in the manner competent authorities in accordance with the
and time specified in the BCA Articles of applicable laws and regulations.
Association whenever requested by the Board
of Commissioners; 3. Authority of the Board of Directors
6) Prepare BCA’s organization structure complete Pursuant to the BCA Articles of Association, the BCA
with detailed duties; Governance Guidelines, and other related regulations,
7) Fulfill other obligations in accordance with the authority of the Board of Directors includes, among
the BCA Articles of Association or based on others:
instructions from the Board of Commissioners a. Establishing policies in leading and managing BCA;
Meeting or the GMS. b. Determining the formulation of BCA’s strategy and
h. Other Obligations: strategic policies;
1) Implementing GCG principles in all BCA business c. Regulating BCA personnel provisions, including
activities across all levels of the organizational the determination of salaries, pensions, or old-age
hierarchy; benefits and other income for BCA employees,
2) Developing an internal control framework to based on the applicable laws and regulations and/
identify, measure, monitor, and control all risks or GMS resolutions (if any);
faced by BCA; d. Appointing and dismissing BCA employees based
3) F o l l ow i n g u p o n a u d i t f i n d i n g s a n d on BCA personnel regulations;
recommendations from BCA’s Internal Audit e. Governing the delegation of the Board of Directors’
Division (DAI), External Auditors, and supervision authority to represent BCA in and out of court to one
results from BI, OJK, and/or other authorities; or more specifically appointed Board members or
4) Establishing an Internal Audit Division to one or more BCA employees, either individually
independent of operational work units and or jointly with other persons or entities;
implementing the internal audit function
effectively pursuant to applicable regulations;
5) Forming the Risk Management Unit, the Risk
Management Committee, and the Compliance
Unit;
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G o o d C o r p o r a t e G o v e r n a n c e
f. Carry out other actions concerning both b. having competencies, including:
management and ownership, in accordance 1) having knowledge and/or expertise in fields
with provisions further regulated by the Board of required by BCA, such as:
Commissioners while observing the applicable laws a) adequate banking knowledge relevant to
and regulations. the position. Banking knowledge includes
understanding bank regulations and
Without prejudice to other provisions in the BCA Articles operations, as well as risk management;
of Association: b) knowledge regarding the duties and
a. The President Director and one other member of the responsibilities of the Main Entity and
Board of Directors have the right and authority to act understanding the primary business activities
for and on behalf of the Board of Directors and to and key risks of Financial Services Institutions
represent BCA; within a financial conglomeration;
b. Should the President Director be unappointed for c) experience in banking and/or finance,
any reason, be incapacitated, or be absent (such including operations, marketing, accounting,
circumstances requiring no proof to third parties), audit, funding, credit, money markets, capital
the Deputy President Director together with one other markets, law, or supervisory experience
member of the Board of Directors shall have the right within Financial Services Institutions;
and authority to act for and on behalf of the Board of d) the ability to perform strategic management
Directors and to represent BCA; for sound bank development;
c. Should both the President Director and the Deputy e) having at least 5 (five) years of operational
President Director be unappointed for any reason, experience, at a minimum level as a Bank
be incapacitated, or be absent (such circumstances Executive Officer;
requiring no proof to third parties), 2 (two) Directors 2) performing strategic management for sound
shall have the right and authority to act for and on bank development, including:
behalf of the Board of Directors and to represent BCA. a) being competitive and visionary, demonstrated
by a commitment to long-term performance;
The Board of Directors must perform its duties, b) maintaining an ethical and responsible attitude
responsibilities, and authorities in good faith, with full in conducting bank business, operations, and
responsibility and prudence, while observing the BCA services;
Articles of Association, the Board of Directors Charter, c) contributing to society and the environment;
and applicable laws and regulations. Detailed duties, and
responsibilities, and authorities of the Board of Directors d) having the ability to adapt, survive, and grow;
are contained within the BCA Articles of Association and c. having good reputation, including:
the Board of Directors Charter, both accessible to the 1) having no non-performing loans and/or
public via the BCA website. financing;
2) within 5 (five) years prior to appointment and
4. Criteria for the Board of Directors’ Members during the term of office:
BCA Board of Directors’ members are individuals meeting a) never having been declared bankrupt;
the criteria and requirements pursuant to OJK Regulation b) never having served as a member of a Board
No. 33/POJK.04/2014 concerning the Board of Directors of Directors and/or Board of Commissioners
and Board of Commissioners of Issuers or Public found guilty of causing a company’s
Companies, OJK Regulation No. 17 of 2023 concerning bankruptcy;
the Implementation of Corporate Governance for c) never having served as a member of a Board
Commercial Banks including its implementing regulations, of Directors and/or Board of Commissioners
and OJK Regulation No. 27/POJK.03/2016 concerning Fit who:
and Proper Tests for Main Parties of Financial Services i. failed to convene an annual GMS;
Institutions. Criteria for Board members are also available ii. had their accountability as a Board
in the Board of Directors Charter, accessible to the public member rejected by the GMS or failed
via the BCA website under the Organization Structure to provide such accountability to the
section (https://www.bca.co.id/en/tentang-bca/tata- GMS; and
kelola/Struktur-Organisasi#).
The criteria for BCA Board of Directors’ members are
as follows:
a. having integrity, including:
1) having good character, morals, and integrity;
2) being capable of performing legal acts;
3) maintaining a commitment to comply with laws
and regulations;
4) maintaining a commitment toward sound
banking development;
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iii. caused a company licensed, approved, or Nomination Mechanism
registered by OJK to fail in its obligation BCA has established arrangements regarding the
to submit annual reports and/or financial nomination mechanism within the Nomination
statements to OJK. Mechanism for the Board of Commissioners and
3) never having been convicted of a criminal Directors document, accessible to the public via the
offense within a certain period prior to Corporate Governance section of the BCA website
nomination. “Criminal offense” refers to: (https://www.bca.co.id/en/tentang-bca/tata-kelola/
a) a criminal offense in the financial services acgs/kebijakan-gcg).
sector with the sentence completed within
the last 20 (twenty) years prior to nomination; Referring to the provisions on the Implementation of
b) a felony, specifically a criminal offense listed Governance for Commercial Banks, the flow of the
in the Criminal Code (KUHP) and/or similar nomination mechanism for the Board of Directors’
foreign criminal codes carrying a prison members is as follows:
sentence of 1 (one) year or more, with the a. Proposals from shareholders/the Board of
sentence completed within the last 10 (ten) Commissioners/the President Director regarding
years prior to nomination; and/or the Board of Directors nominations are submitted
c) other criminal offenses carrying a prison to the Board of Commissioners.
sentence of 1 (one) year or more, including b. The Board of Commissioners requests the RNC to
corruption, money laundering, narcotics/ discuss the nomination proposals in RNC meeting.
psychotropics, smuggling, customs, excise, c. RNC discusses such proposals in RNC meeting,
human trafficking, illicit arms trafficking, with the discussion recorded in the RNC Meeting
terrorism, counterfeiting, tax offenses, Minutes. Considerations during the meeting include:
forestry offenses, environmental offenses, 1) Reasons and/or considerations for the proposal
and marine and fisheries offenses, with (based on interview results, financial reputation
the sentence completed within the last 20 reviews, track record experience, and public
(twenty) years prior to nomination; opinion circulating in various media);
4) maintaining BCA’s reputation; 2) Criteria and qualifications for the candidate
a) not being classified as a party prohibited in accordance with the direction of the BCA’s
from becoming a Main Party, including the strategy;
candidate’s absence from the Disqualified 3) RNC has carried out the following steps:
List (DTL) resulting from a Fit and Proper i. Observe the external and internal conditions
Test pursuant to regulations concerning Fit in accordance with the direction of BCA’s
and Proper Tests for Main Parties, including strategy;
Controlling Shareholders, members of the ii. Consider diversity in terms of gender, age,
Board of Directors, and members of the education, and expertise;
Board of Commissioners; and iii. Communicate with the Controlling
b) having a commitment to refrain from Shareholder (if the proposal is not from the
committing and/or repeating acts and/or Controlling Shareholder).
actions causing the individual to be classified d. Following the discussion, RNC provides a
as a party prohibited from becoming a Main recommendation to the Board of Commissioners,
Party. issued in the form of a RNC Decision.
e. Based on the KRN recommendation, the Board of
5. Nomination of the Board of Commissioners decides to propose the Board of
Directors’ Members Directors’ candidates to the GMS Chairman. This
The nomination process for the Board of Directors’ decision is issued as a Board of Commissioners
members refers to Article 7 of OJK Regulation No. Decision.
33/POJK.04/2014 concerning the Board of Directors f. The GMS Chairman seeks shareholder approval
and the Board of Commissioners of Issuers or Public during the GMS agenda item regarding Board of
Companies and Article 9 of OJK Regulation No. 17 of Directors nominations.
2023 concerning the Implementation of Corporate g. Upon obtaining GMS approval, such approval is
Governance for Commercial Banks. recorded in the GMS Minutes, serving as the basis
for the candidates’ fit and proper test.
h. BCA may utilize independent, reputable third-party
services (search firms) in the Board of Directors
candidate selection process.
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G o o d C o r p o r a t e G o v e r n a n c e
The nomination flow described above is illustrated in the diagram below.
Nomination Mechanism for BCA Board of Directors’ Members
Shareholders/Board
Board of
of Commissioners/ RNC GMS Fit and Proper Test1)
President Director
Commissioners
Nomination
Proposal No
Submit proposal Discussion at the
(Candidate for
to RNC RNC Meeting
BCA Board of
Directors)
Yes
Submission
of candidate
proposal to the
GMS Chairman RNC Decision
through a Board
of Commissioners The Chairman of
Decision the GMS request
for shareholder
approval
Approval is set
forth in the minutes
Fit and Proper Test
of the GMS (basis
Process
of fit and proper
test)
PT Bank Central Asia Tbk
Fit and Proper Test
Results
Note:
1) Submission of fit and proper test administrative
documents to OJK can be done since the RNC
decision letter is obtained Completed
The Board of Directors succession policy is formulated by BCA’s RNC. This succession policy is available in the
KRN section of this Annual Report.
6. Number and Composition of the Board of Directors’ Members
BCA has complied with the provisions regarding the number and composition of the Board of Directors’ members pursuant
to OJK Regulation No. 17 of 2023 concerning the Implementation of Corporate Governance for Commercial Banks.
OJK Regulations on the Implementation of Corporate
Implementation at BCA
Governance for Commercial Banks
Banks are required to have a Board of Directors with a BCA has 12 (twelve) members of the Board of Directors.
minimum of 3 (three) members.
All members of the Board of Directors must be domiciled in All members of the Board of Directors are domiciled in
Indonesia. Indonesia.
The Board of Directors must be led by a President Director or BCA Board of Directors is led by a President Director.
Managing Director.
As of December 31, 2025, BCA’s Board of Directors consists of 12 (twelve) members, comprising:
• 1 (one) President Director who is independent from the Controlling Shareholder;
• 2 (two) Deputy President Directors;
• 1 (one) Director responsible for compliance; and
276 Annual Report 2025 | PT Bank Central Asia Tbk
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• 8 (eight) other Directors.
In 2025, BCA underwent a change in the composition of the Board of Directors based on the resolution of the 2025
AGMS under the Third Agenda. Details of this change are available in the General Meeting of Shareholders section
of this Annual Report. The 2025 Board of Directors composition has been recorded in the Deed of Statement of
Meeting Resolutions of PT Bank Central Asia Tbk No. 178 dated May 26, 2025, made before Christina Dwi Utami,
S.H., M.Hum., M.Kn., Notary in Jakarta.
Composition of BCA Board of Directors (January 1, 2025 – May 31, 2025)
Period of Office by
Name Position Approval Letter No.
AGMS
Jahja Setiaatmadja President Director 13/21/DPBB3/TPB3-7 dated June 17, 2011 2021 - 2025
Gregory Hendra Lembong Deputy President Director 10/KDK.03/2022 dated April 22, 2022 2022 - 2025
Armand Wahyudi Hartono Deputy President Director SR-106/D.03/2016 dated June 21, 2016 2021 - 2026
Tan Ho Hien/Subur/Subur Director 4/69/DpG/DPIP/Rahasia dated August 13, 2021 - 2026
Tan 2002
Rudy Susanto Director SR-119/D.03/2014 dated July 21, 2014 2021 - 2026
Lianawaty Suwono Director (concurrently SR-137/D.03/2016 dated July 27, 2016 2021 - 2026
serving as Director in charge
of the Compliance function) 8/KDK.03/2022 dated April 22, 2022
(as Director in charge of the Compliance
Function)
Santoso Director SR-143/D.03/2016 dated August 8, 2016 2021 - 2026
Vera Eve Lim Director SR-79/PB.12/2018 dated April 23, 2018 2021 - 2026
Haryanto T. Budiman Director 14/KDK.03/2020 dated May 14, 2020 2021 - 2026
Frengky Chandra Kusuma Director 39/KDK.03/2021 dated April 26, 2021 2021 - 2026
John Kosasih Director 40/KDK.03/2021 dated April 26, 2021 2021 - 2025
Antonius Widodo Mulyono Director 9/KDK.03/2022 dated April 22, 2022 2022 - 2026
Composition of BCA Board of Directors (June 1, 2025 - December 31, 2025)
Period of Office by
Name Position Approval Letter No.
AGMS
Gregory Hendra Lembong President Director KEPR-26/D.03/2025 dated April 9, 2025 2025-2026
John Kosasih Deputy President Director KEPR-25/D.03/2025 dated April 9, 2025 2025-2026
Armand Wahyudi Hartono Deputy President Director SR-106/D.03/2016 dated June 21, 2016 2021 - 2026
Tan Ho Hien/Subur/Subur Director 4/69/DpG/DPIP/Confidential dated 2021 - 2026
Tan August 13, 2002
Rudy Susanto Director SR-119/D.03/2014 dated July 21, 2014 2021 - 2026
Lianawaty Suwono Director (concurrently SR-137/D.03/2016 dated July 27, 2016 2021 - 2026
serving as Director in charge
of the Compliance Function) 8/KDK.03/2022 dated April 22, 2022
(as Director in charge of the Compliance
Function)
Santoso Director SR-143/D.03/2016 dated August 8, 2016 2021 - 2026
Vera Eve Lim Director SR-79/PB.12/2018 dated April 23, 2018 2021 - 2026
Haryanto T. Budiman Director 14/KDK.03/2020 dated May 14, 2020 2021 - 2026
Frengky Chandra Kusuma Director 39/KDK.03/2021 dated April 26, 2021 2021 - 2026
Antonius Widodo Mulyono Director 9/KDK.03/2022 dated April 22, 2022 2022 - 2026
Hendra Tanumihardja Director KEPR-24/D.03/2025 dated April 9, 2025 2025-2026
All BCA Board members have obtained approval and passed the fit and proper test from Bank Indonesia (now OJK)
prior to performing their duties and functions. This has complied with PBI No. 12/23/PBI/2010 concerning the Fit
and Proper Test and SEBI No. 13/8/DPNP regarding the Fit and Proper Test as amended by SEBI No. 13/26/DPNP
dated November 30, 2011, as well as OJK Regulation No. 27/POJK.03/2016 concerning Fit and Proper Tests for
Main Parties of Financial Services Institutions and OJK Circular Letter No. 39/SEOJK.03/2016 concerning Fit and
Proper Tests for Prospective Controlling Shareholders, Prospective Board of Directors Members, and Prospective
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G o o d C o r p o r a t e G o v e r n a n c e
Board of Commissioners Members.
7. Term of Office of the Board of Directors
The term of office for BCA Board of Directors’ members begins on the date specified in the GMS appointing such
members. This term concludes upon the closing of the 5th (fifth) Annual GMS held after the initial appointing GMS.
However, the GMS retains the authority to dismiss one or more Board of Directors’ members at any time prior to
the expiration of their term. The BCA Articles of Association state the eligibility of the Board of Directors’ members
whose terms have expired for reappointment.
The term of office of a member of the Board of Directors automatically ends if the individual:
a. be declared bankrupt or declared to be under remission based on a court decision;
b. resign from the position in accordance with the applicable provisions;
c. pass away;
d. be dismissed based on a General Meeting of Shareholders resolution;
e. no longer meet the requirements under applicable laws and regulations.
8. Division of Duties and Responsibilities of the Board of Directors
The division of duties and authorities among the Board of Directors’ members is established based on its decision with
approval pursuant to the Board of Commissioners Decision No. 069/SK/KOM/2025 dated May 27, 2025 concerning
the Division of Duties and Responsibilities of the Board of Directors and the Main Organization Framework of PT
Bank Central Asia Tbk, supplemented by the Board of Directors Decision No. 136/SK/DIR/2025 dated July 21, 2025
regarding the Organization Structure of the Transaction Banking Product Development Division (DPD).
The BCA Organization Structure and the supervision by the President Director and 2 (two) Deputy President Directors
are available on pages 40-41 within the Profile section of this Annual Report.
Detailed assignments of the Board of Directors’ duties and responsibilities are explained in the following table:
Substitute Substitute Substitute
No. Name Position Field of Duties and Responsibilities
Director I Director II Director III
1 Gregory Hendra President Director » Overall Coordination JK ST RS
Lembong (HL) (PD)
» Internal Audit1) (DAI) AW ST FC
2 John Kosasih Deputy President » SME & Commercial Business FC HB RS
(JK) Director (DCE)
(DPD1)2)
» BCA Insurance HB RS ST
» BCA Syariah FC SL ST
3 Armand W. Deputy President » Contact Center & Digital FC SL HT
Hartono (AH) Director Services (CDG)
(DPD2)
» E-Channel & Settlement HT SL FC
Services (CSV)
» International Banking Services RS SL JK
(GTP)
» Credit Administration ST FC RS
» Services (SLK)
» Corporate Branch (KCK) RS ST JK
4 Subur Tan Credit & Legal » Credit Risk Analysis (ARK) VL HL FC
(ST) Director
» Credit Recovery (RPK) FC HL VL
(DKR)
» Legal (GHK) LS FC AW
5 Santoso Transaction » Strategic Information AH HL VL
(SL) Banking Director Technology (GTI)
(DTP)
» Operation Strategy AH HL FC
Development (POL)
» Transaction Banking Business HB AH HT
Development (DTB)
» Transaction Banking Product HB AH HT
Development (DPD)
» Transaction Banking Services HT HB AH
(GLT)
» BCA Digital HL FC VL
278 Annual Report 2025 | PT Bank Central Asia Tbk
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Substitute Substitute Substitute
No. Name Position Field of Duties and Responsibilities
Director I Director II Director III
6 Rudy Susanto Corporate Banking » Corporate Banking & JK HB SL
(RS) & Treasury Director Transaction (GBK)
(DBK)2)
» Corporate Finance (GCF) JK HB SL
» International Banking B) HL HB JK
» Treasury (DTR) HL JK VL
» BCA Sekuritas JK HL VL
7 Hendra Cash Management » Corporate Transaction (CTC) RS JK SL
Tanumihardja Director
» Cash Management (DCM) RS JK HB
(DCS) 2)
» Transaction Banking Partnership SL HB JK
Solution Development (DST)
» Wholesale Transaction Banking SL RS JK
Product Development (WBD)
8 Haryanto T. Consumer Banking » Consumer Finance (DBK) JK RS FC
Budiman Director
» Individual Customer Business SL JK AH
(HB) (DCB) 2)
Development (ICB)
» Wealth Management (DWM) JK SL HL
» BCA Life JK SL RS
» BCA Finance JK ST SL
9 Frengky Chandra Branch & Network » Regional & Branch Banking AH HT VL
Kusuma Director Management (Regional and
(FC) (DJW) #) Branch Offices)
» Branch Network Management VL HT AH
(JPW)
» Procurement & Facility AH JK ST
Management (LOG)
10 Antonius Widodo Risk Management » Risk Management *) (MRK) LS VL ST
Mulyono Director
» Corporate Communication & VL FC HL
(AW) (DRM)3)
Social Responsibility (CCR)
» Anti-Fraud (BAF) LS HL FC
11 Lianawaty Compliance & » Compliance *) (DCP) AW VL ST
Suwono Human Capital
» Human Capital Management ST HT AH
(LS) Mgmt. Director
(HCM)
(DCH)3)
» Learning & Development (DPP) ST HT AH
12 Vera Eve Lim Finance & » Corporate Strategy & Planning HL JK HT
(VL) Corporate Planning (DCSP)
Director
» Accounting & Tax (ATX) HT RS HL
(DFC)3)
» Corporate Secretary - Investor HL HB RS
Relations & ESG (CVG)
» Industry & Economic Research HB RS AW
(REI)
» Central Capital Ventura SL AH HL
Notes:
1. The Substitute Director reports to the Functional Director regarding all actions taken or decisions made during the substitution period.
The Substitute Director for the credit sector refers to the Credit Provision Manual.
2. Subsidiaries Management Functions are regulated as follows:
1) Monitoring the implementation of internal audit, risk management, or compliance functions within Subsidiaries to establish integrated governance and
integrated risk management.
2) Performing monitoring functions over the business development of Subsidiaries.
3) Performing comprehensive monitoring and alignment functions for Subsidiary management as well as monitoring Subsidiary financial performance.
The implementation of the functions above continues to observe limited liability company principles, recognizing the Subsidiary as an independent/separate
legal entity.
The accountability of the Board of Directors and/or Board of Commissioners of a Subsidiary is to the Subsidiary’s GMS.
The Parent Company, as a shareholder, exercises its authority and functions through the Subsidiary's GMS.
3. #) The Director of Regional and Branch Networks acts as the daily executor, supervisor, and monitor of regional and branch management. The Head of the
Regional Office remains accountable to the Board of Directors.
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G o o d C o r p o r a t e G o v e r n a n c e
9. Orientation Program for New Board of Directors Members
The orientation program for new Board of Directors members provides an immediate understanding of BCA,
enabling such Board of Directors members to perform their duties and responsibilities optimally.
The Board of Directors orientation policy is regulated within the BCA Governance Guidelines concerning the Board
of Directors Manual and Code of Conduct, as well as Board of Directors Decision No. 189/SK/DIR/2020 dated
December 04, 2020 regarding the Orientation of New Board of Directors and Board of Commissioners Members
of PT Bank Central Asia Tbk (BCA).
The orientation program includes, among others:
• Knowledge of BCA’s Vision, Mission, Core Values, and Strategy;
• BCA’s medium-term and long-term plans (current year Business Plan/RBB);
• BCA’s performance and finances; and
• Matters relevant to the banking sector.
Orientation Procedures
Orientation procedures for new Board of Directors members may be conducted through:
• Presentations by Head Office Work Units (UKKP);
• Visits to various BCA operational sites;
• Meetings and discussions with other members of the Board of Directors and Board of Commissioners to discuss
various BCA issues or other required information;
• Studying various BCA information available electronically (online-based).
The 2025 Orientation Implementation
In 2025, orientation programs for Board of Directors members were conducted online, with sessions lasting
approximately 1–2 hours each.
The 2025 orientation program for the new Board of Directors member appointed based on the AGMS dated March
12, 2025—Mr. Hendra Tanumihardja—is as follows:
No Date Topic
1 June 12 – July 7, 2025 Orientation related to the Duties and Responsibilities of Divisions and Work
Units at BCA online.
The Orientation Implementation Report of Mr. Hendra Tanumihardja has been outlined in the Memorandum dated July 31, 2025 concerning the Orientation
Implementation Report for New Directors.
10.Training Programs for Enhancing Board of Directors Competencies
BCA has a Board of Directors training program policy, which is stated in the Board of Directors Charter. BCA
requires members of the Board of Directors to participate in a training program at least once a year to improve
their competency and support the implementation of their duties and responsibilities. The list of training programs
attended by members of the Board of Directors throughout 2025 is as follows:
Training Programs Attended by the Board of Directors Members in 2025
No Name Program Organizer Date Location Means/Forms
1 Jahja Setiaatmadja 1)
BCA Trading Trends 2025 BCA January 9, Jakarta, Conference
2025 Indonesia
AIA APAC Bancassurance Summit AIA May 13-15, Jakarta, Conference
2025 2025 Indonesia
2 Gregory Hendra BCA Trading Trends 2025 BCA January 9, Jakarta, Conference
Lembong2) 2025 Indonesia
Wealth Summit 2025 BCA September 17, Jakarta, Conference
2025 Indonesia
2025 Bloomberg New Economy Bloomberg November 19- Singapura, Conference
Forum 21, 2025 Singapura
16th Kompas100 CEO Forum Kompas November 26, Jakarta, Conference
2025 Powered by PLN 2025 Indonesia
Leaders Gathering and Mastercard November 26, Jakarta, Conference
Reception: Building Financial 2025 Indonesia
Resilience in a Digital Economy
Rakernas BCA 2026 BCA December Jakarta, Conference
4-5, 2025 Indonesia
280 Annual Report 2025 | PT Bank Central Asia Tbk
Page 283
No Name Program Organizer Date Location Means/Forms
3 John Kosasih3) BCA Trading Trends 2025 BCA January 9, Jakarta, Conference
2025 Indonesia
Japan Banking Innovation The Asian Banker February 20, Tokyo, Conference
Conference 2025 2025 Jepang
A Dialogue with Capital Market Indonesia Stock March 3, 2025 Jakarta, Conference
Players Exchange Indonesia
Members’ Gathering: APINDO July 17, 2025 Jakarta, Conference
'Transforming the Manufacturing Indonesia
Industry Through AI Technology
Integration
National Seminar on Green Bank Indonesia August 8, Jakarta, Conference
Economy and Finance: 2025 Indonesia
'Strengthening Green Financing
Synergy in Support of a
Sustainable Economic Transition'
as part of the 2025 Karya Kreatif
Indonesia Event Series
Indonesia-Japan Executive PPIJ (Indonesian- August 6, Jakarta, Conference
Dialogue 2025: A Private Japan Friendship 2025 Indonesia
Leadership Forum on Outlook, Association)
Innovation & Collaboration
The 34th APINDO National APINDO August 9, Jakarta, Workshop
Coordination Working Meeting 2025 Indonesia
(RAKERKONAS): 'With the Spirit
of Indonesia Incorporated
towards Golden Indonesia 2045’
Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
Indonesia Islamic Finance Summit OJK November 03, Jakarta, Conference
2025 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
4 Armand Wahyudi BCA Trading Trends 2025 BCA January 9, Jakarta, Conference
Hartono 2025 Indonesia
AEI - INVESTOR RELATIONS Asosiasi Emiten February 13, Jakarta, Conference
SUMMIT 2025 Indonesia 2025 Indonesia
AEI Seminar - Inside the Mind of a Asosiasi Emiten July 17, 2025 Jakarta, Conference
Successful Institutional Investor Indonesia Indonesia
Talk Show BINUS Professional BINUS October 6, Jakarta, Conference
Connect 2025 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
National Working Meeting BCA BCA December Jakarta, Conference
2026 4-5, 2025 Indonesia
5 Tan Ho Hien/Subur/ BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
Subur Tan 2025 Indonesia
Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
Rakernas BCA 2026 BCA December Jakarta, Conference
4-5, 2025 Indonesia
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G o o d C o r p o r a t e G o v e r n a n c e
No Name Program Organizer Date Location Means/Forms
6 Rudy Susanto BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
2025 Indonesia
Treasury Certification ACI January 17, Bali, Conference
Refreshment 2025 Indonesia
RGE Bankers Forum 2025 RGE July 17, 2025 Jakarta, Conference
Indonesia
Workshop Strategic Priority BCA July 28-29, Jakarta, Workshop
2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
7 Lianawaty Suwono BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
2025 Indonesia
HR Director Breakfast Session Banking Human February 26, Jakarta, Conference
: "Banking Talent Future Talent Capital Forum 2025 Indonesia
Readiness"
Sharing Related To Artificial Binus University March 10, Jakarta, Conference
Intelligence 2025 Indonesia
NGOBAR (Chatting about AAMAI April 17, 2025 Jakarta, Conference
Insurance) Indonesia
Leadership Excellence AGLP (Asean May 19, 2025 Jakarta, Conference
"Harnessing the Power of Global Indonesia
Technology and Fine Arts" Leadership
Program)
Webinar: "Employment Issue BCA July 1, 2025 Jakarta, Webinar
Trends in the Corporate World" Indonesia
GenAI Tech Day GTI July 23, 2025 Jakarta, Conference
Indonesia
Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
BYC Fest (Bold Moves, Unleash BCA November 18, Jakarta, Conference
the Next) 2025 Indonesia
Executive Breakfast Sharing: ACCARA November 21, Jakarta, Conference
State the Global Workspace CONSULTING 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
A Leadership Dialogue on DELOITTE November 26, Jakarta, Conference
Workplace Financial Health in 2025 Indonesia
Indonesia - Deloitte
8 Santoso BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
2025 Indonesia
Tencent Cloud Day Indonesia Tencent Cloud February 17, Jakarta, Conference
2025 2025 Indonesia
Digital Economic Forum CNBC & CNBC & Artajasa February 17, Jakarta, Conference
Artajasa 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
FEKDI: Indonesian Digital BI, OJK, ASPI October 30- Jakarta, Workshop
Financial Economy Festival 31, 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
Rakernas BCA 2026 BCA December Jakarta, Conference
4-5, 2025 Indonesia
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Page 285
No Name Program Organizer Date Location Means/Forms
9 Vera Eve Lim BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
2025 Indonesia
Perbanas x IBI : CEO Forum Perbanas and IBI January 22, Jakarta, Conference
2025 Indonesia
BAIN - e-Conomy SEA 2024 BAIN February 11, Jakarta, Conference
Event in Jakarta 2025 Indonesia
Political and Economic OCS Indonesia April 10, 2025 Jakarta, Conference
Roundtable Breakfast Discussion Indonesia
with OCS Group Executive
Committees
Kartini Inspiration Activities in OJK April 22, 2025 Jakarta, Conference
Commemoration of Kartini Day Indonesia
2025
Invitation to the Textile and OJK May 16, 2025 Jakarta, Conference
Textile Products Industry Indonesia
Consignment Meeting
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
CEO Forum Perbanas Perbanas December 10, Jakarta, Conference
2025 Indonesia
10 Haryanto T. Budiman AIA APAC Bancassurance Summit AIA May 13-15, Beijing, Conference
2025 2025 China
GenAI Tech Day GTI July 23, 2025 Jakarta, Conference
Indonesia
Training Digital Transformations: Stanford August 3-8, Stanford, Training
Leading Organtizational Change University 2025 Amerika
in the Age of AI Serikat
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
Wealth Summit 2025 BCA September 18, Jakarta, Conference
2025 Indonesia
JP Morgan Investment Forum J.P. Morgan September Jakarta, Conference
- The Road Ahead: Journey of 03, 2025 Indonesia
Growth and Resilence
CRO Roundtable PERBANAS September Jakarta, Conference
24, 2025 Indonesia
UBS Indonesia Forum UBS November 17, Jakarta, Conference
2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
11 Frengky Chandra Wealth Summit 2025 BCA September Jakarta, Conference
Kusuma 17-18, 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
Safeguarding Your Investment Reanda September Jakarta, Conference
in Indonesia through Proper Indonesia & BCA 26, 2025 Indonesia
Financial and Tax Reporting
The Dual Edge of Tax, Managing Reanda November 20, Jakarta, Conference
Risk and Capturing Savings Indonesia & BCA 2025 Indonesia
ESG Refreshment (Capacity BCA November 25, Jakarta, Conference
Building) 2025 Indonesia
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
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G o o d C o r p o r a t e G o v e r n a n c e
No Name Program Organizer Date Location Means/Forms
12 Antonius Widodo BCA Trading Trends 2024 BCA January 9, Jakarta, Conference
Mulyono 2025 Indonesia
Perbanas x IBI : CEO Forum Perbanas and IBI January 22, Jakarta, Conference
2025 Indonesia
Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
Indonesia Knowledge Forum BCA October 28, Jakarta, Conference
2025 2025 Indonesia
2025 Legal Communication BCA October 29, Jakarta, Conference
Forum "Implementation of Law 2025 Indonesia
No. 1 of 2023 concerning the
Criminal Code and the Draft Law
concerning Criminal Procedure
Law"
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
Rakernas BCA 2026 BCA December Jakarta, Conference
4-5, 2025 Indonesia
13 Hendra Strategic Priority Workshop BCA July 28-29, Jakarta, Workshop
Tanumihardja4) 2025 Indonesia
GenAI Tech Day GTI July 23, 2025 Jakarta, Conference
Indonesia
Training APU PPT PPATK July 21, 2025 Jakarta, Conference
Indonesia
Wealth Summit 2025 BCA September Jakarta, Conference
17-18, 2025 Indonesia
BCA Capital Market BCA October 14, Jakarta, Conference
Collaboration Night 2025 2025 Indonesia
Indonesia Knowledge Forum BCA October 28- Jakarta, Conference
2025 29, 2025 Indonesia
Gathering "Cybersecurity BCA November 13, Jakarta, Conference
Awareness for Business 2025 Indonesia
Resilience”
Enhancing Sustainability through BCA November 25, Jakarta, Conference
GCG 2025 Indonesia
CFO Connect 2025: Ecosystem BCA November 26, Jakarta, Conference
Synergy for Sustainable Business 2025 Indonesia
Growth
Note:
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
In accordance with OJK Regulation No. 24 of 2022 concerning Human Resource Quality Development for Commercial
Banks and OJK Circular Letter No. 28/SEOJK.03/2022 concerning Risk Management Certification for Human
Resources for Commercial Banks, all members of the Board of Directors have obtained Risk Management Certification
and/or Refresher Certification in accordance with the applicable regulations.
11. Share Ownership of the Board of Directors Members Reaching 5% or More of Paid-In Capital
BCA’s policy regarding reporting share ownership of the Board of Directors members refers to Article 57 of OJK
Regulation No. 17 of 2023 concerning the Implementation of Corporate Governance for Commercial Banks, OJK
Circular Letter No. 14/SEOJK.03/2025 concerning the Implementation of Governance for Commercial Banks,
OJK Circular Letter No. 4 of 2024 concerning Reports on Ownership or Changes in Share Ownership of Public
Companies, and Reports on Activities of Pledged Shares of Public Companies.
Implementation of the Ownership Reporting Policy or Any Changes in Share Ownership
The Board of Directors’ Charter stipulates, among others:
a. The Board of Directors’ obligation to disclose share ownership of 5% (five percent) or more of paid-up capital,
including the type and number of shares in BCA, other banks, non-bank financial institutions, and other companies
domiciled domestically and internationally. In addition, BCA has also established and maintained a Special
Register as stipulated in Article 50 of Law No. 40 of 2007 concerning Limited Liability Companies.
b. The obligation of members of the Board of Directors to submit information to BCA regarding ownership and
changes in BCA shares within a maximum of 3 (three) business days after the occurrence of ownership or
284 Annual Report 2025 | PT Bank Central Asia Tbk
Page 287
any change in ownership of shares in a Public Company. The policy for reporting ownership or any changes in
share ownership by the Board of Directors complies with OJK Regulation No. 4 of 2024 concerning Reports of
Ownership or Any Changes in Share Ownership of Public Companies and Reports of Pledged Shares of Public
Companies, and has been disseminated through Memorandum No. 0075/MO/ESG/2025 dated August 06,
2024, by the Corporate Secretary to all Directors and the Board of Commissioners.
BCA has also submitted a report on the Board of Directors’ share ownership at the beginning of each month and
on any changes in the Board of Directors’ share ownership in 2025 to the Financial Services Authority (OJK) and
the Indonesia Stock Exchange (IDX) through the e-reporting system, demonstrating BCA’s transparency and
compliance with internal and external policies regarding share ownership reporting.
Table of Share Ownership of the Board of Directors’ Members Representing 5% (five percent) or More of Paid-in Capital as of
December 31, 2025
Share ownership of the Board of Directors’ Members amounting to 5% or more in:
Name Non-Bank Financial
BCA Other Banks Other Companies
Institutions
Jahja Setiaatmadja1) - - - √
Gregory Hendra Lembong 2)
- - - √
John Kosasih 3)
- - - -
Armand Wahyudi Hartono - - - √
Tan Ho Hien/Subur/Subur Tan - - - -
Rudy Susanto - - - -
Lianawaty Suwono - - - -
Santoso - - - -
Vera Eve Lim - - - -
Haryanto T. Budiman - - - -
Frengky Chandra Kusuma - - - -
Antonius Widodo Mulyono - - - -
Hendra Tanumihardja 4)
- - - -
Notes:
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
√ Owns shares amounting to 5% (five percent) or more.
All members of the Board of Directors have no indirect ownership of BCA shares. The BCA Board of Directors holds
a cumulative 0.052% of BCA shares. The following details the direct ownership of BCA shares by members of the
Board of Directors in 2025, along with the percentages at the beginning and end of the fiscal year.
Table of Total BCA Share Ownership by the Board of Directors (January 1, 2025 - May 31, 2025)
Total Ownership
Total Ownership
At Beginning
Board of Directors Position Percentage At End of Year (as of Percentage
of Year (as of
May 31, 2025)
January 1, 2025)
Jahja Setiaatmadja President Director 33,850,785 0.027% 35,805,144 0.029%
Gregory Hendra Deputy President 977,547 0.001% 1,531,282 0.001%
Lembong Director
Armand Wahyudi Deputy President 4,256,065 0.003% 4,256,065 0.003%
Hartono Director
Tan Ho Hien/Subur/Subur Director 10,710,172 0.009% 11,169,044 0.009%
Tan
Rudy Susanto Director 2,908,127 0.002% 3,431,711 0.003%
Lianawaty Suwono Director 2,264,685 0.002% 2,840,417 0.002%
(concurrently
serving as Director
in charge of
Compliance
Function)
Santoso Director 2,690,902 0.002% 3,169,028 0.003%
Vera Eve Lim Director 2,212,324 0.002% 2,731,601 0.002%
Haryanto T. Budiman Director 776,099 0.001% 1,057,378 0.001%
Frengky Chandra Kusuma Director 2,107,984 0.002% 2,429,926 0.002%
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G o o d C o r p o r a t e G o v e r n a n c e
Total Ownership
Total Ownership
At Beginning
Board of Directors Position Percentage At End of Year (as of Percentage
of Year (as of
May 31, 2025)
January 1, 2025)
John Kosasih Director 731,076 0.001% 1,094,492 0.001%
Antonius Widodo Director 262,511 0.000% 440,838 0.000%
Mulyono
TOTAL 63,748,277 0.052% 69,956,926 0.056%
Table of Total BCA Share Ownership by the Board of Directors (June 1, 2025 - December 31, 2025)
Total Ownership
Total Ownership at
at Beginning of
Board of Directors Position Percentage End of Year (as of Percentage
Year (as of June 1,
December 31, 2025)
2025)
Gregory Hendra President Director 1,531,282 0.001% 1,531,282 0.001%
Lembong
John Kosasih Deputy President 1,094,492 0.001% 1,094,492 0.001%
Director
Armand Wahyudi Hartono Deputy President 4,256,065 0.003% 4,256,065 0.003%
Director
Tan Ho Hien/Subur/Subur Director 11,169,044 0.009% 11,169,044 0.009%
Tan
Rudy Susanto Director 3,431,711 0.003% 3,431,711 0.003%
Lianawaty Suwono Director 2,840,417 0.002% 2,840,417 0.002%
(concurrently
serving as Director
in charge of
Compliance
Function)
Santoso Director 3,169,028 0.003% 3,269,028 0.003%
Vera Eve Lim Director 2,731,601 0.002% 2,731,601 0.002%
Haryanto T. Budiman Director 1,057,378 0.001% 1,057,378 0.001%
Frengky Chandra Kusuma Director 2,429,926 0.002% 2,429,926 0.002%
Antonius Widodo Director 440,838 0.000% 440,838 0.000%
Mulyono
Hendra Tanumihardja Director 193,206 0.000% 193,206 0.000%
TOTAL 34,344,988 0.027% 34,444,988 0.028%
12.Concurrent Positions of the Board of Directors’ Members
The provisions regarding concurrent positions of BCA’s Board of Directors are based on Article 6 of OJK Regulation
No. 33/POJK.04/2014 concerning the Board of Directors and the Board of Commissioners of Issuers or Public
Companies and Article 15 of the OJK Regulation on the Implementation of Good Corporate Governance for
Commercial Banks, as follows:
a. Members of the BCA Board of Directors shall not hold concurrent positions:
1) as members of the board of directors, members of the board of commissioners, members of the sharia
supervisory board, or executive officers at banks, companies, and/or other institutions;
2) in functional duties at banking and/or non-banking financial institutions domiciled domestically or
internationally;
3) in other positions of which may give rise to a conflict of interest in carrying out their duties as members of
the Board of Directors; and/or
4) in other positions in accordance with statutory regulations.
b. Excluding concurrent positions as referred to in the paragraph above, if a member of the Board of Directors:
1) is responsible for overseeing BCA’s investment in a subsidiary, performs functional duties as a member of
the Board of Commissioners at a non-bank subsidiary controlled by BCA;
2) is responsible for overseeing a pension fund or serves on the supervisory board of a pension fund owned
by BCA;
3) serves as an acting director; and/or
4) holds a position in a non-profit organization or institution;
provided that the member concerned does not neglect the performance of his/her duties and responsibilities
as a member of the Board of Directors of BCA.
286 Annual Report 2025 | PT Bank Central Asia Tbk
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c. The activities of the Board of Directors’ members referred to in letter c, number 1) and 2) must obtain approval
from a meeting of the Board of Commissioners; and/or
d. The activities of the Board of Directors’ members referred to in letter c, number 4) must be reported to a meeting
of the Board of Commissioners; and/or
e. A member of the Board of Directors may concurrently serve as a member of a maximum of five committees at
an Issuer or Public Company where the member also serves as a member of the Board of Directors or a member
of the Board of Commissioners.
Throughout 2025, concurrent positions held by members of the Board of Directors were reported in the Board of
Commissioners meetings and/or approved by the Board of Commissioners meetings.
Table of BCA Board of Directors’ Concurrent Positions in 2025
Position at Other Position at Company/Organization/Non-Profit
Name Position at BCA
Banks Institution/Other Institutions
Jahja Setiaatmadja1) President Director - -
Gregory Hendra President Director - Deputy Chairman of Perbanas (2024-present)
Lembong2)
John Kosasih3) Deputy President Director - -
Armand Wahyudi Deputy President Director - • Chairman of the Indonesian Issuers
Hartono Association (2023-present)
• Chairman of the Banking Operational Directors
Communication Forum (2024-present)
• Member of the Company Assessment
Committee of the Indonesia Stock Exchange
(2025-present)
• Management Advisory Board Member of NUS
Business School (2025-present)
Tan Ho Hien/Subur/ Director - -
Subur Tan
Rudy Susanto Director - -
Lianawaty Suwono Director (concurrently - • Head of the Professional Development Division
serving as Director in of the Compliance Director Communication
charge of Compliance Forum (2025-present)
Function) • Deputy Head of the Professional Development
and Development Division (PPP) of the
Indonesian Institute of Certified Public
Accountants (IBI) (2023-present)
Santoso Director - • Chairman of the Indonesian Payment Systems
Association (ASPI) (June 2021-present)
• Board of Executives of the Indonesian Credit
Card Association (AKKI) (2013-present)
Vera Eve Lim Director - Head of Tax, Finance, and Regulatory Reporting
Division of Perbanas (2024-present)
Haryanto T. Budiman Director - • Chairman of Indonesian Bankers Association
(2019 - present)
• Member of the Board of Trustees of US
Indonesia Society (2022-2025)
• Chairman of the Steering Committee of the
Banking Professional Certification Institute
(LSPP) (2024 - present)
• Honorary Board Member & Chairman of the
BaRa Advisory Board (2024 - present)
• Deputy Chairman of the Perbanas Education
Foundation (2023 - present)
Frengky Chandra Director - Deputy Chairman of Regional Affairs at
Kusuma the Indonesian Bankers Association (IBI)
(2023-present)
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G o o d C o r p o r a t e G o v e r n a n c e
Position at Other Position at Company/Organization/Non-Profit
Name Position at BCA
Banks Institution/Other Institutions
Antonius Widodo Director - • Head of Communications at IBI (2023-present)
Mulyono • Treasurer General of KAFEGAMA
(2024-present)
• Member of the Expert Council of the
Bankers Association for Risk Management
(2024-present)
• Treasurer of the Indonesian Association of
Economists (2024-present)
Hendra Tanumihardja4) Director - -
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
Table of the Board of Directors’ Concurrent Positions in Committees at BCA
Position at Period of Office
Name Position at Committees
BCA by AGMS
Jahja President 2021-2025 • Chairman of ALCO
Setiaatmadja1) Director • Chairman of Credit Policy Committee
• Permanent Member of the Corporate Risk Committee
• Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
Gregory Hendra Deputy 2021-2025 • Chairman of the Information Technology Steering Committee
Lembong2) President • Member of ALCO
Director • Member of the Credit Policy Committee
(IT & Digital • Permanent Member of the Corporate Risk Committee
Banking) • Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
President 2025-2026 • Chairman of ALCO
Director • Chairman of Credit Policy Committee
• Permanent Member of the Corporate Risk Committee
• Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
John Kosasih3) Commercial & 2021-2025 • Member of ALCO
SME Banking • Member of Credit Policy Committee
Director • Permanent Member of the Risk Management Committee
• Permanent Member of the Commercial Risk Committee
• Permanent Member of the Integrated Risk Management Committee
Deputy 2025-2026 • Member of ALCO
President • Member of Credit Policy Committee
Director 1 • Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
• Permanent Member of the Corporate Risk Management Committee
• Permanent Member of the Commercial Risk Management
Committee
Armand Deputy 2021-2026 • Member of ALCO
Wahyudi President • Permanent Member of the Risk Management Committee
Hartono Director 2 • Permanent Member of the Integrated Risk Management Committee
Tan Ho Hien/ Credit Risk & 2021-2026 • Chairman of the Corporate Risk Committee
Subur/Subur Legal Director • Member of ALCO
Tan • Member of the Credit Policy Committee
• Permanent Member of the Commercial Risk Committee
• Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
Santoso Transaction 2021-2026 • Chairman of the Information Technology Steering Committee
Banking • Member of ALCO
Director • Member of the Credit Policy Committee
• Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
Rudy Susanto Corporate 2021-2026 • Member of ALCO
Banking & • Member of the Credit Policy Committee
Treasury • Permanent Member of the Corporate Risk Committee
Director • Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
Haryanto T. Consumer 2021-2026 • Member of ALCO
Budiman Banking • Member of Credit Policy Committee
Director • Permanent Member of the Risk Management Committee
• Permanent Member of the Integrated Risk Management Committee
Frengky Branch & 2021-2026 • Member of ALCO
Chandra Network • Permanent Member of the Risk Management Committee
Kusuma Director • Permanent Member of the Integrated Risk Management Committee
• Member of the Information Technology Steering Committee
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Page 291
Position at Period of Office
Name Position at Committees
BCA by AGMS
Antonius Risk 2022-2026 • Chairman of the Risk Management Committee
Widodo Management • Chairman of the Integrated Risk Management Committee
Mulyono Director • Member of ALCO
• Member of the Credit Policy Committee
• Member of the Information Technology Steering Committee
Lianawaty Compliance 2021-2026 • Member of ALCO
Suwono & Human • Member of the Credit Policy Committee
Capital Mgmt. • Permanent Member of the Risk Management Committee
Director • Permanent Member of the Integrated Risk Management Committee
Vera Eve Lim Finance & 2021-2026 • Member of ALCO
Corporate • Permanent Member of the Risk Management Committee
Planning • Permanent Member of the Integrated Risk Management Committee
Director
Hendra Cash 2025-2026 • Member of ALCO
Tanumihardja4) Management • Permanent Member of the Risk Management Committee
Director • Permanent Member of the Integrated Risk Management Committee
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
13. Report on the Implementation of Throughout 2025, these committees have
Duties and Assessment of the Board successfully fulfilled their mandates, enabling the
of Directors’ Executive Committees Board to make informed decisions that strengthen
The Executive Committees of the Board of Directors operational resilience and support sustainable
are committees established by the Board of Directors growth.
to contribute to meeting BCA’s business needs in
accordance with the Board of Directors’ areas of duties Details of the duties, meetings, and work/task
and responsibilities. implementation of each Committee under the
Board of Directors are described in the Board of
There are currently 7 (seven) Executive Committees Directors’ Executive Committees section of this
under the Board of Directors, namely: Annual Report.
a. Asset Liability Committee (ALCO).
b. Risk Management Committee (RMC).
c. Integrated Risk Management Committee (IRMC). 14. Report on the Performance of the
d. Credit Policy Committee (CPC). Board of Directors’ Duties
e. Credit Committee (CC). The complete Report on the Performance of the Board
f. Information Technology Steering Committee (ITSC). of Directors’ Duties is presented on page 20 within the
g. Personnel Case Advisory Committee (PCAC). Board of Directors’ Report section of this Annual Report.
The Board of Directors conducts an assessment of The policy and implementation of the Board of
the above Executive Committees with the following Directors’ meetings, including joint meetings with
provisions: the Board of Commissioners and the attendance rate
1. Criteria: of each individual Board member, are presented on
The assessment criteria for the Executive pages 294 and 300 within the Meetings of the Board of
Committees of the Board of Directors are based Commissioners, Board of Directors, and Joint Meetings
on compliance with the committee charter and the section of this Annual Report.
implementation of each committee’s work/duties.
2. Process: 15.Performance Assessment of
Each committee submits an accountability Board of Directors Members
report for evaluation by the Board of Directors. The assessment of the Board of Directors’ members
The committees actively engage in regular performance, including performance assessment
discussions to discuss work programs in line with procedures, criteria used, and the parties conducting
developments in BCA’s conditions, the economy, the assessment, available on page 306 within
and the applicable regulations. Assessments are the Performance Assessment of the Board of
conducted collegially by the Board of Directors Commissioners and the Board of Directors section of
once a year. this Annual Report.
3. Assessment Results of Committees Under the
Board of Directors:
These committees convene regularly to review and
align their work programs with prevailing economic
conditions, technological advancements, and
regulatory requirements.
Annual Report 2025 | PT Bank Central Asia Tbk 289
Page 292
G o o d C o r p o r a t e G o v e r n a n c e
MEETINGS OF THE BOARD OF b. For scheduled meetings, meeting materials must
COMMISSIONERS, BOARD OF be delivered to participants no later than 5 (five)
DIRECTORS, AND JOINT MEETINGS working days before the meeting is held (H-5).
c. In the event of a meeting held outside the
1. Board of Commissioners Meetings scheduled timetable, meeting materials must
Legal Basis be delivered to participants no later than 5 (five)
BCA refers to the following regulations in holding Board business days before the meeting is held.
of Commissioners Meetings: 5. Meeting Quorum and Decisions:
a. OJK Regulations. a. A Board of Commissioners’ Meeting is
b. BCA’s Articles of Association. considered valid and authorized to adopt
c. Board of Commissioners Charter. binding resolutions if at least 2/3 (two-thirds) of
its members currently in office are present or
Meeting Policy represented at the meeting.
The Board of Commissioners Meeting Policy in its b. Decision-making within the Board shall be
Charter and/or Articles of Association regulates, conducted primarily through deliberation to
includes provisions regarding: reach a consensus.
1. Meeting Mechanism c. Should a consensus not be reached through
Board of Commissioners meetings may be held deliberation, resolutions shall be adopted based
physically or electronically through teleconference, on a majority vote of more than 1/2 (one-half) of
video conference, or similar electronic media. the valid votes cast during the meeting.
2. Meeting Frequency: d. The Board may also adopt valid resolutions
a. Board of Commissioners meetings must be held without convening a formal meeting, provided
regularly, at least 1 (one) time in every 2 (two) that all its members have been notified in writing
months. and have granted their signed approval for the
b. Each member of the Board of Commissioners proposal. Decisions adopted in this manner
must attend a minimum of 75% (seventy-five shall carry the same legal force as those validly
percent) of meetings within one year. passed at a Board of Commissioners’ Meeting.
3. Notice of Meeting: e. All resolutions adopted shall be binding upon
a. For Board of Commissioners meetings that have and remain the responsibility of all members
been scheduled or are based on a decision of of the Board.
a previous Board of Commissioners Meeting, a 6. A member of the Board of Commissioners may only
Notice of Meeting is not required. be represented by another member of the Board
b. For Board of Commissioners Meetings held by virtue of a Special Power of Attorney issued
outside the scheduled timetable, notices specifically for that meeting.
must be issued no later than 1 (one) day before 7. Minutes of the Board of Commissioners Meeting:
the Board of Commissioners Meeting, or less a. The results of the Board of Commissioners
frequently if urgent. Meeting must be recorded in minutes of the
c. The notice for a Board of Commissioners meeting, signed by all members of the Board
Meeting must include the agenda/topic, date, of Commissioners present.
time, mechanism, and venue, and must include b. The minutes of the meeting must be properly
meeting materials. documented in accordance with applicable
d. Notices for Board of Commissioners Meetings regulations.
must be in writing and delivered to each member c. Should there be a dissenting opinion, the Board
of the Board of Commissioners by registered must ensure it is clearly documented in the
mail, courier service, electronic mail (e-mail), minutes, together with the reasons for said
or other means deemed effective by the Board dissent.
of Commissioners.
4. Meeting Scheduling and Materials:
a. The Board of Commissioners is required to
schedule its internal meetings as well as Joint
Meetings with the Board of Directors for the
upcoming year before the end of the current
fiscal year; it shall then ensure this schedule is
uploaded to the BCA website.
290 Annual Report 2025 | PT Bank Central Asia Tbk
Page 293
Glossary of The Board of Commissioners and Board of Directors Meetings
Board of Commissioners
Description Name
DES Djohan Emir Setijoso1)
JS Jahja Setiaatmadja2)
TK Tonny Kusnadi
CH Cyrillus Harinowo
RP Raden Pardede
SS Sumantri Slamet
Note:
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
Board of Directors
Description Name
JS Jahja Setiaatmadja1)
HL Gregory Hendra Lembong2)
AH Armand Wahyudi Hartono
ST Tan Ho Hien/Subur/Subur Tan
JK John Kosasih3)
RS Rudy Susanto
LS Lianawaty Suwono
SL Santoso
VL Vera Eve Lim
HB Haryanto T. Budiman
FC Frengky Chandra Kusuma
AW Antonius Widodo Mulyono
HT Hendra Tanumihardja4)
Notes:
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025
3) Effectively served as Deputy President Director since June 1, 2025
4) Effectively served as Director since June 1, 2025
Implementation
Throughout 2025, BCA has implemented 39 (thirty nine) Board of Commissioners Meetings, both in person and
through teleconference. BCA has complied with the OJK regulations regarding the minimum frequency of Board
of Commissioners Meetings.
Frequency of Attendance, Schedule, and Agenda of the Board of Commissioners Meetings
The 2025 Board of Commissioners Meeting Schedule is posted on BCA's website and able to be accessed at
https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi#.
The schedule and agenda of the Board of Commissioners Meetings implemented throughout 2025 are as follows:
Meeting
No. Meeting Agenda DES1) JS2) TK CH RP SS
Date
1 January 6, Information on the Proposal of Members √ N/A √ √ √ √
2025 of the BCA Board of Commissioners and
Directors for 2025-2026
2 January 15, 1. 2024 Internal Audit Division Work √ N/A √ √ √ √
2025 Realization
2. Internal Discussion: Discussion of
Self-Assessment
3. Weekly Credit Decision Review
Annual Report 2025 | PT Bank Central Asia Tbk 291
Page 294
G o o d C o r p o r a t e G o v e r n a n c e
Meeting
No. Meeting Agenda DES1) JS2) TK CH RP SS
Date
3 January 1. Self-Assessment by the Board of √ N/A √ √ √ √
22, 2025 Directors and Board of Commissioners
2. Approval of Related Party Credit Facility
3. Weekly Credit Decision Review
4 February 5, 1. GBK Presentation: Corporate Credit √ N/A √ √ √ √
2025 Update
2. DCSP Presentation: 2024 Final Dividend
3. Weekly Credit Decision Review
5 February Follow-up on Recommendations for √ N/A √ √ √ √
10, 2025 Changes to the Membership of the Board
of Commissioners and Directors of PT BCA,
Tbk for the 2025-2026 term of office
6 February Appointment of the Chairman of BCA √ N/A √ √ √ √
12, 2025 Annual GMS
7 February 1. Risk Oversight Committee Presentation: √ N/A √ √ √ √
19, 2025 Fourth Quarter 2024 Report
2. Audit Committee Presentation: Fourth
Quarter 2024 Report
3. Weekly Credit Decision Review
8 February 1. Recommendation for the Distribution √ N/A √ √ √ √
26, 2025 of Bonuses for the 2024 Fiscal
Year to Members of the Board of
Commissioners and Directors
2. Recommendation from the RNC
9 March 5, 1. Presentation from GARK and REI √ N/A √ √ √ Excused/
2025 2. Weekly Credit Decision Review Medical
Leave
10 March 19, Share Buyback Approval in Significantly √ N/A √ √ √ √
2025 Fluctuating Market Conditions
11 March 26, 1. Integrated Governance Presentation √ N/A √ √ √ √
2025 for Semester II of 2024 by the Risk
Management Division, Internal
Audit Division, Compliance Division,
and Environmental Sustainability
Governance Division
2. Weekly Credit Decision Review
12 April 9, 1. GARK Presentation on Credit √ N/A √ √ √ √
2025 Applications
2. Weekly Credit Decision Review
13 April 16, 1. Recommendations for the Board √ N/A √ √ √ √
2025 of Commissioners and Directors'
Remuneration Packages
2. Internal Board of Commissioners
Discussion
3. GARK and GBK Discussion: Credit
Applications
4. Weekly Credit Decision Review
14 April 23, 1. Weekly Approval by the Board of √ N/A √ √ √ √
2025 Commissioners
15 April 28, 2. Compliance Division Presentation: Excused/ N/A √ √ √ √
2025 Implementation of AML-CFT PPPSPM at Medical
BCA for the Second Semester of 2024 Leave
3. Board of Commissioners’ Approval
16 April 30, Board of Commissioners’ Approval √ N/A √ √ √ √
2025
17 May 14, 1. Risk Oversight Committee Presentation: √ N/A √ √ √ √
2025 First Quarter 2025 Report
2. Audit Committee Presentation: First
Quarter 2025 Report
3. Weekly Board of Commissioners
Approval
18 May 21, 1. Internal Board of Commissioners √ N/A √ √ √ √
2025 Discussion
2. Board of Commissioners’ Approval
19 May 27, 1. Approval of the Division of Duties √ N/A √ √ √ √
2025 and Responsibilities of the Board of
Directors in 2025
2. Board of Commissioners’ Approval
20 May 28, 1. Corporate Actions of Subsidiaries Excused/ N/A √ √ √ √
2025 2. Board of Commissioners’ Approval Medical
Leave
292 Annual Report 2025 | PT Bank Central Asia Tbk
Page 295
Meeting
No. Meeting Agenda DES1) JS2) TK CH RP SS
Date
21 June 4, 1. Approval of Remuneration and N/A Excused/ √ √ √ √
2025 Nomination Committee (RNO) Medical
Membership for the June 2025-2026 Leave
Period
2. Follow-up Discussion on the Board of
Commissioners' Credit Application
3. Weekly Credit Decision Review
4. Remuneration and Nomination
Committee Presentation: Compensation
Recommendations
22 June 18, 1. Discussion on Server N/A √ √ √ √ √
2025 2. Agreement Contract Renewal for the
2025-2028 Period
3. DCSP Presentation: Mid-Year Financial
Forecast
4. Weekly Credit Decision Review
23 July 9, 1. Discussion on Using Third-Party Services N/A √ √ √ √ √
2025 for Project Financing
2. Presentation on Corporate Credit Limits
3. Employee Policy Discussion
4. Weekly Credit Decisions
24 July 16, 1. Internal Audit Division Presentation: N/A √ √ √ √ √
2025 Work Realization for the First Half of
2025
2. Internal Discussion with the Board of
Commissioners
3. Weekly Credit Decision Review
25 July 30, 1. DPP Presentation: BCA Leader+ and N/A √ √ √ √ √
2025 #KaryaoneBCA
2. External Party Presentation
3. Weekly Credit Decision Review
26 August 13, 1. Presentation external party N/A √ √ √ √ √
2025 2. GARK Presentation
3. Weekly Credit Decision Review
27 August 27, 1. Risk Oversight Committee Presentation: N/A √ √ √ √ √
2025 Q2 2025 Report
2. Audit Committee Presentation: Q2 2025
Report
3. Weekly Credit Decision Review
28 August 28, GARK Presentation N/A √ √ √ √ √
2025
29 September 1. ISG & MRK Presentation: Cybersecurity N/A √ √ √ √ √
3, 2025 Update
2. REI & DCSP Presentation: 2026
Strategic Direction
3. Weekly Credit Decision Review
30 September 1. Integrated Governance Presentation N/A √ √ √ √ √
10, 2025 for Semester I, 2025 by the Risk
Management Division, Compliance
Division, Internal Audit Division, and
Environmental, Social & Governance
Subdivision
2. Weekly Credit Decision Review
31 September Compliance Division Presentation: N/A √ √ Excused/ √ √
23, 2025 Implementation of AML, CFT, and PPPSPM Medical
for Semester I, 2025 Leave
32 September 1. GBK and GARK Presentation N/A √ √ √ √ √
24, 2025 2. Internal Discussion of the Board of
Commissioners Reporting on the
Implementation of the Board of
Directors' Activities
3. Weekly Credit Decision Review
Annual Report 2025 | PT Bank Central Asia Tbk 293
Page 296
G o o d C o r p o r a t e G o v e r n a n c e
Meeting
No. Meeting Agenda DES1) JS2) TK CH RP SS
Date
33 October 1. DCSP Presentation: Consolidated N/A √ √ √ √ √
15, 2025 Outlook 2025 & Projection 2026
2. Risk Management Division Presentation:
Recovery Plan Update 2026
3. Weekly Credit Decision Review
34 November 1. Approval of Related Party Credit Facility N/A √ √ √ √ √
4, 2025 Applications
2. Weekly Credit Decision Review
35 November 1. Approval of BCA's 2025 Interim Dividend N/A √ √ √ √ √
13, 2025 2. Weekly Credit Decision Review
36 November 1. Financial Conglomerate Holding N/A √ √ √ √ √
19, 2025 Company (PIKK) Update
2. Risk Oversight Committee Presentation:
Q3 2025 Report
3. Audit Committee Presentation: Q3 2025
Report
4. Weekly Credit Decision Review
37 November 1. ESG Group Presentation N/A √ √ √ √ √
26, 2025 2. GARK & REI Presentation
3. GARK, GBK, & GCF Presentation
4. Internal Discussion on Reporting of
Activities of the Board of Directors &
Board of Commissioners
5. Review of weekly credit decisions
38 December Discussion with the Compensation and N/A √ √ √ √ √
11, 2025 Nomination Committee
39 December 1. Termination of Membership of the N/A √ √ √ √ √
17, 2025 Integrated Governance Committee
(KTKT) Representative of BCA Finance
Limited
2. GARK Presentation
3. Review of Weekly Credit Decisions
Total Attendance 18 18 39 38 39 38
Total Meetings 20 19 39 39 39 39
Attendance Percentage 90% 95% 100% 97% 100% 97%
Description:
1) Resignation as President Commissioner effective as of June 1, 2025
2) Effective as President Commissioner since June 1, 2025.
2026 Board of Commissioners Meeting The plan for the 2026 Board of Commissioners’ meeting
Schedule schedule has been published on the BCA website since
BCA has scheduled the 2026 Board of Commissioners December 2025 and can be accessed at https://www.bca.
Meeting as follows: co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi#.
Month Date 2. Board of Directors Meetings
Legal Basis
January 21, 28
BCA Board of Directors meetings are held in accordance
February 4, 11, 18, 25 with the following regulations:
March 4, 11 a. OJK Regulations.
April 1, 8, 15, 22, 29 b. BCA’s Articles of Association.
May 6, 13, 20 c. Board of Directors’ Charter.
June 3, 10, 17, 24
Meeting Policy
July 1, 8, 15, 22
The Board of Directors meeting policy in its Charter
August 5, 12, 19, 26
and/or Articles of Association regulates, among other
September 2, 9, 16, 23 things:
October 7, 14, 21, 28 1. Meeting Mechanism
November 4, 11, 18, 25 Board of Directors meetings may be held physically
December 2, 9, 16 or electronically through teleconference, video
conference, or similar electronic media.
The Board of Commissioners’ meeting schedule is 2. Meeting Frequency:
subject to change at any time as needed. a Board of Directors meetings must be held
regularly, at least 1 (one) time in every month.
294 Annual Report 2025 | PT Bank Central Asia Tbk
Page 297
b Each member of the Board of Directors must e The Board of Directors may also adopt valid
attend a minimum of 75% (seventy-five percent) decisions without convening a formal meeting,
of meetings within one year. provided that all members have been notified in
3. Notice of Meeting: writing and have granted their signed approval
a. The Board of Directors Bureau will issue a notice for the proposal. Resolutions adopted in this
for its meetings through email to all Board of manner shall carry the same legal force as those
Directors no later than 5 (five) working days prior validly passed at a Board of Directors’ Meeting.
to the meeting. f All decisions adopted by the Board shall
b. For Board of Directors’ meetings that have be binding upon and remain the collective
been scheduled or organized pursuant to a prior responsibility of all its members.
Board decision, a formal notice of meeting is 6. A member of the Board of Directors may only be
not required. represented by another its member by virtue of a
c. For Board of Directors meetings held outside the Special Power of Attorney issued specifically for
specified schedule, the notice must be issued the meeting, provided that it does not waive the
no later than 1 (one) day before the meeting, or right to cast a vote for:
a shorter period if urgent. a the attendance quorum; and
d. The notice of meeting must include the agenda b the decision-making quorum in accordance
(date, time, place, and topic) and attach the with the authority granted, such that the voting
meeting materials. rights are counted toward the meeting quorum.
e. The Board of Directors must confirm attendance 7. Minutes of Meetings
its Bureau. a The results of the Board of Directors meetings
4. Meeting Scheduling and Materials: must be recorded in the minutes of meeting,
a The Board of Directors must schedule its signed by all attending members, and distributed
Meetings and its joint meeting with the Board to all Board members.
of Commissioners for the following year before b The Board of Directors minutes of meeting must
the fiscal year ended and upload them to the be properly documented in accordance with
BCA website. relevant regulatory requirements.
b For scheduled meetings, meeting materials must c Any dissenting opinion arising during a meeting
be delivered to participants no later than 5 (five) must be explicitly recorded in writing in the
working days before the meeting (H-5). minutes, along with the underlying reasons for
c In the event of an unscheduled meeting, meeting such dissent.
materials must be delivered to participants
no later than 5 (five) working days before the Implementation
meeting. Throughout 2025, the Board of Directors has
5. Meeting Quorum and Decisions: implemented 53 (fifty three) meetings, conducted
a A Board of Directors’ meeting is valid and both in person and through teleconference. BCA has
authorized to adopt binding decisions if at least complied with OJK regulations regarding the minimum
2/3 (two-thirds) of its members currently in office frequency for the Board of Directors’ meetings
are present or represented.
b Every policy and strategic decision must be Meeting Attendance, Schedule, and
adopted through a Board of Directors’ meeting, Agenda
by considering the oversight duties and The 2025 Board of Directors meeting schedule is
responsibilities of the Board of Commissioners. available on the BCA website and able to be accessed
c Decisions of the Board must first be adopted at: https://www.bca.co.id/en/tentang-bca/tata-
through deliberation to reach a consensus. kelola/Struktur-Organisasi#.
d Should a consensus not be reached through
deliberation, decisions shall be adopted based The schedule and agenda of the Board of Directors’
on a majority vote of more than 1/2 (one-half) of meetings convened during 2025 are as follows
the valid votes cast during the meeting.
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
1 January 9, Porseni Update √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025
2 January 14, Unsecured Loan √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025
Annual Report 2025 | PT Bank Central Asia Tbk 295
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G o o d C o r p o r a t e G o v e r n a n c e
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
3 January 16, 1. 2024 Board of √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 Directors' KPI
Realization &
2025 Board of
Directors' KPI
Approval
2. Chinese New
Year Solitaire
Update
4 January Economic Update √ √ √ √ √ √ √ √ √ On √ √ N/A
30, 2025 & Final Dividend Leave
Approval
5 February 4, Performance √ √ √ √ √ √ √ √ √ v √ √ N/A
2025 Appraisal/
Management
Update
6 February 6, 1. Discussion √ √ √ √ √ √ √ √ √ v √ √ N/A
2025 of the Bank's
2025 Business
Plan
2. Analyst
Feedback for
2024 Fiscal
Year
3. ESG & GCG
Updates for
2024 Fiscal
Year
7 February 11, 1. BCA Financial Official √ √ √ √ Official √ √ √ √ √ √ N/A
2025 Performance Business Business
Update for
January 2025
2. Customer
Engagement
of 2024 by
Gallup
8 February 1. BCA Digital √ √ √ √ √ √ √ √ √ √ √ √ N/A
13, 2025 - 2024
Performance
and 2025
Business Plan
2. BCA Securities
- 2024
Performance
and 2025
Business Plan
3. BCA
Expoversary
2025 Update
4. Appointment
of Public
Accounting
Firm and Public
Accountant
for BCA's
2025 Financial
Statement
Audit
9 February 1. Economic Official √ √ √ √ √ √ √ √ √ √ √ N/A
27, 2025 Update Business
2. Internal and
External
Appreciation
Trip Update
10 March 11, BCA Financial √ √ √ √ √ √ √ √ √ √ √ Official N/A
2025 Performance Business
Update for
February 2025
11 March 13, 1. Banking Sector √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 Review of
2024FY
2. BCA Life
- 2024
Performance
and 2025
Business Plan
3. BCA Finance
- 2024
Performance
and 2025
Business Plan
12 March 20, 1. BCA Insurance √ √ Official √ √ √ √ √ √ √ Official √ N/A
2025 - 2024 Business Business
Performance
and 2025
Business Plan
2. BCA Syariah
- 2024
Performance
and 2025
Business Plan
296 Annual Report 2025 | PT Bank Central Asia Tbk
Page 299
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
13 March 24, Share Buyback √ √ √ √ √ √ √ √ √ On √ √ N/A
2025 Update Leave
14 March 25, Economic Update √ √ √ √ √ √ √ √ √ Cuti √ √ N/A
2025 Key Priority On
Socialization Leave
15 April 10, 1. Agenda for √ On √ √ √ √ On √ √ √ √ √ N/A
2025 Reinvestment Leave Leave
of SRBI & SBN
Maturing in
2025
2. Update on
Ramadan/Eid
Conditions &
Tariff Impact
16 April 22, 1. BCA Syariah - √ √ √ √ √ √ √ √ √ √ Official √ N/A
2025 Bullion Bank Business
2. Impact of US
Tariffs on BCA
Debtors
17 April 24, AML and CFT √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 Update for
Semester 2, 2024
18 May 2, Analyst Feedback √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 for 1Q of 2025
Directorship
Reappointment
for 2025
19 May 15, BCA Financial Official √ Training On √ √ √ √ √ √ √ Official N/A
2025 Performance Business Leave Business
Update for April
2025
Economic Update
20 May 22, 1. Mini Company √ √ √ On √ √ √ √ Official √ √ √ N/A
2025 Update Leave Business
2. Operational
Risk Mitigation
Update
3. Completing
the Know Your
Employee
Form in 2024
4. CCV
Subsidiary
Update
21 June 5, Banking Sector N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 Review, 1Q of
2025
22 June 10, 1. Wealth Summit N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 2025
2. Indonesia
Knowledge
Forum (IKF)
2025 Update
23 June 12, 1. BCA Financial N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 Performance
May 2025
2. Mid-Year
Financial
Forecast
24 June 17, 1. BCA EXPO N/A √ Official √ √ √ √ √ √ On √ √ √
2025 2025 Business Leave
2. MSCI Ratings
3. Update
Electric
Vehicles
25 June 19, BCA Board of N/A √ √ √ √ Official √ √ √ Present √ √ √
2025 Directors Internal Business
Discussion
26 June 24, Economic Update N/A √ √ √ √ √ √ √ √ On √ √ √
2025 2025 MSME Fest Leave
27 July 1, 2025 Gebyar KaryaOne N/A √ √ √ On Official √ √ √ √ √ √ √
BCA Leave Business
28 July 3, Savings for N/A √ √ √ On √ √ √ √ √ √ √ √
2025 Organizational Leave
Customers
29 July 8, Midyear Review N/A √ √ √ √ √ √ √ √ √ √ Excused √
2025 of Subsidiaries / Medical
Tax Update Leave
30 July 17, NPL DCE N/A On √ √ √ √ On On √ √ √ √ √
2025 NPL DBKK Leave Leave Leave
31 July 24, Economic Update N/A On √ √ √ On √ √ √ √ √ √ √
2025 Leave Leave
Annual Report 2025 | PT Bank Central Asia Tbk 297
Page 300
G o o d C o r p o r a t e G o v e r n a n c e
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
32 July 31, Update on N/A Official √ Official √ √ Official Official √ √ √ √ √
2025 Lifestyle Features Business Business Business Business
and MyBCA
Mandarin
33 August 7, 1. Non-Deal N/A √ √ √ √ On √ √ √ On √ √ √
2025 Roadshow Leave Leave
Presentation
& 1H 2025
Analyst
Feedback
2. 1H 2025
ESG & GCG
Updates
34 August 12, 1. BCA Expo and N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 Gebyar Hadiah
2. Tax Collection
System for
Foreign Digital
Transaction
3. 2026 Focus
Group
Discussion and
2025 Follow-
Up Action Plan
35 August 14, 1. BCA Financial N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 Performance
Update for July
202
2. Presentation
at the 2026
National
Working
Meeting
3. Mortgage
Pricing
36 August 21, Banking Sector N/A √ √ √ √ √ √ √ √ √ √ On √
2025 Review Leave
Gebyar BCA
37 August 28, Economic Update N/A √ On √ √ √ On On √ √ √ √ √
2025 BCA Syariah Leave Leave Leave
Update 2025
38 September 1. Follow-up to N/A √ √ √ √ √ √ √ √ √ √ √ √
2, 2025 the August
14th Decision
(Bond
Purchase
Strategy)
2. 2026 Financial
Guidance
39 September Implementation N/A √ √ √ √ √ √ √ On √ √ √ √
11, 2025 of AML and CFT Leave
40 September 1. Update on N/A √ √ √ √ √ √ √ √ √ √ √ √
16, 2025 BCA’s Financial
Performance
for the August
2025 Period
2. Update on
2026 Fiscal
Year Opex
Budget
41 September 1. Economic N/A √ √ √ √ √ √ √ √ √ √ √ √
25, 2025 Update
2. Corporate
Communication
Update:
Reputation and
Narrative Wars
Era
42 October 9, 1. Presentation N/A √ √ √ √ √ √ √ √ √ √ √ √
2025 by Oliver
Wyman,
Consultant
2. Authority for
Institutional
Customer
Bundling
3. Update on
the National
Working
Meeting
4. Unsponsored
Depository
Receipt
298 Annual Report 2025 | PT Bank Central Asia Tbk
Page 301
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
43 October 1. Approval of N/A √ √ √ √ √ √ √ √ √ √ √ √
14, 2025 the Updated
BCA Recovery
Plan and
Resolution
Plan
2. Update on
Consolidated
Outlook 2025
& 2026
44 October 16, Passive Funds N/A √ √ √ √ √ √ √ √ √ √ Official √
2025 Business
45 October 1. Establishment N/A Official √ √ √ √ √ √ √ √ √ √ √
23, 2025 of the PIKK Business
2. Update on
the SMART KP
Regional Office
Survey
3. Update on CCV
Transactions
46 November 1. Approval of N/A √ √ √ √ √ √ √ Official √ √ Excused/ √
6, 2025 the Updated Business Medical
Recovery Leave
Action Plan for
BCA Syariah
and BCA
Digital
2. Update
Regarding
the Evaluation
of BCA Expo
2025 and
the BCA
Expoversary
2026 Plan
3. ATM Purchase
4. Update
Regarding the
Launch of the
Ocean App
47 November 1. Interim N/A √ On √ √ √ √ √ √ √ √ √ √
11, 2025 Dividend Leave
2. Update on
BCA’s Financial
Performance
for the Period
of October
2025
3. Analyst
Feedback,
NDR Feedback
& Regional
Deck
48 November 1. Draft N/A √ √ √ √ On √ √ Official √ √ √ √
20, 2025 Amendment to Leave Business
the Articles of
Association
2. UMKM Fest
Update
49 November 1. Relationship N/A √ √ √ √ √ √ √ √ √ √ √ √
25, 2025 Platform
Application
2. ESG
Refreshment
3. GMS Update
50 November Economic N/A √ √ √ √ √ √ √ √ Official √ √ √
27, 2025 Update Business
Banking Sector
Review
51 December IVR team update: N/A √ √ √ √ √ √ √ √ √ √ √ √
9, 2025 Small Banks
52 December 1. BCA N/A √ √ √ On √ √ √ √ √ √ √ √
11, 2025 Financial Leave
Performance
Update for
November
2025
2. Sharing
related to
the Buyback
Program
Annual Report 2025 | PT Bank Central Asia Tbk 299
Page 302
G o o d C o r p o r a t e G o v e r n a n c e
Meeting
No. Meeting Agenda JS1) HL2) AH JK3) ST RS LS SL VL HB FC AW HT4)
Date
53 December 1. Economic N/A Official On √ On √ √ √ √ On √ √ √
18, 2025 Update Business Leave Leave Leave
2. Approval of
the Cover
for the 2025
Annual
Report and
Sustainability
Report
3. KP Regional
Office
SMART
Solution
Total Attendance 17 47 47 50 50 46 49 50 49 44 51 47 33
Total Meetings 20 53 53 53 53 53 53 53 53 53 53 53 33
Attendance Percentage 85% 89% 89% 94% 94% 87% 92% 94% 92% 83% 96% 89% 100%
Remarks:
1) Served as President Director until June 1, 2025. Effective as President Commissioner since June 1, 2025.
2) Effective as President Director since June 1, 2025.
3) Effective as Deputy President Director since June 1, 2025.
4) Effective as Director since June 1, 2025.
Board of Directors Meeting Regulation No. 17 of 2023 concerning the Implementation
Schedule for 2026 of Corporate Governance for Commercial Banks.
BCA has scheduled the 2026 Board of Directors Article 30 paragraph 2 of OJK Regulation No. 17 of
meeting as follows: 2023 concerning the Implementation of Corporate
Governance for Commercial Banks states the Board
Month Date of Directors is required to hold joint meetings with the
Board of Commissioners periodically, at least once (1)
January 8,15,22,29
every (4) four months.
February 2,9,18,23
March 2,9,16,25,30 Meeting Policy
April 6,13,20,27 Joint meetings are regulated in the Board of Directors
May 4,11,18,25 Charter and the Board of Commissioners Charter, as well
June 2,8,15,22,29
as BCA’s Articles of Association. These policies, among
other things, regulate:
July 6,13,20,27
1. Meeting Mechanism:
August 3,10,18,24,31
Joint meetings can be held physically or electronically
September 7,14,21,28 through teleconference, video conference, or similar
October 5,12,19,26 electronic media.
November 2,9,16,23,30 2. Meeting Frequency:
December 7,14 The Board of Commissioners and Directors are required
to hold joint meetings periodically, at least 1 (one) time
The Board of Directors’ meeting schedule is subject in every 4 (four) months.
to change as needed. 3. Meeting Notice:
a For joint meetings that have been scheduled or are
The planned 2026 Board of Directors meeting schedule based on a previous joint meeting decision, a notice
has been posted on BCA’s website since December of meeting is not required.
2025 and can be accessed at https://www.bca.co.id/ b For meetings held outside of the specified schedule,
en/tentang-bca/tata-kelola/Struktur-Organisasi. a notice of meeting must be issued no later than one
day before the meeting, or less frequently in urgent
3. Joint Meeting of the Board of circumstances.
Commissioners and Directors c meeting notice must include the agenda/topic,
Legal Basis date, time, mechanism, and venue, and must include
a. Article 31 paragraph 3 of OJK Regulation No. 33/ meeting materials.
POJK.04/2014 concerning the Board of Directors and the d The notice of meeting must be in writing and
Board of Commissioners of Issuers or Public Companies delivered to meeting participants by registered mail,
in conjunction with Article 55 paragraph 2 of OJK courier service, electronic mail (e-mail), or other
Regulation No. 17 of 2023 concerning the Implementation means deemed effective.
of Corporate Governance for Commercial Banks, which 4. Meeting Scheduling and Materials:
states the Board of Commissioners is required to hold a The Board of Commissioners and Directors schedule
regular joint meetings with the Board of Directors at a joint meeting for the following year prior to the
least 1 time in every 4 months. fiscal year ended.
b. Article 16 paragraph 3 of OJK Regulation No. 33/ b At scheduled meetings, meeting materials must be
POJK.04/2014 concerning the Board of Directors and the delivered to meeting participants no later than 5
Board of Commissioners of Issuers or Public Companies (five) business days before the meeting is held.
in conjunction with Article 55 paragraph 2 of OJK
300 Annual Report 2025 | PT Bank Central Asia Tbk
Page 303
5. Meeting Quorum and Decisions:
a A meeting is considered valid and entitled to make binding decisions if more than 1/2 (one-half) of the members
of the Board of Commissioners and Directors are present or represented at the meeting.
b Decisions at a joint meeting are first made by deliberation and consensus.
c If deliberation does not reach consensus, decisions are made by a majority vote of more than 1/2 (one-half) of the
total valid votes cast at the meeting.
d All decisions made in joint meetings are binding.
e A member of the Board of Directors may only be represented by a fellow member, and a member of the Board
of Commissioners by a fellow member, under a Special Power of Attorney issued for the respective meeting.
6. Minutes of Meetings:
a Meeting results must be recorded in the minutes, signed by the attending members of the Board of Directors and
the Board of Commissioners, and distributed to all members of both Boards.
b Dissenting opinions arising during the meeting, along with the reasons for them, must be clearly stated in the
minutes of meeting.
Implementation
During 2025, the Board of Commissioners and Directors held 8 joint meetings, both in person and through
teleconference.
BCA has complied with the OJK Regulation regarding the minimum frequency of joint meetings between the Board
of Commissioners and Directors.
Frequency, Schedule, and Agenda of the Board of Commissioners and Directors Joint
Meetings
The schedule of the Board of Commissioners and Directors joint meetings for 2025 has been posted on the BCA
website and can be accessed at https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi.
Schedule and Agenda of the Board of Commissioners and Directors Joint Meetings held during 2025:
Meeting Meeting
No. DE1) JS2) TK CH RP SS HL3) AH JK4) ST RS LS SL VL HB FC AW HT5)
Date Agenda
1 January 14, BCA √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 Financial
Performance
Update for
December
2024
2 April 17, BCA √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ N/A
2025 Financial
Performance
for Q1 of
2025
3 July 10, BCA N/A √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √
2025 Financial
Performance
Update for
the First
Semester of
2025
4 July 28, Workshop N/A √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √
2025 Strategic
Priority
Day 1
5 October Business N/A √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √
02, 2025 Strategy
Review
6 October BCA N/A √ √ √ Official √ √ √ √ √ √ √ √ √ √ √ Official √
16, 2025 Financial Business Business
Performance
Update for
Q3
7 October 17, Shares N/A √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √
2025 Buyback
Plan
8 November 1. 2026 Key N/A √ √ √ √ √ √ On √ √ On √ √ √ √ √ √ √
13, 2025 Strategic Leave Leave
Priorities
and RBB
Approval
2. Update
RAKB
Total Attendance 2 8 8 8 7 8 8 7 8 8 7 8 8 8 8 8 7 6
Total Meetings 2 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 6
Attendance Percentage 100% 100% 100% 100% 88% 100% 100% 88% 100% 100% 88% 100% 100% 100% 100% 100% 88% 100%
Description:
1) Resignation as President Commissioner effective June 1, 2025
2) Served as President Director until June 1, 2025. Effective as President Commissioner since June 1, 2025.
3) Effective as President Director since June 1, 2025
4) Effective as Deputy President Director since June 1, 2025
5) Effective as Director since June 1, 2025
Annual Report 2025 | PT Bank Central Asia Tbk 301
Page 304
G o o d C o r p o r a t e G o v e r n a n c e
2026 Joint Meeting Plan for the Board of AFFILIATION BETWEEN THE
Commissioners and Directors BOARD OF COMMISSIONERS,
BCA has scheduled the joint meeting of the Board of BOARD OF DIRECTORS, AND
Commissioners and Directors in 2026 as follows: CONTROLLING SHAREHOLDERS
Month Date
Affiliation between members of the Board of Directors,
Board of Commissioners, and Controlling Shareholders
January 22 and/or Ultimate Controlling Shareholders, whether directly
April 13 or indirectly, are as follows:
July 13 1. Financial affiliation, where members of the Board
October 12 of Directors and/or members of the Board of
Commissioners receive income, financial assistance,
The schedule for joint meetings of the Board of or loans from:
Commissioners and Directors is subject to change a. other members of the Board of Directors and/or
as needed. members of the Board of Commissioners of BCA;
b. companies whose controlling shareholders are
The planned schedule for joint meetings of the Board members of the Board of Directors and/or members
of Commissioners and Directors for 2026 has been of the Board of Commissioners of BCA; and/or
posted on the BCA website since December 2025 c. controlling shareholders and/or ultimate controlling
and can be accessed at https://www.bca.co.id/en/ shareholders of BCA;
tentang-bca/tata-kelola/Struktur-Organisasi. 2. Family affiliation to the second degree, either
vertically or horizontally, with other members of the
4. Attendance of the Board of Commissioners Board of Directors and/or members of the Board of
and Directors at GMS Throughout 2025 Commissioners.
The attendance of the Board of Commissioners and
Directors at GMS throughout 2025 is disclosed in the All members of the Board of Commissioners and Board
General Meeting of Shareholders section on pages of Directors of BCA do not have any affiliations, either
243-244 of this Annual Report.Affiliation Between financial or family, with fellow members of the Board
The Board Of Commissioners, Board Of Directors, And of Commissioners, Board of Directors, and Controlling
Controlling Shareholders Shareholders and/or Ultimate Controlling Shareholders,
except for Mr. Armand W. Hartono, who has an affiliation
(both family and financial) with the Ultimate Controlling
Shareholder, Mr. Robert Budi Hartono. The details of this
disclosure are as follows.
1. Affiliation of the Members of the Board of Commissioners with their
Fellow Members, the Members of the Board of Directors, the Controlling
Shareholders, and the Ultimate Controlling Shareholder.
Table of Affiliation of BCA’s Board of Commissioners Members
Family Affiliation with: Financial Affiliation with:
Ultimate Ultimate
Name Position Board of Board of Controlling Board of Board of Controlling
Controlling Controlling
Commissioners Directors Shareholder Commissioners Directors Shareholder
Shareholder Shareholder
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Jahja President - √ - √ - √ - √ - √ - √ - √ - √
Setiaatmadja Commissioner
Tonny Commissioner - √ - √ - √ - √ - √ - √ - √ - √
Kusnadi
Cyrillus Independent - √ - √ - √ - √ - √ - √ - √ - √
Harinowo Commissioner
Raden Independent - √ - √ - √ - √ - √ - √ - √ - √
Pardede Commissioner
Sumantri Independent - √ - √ - √ - √ - √ - √ - √ - √
Slamet Commissioner
302 Annual Report 2025 | PT Bank Central Asia Tbk
Page 305
2. Affiliation of the Board of Directors’ Members with their Fellow
Members, the Board of Commissioners’ Members, the Controlling
Shareholders, and the Ultimate Controlling Shareholders.
Table of Affiliation of BCA’s Board of Directors Members
Family Affiliation with: Financial Affiliation with:
Ultimate Ultimate
Board of Board of Controlling Board of Board of Controlling
Name Position Controlling Controlling
Commissioners Directors Shareholder Commissioners Directors Shareholder
Shareholder Shareholder
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Gregory President - √ - √ - √ - √ - √ - √ - √ - √
Hendra Director
Lembong
John Deputy - √ - √ - √ - √ - √ - √ - √ - √
Kosasih President
Director
Armand Deputy - √ - √ - √ √ - √ - √ - √ √ -
Wahyudi President
Hartono Director
Tan Ho Director - √ - √ - √ - √ - √ - √ - √ - √
Hien/Subur
/Subur Tan
Rudy Director - √ - √ - √ - √ - √ - √ - √ - √
Susanto
Lianawaty Director - √ - √ - √ - √ - √ - √ - √ - √
Suwono (concurrently
Director in
charge of
Compliance
function)
Santoso Director - √ - √ - √ - √ - √ - √ - √ - √
Vera Eve Director - √ - √ - √ - √ - √ - √ - √ - √
Lim
Haryanto T. Director - √ - √ - √ - √ - √ - √ - √ - √
Budiman
Frengky Director - √ - √ - √ - √ - √ - √ - √ - √
Chandra
Kusuma
Antonius Director - √ - √ - √ - √ - √ - √ - √ - √
Widodo
Mulyono
Hendra Director - √ - √ - √ - √ - √ - √ - √ - √
Tanumihardja
Detailed information regarding the affiliation of the Board of Directors and Board of Commissioners can be found in
the Company Profile section on pages 44-52 of this Annual Report.
Annual Report 2025 | PT Bank Central Asia Tbk 303
Page 306
G o o d C o r p o r a t e G o v e r n a n c e
DIVERSITY IN THE COMPOSITION OF THE BOARD
OF COMMISSIONERS AND DIRECTORS
BCA has a policy on the diversity of the Board of BCA does not limit the opportunities for women and
Commissioners and Directors composition, considering men who meet the qualifications to become members
the provisions of the OJK Principles and Recommendations of the Board of Commissioners or Directors. During the
as regulated in OJK Regulation No. 17 of 2023 on the nomination process, the RNC takes into consideration,
Implementation of Governance for Commercial Banks, among other things:
OJK Circular Letter No. 14/ SEOJK.03/2025 on the • Qualifications of candidates for the Board of
Implementation of Governance for Commercial Banks and Commissioners and Board of Directors,
OJK Circular Letter No. 32/SEOJK.04/2015 on Guidelines • Consideration of external and internal conditions in
for the Governance of Public Companies. accordance with BCA’s strategic direction
• Consideration of diversity in terms of gender, age,
1. Diversity Policy educational background, and expertise; and
The policy on diversity in the composition of the Board • Communication with controlling shareholders (if
of Commissioners and Directors is set out in the Board the proposal does not originate from controlling
of Commissioners Charter, as well as the Board of shareholders).
Directors Charter. This policy governs the diversity
of the members of the Board of Commissioners and The policy on diversity in the composition of the Board
Directors with regards to their education (field of study), of Commissioners and Directors, as set forth in the
work experience, age, expertise, and independency Board of Commissioners’ Charter and the Board of
without discriminating their gender, ethnicity, religion, Directors’ Charter, is available on the BCA website
or race. The considerations of diversities will have an (https://www.bca.co.id/en/tentang-bca/tata-kelola/
impact on the accuracy of the nomination process struktur-organisasi)
and the appointment four of individual members of
the Board of Commissioners and Directors, as well as
the composition of the Board of Commissioners and
Directors collegially.
2. Diversity in the Composition of the Board of Commissioners’ Members
Diversity in the Composition of the Members of the Board of Commissioners in 2025 can be seen in the following
table:
No. Diversity Aspects Realization in BCA
1 Expertise Members of the Board of Commissioners have a well diverse expertise in the areas of audit,
banking & financial strategy, banking supervision, banking operation & services, banking &
finance, branch banking management, capital market, corporate banking, corporate planning,
economic development planning, finance, internal audit, individual banking, IT, monetary
economy, macro & international economy, and risk management.
2 Education Members of the Board of Commissioners have a well diverse educational background ranging
from bachelor, master, to doctoral in the fields of accounting, engineering, finance, and
economics.
3 Work Experience Members of the Board of Commissioners have a well diverse work experiences, including
professionals in banking and national/multinational financial institutions, consultants, lecturers
and government officials.
4 Age Members of the Board of Commissioners have diverse ages ranging from 65 years to 78 years.
5 Gender The current members of BCA’s Board of Commissioners are all male.
6 Independency 1. The Board of Commissioners’ members are all independent from BCA’s controlling
shareholders.
2. The majority of the Board of Commissioners members (more than 60% (sixty percent)) is
Independent Commissioners. BCA has 3 (three) Independent Commissioners among its 5
(five) members on the Board of Commissioners.
Detailed information about individual data related to the diversity of the Board of Commissioners can be found in the
Company Profile section on pages 50-52 of this Annual Report.
304 Annual Report 2025 | PT Bank Central Asia Tbk
Page 307
3. Diversity in the Composition of the Board of Directors’ Members
Diversity in the Composition of the Board of Directors’ Members in 2025 can be seen in the following table:
No. Diversity Aspects Realization in BCA
1 Expertise Members of the Board of Directors have a well diverse expertise ranging from accounting
& financial management, banking strategy, branch banking management, banking
operation & service excellence, banking compliance, branch banking management,
business partnership, capital market, change management, corporate banking business,
commercial & SME banking, consumer banking, corporate lending business, corporate
banking operation & services, corporate culture, consumer card issuance & acquisition,
corporate strategy, compliance, digital banking, employee training & development, ESG,
general insurance, human capital management, international banking business, information
technology & digital transformation, information technology & digital innovation, information
system & technology, legal & litigation, lending business, life insurance, loan restructuring,
marketing strategy, merger & acquisition, micro lending, network distribution & delivery
channel management, procurement & property management, retail payment settlement,
risk management, sharia/islamic banking strategy, strategic planning & transformation,
syndication loan, transaction banking, transaction banking business development treasury,
wealth management, wholesale banking.
2 Education Members of the Board of Directors have a well diverse educational background ranging
from undergraduate, masters, to doctoral degrees in economics, accounting, information
technology, law, engineering, and business.
3 Work Experience Members of the Board of Directors have a well diverse work experience, including
professionals in banking and national/multinational financial institutions, consultants,
lecturers, and accounting firms.
4 Age Members of the Board of Directors have diverse ages ranging from 50 years to 65 years.
5 Gender There are 2 (two) female members of the Board of Directors out of the 12 (twelve) members.
6 Independency • The President Director is an independent party to BCA’s controlling shareholder.
• Except for Mr. Armand W. Hartono, all of the Board of Directors are independent from
BCA’s controlling shareholders.
Detailed information regarding the diversity of each member of the Board of Directors can be found in the Company
Profile section on pages 44-49 of this 2025 Annual Report.
BOARD OF COMMISSIONERS 1. Implementation Procedures and Criteria
AND DIRECTORS PERFORMANCE for the Board of Commissioners’
ASSESSMENT Performance Assessment
The procedures for implementing the Board of
BCA has a performance assessment policy for the Board of Commissioners’ performance assessment at BCA
Commissioners and Directors, which is based on applicable include:
laws and regulations in accordance with OJK Regulation a. Assessment Methods and Tools
No. 45/POJK.03/2015 concerning the Implementation The assessment is conducted using a self-
of Governance in Remuneration for Commercial Banks, assessment method by members of the Board of
OJK Circular Letter No. 40/SEOJK.03/2016 concerning Commissioners using a Self-Assessment Form.
the Implementation of Governance in Remuneration b. Timing of Assessment
for Commercial Banks, OJK Circular Letter No. 21/ The Board of Commissioners is required to conduct
POJK.04/2015 concerning the Implementation of a self-assessment, both collegially and individually,
Governance Guidelines for Public Companies, and OJK at least 1 (one) time in 1 (one) year.
Circular Letter No. 32/SEOJK.04/2015 concerning c. Criteria or Benchmarks
Corporate Governance Guidelines. The criteria used for conducting individual and
collegially assessing the Board of Commissioners
BCA conducts annual performance assessments of the include:
Board of Commissioners and Directors, including: 1) Supervision and provision of advice to the Board
• Collegial performance assessments of the Board of of Directors regarding:
Commissioners and Directors; a. BCA’s key strategies and plans;
• Individual performance assessments of each member b. Integrity of BCA’s financial statements;
of the Board of Commissioners and Directors; and c. Internal control and risk management
• Performance assessments of the President Director. systems; and
d. Good Corporate Governance.
Annual Report 2025 | PT Bank Central Asia Tbk 305
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G o o d C o r p o r a t e G o v e r n a n c e
2) Granting approval for decisions of the Board of Directors in accordance with the provisions stipulated in
BCA’s Articles of Association or laws and regulations. The results of the Board of Commissioners’ work are
presented in its Supervisory Report on page 26, which contains the Board of Commissioners’ supervisory
and advisory functions to the Board of Directors, strategy evaluation, governance implementation, internal
control, and risk management.
d. Parties Conducting Assessments and Evaluations
Performance assessments of the Board of Commissioners members, both collegially and individually, are
conducted through the following mechanisms:
• Collegial Performance Assessment of the Board of Commissioners Members
The Board of Commissioners collectively conducts a self-assessment, the results of which are then evaluated
at its Meeting based on recommendations from the Remuneration and Nomination Committee (KRN).
• Individual Performance Assessment of the Board of Commissioners Members
Each member of the Board of Commissioners conducts a self-assessment, the results of which are then
evaluated at its Meeting based on recommendations from the KRN.
e. Assessment Process Flow
The results of the Board of
Evaluation Results:
Commissioners’ self-assessment,
The President Commissioner and • Collegial Performance
both collegial and individual,
each member of the Board of Assessment
are evaluated by the Board of
Commissioners complete the Self- • Individual Performance
Commissioners through a meeting
Assessment Form. Assessment
based on the recommendations
of the KRN.
f. 2025 Assessment Results
In 2025, the performance assessment results confirmed the Board of Commissioners has implemented its duties
and functions with a “Very Good” rating in ensuring Bank performance meets the expectations of shareholders
and all stakeholders. Below is the detailed description of the performance assessment results for the Board of
Commissioners on both a collegial and individual basis:
• The collegial performance assessment result for the Board of Commissioners is “Very Good,” and the average
individual performance assessment result for members of the Board of Commissioners is “Very Good.”
2. Implementation Procedures and Performance Assessment Criteria for the Board of Directors
The implementation procedures for the performance assessment of the Board of Directors at BCA include:
a. Assessment Method and Tools
The assessment uses a self-assessment method conducted by members of the Board of Directors using a
Self-Assessment Form.
b. Timing of Assessment
The Board of Directors must conduct individual and collegial self-assessments at least 1 time in 1 year.
c. Criteria or Benchmarks
The criteria used for assessing the individual and collegial performance of the Board of Directors refer to the Bank
Business Plan approved by the Board of Commissioners. The performance indicators for each member of the
Board of Directors are established using the Balanced Scorecard approach consisting of 4 (four) perspectives:
• finance;
• customer;
• internal business processes;
• learning and growth.
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The Balanced Scorecard originates from the Bank Business Plan (RBB), resulting from an annual review process
and the determination of business strategies and targets involving the Board of Directors, heads of work units,
and the Board of Commissioners. In this process, BCA examines various external aspects affecting BCA’s
performance, such as banking industry trends, emerging threats or opportunities, changes in customer behavior,
regulatory changes, process efficiency, and human resource adequacy. These studies determine key strategic
objectives such as digital initiatives, technology and cybersecurity development, process improvement,
compliance with regulatory changes, oversight of Good Corporate Governance, ESG implementation, and
prudent business expansion, as well as other strategic goals.
Subsequently, these strategic objectives are translated into Key Performance Indicators (KPI) aligned with
the duties and responsibilities of each member of the Board of Directors, considering both financial and non-
financial collegial and individual responsibilities. The established KPIs are then mutually agreed upon by the
Board of Directors.
d. Parties Conducting the Assessment
Performance assessments for the Board of Directors on a collegial and individual basis are conducted through
the following mechanisms:
• Performance Assessment of the Board of Directors on a Collegial Basis.
The Board of Directors collectively conducts a self-assessment, with the results evaluated in a Board of
Commissioners Meeting based on recommendations from the RNC.
• Performance Assessment of Individual Members of the Board of Directors.
Each member of the Board of Directors conducts a self-assessment, with the results evaluated in a Board
of Commissioners Meeting based on recommendations from the RNC.
e. Assessment Process Flow
Discussion The Board of
Self-assessment Commissioners Evaluation Results:
Each member of individual results are discusses the • Collegial
of the Board assessments for submitted for Board of Directors’ Performance
of Directors each member subsequent assessment results, Assessment
completes a of the Board of evaluation and considering the • Individual
Self-Assessment Directors, led evaluation and
validation by the Performance
Form by the President validation from the
RNC. Assessment
Director RNC.
f. Board of Directors Assessment Components
In supporting individual self-assessments by the Board of Directors, BCA has developed performance assessment
components aligned with the respective duties and responsibilities of each Director, encompassing financial,
customer, internal business process, and learning as well as growth perspectives. The relevant performance
assessment components are as follows:
Board of Directors Assessment Components for the Period of January 1 – May 31, 2025
Internal Business Learning and
Finance Customers
Processes Development
Collegial Assessment 40% 20% 25% 15%
President Director
Jahja Setiaatmadja 40% 20% 25% 15%
Deputy President Directors
Gregory Hendra Lembong 40% 20% 25% 15%
Armand W. Hartono 40% 20% 25% 15%
Business Directors
Santoso 40% 20% 25% 15%
Rudy Susanto 40% 20% 25% 15%
John Kosasih 40% 20% 25% 15%
Haryanto T. Budiman 40% 20% 25% 15%
Non-Business Directors
Vera Eve Lim 40%1) 20% 25% 15%
Frengky Chandra Kusuma 40% 1)
20% 25% 15%
Subur Tan 30% 20% 35% 15%
Antonius Widodo 30% 20% 35% 15%
Lianawaty Suwono 30% 20% 35% 15%
Note:
1) The financial weight of 40% (the same as Business Directors) is due to Ms. Vera Eve Lim being accountable for coordinating the financial target achievement,
and Mr. Frengky Chandra Kusuma being accountable for coordinating achievement of BCA regional and branch targets (financial and nonfinancial).
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G o o d C o r p o r a t e G o v e r n a n c e
Board of Directors Assessment Components for the Period of June 1 - December 31, 2025
Internal Business Learning and
Finance Customers
Processes Development
Collegial Assessment 40% 20% 25% 15%
President Director
Gregory Hendra Lembong 40% 20% 25% 15%
Deputy President Directors
Armand W. Hartono 40% 20% 25% 15%
John Kosasih 40% 20% 25% 15%
Business Directors
Santoso 40% 20% 25% 15%
Rudy Susanto 40% 20% 25% 15%
Haryanto T. Budiman 40% 20% 25% 15%
Hendra Tanumihardja 40% 20% 25% 15%
Non-Business Directors
Vera Eve Lim 40%1) 20% 25% 15%
Frengky Chandra Kusuma 40% 1)
20% 25% 15%
Subur Tan 30% 20% 35% 15%
Antonius Widodo 30% 20% 35% 15%
Lianawaty Suwono 30% 20% 35% 15%
Note:
1) The financial weight of 40% (the same as Business Directors) is due to Ms. Vera Eve Lim being accountable for coordinating the financial target achievement, and
Mr. Frengky Chandra Kusuma being accountable for coordinating achievement of BCA regional and branch targets (financial and nonfinancial).
g. 2025 Performance Assessment Results
In 2025, the performance assessment results confirmed the Board of Directors has implemented its duties and
functions with a “Very Good” rating in ensuring Bank performance meets the expectations of shareholders and
all stakeholders. Below is the description of the performance assessment results for the Board of Directors on
both a collegial and individual basis:
• The collegial performance assessment result for the Board of Directors is “Very Good,” and the average
individual performance assessment result for members of the Board of Directors is “Very Good.”
3. Implementation Procedures and Performance Assessment Criteria for the President Director
The implementation procedures for the performance assessment of the BCA President Director include:
a. Assessment Method
The assessment uses a self-assessment method through a Self-Assessment Form.
b. Timing of Assessment
The President Director must conduct a self-assessment at least 1 (one) time in 1 (one) year.
c. Criteria or Benchmarks
Criteria or benchmarks used for the individual assessment of the President Director refer to the Bank Business
Plan approved by the Board of Commissioners. BCA has developed assessment components aligned with
the President Director’s duties and responsibilities, encompassing financial, customer, business process, and
learning as well as growth components.
d. Parties Conducting the Assessment
The President Director conducts a self-assessment, with the results subsequently evaluated in a Board of
Commissioners Meeting based on recommendations from the Nomination and Remuneration Committee (KRN).
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e. Assessment Process Flow
The Board of
Commissioners discusses
Self-assessment results the President Director’s
The President Director Evaluation Results:
are submitted for self-assessment,
completes the self- President Director
subsequent evaluation and considering the evaluation
assessment form Performance Assessment
validation by the KRN. and validation results from
the KRN.
f. President Director Assessment Components
In supporting individual self-assessments by the President Director, BCA has developed assessment components
aligned with the President Director’s duties and responsibilities, encompassing financial, customer, internal
business process, and learning as well as growth perspectives.
President Director Assessment Components for the Period of January 1 – May 31, 2025
Internal Business Learning and
Finance Customers
Processes Development
President Director
Jahja Setiaatmadja 40% 20% 25% 15%
Board of Directors Assessment Components for the Period of June 1 - December 31, 2025
Internal Business Learning and
Finance Customers
Processes Development
President Director
Hendra Lembong 40% 20% 25% 15%
g. 2025 Assessment Results
In 2025, the President Director has been assessed as having implemented his duties and functions with a “Very
Good” rating in ensuring Bank performance meets the expectations of shareholders and all stakeholders.
REMUNERATION POLICY
BCA has established and consistently implemented a remuneration policy covering all organizational levels, including
members of the Board of Commissioners, members of the Board of Directors, and all employees. This policy aligns
with BCA’s financial capacity and is applied prudently to accommodate the quality development of BCA employees
and management.
Background and Objectives
BCA’s remuneration policy is formulated with reference to OJK Regulation No. 45/POJK.03/2015 concerning the
Implementation of Governance in the Provision of Remuneration for Commercial Banks and OJK Circular Letter No.
40/SEOJK.03/2016 regarding the Implementation of Governance in the Provision of Remuneration for Commercial
Banks. BCA established this remuneration policy with the objective of developing the quality of BCA personnel while
maintaining BCA’s business resilience and continuity.
Fixed Remuneration policies consider, at a minimum, business scale, business complexity, peer groups, inflation rates,
and financial conditions and capabilities without conflicting with prevailing laws and regulations. Variable Remuneration
policies also consider risk factors within BCA’s business activities, namely credit risk, market risk, liquidity risk, operational
risk, legal risk, reputation risk, strategic risk, compliance risk, intra-group risk, and insurance risk.
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G o o d C o r p o r a t e G o v e r n a n c e
Remuneration Committee Remuneration Policy Review
The Board of Commissioners has formed the Nomination BCA conducts periodic reviews of the remuneration
and Remuneration Committee (KRN), with one of its policy by adjusting to regulations and best practices.
functions being to assist the Board of Commissioners in Improvements based on the remuneration policy review
developing policies and implementing remuneration for for the Board of Commissioners and Directors have
members of the Board of Commissioners and Directors. been implemented through the issuance of Board of
Commissioners Decision No. 116/SK/KOM/2023 dated
The composition, membership structure, duties July 6, 2023, regarding the Remuneration Policy for the
and responsibilities, meeting implementation, and Board of Directors and Board of Commissioners.
remuneration paid to KRN members are presented in full
on pages 328-332 in the Nomination and Remuneration Independency in Remuneration
Committee section of this Annual Report. Policy Implementation
BCA ensures independency in implementing remuneration
Remuneration Policy Scope for all employees, including units performing control/
and Implementation oversight functions (such as the Internal Audit Division)
The remuneration policy established by BCA includes over other units. The approval of business targets for all
regulations regarding remuneration for members of employees must go through the direct supervisor and
the Board of Commissioners, members of the Board of the supervisor’s superior. Independency for control units
Directors, and applies to employees in both business and is achieved through the separation of organizational
operational units. The remuneration policy includes: structures and the establishment of performance
a. Fixed Remuneration assessments not linked to the achievement of business/
components include salary/honorarium, allowances, performance targets of the supervised work units.
facilities, and other fixed elements given to all
members of the Board of Commissioners and Board Parties that are Material Risk Takers (MRT)
of Directors in accordance with their duties, authorities, Parties that are MRTs must at least meet the following
and responsibilities. criteria:
b. Variable Remuneration a. Directors and/or other employees who, due to their
Variable remuneration is in the form of bonuses paid duties and responsibilities, make decisions that have
in cash and shares. Bonuses are determined based on a significant impact on BCA’s risk profile; or
the bank’s profits and performance. b. b. Directors, Board of Commissioners, and/or
employees who receive Variable Remuneration with
BCA utilizes the services of an external consultant, Willis a large value.
Towers Watson, to benchmark employee remuneration
against the industry. This external consultant is responsible Based on these criteria, BCA has determined that the
for gathering and providing industry remuneration data to parties who are MRTs are all members of the Board of
serve as one of the bases/considerations in determining Commissioners and members of the Board of Directors
BCA’s remuneration policy. of BCA, totaling 17 (seventeen) persons, in accordance
with the number of persons holding office as of December
31, 2025.
Determination of Remuneration Related to Risk and Performance
Remuneration related to Risks
Key Risks in Remuneration Implementation Impact of Key Risks on Remuneration
In determining the remuneration scheme, particularly Variable Remuneration, BCA The identification of these key risk
considers key risks, namely credit risk and operational risk. Credit risk and operational types impacts the determination of Key
risk have become the primary risks for BCA in 2025 and preceding years. This Performance Indicators (KPIs) and the
focus exists because credit and operational risks are inherent in transaction types distribution of Variable Remuneration.
and business activities possessing a major risk impact on BCA’s operations while
generating significant revenue for the Bank.
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Remuneration Related to Performance Measurement
Performance Measurement Indicators in Determining Remuneration for Members of the Board of Impact of BCA’s Performance, Work
Directors Unit Performance, and Individual
The indicators for determining the remuneration of the Board of Directors members include the Performance on Remuneration
following: The determination of remuneration
• Individual work performance of each member of the Board of Directors; amounts, specifically variable
• BCA’s financial performance and fulfillment of reserves as mandated in Law No. 40 of 2007 components and individual
concerning Limited Liability Companies; performance, is reviewed annually.
• Industry benchmarks; These individual performance
• Consideration of BCA’s long-term objectives and strategies; assessment results serve as the basis
• Risks potentially arising in the future causing losses to BCA. for corporate appreciation in the
form of bonuses, promotions, grade
Performance Measurement Indicators in Determining Remuneration for Members of the Board of reviews, and wage/salary increases.
Commissioners
The indicators for determining the remuneration of the Board of Commissioners members include Performance measurement is based
the following: on objectives agreed upon at the
• Supervision and provision of advice to the Board of Directors regarding: beginning of the year. The provision
» BCA’s key strategies and plans. of bonuses based on individual
» Integrity of BCA’s financial statements. performance assessments has
» Internal control systems and risk management. been established through Board
» Good Corporate Governance. Decisions and Circular Letters. For the
• Granting approvals for Board of Directors' decisions as regulated in prevailing laws and assessment of quantitative business/
regulations/BCA’s Articles of Association. work objective achievements, the
Bank utilizes assessment guidelines
Performance Measurement Indicators in Determining Employee Remuneration such as: exceeding targets (>110%),
BCA’s performance assessment system is conducted objectively and is oriented toward achieving targets (100-110%), and
employee development: partially achieving targets (80-99%).
1. Performance assessment focus on work achievements and the demonstration of the
Company’s core values within employees, where:
• Employee Achievement refers to work results and employee attainment of business or
work goals/targets.
• Core Values Demonstration refers to behavioral demonstrations shown by employees in
implementing their duties and responsibilities, reflecting the Company’s core values.
2. Performance assessment results, combined with employee competency assessments, serve
as the reference for determining employee development directions.
Remuneration Adjustments Related to Risk and Performance
1. Deferred Variable Remuneration
For Material Risk Takers (MRT), specifically all members of the Board of Directors and Board of Commissioners, Variable
Remuneration must be deferred by a certain percentage applied by BCA.
2. Deferral of Payment (Malus) or Recovery (Clawback)
Under certain conditions, bonuses (tantiem) paid to MRT in the form of cash or shares are subject to recovery (clawback) or
reduction/cancellation (malus).
3. Deferral Period
The deferral period is 3 (three) years starting from the initial payment of the Variable Remuneration. This deferral period
applies uniformly to all MRT.
1. Remuneration Determination Procedures for the Board of Commissioners and Directors
The remuneration for the BCA Board of Commissioners and Directors is determined based on procedures, structures,
and indicators regulated in the BCA Articles of Association and the Board of Commissioners Decision No. 116/
SK/KOM/2023 dated July 06, 2023, regarding the Remuneration Policy for the Board of Directors and Board of
Commissioners. This policy refers to the following regulations:
a. OJK Regulation concerning the Implementation of Governance for Commercial Banks.
b. OJK Regulation No. 45/POJK.03/2015 concerning the Implementation of Governance in the Provision of
Remuneration for Commercial Banks.
c. OJK Circular Letter No. 40/SEOJK.03/2016 concerning the Implementation of Governance in the Provision of
Remuneration for Commercial Banks.
A. Remuneration Proposal and Determination Procedures
KRN delivers evaluation The determination
results and remuneration of remuneration for
The Board of The GMS determines
policy recommendations members of the Board
Commissioners proposes the remuneration for
for the Board of of Commissioners and
the remuneration members of the Board
Commissioners and Directors has been
determination to the GMS. of Commissioners and
Directors to the Board conducted in accordance
Directors
of Commissioners for with the GMS Resolution.
submission to the GMS.
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G o o d C o r p o r a t e G o v e r n a n c e
Based on the BCA Annual GMS resolution dated March 12, 2025, authority and power have been granted to:
a. The Board of Commissioners to determine the amount of salary and other allowances for members of the Board
of Directors, considering recommendations from the Nomination and Remuneration Committee (KRN);
b. The Controlling Shareholders of BCA to determine the amount of salary and other allowances payable to members
of the Board of Commissioners;
c. The Controlling Shareholders of BCA to determine the distribution of bonuses (tantiem) for members of the Board
of Commissioners and Directors.
B. Remuneration Structure for the Board of Commissioners and Directors
The remuneration structure for members of the Board of Commissioners and Directors includes the following:
Remuneration Components for Each Member of the Board of Commissioners
Religious Post-
Honorarium/ Year-end Transportation Housing
No Name Holiday Service Bonuses
Salary allowance Allowance Allowance
Allowance Insurance3)
1 Djohan Emir Setijoso1) √ √ N/A √ √ √ √
2 Jahja Setiaatmadja 2) √ N/A √ √ √ √ N/A
3 Tonny Kusnadi √ √ √ √ √ √ √
4 Cyrillus Harinowo √ √ √ √ √ √ √
5 Raden Pardede √ √ √ √ √ √ √
6 Sumantri Slamet √ √ √ √ √ √ √
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
3) Board of Commissioners post- service insurance payments will follow the specified period.
Remuneration Components for Each Member of the Board of Directors
Religious Post-
Honorarium/ Year-end Transportation Housing
No Name Holiday Service Tantiem
Salary allowance Allowance Allowance
Allowance Insurance5)
1 Jahja Setiaatmadja1) √ √ N/A √ √ √ √
2 Gregory √ √ √ √ √ √ √
Hendra Lembong2)
3 Armand Wahyudi √ √ √ √ √ √ √
Hartono
4 Tan Ho Hien/Subur/ √ √ √ √ √ √ √
Subur Tan
5 Rudy Susanto √ √ √ √ √ √ √
6 Lianawaty Suwono √ √ √ √ √ √ √
7 Santoso √ √ √ √ √ √ √
8 Vera Eve Lim √ √ √ √ √ √ √
9 Haryanto T. Budiman √ √ √ √ √ √ √
10 Frengky Chandra √ √ √ √ √ √ √
Kusuma
11 John Kosasih3) √ √ √ √ √ √ √
12 Antonius Widodo √ √ √ √ √ √ √
Mulyono
13 Hendra Tanumihardja4) √ N/A √ √ √ √ N/A
1) Term as President Director ends effective June 1, 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
5) Payments for post-retirement insurance for Directors shall follow the specified period. Specifically, for Directors marked with 2), 3) and 4), payments
shall be made in 2025 due to changes in their positions.
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Remuneration Packages and Facilities for the Board of Commissioners
The remuneration packages and facilities received by the Board of Commissioners include the remuneration
structure and details of nominal amounts over the last 2 (two) years, as presented in the table below:
Total Amount Received in 1 (one) year
Total Remuneration and Facilities 2025 2024
People Million (Rp) People Million (Rp)
Salary, bonuses, routine allowances, tantiem, and other 5 218,622 5 217,129
facilities in non-natura form
Other facilities in the form of natura (housing, health insurance, etc.) which:
1. Entitled - - - -
2. Not Entitled - - - -
Total 5 218,622 5 217,129
Details of the remuneration packages are grouped according to the level of income received by members of the
Board of Commissioners over the last 2 (two) years, as shown in the table below:
Total of Severance Nominal Total Amount Received in 1 (one) year
paid per Person in 1 (one) year1) 2025 2024
Above Rp2 billion 5 5
Above Rp1 billion to Rp2 billion - -
Above Rp500 million to Rp1 billion - -
Below Rp500 million - -
Note:
1) Received in cash
Board of Directors Remuneration Structure
Details of the remuneration package and facilities received by the Board of Directors, including the remuneration
structure and details of nominal amounts over the last 2 (two) years, are shown in the table below:
Total Amount Received in 1 (one) year
Total Remuneration and Facilities 2025 2024
People Million (Rp) People Million (Rp)
Salary, bonuses, routine allowances, tantiem, and other 12 899,398 12 836,970
facilities in non-natura form
Other facilities in the form of natura (housing, health insurance, etc.) which:
1. Entitled - - - -
2. Not Entitled - - - -
Total 12 899,398 12 836,970
Details of the remuneration packages are grouped according the level of income received by the Board of Directors
over the last 2 (two) years, as shown in the table below:
Total of Severance Nominal Total Amount Received in 1 (one) year
paid per Person in 1 (one) year1) 2025 2024
Above Rp2 billion 12 12
Above Rp1 billion to Rp2 billion - -
Above Rp500 million to Rp1 billion - -
Below Rp500 million - -
Note:
1) Received in cash
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G o o d C o r p o r a t e G o v e r n a n c e
2. Variable Remuneration for the Board of Commissioners, the Board of Directors, and Employees
Variable remuneration consists of cash and shares. The shares are in the form of an extra bonus purchased with
shares of PT Bank Central Asia Tbk (BBCA). The extra bonus purchased with BBCA shares by BCA is then locked up
for three years from the date of the bonus distribution.
The purposes of Providing Extra Bonuses Utilized to Purchase BBCA Shares:
• Serving as appreciation for employee contributions throughout the performance year;
• Fostering a sense of belonging among employees, expected to result in a positive impact on increased employee
engagement toward the company;
• Improving employee productivity;
• Creating alignment between employees, management, and shareholders in enhancing company performance.
The provision of Variable Remuneration, specifically bonuses (cash and shares), is categorized based on position
levels:
1. Board of Commissioners and Directors;
2. Echelon S1-S3 Employees (including EVP);
3. Echelon S4-S8 Employees.
The considerations underlying these remuneration differences involve the scope of responsibilities and job risks
toward the achievement of company performance.
Number of Board of Commissioners, Board of Directors and Employees Who Receive Variable Remuneration
The number of Board of Directors, Board of Commissioners, and employees who received Variable Remuneration
for the last 2 (two) years and the total nominal amount are as follows:
Total Variable Remuneration in 1 (one) year1)
Year Board of Commissioners Board of Directors Employees
People Million (Rp) People Million (Rp) People Million (Rp)
2025 5 163.600 12 724.100 23.622 3.142.454
2024 5 145.000 12 620.000 22.878 3.059.470
Note:
1) Gross
Share Options Received by the Board of Directors, Board of Commissioners, and Executive Officers
There were no share options received by the Board of Directors, Board of Commissioners, and Executive Officers
during 2025.
Unconditionally Guaranteed Variable Remuneration for Prospective Board of Commissioners, Prospective Board
of Directors, and/or Prospective Employees
There was no unconditionally guaranteed Variable Remuneration provided by BCA to prospective members of
the Board of Directors, Board of Commissioners, and/or prospective employees during the first 1 (one) year of
employment.
Deferred Variable Remuneration for MRT (for all Members of the Board of Directors and Board of Commissioners)
Total deferred Variable Remuneration amounted to Rp150.909.000.000 (one hundred and fifty billion nine hundred
and nine million rupiah), consisting of cash and/or shares or share-based instruments issued by BCA and applied
for 2025 payments, with the following details:
1. In the form of cash : Rp79,669,000,000 (seventy-nine billion six hundred sixty-nine million rupiah)
2. In the form of shares : Rp 71,240,000,000 (seventy-one billion two hundred forty million rupiah)
3. Remuneration Implementation at BCA for MRT (for all Members of the Board of Directors and
Board of Commissioners)
Total Remuneration Provided Within 1 (One) Year
Details of the total remuneration amount provided within 1 (one) year include:
1. Fixed Remuneration and Variable Remuneration;
2. Deferred and non-deferred remuneration; and
3. Forms of remuneration provided in cash and/or shares or share-based instruments issued by BCA.
As presented in the table below:
Expressed in millions of rupiah
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A. Fixed Remuneration 2025 2024
1. Cash 230,320 289,099
2. Shares/share-based instruments issued by BCA - -
Expressed in millions of rupiah
2025 2024
B. Remunerasi yang Bersifat Variabel
Non-Deferred Deferred Non-Deferred Deferred
Cash 736,791 79,669 634,950 69,090
Shares/share-based instruments issued by - 71,240 - 60,960
BCA1)
Note:
1) Shares are locked up for 3 years
Quantitative Information
Quantitative information regarding the total remaining deferred remuneration exposed to both implicit and explicit
adjustments, total remuneration reductions caused by explicit adjustments during the reporting period, and total
remuneration reductions caused by implicit adjustments during the reporting period is as follows:
2025 2024
Total Deductions During the Total Deductions During the
Reporting Period Reporting Period
Total Variable
Remuneration Remaining Due to Due to Remaining Due to Due to
Deferred Explicit Implicit Deferred Explicit Implicit Total
(A)+(B)
Adjustment Adjustment Adjustment Adjustment (A)+(B)
(A) (B) (A) (B)
1. Cash (in millions of 79,669 - - - 69,090 - - -
Rupiah)
2. Shares/share 5,238,784 - - - 3,955,800 - - -
based instrument shares shares
issued by BCA
(in shares and
million Rupiah
nominal, based
on conversion of
these shares)
4. Data on Salary and Severance Paid Ratio
Ratio of Highest and Lowest Salary, which includes:
Salary Ratio 2025 2024
The ratio of the highest to lowest Employee salary 22,22 24,54
The ratio of the Board of Directors’ highest and lowest salary 2,12 2,70
The ratio of the Board of Commissioners’ highest and lowest salary 1,52 1,52
The ratio of the Board of Directors’ highest salary and the employees’ highest 6,47 9,51
salary
The ratio of the annual compensation of the President Director and the median/ 73,81 118,70
mean of the annual compensation of all employees (except the President
Director)
Number of Employees Affected by Termination of Employment and Total Nominal of Severance Paid
The number of employees affected by termination of employment (due to reaching retirement age, applying for
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G o o d C o r p o r a t e G o v e r n a n c e
early retirement, or at their own request) and the total of severance paid, is as shown in the table below:
Number of Employees
Total of Severance Nominal paid per Person in 1 (one) year
2025 2024
Above Rp1 billion 466 398
Above Rp500 million up to Rp1 billion 471 483
Below Rp500 million 328 382
5. Transparency of Share Ownership for the Board of Directors and Board of Commissioners
Share Ownership by Members of the Board of Directors and Board of Commissioners
The share ownership reports for members of the Board of Commissioners and Directors are disclosed in the Board
of Commissioners and Directors Chapter within this Annual Report.Board Of Commissioners’ Committees
BOARD OF COMMISSIONERS’ 2. Audit Committee Charter
COMMITTEES The Audit Committee has work guidelines set out
in its Charter and the BCA Audit Committee Code
I. Audit Committee of Ethics, which were ratified by the Board of
The Audit Committee is formed by and is responsible Commissioners Decision No. 254/SK/KOM/2025
to the Board of Commissioners to assist in supporting dated December 17, 2025, concerning the Audit
the effectiveness of the implementation of its Committee Charter of PT Bank Central Asia Tbk.
oversight duties and functions on matters related to
the quality of financial reports, internal control systems, The scope of the Audit Committee Charter includes:
implementation of internal and external audit functions, • Duties and Responsibilities;
implementation of governance and compliance with • Authority;
applicable laws and regulations. • Structure and Composition of Committee
Membership;
1. Legal Basis • Membership Requirements;
Legal basis for the formation of the Audit Committee • Term of Office;
refers to: • Work Mechanism;
• OJK Regulation No. 17 of 2023 concerning the • Working Hours;
Implementation of Governance for Commercial • Committee Meetings;
Banks. • Reporting;
• OJK Regulation No. 1/POJK.03/2019 concerning • Handling of Complaints/Reporting on Alleged
the Implementation of the Internal Audit Function Financial Statement Violations;
in Commercial Banks. • Code of Ethics; and
• OJK Regulation No. 55/POJK.04/2015 concerning • Competence.
the Establishment and Guidelines for the
Implementation of Audit Committee. The Audit Committee Charter and its Code of
• OJK Circular Letter No. 14/SEOJK.03/2025 Ethics have been uploaded to the BCA website in
concerning the Implementation of Governance the Corporate Governance section (https://www.
for Commercial Banks. bca.co.id/en/tentang-bca/tata-kelola/Struktur-
• OJK Circular Letter No. 18/SEOJK.03/2023 Organisasi).
concerning Procedures for Using the Services of
Public Accountants and Public Accounting Firms 3. Structure and Membership of the Audit
in Financial Services Activities. Committee
• BCA Articles of Association. The composition of the BCA Audit Committee
• Board of Commissioners Decision No. 254/SK/ complies with the applicable PJOK and the Audit
KOM/2025 dated December 17, 2025, concerning Committee Charter. Throughout 2025, there were
the Audit Committee Charter of PT Bank Central no changes to the membership of the BCA Audit
Asia Tbk. Committee. It consists of three members appointed
• Board of Directors Decision No. 073/SK/DIR/2021 based on the Board of Directors Decision No. 073/
dated April 22, 2021, concerning the Appointment of SK/DIR/2021 dated April 22, 2021, and the Board
the Chairman and Members of the Audit Committee. of Commissioners Minutes of Meeting No. 20/RR/
KOM/2021 dated April 22, 2021.
Audit Committee Membership as of December 31, 2025
316 Annual Report 2025 | PT Bank Central Asia Tbk
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Period of Office by
Name Position in Committee Position in BCA
AGMS
Sumantri Slamet Chairman (concurrently serving Independent Commissioner 2021 - 2026
as Member)
Fanny Sagitadewi Member Independent Party 2021 - 2026
Rallyati A. Wibowo Member Independent Party 2021 - 2026
4. Profile and Qualifications of the Audit Committee Members
Sumantri Slamet
Chairman (concurrently serving as member)
Education, certifications, expertise, positions, and work experience of Audit Committee members are presented
in the Company Profile section on page 52 of this 2025 BCA Annual Report.
Fanny Sagitadewi
Member
Education, certifications, expertise, positions, and work experience of Audit Committee members are presented
in the Company Profile section on page 53 of this 2025 BCA Annual Report.
Rallyati A. Wibowo
Member
Education, certifications, expertise, positions, and work experience of Audit Committee members are presented
in the Company Profile section on page 53 of this 2025 BCA Annual Report.
5. Education or Training
Throughout 2025, Audit Committee members underwent the following education or training:
Name Education/Training Organizer Date
Sumantri Presented in the Board of Commissioners Chapter - Training Program Section to Improve the Competence of
Slamet Board of Commissioners Members on pages 265 of this 2025 BCA Annual Report.
Fanny Data Privacy Summit 2025 BCA February 3, 2025
Sagitadewi
Banking Risk Management Refreshment Level 6: Analyzing Bankers Association for February 13, 2025
Risk Coverage based on the Bank's Vision, Mission, and Risk Management
Business Strategy
The Role of Artificial Intelligence and Audit Competency in Public Accountants May 15, 2025
Enhancing Auditor Professional Skepticism Professional Committee
& Indonesian Institute
of Certified Public
Accountants
CAE Forum with the topic "Digital Fraud is Here: Bank Internal Auditors July 31, 2025
Strengthening Bank Defenses Through Integrated Association
Governance and Technology".
Indonesia Knowledge Forum (IKF): Future Starts Today. BCA October 28-29,
2025
Capacity Building ESG: Enhancing The Roles of Accountants BCA November 25, 2025
in Sustainability Reporting and Assurance
Rallyati A. Data Privacy Summit 2025 BCA February 3, 2025
Wibowo
Internal Auditor Conference 2025: Internal Audit Education July 2-3, 2025
Shifting Horizon for Internal Auditors. Foundation
KPMG Board Governance Forum 2025 KPMG September 18, 2025
Enhancing The Roles of Accountants in Sustainability Indonesian Institute September 24, 2025
Reporting and Assurance of Certified Public
Accountants and ISCA
Indonesia Knowledge Forum (IKF): Future Starts Today. BCA October 28-29,
2025
Capacity Building ESG: Enhancing The Roles of Accountants BCA November 25, 2025
in Sustainability Reporting and Assurance
Indonesian Accountants : Resilient, Sustainable and Future Indonesian Institute of December 3, 2025
Ready-Beyond Numbers, Building the Golden Future Accountants
6. Term of Office
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G o o d C o r p o r a t e G o v e r n a n c e
Audit Committee members’ term of office is as follows: laws and regulations in banking, the Capital Market,
a. Audit Committee members’ term of office coincides and other provisions related to BCA’s business
with the Board of Commissioners’ term, and they activities.
may be reappointed for one subsequent period. f. Audit Committee members shall maintain
b. In the event of: p r ofe s s i o n a l c o m p e t e n c e by fo l l ow i n g
1) an Audit Committee member’s term expiring developments and best practices in accounting,
due to the conclusion of the Board of auditing, internal control, and GCG.
Commissioners’ tenure, a new member must g. Audit Committee members must be willing to
be appointed within 3 (three) months of the new continuously enhance their competence through
Board’s appointment or their passing of the OJK education and training.
fit and proper test;
2) a vacancy within the Audit Committee— Independency Requirements
where the number of members falls below the a. Audit Committee members must not have been
required threshold due to permanent disability insiders of a Public Accounting Firm, Law Firm,
or resignation for any reason—the appointment Public Appraisal Service Office, or other parties
of a new member must be conducted within providing assurance, non-assurance, appraisal,
3 (three) months of the respective member and/or other consulting services to BCA within
vacating their position. the last 6 (six) months.
b. Audit Committee members must not have
The Audit Committee members’ current term of office been persons employed by or possessing
shall expire at the closing of the 2026 Annual General the authority and responsibility to plan, lead,
Meeting of Shareholders (AGMS). control, or supervise BCA’s activities within
the last 6 (six) months, except for Independent
7. Audit Committee Membership Commissioners.
Requirements c. Audit Committee members are prohibited from
General Requirement serving as members of the Board of Directors
a. Audit Committee members must possess high at other banks.
integrity, ethical character, and good morals. d. Audit Committee members shall not hold BCA
b. Audit Committee members must comply with the shares, whether directly or indirectly.
BCA Code of Ethics and the Audit Committee Code e. If an Audit Committee member acquires BCA
of Ethics established by BCA. shares, directly or indirectly, due to a legal event,
such shares must be transferred to another party
Competency Requirements within 6 (six) months of acquisition.
a. At least one Audit Committee member from an f. Audit Committee members must not have
Independent Party must possess expertise in: an affiliation with members of the Board of
1) finance or accounting, with at least 5 (five) years Commissioners, Board of Directors, or BCA’s
of work experience in the respective field; and Major Shareholders.
2) law or banking, with at least 5 (five) years of work g. Audit Committee members must not have a
experience in the respective field. direct or indirect business affiliation related to
b. Independent Party expertise shall be evidenced, BCA’s business activities.
at minimum, by holding a competency certificate h. Members from Independent Parties must be
supporting the committee’s functions and recommended by the RNC.
responsibilities. Such certificates include those in
risk management, public accounting, accounting, 8. Audit Committee Independency
and auditing. All Audit Committee members are independent
c. Audit Committee members must possess the skills, parties free from financial, managerial, shareholding,
knowledge, and experience relevant to their scope and/or familial affiliations with members of the
of work, as well as strong communication abilities. Board of Commissioners, members of the Board
d. Audit Committee members shall perform their duties of Directors, and/or Controlling Shareholders.
and responsibilities professionally by applying their Furthermore, they maintain no business affiliation
knowledge, expertise, and experience. with BCA of which is capable of influencing their
ability to act independently. All Audit Committee
members perform their duties independently,
without intervention from any party.
e. Audit Committee members shall stay updated on
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Independency aspects of Audit Committee members are presented in the following table:
Independency Aspects Sumantri Slamet Fanny Sagitadewi Rallyati A. Wibowo
Has no financial affiliation with the Board of √ √ √
Commissioners and Directors.
Has no management affiliation with BCA, BCA √ √ √
subsidiaries, or affiliated companies.
Has no share ownership in BCA √ √ √
Has no family affiliation with the Board of √ √ √
Commissioners, Directors, and/or fellow members of
the Audit Committee.
Holding no position as a political party official or a √ √ √
government official.
9. Audit Committee Duties and 2) Audit scope.
Responsibilities 3) Audit fees.
In alignment with OJK Regulation No. 55/ 4) Expertise and experience of the PA, PAF, and
POJK.04/2015 dated December 23, 2015, concerning the PAF audit team.
the Establishment and Implementation Guidelines for 5) Methodology, techniques, and tools utilized
Audit Committee Work, the Audit Committee holds by the PAF.
the following duties and responsibilities: 6) Benefits of a fresh perspective gained
through the rotation of the PA, PAF, and the
Financial Reporting and Information PAF audit team.
a. Reviewing financial information to be released 7) Potential risks of using the same PAF for
to the public and/or authorities, along with other consecutive, prolonged periods.
reports related to BCA’s financial information. 8) Evaluation results for prior-period audit
b. Reviewing and reporting to the Board of services performed by the PA and PAF on
Commissioners regarding complaints involving annual historical financial information, if any.
BCA’s accounting processes and financial
reporting. b. Evaluating the provision of annual historical
financial information audit services by the PA
Internal Audit and/or PAF. This evaluation shall be conducted,
a. Providing recommendations to the Board of at minimum, through:
Commissioners regarding the audit plan, scope, 1) Conformity of the audit implementation by
and budget of the Internal DAI. the PA and/or PAF with applicable Auditing
b. Monitoring and reviewing the effectiveness of Standards.
BCA’s internal audit implementation. 2) Adequacy of fieldwork time.
c. Evaluating DAI performance concerning the 3) Review of the service scope and sampling
adequacy and effectiveness of the internal audit adequacy.
function; ensuring DAI upholds integrity in its 4) Improvement recommendations provided
duties, and providing recommendations to the by the PA and/or PAF.
Board of Commissioners regarding overall annual 5) Conformity of Financial Statements with
DAI remuneration and performance awards. applicable Financial Accounting Standards
d. Ensuring DAI maintains communication with the (SAK).
Board of Directors, Board of Commissioners, 6) Providing independent opinions in the event
External Auditors, OJK, BI, and other relevant of disagreements between management
parties. and the PAF regarding the services provided.
e. Ensuring DAI operates independently.
Internal Control Processes/Systems
External Audit a. Ensuring the Board of Directors takes prompt
a. Providing recommendations based on evaluation necessary action regarding findings from the
results to the Board of Commissioners regarding DAI, PA, and supervision results from OJK and BI.
the appointment, reappointment, and dismissal b. Providing recommendations to the Board of
or replacement of the Public Accounting Firm Commissioners to appoint an independent
(PAF) and/or Public Accountant (PA) auditing the external quality controller to review the DAI.
financial statements, based on:
1) Independency of the PA, PAF, and PAF
insiders.
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G o o d C o r p o r a t e G o v e r n a n c e
Governance and Compliance c. Communicating directly with employees,
a. Monitoring the effective and sustainable including the Board of Directors and parties
implementation of Good Corporate Governance performing internal audit, risk management, and
(GCG). AP functions related to Audit Committee duties.
b. Reviewing and advising the Board of d. Engaging independent parties outside the
Commissioners regarding BCA’s potential Audit Committee membership to assist in duty
conflicts of interest. implementation, if necessary.
c. Reviewing BCA’s compliance with banking e. Exercising other authority granted by the Board
and capital market laws, regulations, and other of Commissioners.
provisions related to BCA’s business activities.
d. Maintaining the confidentiality of BCA 11. Concurrent Positions of the Audit
documents, data, and information. Committee Members
e. Attending the BCA Annual GMS The Audit Committee Charter regulates concurrent
f. Performing other duties relevant to the Audit positions for its members as follows:
Committee function as requested by the Board a. The Audit Committee Chairman may only hold
of Commissioners. a concurrent position as Chairman in at most 1
(one) other committee within BCA.
10. Audit Committee Authority b. Audit Committee members from Independent
In performing its duties, the Audit Committee Parties may hold concurrent positions as
possesses the following authority: Independent Parties on other committees at
a. Obtaining reports from the Head of DAI, including BCA, other Banks, and/or other companies,
work plans, internal audit implementation reports, provided the respective member:
and internal audit result reports. 1) fulfils all required competencies;
b. Accessing required BCA documents, data, and 2) fulfils independency criteria;
information regarding employees, funds, assets, 3) is capable of maintaining company
and resources. confidentiality;
4) adheres to the applicable code of ethics;
and
5) is capable of performing duties and
responsibilities as an Audit Committee
member.
Concurrent position implementation for Audit Committee members remains in compliance with applicable
regulations. Below is the information regarding concurrent positions held by the Audit Committee members
throughout 2025.
Name of Other Positions (member of the Board of Commissioners, member of
Committee Position in Committee the Board of Directors, and/or member of the Committee, and Other
Member Positions)
Sumantri Slamet Chairman See page 268
Rallyati A. Member • Independent Commissioner and Chairman of the Audit Committee
Wibowo at PT WOM Finance Tbk (term ending September 30, 2025)
• Member of the Audit Committee at PT Mitrabara Adiperdana Tbk
(term ending September 30, 2025)
Fanny Member -
Sagitadewi
12. Audit Committee Meeting Policy and 2) Meetings require a quorum consisting of
Implementation a majority (more than 50%) of members,
Audit Committee Meeting (“Meetings”) procedures including one Independent Commissioner
include: and an Independent Party.
a. Meetings may be conducted: 3) Decisions are reached through deliberation
1) physically at BCA’s domicile; for consensus.
2) electronically through teleconference, video 4) Absent a consensus, decisions shall be based
conference, or similar electronic media, on a majority vote.
allowing all participants to see, hear, and 5) The Committee Chairman and each member
interact directly. possess 1 (one) vote each.
b. Meeting Mechanism and Decision-Making: 6) All Audit Committee Meeting decisions are
1) Audit Committee Meetings are held based binding upon all members.
on BCA’s needs, at least 1 (one) time in 1 (one)
month.
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c. Minutes of Meeting:
1) Meeting outcomes must be recorded in Minutes of Meeting, signed by all attending members, and
properly documented.
2) Dissenting opinions occurring during the Meeting must be clearly stated in the Minutes, along with the
underlying reasons.
3) Committee Meeting results constitute recommendations for optimal use by the Board of Commissioners.
d. Attendance Requirements: Audit Committee member attendance must reach at least 75% of the total
Meetings held.
Throughout 2025, the Audit Committee held 30 meetings.
The attendance data for Audit Committee members throughout 2025 is as follows:
Name Total Meetings Attendance Participants
Sumantri Slamet 30 30 100 %
Fanny Sagitadewi 30 30 100 %
Rallyati A. Wibowo 30 30 100 %
The agenda for the Audit Committee meetings throughout 2025 is as follows:
No. Date Agenda
1. January 14, 2025 BCA Performance in 2024
2. January 15, 2025 DAI Work Realization in 2024
3. January 20, 2025 Private Meeting with PwC
4. January 20, 2025 PwC Clearance Meeting
5. January 20, 2025 Disclosures in the Notes to the 2024 Audit Report
6. February 4, 2025 PwC's 2024 Performance Evaluation and Appointment of BCA's Public Accounting Firm for
2025 Fiscal Year
7. February 12, 2025 Discussion on Audit Committee Reports to the Board of Commissioners for Fourth Quarter of
2024
8. February 19, 2025 Audit Committee Reports to the Board of Commissioners for Fourth Quarter of 2024
9. March 24, 2025 DAI Routine Meeting with the Audit Committee on March 2025
10. April 17, 2025 BCA Financial Performance Update for the First Quarter of 2025
11. April 22, 2025 Disclosures in the Notes to the Consolidated Financial Statements for the First Quarter of 2025
12. May 5, 2025 Discussion on the Audit Committee’s Report to the Board of Commissioners for the Quarter I of
2025
13. May 14, 2025 Audit Committee’s Report to the Board of Commissioners for the Quarter I of 2025
14. May 21, 2025 DAI Regular Meeting with the Audit Committee, May 2025
15. June 17, 2025 DAI Routine Meeting with the Audit Committee in June 2025
16. June 18, 2025 Meeting on Server Purchases through Affiliated Companies
17. July 10, 2025 BCA Financial Performance Update for Semester I 2025
18. July 16, 2025 DAI Work Realization for Semester I of 2025
19. July 24, 2025 Disclosures in the Notes to the Consolidated Financial Statements for Semester I of 2025
20. August 21, 2025 Discussion on the Audit Committee’s Report to the Board of Commissioners for the First
Semester of 2025
21. August 27, 2025 Audit Committee’s Report to the Board of Commissioners for the First Semester of 2025
22. August 28, 2025 PwC's Plan to Audit BCA's Financial Statements for the 2025 Fiscal Year
23. September 25, DAI Routine Meeting with the Audit Committee in September 2025
2025
24. October 16, 2025 BCA Financial Performance Update for the Third Quarter of 2025
25. October 17, 2025 Disclosure in the Notes to the Consolidated Financial Statements for the Third Quarter of 2025
26. October 20, 2025 DAI Routine Meeting with the Audit Committee in October 2025
27. November 10, 2025 Discussion on the Audit Committee’s Report to the Board of Commissioners for the Third
Quarter of 2025
28. November 19, 2025 Audit Committee Report to the Board of Commissioners for the Third Quarter of 2025
29. December 15, 2025 DAI Routine Meeting with the Audit Committee in December 2025
30. December 15, 2025 Update Meeting with PwC (Hardclose)
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G o o d C o r p o r a t e G o v e r n a n c e
13. Realization of the Audit Committee Work II. Risk Oversight Committee
Program and Activities Throughout 2025 The Risk Oversight Committee (ROC) was established to
The realization of the BCA Audit Committee Work assist the Board of Commissioners in fulfilling risk supervision
Program, in accordance with the Audit Committee responsibilities in accordance with applicable regulations.
Charter throughout 2025, is as follows:
a. Evaluating and providing recommendations 1. Legal Basis
to the Board of Commissioners on the The legal basis for the establishment of ROC refers to:
reappointment of KAP Rintis, Jumadi, Rianto • OJK Regulation No. 5 of 2024 concerning
& Rekan, a member firm of the PwC global Supervision Status and Resolution of Commercial
network, to audit BCA’s Financial Statements Bank Issues.
for the 2025 financial year. • OJK Regulation on the Implementation of
b. Meeting with KAP Rintis, Jumadi, Rianto & Rekan Governance for Commercial Banks.
to discuss the plan and scope of the audit for • OJK Regulation No. 11/POJK.03/2022 concerning
BCA’s 2025 Financial Statements. Information Technology Implementation by
c. Meeting with Group Accounting to review BCA’s Commercial Banks.
financial statements scheduled for quarterly • OJK Regulation No. 18/POJK.03/2016 concerning
publication. Risk Management Implementation for Commercial
d. Meeting with the DAI of 6 (six) times to: Banks.
i) Evaluate annual planning. • OJK Regulation No. 4/POJK.03/2016 concerning
ii) Evaluate the implementation of internal Soundness Rating of Commercial Banks.
audits every semester. • OJK Circular Letter No. 14/SEOJK.03/2025
iii) Discuss audit findings deemed significant. concerning the Implementation of Governance for
e. Reviewing internal audit reports and monitoring Commercial Banks.
subsequent follow-up actions. • OJK Circular Letter No. 21/SEOJK.03/2017
f. Reviewing BCA’s compliance with applicable concerning Risk Management Implementation in
provisions, regulations, and laws in the banking Information Technology Usage by Commercial
sector through a review of compliance reports Banks.
related to prudential provisions reported each • OJK Circular Letter No. 14/SEOJK.03/2017
semester. concerning Soundness Rating of Commercial Banks.
g. Reviewing credit portfolio reports issued every • OJK Circular Letter No. 34/SEOJK.03/2016
semester. concerning Risk Management Implementation for
h. Monitoring risk management implementation Commercial Banks.
through quarterly BCA Risk Profile reports • BCA’s Articles of Association.
and monthly Operation Risk Management • Board of Commissioners Decision No. 212/SK/
Information System (ORMIS) reports. KOM/2024 dated December 10, 2024, concerning
i. Reporting quarterly findings and routine the Risk Oversight Committee Charter of PT Bank
evaluations of governance, risk management, Central Asia Tbk.
compliance, and control to the Board of • Board of Directors Decision No. 0212/SK/
Commissioners. DIR/2023 dated December 18, 2023, concerning
j. Virtually attending the 2025 BCA AGMS, Analyst the Appointment of Risk Oversight Committee
Meetings, and National Working Meetings. Members.
k. Providing assessments of the DAI, the results
of which are submitted to the Board of 2. ROC Charter
Commissioners for further submission to The ROC operates under guidelines established in
the RNC, pursuant to OJK Regulation No. 1/ the ROC Charter, ratified by Board of Commissioners
POJK.03/2019 concerning the Implementation Decision No. 212/SK/KOM/2024.
of Internal Audit Functions in Commercial Banks.
l. Reviewing and meeting with KAP Rintis, Jumadi, The ROC Charter includes:
Rianto & Rekan to discuss the final audit results • Committee Duties and Responsibilities;
of BCA’s 2024 Financial Statements and the • Authority;
Management Letter. • Committees Membership Structure;
• Committee Membership Requirements.
• Concurrent Positions;
• Term of Office;
• Work Mechanism;
• Working Hours.
• Meeting Quorum and Decision-Making;
• Competency;
• Reporting;
• Conflicts of Interest;
• Fraud Prevention.
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The ROC Charter is available on BCA website under the Corporate Governance section (https://www.bca.
co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
3. ROC Structure and Membership
The BCA ROC membership composition complies with applicable OJK Regulations and the ROC Charter.
Throughout 2025, changes occurred within the ROC membership. The Committee consists of 4 (four) members
appointed by the Board of Directors Decision No. 0212/SK/DIR/2023, following the Board of Commissioners
Minutes of Meeting No. 050/RR/KOM/2023 dated December 6, 2023.
Composition of ROC Members as of December 31, 2025
Name Position in Committee Position in BCA Period of Office by AGMS
Cyrillus Harinowo Chairman (concurrently Independent Commissioner 2021 - 2026
serves as a Member)
Endang Swasthika Wibowo Member Independent Party 2021 - 2026
Joanes Justira Gunawan Member Independent Party 2024 - 2026
Reinhard Harianja Member Independent Party 2024 - 2026
4. Profile and Qualifications of ROC Members
Cyrillus Harinowo
Chairman (concurrently serves as a Member)
Education, certifications, expertise, positions, and work experience of ROC members are presented in the
Company Profile section on page 51 of this 2025 BCA Annual Report.
Endang Swasthika Wibowo
Member
Education, certifications, expertise, positions, and work experience of ROC members are presented in the
Company Profile section on page 54 of this 2025 BCA Annual Report.
Joanes Justira Gunawan
Member
Education, certifications, expertise, positions, and work experience of ROC members are presented in the
Company Profile section on page 55 of this 2025 BCA Annual Report.
Reinhard Harianja
Member
Education, certifications, expertise, positions, and work experience of ROC members are presented in the
Company Profile section on page 55 of this 2025 BCA Annual Report.
5. Education or Training
Throughout 2025, ROC members have undertaken the following education or training:
Name Education/Training Organizer Name
Cyrillus Harinowo Presented in the Board of Commissioners Chapter - Training Programs to Improve the Competence
of Board of Commissioners Members section on page 265 of this 2025 BCA Annual Report.
Endang Swathika Data Privacy Summit 2025 BCA February 3, 2025
Wibowo
Refreshment in Banking Risk Management Level IBI_Banking February 18, 2025
Qualification 7 Competency
Center
The Future of Cybersecurity: Threats, Challenges and OJK Institute June 15, 2025
Innovations
Secure Strategies for Crypto Asset and Digital Finance OJK Institute June 19, 2025
Transactions: Personal Data Protection and the Impact
of Biometric Technology in Indonesia
Breaking the Chain of Scams: Synergy and Consumer OJK Institute June 26, 2025
Protection Strategies in the Financial Sector
Innovating for Sustainable Development and Digital ABFI Institute July 30, 2025
Economy Advancement Perbanas
Trends in Money Laundering Methods and Schemes: OJK Institute September 18, 2025
Identification, Mitigation, and Law Enforcement
Strategies
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G o o d C o r p o r a t e G o v e r n a n c e
Name Education/Training Organizer Name
The Role of Digital Forenseics in Handling and OJK Institute October 16, 2025
Uncovering Financial Crimes
Refreshment in Banking Risk Management Level Maisa Edukasi October 16, 2025
Qualification 7
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29,
2025
Capacity Building ESG: Enhancing Sustainability BCA November 25, 2025
Through GCG
Joanes Justira Refreshment in Banking Risk Management Level IBI_Banking February 18, 2025
Gunawan Qualification 7 Competency
Center
Risk and Governance Summit 2025 OJK Institute August 19, 2025
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29,
2025
Capacity Building ESG: Enhancing Sustainability BCA November 25, 2025
Through GCG
Reinhard Harianja Refreshment in Banking Risk Management Level Ikatan Bankir February 18, 2025
Qualification 7 Indonesia-Banking
Competency
Center
Risk and Governance Summit 2025 OJK Institute August 19, 2025
Risk Appetite and Risk Culture: Key Pillars in OJK Institute October 9, 2025
Strengthening Risk Management in the Financial Sector
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29,
2025
Capacity Building ESG: Enhancing Sustainability BCA November 25, 2025
Through GCG
6. Term of Office Competency Requirements
The term of office of ROC members is as follows: a. One ROC member from the Independent Party
1) ROC members’ term of office may not exceed must possess expertise in:
the Board of Commissioners’ term of office as 1) risk management and have at least 2
stipulated in BCA’s Articles of Association and (two) years of work experience in risk
they may be reappointed. management; and
2) In the event of: 2) finance for banks conducting conventional
a. If the term of office of an ROC member ends business activities and have at least 5 (five)
due to the expiration of the term of office years of work experience in economics,
of the Board of Commissioners’ member as finance, and/or banking.
referred to in point 1) above, the appointment b. Independent Party expertise is evidenced,
of the ROC member must be made within 3 at minimum, by possession of competency
(three) months from the appointment of the certificates supporting the execution of
member of the Board of Commissioners or committee functions and responsibilities. Such
from the date of passing the fit and proper competency certificates include certifications in:
test by the OJK. 1) risk management issued by a recognized
b. If a vacancy occurs in the ROC, i.e., the domestic or international institution, as
number of ROC members is less than the applicable to the Board of Directors, for
stipulated number due to a member being Independent Parties with expertise in risk
permanently incapacitated or resigning for management.
any reason, the appointment of the ROC 2) public accountant, accountant, treasury, and
member must be made within 3 (three) corporate finance issued by a recognized
months from the date of the vacancy. domestic or international institution, for
Independent Parties with expertise in
The term of office of the ROC member for this finance.
period will end at the closing of the 2026 AGM. c. ROC members must possess the skills,
knowledge, and experience relevant to their
7. ROC Membership Requirements field of work, and be able to communicate
ROC membership requirements are as follows: effectively.
General Requirements d. ROC members carry out their duties and
ROC members must possess integrity, good responsibilities professionally by applying their
character, and morals. knowledge, expertise, and experience.
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e. ROC members stay updated on developments in banking and capital market laws and regulations, as well
as other laws and regulations related to BCA’s business activities.
f. ROC members are willing to continuously improve their competencies through education and training.
Independency Requirements
a. Members of the Board of Directors are prohibited from becoming ROC members.
b. Former members of BCA’s Board of Directors or Executive Officers, or parties having affiliations with BCA
potentially affecting their ability to act independently, are prohibited from serving as an Independent Party
before completing a 6 (six) month cooling-off period.
c. Former members of BCA’s Board of Directors or Executive Officers, including parties having affiliations with
BCA potentially affecting their ability to act independently, are prohibited from serving as an Independent
Party before completing a 6 (six) month cooling-off period.
d. Committee members who are Independent Parties must be recommended by the RNC.
8. Independency of ROC Members
All ROC members are independent parties who do not have financial, management, share ownership, and/or
familial affiliations with members of the Board of Commissioners, members of the Board of Directors, and/
or Controlling Shareholders, as well as business affiliations with BCA, of which may affect their ability to act
independently. All RMC members carry out their duties independently without any intervention from any party.
All RMC members perform their duties independently, free from intervention by any party.
Independency aspects of RMC members are presented in the following table:
Endang Joanes
Cyrillus Reinhard
Independency Aspects Swathika Justira
Harinowo Harianja
Wibowo Gunawan
Having no financial affiliation with the Board of √ √ √ √
Commissioners and Directors.
Having no management affiliation with the Company, its √ √ √ √
subsidiaries, or affiliated companies.
Having no share ownership in the company. √ √ √ √
Having no family affiliation with the Board of √ √ √ √
Commissioners, Board of Directors, and/or fellow RMC
members.
Holding no affiliation as a political party official, public √ √ √ √
official, or government official.
9. ROC Duties and Responsibilities 2) Market Risk;
The ROC holds duties and responsibilities including: 3) Liquidity Risk;
a. Mandatory performance of at least the 4) Operational Risk;
following: 5) Legal Risk;
1) Evaluating consistency between risk 6) Reputation Risk;
management policies and Bank policy 7) Strategic Risk; and
implementation. 8) Compliance Risk.
2) Monitoring and evaluating the performance d. The ROC also oversees risk management
of the Risk Management Committee, the implementation concerning:
Risk Management Unit, and the IT Steering 1) Country Risk;
Committee. 2) Transfer Risk;
b. Evaluation results mentioned in point a.1) and 3) IT Risk;
monitoring results in point a.2) serve as the basis 4) Cyber Risk;
for providing recommendations to the Board of 5) Outsourcing Risk;
Commissioners. These recommendations aim to 6) Climate Risk; and
enhance the effectiveness of risk management 7) ESG Risk.
duties and ensure proper execution of risk alongside other emerging banking risks.
management policies. e. Supervising the implementation of risk stress
c. Supporting the Board of Commissioners’ risk testing and evaluation.
management responsibilities, specifically f. Assisting the Board of Commissioners in
regarding: monitoring the risk-based Bank Soundness
1) Credit Risk; Level, particularly the risk profile parameters.
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G o o d C o r p o r a t e G o v e r n a n c e
g. Assisting the Board of Commissioners in overseeing and evaluating Recovery Plan implementation.
h. Formulating the ROC Charter and conducting reviews as necessary.
i. Performing other duties assigned by the Board of Commissioners from time to time.
10. ROC Authority
The ROC is authorized to:
a. Conduct activities supporting its duties, including:
1) Accessing BCA data, documents, and information.
2) Communicating and coordinating with parties involved in committee-related tasks.
3) Exercising other authorities granted by the Board of Commissioners.
b. ROC members from Independent Parties must discharge their duties with integrity. Such integrity includes
exclusion from the prohibited primary parties list, absence from the “failed” list, and maintaining no non-
performing loans. Furthermore, they must remain independent, possess necessary competencies, and
uphold both their personal and BCA’s reputation.
11. Concurrent Positions of ROC Members
The ROC Charter regulates concurrent positions for its members as follows:
a. The ROC Chairman may only serve as Chairman for one other committee (holding a maximum of two
Chairmanships within BCA).
b. ROC members from Independent Parties may hold concurrent positions as Independent members of other
committees at BCA, other banks, or other companies, provided they:
1) Possess all required competencies;
2) Meet independency criteria;
3) Maintain BCA’s confidentiality;
4) Adhere to the applicable code of ethics; and
5) Do not neglect their primary term of office and responsibilities as BCA ROC members.
The implementation of concurrent positions for ROC members complies with applicable regulations. Information
regarding concurrent positions held during 2025 is provided below.
Other Positions (member of the Board of Commissioners,
Name of Committee Member Position in Committee member of the Board of Directors, and/or member of the
Committee, and Other Positions)
Cyrillus Harinowo Chairman See page 268
Endang Swasthika Wibowo Member -
Joanes Justira Gunawan Member Commissioner of PT Zeals Digital Asia
(Expires June 30, 2025)
Reinhard Harianja Member Audit Committee of PT Perusahaan Perdagangan Indonesia
(Persero)
(Expires June 30, 2025)
12. ROC Meeting Policy and Implementation
The ROC meeting procedures include:
a. Meeting Implementation:
1) Meetings are held according to BCA’s needs, at least 1 (one) time in 1 (one) month.
2) ROC meetings require the attendance of a majority of members (more than 50%), including one (1)
Independent Commissioner.
3) Each member’s attendance rate must reach a minimum of 75% (seventy-five percent) of the total ROC
meetings held.
4) Meetings may be conducted through physical presence, electronic media, or a combination of both.
5) Non-physical attendance occurs through teleconferencing, video conferencing, or other electronic
means allowing all participants to see and/or hear each other directly while participating in the meeting.
6) Meeting invitations and materials must be distributed to Committee members at least 5 (five) working
days prior to the ROC meeting date.
b. Meeting Decision-Making:
1) ROC meeting decisions are initially based on deliberation for a consensus.
2) Should a consensus not be reached, decisions are based on a majority vote under the “one person, one
vote” principle.
3) All ROC meeting decisions are binding upon all ROC members.
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c. Minutes of Meeting:
1) Meeting results must be recorded in Minutes of Meeting signed by all attending ROC members, of whom
the signatures serve as formal documentation in accordance with applicable laws.
2) Dissenting opinions arising during the ROC meeting must be clearly stated in the Minutes of Meeting
alongside the underlying reasons.
3) ROC meeting results constitute recommendations for optimal utilization by the Board of Commissioners.
Throughout 2025, the ROC held 16 (sixteen) meetings.
The attendance data for ROC members during these 2025 meetings is as follows:
Name Total Meetings Attendance Percentage
Cyrillus Harinowo 16 16 100 %
Endang Swasthika Wibowo 16 16 100 %
Joanes Justira Gunawan 16 16 100 %
Reinhard Harianja 16 16 100 %
The agenda for implementing ROC meetings throughout 2025 is as follows:
No. Date Agenda
1 January 20, 2025 Review on Corporate Credit, Cyber Security, and Strategic Risks.
2 February 11, 2025 Discussion regarding ROC Reporting to the Board of Commissioners for Quarter IV of 2024.
3 February 19, 2025 Committee Reporting to the Board of Commissioners for Quarter IV of 2024.
4 March 26, 2025 Review on US Tariff Policy Impacts and BCA Readiness Anticipation.
5 April 21, 2025 Market Risk and Liquidity Risk Stress Testing, including impact studies of government budget
efficiency on SME Credit Risk.
6 May 6, 2025 Discussion regarding ROC Reporting to the Board of Commissioners for Quarter I of 2025.
7 May 14, 2025 ROC Reporting to the Board of Commissioners for Quarter I of 2025.
8 June 16, 2025 Operational Risk focusing on Personal Data Protection, Cyber Security, and Business
Continuity Plan.
9 June 30, 2025 Evaluation on Credit Risk, Legal Risk, and the Implementation of Sustainable Finance and ESG.
10 August 21, 2025 Discussion regarding Committee Reporting to the Board of Commissioners for Quarter II of
2025.
11 August 27, 2025 Committee Reporting to the Board of Commissioners for Quarter II of 2025.
12 September 25, Internal ROC Discussion
2025
13 October 22, 2025 Evaluation of Reputational Risk, Operational Risk, and Liquidity Risk.
14 November 10, 2025 Discussion of the Committee’s Report to the Board of Commissioners for the Third Quarter of
2025
15 November 19, 2025 Committee Report to the Board of Commissioners for the Third Quarter of 2025
16 December 17, 2025 Internal ROC Discussion
13. 2025 Work Program Realization and ROC Activities
Throughout 2025, the ROC performed the following activities:
a. Reviewing and adjusting the ROC Charter.
b. Monitoring the performance of the Risk Management Committee, the Risk Management Division, and the
ITSC (Information Technology Steering Committee).
c. Monitoring and analyzing BCA’s risk profile, with specific focus on credit, operational, market, liquidity,
legal, and reputation risks.
d. Analyzing and evaluating credit, market, and liquidity risk stress test results.
e. Ensuring proper implementation of Good Corporate Governance by physically attending the BCA National
Working Meeting and virtually attending the 2025 Analyst Meeting.
f. Monitoring monthly risk management realization, specifically regarding the control and limits of credit,
liquidity, market, and operational risks.
g. Monitoring developments, impacts, and risk mitigation related to government budget efficiency and US
tariff policies.
h. Evaluating cyber security developments.
i. Evaluating business continuity implementation.
j. Monitoring and reviewing new regulations concerning personal data protection.
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G o o d C o r p o r a t e G o v e r n a n c e
III. Remuneration and Nomination Committee 2. RNC Charter
The Remuneration and Nomination Committee (RNC) In discharging its duties, the RNC operates under the
was established to assist the Board of Commissioners RNC Charter based on the Board of Commissioners
in developing policies and implementing remuneration Decision No. 003/SK/KOM/2023.
and nomination practices at BCA.
The RNC Charter governs scopes including:
1. Legal Basis • Membership Structure and Requirements.
Legal basis for the establishment of the RNC refers • Competence and Term of Office.
to: • Disclosure.
• OJK Regulation No. 34/POJK.04/2014 • Duties and Responsibilities.
concerning the Nomination and Remuneration • Authority, Work Mechanisms, and Working
Committee of Issuers or Public Companies. Hours.
• OJK Regulation No. 45/POJK.03/2015 • Committee Meetings.
concerning the Implementation of Governance • Reporting and Closing.
in Providing Remuneration for Commercial Banks. • Periodic Charter Evaluations.
• OJK Regulation No. 17 of 2023 concerning the
Implementation of Governance for Commercial The RNC Guidelines and Code of Conduct are
Banks. available on the BCA website under the Corporate
• OJK Circular Letter No. 14/SEOJK.03/2025 Governance section https://www.bca.co.id/en/
concerning the Implementation of Governance tentang-bca/tata-kelola/Struktur-Organisasi.
for Commercial Banks.
• BCA’s Articles of Association. 3. RNC Structure and Membership
• Board of Commissioners Decision No. 035/SK/ The RNC composition complies with OJK Regulation
KOM/2017 dated February 24, 2017, regarding No. 34/POJK.04/2014 and the RNC Guidelines.
the RNC Structure. During 2025, changes occurred within the
• Board of Directors Decision No. 0102/SK/ committee membership. The RNC currently consists
DIR/2025 dated June 4, 2025, regarding the of 3 (three) members appointed under the Board of
Appointment of RNC Members. Directors Decision No. 0102/SK/DIR/2025 dated
• BCA Governance Manual dated June 30, 2021. June 4, 2025, following the Board of Commissioners
• Board of Commissioners Decision No. 003/SK/ Meeting Decision No. 024/RR/KOM/2025.
KOM/2023 regarding the RNC Charter.
Name Position in Committee Position in BCA Period of Office by AGMS
Raden Pardede Chairman Independent Commissioner 2021 - 2026
D.E. Setijoso1) Member President Commissioner 2021 - 2025
Jahja Setiaatmadja 2)
Member President Commissioner 2025 - 2026
Rudi Lim1) Member Head of Human Capital 2021 - 2025
Management Division3)
Alrianto Djunaidi2) Member Head of Human Capital 2025 - 2026
Management Division3)
1) Serving effectively until June 4, 2025.
2) Serving effectively since June 4, 2025.
3) The Head of Human Capital Management Division is an Executive Officer of whom the expertise includes remuneration systems, nomination processes,
and succession planning.
4. RNC Member Profiles and Qualifications
Raden Pardede
Chairman
Education, expertise, positions, certifications, and work experience of this RNC member are presented in the
Company Profile section on page 51 of this BCA 2025 Annual Report.
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Jahja Setiaatmadja
Member
Education, expertise, positions, certifications, and work experience of this RNC member are presented in the
Company Profile section on page 50 of this BCA 2025 Annual Report.
Alrianto Djunaidi
Member
Education, expertise, positions, certifications, and work experience of this RNC member are presented in the
Company Profile section on page 56 of this BCA 2025 Annual Report.
5. Education or Training
Throughout 2025, RNC members participated in the following education or training programs:
Location/
Name Education/Training Organizer Date
Facility
Raden Pardede Details are presented in the Board of Commissioners Chapter – Training Programs for Enhancing Board
of Commissioners’ Competence section, on page 265 of this BCA 2025 Annual Report
D.E. Setijoso Details are presented in the Board of Commissioners Chapter – Training Programs for Enhancing Board
of Commissioners’ Competence section, on page 264 of this BCA 2025 Annual Report
Jahja Details are presented in the Board of Commissioners Chapter – Training Programs for Enhancing Board
Setiaatmadja of Commissioners’ Competence section, on page 264 of this BCA 2025 Annual Report
Alrianto Djunaidi BCA Data Privacy Summit 2025 BCA BLI Sentul West February 3, 2025
Java
Data Analytics & Gen AI for BCA BLI Sentul West May 16, 2025
Leaders Java
Training Leadership "Kepalan BCA BLI Sentul West May 19, 2025
Gatot Kaca" Java
6. Term of Office
The term of office for RNC members is as follows:
1) The RNC members’ term of office shall not exceed the Board of Commissioners’ term of office, as regulated
in BCA’s Articles of Association, with members being eligible for reappointment.
2) In the event of:
a Expiration of an RNC member’s term of office due to the conclusion of a Board of Commissioners member’s
term of office, as mentioned in point 1) above, the appointment of a new RNC member must occur within
60 (sixty) days of the Board of Commissioners’ appointment or the OJK’s fit and proper test approval.
b A vacancy within the RNC, whereby the number of members falls below the required threshold due to
permanent disability or resignation for any reason, the appointment of a replacement must occur within
60 (sixty) days of such vacancy.
The term of office for the current period’s RNC members shall expire at the closing of the 2026 AGMS.
7. RNC Membership Requirements
The RNC membership requirements are as follows:
General and Competence Requirements
1. RNC Chairman may only serve as Chairman for a maximum of 1 (one) other committee within BCA.
2. In instances where the RNC comprises more than 3 (three) members, at least 2 (two) members must be
Independent Commissioners.
3. RNC members from Independent Parties may hold concurrent positions as Independent members of other
committees at BCA, other banks, and/or other companies, provided they:
a Have no affiliation with BCA, members of the Board of Directors, members of the Board of Commissioners,
or BCA’s Major Shareholders.
b Have experience concerning Nomination and/or Remuneration.
c Hold no concurrent positions as members of other committees established by BCA.
4. RNC members must comply with the BCA Code of Ethics.
5. Executive Officers overseeing human resources or employee representatives serving as committee members
must possess knowledge regarding remuneration systems, nomination processes, and BCA’s succession
plan.
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G o o d C o r p o r a t e G o v e r n a n c e
Independency Requirements 8. RNC Member Independency
1) RNC members are prohibited from being All RNC members have fulfilled the independency
members of the Board of Directors at BCA or criteria, having no financial, management, share
any other bank. ownership, or family affiliation with members of
2) RNC members from Independent Parties the Board of Commissioners, Board of Directors,
must be external to BCA, having no financial, or the Controlling Shareholder. Furthermore, they
management, or share ownership affiliation with maintain no business affiliation with BCA potentially
the controlling shareholder, nor any affiliation affecting their ability to act independently. All RNC
with BCA potentially affecting their ability to members discharge their duties independently
act independently. without intervention from any party.
Independency aspects of RNC members are explained in the following table:
Raden Jahja Alrianto
Independency Aspects D.E. Setijoso1) Rudi Lim1)
Pardede Setiaatmadja2) Djunaidi2)
Having no financial affiliation with √ √ √ √ √
the Board of Commissioners or
Directors.
Holding no management positions √ √ √
within the Company, its subsidiaries, - -
or affiliated companies.
Having no share ownership within √ - - - -
the Company.
Maintaining no family affiliation √ √ √ √ √
with the Board of Commissioners,
Directors, and/or fellow members of
the Remuneration and Nomination
Committee.
Holding no positions as a political √ √ √ √ √
party official, public official, or
government official.
1) Serving effectively until June 4, 2025.
2) Serving effectively as of June 4, 2025.
9. RNC Duties and Responsibilities Regarding the Nomination Function:
In discharging its functions, the RNC has the following a. Preparing and providing recommendation to the
duties and responsibilities: Board of Commissioners regarding the system
and procedures for selecting and/or replacing
Regarding the Remuneration Function: members of the Board of Commissioners and
a. Evaluating and ensuring the BCA remuneration policy Directors to be submitted to the GMS.
complies with applicable regulations and remains b. Providing recommendation to the Board of
based on performance, risk, peer group fairness, Commissioners concerning:
long-term goals and strategies, reserve fulfillment as 1) Composition of positions for members
regulated by law, and BCA’s future income potential. of the Board of Directors and/or Board of
b. Submitting evaluation results and providing Commissioners;
recommendations to the Board of Commissioners 2) Necessary policies and criteria within the
concerning: nomination process;
1) Remuneration policies for the Board of 3) Performance evaluation policies for
Commissioners and Directors for submission members of the Board of Directors and/or
to the GMS. Board of Commissioners.
2) Structure and amount of remuneration for c. Assisting the Board of Commissioners in
members of the Board of Directors and/or Board assessing the performance of Board of Directors
of Commissioners. and/or Board of Commissioners members
3) Remuneration policies for Executive Officers based on established benchmarks as evaluation
and employees as a whole for submission to the material.
Board of Directors. d. Providing recommendations to the Board of
c. Assisting the Board of Commissioners in performing Commissioners concerning:
performance assessments aligned with the 1) Capability development programs for
remuneration received by each member of the members of the Board of Directors and/or
Board of Directors and/or Board of Commissioners. Board of Commissioners;
d. Conducting periodic evaluations regarding the 2) Qualified candidates for the Board of
implementation of the remuneration policy. Directors and/or Board of Commissioners
for submission to the GMS;
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3) Independent Parties to serve as members b) One member among the majority is the
of the Audit Committee and Risk Oversight RNC Chairman.
Committee (ROC). 3) Meeting decisions are made through
deliberation to reach a consensus.
10. RNC Authority 4) Failing a consensus, decisions are made by
In performing its duties, the RNC holds the following a majority vote.
authority: 5) The RNC Chairman and each member
a. Accessing BCA documents, data, and possess one vote.
information concerning employees, funds, 6) All meeting decisions are binding for all RNC
assets, and necessary resources. members.
b. Engaging external independent parties to assist c. Meeting Decision Making:
in duty execution, if required. 1) RNC Meeting decisions are primarily made
c. Exercising other authorities granted by the through deliberation to reach a consensus.
Board of Commissioners. 2) In the event of failure to reach a consensus,
decision-making shall proceed through a
11. RNC Meeting Policy and Implementation majority vote governed by the principle of
The RNC Meeting procedures include: 1 (one) person, 1 (one) vote.
a. Meeting Implementation 3) All RNC Meeting decisions are binding for
1) Meetings may be held physically at the all RNC members.
Company’s domicile. d. Minutes of Meetings:
2) Meetings may be held electronically through 1) RNC meeting results must be documented
teleconference, video conference, or similar in minutes containing the meeting date,
electronic media enabling all participants attendance, agenda, and materials.
to see and hear each other directly while 2) Dissenting opinions occurring during
participating in the meeting. committee meetings must be clearly
b. Mechanism and Decision Making: recorded in the minutes along with the
1) Meetings are held according to BCA’s needs, underlying reasons.
at least 1 (one) time in 3 (three) months. 3) R N C m e e t i n g r e s u l t s c o n s t i t u t e
2) An RNC Meeting is considered valid whereby: recommendations for optimal utilization by
a) At least 51% (fifty-one percent) of the Board of Commissioners.
members are present, including one e. The minimum attendance rate for RNC members
Independent Commissioner and the is 75% (seventy-five percent) of the total RNC
Executive Officer overseeing Human meetings held.
Resources.
Throughout 2025, the RNC held 10 meetings.
Attendance data for Committee members regarding RNC meetings as of December 31, 2025, is presented as
follows
Name Total Meetings Attendance Percentage
Raden Pardede 10 10 100 %
D.E. Setijoso1) 5 5 100 %
Rudi Lim 2)
5 5 100 %
Jahja Setiatmadja1) 5 3 60%
Alrianto Djunaidi2) 5 5 100%
1) effective until June 4, 2025
2) effective as of June 4, 2025
There were three (three) meetings to discuss remuneration, three (three) meetings to discuss nominations, one
(one) meeting to discuss performance appraisals, and three (three) meetings to discuss other topics, with the
following details:
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G o o d C o r p o r a t e G o v e r n a n c e
No. Date Agenda
1 January 6, 2025 Nomination of the Board of Commissioners and Directors Members
2 January 22, 2025 Discussion on the Evaluation of Board of Directors and Board of Commissioners Self-
Assessment Results
3 February 26, 2025 Recommendations on the 2025 Fiscal Year Bonus (Tantiem) Distribution to Members of the
Board of Commissioners & Directors
4 February 26, 2025 Recommendation of the MRK and DAI Divisions on the absence of conditions requiring
action to postpone or withdraw the payment of deferred variable remuneration from MRT
5 April 16, 2025 Board of Commissioners and Directors Remuneration Package Recommendations for the
2025–2026 Term of Office
6 June 4, 2025 Remuneration and Nomination Committee Membership Changes
7 June 4, 2025 Recommendations on Applications
8 December 11, 2025 Nomination of Board Members
9 December 11, 2025 Recommendations Recommendations of Members of the Board of Commissioners and
Board of Directors of PT Bank Central Asia Tbk. Term of Office for 2026-2029
10 December 17, 2025 Renewal of RNC Charter
12.RNC Remuneration Commissioners regarding candidates for the Board
RNC members receive salaries, honorariums, and/ of Commissioners and/or Directors for submission
or allowances corresponding to their respective to the GMS.
positions at BCA without receiving additional c Rotating specific executive ranks identified as
remuneration for their service as RNC members. having high development potential to ensure they
gain comprehensive knowledge and experience as
13. 2025 RNC Work Program Realization and officials within the head office or branch offices.
Activity Implementation
The realization of the BCA RNC work program In 2025, changes occurred within the Board of
throughout 2025 is as follows: Directors and Board of Commissioners composition,
a Formulating recommendations regarding as explained in their Chapters.
proposed bonuses (tantiem) for the Board of
Commissioners and Directors based on BCA’s IV. Integrated Governance Committee
2025 performance. The Integrated Governance Committee (IGC) was
b Formulating recommendations regarding the established by and remains accountable to the Board of
proposed Remuneration Package for members Commissioners at BCA as the Main Entity (ME) within the
of the Board of Commissioners and Directors for BCA Financial Conglomeration. The IGC was formed to
the 2026–2028 term of office. assist the ME Board of Commissioners in supervising the
c Conducting evaluations of the Board of Directors implementation of Integrated Governance within the BCA
and Board of Commissioners self-assessment Financial Conglomeration.
results.
d Formulating recommendations regarding the The membership composition of the BCA Financial
necessity to postpone or withdraw deferred Conglomeration is available in the BCA Financial
variable remuneration payments from Material Conglomeration Structure section on page 420 of this
Risk Takers BCA 2025 Annual Report.
14. Board of Directors and Board of 1. Legal Basis
Commissioners Succession Policy The legal basis for the establishment of IGC refers to:
BCA maintains and implements a succession • PBI No. 11/33/PBI/2009 regarding the
policy for the Board of Directors and/or senior Implementation of Good Corporate Governance
management aimed at preparing leadership for Commercial Banks and Sharia Business Units.
regeneration. Key provisions of the BCA Board of • OJK Regulation on the Implementation of
Directors and Board of Commissioners Succession Integrated Risk Management.
Policy include: • OJK Regulation on the Implementation of
a Formulating and providing recommendations Integrated Governance.
to the Board of Commissioners regarding • OJK Regulation No. 21/POJK.04/2015 regarding
systems and procedures for the selection and/ the Implementation of Public Company
or replacement of Board of Commissioners and Governance Guidelines.
Directors members for submission to the GMS.
• OJK Regulation No. 26/POJK.03/2015 regarding
b Providing recommendations to the Board of Integrated Minimum Capital Adequacy
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Requirements for Financial Conglomerates. 2. IGC Charter
• OJK Regulation No. 48 of 2024 regarding Good The IGC operates under work guidelines established
Governance for Financing Institutions, Venture in the Integrated Corporate Governance Committee
Capital Companies, Microfinance Institutions, Charter, ratified through Board of Commissioners
and Other Financial Services Institutions. Decision No. 121/SK/KOM/2023 dated July 17, 2023.
• OJK Regulation No. 43/POJK.05/2019 regarding
Good Corporate Governance for Insurance The scope regulated within the IGC Charter
Companies. includes:
• OJK Regulation No. 30 of 2024 regarding • Structure and Membership
Financial Conglomerates and Financial • Membership Requirements
Conglomerate Holding Companies. • Term of Office
• OJK Regulation No. 17 of 2023 regarding the • Concurrent Positions
Implementation of Governance for Commercial • Duties and Responsibilities
Banks. • Authority
• OJK Circular Letter No. 15/SEOJK.03/2015 • Work Mechanisms
regarding the Implementation of Integrated • Work Ethics
C o r p o r at e G ove r n a n c e fo r F i n a n c i a l • Working Hours
Conglomerates. • Committee Meetings
• OJK Circular Letter No. 32/SEOJK.04/2015 • Meeting Implementation
regarding Public Company Governance • Meeting Decision Making
Guidelines. • Minutes of Meetings
• BCA Articles of Association. • Competence
• Board of Commissioners Decision No. 037/SK/
KOM/2015 dated February 26, 2015, regarding The IGC Charter is uploaded to the BCA
the Establishment of the Integrated Corporate website in the Corporate Governance section
Governance Committee of PT Bank Central Asia (https://www.bca.co.id/en/tentang-bca/tata-
Tbk. kelola/Struktur-Organisasi)
• Board of Commissioners Decision No. 121/SK/
KOM/2023 dated July 17, 2023, concerning the 3. IGC Structure and Membership
Integrated Corporate Governance Committee The membership composition of the BCA IGC
Charter – PT Bank Central Asia Tbk. complies with applicable OJK Regulation and the
• Board of Directors Decision No. 0265/SK/ IGC Charter. The IGC consists of 9 (nine) members
DIR/2025 dated December 23, 2025, regarding appointed by the ME Board of Directors through
Changes in Integrated Corporate Governance Decision No. 0265/SK/DIR/2025 dated December
Committee Membership. 23, 2025, based on the decision in the Board of
Commissioners Minutes of Meeting No. 044/RR/
KOM/2025 dated December 17, 2025.
IGC Membership Composition
Position within the Financial
Name Position in Committee Period of Office
Conglomeration
Member of ME
Cyrillus Harinowo Chairman (concurrently Independent Commissioner May 6, 2021 – 2026 AGMS
serving as a Member) of ME
Prabowo Member Independent Party of ME2) May 6, 2021 – 2026 AGMS
Member of Subsidiaries3)
Sulistiyowati Member Independent Commissioner of May 6, 2021 – 2026 AGMS
PT BCA Finance
Gustiono Kustianto Member Commissioner of PT Asuransi May 6, 2021 – 2026 AGMS
Umum BCA
Pudjianto Member Commissioner of PT Asuransi May 6, 2021 – 2026 AGMS
Jiwa BCA
Ratna Yanti Member Independent President March 10, 2023 – 2026 AGMS
Commissioner of PT Bank BCA
Syariah
Sutedjo Prihatono1) Member Member of the Sharia May 6, 2021 – 2026 AGMS
Supervisory Board of PT Bank
BCA Syariah
Hendra Iskandar Lubis Member Independent Commissioner of May 6, 2021 – 2026 AGMS
PT BCA Sekuritas
Janto Havianto4) Member4) Independent Director of BCA June 20, 2024 – December
Finance Limited, Hong Kong 23, 2025
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G o o d C o r p o r a t e G o v e r n a n c e
Position within the Financial
Name Position in Committee Period of Office
Conglomeration
Ina Suwandi Member Independent Commissioner of September 14, 2023 – 2026
PT Bank Digital BCA AGMS
Remarks:
1) Membership of Independent Commissioners, Independent Parties, and Sharia Supervisory Board Members on the IGC within the Financial
Conglomeration is not considered as holding concurrent positions.
2) Independent parties serving as IGC members are appointed by the Main Entity Board of Commissioners.
3) The appointment of IGC members representing Independent Commissioners and/or Sharia Supervisory Board Members from Financial Services
Institutions (FSIs) within the BCA Financial Conglomeration is based on nominations from each respective FSI.
4) The membership of BCA Finance Limited in the IGC was terminated as of December 23, 2025.
Total Number and Composition of Independent Commissioners
Total number and composition of Independent Commissioners serving as IGC members are adjusted according
to the needs of the Financial Conglomeration, the efficiency and effectiveness of IGC duty implementation,
and the minimum representation requirements for each financial services sector.
4. Profiles and Qualifications of IGC Members
Cyrillus Harinowo
Chairman (concurrently serving as a Member)
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 51 of this BCA 2025 Annual Report.
Prabowo
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 57 of this BCA 2025 Annual Report.
Sulistiyowati
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 57 of this BCA 2025 Annual Report.
Gustiono Kustianto
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 58 of this BCA 2025 Annual Report.
Pudjianto
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 58 of this BCA 2025 Annual Report.
Ratna Yanti
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 59 of this BCA 2025 Annual Report.
Sutedjo Prihatono
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 59 of this BCA 2025 Annual Report.
Hendra Iskandar Lubis
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 60 of this BCA 2025 Annual Report.
Janto Havianto
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 60 of this BCA 2025 Annual Report.
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Ina Suwandi
Member
Education, certifications, expertise, positions, and work experience of IGC members are available in the
Company Profile section on page 60 of this BCA 2025 Annual Report.
5. Education or Training
Throughout 2025, IGC members attended various education or training programs as follows:
Name Education Organizer Date
Cyrillus Presented in the Board of Commissioners’ Chapter - Training Program Section to Improve the
Harinowo Competence of the Board of Commissioners’ Members on page 265 of this BCA 2025 Annual Report.
Prabowo Digital Transformation: Technological Innovation Trends in the OJK Institute January 23, 2025
Financial Sector
The Role of GRC in Enhancing Investor Confidence and OJK Institute February 25, 2025
Financial Sector Stability
Agentic AI in Finance: A New Era of Autonomous Decision OJK Institute July 3, 2025
Making
Risk and Governance Summit 2025 OJK Institute August 19, 2025
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29, 2025
Capacity Building ESG: Enhancing Sustainability Through GCG BCA November 25, 2025
Sulistiyowati The Role of the Financial Services Industry in Supporting OJK Institute July 31, 2025
National Strategic Projects: Development of 3 Million Houses
Economic Outlook 2026 Online Seminar Asosiasi September 02, 2025
Perusahaan
Pembiayaan
Indonesia (APPI)
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29, 2025
Capacity Building ESG: Enhancing Sustainability Through GCG BCA November 25, 2025
Gustiono Anti-Fraud Strategy Implementation and the Internal Auditor’s ISEA February 03, 2025
Kustianto Role in Supporting OJK Regulation No. 12/2024
Integrating Strategy and Risk Management GRC April 21-22, 2025
Management
Latest Money Laundering Trends, Modes, and Schemes OJK Institute September 18, 2025
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28-29, 2025
Capacity Building ESG: Enhancing Sustainability Through GCG BCA November 25, 2025
Risk Management as Competitive Edge In A Complex World LSPMR November 27-28,
2025
Pudjianto Inauguration and Seminar: “PSAK 117 and Article 251 of the Perkumpulan February 20, 2025
Indonesian Commercial Code (KUHD)” Komisaris
Independen
Asuransi
Indonesia
Financial Performance and Expense Study for Insurance Asosiasi Ahli April 17, 2025
Companies Manajemen
Asuransi
Indonesia
Application Principles of Insurance and Reinsurance Law Asosiasi Ahli May 8, 2025
Manajemen
Asuransi
Indonesia
Indonesia Insurance Summit 2025: “Reimagining the Future of Indonesia Life May 22-23, 2025
Insurance: Innovation for a Sustainable Future” Insurance
Association
Claim Without Having to “Claim” Asosiasi Ahli November 7, 2025
Manajemen
Asuransi
Indonesia
IFRS 17 (PSAK 117) Master Class Perkumpulan November 12 and 24,
Komisaris 2025
Independen
Asuransi
Indonesia
Capacity Building ESG: Enhancing Sustainability Through GCG BCA November 25, 2025
Risk Management as Competitive Edge In A Complex World LSPMR November 27-28,
2025
iLearn Thematic Webinar : From Millennials To Silver Economy Indonesia Re December 17, 2025
Institute
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G o o d C o r p o r a t e G o v e r n a n c e
Name Education Organizer Date
Ratna Yanti 2025 Financial Services Industry Annual Meeting – OJK Institute February 11, 2025
Strengthening a Stable and Inclusive Financial Services Sector
Supporting National Priority Programs
Seminar on the Development of the Financial Services Sector OJK Institute February 11, 2025
in Implementing the Mandate of the P2SK Law – Harnessing
Crypto Assets for Financial Market Growth and Economic
Resilience
Workshop on Anti-Fraud and Gratification Control BCA Syariah February 27, 2025
Dissemination of OJK Regulation No. 17 of 2024 regarding the BCA Syariah April 8, 2025
Implementation of Bullion Business Activities
Risk Management Certification Maintenance / Refreshment ASBISINDO May 8, 2025
Program for Qualification Level 6 Institute
DPS Sharing Session – Development of Funding Products and BCA Syariah May 20, 2025
the Combination of Deposits and Mutual Funds
DPS Sharing Session – Sharia Restricted Investment Account BCA Syariah September 23, 2025
(SRIA) Product
Strengthening Strategic Governance in the Prevention of BCA Syariah September 23, 2025
Money Laundering and Terrorism Financing
ESG Skill Up Session: Sustainability Reporting Standard BCA Syariah October 20, 2025
Guidelines (PSPK) 1 & 2
Indonesia Knowledge Forum (IKF): Future Starts Today. BCA October 28-29, 2025
BCA Syariah 2025 National Working Meeting (Rakernas): BCA Syariah November 17-18,
"Empowering CASA, Empowering Growth, Toward a Second 2025
Player in Sharia Bank"
ESG Capacity Building: Enhancing Sustainability Through GCG BCA November 25, 2025
Sutedjo Preparation for Level 5 Risk Management Certification / ASBISINDO February 10, 2025
Prihatono Recertification Institute
Sharia Governance Workshop (OJK Regulation No. 02 of 2024 BCAS - Karim February 14, 2025
and OJK Circular Letter No. 15/POJK.03/2024) Consulting
Indonesia
Level 5 Risk Management Certification LSP Keuangan February 17, 2025
Syariah
Anti-Fraud and Gratification Control Workshop BCA Syariah February 27, 2025
Development of Financing Products and Combinations of BCA Syariah May 20, 2025
Deposits and Mutual Funds
Preparation for Level 6 Risk Management Certification / BCA Syariah July 8, 2025
Recertification
Level 6 Risk Management Certification LSP Keuangan July 22, 2025
Syariah
Product Shariah Restricted Investment Account (SRIA) BCA Syariah September 23, 2025
Strengthening Strategic Governance in the Prevention of BCA Syariah September 23, 2025
Money Laundering and Terrorism Financing
Pre-Ijtima Sanawi (Annual Meeting) of Sharia Supervisory DSN - MUI September 25, 2025
Boards X of 2025
Ijtima Sanawi (Annual Meeting) of Sharia Supervisory Boards DSN - MUI September 27, 2025
XXI of 2025
Indonesia Knowledge Forum (IKF): Future Starts Today BCA October 28, 2025
Rakernas BCA Syariah 2025 “Empowering CASA, Empowering BCA Syariah November 17-18,
Growth, Toward a Second Player in Sharia Bank” 2025
Hendra Implementation of Anti-Fraud and Cyber Security Strategies The Indonesia November 22-23,
Iskandar related to Investor Asset Protection in the Indonesian Capital Capital Market 2025
Lubis Market Institute
Capacity Building ESG: Enhancing Sustainability Through GCG BCA November 25, 2025
336 Annual Report 2025 | PT Bank Central Asia Tbk
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Name Education Organizer Date
Janto Digital Transformation: Technology Innovation Trends in the OJK Institute January 23, 2025
Havianto Financial Sector
Data Privacy Summit 2025 BCA February 3, 2025
Refreshment on the Implementation of Rupiah Monetary Bank Indonesia February 6, 2025
Operation Transactions
Economic and Financial Outlook for 2025 OJK Institute February 20, 2025
Kepalan Gatotkaca: Corporate Work Ethic in Improving BCA Digital May 17, 2025
Performance
Implementation and the Role of the Financial Industry in OJK Institute July 17, 2025
Business and Human Rights
Indonesia Payment System Roadmap ASPI September 19, 2025
Development of OIS & DNDF Transactions in Supporting the Bank Indonesia September 26, 2025
Acceleration of Domestic Benchmark Reform, Exchange Rate
Stability, and Domestic Forex Market Deepening
Shaping the Future of Islamic Finance, Unleashing the Potential Bank Indonesia October 3, 2025
Digital Technology and Inclusivity & IILM Sukuk as Cross Border
Liquidity Solution
Risk Appetite and Risk Culture: Main Pillars in Strengthening OJK Institute October 9, 2025
Risk Management within the Financial Sector
Ina Suwandi BCA Data Privacy Summit 2025 BCA February 3, 2025
Level 6 Risk Management Certification Refreshment PT Arfaidhams June 24, 2025
Secret
Principles of AI Application in Indonesian Banks Intellectual July 9, 2025
Business
Community
Transformasi Generative AI : The Opportunity for Generative OJK Institute September 25, 2025
Engine Optimization (GEO) to Shift the Dominance of Search
Engine Optimization (SEO)
6. Term of Office
The terms of office for the IGC Chairman and members are as follows:
1. IGC Chairman’s term of office ends upon the expiration of the Main Entity Board of Commissioners’ term
of office, as stipulated in the BCA Articles of Association. Reappointment is permitted if the individual is
re-elected as an Independent Commissioner.
2. Term of office for IGC members from Independent Parties of Main Entity ends upon the expiration of the
Main Entity Board of Commissioners’ term of office and is eligible for reappointment.
3. Term of office for IGC members representing Financial Services Institutions (Independent Commissioners
of FSIs) ends upon the expiration of the Main Entity Board of Commissioners’ term of office or the expiration
of their term as an Independent Commissioner at the respective FSI, whichever occurs first.
4. Should the term of office for IGC members end due to the expiration of the Main Entity Board of Commissioners’
term of office, the Main Entity must appoint the IGC Chairman and members within 3 months from the
appointment of the Board of Commissioners or from the date of passing the fit and proper test by the
relevant regulator.
The term of office for currently serving IGC members will expire at the closing of the 2026 AGMS.
7. IGC Membership Requirements
The requirements for IGC membership are as follows:
General Requirements
IGC members must possess integrity, high ethical standards, and good morals, while fulfilling the requirements for
Independent Commissioners at the Main Entity and their respective Financial Services Institutions in accordance
with the regulations of each financial services sector.
Independency Requirements
a. Board of Directors members are prohibited from serving as IGC members.
b. Independent Parties serving as IGC members are individuals outside the Main Entity with no financial,
management, ownership, and/or family affiliations with members of the Board of Directors, Board of
Commissioners, and/or Controlling Shareholders, or any relationship with BCA potentially affecting their
ability to act independently.
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8. Independency of IGC Members
The independency and eligibility requirements for IGC members align with those applicable to the Board
of Directors and Board of Commissioners of the Main Entity, as well as Subsidiaries within the Financial
Conglomeration.
All IGC members are independent parties with no financial, management, share ownership, and/or family
affiliations with members of the Board of Commissioners, Board of Directors, and/or Controlling Shareholders, nor
any business relationships with BCA and/or Subsidiaries potentially affecting their ability to act independently.
All IGC members also perform their duties independently without intervention from any party.
The independency aspects of IGC members are detailed in the following table:
Cyrillus Gustiono Ratna Sutedjo
Independency Aspects Prabowo Sulistiyowati Pudjianto
Harinowo Kustianto Yanti Prihatono
Having no financial affiliation with √ √ √ √ √ √ √
the Board of Commissioners and
Directors.
Having no management affiliation √ √ √ √ √ √ √
with the Company, subsidiaries, or
affiliated companies.
Having no share ownership in the √ √ √ √ √ √ √
Company.
Having no family affiliation with the √ √ √ √ √ √ √
Board of Commissioners, Board of
Directors, and/or fellow Integrated
Corporate Governance Committee
members
Having no affiliation as a political √ √ √ √ √ √ √
party official, public official, or
government representative.
Independency Aspects Hendra Iskandar Lubis Janto Havianto Ina Suwandi
Having no financial affiliation with √ √ √
the Board of Commissioners and
Directors.
Having no management affiliation √ √ √
with the Company, subsidiaries, or
affiliated companies.
Having no share ownership in the √ √ √
Company.
Having no family affiliation with the √ √ √
Board of Commissioners, Board of
Directors, and/or fellow Integrated
Corporate Governance Committee
members.
Having no affiliation as a political √ √ √
party official, public official, or
government representative.
9. IGC Duties and Responsibilities
The IGC duties and responsibilities include:
a. Evaluate the implementation of Integrated Governance, at a minimum through assessing the adequacy of
internal controls, integrated compliance function performance, and integrated risk management.
b. Provide recommendations to the Main Entity Board of Commissioners for the improvement of the Integrated
Governance Guidelines.
c. Provide recommendations to the Main Entity Board of Commissioners after conducting at least:
1) An evaluation of Integrated Governance implementation; and
2) Monitoring of the Integrated Governance Guidelines implementation.
d. Prepare an annual work program realization report for submission in the Main Entity Annual Report.
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10. IGC Authority
In exercising its supervisory duties, the IGC has the authority to:
a. Request information from work units regarding evaluation results of the following functions:
1) Integrated Internal Audit Function;
2) Integrated Compliance Function; and
3) Integrated Risk Management Function.
b. Perform other activities in accordance with the Integrated Governance Guidelines delegated by the Board
of Commissioners to the IGC.
11. Concurrent Positions of IGC Members
In accordance with the OJK Regulation on the Implementation of Integrated Governance, the membership of
Independent Commissioners, independent parties, and Sharia Supervisory Board members on the Integrated
Governance Committee within a Financial Conglomeration is not considered as holding concurrent positions.
Accordingly, the IGC BCA concurrent position implementation complies with prevailing regulations.
Other Positions (member of the Board of
Name of Committee Member Position in Committee Commissioners, member of the Board of Directors, and/
or member of the Committee, and Other Positions)
Cyrillus Harinowo Chairman Presented on page 268
Prabowo Member -
Sulistiyowati Member -
Gustiono Kustianto Member -
Pudjianto Member -
Ratna Yanti Member -
Sutedjo Prihatono Member -
Hendra Iskandar Lubis Member • Member of the Planning and Risk Oversight Committee
of Perum Perumnas
• Member of the Audit Committee of PT Hasnur
International Shipping Tbk
• President Director of PT Central Sudirman
Development
Janto Havianto Member -
Ina Suwandi Member -
12. IGC Meeting Policy and Implementation
The provisions for organizing IGC meetings are as follows:
a. The IGC holds meetings as needed, at least 1 time per semester or 2 times a year.
b. IGC meetings may only be held if attended by at least 51% of the total committee members, including 1
(one) Independent Commissioner.
c. IGC meetings may be conducted:
1) physically at the BCA domicile or other locations determined by the IGC Chairman; or
2) electronically through teleconferencing, video conferencing, or similar electronic media allowing all
participants to see and hear each other directly and participate in the IGC meeting.
The decision-making process for IGC meetings is as follows:
a. IGC meeting decisions are based on deliberation to reach a consensus.
b. In the absence of a consensus, decisions are based on a majority vote following the principle of 1 person, 1
vote.
c. All IGC meeting decisions are binding on all committee members.
The IGC minutes of meeting are as follows:
a. IGC meeting results must be recorded in the Minutes of Meeting signed by all attending members and
properly documented in accordance with prevailing laws and regulations.
b. Any differing opinions (dissenting opinions) occurring during committee meetings must be clearly stated
in the minutes of meeting along with the reasons for such differences.
c. IGC meeting results constitute recommendations for optimal use by the Board of Commissioners and
Directors of the Main Entity and Financial Services Institutions within the Financial Conglomeration.
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G o o d C o r p o r a t e G o v e r n a n c e
Throughout 2025, the IGC held 6 meetings.
The attendance data of committee members in IGC meetings throughout 2025 is as follows:
Name Total Meetings Attendance Percentage
Cyrillus Harinowo 6 6 100%
Prabowo 6 6 100%
Sulistiyowati 6 6 100%
Gustiono Kustianto 6 6 100%
Pudjianto 6 6 100%
Ratna Yanti 6 6 100%
Sutedjo Prihatono 6 5 83.34%
Hendra Iskandar Lubis 6 5 83.34%
Janto Havianto 6 5 83.34%
Ina Suwandi 6 5 83.34%
The IGC meeting agendas throughout 2025 are as follows:
No. Date Agenda
1 January 15, 2025 Implementation of Anti-Fraud Strategies in accordance with OJK Regulation No. 12 of 2024
at BCA Sekuritas and PT Bank BCA Syariah.
2 March 26, 2025 Reporting of the Integrated Corporate Governance Committee for Semester II/2024 to the
Main Entity Board of Commissioners.
3 May 16, 2025 Presentation from PT BCA Finance regarding the implementation of OJK Regulation and OJK
Circular Letter provisions concerning Consumer Protection.
4 July 16, 2025 Presentation from PT BCA Life and PT Bank BCA Syariah concerning Personal Data Protection.
5 September 10, 2025 Reporting of the Integrated Corporate Governance Committee for Semester I/2025 to the
Main Entity Board of Commissioners.
6 November 19, 2025 • Implementation and Strengthening of Governance, Compliance, and Transparency.
• Updating of Integrated Corporate Governance Guidelines.
13.Realization of the Work Program and Implementation of IGC Activities Throughout 2025
Throughout 2025, IGC has carried out IGC activities/work programs, namely evaluating the adequacy of the
implementation of Integrated Governance at the BCA Financial Conglomerate. The evaluation activities were
carried out through, among other things, presentations and discussions of the Integrated Internal Audit Report,
Integrated Compliance Report, Integrated Risk Management Report, and Integrated Governance Report.
BOARD OF DIRECTORS EXECUTIVE COMMITTEES
I. Asset Liability Committee
Asset Liability Committee (ALCO) is a committee under the Board of Directors whose mission is to optimally achieve
BCA’s profitability index, as well as ensuring liquidity risk, interest rate risk, and controlled foreign exchange risk
through the establishment of BCA’s policies and strategies for assets and liabilities management.
ALCO Guidelines
BCA has guidelines supporting the implementation of ALCO’s duties and responsibilities, which are set out in the
Board of Directors’ Decision No. 109/SK/DIR/2025 dated June 25, 2025, concerning the Asset Liability Committee
(ALCO) Charter, and the Board of Commissioners’ Decision No. 069/SK/KOM/2025 dated May 27, 2025, concerning
the Division of Duties and Responsibilities of the Board of Directors and the Main Framework of PT Bank Central
Asia Tbk Organization.
The scope regulated in the ALCO Charter complies with Article 75 paragraph (2) of the OJK Regulation on the
Implementation of Governance for Commercial Banks, including:
• Mission, Main Functions, Position, and Authority.
• Committee Position and Composition.
• Committee Personnel.
• Main Duties.
• ALCO Working Group (POKJA).
• Decision Making and Accountability.
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The ALCO Charter shall be evaluated periodically, at least once (1) every three (3) years, to be adjusted to applicable
regulations and/or developments.
1. Structure, ALCO Membership, and Voting Right Status
Based on the Board of Directors’ Decision No. 109/SK/DIR/2025 dated June 25, 2025, concerning the Asset
Liability Committee (ALCO) Charter, and the Board of Commissioners’ Decision No. 069/SK/KOM/2025 dated
May 27, 2025, concerning the Division of Duties and Responsibilities of the Board of Directors and the Main
Framework of PT Bank Central Asia Tbk Organization.
Position in the Voting Right
Served by
Committee Status
Chairman President Director Reserve Voting
(concurrently Rights
Member)
• Deputy President Director I
Members • Deputy President Director II
• Risk Management Director
• Corporate Banking & Treasury Director
• Cash Management Director
• Branch Network Director
• Credit Risk & Legal Director
• Transaction Banking Director
• Finance & Corporate Planning Director
• Consumer Banking Director
• Executive Vice President (EVP) in charge of Treasury Division and
International Banking Division
• Executive Vice President (EVP) in charge of Corporate Banking Group
• Head of International Banking Division (DIB)
• Head of Treasury Division (DTR)
• Head of Corporate Banking Group (GBK)
• Head of Commercial & SME Banking Division (DCE)
• Head of Consumer Credit Division (DCC)
• Head of Transaction Banking Product Development Division (DPD)
• Head of Corporate Strategy & Planning Division (DCSP)
• Head of Risk Management Division (MRK)
• Compliance & Human Capital Management Director No Voting Rights
Secretary Head of Market Risk Management Subdivision in charge of Asset Liability
Management (ALM)
2. ALCO Main Functions, Authority, Duties, ALCO Authority
and Responsibilities ALCO has the authority to take strategic decisions
ALCO Main Functions in the area of BCA's asset and liability management,
ALCO has the following functions: provided that it does not exceed the authority of
a. To establish and evaluate policies and strategies the Board of Directors. ALCO's authority includes:
for liquidity management to maintain liquidity in a. Determining interest rates for deposits, savings,
accordance with applicable regulations, meet and checking accounts
the bank's liquidity requirements, including b. Determining loan interest rates
unexpected funding requirements, and minimize c. Determining funding and investment strategies
idle funds. d. Determining hedging strategies if hedging is
b. To establish and evaluate policies and strategies deemed necessary
related to market risk, namely interest rate risk e. Determining limits related to liquidity risk,
and foreign currency risk. interest rate risk, and foreign currency risk, in
c. To establish and evaluate pricing policies accordance with the overall risk-taking policy.
for funding products, loans, and inter-office
accounts. ALCO Duties and Responsibilities
d. To establish and evaluate policies and strategies ALCO members with voting rights have the
for structuring the investment portfolio. following main duties, among others:
e. To establish and evaluate policies and strategies a. Providing input to the ALCO secretary in
for structuring the balance sheet through preparing the agenda and meeting materials.
anticipating changes in interest rates to achieve b. Providing input in the form of information and
an optimal net interest margin. analysis during ALCO meetings concerning:
• Methodology for determining the price of
funds and loan products.
• Methodology for measuring liquidity risk,
interest rate risk, and foreign currency risk.
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G o o d C o r p o r a t e G o v e r n a n c e
• Determination of the price of funds and loan products.
• Competitiveness of interest rates for funds and loan products.
• Competitor bank strategies.
• Constraints on implementing ALCO decisions.
• Customer behavior and its changes.
3. ALCO Meetings
The provisions for ALCO meetings are as follows:
• ALCO meetings are held as necessary, with a minimum frequency of 1 (once) per month.
• An ALCO meeting is valid if attended by at least ½ (one-half) plus 1 (one) member of the total ALCO members,
including the Chairman or the acting Chairman, or if attended by 6 (six) Directors with voting rights, including
the Chairman or the acting Chairman.
4. Decision Making
The provisions for decision-making are as follows:
• Decisions related to the exercise of ALCO's authority are only made through a valid ALCO meeting resolution.
• An ALCO meeting decision is considered valid and binding if approved by ½ (one-half) of the attending
members who have voting rights plus 1 (one) vote.
5. ALCO Meeting Frequency Throughout 2025
Up to December 31, 2025, ALCO has held 22 (twenty two) meetings, with the attendance details of ALCO
members as follows:
Position Total Meetings Attendance Percentage
President Director 22 21 95%
Deputy President Director I 22 19 86%
Deputy President Director II 22 15 68%
Risk Management Director 22 22 100%
Corporate Banking & Treasury Director 22 20 91%
Branch Network Director 22 20 91%
Credit Risk & Legal Director 22 17 77%
Transaction Banking Director 22 13 59%
Finance & Corporate Planning Director 22 14 64%
Consumer Banking Director 22 15 68%
Cash Management Director 1)
12 12 100%
Compliance & Human Capital Management Director 22 16 73%
Executive Vice President (EVP) in charge of Treasury Division 22 20 91%
and International Banking Division
Executive Vice President (EVP) in charge of Corporate 22 11 50%
Banking Group
Member Head of Division or official representative:
Head of International Banking Division (DIB) 22 22 100%
Head of Treasury Division (DTR) 22 22 100%
Head of Corporate Strategy & Planning Division (DCSP) 22 22 100%
Head of Corporate Banking Group (GBK) 22 22 100%
Head of Commercial & SME Banking Division (DCE) 22 22 100%
Head of Transaction Banking Product Development Division 22 22 100%
(DPD)
Head of Consumer Credit Division (DCC) 22 22 100%
Head of Risk Management Division (MRK) 22 22 100%
Notes:
1) Served as Cash Management Director until June 1, 2025
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The details of ALCO meetings held throughout 2025 are as follows:
No. Date Agenda
1 January 13, 2025 Among the topics discussed at the ALCO meetings are:
a. Follow-up report on the decisions of the previous ALCO Meeting.
2 January 24, 2025
b. Economic parameters covering inflation, Bank Indonesia Term Deposit interest
3 February 12, 2025 rates, Rupiah and USD yield curves, Rupiah and USD market liquidity, and the Rupiah
exchange rate.
4 February 24, 2025
c. Liquidity reserves, consisting of Rupiah and Foreign Currency Primary Reserves,
5 March 11, 2025 as well as Rupiah and Foreign Currency Secondary Reserves, Rupiah and Foreign
Currency Fund Structure, Credit Projection, and Liquidity Projection.
6 March 24, 2025
d. Interest Rate Risk for the Banking Book based on the Earnings Perspective (NII
7 April 16, 2025 Method) and the Economic Value Perspective (EVE Method).
e. Developments in Trading Book Interest Rate Risk and Forex.
8 April 29, 2025
f. Yield and Cost of Funds for Rupiah and Foreign Currency.
9 May 16, 2025 g. Asset Liabilities Management Analysis.
h. Stress Tests for Liquidity Risk and Stress Tests for Exchange Rate Risk and Trading
10 May 26, 2025
Book Interest Rate Risk.
11 June 13, 2025 i. Development of Bank Funds towards Total Banking.
j. Proposed Interest Rates for Funds, Credit and Credit Base Interest Rates (SBDK).
12 June 25, 2025
k. Profit/loss projection.
13 July 16, 2025
14 July 30, 2025
15 August 12, 2025
16 August 25, 2025
17 September 15, 2025
18 September 29, 2025
19 October 17, 2025
20 October 27, 2025
21 November 28, 2025
22 December 19, 2025
6. Accountability Reporting
Accountability and realization of ALCO's work are reported through:
a. Minutes of regular meetings.
b. Minutes of special meetings held to discuss specific issues.
c. Data and information related to the areas covered.
d. ALCO's notes and opinions regarding the minutes of meetings, data, and related information.
7. Realization of 2025 Work Program
Throughout 2025 ALCO has realized its work program, including:
a. Evaluating the strategy and position of BCA's assets and liabilities in accordance with the objectives of
managing liquidity, interest rate, and exchange rate risks.
b. Evaluating and determining changes in fund and loan interest rates, the prime lending rate, and limits related
to ALM.
c. Conducting a review of profit/loss simulation results in line with BCA's ALM strategy.
d. Establishing policies and strategies for structuring the balance sheet and investment portfolio.
8. ALCO Work Plan for 2026
ALCO has established the work plan for 2026 as follows:
a. Establishing and evaluating policies and strategies for managing BCA's assets and liabilities to ensure the
liquidity, interest rate, and exchange rate risks are under control.
b. Establishing and evaluating the pricing policy for funding products, loans, and inter-office accounts.
c. Establishing and evaluating policies and strategies for structuring the investment portfolio.
d. Establishing and evaluating policies and strategies for structuring the balance sheet through anticipating
changes in interest rates to achieve an optimal net interest margin.
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II. Risk Management Committee
The Risk Management Committee (RMC) is formed to ensure the risk management framework provides adequate
protection against all of BCA's risks.
RMC Guidelines
In supporting the implementation of its duties and responsibilities, the RMC adheres to:
» OJK Regulation No. 18/POJK/03/2016 dated March 16, 2016, concerning the Implementation of Risk Management
for Commercial Banks; and
» Board of Directors' Decision No. 022/SK/DIR/2023 dated February 8, 2023, concerning the Structure and
Charter of the Risk Management Committee.
The scope regulated in the RMC Structure and Charter includes:
» Mission, Principal Functions, Position, and Authority
» RMC Organization Chart and Composition
» Main Duties and Authority
» Decision Making, Accountability, and Reporting
1. Structure, Membership, and Voting Rights Status
The structure, membership, and voting rights status of the RMC are as follows:
Position in the Committee Served by Voting Rights Status
Chairman (concurrently Member) Director overseeing the risk management function. Reserve Voting Rights
Permanent Member 1)
• All members of the Board of Directors
• Executive Vice President (EVP) in charge of Credit
Risk Analysis
• Head of Compliance Division
• Head of Internal Audit 3)
Non-Permanent Member 2) • Executive Vice President (EVP) other than the one
in charge of Credit Risk Analysis
• All Heads of Divisions/Work Units/Groups,
excluding Permanent Members
Secretary (concurrently Head of Risk Management Division
Permanent Member)
Notes:
1) If a position is concurrently held by the same person, the individual shall only have one (1) vote.
2) Attendance depends on the topic discussed.
3) No voting rights
2. RMC Main Functions, Authority, Duties, and Responsibilities
RMC Main Functions
The RMC has the following main functions:
a. Formulating policies, strategies, and guidelines for the implementation of risk management.
b. Improving the implementation of risk management based on the evaluation results of effective risk
management processes and systems.
c. Determining issues related to business decisions deviating from normal procedures (irregularities).
RMC Authority
The RMC has the authority to review and provide recommendations concerning risk management for the
decision of the Board of Directors.
RMC Duties and Responsibilities
RMC members have the following main duties:
a. Providing input to the RMC Secretary, including topics and meeting materials to be discussed in the committee
meeting.
b. Providing input in the form of information and analysis related to the topics discussed in the committee
meeting. Topics of which may be discussed in the committee meeting include:
• The Company's direction and objectives in formulating policies, strategies, and guidelines for risk
management implementation, and changes thereto if necessary.
• Assessment of the effectiveness of the risk management framework implementation.
• Development and trends of the bank's total risk exposure and proposing an acceptable overall risk
tolerance index (risk appetite).
• Results of the review concerning the total risk exposure faced by the bank and its impact.
• Assessment of the adequacy of the bank's capital to face potential losses arising from various stress
testing scenarios.
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• Proposals for developing risk measurement methods, contingency plans in abnormal conditions (worst-
case scenarios), and other methods related to the bank's risk management.
• Issues requiring justification related to business decisions deviating from normal procedures (irregularities).
• Limits of authority, exposure, and concentration of credit portfolios, as well as other parameters aimed
at limiting risk.
3. RMC Meetings
The following are the provisions regarding RMC meetings:
a. RMC meetings are held as necessary, and at least once every three (3) months or four (4) times in one (1) year.
b. RMC meetings are valid if attended by more than one-half (½) of total permanent members.
c. Meetings attended non-physically are conducted through teleconferencing, video conferencing, or other
electronic media of which must allow all RMC meeting participants to see and/or hear each other directly
and participate in the meeting.
4. Decision Making
The following are the provisions regarding decision making:
a. Decisions related to the use of the committee's authority are only made through a valid RMC meeting
resolution.
b. An RMC meeting decision is valid and binding if approved by more than one-half (½) of the attending
permanent members who have voting rights.
5. RMC Meeting Frequency Throughout 2025
As of December 31, 2025, the RMC has held 4 meetings, with the attendance details of RMC members as follows:
Position Total Meetings Attendance Percentage
President Director (Jahja Setiaatmadja) 1) 1 1 100%
President Director (Gregory Hendra Lembong) 2) 4 4 100%
Deputy President Director 1 (Armand W. Hartono) 4 2 50%
Deputy President Director 1 (John Kosasih) 3) 4 4 100%
Credit Risk & Legal Director (Subur Tan) 4 4 100%
Corporate Banking & Treasury Director (Rudy Susanto) 4 3 75%
Compliance & Human Capital Management Director (Lianawaty 4 3 100%
Suwono)
Transaction Banking Director (Santoso) 4 3 100%
Finance & Corporate Planning Director (Vera Eve Lim) 4 4 100%
Consumer Banking Director (Haryanto T. Budiman) 4 4 100%
Branch & Network Director (Frengky Chandra Kusuma) 4 4 100%
Risk Management Director (Antonius Widodo Mulyono) 4 4 100%
Cash Management Director (Hendra Tanumihardja) 4) 3 3 100%
EVP Credit Risk Analysis Group (GARK) 4 4 100%
Head of Compliance Division 4 4 100%
Head of Risk Management Division (Secretary) 4 4 100%
Head of Internal Audit Division 4 4 100%
Head of Treasury Division 5)
1 1 100%
Head of Information Technology Security Group5) 3 3 100%
Head of E-Channel and Settlement Services 1 1 100%
Note:
1) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effectively served as President Director since June 1, 2025.
3) Effectively served as Deputy President Director since June 1, 2025.
4) Effectively served as Director since June 1, 2025.
5) Total meetings for non-permanent members are based on the invitation for the relevant discussion topics.
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The implementation of RMC meetings throughout 2025 is as follows:
No. Date Agenda
1 February 10, 2025 1a. IRRBB Limit ∆NII
1b. Unrealized Loss Limit on FVOCI (AFS) Securities
2a. Reporting on BCA's Digital Maturity Level Assessment for 2024
2b. Reporting on BCA's Cyber Security Risk Level Assessment for 2024
2 July 8, 2025 1. Operational Risk Event Update
2. Review of the Implementation of BCA's Cyber Security Risk Management in 2024
3. Crisis Management
3 October 16, 2025 BCA’s Fraud System and Performance
4 November 11, 2025 1. Integrity of Bank Financial Reporting
2. How do We Prepare - Digital Risk in PDP Era & AI-Weaponized Era
6. Accountability Reporting
Accountability and realization of RMC's work are reported through:
a. Written reports periodically, at least once (1) a year, to the Board of Directors concerning the results of
routine RMC meetings.
b. Written reports to the Board of Directors concerning the results of special meetings held to discuss specific
issues.
c. Special reports or activity reports (if needed).
7. Realization of 2025 Work Program
In conducting its duties during 2025, the realization of the RMC's work program is as follows:
a. Reporting IRRBB Limit ∆NII and Unrealized Loss on Financial Instruments at Fair Value Through Other
Comprehensive Income (AFS)
b. Reporting the results of the 2024 BCA Digital Maturity Level and Cyber Security Risk Level assessment
c. Informing operational risk incidents, including cyber risk and crisis management
d. Informing the Fraud Handling System at BCA
e. Informing OJK Regulation No. 15 of 2024 concerning Bank Financial Reporting Integrity
f. Informing Digital Risks related to Personal Data Protection regulations and the Artificial Intelligence Era
8. RMC Work Plan for 2026
The RMC has established the work plan for 2026 as follows:
a. Reviewing issues related to RMC meeting topics.
b. Providing information and analysis results related to the topics discussed in the RMC meeting to be submitted
for recommendations from the Board of Directors.
c. Other issues related to risk management.
III. Integrated Risk Management Committee
The establishment of the Integrated Risk Management Committee (IRMC) aims to ensure the risk management
framework provides adequate protection towards all risks faced by BCA and its Subsidiaries in an integrated manner.
IRMC Guidelines
The IRMC carries out its duties and responsibilities by referring to:
• OJK Regulation No. 17/POJK.03/2014 concerning the Implementation of Integrated Risk Management for
Financial Conglomerates.
• OJK Regulation No. 18/POJK.03/2016 concerning the Implementation of Risk Management for Commercial Banks.
• OJK Regulation No. 45/POJK.03/2020 concerning Financial Conglomerates.
• Board of Directors' Decision No. 023/SK/DIR/2023 dated February 8, 2023, concerning the Structure and
Charter of the Integrated Risk Management Committee.
The scope regulated in the Board of Directors' Decision No. 023/SK/DIR/2023 concerning the Structure and Charter
of the Integrated Risk Management Committee includes:
• Mission, Main Functions, and Position
• Organization Chart and Composition
• Main Duties and Authority
• Decision Making and Reporting
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1. Structure, IRMC Membership, and Voting Rights Status
Based on the Board of Directors' Decision No. 023/SK/DIR/2023 dated February 8, 2023, concerning the
Structure and Charter of the Integrated Risk Management Committee, the structure, membership, and voting
rights status of the IRMC are as follows:
Position in the Committee Served by Voting Rights Status
Chairman (concurrently Director in charge of integrated risk management function Reserve Voting Rights
Member)
Permanent Members1) • All members of the Board of Directors
• Head of Compliance Division
• Head of Internal Audit3)
Non-Permanent Members2)
1. Executive Officers • All Executive Vice Presidents (EVPs)
• All Division/Group/Work Unit Heads associated with the Subsidiary,
excluding Permanent Members
2. Director of • Directors representing and appointed by the Subsidiary*)
Subsidiaries*)
Secretary (concurrently Head of Risk Management Division
Permanent Member)
Note:
1) If there is a concurrent position in IRMC, the person concerned only has 1 (one) vote.
2) According to the topic being discussed.
3) No voting rights.
*) The number and composition are adjusted to the needs as well as the efficiency and effectiveness of the implementation of IRMC duties, considering, among other
things, the representation of each financial services sector.
2. IRMC Main Functions, Authority, Duties, • Development and trends of integrated risk exposure
and Responsibilities and proposing the overall acceptable risk level (risk
IRMC Main Functions appetite) and risk tolerance.
The IRMC has the main function of providing • Results of the review concerning the total integrated
recommendations to the Board of Directors, which risk exposure and its impact.
shall cover at least: • Assessment of the adequacy of integrated capital
• Formulation of integrated risk management to face potential losses arising through the use of
policies various stress testing scenarios.
• Improvement or refinement of integrated risk • Proposals for developing risk measurement
management policies based on the results of methods, contingency plans in abnormal conditions
implementation evaluation. (worst-case scenario), and other methods related
to integrated risk management.
IRMC Authority • Matters requiring justification related to business
The IRMC has the authority to review and provide decisions deviating from normal procedures
recommendations on issues related to integrated (irregularities).
risk management for the decision of the Board of • Limits of authority, exposure, and concentration
Directors. of credit portfolios, as well as other parameters
aimed at limiting risk.
IRMC Duties and Responsibilities • Periodic or incidental refinement of the integrated
In conducting its functions, IRMC members have risk management implementation resulting from
the following main duties, among others: changes in internal and external conditions
• Providing input to the IRMC secretary in the form affecting capital adequacy, risk profile, and the
of topics and meeting materials to be discussed ineffectiveness of the integrated risk management
in the IRMC meeting. implementation based on evaluation results.
• Providing input in the form of information and
analysis related to the topics discussed in the 3. IRMC Meetings
IRMC meeting. The provisions for IRMC meetings are as follows:
• IRMC meetings are held as necessary and at least
Topics of which may be discussed at IRMC meetings 1 (once) every semester.
include: • An IRMC meeting is valid if attended by more than
• The direction and objectives of BCA in one-half (½) of total permanent members.
formulating policies, strategies, and guidelines • Meetings attended non-physically are conducted
for the implementation of integrated risk through teleconferencing, video conferencing,
management, and changes thereto if necessary. or other electronic media of which must allow all
• Assessment of the effectiveness of the meeting participants to see and/or hear each other
integrated risk management framework directly and participate in the meeting.
implementation.
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4. Decision Making
The provisions for decision making by the IRMC are as follows:
• Decisions related to the use of the IRMC's authority are only made through a valid IRMC meeting resolution.
• An IRMC meeting decision is valid and binding if approved by more than one-half (½) of the attending members.
5. IRMC Meeting Frequency Throughout 2025
As of December 31, 2025, the IRMC has held three (3) meetings, with the details as follows:
Position Total Meetings Attendance Percentage
President Director (Jahja Setiaatmadja) 1) a) 1 1 100%
President Director (Hendra Lembong) 1) b) 4 4 100%
Deputy President Director I (John Kosasih) 1)
4 2 50%
Deputy President Director II (Armand W. Hartono) 1) 4 4 100%
Credit & Legal Director (Subur Tan) 1) 4 4 75%
Transaction Banking Director (Santoso) 1) 4 3 75%
Corporate Banking Director (Rudy Susanto) 1) 4 3 75%
Cash Management Director (Hendra Tanumihardja) 1) c)
4 3 75%
Consumer Banking Director (Haryanto T. Budiman) 1) 4 4 100%
Branch & Network Director (Frengky Chandra Kusuma) 1) 4 4 100%
Compliance & HCM Director (Lianawaty Suwono) 1)
4 4 100%
Finance & Corp. Planning Director (Vera Eve Lim) 1) 4 4 100%
Risk Management Director (Antonius Widodo Mulyono) 1) 3 3 100%
Head of Compliance Division 1) 4 4 100%
Head of Risk Management Division (Secretary) 1) 4 4 100%
Head of Internal Audit 1)
4 4 100%
Head of Corporate Communication & Social Responsibility 2) 4 4 100%
Director of PT BCA Finance 2) 1 1 100%
Director of PT Bank BCA Syariah 2) 3 3 100%
Director of BCA Finance Limited 2) 1 1 100%
Director of PT BCA Sekuritas 2) 3)
3 3 100%
Director of PT Asuransi Umum BCA 2) 3 3 100%
Director of PT Asuransi Jiwa BCA 2) 3 3 100%
Director of PT Central Capital Ventura 2) 4) 3 3 100%
Director of PT Bank Digital BCA 2)
3 3 100%
Description:
a Served as President Director until June 1, 2025.
b Effective as President Director starting June 1, 2025.
c Served as Commercial Banking & SMEs Director starting June 1, 2025.
1 Permanent Member.
2 Total meetings for non-permanent members are in accordance with the invitation for related discussion topics.
3 Represented by the Business Director of PT BCA Sekuritas.
4 Represented by the Director of PT Central Capital Ventura.
The implementation of IRMC meetings throughout 2025 is as follows:
No. Date Agenda
1 March 19, 2025 1. BCA Financial Conglomeration Integrated Risk Profile Report for Semester II of 2024.
2. Implementation of Anti-Fraud Strategies within Subsidiaries.
2 August 12, 2025 BCA Financial Conglomeration Integrated Risk Limits.
3 September 9, 2025 1. BCA Digital Concentration Risk.
2. BCA Financial Conglomeration Integrated Risk Profile Report for Semester I of 2025.
3. Managing BCA’s Reputation.
6. Accountability and Reporting
The accountability of the IRMC is reported through:
1) Written reports periodically, at least 1 (once) a year, to the Board of Directors, concerning the results of routine
committee meetings.
2) Written reports to the Board of Directors concerning the results of special meetings held to discuss specific
matters.
3) Special reports or activity reports (if needed).
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7. Realization of 2025 Work Program IV. Credit Policy Committee
Throughout 2025, the IRMC has realized the following The Credit Policy Committee (CPC) is formed to guide
work programs: credit extension through the formulation of credit
1. Informing the Integrated Risk Profile Report of BCA policies in order to achieve prudent credit targets.
Financial Conglomerate (KK) for Semester II - Year
2024. CPC Guidelines
2. Informing the Integrated Risk Profile Report of BCA The CPC, in conducting its duties and responsibilities,
Financial Conglomerate (KK) for Semester I - Year is guided by the Board of Directors' Decision No. 120/
2025. SK/DIR/2025 dated July 2, 2025, concerning the Credit
3. Informing the Implementation of Anti-Fraud Strategy Policy Committee (CPC) Charter, and OJK Regulation
at Subsidiaries. No. 42/POJK.03/2017 dated July 12, 2017, concerning
4. Informing the Integrated Risk Limit of BCA Financial the Obligation of Compiling and Implementing Credit
Conglomerate. or Financing Policy for Commercial Banks.
5. Informing BCA Digital Concentration Risk.
6. Informing the Handling of BCA Reputation Risk. The scope regulated in the Credit Policy Committee
Structure complies with Article 75 paragraph (2)
8. IRMC Work Plan for 2026 of OJK Regulation No. 17 of 2023 concerning the
The IRMC has established the work plan for 2026, Implementation of Governance for Commercial Banks,
including: including:
1. Informing the Integrated Risk Profile Report of BCA • Mission, Main Functions, Position, and Authority
Financial Conglomerate (KK) for Semester II - Year • Committee Position and Composition
2025. • Committee Personnel
2. Informing the Integrated Risk Profile Report of BCA • Main Duties
Financial Conglomerate (KK) for Semester I - Year • Decision Making and Accountability
2026.
3. Other issues related to integrated risk management. The CPC Charter will be evaluated periodically, at
least once (1) every three (3) years, to be adjusted to
applicable regulations and/or developments.
1. Structure, CPC Membership, and Voting Rights Status
Based on the Board of Directors' Decision No. 120/SK/DIR/2025 dated July 2, 2025, and the Board of Commissioners'
Decision No. 069/SK/KOM/2025 dated May 27, 2025, concerning the Division of Duties and Responsibilities of the
Board of Directors and the Main Framework of PT Bank Central Asia Tbk Organization, the structure, membership,
and voting rights status of the CPC are as follows:
Position in the
Served by Voting Rights Status
Committee
Chairman President Director Reserve Voting Rights
(concurrently Member)
Member1) • Deputy President Director I – Business Banking
• Credit Risk & Legal Director
• Risk Management Director
• Compliance & Human Capital Management Director
• Corporate Banking & Treasury Director 2)
• Consumer Banking Director 2)
• Transaction Banking Director 2)
• Executive Vice President (EVP) in charge of Credit Risk Analysis Group2)
• Executive Vice President (EVP) in charge of Corporate Banking Group2)
• Executive Vice President (EVP) in charge of Treasury Division &
International Banking Division2)
• Head of Credit Risk Analysis Group and/or Head of Commercial & SME
Banking Division and/or Head of Corporate Banking Group and/or Head of
Consumer Finance Division and/or Head of Transaction Banking Services
and/or Head of International Banking Division, and/or Head of Credit
Recovery Group, or Substitute Officer2)
• Head of Internal Audit Division or Substitute Officer
• Head of Compliance Division or Substitute Officer
Secretary Head of Risk Management Division or Substitute Officer
(concurrently Member)
Note:
1) Other Directors are entitled to attend CPC meetings, but without voting rights.
2) Depending on the topic being discussed.
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2. CPC Main Functions, Authority, Duties, and Responsibilities
CPC Main Functions
The CPC has the following main functions:
• Assisting the Board of Directors in formulating credit policies, especially those related to the principle of
prudence in credit extension.
• Monitoring and evaluating the implementation of credit policies to ensure they are carried out consistently
and consequently.
• Conducting periodic reviews of the Basic Bank Credit Policy (KDPB) of BCA.
• Monitoring the development and condition of the credit portfolio.
• Providing advice and corrective actions based on the results of the monitoring and evaluation conducted.
CPC Authority
The CPC has the authority to provide advice and corrective actions to the Board of Directors on issues related to
credit policy.
CPC Duties and Responsibilities
CPC members have main duties consisting of:
• Providing input to the CPC secretary in preparing the agenda and meeting materials.
• Providing input in the form of information and analysis at CPC meetings for CPC decision-making, concerning:
» The development of credit policies (Corporate credit, Commercial credit, SME credit, KUK, Consumer credit,
Credit Cards, and Interbank credit) in accordance with BCA's mission and business plan.
» Compliance with statutory provisions in granting credit.
» Development and quality of the overall credit portfolio.
» The veracity of exercise authority to decide on credit.
» The veracity of the process of granting, developing, and the quality of credit given to related parties and
certain large debtors.
» The veracity of the implementation of the legal lending limit (LLL).
» Settlement of non-performing loans in accordance with the provisions of the credit policy.
» BCA’s fulfillment for the adequacy of the allowance for credit write-offs.
» Results of supervision of the application and implementation of the Basic Bank Credit Policy (KDPB).
3. CPC Meetings
The provisions for holding CPC meetings are as follows:
• CPC meetings are held as necessary or at least once (1) in one (1) year.
• A CPC meeting is valid if attended by at least 2/3 (two-thirds) of the total number of members.
4. Decision Making
The provisions for decision making by the CPC are as follows:
• Decision-making related to the use of CPC authority may be done through circulation to CPC members or
through a valid CPC meeting.
• A decision made through a meeting or circulation to CPC members is considered valid and binding if approved
by more than ½ (one-half) of total attending members.
5. CPC Meeting Frequency Throughout 2025
As of December 31, 2025, the CPC has held two (2) meetings, with the attendance details of CPC members as follows:
Position Total Meetings Attendance Percentage
President Director (Jahja Setiaatmadja) 1) 1 1 100%
President Director (Gregory Hendra Lembong) 2) 2 1 50%
Deputy President Director 1 (John Kosasih) 3)
2 1 50%
Credit Risk & Legal Director (Subur Tan) 2 2 100%
Risk Management Director (Antonius Widodo Mulyono) 2 2 100%
Compliance & Human Capital Management Director 2 1 50%
(Lianawaty Suwono)
Corporate Banking & Treasury Director (Rudy Susanto) 4) 2 2 100%
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Position Total Meetings Attendance Percentage
Consumer Banking Director (Haryanto T.Budiman) 4) 2 2 100%
Transaction Banking Director (Santoso) 4)
1 0 0%
Branch & Network Director (Frengky Chandra Kusuma) 4) 5) 1 1 100%
Executive Vice President in charge of the Credit Risk Analysis Group4) 2 2 100%
Executive Vice President in charge of the Corporate Banking Group4) 2 1 50%
Executive Vice President in charge of the Treasury Division & International 1 1 100%
Banking Division4)
Head of Credit Risk Analysis Group or substitute officer4) 2 2 100%
Head of Commercial & SME Banking Division or substitute official 4) 2 2 100 %
Head of Corporate Banking Group or substitute officer
Head of Consumer Finance Division or substitute officer4) 2 2 100%
Head of Transaction Banking Services or substitute officer4) 2 2 100%
Head of Transaction Banking Services or substitute officer4) 1 1 100%
Head of International Banking Division or substitute officer4) 1 1 100%
Head of Credit Recovery Group or substitute officer 4)
2 1 50%
Head of Internal Audit Division or substitute officer 2 2 100%
Head of Compliance Division or substitute officer 2 2 100%
Head of Risk Management Division or substitute officer 2 2 100%
Note:
1) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Effective as President Director since June 1, 2025, having previously served as Deputy President Director 1.
3) Effective as Deputy President Director 1 since June 1, 2025, previously served as Commercial & SME Banking Director.
4) Subject to discussion; if not related to the topic discussed, not included in the meeting.
5) No voting rights
Details of the implementation of CPC meetings throughout 2025 are as follows:
No. Date Agenda
1 February 24, 2025 Electronic Certificates and Their Implementation
2 July 7, 2025 Authority to Approve Loans in Connection with the New Appointment of Directors and
Acting Directors
6. Accountability Reporting
The CPC's accountability and work performance are • Monitoring the development and quality of the
reported through: overall credit portfolio.
• Periodic written reports to the Board of Directors, • Identifying new regulations issued by regulators
with a copy to the Board of Commissioners, and their impact on BCA's internal policies.
regarding the results of supervision, monitoring,
and evaluation of the implementation of the V. Credit Committee
KDPB, along with recommendations for necessary The establishment of the Credit Committee (CC) aims
improvements. to assist the Board of Directors in evaluating and/or
• Data and other information related to the results of making credit decisions within the authority limits
supervision, monitoring, and evaluation of activities. established by the Board of Directors, as stipulated
in BCA's Articles of Association, while considering
7. Realization of the 2025 Work Program business development and the implementation of
Throughout its term of office in 2025, the CPC prudent principles.
i m p l e m e n t e d i t s wo r k p r o g r a m , i n c l u d i n g
recommendations related to: CC Guidelines
• Electronic Certificates and Their Implementation. The establishment of the CC is guided by OJK
• Authority to Approve Credit in Connection with the Regulation No. 42/POJK.03/2017 dated July 12, 2017
New Division of Directors and the Appointment of concerning the Obligation to Prepare and Implement
Acting Directors. Bank Credit or Financing Policies for Commercial Banks,
OJK Circular Letter No. 16/SEOJK.014/2021 dated
8. CPC Work Plan for 2026 June 29, 2021 concerning the Form and Content of
The CPC has established a work plan for 2026, including: the Annual Report of Issuers or Public Companies, and,
• Evaluating and recommending credit policies. stipulated through the Board of Directors Decision No.
• Monitoring the implementation of credit policies 176/SK/DIR/2023 dated October 23, 2023 concerning
to ensure BCA's compliance with applicable credit the Structure and Charter of the Credit Committee.
policies.
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The scope regulated in the Board of Directors' Decision No. 176/SK/DIR/2023 dated October 23, 2023 concerning
the Credit Committee Structure and Charter is as follows:
• Organization Scope
» Definition, Mission, Main Functions, and Position.
» Credit Committee Organization Chart and Structure.
• Committee Completeness
» Main Duties and Authorities.
» Decision-Making.
CC Level
In conducting its activities, CC is grouped based on credit categories, namely:
1. Corporate CC.
2. Commercial CC.
1. CC Structure, Membership, and Voting Rights
Based on the Board of Directors Decision No. 176/SK/DIR/2023 dated October 23, 2023, concerning the Credit
Committee Structure and Charter, the structure, membership, and voting rights of the CC are regulated as follows:
Structure, Corporate CC Membership, and Voting Rights Status of the Corporate CC
Position in the Committee Served by Voting Rights Status1)
Chairman (concurrently Permanent Credit Risk & Legal Director Reserve Voting Rights
Member)
Permanent Members • President Director
• Deputy President Director 1)
• Corporate Banking & Treasury Director
• Executive Vice President in charge of the Credit Risk
Analysis Group
• Executive Vice President in charge of Corporate
Finance Group2)
• Executive Vice President in charge of Treasury
Division-International Banking Division2)
• Head of Corporate Finance Group2) No Voting Rights
• Head of International Banking Division2)
Non-Permanent Members Other directors who have the authority to decide on Reserve Voting Rights
credit
Secretary (concurrently Permanent Head of Credit Risk Analysis Group No Voting Rights
Member)
Note:
1) Decision-making through meetings conducted by voting mechanism.
2) Based on the topic discussed.
Structure, Commercial CC Membership, and Voting Rights Status of the Commercial CC
Position in the Committee Served by Voting Rights Status1)
Chairman2) (concurrently Permanent Head of Credit Risk Analysis Group, based on suitability Reserve Voting Rights
Member) to the commercial credit exposures handled
Permanent Members • Commercial & SME Banking Director
• Credit Risk & Legal Director
• Executive Vice President in charge of the Credit Risk
Analysis Group
• Head of Regional Office
Secretary (concurrently Permanent Credit Adviser No Voting Rights
Member)
Note:
1) Decisions were made through meetings using a voting mechanism.
2) The implementation of the Chairman's duties may alternate between Group Heads based on suitability to the commercial credit exposure being handled.
2. CC Main Functions, Authorities, Duties, and Responsibilities
CC Main Functions
The main functions of the CC are as follows:
• Providing direction, if necessary, and conducting more in-depth and comprehensive credit analysis.
• Making decisions or recommendations on draft credit decisions submitted by recommenders/proposers
related to:
» Large debtors.
» Specific industries.
» Special requests from the Board of Directors.
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• Discussing credit applications which necessitate a decision by the Board of Directors and require approval
from the Board of Commissioners. The minutes of meetings are attached when requesting approval from the
Board of Commissioners (exception for credit extensions/renewals).
• Coordinating with the Asset Liability Committee (ALCO) regarding credit funding aspects and adjusting
corporate credit interest rates.
CC Authority
The CC has the authority to issue decisions or recommend draft credit decisions referring to the provisions governing
the authority to approve corporate and commercial loans, as outlined in the Digital Work Guide (PAKAR).
The scope of authority held by the CC is as follows:
• In terms of authority:
The CC has the authority to decide on credit according to the maximum authority established for each type of CC.
• In terms of credit decision objects:
» Issue credit decisions for corporate and commercial categories above a certain value.
» Issue decisions on proposed credit facilities.
» Determine plans for the takeover/purchase of restructured and unrestructured credit from other financial
institutions.
Main Duties of CC Members
Some of the CC members’ duties are as follows:
• Provide guidance if a more comprehensive credit analysis is necessary, as the information presented is insufficient
for decision-making.
• Provide consideration to draft credit decisions submitted by the recommender/proposer.
• Issue credit decisions based on professional expertise, honestly, objectively, carefully, and thoroughly.
• Provide input to the CC Secretary regarding the need for CC meetings.
3. CC Meetings
The provisions regarding the holding of CC meetings are as follows:
• CC meetings are held as needed, at least 6 (six) times per year.
• CC meetings can be held and are considered valid if attended by at least 3 (three) members with voting rights
from the business side and credit risk analysis.
• CC meetings can be held via teleconference.
• CC meetings must be attended by CC Monitors.
• Commercial CC meetings can be held either at the head office or at the local regional office.
• Every CC meeting must be documented in meeting minutes.
4. Decision Making
The provisions regarding decision-making by the CC are as follows:
• Credit decisions can be made through approval of a draft decision circulated in writing or confirmation of
approval via electronic mail (circular memo) to CC members, or through a valid CC meeting. If the circulated
draft decision is not approved by any CC member, the CC Secretary shall reschedule the CC meeting as soon
as possible.
• For the Corporate CC, if the credit decision taken at the CC meeting does not meet the requirements regarding
the Board of Directors' authority to issue credit decisions, the draft credit decision shall be circulated for
approval by other Directors and/or the Board of Commissioners.
• Monitors and resource persons shall not have voting rights in credit decision-making.
5. Frequency of CC Meetings Throughout 2025
Throughout 2025, the Corporate CC held 24 meetings, and the Commercial CC held 6 meetings. The meeting
schedule and attendance levels of the Corporate CC and Commercial CC are as follows:
Frequency of Meetings and Attendance Level of Corporate CC Members Throughout 2025
Position Total Meetings Attendance Percentage
President Director (Jahja Setiaatmadja) a)
8 7 88%
President Director (Gregory Hendra Lembong) 2) b) 24 20 83%
Deputy President Director 1 (John Kosasih) 2) c) 24 12 50%
Credit Risk & Legal Director (Subur Tan) 1)
24 22 92%
Corporate Banking & Treasury Director (Rudy Susanto) 2) 24 22 92%
Compliance & Human Capital Mgmt. Director or Substitute Officer 24 9 38%
(Lianawaty Suwono) 4)
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Position Total Meetings Attendance Percentage
Consumer Banking Director (Haryanto T. Budiman) 3) 24 1 4%
Branch & Network Director (Frengky Chandra Kusuma) 3)
24 7 29%
Finance & Corporate Planning Director (Vera Eve Lim) 3) 24 9 38%
Executive Vice President in charge of the Credit Risk Analysis 16 5 21%
Group
Executive Vice President in charge of the Corporate Finance 24 23 96%
Group2)
Executive Vice President in charge of the Treasury Division - - - -
International Banking Division2) 5)
Head of Credit Risk Analysis Group2) 24 24 100%
Head of Corporate Finance Group 2)
24 24 100%
Head of International Banking Division2) 5) - - -
Head of Compliance Division or Substitute Officer4) 24 24 100%
Description:
1) Chairman (Concurrently a Permanent Member).
2) Permanent Member.
3) Non-Permanent Member.
4) Monitor.
5) In accordance with the topic discussed.
a) Served as President Director until June 1, 2025.
b) Effective as President Director since June 1, 2025, previously served as Deputy President Director 1.
c) Effective as Deputy President Director 1 since June 1, 2025, previously serving as Commercial & SME Director.
Meeting Frequency and Attendance Level of Commercial CC Members Throughout 2025
Position Total Meetings Attendance Percentage
Credit Risk & Legal Director (Subur Tan) 2) 6 6 100%
Deputy President Director 1 (John Kosasih) 2)
6 6 100%
Executive Vice President in charge of the Credit Risk Analysis 6 6 100%
Group2)
Head of Credit Risk Analysis Group1) 6 6 100%
Head of Regional Office 2) 6 6 100%
Head of Compliance 3)
6 4 66%
Credit Adviser 2) 6 6 100%
Note:
1) Chairman (Concurrently a Permanent Member)
2) Permanent Member
3) Monitor
The implementation of Corporate CC meetings throughout 2025 is as follows:
No. Date Agenda
1 January 14, 2025 These meetings provided decisions or recommendations on corporate credit
decision drafts submitted by the recommenders/proposers
2 February 4, 2025
3 February 27, 2025
4 March 18, 2025
5 April 15, 2025
6 April 24, 2025
7 May 6, 2025
8 May 20, 2025
9 June 12, 2025
10 July 3, 2025
11 July 22, 2025
12 August 5, 2025
13 August 26, 2025
14 September 9, 2025
15 September 16, 2025
16 October 8, 2025
17 October 14, 2025
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No. Date Agenda
18 October 16, 2025
19 November 6, 2025
20 November 11, 2025
21 November 18, 2025
22 November 25, 2025
23 November 27, 2025
24 December 9, 2025
The implementation of Commercial CC meetings throughout 2025 is as follows:
No. Date Agenda
1 February 06, 2025 These meetings provided decisions or recommendations on commercial credit
decision drafts submitted by the recommenders/proposers
2 March 25, 2025
3 May 5, 2025
4 August 27, 2025
5 September 24, 2025
6 November 19, 2025
6. Accountability Reporting Guidelines/Charter
CC accountability can be outlined in CC minutes of The ITSC carries out its duties and responsibilities in
meeting, circulated decision memoranda, and CC accordance with the Board of Directors Decision No.
periodic reports. 131/SK/DIR/2025 dated July 16, 2025, concerning the
Information Technology Steering Committee (ITSC)
7. Realization of the 2025 Work Program Charter and the Basic Policy on Risk Management for
Throughout 2025, CC has made decisions or the Use of Information Technology.
recommendations on granting credit (new, additional,
reduction and/or extension, and general credit The scope of the ITSC Charter complies with Article
restructuring) in accordance with its authority limits, 75 paragraph (2) of the OJK Regulation concerning the
including determining/changing credit structures. Implementation of Governance for Commercial Banks,
including:
8. CC Work Plan for 2026 • Mission, Main Functions, and Authorities.
CC has established a work plan for 2026, which is to • Position, Structure, and Membership.
recommend and/or decide on the granting of credit • ITSC Meetings, Decision-Making, and Reporting.
(new, additional, reduction and/or extension, and • Performance Evaluation Mechanism and Charter
restructuring) in accordance with its authority limits, Review.
including the determination/change of credit structure.
The ITSC Charter will be periodically evaluated to align
VI. Information Technology with applicable regulations and/or developments at
Steering Committee least 1 (once) every 3 (three) years.
The Information Technology Steering Committee
(ITSC) was established to ensure the implementation 1. ITSC Structure, Membership, and Voting
of information technology (IT) systems in line with Rights Status
BCA's strategic plan and to enhance BCA's competitive Based on the Board of Directors Decision No. 131/
advantage through the appropriate use of information SK/DIR/2025 dated July 16, 2025, concerning the
technology. The ITSC was established by BCA based on Information Technology Steering Committee (ITSC)
the Board of Directors Decision No. 131/SK/DIR/2025 Charter and the Board of Commissioners Decision No.
dated July 16, 2025, concerning the Information 069/SK/KOM/2025 dated May 27, 2025, concerning
Technology Steering Committee (ITSC) Charter. the Division of Duties and Responsibilities of the
Board of Directors and the Main Framework of PT
Bank Central Asia Tbk Organization, the structure,
membership, and voting rights status of the ITSC
are as follows:
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G o o d C o r p o r a t e G o v e r n a n c e
Position in the Voting Rights
Served by
Committee Status
Chairman Director in charge of Strategic Information Technology function Reserve Voting
(concurrently Member) Rights
Secretary Head of IT Management Office No Voting Rights
Member • Director in charge of Risk Management Reserve Voting
• Director in charge of Regional & Branch Banking Management Rights
• Executive Vice President Strategic Information Technology Group (EVP TI)
• Head of Risk Management Division
• Head of Compliance Division
• Executive Vice President Operation Strategy & Development Group (POL)
• Head of IT Main User Work Unit1)
• Head of Internal Audit No Voting Rights
Note:
1) Participation in meetings depends on the meeting topic being relevant to the work unit concerned.
2. Main Functions, Authorities, Duties, and • Efforts to resolve various IT-related issues
Responsibilities of ITSC of which cannot be resolved effectively,
Main Functions of ITSC efficiently, and timely by user work units and
The ITSC has several main functions, as follows: IT providers.
• Reviewing and recommending IT strategic plans • Adequacy and allocation of BCA's IT-related
aligning with BCA's corporate plan. resources.
• Conducting regular evaluations of IT
performance and efforts to improve its 3. ITSC Meetings
performance in supporting BCA's business The provisions regarding the implementation of
activities. ITSC meetings are as follows:
• Ensuring the cost-effectiveness of IT • ITSC meetings are held as necessary by BCA,
investments to provide added value to the at least 4 (four) times in 1 (one) year.
Company. • ITSC meetings can only be held if at least 2/3
(two-thirds) of ITSC members are present at the
ITSC Authorities meeting and have voting privileges.
The ITSC has several authorities, as follows: • Meetings attended non-physically are
• Providing recommendations on strategic steps conducted through teleconference, video
to minimize risks related to BCA's IT investments. conference, or other electronic media of which
• Providing recommendations on the feasibility must allow all ITSC meeting participants to see
of IT investments of which may contribute to and/or hear each other directly and participate
achieving the Bank's business objectives. in the meeting.
• Providing recommendations on the formulation
of key IT policies, standards, and procedures. 4. Decision Making
The provisions related to decision-making by the
ITSC Duties and Responsibilities ITSC are as follows:
T h e I T S C i s r e s p o n s i b l e fo r p r ov i d i n g • Decisions regarding the exercise of ITSC
recommendations related to, among other things: authority are made only through valid ITSC
• An IT strategic plan aligning with BCA's meeting resolutions.
corporate plan. • ITSC meeting resolutions are valid and binding if
• IT policies, standards, and procedures. approved by at least ½ (half) of the total number
• Alignment between the IT development plan of members present and entitled to vote plus 1
and the IT strategic plan. (one) additional vote.
• A l i g n m e n t b e t we e n I T d eve l o p m e n t
implementation and the IT development plan. 5. Frequency of ITSC Meetings Throughout
• Evaluation of IT cost-effectiveness in achieving 2025
planned benefits. As of December 31, 2025, the ITSC has held 4
• Monitoring IT performance and efforts to meetings, with the following details:
improve IT performance.
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Position Total Meetings Attendance Percentage
Director in charge of Strategic Information Technology (Santoso) 4 4 100%
Director in charge of Risk Management (Antonius Widodo 4 4 100%
Mulyono)
Director in charge of Regional & Branch Banking Management 4 4 100%
(Frengky Chandra Kusuma)
Executive Vice President Strategic Information Technology Group 4 4 100%
(EVP TI)
Head of Risk Management Division 4 4 100%
Head of Compliance Division 4 4 100%
Executive Vice President Operation Strategy & Development 4 32) 75%
Group (POL)
Head of IT Main User Work Unit1) 4 4 100%
Note:
1) No Voting Rights
2) Present, represented once
The implementation of ITSC meetings until December 2025 is as follows:
No. Date Agenda
1 April 21, 2025 1. Follow-up on Committee Directives
2. GSIT Performance Update
3. BCA Data Center Update
2 July 22, 2025 1. Follow-up on Committee Directives
2. Fraud Mitigation
3. GSIT Performance Update
4. Strategic Project Update
3 November 3, 2025 1. Strategic Project Update
2. GSIT Performance Update
3. Follow-up on Committee Directives
4 December 10, 2025 1. Cyber Range Exercise 2025
2. GSIT Performance Update
3. Tabletop Exercise 2025
6. Accountability Reporting • Evaluating and overseeing:
The ITSC accountability/work realization report can a) Implementation of strategic IT projects
be submitted through the minutes of ITSC meetings aligned with BCA's strategic corporate
under the following conditions: objectives and business direction.
• The presence of ITSC members at the meeting b) Implementation of compliance with regulatory
must meet the meeting's quorum. regulations.
• The results of ITSC meetings must be recorded c) Implementation of Cyber Range Exercise 2025
in the minutes and properly documented. d) Implementation of Tabletop Exercise 2025
• The minutes are prepared by the ITSC Secretary • Conducting reviews and monitoring:
and signed by the ITSC Chairman. a) IT Budget Realization and Projections for 2025.
b) Report on IT service availability in 2025.
7. Realization of the 2025 Work Program c) Update on cyberattacks and mitigation efforts
As of December 31, 2025, the ITSC has realized the in 2025.
following work programs:
• Evaluating and overseeing IT initiatives 8. ITSC Work Plan for 2026
implemented to support the delivery of strategic ITSC has established the following work plan for
IT projects, as follows: 2026:
a) Updates on the progress of the new data a. Review the IT strategic plan to ensure it is aligned
center, to support BCA's long-term IT with BCA’s business strategic plan.
infrastructure needs, including the migration b. Review the effectiveness of strategic measures
strategy to the new data center, as well as to minimize risks to BCA’s investments in the IT
new aspects that positively impact the sector.
availability of BCA services. c. Review the feasibility of investments in the IT
b) Progress on strategic projects such sector that can contribute to the achievement
as myBCA Bisnis, Generative AI, Fraud of BCA’s business objectives.
Mitigation, Private Cloud and others. d. Continuously review IT security systems to ensure
they are always updated with the latest security
standards in order to maintain their reliability.
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G o o d C o r p o r a t e G o v e r n a n c e
VII.Personnel Case Advisory Committee
The Personnel Case Advisory Committee (PCAC) is formed by and reports to the Board of Directors based on the
Board of Directors' Decision No. 145/SK/DIR/2021 dated July 28, 2021, concerning the Charter of the Personnel Case
Advisory Committee (PCAC). The PCAC was established with the mission to provides independent recommendations
to the Board of Directors regarding the resolution of cases adhering to the principles of justice and equality by
reviewing cases of violations and/or crimes committed by employees.
PCAC Guidelines
In supporting the implementation of its duties and responsibilities, the PCAC is guided by the Board of Directors
Decision No. 145/SK/DIR/2021, dated July 28, 2021, concerning the Charter of the Personnel Case Advisory
Committee.
1. Structure, Membership of PCAC, and Voting Rights Status
The PCAC Charter governs the structure, membership, and status of the PCAC voting rights, which are as follows:
Position in the
Served by Voting Rights Status
Committee
Chairman (concurrently Head of Human Capital Management Division Reserve Voting Rights
Permanent Member)
Permanent Members • Head of Internal Audit Division
• Head of Legal Group
• Head of Operation Strategy & Development Division
Non-Permanent Members Head of Branch Network Management
Secretary Head of Branch Office & Regional Office Audit Subdivision No Voting Rights
2. Main Functions, Authorities, Duties, and • Imposition of sanctions.
Responsibilities of PCAC • Improving operational systems and procedures.
Main Functions of PCAC • Legal processing of cases.
The PCAC has several main functions, as follows:
• Reviewing cases of violations and/or crimes If a committee member is unable to attend, their
committed by employees requiring a decision from presence can be represented by a proxy officer (one
the Board of Directors for follow-up resolution. level below the member) designated by the member
• Providing advice to the Board of Directors in through a Letter of Appointment.
determining follow-up actions for the resolution
of these violations and/or crimes, including 3. PCAC meetings
imposing sanctions, improving operational systems Several provisions regarding the implementation of
and procedures, and processing cases legally, if PCAC meetings are as follows:
necessary. • PCAC meetings are held as necessary.
• Periodically reviewing the resolution of violations • Voting rights are owned by members.
and/or crimes decided by the Head of Main Branch • A PCAC meeting is considered valid if it is attended
Office, Head of Regional Office, and Head of by at least 2/3 of the Permanent Members.
Division/equivalent officers at the head office.
• Providing advice and direction (if necessary) to 4. Decision Making
branch offices, regions, and divisions/work units at Several provisions related to the decisions and
the head office in handling violations and/or crimes. decision-making process of the PCAC meetings are
as follows:
PCAC Authorities • Decision-making regarding the use of PCAC
The PCAC has the authority to provide proposals/ authority is only taken through valid PCAC meeting
recommendations to the Board of Directors regarding decisions.
the resolution of violations and/or crimes committed • PCAC meeting decisions can be in the form of:
by employees. » One recommendation to the Board of Directors that
is mutually agreed upon by all members; or
» More than one recommendation (if no mutual
PCAC Duties and Responsibilities agreement is reached).
The main duties of PCAC members with voting rights
are to provide input in the form of information, analysis, 5. Frequency of PCAC Meetings Throughout
and considerations at the meeting to create PCAC 2025
proposals/recommendations regarding: As of December 31, 2025, the PCAC has held 15
meetings with details of the dates and attendance of
its members as follows:
358 Annual Report 2025 | PT Bank Central Asia Tbk
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Position Total Meetings Attendance Percentage
Head of Human Capital Management Division 15 15 100%
Head of Internal Audit Division 1) 15 15 100%
Head of Legal Group 1)
15 13 87%
Head of Operation Strategy & Development Division 1) 15 10 67%
Head of Branch Network Management 2) 15 13 87%
Description:
1) Permanent Member.
2) Non-Permanent Member.
The implementation of PCAC meetings throughout 2025 is as follows:
No. Date Agenda
1. January 14, 2025 Providing recommendations/proposals to the Board of Directors regarding the
imposition of sanctions on employees for several cases of violations where the
2. January 20, 2025
imposition of sanctions requires a decision from the Board of Directors (Board of
3. February 17, 2025 Directors' authority).
4. March 19, 2025
5. April 14, 2025
6. April 28, 2025
7. May 21, 2025
8. June 18, 2025
9. July 14, 2025
10. July 29, 2025
11. September 1, 2025
12. September 15, 2025
13. October 13, 2025
14. November 12, 2025
15. December 3, 2025
6. Accountability Reporting
The accountability report on the realization of PCAC's work can be submitted through:
• Minutes of PCAC routine meetings.
• Minutes of special PCAC meetings held to discuss certain matters.
7. Realization of 2025 Work Program
The PCAC has realized its work program, which includes providing input in the form of information, analysis, and
considerations to create recommendations to the Board of Directors on several cases of violations committed
by employees requiring a decision from the Board of Directors for follow-up resolution, such as the imposition of
sanctions and/or the improvement of operational systems and procedures and/or legal processing of the case.
8. PCAC Work Plan for 2026
The PCAC will carry out its duties and responsibilities to provide input in the form of information, analysis, and
considerations at meetings to create proposals/recommendations related to personnel cases occurring in 2026.
Corporate Secretary
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G o o d C o r p o r a t e G o v e r n a n c e
CORPORATE SECRETARY
BCA Corporate Secretary has, among others, the following duties and responsibilities:
1. Maintaining positive image and protecting BCA’s interests;
2. Ensuring the implementation of Good Corporate Governance principles;
3. Building strong relations with all stakeholders;
4. Supporting BCA’s management in carrying out its business activities;
5. Performing corporate secretarial duties; and
6. Ensuring BCA’s compliance with all applicable regulations.
Structure and Position of Corporate Secretary
January 1 – May 31, 2025
During the period of January 1, 2025 – May 31, 2025, the functions and roles of BCA Corporate Secretary were carried
out by the Executive Vice President (EVP) overseeing the Economic and Industry Research Group, Environment
Sustainability Governance (ESG) Group, Investor Relations (IVR) Group, Accounting (ACT) Group, and Tax (TAX) Group
based on Board of Directors Decision No. 149/SK/DIR/2022 dated September 27, 2022. Corporate Secretary reported
directly to Director of Planning and Finance.
Figure 1: Position of Corporate Secretary within the Organization Structure
GMS
BOARD OF DIRECTORS
CFO OFFICE
DIRECTOR OF FINANCE &
OTHER DIRECTORS
CORPORATE PLANNING
EXECUTIVE VICE PRESIDENT
(CORPORATE SECRETARY)
CORPORATE BANKING AND ENVIRONMENT
OTHER HEAD INVESTOR
REGIONAL STRATEGY & INDUSTRY SUSTAINABILITY ACCOUNTING
OFFICE WORK RELATIONS TAX GROUP
OFFICE PLANNING ECONOMIC GOVERNANCE GROUP
UNITS GROUP
DIVISION RESEARCH GROUP
June 1 - December 31, 2025
As of June 1, 2025, the organization structure change occurred where the functions and roles of BCA Corporate
Secretary are carried out by Head of Corporate Secretary – Investor Relations & ESG Division. The division oversees
the Investor Relations Group and the Environmental, Social & Governance Subdivision, based on Board of Directors
Decision No. 092/SK/DIR/2025 dated May 15, 2025. Corporate Secretary reports directly to Director of Planning and
Finance.
360 Annual Report 2025 | PT Bank Central Asia Tbk
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Figure 2: Position of the Corporate Secretary within the Organization Structure
Figure 1: Position of CVG Division in BCA’s organization structure
GENERAL MEETING OF SHAREHOLDERS
BOARD OF DIRECTORS
CFO OFFICE
FINANCE & CORPORATE
OTHER DIRECTORS
PLANNING DIRECTOR
CORPORATE
CORPORATE ECONOMIC SECRETARY
REGIONAL OFFICE TAX &
OTHER UNITS STRATEGY & & INDUSTRY – INVESTOR
MANAGEMENT ACCOUNTING
PLANNING RESEARCH RELATIONS & ESG
DIVISION
Legal Basis and Corporate Secretary Profile
January 1 – May 31, 2025
Raymon Yonarto served as the BCA Corporate Secretary from September 1, 2019, to May 31, 2025, based on Decision
No. 2271/SK/HCM-KP/A/2019 dated September 1, 2019. This appointment was reported to the OJK through Letter No.
489/DIR/2019 dated September 3, 2019, in compliance with OJK Regulation No. 35/POJK.04/2014. Public information
disclosure was conducted via OJK e-reporting, the IDX, and the BCA website on the same date.
June 1 - December 31, 2025
I Ketut Alam Wangsawijaya has served as the BCA Corporate Secretary since June 1, 2025. This appointment was
reported to the OJK through Letter No. 0700/DIR/2025 dated May 28, 2025, in compliance with OJK Regulation No.
35/POJK.04/2014. Public information disclosure was conducted via OJK e-reporting, the IDX, and the BCA website
on the same date.
The profile, position, legal basis of appointment, work experience, and educational background of BCA Corporate
Secretary are available in the Company Profile section on page 61 of this Annual Report.
Competency Development and Training Programs
In support for carrying out his duties, BCA Corporate Secretary participated in several competency development and
training programs, both online and offline, throughout 2025, including the following:
Raymon Yonarto
No Training Program/Workshop Organizer Date Location
1 Asia Forum 2025 Jefferies March 18-19 Hong Kong, Hong Kong
2 Mergers and Acquisitions The University of Chicago Booth March 31-04 April Chicago, US
I Ketut Alam Wangsawijaya
1 BofA ASEAN Financials Forum 2025 BofA Securities June 24 Virtual
2 Citi's 2025 ASEAN C-Suite Corporate Citigroup Securities August 27-28 Singapore, Singapore
Day
3 J.P. Morgan Indonesia Forum J.P. Morgan September 3 Jakarta, Indonesia
4 The 3rd OJK International Research OJK October 6-7 Yogyakarta, Indonesia
Forum (IRF) 2025
5 CGSI 4th Regional Financials Virtual CGSI December 2-3 Virtual
Conference 2025
6 Strategic Thinking for Leader BTS (Bisnis Transformasi Solusi December 8-9 Bogor, Indonesia
Indonesia)
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G o o d C o r p o r a t e G o v e r n a n c e
Corporate Secretary Functions d. Administrating and supporting documentation of the
BCA Corporate Secretary functions refer to Article 5 Board of Directors and/or Board of Commissioners
of OJK Regulation No. 35/POJK.04/2014 regarding meetings; and
Corporate Secretaries of Issuers or Public Companies, e. Arranging orientation programs regarding BCA for
BCA’s Governance Guidelines, and BCA’s Board of new members of the Board of Directors and/or
Directors Decision No. 092/SK/DIR/2025 dated May 15, Board of Commissioners.
2025, the function include: 4. Serving as a primary communication liaison officer
1. Monitoring capital market developments, particularly between BCA and internal or external parties, such as
prevailing laws and regulations in the capital market BCA shareholders, the OJK, and other stakeholders;
sector; 5. Administrating and maintaining a special list of share
2. Providing advice to the Board of Directors and Board ownership for members of the Board of Directors and
of Commissioners to comply with capital market laws Board of Commissioners;
and regulations; 6. Providing the Register of Shareholders (DPS) monthly
3. Assisting the Board of Directors and Board of and the DPS per recording date for BCA’s corporate
Commissioners in implementing corporate governance, actions;
including: 7. Organizing and managing BCA GMS and other
a. Public information disclosure, including information corporate actions conducted by BCA;
availability on BCA website; 8. Building and maintaining BCA corporate image while
b. Timely submission of reports to OJK; overseeing investor relations, corporate secretarial &
c. Organization and documentation of GMS; integrated GCG, and sustainable finance.
Implementation of Corporate Secretary Duties in 2025
Throughout 2025, Corporate Secretary has implemented their duties and responsibilities, including the following:
No. Subject Descriptions
1. Implementation a. Coordinating the distribution of the final dividend for the 2024 financial year and the interim
of capital market dividend for the 2025 financial year.
provisions, stock b. Coordinating the preparation of the Annual Report and Sustainability Report.
exchanges, and c. Coordinating Blackout Period for the Board of Commissioners and Directors.
other provisions d. Coordinating a Live Public Expose on September 11, 2025.
e. Coordinating the 2025 Analyst Meeting, including:
• January 23, 2025 (position for Quarter IV - 2024).
• April 23, 2025 (position for Quarter I - 2025).
• July 30, 2025 (position for Semester I - 2025).
• October 20, 2025 (position for Quarter III - 2025).
f. Conducting a Self-Assessment of Corporate Governance Implementation in Semester I and
Semester II of 2025.
g. Conducting a Self-Assessment of Integrated Governance Implementation in Semester I and
Semester II of 2025.
2. Monitoring the a. Dissemination of APOLO Incidental Banking Reports.
dissemination or b. Dissemination of OJK Regulation No. 9 of 2025 concerning the Dematerialization of Equity
development of the Securities and Management of Unclaimed Assets in the Capital Market.
latest provisions, c. Dissemination of Reporting on the Implementation of OJK Regulation No. 4 of 2024 and OJK
particularly those Circular Letter No. 10/SEOJK.04/2025 concerning Reports on Ownership or Changes in
applicable to capital Share Ownership of Public Companies and Reports on Activities of Pledged Shares of Public
market regulations. Companies.
d. Dissemination of Incidental Reports for BU, BUS, UUS Confirmation.
e. Dissemination of OJK Regulation No. 45 of 2024 concerning the Development and Strengthening
of Issuers and Public Companies.
f. Dissemination of the Draft OJK Regulation on Commercial Bank Reporting through the OJK
Reporting System.
g. Dissemination of OJK Regulation on Transparency and Publication of Bank Reports.
h. Dissemination of OJK Circular Letter No. 14/SEOJK.03/2025 concerning the Implementation of
Governance for Commercial Banks.
i. Dissemination of OJK Regulation No. 30 of 2024 concerning Financial Conglomerate Holding
Companies
3. Providing input/ a. Providing input and reviewing BCA's affiliated transactions.
opinions to ensure b. Ensuring the implementation of meetings and training sessions for Members of the Board of
compliance with Commissioners and Directors.
laws and regulations c. Providing input and coordinating the Sustainable Finance Action Plan (RAKB).
in the capital market d. Following up on the fulfillment of the ASEAN Corporate Governance Scorecard (ACGS) criteria.
sector. e. Reviewing and coordinating with relevant work units in the preparation of several policies,
including the Board of Commissioners’ Committee charters, the Board of Directors’ Committee
charters, the website information management policy, the affiliated transaction policy, and the
Policy on the Adjustment of Procedures for Submitting Customer-Based Deposit Insurance Data
Reports.
362 Annual Report 2025 | PT Bank Central Asia Tbk
Page 365
No. Subject Descriptions
4. Enhancing the a. Organizing the mapping of integrated corporate governance within the BCA financial
implementation conglomeration on a semi-annual basis in 2025.
of corporate b. Conducting focus group discussions with Subsidiaries every quarter to discuss ESG-related
governance based implementation, including cyber security and data privacy, review of GCG reporting and
on prevailing laws ESG regulatory updates in Indonesia related to financial service institutions, and tax dispute
and regulations. resolution.
5. Information a. Reviewing and enhancing the Governance, Investor Relations, and Sustainability sections of the
Disclosure to the BCA website periodically (by considering the Personal Data Protection Law).
Public, Including b. Providing information disclosure reports/investor news to both investors and the public. These
Information reports are accessible on the BCA website:
Availability on the https://www.bca.co.id/en/tentang-bca/hubungan-investor/berita-investor.
Website of the c. Providing BCA reports on the BCA website, including:
Issuer or Public 1) Annual Reports
Company (https://www.bca.co.id/en/tentang-bca/hubungan-investor/laporan-presentasi/laporan-tahunan);
2) Monthly, Quarterly, and Annual Financial Reports
(https://www.bca.co.id/en/tentang-bca/hubungan-investor/laporan-presentasi/laporan-keuangan);
3) Corporate Governance Reports
(https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/laporan-acgs);
4) Integrated Corporate Governance Reports
(https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/laporan-acgs);
5) Sustainability and/or Corporate Social Responsibility Reports
(https://www.bca.co.id/en/tentang-bca/keberlanjutan/laporan-keberlanjutan).
d. Disclosing the Recovery Plan, accessible on the BCA website:
(https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
e. Managing the implementation of capital injections into subsidiaries, as disclosed on the BCA
website: https://www.bca.co.id/en/tentang-bca/hubungan-investor/berita-investor.
f. Providing Reports on Share Ownership Transactions by the Board of Commissioners and
Directors through the Indonesia Stock Exchange website.
6. Timely submission of a. Submitting the Audited Financial Statements.
reports to the OJK. b. Submitting reports or correspondence related to the implementation of corporate governance
and compliance with capital market regulations to the OJK and the Indonesia Stock Exchange,
including but not limited to affiliated transaction reports, monthly registration reports of
securities holders, and share ownership reports of the Board of Commissioners and Board of
Directors, as detailed in the Access to Information section of this Annual Report.
c. Submitting the Annual Good Corporate Governance Implementation Report to the OJK.
d. Submitting reports or correspondence related to the implementation of integrated corporate
governance to the OJK and the Indonesia Stock Exchange, as detailed in the Access to
Information section of this Annual Report.
e. Submitting other reports related to capital market and stock exchange regulations.
7. Implementation and a. Organizing the Annual GMS for 2024 Financial Year on March 12, 2025.
Documentation of b. Properly documenting Annual GMS data, consisting of the announcement, notice of meeting,
the General Meeting and resolutions of the Annual GMS, through the following channels:
of Shareholders 1) The BCA website, accessible at:
(GMS) https://www.bca.co.id/en/tentang-bca/tata-kelola/aksi-korporasi.
2) Softcopy and hardcopy data managed and recorded by the Corporate Secretary &
Integrated GCG Bureau - Environment Sustainability Governance (ESG) Group.
8. Implementation Drafting the minutes and administering the records of the Board of Directors and/or the Board of
and Documentation Commissioners meetings.
of the Board of
Directors and/
or the Board of
Commissioners
Meetings
9. Provision of a. Conducting dissemination related to GCG principles.
Communication b. Conducting dissemination and education related to ESG through internal communication
Channels and channels, including sharing sessions with branches, plasma TV displays, internal portals, and
Internal Events during meetings or discussions with work units
10. Managing BCA’s a. Updating information within the Corporate Governance, Investor Relations, and ESG sections.
Communication b. Managing and updating information on BCA website in accordance with prevailing regulations.
Materials c. Coordinating with the Public Relations team to prepare press release materials concerning
BCA’s performance and developments. The 2025 press release reports are detailed on the BCA
website and within the Access to Information and Corporate Data section of this Annual Report.
d. Conducting roadshows, seminars, and meetings with international investors.
Annual Report 2025 | PT Bank Central Asia Tbk 363
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G o o d C o r p o r a t e G o v e r n a n c e
Information Disclosure Report 2. Investor Relations Activities
Throughout 2025, Corporate Secretary has disclosed Investor Relations performs a communication function
various information regarding BCA to the public in both with investors, potential investors, analysts, the
Indonesian and English through media, BCA website, and financial community, and capital markets to ensure
IDX website. Corporate Secretary has also submitted they receive a precise and accurate view of BCA’s
periodic and incidental reports to OJK Capital Market and/ performance, business prospects, and relevant
or OJK Bank Supervision, IDX, and via IDXnet and SPEOJK information required for decision-making.
e-reporting portals. These information disclosure reports
are available in the Access to Information and Corporate BCA organizes quarterly analyst meetings and an
Data section on page 399 of this Annual Report. annual public expose to present the Company’s
performance results for the year. BCA actively attends
INVESTOR RELATIONS FUNCTION both virtual and offline conferences, as well as non-
deal roadshows—activities organized by securities
1. Main Duties of Investor Relations firms connecting BCA with domestic and foreign
Investor Relations’ role is to represent and/or investors or potential investors. BCA also continuously
accompany the Board of Directors in engagement maintains relationships with various types of investors
with the investors and capital market communities, and potential investors, both retail and institutional.
main duties include among others:
• Preparing and implementing communication In 2025, meetings with analysts and investors were
strategies. conducted in a hybrid format, both virtually and
• Providing updates to all stakeholders, including physically. In total, Investor Relations activities
institutional and retail investors, fund managers, increased by 0.96% YoY, reaching 417 (four hundred
and analysts, regarding financial performance seventeen) activities in 2025. To strengthen
strategies, and business achievements. relationships specifically with retail investors, Investor
• Conveying other important information regarding Relations collaborated with several asset management
corporate actions in a proportional, accurate, and and securities firms to conduct investment talk shows
timely manner, in accordance with prevailing legal and market dynamics updates, held 2 (two) times
provisions. throughout 2025.
• Maintaining relationships with the financial
community, including analysts, investors, and other BCA Investor Relations also participated in the Medan
relevant external parties. Investor Meeting & Connectivity 2025 organized by the
• Monitoring, analyzing, and conducting periodic Indonesia Stock Exchange on July 25, 2025, aiming to
research on developments in the banking and promote the Listed Company as an investment choice
financial industries, BCA share performance, and serve as an engagement activity with investors.
and equity markets to provide insights and There were 58 (fifty-eight) participants in attendance,
recommendations to the Board of Directors, Board consisting of individual and institutional (Pension Fund)
of Commissioners, business units, subsidiaries, and investors.
other divisions.
BCA Investor Relations Activity Statistics
• Participating in roadshows and conferences, as for 2025 and 2024
well as organizing analyst meetings, performance
2025 2024
presentations, company visits, and conference calls
to strengthen stakeholder relations. Analyst Meetings and Public 5 5
Exposes 1)
• Providing updated information on the website
and other communication materials for investor Investor & Analyst Calls 274 267
& Virtual and In-Person
interests, and supporting the preparation of the Meetings (domestic and
Company Annual Report. international) 2)
• Striving to achieve favorable corporate ratings Investor Visits 3) 138 141
to ensure BCA maintains its financial reputation
Total 417 413
and credibility in accessing capital markets and
wholesale financial markets. Note:
1) Presentation of financial and non-financial performance results for
• Supporting and/or collaborating with other divisions investors, analysts, and media representatives.
2) BCA meetings with local/foreign investors and analysts to provide
regarding corporate action activities. updates on BCA performance and strategy, including engagements with
retail investors.
3) Facilities provided by BCA for local/foreign investors to have in-person
meetings with BCA.
364 Annual Report 2025 | PT Bank Central Asia Tbk
Page 367
A total of 994 (nine hundred ninety-four) participants attended conferences, investor calls, and meetings, both
virtually and physically, with the composition based on country of origin as follows:
Hong Kong 13% Others 17%
United States 9%
UK 15%
Indonesia 24%
Singapore 22%
Descriptions:
Others are from: Malaysia, Australia, India, Japan, Thailand, China, Canada, Switzerland, Denmark,
United Arab Emirates, Ireland, Taiwan, France, Finland, Sweden, Netherlands, South Africa,
Belgium, Norway, and Germany.
Monthly Frequency of BCA Investor Relations Activities in 2025
53
48
41 43
39
38 35
33 32
27
20
8
Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des
The average frequency of Investor Relations activities in 2025 was 35 (thirty-five) activities per month.
Investor Relations Contact
BCA Investor Relations can be contacted via:
PT Bank Central Asia Tbk
Menara BCA Grand Indonesia, 20th Floor
Jl. M.H. Thamrin No. 1, Jakarta
Tel.: +62 21 235 88000
Email: investor_relations@bca.co.id
Annual Report 2025 | PT Bank Central Asia Tbk 365
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G o o d C o r p o r a t e G o v e r n a n c e
INTERNAL AUDIT DIVISION
The Internal Audit Division (DAI) was established to strengthen the Company’s ability to create, protect, and maintain
BCA’s value by providing independent, risk-based, and objective assurance, advice, insights, and foresight. It serves
as a strategic management partner in building BCA as a sound and leading banking institution. DAI performs its audit
function to assess the adequacy and effectiveness of BCA’s governance, risk management, and internal control
processes, guided by OJK Regulation No. 1/POJK.03/2019 concerning the Implementation of Internal Audit Functions
in Commercial Banks and the International Professional Practices Framework established by The Institute of Internal
Auditors as the professional standard for internal auditing.
In performing its role as the third line, DAI continuously coordinates and communicates with other line units/functions
to collaborate in creating and maintaining value aligned with stakeholder interests.
1. Structure and Position of the Internal Audit Division
The Internal Audit Division carries out its duties and responsibilities independently and objectively, led by a
Division Head who reports directly to the President Director and has direct communication access to the Board of
Commissioners and the Audit Committee. The Head of DAI is appointed and dismissed by the President Director
following approval from the Board of Commissioners, by considering the recommendations of the Audit Committee,
and is reported to OJK.
GENERAL MEETING OF SHAREHOLDERS
(GMS)
PRESIDENT DIRECTOR BOARD OF COMMISSIONERS
DIRECTOR OF
DEPUTY
COMPLIANCE
PRESIDENT DIRECTOR AUDIT COMMITTEE
AND HUMAN
DIRECTOR
RESOURCES
DIRECTOR
INTERNAL AUDIT
DIVISION
HEAD OFFICE QUALITY
BRANCH AND INFORMATION
AND CONTROL
REGIONAL TECHNOLOGY CREDIT REVIEW
SUBSIDIARIES ASSURANCE
OFFICE AUDIT AUDIT BUREAU
AUDIT SUB- AND AUDIT
SUBDIVISION SUBDIVISION
DIVISION* DEVELOPMENT
Notes:
Reporting Line
Communication Line
* Includes the Integrated Internal Audit function
366 Annual Report 2025 | PT Bank Central Asia Tbk
Page 369
2. Profile of the Head of Internal Audit Division
Description Working History Education
The Head of Internal Audit Division • Head of Internal Audit Division (2024– • Bachelor of Civil Engineering from
is Mr. Leo Ariston since 2024, based present) Universitas Katolik Parahyangan
on Employee Appointment Decision • Senior Vice President of Information in 1996
No. 0572/SK/HCM-KP/A/2024 dated Technology Audit Sub-division (2017–
February 01, 2024 2023)
• Senior Vice President of Branch &
Regional Office Audit Sub-division
(2016–2017)
• Vice President of Branch & Regional
Office Audit Sub-division (2011–2016)
Development table of the Head of Internal Audit Division
No. Development Program Organizing Institution Date
1 Risk & Governance Summit 2025 Financial Services Authority August 19, 2025
2 Indonesia Knowledge Forum XIV 2025 Bank Central Asia October 28-29, 2025
3 The State of Artificial Intelligence ISACA December 9, 2025
3. Internal Audit Charter DAI holds the authority to:
In performing its functions, DAI is guided by the Internal a. The Head of DAI is granted freedom in determining
Audit Charter, which serves as the reference framework the audit methodology performed in accordance
for duty execution. It outlines the mission, organizational with the profession and internal audit standards.
position, independency, objectivity, authority, and b. Access all data, personnel, property, and resources
scope of work. The Internal Audit Charter was most of the Company and Subsidiaries related to the
recently updated based on the Board of Directors performance of its duties and responsibilities.
Decision No. 0192/SK/DIR/2024 dated November c. Communicate directly with the Board of Directors,
19, 2024. It received approval from the President Board of Commissioners, and the Audit Committee.
Director and the Board of Commissioners, considering d. The Head of DAI may hold periodic and incidental
the recommendations of the Audit Committee. The meetings with the Board of Directors, Board of
Charter’s preparation is guided by OJK Regulation Commissioners, and the Audit Committee.
No. 1/POJK.03/2019 concerning the Implementation e. Collaborate and coordinate with the Internal
of Internal Audit Functions in Commercial Banks and Audit Functions of Subsidiaries and, if necessary,
the International Professional Practices Framework communicate with the Board of Commissioners of
established by The Institute of Internal Auditors. Subsidiaries within the framework of implementing
the integrated internal audit function.
4. Independency & Objectivity f. Coordinate activities with external auditors.
DAI maintains an independent position relative to g. Attend strategic BCA meetings without voting rights.
operational business units or risk-taking units. DAI holds
no authority or responsibility for performing operational 5. Audit Performance Standards
activities within BCA or its Subsidiaries. and Quality Control
Performance standards for the audit function by DAI
Every internal auditor must declare that he has no are guided by professional internal audit standards,
familial/ financial/other interests in the audit object including:
and/or the party being audited (auditee) that could • OJK Regulation No. 1/POJK.03/2019 concerning
affect the objectivity of the audit. During 2024, DAI the Implementation of Internal Audit Functions in
carried out audit activities independently where there Commercial Banks.
are no conflicts of interest, restrictions on scope and • OJK Regulation No. 11/POJK.03/2022 concerning
access to data, personnel, or property, or resource the Implementation of Information Technology by
constraints that could affect the independence and Commercial Banks.
objectivity of audit implementation. • OJK Regulation No. 18/POJK.03/2014 concerning
the Implementation of Integrated Governance for
The President Director and Board of Commissioners Financial Conglomerates.
approved DAI’s annual audit plan and budget allocation • International Professional Practices Framework
by considering the recommendations of the Audit established by The Institute of Internal Auditors.
Committee. • Information Technology Audit Framework (ITAF)
established by the Information System Audit and
Control Association (ISACA) as a reference for best
practices.
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G o o d C o r p o r a t e G o v e r n a n c e
The methodology used in the audit function is risk- 7. Internal Audit Duties and Responsibilities
based audit, covering the planning, execution, In performing its functions, Internal Audit duties and
reporting, and follow-up monitoring processes. In responsibilities include:
line with technological developments, DAI continues 1. Assisting the President Director and the Board of
to develop the use of data, tools, and technology to Commissioners in decision-making and supervision
improve audit effectiveness and efficiency, increase by operationally detailing the planning, execution,
added value, provide early warning systems for and monitoring of audit results.
management, and detect fraud indicators. This includes 2. Assessing the adequacy and effectiveness of the
the implementation of Continuous Auditing, Robotic Company’s governance, risk management, and
Process Automation, Predictive Analytic Tools, and internal control processes
Machine Learning. 3. Evaluating the effectiveness of resource and
budget utilization.
In supporting audit activities, DAI utilizes an Audit 4. Providing improvement recommendations and
Management System integrated from audit planning objective information regarding activities examined
and execution to the monitoring of follow-up at all management levels.
improvements, which can be tracked through a 5. Serving as an advisor for internal parties in need
dashboard. of assistance, particularly regarding its scope of
duties.
DAI has a Quality Control and Audit Development unit 6. Coordinating with business units performing other
responsible for ensuring compliance with established control functions.
standards and code of ethics. External reviews, as part 7. Performing integrated internal audit functions.
of independent quality control, are conducted every 3
(three) years. The last review took place in 2023 for the The Integrated Internal Audit function is implemented
audit period of July 1, 2020 – June 30, 2023, resulting in by DAI guided by OJK Regulation No. 18/POJK.03/2014
a “generally conform” conclusion, which BCA reported concerning the Implementation of Integrated
to OJK in August 2023. Governance for Financial Conglomerates. The
implementation of integrated internal audit generally
6. Ethics and Professionalism covers:
In carrying out their duties and responsibilities, internal • Monitoring the implementation of internal audit unit
auditors are required to comply with the auditor code functions at Subsidiaries and providing value-added
of ethics and professionalism as a fundamental guide recommendations.
for mindset, attitude, and behavior. The auditor code • Examination/audit of Subsidiaries.
of ethics and professionalism refers to the International • Supporting the development of internal audit
Professional Practices Framework (IPPF) from The functions within Subsidiaries.
Institute of Internal Auditors (IIA), consisting of:
1. Demonstrating Integrity DAI has submitted integrated internal audit reports to
Internal auditors demonstrate integrity in their work the Board of Commissioners, Audit Committee, and
and behavior. the Board of Directors every semester, and DAI attends
2. Maintaining Objectivity every Integrated Corporate Governance Committee
Internal auditors maintain an impartial and unbiased meeting.
attitude when performing internal audit services
and making decisions. 8. Auditor Composition and
3. Demonstrating Competence Competency Development
Internal auditors apply knowledge, skills, and In performing its functions, Internal Audit is supported
abilities to fulfill their roles and responsibilities by competent human resources with adequate
effectively. qualifications.
4. Applying Professional Care
Internal auditors apply professional care in planning The following is the composition of BCA’s internal
and performing internal audit services. auditors as of December 31, 2025:
5. Maintaining Confidentiality
Internal auditors use and protect information
Position Total Auditors
appropriately.
Executive Vice President 1
In maintaining stakeholder trust, all internal auditors Senior Vice President 4
must sign a statement of compliance with auditor ethics Vice President 16
and professionalism annually. Assistant Vice President 36
Audit Officer 34
Associate Audit Officer 50
Assistant Audit Officer 75
Total 216
368 Annual Report 2025 | PT Bank Central Asia Tbk
Page 371
BCA internal auditors have participated in various 1. Treasury activities
professional certification programs, with the total 2. Complaint handling processes and EDC operations.
number of certifications held as of December 31, 2025, 3. Reliability of applications supporting bank
as follows: operations, such as Mobile Banking & Credit Card
applications.
Sertifikasi Jumlah1) 4. Information Security, Cyber Resilience, and Personal
Data Protection.
CIA (Certified Internal Auditor) 2
5. Credit quality reviews and credit recovery.
CISA (Certified Information Security Auditor) 6
6. Implementation of Risk Management.
CBIA level Auditor 53 7. Increasing audit coverage through continuous
CBIA level Supervisor 53 auditing and data analytics.
IT Auditor 15 8. Enhancing the integrated internal audit function.
SMR Level 4 15
SMR Level 5 38
Throughout 2025, DAI held meetings with the President
Director 8 (eight) times, with the Audit Committee 8
SMR Level 6 2
(eight), and with the Board of Commissioners 2 (two)
CFE (Certified Fraud Examiner) 3
times.
ERMCP (Enterprise Risk Management 5
Certified Professional)
10. Internal Audit Division Advisory
ERMAP (Enterprise Risk Management 1
Associate Professional)
Activities in 2025
Throughout 2025, DAI performed advisory activities
CGI (Certificate in General Insurance) 4
related to governance processes, risk management,
CLI (Certificate in Life Insurance) 1
and internal control. These activities covered various
CA (Chartered Accountant) 1 aspects such as conducting independent reviews, post-
Computer Hacking Forensic Investigator 2 implementation reviews, and facilitating discussions
(CHFI)
regarding risks and controls.
Offensive Security Certified Professional 1
(OSCP)
In advisory activities, the audit function provides advice
COBIT 2019 Fondation Certificate 2
without providing assurance or assuming management
Cybersecurity Audit 1 responsibilities to maintain objectivity.
1) 1 auditor may hold more than 1 certification.
11. Audit Activity Focus for 2026
DAI conducts periodic skill assessments to identify and The audit focus for 2026, based on risk assessment
map the competencies required by auditors. The results results, primarily relates to credit, operational, market,
serve as a basis for continuous auditor competency and liquidity risks, including:
development, including meeting the needs for 1. Reliability of applications supporting bank
specialist auditors. Competency development is operations, such as the Deposit & Loan System
carried out consistently through both internal and and Application Programming Interface (API).
external training. Internal auditors are also provided 2. Third Party Management, assessing the
opportunities to attend seminars to broaden their effectiveness of risk management over third parties.
insights into business developments, information 3. Information System examinations, including:
technology, and audit techniques. Enterprise Security as well as Identity & Access
Management.
DAI also enrolls internal auditors in various audit-related 4. Treasury activities in Money Market and Foreign
professional associations, including The Institute of Exchange transactions.
Internal Auditors (IIA), Information Systems Audit and 5. Conducted reviews of credit quality along with its
Control Association (ISACA), Ikatan Auditor Internal allowance for impairment losses.
Bank (IAIB), Ikatan Akuntan Indonesia (IAI), and the 6. Monitoring financial conglomeration activities.
Association of Certified Fraud Examiners (ACFE). 7. Implementation of Anti-Money Laundering,
Prevention of Terrorism Financing, and Prevention
9. Implementation of Internal Audit of Proliferation Financing of Weapons of Mass
Division Duties in 2025 Destruction Programs.
In 2025, DAI conducted audits of Branch Offices, 8. Expanded audit coverage through continuous
Regional Offices, Head Office Divisions/Units, auditing.
and Subsidiaries, as well as business processes in
accordance with the Annual Audit Plan. This plan
was established based on periodic risk assessments
considering the latest risk factors. The focus of the
2025 audit implementation included:
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G o o d C o r p o r a t e G o v e r n a n c e
PUBLIC ACCOUNTANT b. Audit Committee recommendations and
(EXTERNAL AUDIT) the considerations used in providing the
recommendation for the appointment of the PA
In complying with the implementation of the external audit and/or PAF.
function as per OJK Regulation No. 9 of 2023 and OJK c. The assessment results by PA regarding compliance
Circular Letter No. 18/SEOJK.03/2023 regarding the Use with audit service usage restrictions and the
of Public Accountant Services and Public Accounting Firms applicable cooling-off period.
in Financial Services Activities, therefore:
1. BCA utilizes the services of a Public Accountant (PA) By considering the Board of Commissioners’ proposal,
and/or a Public Accounting Firm (PAF) to audit annual the Audit Committee’s recommendations, as well as the
historical financial information based on a cooperation prevailing laws and regulations, the Annual GMS held on
agreement with the PAF of which specifies the audit March 12, 2025, has resolved the following:
scope. I. Apponting Public Accounting Firm (KAP) Rintis, Jumadi,
2. The appointed PA and/or PAF must be actively Rianto & Rekan (a member firm of the PwC global
registered with the OJK and possess competencies network), as the Public Accounting Firm registered
suitable for the complexity of BCA’s business. with the Financial Services Authority to audit/examine
3. The use of audit services from the same PA is limited the books and records of the Company for the financial
to a maximum cumulative period of 7 (seven) years year ended December 31, 2025.
starting from the 2017 fiscal year. BCA may reappoint II. Appointing Mr.Eddy Rintis, a Public Accountant
the same PA only after a cooling-off period of 5 (five) registered with the Financial Services Authority and
consecutive reporting fiscal years. practicing through the Public Accounting Firm (KAP)
4. The appointment of the PA and/or PAF to provide audit Rintis, Jumadi, Rianto & Rekan (a member firm of the
services on annual historical financial information must PwC global network) to audit/examine the books and
be decided by the General Meeting of Shareholders records of the Company for the financial year ended
(GMS), by considering the proposal from the Board December 31, 2025.
of Commissioners. Such proposal must consider the III. Granting the power and authority to the Board of
recommendations of the Audit Committee. In the Commissioners to:
event the GMS is unable to decide on the appointment, 1. Appoint another Public Accounting Firm, if KAP
the GMS may delegate said authority to the Board Rintis, Jumadi, Rianto & Rekan (a member firm of the
of Commissioners, accompanied by an explanation PwC global network), for any reason whatsoever, is
regarding the reasons for the delegation of authority unable to duly finish auditing/examining the books
and the criteria or limitations of the PA/PAF that may and records of the Company for the financial year
be appointed. ended 31 December 2025;
5. In preparing recommendations, the Audit Committee 2. Appoint another Public Accountant registered with
considers: the Financial Services Authority if Mr. Eddy Rintis,
a. Independency of the PA, PAF, and PAF insiders; for any reason whatsoever is unable to duly finish
b. Audit scope; auditing/examining the books and records of the
c. Audit fees; Company for the financial year ended 31 December
d. Expertise and experience of the PA, PAF, and the 2025; and
PAF audit team; 3. take any other actions deemed necessary in relation
e. Audit methodology, techniques, and tools used by to the appointment and/or replacement of the
the PAF; Public Accounting Firm and/or Public Accountant
f. Benefits of a fresh perspective obtained through registered with the Financial Services Authority,
the rotation of the PA, PAF, and the PAF audit team; including but not limited to determine the amount
g. Potential risks of using audit services from the same of fee and other requirements in relation to the
PAF consecutively for a significantly long period; appoinment.
and
h. Results of the evaluation of the performance of PA Name
annual historical financial information audit services Eddy Rintis
provided by the PA and PAF in the previous period.
6. BCA reports the appointment of the PA and/or PAF PAF Name
for the audit of annual historical financial information KAP Rintis, Jumadi, Rianto & Rekan
using the form provided in the appendix of OJK Circular Member firm of the PwC global network
Letter No. 18/SEOJK.03/2023 concerning Procedures WTC 3, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920,
for the Use of PA and PAF Services in Financial Services Indonesia
Activities, attaching the following: Tel. (62-21) 5099 2901, 3119 2901
a. Appointment documents for the PA and/or PAF, Fax. (62-21) 5290 5555, 5290 5050
including the Summary of GMS Minutes, and the
Work Agreement between BCA and the PAF.
370 Annual Report 2025 | PT Bank Central Asia Tbk
Page 373
Engagement Period a. Compliance of the audit implementation by the
January 01, 2025 to December 31, 2025 PA and/or PAF with applicable auditing standards;
b. Adequacy of fieldwork time;
In 2025, the appointment of AP Eddy Rintis represents c. Review on the scope of services provided and the
the 1st year of his assignment, and the Public Accounting adequacy of sampling; and
Firm (KAP) Rintis, Jumadi, Rianto & Rekan (a member firm d. Recommendations for improvement provided by
of the PwC global network) is in its 9th assignment period. the PA and/or PAF.
Throughout 2025, no former members of the Board of The Audit Committee’s evaluation report is submitted
Directors, management, or BCA employees served as by the BCA Board of Directors using the form provided
BCA’s external auditors. in the appendix of OJK Circular Letter No. 18/
SEOJK.03/2023 concerning Procedures for the Use
Regarding the appointment of KAP Rintis, Jumadi, Rianto of Public Accountant Services and Public Accounting
& Rekan (a member firm of the PwC global network), Firms in Financial Services Activities and was signed
BCA submitted a report to the OJK through the Board by the Audit Committee on February 4, 2025.
of Directors Letter No. 0985A/DIR/2025 dated July 10,
2025. This complies with the provisions regulated in OJK 2. Relations between the Bank,
Regulation No. 9 of 2023 concerning the Use of Public Public Accountant, and the
Accountant Services and Public Accounting Firms in Financial Services Authority
Financial Services Activities and OJK Circular Letter No. Throughout the audit implementation, BCA maintains
18/SEOJK.13/2023 concerning Procedures for the Use of continuous communication with the external auditors
Public Accountant Services and Public Accounting Firms regarding the audit plan, audit progress, and other
in Financial Services Activities. significant issues to support a smooth audit process.
Reports on audit results are submitted to the OJK in
Every year, BCA submits an annual publication report accordance with the applicable laws and regulations.
accompanied by a Management Letter on the audit of
the annual financial statements to the OJK no later than 3. Audit Fees for 2025
4 (four) months after the fiscal year ended. The Public Accounting Firm (KAP) Rintis, Jumadi, Rianto
& Rekan (a member firm of the PwC global network)
1. Effectiveness of External was appointed as the auditor for BCA and several
Audit Implementation of its Subsidiaries to conduct audits of the financial
The Audit Committee evaluates the performance of statements for the fiscal year ending December 31,
the annual historical financial information audit services 2025. The details of the service fees charged to each
provided by the PA and/or PAF, which at a minimum Subsidiary are provided in the table below:
includes:
No. Company Services Performed in 2025 Reward Value1)
1 PT Bank Central Asia Tbk Audit Rp9,364,066,000.00
2 PT BCA Finance Audit Rp1,200,000,000.00
3 PT BCA Sekuritas Audit Rp400,000,000.00
AUP on the Reconciliation of the Securities Sub-ledger2) Rp50,000,000.00
NAAE MKBD 2)
Rp65,000,000.00
Note:
1) Excluding VAT.
2) Included in the audit fees.
Based on IESBA (International Ethics Standards Board for Accountants) disclosure requirements.
4. Non-Audit Services Provided by the PAF and PA
In 2025, PwC Indonesia also provided non-audit services to BCA as follows:
No. Services Performed in 2025 Reward Value1)
1 Custodian AUP (Agreed-Upon Procedures) 2) Rp51,250,000.00
2 AUP VoNB Sharing for AIA (AUP for AIA, with BCA as the informed party) Rp185,000,000.00
Note:
1) Excluding VAT.
2) Included in the audit fees.
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5. Historical PAF and PA conducting Audits
Information regarding the PAF and PAconducted audits for BCA since 2017 is as follows:
Year PAF PA
2025 KAP Rintis, Jumadi, Rianto & Rekan (a member firm of the PwC global Eddy Rintis
network)
2024 M. Jusuf Wibisana
KAP Rintis, Jumadi, Rianto & Rekan (a member firm of the PwC global
2023 Lucy Luciana Suhenda
network, formerly known as KAP Tanudiredja, Wibisana, Rintis & Rekan)
2022 Jimmy Pangestu
2021 Jimmy Pangestu
2020 Jimmy Pangestu
2019 Lucy Luciana Suhenda
2018 Lucy Luciana Suhenda
2017 Lucy Luciana Suhenda
COMPLIANCE FUNCTION
In performing the compliance function as regulated in OJK Regulation No. 46/POJK.03/2017 concerning the
Implementation of the Compliance Function for Commercial Banks, BCA has established the Compliance Division
(DCP). This division operates under the Compliance Director as an independent work unit, free from the influence of
other business units. Furthermore, as the Main Entity in the BCA Financial Conglomeration and in order to implement
Integrated Governance for the Financial Conglomeration, BCA has incorporated an Integrated Compliance Function
within the DCP organizational structure.
1. DCP Organization Structure
The organization structure of DCP was established based on the Board of Directors Decision No. 247/SK/DIR/2022
dated December 28, 2022. The DCP is led by the Head of Compliance Division, whose appointment has been
reported to the OJK. The DCP reports directly to the Compliance Director. The nomination and appointment
of the Compliance Director have fulfilled all applicable requirements and were conducted through the process
stipulated by the OJK.
GENERAL MEETING OF SHAREHOLDERS
(GMS)
BOARD OF COMMISSIONERS BOARD OF DIRECTORS
OTHER DIRECTORS COMPLIANCE DIRECTOR
Compliance Other Head Office
Regional Offices
Division Work Units
2. DCP Responsibilities
The responsibilities of DCP are as follows:
• Monitoring BCA’s compliance level in fulfilling the regulations of OJK, BI, PPATK, and other regulators. This
includes ensuring the BCA’s policies, regulations, systems, procedures, and business activities align with the
regulatory requirements.
• Coordinating the implementation of Anti-Money Laundering, Prevention of Financing for Terrorism, and Prevention
of Financing for Proliferation of Weapons of Mass Destruction (AML, CFT, and CPF) programs, including the
responsibility to conduct risk assessments for Money Laundering (ML), Financing for Terrorism (TF), and the
Proliferation of Weapons of Mass Destruction (PWMD) in accordance with regulatory provisions.
• Implementing the Gratification control function within the BCA environment.
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3. Integrated Compliance Function » Compliance regarding corporate credit
In the framework of implementing Integrated disbursement.
Governance as per OJK Regulation No. 18/ » Documents related to capital injection plans.
POJK.03/2014 concerning the Implementation of • Conducting compliance testing on the
Integrated Governance for Financial Conglomerates, implementation of regulations at Branch
BCA, as the Main Entity of the BCA Financial Offices and Regional Offices, in collaboration
Conglomerate, has incorporated an integrated with Branch Internal Supervisors and Regional
compliance function within the DCP organizational Internal Supervisors.
structure. The primary task of this function is to monitor • Monitoring compliance levels with applicable
and evaluate the implementation of the compliance regulatory provisions related to prudential
function and compliance levels at each Financial banking principles, namely:
Services Institution (LJK) within the BCA Financial » Minimum Capital Adequacy Requirement
Conglomerate, including the implementation of AML, (KPPM)
CFT, and CPF programs. » Minimum Statutory Reserve (GWM)
» Macroprudential Liquidity Buffer (PLM)
In ensuring the implementation of BCA’s compliance » Net Open Position (PDN)
function, the Board of Directors and Board of » Maximum of Legal Lending Limit (BMPK)
Commissioners also exercise active oversight through » Non-Performing Loan (NPL) Net
methods such as approving policies and procedures, » Macroprudential Intermediation Ratio (RIM)
periodic reporting, requesting explanations, and » Liquidity Coverage Ratio (LCR)
holding meetings. » Net Stable Funding Ratio (NSFR)
» Macroprudential Inclusive Financing Ratio
4. Implementation of the Compliance (RPIM)
Function in 2025 • Monitoring the imposition of sanctions/fines
Throughout 2025, the DCP carried out its functions from regulators.
as follows: • Conducting compliance risk assessments and
a. Promoting a Compliance Culture: preparing quarterly Compliance Risk Profile
• Disseminating/informing the Board of Directors, Reports to manage compliance risk.
Board of Commissioners, and work units of new • Preparing Quarterly Compliance Monitoring
regulatory provisions. Reports submitted to the Board of Directors
• Providing regulatory information from OJK, BI, and Commissioners.
PPATK, and other laws and regulations on the • Coordinating with work units for risk-based Bank
BCA portal site, accessible to all work units. Soundness Level assessments.
• Involving DCP personnel in various training • Collaborating with the Environmental, Social
sessions, seminars on regulatory socialization, & Governance (ESG) Subdivision regarding
and risk management certifications, including the implementation of BCA Governance and
active participation in the Banking Compliance Integrated Governance within the BCA Financial
Director Communication Forum (FKDKP) working Conglomerate.
groups. • Utilizing Information Technology, known as
• Performing a consultative function regarding Regulatory Technology (RegTech), to increase
the implementation of prevailing regulations by efficiency and effectiveness in managing
providing advice/responses to inquiries from regulatory provisions and maintaining an up-
work units or branches. to-date regulatory database.
b. Ensuring Policies, Systems, Procedures, and c. Ensuring BCA’s compliance with commitments
Business Activities comply with regulations: made to regulators:
• Identifying compliance risk sources. • Monitoring BCA’s commitments to OJK, BI, and
• Conducting gap analyses, analyzing the impact other regulators together with the Internal Audit
of new regulations on BCA’s operations, and Division (DAI).
proposing adjustments to internal manuals, • Monitoring and following up on requests
policies, and procedures. for information/data by OJK, BI, and other
• Developing a Compliance Matrix Diary as a regulators in the context of bank supervision.
monitoring tool to maintain commitment to d. Implementing the Gratification control function:
regulatory reporting obligations. • Formulating policies and procedures for
• Reviewing and providing opinions to ensure gratification control.
compliance with the applicable regulations • Coordinating socialization activities on
regarding: gratification control regulations for all BCA
» Plans for new products and activities. employees and stakeholders.
» Drafts of internal regulations to be issued. • Receiving and administering gratification
reports from BCA employees.
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G o o d C o r p o r a t e G o v e r n a n c e
•
Submitting periodic reports on the • Coordinating with work units for risk-
implementation of gratification control to the based Consolidated Bank Soundness Level
Board of Directors, at least once a year. assessments.
• Detailed disclosure of the Anti-Corruption and • Reviewing and providing opinions to ensure
Gratification Control Policy can be found on compliance with regulatory provisions
page 385 of this Annual Report. regarding BCA’s Synergy Cooperation plans
e. Monitoring and evaluating the compliance function with Subsidiaries.
(Integrated/Subsidiaries): • Coordinating with Subsidiary Compliance PICs
• Preparing Integrated Compliance Reports to prepare the Integrated Compliance Risk
for the Board of Directors and Board of Profile every semester.
Commissioners. • Communicating with Subsidiaries within
the scope of the compliance function
implementation.
5. Compliance Indicators for 2025
The compliance indicators for 2025, reflecting BCA’s commitment and level of adherence to applicable laws and
regulations, are as follows:
Table of Compliance Indicators for 2025
BCA
No. Compliance Indicator Applicable Provisions Description
Achievement
1 Minimum Capital Adequacy Min. 14% up to <15% 29.76% Complied with the
Requirement (KPPM) applicable provisions
2 Non-Performing Loan (NPL) Net Max. 5% 0.67%
3 Maximum of Legal Lending Limit (BMPK) Max. 10% of total capital 5.46%
4 Minimum Statutory Reserve (GWM) Rupiah Min. 4,6% 5.61%
5 Macroprudential Liquidity Buffer (PLM) Min. 4% 33.54%
6 Minimum Statutory Reserve (GWM) Foreign Min. 4% 4.27%
Currency
7 Net Open Position (PDN) Max. 20% 0.08%
8 Liquidity Coverage Ratio (LCR) Min. 100% 310.8%
9 Macroprudential Intermediation Ratio (RIM) 84% - 94% 78.79% In accordance with
RIM’s description
below1)
10 RIM Current Account Min. according to the 1.00% In accordance with
provisions RIM’s description
below1)
11 Net Stable Funding Ratio (NSFR) Min. 100% 158.77% Complied with the
applicable provisions
12 Macroprudential Inclusive Financing Ratio Min. 21.75% 22.75%
(RPIM)
Note:
1) BCA's Macroprudential Intermediation Ratio (RIM) for December 2025 is lower than the lower limit of the Target RIM set by BI at 84% in PADG No. 23 of
2025 dated October 20, 2025 concerning the Macroprudential Intermediation Ratio and Macroprudential Liquidity Buffer for Conventional
Commercial Banks, Islamic Commercial Banks, and Islamic Business Units, so that BCA is required to form a RIM Current Account in Rupiah based on
the calculation between the Lower Disincentive Parameter and the difference between BCA's RIM and the Target RIM against Rupiah DPK.
Based on PADG No. 23 of 2025 dated October 20, 2025 concerning Macroprudential Intermediation Ratios and Macroprudential Liquidity Buffers for
Conventional Commercial Banks, Sharia Commercial Banks, and Sharia Business Units, the Lower Disincentive Parameter related to RIM compliance for Banks
with RIM conditions of <84%, NPL <5%, and KPMM >19% is set at 0.15.
6. Anti-Money Laundering, Counter-Terrorism Financing, and Prevention of Financing for
the Proliferation of Weapons of Mass Destruction (AML, CTF, and PFPWMD) Programs
BCA is committed to implementing Anti-Money Laundering, Counter-Terrorism Financing and Prevention of Financing
for the Proliferation of Weapons of Mass Destruction (AML, CTF, and PFPWMD) programs in accordance with OJK
Regulation No. 8 of 2023 concerning Implementation of Anti-Money Laundering Programs, Prevention of Terrorism
Financing, and Prevention of Funding for the Proliferation of Weapons of Mass Destruction in the Financial Services
Sector. Throughout 2025, the following activities were carried out in connection with the implementation of the
AML, CTF, and PFPWMD programs:
• providing periodic reports to the Board of Directors and Board of Commissioners on the implementation of the
AML, CTF, and PFPWMD.
• monitoring suspicious financial transactions with a web-based application called STIM (Suspicious Transaction
Identification Model), as well as developing and improving the application system with the latest technology
and updating parameters to detect suspicious transactions.
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• coordinating the implementation of updating e-learning, and virtual/hybrid events, as well as
customer data by setting targets and monitoring internal forums such as Regional Coordination
their achievement. Meetings and Coordination Meetings of Heads of
• screening customer and transaction data against Branch Operations and Service Operations Forum.
watchlists published by competent authorities, • developing training materials for the Implementation
such as the List of Suspected Terrorists and Terrorist of AML, CTF, and PFPWMD.
Organizations (DTTOT), List of Financing for the • reviewing and providing feedback on new
Proliferation of Weapons of Mass Destruction, The product and activity plans, as well as draft internal
Office of Foreign Assets Control (OFAC) List, United regulations to be issued, to ensure compliance with
Nations (UN) List, and European Union (EU) List, when applicable AML, CTF, and PFPWMD provisions.
opening an account and when the watchlist list • participating in activities organized by regulators,
changes. including the implementation of:
• identifying and assessing risks associated with the a. PPATK’s Financial Integrity Rating (FIR) 2025;
implementation of APU, PPT, and PFPWMD using b. The 2025 Pilot Assessment for the Performance
a risk-based approach, considering customer, Effectiveness Index of the AML-CFT Regime;
country or geographic area, product and service, c. The 2025 National Risk Assessment (NRA) for
and distribution network factors. Money Laundering, Terrorism Financing, and
• in collaboration with Branch Internal Supervisors, the Financing of Proliferation of Weapons of
conducting compliance tests on the implementation Mass Destruction;
of AML, CTF, and PFPWMD at Branch Offices. d. PPATK’s 2025 Risk-Based Mentoring Program
• reporting suspicious financial transactions, cash (Promensisko) regarding Cybercrime.
financial transactions, and financial transactions
transferring funds to and from abroad, as well RISK MANAGEMENT SYSTEM
as submitting data to the Financial Transaction
Reporting and Analysis Center (PPATK) through BCA maintains an effective risk management system
the Integrated Service User Information System and internal control system tailored to the objectives,
(SIPESAT) and the Information System for Suspected business policies, size, and complexity of BCA’s business
Terrorism Financing (SIPENDAR). activities. The Board of Commissioners and Directors of
• ongoingly increasing understanding of AML, CTF, BCA are responsible for the integrated implementation
and PFPWMD by holding training and socialization of risk management and internal control systems across
through classroom training, online training, BCA and its Subsidiaries.
In the implementation of risk management, BCA is guided by regulatory requirements and international best practices.
Risk Management Organization Structure
Risk Management
Business
Operational Risk Credit Risk Market Risk Enterprise Risk Cyber Security
Continuity & Crisis
Management Management Management Management Risk Management
Management
Risk Management System Overview
In managing risks, BCA has implemented an integrated Risk Management Framework. This framework serves as a
means for establishing strategies, organization, policies, and procedures, as well as risk management infrastructure
to ensure all risks faced by BCA are identified, measured, monitored, controlled, and reported accurately.
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G o o d C o r p o r a t e G o v e r n a n c e
Risk Management System Framework
General Meeting of Shareholders (GMS)
Board of Directors Board of Commissioners
Risk Management Director of Risk Internal Audit Integrated
Risk Oversight
Committee Management (Integrated) (Integrated) Governance
Committee
Committee
Integrated Risk
The scope of Integrated Risk Corporate-Wide
Management Committee Management implementation Risk Management
refers to regulatory provisions,
including but not limited to: • Integrated
• OJK Regulation Risk
No.17/POJK.03/2014 Management
• OJK Regulation • Integrated
No.18/POJK.03/2014 Compliance Basic Policy
• OJK Regulation • Integrated Guidelines
No.26/POJK.03/2015 Governance
• OJK Regulation • Integrated
No.18/POJK.03/2016 Capital
Monitoring
Subsidiaries
• OJK Regulation
No. 30 of 2024
• Risk
• OJK Circular Letter
Management
No.14/SEOJK/03/2015
Division
• OJK Circular Letter
• Corporate
No.34/SEOJK/03/2016
Strategy
& Planning Reports
Division
• Environmental,
Social &
Governance
Subdivision
The BCA and Integrated risk management implementation The risk types faced by BCA on both an individual and
framework illustrates a risk management process and integrated basis consist of:
framework possessing interconnections and mutual • Credit Risk
relations between the Board of Commissioners, the Board • Market Risk
of Directors, supporting committees under the Board of • Liquidity Risk
Commissioners and Directors, and between work units in • Operational Risk
BCA and its Subsidiaries. • Legal Risk
• Reputation Risk
BCA’s risk management implementation includes: • Strategic Risk
• Active Oversight by the Board of Commissioners and • Compliance Risk
Directors • Intra-group Transaction Risk
• Adequacy of Risk Management Policies and Procedures, • Insurance Risk
as well as Risk Limit Setting
• Adequacy of Risk Identification, Measurement, To mitigate risks in supporting the implementation of risk
Monitoring, and Control Processes, as well as Risk management at BCA, the management of each risk type
Management Information Systems is presented in full on page 98 of the Business Support
• Comprehensive Internal Control Systems Review section in this Annual Report.
Full details on the implementation of BCA’s risk Review/Review Results on Risk Management
management are presented on page 95 of the Business System Effectiveness
Support Review section in this Annual Report. Based on self-assessment results, BCA’s individual and
integrated risk profile ratings with Subsidiaries in 2025
Risk Types and Their Management were “low to moderate.”
Referring to OJK Regulation No. 18/POJK.03/2016 regarding
the Implementation of Risk Management for Commercial Banks, These risk profile ratings resulted from the assessment
BCA manages 8 (eight) types of risk. In accordance with OJK of 10 (ten) risk types with the following risk level ratings:
Regulation No. 17/POJK.03/2014 regarding the Implementation • Risks possessing a “low” risk level rating are Market Risk,
of Integrated Risk Management for Financial Conglomerates, Liquidity Risk, Legal Risk, and Intra-Group Transaction
there are 2 (two) additional risk types managed by BCA as Risk.
the Main Entity of the BCA Financial Conglomerate (KK BCA),
namely:
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• Risks possessing a “low to moderate” risk level rating are INTERNAL CONTROL SYSTEM
Credit Risk, Operational Risk, Reputation Risk, Strategic
Risk, Compliance Risk, and Insurance Risk. The internal control system is a monitoring mechanism
established by BCA management on an ongoing basis, tailored
This “low to moderate” risk profile rating was achieved to the objectives, size, and complexity of BCA’s business
as BCA and its Subsidiaries have implemented risk activities. The implementation of BCA’s internal control
management processes effectively and efficiently across system is guided by OJK Circular Letter No.35/SEOJK.03/2017
all activities. dated July 7, 2017, concerning the Standard Guidelines for
• BCA and integrated inherent risk trends remain stable Internal Control Systems for Commercial Banks.
due to the projected absence of significant inherent
risk changes. The macroeconomic conditions in the The objectives of implementing an effective internal
upcoming period are expected to avoid adverse control system are to ensure:
impacts on BCA. This is further supported by the 1. Compliance with laws and regulations as well as
synergy and coordination of Government and Bank applicable internal policies/regulations.
Indonesia policies to encourage higher economic 2. Availability of complete, accurate, useful, and timely
growth aligned with national economic capacity. In financial and management information required for
line with these conditions, KK BCA continues its efforts sound and accountable decision-making.
to maximize business performance and achievement 3. Efficiency and effectiveness of BCA’s business
while managing risks across all business activities based activities.
on prudential principles. 4. Effectiveness of the risk culture across the entire BCA
• The quality of integrated risk management organization.
implementation will remain strong. This is due to KK
BCA having established an Integrated Risk Management Internal Control System Framework
Framework consisting of strategy, organization, BCA implements a three lines model framework to
policies, and procedures, as well as risk management support reliable risk management and governance. The
infrastructure. Furthermore, the conglomerate implementation of the three lines model principles at BCA
continuously conducts reviews of risk management is as follows:
in all activities to ensure all risks faced by KK BCA 1. First Line
are identified, measured, monitored, controlled, and The first line is responsible for providing products and
reported correctly. services to customers, including managing the associated
risks.
Risk management policies of BCA and its Subsidiaries 2. Second Line
are constantly updated in accordance with regulatory The second line plays a role in providing support related to
requirements, the direction of the latest Basel risk management, including responsibility for enterprise
implementation developments, prudential banking risk management. The second line roles are performed
principles, and international best practices. In conducting by the Compliance Director, Risk Management Director,
its business, KK BCA always considers economic situations Risk Management Division (MRK), Compliance Division
and conditions as well as developments in banking and (DCP), and the Operation Strategy and Development Group
non-bank financial institutions. (GPOL).
3. Third Line
Statement of the Board of Directors and the The third line role is performed by the Internal Audit
Board of Commissioners on the Adequacy Division (DAI) to strengthen the Company’s ability to
and Review of Risk Management System create, protect, and sustain BCA’s value. This is achieved
Effectiveness by providing independent, risk-based, and objective
BCA has conducted an evaluation of the risk management assurance, advice, insight, and foresight. Additionally, DAI
system in 2025 where: acts as a strategic partner to management in establishing
• The Board of Directors evaluated the effectiveness of BCA as a sound banking institution by assessing the
the risk management system at BCA through periodic adequacy and effectiveness of governance processes,
reviews of risk management policies and procedures, risk management, and the Company’s internal controls. DAI
the adequacy of risk management information systems, communicates its audit reports to the President Director,
risk exposure reports, and the assessment of BCA the Board of Commissioners, and the Audit Committee.
individual and Integrated risk profiles.
• The Board of Commissioners, assisted by the In fulfilling their roles, all lines maintain regular
Risk Oversight Committee, conducted oversight communication and collaboration, contributing to
and evaluation of the risk management system the creation and preservation of value aligned with
implementation carried out by the Board of Directors. stakeholders’ interests.
Based on the evaluation and oversight results, the Board
of Commissioners considers the risk management system
at BCA to be adequate and effectively operational.
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The Board of Commissioners and its subordinate 3. Control Activities and Division of Duties
committees are responsible for overseeing the Based on the established internal control framework
implementation of internal controls and ensuring, among and components, BCA implements internal controls to
other things: ensure the adequacy of financial controls, operational
• The existing structures and processes are adequate and effectiveness and efficiency, and compliance with
available for the implementation of internal controls as applicable laws and regulations. Additionally, the
part of effective governance. establishment of policies, manuals, and operational
• The organization’s objectives and activities are aligned procedures serves as a guide for tasks implementation
with the interests of stakeholders. and the division of duties within each work unit, ensuring
the individuals do not have the opportunity to commit
Key Components of the Internal Control System errors or irregularities in their duties.
BCA’s Internal Control is comprised of 5 (five) key
components in line with the Internal Control Integrated Monitoring and testing of these duties and functions
Framework developed by The Committee of Sponsoring are conducted by MRK and the Internal Audit Division
Organizations of the Treadway Commission (COSO), as (DAI) as independent units in the second and third
follows: lines, respectively. DAI’s Assessment Reports on the
1. Management Oversight and Control Culture adequacy and effectiveness of governance, risk
The Board of Directors and the Board of Commissioners, management, and internal control processes are
in accordance with their respective roles, are submitted to the Board of Directors, the Board of
responsible for creating a control culture. The Board of Commissioners, and the Audit Committee.
Directors has established the structure and maintained
an effective internal control system, ensuring the The implementation of internal control includes, among
system operates securely and reliably. This has been others:
achieved through the issuance of the BCA Internal a. Financial Control
Control System Standard Guidelines, as well as various To ensure the successful implementation of
operational policies and procedures. strategic plans supporting BCA’s development,
the Bank has implemented the following:
The Board of Commissioners performs an oversight 1) The Board of Directors has formulated—
function and assesses the adequacy of internal and received approval from the Board of
controls through its subordinate committees, namely Commissioners for—strategic plans and the
the Audit Committee, the Risk Oversight Committee, Annual Business Plan and Budget (RKAT),
and the Integrated Governance Committee. The Audit documented in the Bank’s Business Plan
Committee assists the Board of Commissioners in (RBB) as a three-year business strategy
overseeing matters related to financial reporting, the blueprint distributed to relevant officials for
internal control system, the performance of internal implementation.
and external audit functions, the implementation of 2) Strategy determination takes into account
Good Corporate Governance (GCG), and compliance the impact of strategic risk on BCA’s capital,
with applicable laws and regulations. including projections for capital and the
Minimum Capital Adequacy Requirements
2. Risk Identification and Assessment (KPMM).
BCA has established internal control mechanisms 3) The Board of Directors actively discusses,
embedded within each work unit. This is supported by provides input, and monitors internal conditions
the Board of Directors’ role in identifying, analyzing, and and external factors influencing directly or
assessing risks faced by BCA to ensure the achievement indirectly the BCA’s business strategy.
of set targets. This role is implemented by the Risk 4) BCA has conducted financial control processes
Management Division (MRK), which ensures BCA and for both the Bank and the BCA Financial
its Subsidiaries implement risk mitigation correctly Conglomerate to monitor performance
on an integrated basis through the identification, achievements periodically through the
measurement, monitoring, control, and reporting Corporate Strategy and Planning Division to
of risks in accordance with the risk management enhance the growth of BCA and its Subsidiaries.
framework, while maintaining readiness for emergency 5) BCA has ensured all accounting policies
situations threatening business continuity. and standards are updated periodically
in accordance with applicable laws and
BCA conducts comprehensive risk identification regulations.
and assessment covering credit, market, liquidity,
operational, legal, reputation, strategic, compliance, b. Operational Control
insurance, and intra-group transaction risks. To support comprehensive operational risk control,
Furthermore, BCA consistently performs Risk Control BCA has implemented the following:
Self-Assessments (RCSA) to review operational risks
inherent in the core functions of each work unit.
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1) Establishing an organizational structure, 4) The Compliance Risk Management Strategy
including: involves a policy of continuous compliance
• Division of duties to prevent conflicts of through proactive prevention (ex-ante) to
interest. minimize violations and curative actions (ex-
• Supervisors tasked with overseeing internal post) for improvement.
control operations.
• Internal Oversight units responsible for d. Accounting, Information, and Communication
ensuring internal control implementation in Systems
operational work units. BCA has established adequate accounting,
• An independent DAI to evaluate the information, and communication systems to support
adequacy and effectiveness of governance, the identification of potential issues and serve
risk management, and internal control as a means for information exchange in fulfilling
processes for both BCA and the BCA duties and responsibilities. The existing accounting
Financial Conglomerate. system generates accurate, precise, and consistent
• MRK and Compliance Division (DCP) units financial information, as BCA adheres to accounting
of which remain independent of risk-taking policies aligned with applicable principles and
units. regulations, supported by an effective recording
• An Anti-Fraud Bureau to enhance the system and well-documented reconciliation
effectiveness of the Anti-Fraud strategy processes. Information systems are continuously
across all company activities. developed in line with banking business and
2) Every operational banking transaction at BCA technological advancements to support all of BCA’s
is governed by work procedures documented operational activities. Furthermore, BCA maintains
in operating manuals to ensure the operational communication with external parties, such as
risks are well-mitigated. regulators and shareholders, and has implemented
3) Implementing a staff rotation policy. a whistleblowing system.
4) Setting limits and authority for officers in
performing transactions. BCA has also conducted reviews by independent
5) Establishing policies, standards, and procedures parties to ensure its information systems provide
for information security management systems data and information regarding business activities,
required to protect assets related to the financial conditions, and risk management
administration and use of IT. implementation of which are compliant, accurate,
6) Evaluating the results of Disaster Recovery Plan current, timely, and accessible to relevant parties.
(DRP) reviews and testing. These are reported consistently to support the
7) Establishing policies and procedures regarding duties of the Board of Directors and the Board of
the use of IT service providers. Commissioners.
c. Compliance with Applicable Laws and Regulations 5. Monitoring Activities and Corrective Actions for
In ensuring BCA’s compliance with prevailing laws Irregularities
and regulations, the Bank has implemented the BCA performs continuous monitoring of the overall
following: effectiveness of internal control implementation.
1) BCA is committed to complying with applicable Monitoring serves as a periodic evaluation,
laws and taking steps to rectify risk weaknesses conducted by both operational work units and
if they occur. DAI. Any internal control weaknesses identified
2) BCA has established an independent by operational units (risk-taking units), DAI, or
Compliance Division (DCP), which is responsible other parties are reported in a timely manner to
for monitoring the integrated compliance of the relevant Officials and/or the Board of Directors
BCA and its Subsidiaries. for follow-up.
3) BCA has:
• Monitored reporting compliance to BI/OJK/ DAI also conducts reviews or other adequate
other regulators; monitoring steps regarding the implementation
• Submitted BCA compliance reports, of audit follow-ups. It promptly reports to the
including AML and CFT Program Board of Commissioners, the Audit Committee,
Implementation Reports, to the OJK every and the President Director if weaknesses remain
6 (six) months; uncorrected or if recommendations for corrective
• Submitted Prudential Regulation Compliance actions have not been addressed.
Monitoring Reports, including AML and
CFT implementation, to the Board of
Commissioners and Directors every 3 (three)
months.
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G o o d C o r p o r a t e G o v e r n a n c e
Evaluation of the Internal Control System • Provided information systems supporting financial
The Board of Directors is responsible for ensuring the proper reporting in accordance with financial accounting
implementation of the internal control system to achieve standards and Financial Services Authority regulations
BCA’s objectives. The Board of Commissioners, assisted regarding the recording of financial transactions.
by the Audit Committee, Risk Oversight Committee, and
Integrated Governance Committee, is also responsible Statement of the Board of Directors
for overseeing the administration of the internal control on the Adequacy and Effectiveness of
system at BCA. the Internal Control System over the
Bank’s Financial Reporting Process
In evaluating the adequacy and effectiveness of BCA’s BCA has designed and established policies and procedures
internal control system throughout 2025, the following that provide reasonable assurance regarding the
monitoring and corrective activities were performed: effectiveness of internal controls in the financial reporting
1. BCA conducted continuous evaluation and monitoring process, and evaluates their implementation in accordance
of the overall effectiveness of internal control with applicable regulations, in order to prepare and
implementation, including adjustments for changes present financial statements that are free from material
in internal and external conditions affecting the misstatement.
achievement of BCA’s objectives.
2. BCA prioritized the monitoring of its key risks as part In accordance with BCA’s Financial Statements for the
of daily activities, including periodic evaluations to fiscal year ended December 31, 2025, the Board of
detect and prevent the emergence of new risks by Directors of BCA states that:
operational units, risk monitoring units, and DAI. 1. The Board of Directors of BCA is responsible for:
3. DAI independently and objectively evaluated the • The preparation and the presentation of the
adequacy and effectiveness of the internal control Financial Information and Financial Statement;
system through risk-based audit activities. The results • Compliance of the preparation and presentation of
of these evaluations and follow-ups were reported to the Financial Statement with financial accounting
the Board of Commissioners, the Audit Committee, standards and the provisions of Financial Services
and the Board of Directors. Authority regarding financial transactions record;
• Completeness and accuracy of the contents of the
Statement of the Board of Commissioners Financial Statement; and
on the Adequacy and Effectiveness • Implementation of internal control over BCA’s
of the Internal Control System financial reporting.
Based on the results of the review and discussions with the 2. The Board of Directors of BCA has conducted an
Audit Committee on the evaluation reports submitted by evaluation and assessment of the Financial Statement
management, the Board of Commissioners assesses the for the fiscal year ended December 31, 2025, in
BCA’s internal control system is adequate and functioning accordance with the criteria set out in the Circular
effectively. Letter of the Financial Services Authority Number 35/
SEOJK.03/2017 concerning Standard Guidelines of
Report on Internal Control over Internal Control System for Commercial Banks and
Financial Reporting Process Internal Control Framework issued by the Committee of
BCA is committed to maintaining the integrity of its Sponsoring Organizations of the Treadway Commission
Financial Reporting in accordance with the provisions (COSO), with the result that BCA’s internal control over
of Financial Services Authority Regulation No. 15 of 2024 financial reporting has been implemented effectively,
dated October 2, 2024 concerning the Integrity of Bank and the Financial Statement is presented fairly, in all
Financial Reporting. To this end, the Board of Directors has: material aspects.
• Issued Board of Directors’ Decree No. 240/SK/
DIR/2024 dated December 30, 2024, concerning the IMPLEMENTATION OF THE
Integrity of Bank Financial Reporting. ANTI-FRAUD STRATEGY
• Developed and established policies and procedures
aimed at ensuring the truth, accuracy, and transparency 1. Introduction
of Financial Information and Financial Statements, as BCA has an Anti-Fraud Strategy Implementation
well as ensuring the Financial Statements are prepared Guideline as last updated through the Board of Directors’
in accordance with financial accounting standards and Decision No. 009/SK/DIR/2025 dated January 20, 2025
Financial Services Authority regulations regarding the concerning Adjustments to the Anti-Fraud Strategy
recording of financial transactions. Policy (hereinafter referred to as the “Anti-Fraud Strategy
• Ensured the effective implementation of internal Implementation Guideline”). The Anti-Fraud Strategy
control policies and procedures within the Bank’s Implementation Guideline refers to OJK Regulation No.
financial reporting process. 12 of 2024 concerning the Implementation of Anti-Fraud
• Appointed the Anti-Fraud Bureau, responsible for Strategies for Financial Services Institutions.
preventing fraud or manipulation within the Bank’s
Financial Information and/or Financial Statements.
380 Annual Report 2025 | PT Bank Central Asia Tbk
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The Anti-Fraud Strategy Implementation Guidelines In developing and implementing an effective Anti-
demonstrate BCA management’s commitment to Fraud Strategy, BCA has considered the following:
preventing fraud by implementing an effective and 1) internal and external environmental conditions;
sustainable fraud control system. This fraud control 2) complexity of business activities;
system guides BCA in determining steps to prevent, 3) type of fraud;
detect, investigate, and monitor fraud incidents. 4) risk of fraud; and
5) adequacy of required resources.
In accordance with the OJK regulation, BCA defines
fraud as an intentional act of deviation and/or omission In order to support the implementation of the Anti-
carried out to deceive, cheat, or manipulate BCA, Fraud Strategy, BCA has established an Anti-Fraud
customers, or other parties, which occurs within the Bureau tasked with implementing the Anti-Fraud
BCA environment and/or uses BCA facilities, thereby Strategy at BCA. The Anti-Fraud Bureau is independent
causing BCA, customers, or other parties to suffer and reports to the Director of Risk Management. The
losses and/or the perpetrator of fraud and/or other Anti-Fraud Bureau has a line of communication and
parties to gain direct or indirect benefits. reports to the Board of Commissioners and maintains a
line of coordination with the Head of Risk Management
Types of acts classified as fraud are: Division.
1) Corruption, includes:
a. conflicts of interest detrimental to BCA and/or 2. Objectives
customers; The implementation of the Anti-fraud policy at BCA
b. bribery; aims to:
c. unauthorized receipts; and/or • Foster an Anti-Fraud culture throughout the BCA
d. extortion; organization.
2) Misappropriation of assets, includes: • Increase awareness and concern for fraud risks in
a. misappropriation of cash; BCA operations.
b. misappropriation of inventory; and/or • Remind BCA operational personnel to always
c. misappropriation of other assets; comply with applicable procedures and regulations.
3) Financial statement fraud includes:
a. overstating net assets and/or net income; or
b. understating net assets and/or net income;
4) Fraud;
5) Leakage of confidential information;
6) Other actions that may be equated with fraud in
accordance with statutory regulations.
Pillars and Implementation of the Anti-Fraud Strategy
4 Pillars of
Anti-Fraud Strategy
Investigation, Monitoring,
Prevention Detection Reporting, and Evaluation, and
Sanctions Follow-up
Exploring
Monitoring and
information on the
Identifying and evaluating fraud
Reducing the reporting system
detecting fraud incidents and taking
potential for fraud and imposing
incidents necessary follow-
sanctions for fraud
up actions
incidents
Anti-Fraud
Awareness Whistleblowing Investigation Monitoring
Identifying
Vulnerabilities Surprise Audit Reporting Evaluation
Know Your Surveillance Imposing Sanctions Follow-up
Employee System
Decision Letter No. 009/SK/DIR/2025 dated January 20, 2025 concerning
Adjustments to the Anti-Fraud Strategy Policy
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G o o d C o r p o r a t e G o v e r n a n c e The Anti-fraud Strategy consists of four pillars as follows: 1. Prevention Contains tools to reduce the potential risk of fraud, which at a minimum includes anti-fraud awareness (such as the preparation and dissemination of an anti-fraud declaration, employee awareness programs, customer awareness programs), vulnerability identification, and “know your employee” procedures. 2. Detection Contains tools to identify and detect fraud incidents in BCA’s business activities, which at a minimum include whistleblowing policies and mechanisms, surprise audits, and a surveillance system. 3. Investigation, Reporting, and Sanctions Contains steps for investigations, reporting systems, and the imposition of sanctions for fraud incidents, which at a minimum include investigation, reporting, and the imposition of sanctions. 4. Monitoring, Evaluation, and Follow-up Contains steps to monitor, evaluate, and follow-up on fraud, which at a minimum include monitoring, evaluation, and follow-up. 3. Implementation and Internalization Anti-Fraud Declaration In line with BCA’s commitment to implementing the Anti-Fraud Strategy, BCA has formulated an Anti-Fraud Declaration which states the management’s commitment to implementing a “Zero Tolerance” policy toward fraud. This is achieved through the effort of building strong pillars to continuously prevent, detect, investigate, and monitor existing fraud risks, indications, and incidents. The content of BCA’s Anti-fraud Declaration (based on the Board of Directors’ Decision No. 127/SK/DIR/2025 dated July 11, 2025, regarding the Anti-Fraud Declaration and Integrity Pact) is as follows: “In order to strengthen the internal control system, the implementation of Good Corporate Governance, and as a further implementation of the Financial Services Authority Regulation on the Implementation of Anti- Fraud Strategies for Financial Services Institutions, PT Bank Central Asia Tbk hereby commits to: a. Conduct business fairly, honestly, and transparently; b. Avoid doing business with third parties who were not committed in accordance with the Company’s policy; and/or c. Provide consequences for violation toward policies and commitments. Let all levels of the BCA organization, customers, and work partners collaborate to create an anti-fraud culture and manifest a fraud free and safe BCA.” Socialization and Anti-Fraud Training Socialization BCA continuously strives to increase the awareness and vigilance of its employees against fraudulent acts. These efforts are conducted through Anti-Fraud related socialization, including digital posters and Anti-Fraud Awareness videos. BCA employees are also required to sign the Integrity Pact annually by accessing the Integrity Pact document on BCA’s internal portal. 382 Annual Report 2025 | PT Bank Central Asia Tbk
Page 385
Training
BCA continuously strives to increase the awareness
and vigilance of its employees against fraudulent acts
through Anti-Fraud awareness programs, including
e-learning, Anti-Fraud Awareness tutorial classes for
trainees to enhance operational control, and more.
All BCA employees are required to participate in
the Anti-fraud Awareness e-Learning, which can be
accessed through the internal MyBCA portal or Mobile
Learning.
Anti-Fraud Training Data in 2025 and 2024
Media 2025 2024
e-learning 35,559 participants 35,299 participants
4. Internal Fraud Violation Data for 2025
The disclosure of deviations (internal fraud) is carried out based on the OJK Regulation concerning the Implementation
of Governance for Commercial Banks and Chapter XXIII item 5 of OJK Circular Letter No. 14/SEOJK.03/2025
concerning the Implementation of Governance for Commercial Banks. The report on these deviations consists
of the form of deviation (internal fraud), specifically fraud committed by members of the Board of Directors,
members of the Board of Commissioners, permanent employees, non-permanent employees (honorary staff), and/
or outsourced personnel. The nominal amount of deviations disclosed are those exceeding Rp100,000,000.00
(one hundred million Rupiah).
Table of Data on Fraud Violations Committed by Management, Permanent, and Non-Permanent Employees
Member of the Board
of Directors and Non-Permanent Employees
Permanent Employee
Deviation in 1 year Member of the Board of and Outsourced Workers
Commissioners
2025 2024 2025 2024 2025 2024
Total Fraud - - 2 3 3 3
Resolved - - 1 2 1 3
In the process of being - - 1 1 - -
resolved internally at BCA
Yet to be resolved - - - - - -
Has been followed up through - - - - 2 -
legal process
5. Reporting 1. Objectives of the Whistleblowing System
BCA submits the Anti-fraud Strategy Implementation Implementation of the whistleblowing system at BCA
Report to OJK semi-annually and an Incidental Report aims to:
in the event of a fraud incident with a significant impact • Raise awareness among stakeholders (employees,
that could disrupt BCA’s operational activities, as a customers, and others) to report fraudulent acts
form of monitoring the implementation of the Anti- or violations occurring internally at BCA without
fraud Strategy. fear or worry, as BCA will provide protection to the
whistleblower (reporter).
WHISTLEBLOWING SYSTEM • Enable fraud or violations to be detected and
prevented as early as possible through disclosure
BCA has maintained and implemented a Whistleblowing from the reporter (whistleblower).
System (violation reporting system) since 2013. The
Whistleblowing System is a reporting channel that can be 2. Whistleblowing Procedures
used by both internal and external parties of BCA to report A. Reporting Channels
fraudulent acts or violations committed by perpetrators The reporter may submit their report through
within BCA’s internal environment. the BCA website, namely www.bca.co.id/
whistleblowingsystem The whistleblowing system
managing team will receive the report directly.
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G o o d C o r p o r a t e G o v e r n a n c e
B. Acceptable Reporting Criteria f) Other actions equated with fraud in
To simplify and to accelerate the follow up process, accordance with the provisions of
whistleblowers must meet the following reporting statutory regulation.
criteria: 2. Acts classified as business/ethics code
1) The reporting must be based on good faith and violations, namely actions inconsistent with
should not be a personal complaint or a made- BCA’s culture, formulated based on positive
up story with bad intent/slander. values growing and developing within all
2) Information on the whistleblower’s identity BCA personnel, serving both to achieve
should be provided, at a minimum including: common goals and as a reference for BCA
• The whistleblower’s name (anonymous is personnel in making decisions and taking
permitted); action.
• A phone/handphone number or an email 3. Acts classified as conflict of interest
address that can be contacted; violations, namely actions leading to a
3) Provide accountable preliminary indication of condition where a person, in carrying out
fraudulent act or violations accompanied by their duties and obligations, has interests
supporting data (if any) which cover 4W1H, as outside of official duty—whether relating
follows: to personal, family, or other third-party
• Action/Reported actions (What); interests—resulting in the potential loss of
• Alleged Parties (Who); objectivity by the BCA personnel in making
• Time of events (When); decisions and policies in accordance with
• Place/location of events (Where); the authority granted to them by BCA.
• Chronology of events (How). 4. Acts classified as legal violations, namely
4) Types of acts to be reported: actions or behavior by a person contrary to
1. Types of acts classified as fraud are: the legal provisions applicable in Indonesia.
a) Corruption, including:
i) Conflict of interest detrimental to 3. Protection for Whistleblowers
BCA and/or customers; BCA will provide protection to the whistleblower, which
ii) Bribery; includes the following:
iii) Gratification; and/or • Guarantee of confidentiality of the whistleblower’s
iv) Extortion; identity and the content of the report submitted;
b) Misappropriation of assets, including: • Guarantee of protection against detrimental
i) Misappropriation of cash; treatment of the whistleblower;
ii) Misappropriation of inventory; and/or • Guarantee of protection against potential acts
iii) Misappropriation of other assets; of threat, intimidation, punishment, or unpleasant
c) Financial statement fraud, including: actions from the reported party;
i) Overstating net worth and/or net • Prohibition of retaliation against the whistleblower.
income; or
ii) Reducing net worth and/or net 4. Complaint Handling Flow
income; The following is the flow for handling complaints related
d) Fraud; to the whistleblowing system at BCA:
e) Information leakage; and/or
Whistleblowing Management Work Unit:
System: • Conducts investigation or
Anti-Fraud Bureau:
• Receives the report and follow-up.
• Performs data verification and
ensures the report meets the • Submits the investigation
analysis.
criteria. or follow-up results to the
• Performs coordination and
• Forwards the complaint to the decision-making official (if
follow-up with the Work Unit.
Anti-Fraud Bureau. fraud is proven).
• Informs the status to the Anti-
Fraud Bureau.
384 Annual Report 2025 | PT Bank Central Asia Tbk
Page 387
5. Parties Managing the Complaint
The management and follow-up on these complaints are handled carefully by BCA’s internal team, which is
appointed by BCA management, referring to the prevailing provisions within BCA and the applicable laws and
regulations in Indonesia. The internal BCA team consists of the Whistleblowing Management System, the Anti-
Fraud Bureau, and the Work Unit.
6. Disclosure, Follow-up on Complaints and Sanctions for Complaints
through the Whistleblowing System in 2025
A. Number of Complaints through the Whistleblowing System
As of December 31, 2025, the total number of complaints received through the whistleblowing system was
recorded as 56 (fifty-six) reports. The reports consist of:
• 9 valid reports for investigation
• 46 invalid/preclosed reports
• 1 reports still in process.
From the 56 reports:
9 reports, or 16.07%, have been completed investigated with the result of 5 reports proven, 4 reports not proven,
while 1 reports are still under investigation. The details of the report status in the whistleblowing system are
as follows:
Status Total Description
Open 1 In process
(still in process)
Closed 55 Proven (Validated): 5
(resolved)
Not Proven (Invalidated): 4
Does Not Meet Reporting Criteria:
• Information/Customer Complaint (20)
• Incomplete data and Reporter did not provide requested additional
information/data (26)
B. Sanctions and Follow-up on Complaints through the Whistleblowing System
If, based on the investigation results, the reported party is proven to have committed fraud or a violation, the
decision-making official will impose sanctions in accordance with prevailing provisions.
Type of Sanctions Total
Verbal Warning 1
Reprimand Letter -
1st Warning Letter 2
2nd Warning Letter -
3rd Warning Letter -
Termination 2
ANTI-CORRUPTION AND GRATIFICATION CONTROL POLICY
1. Background
The trust of the general public and market participants in BCA is significantly influenced by the ethical conduct of
all BCA Personnel, ranging from the Board of Commissioners, the Board of Directors, and the management to all
employees. This trust is essential for fostering and maintaining business relationships with customers and other
third parties associated with the Bank.
Accordingly, to enhance public confidence and support Law No. 20 of 2001 (as amended by Law No. 31 of 1999)
concerning the Eradication of Corruption, the Board of Directors deems it necessary to establish provisions on
anti-corruption and gratification control. These measures are intended to uphold Good Corporate Governance
principles and provide guidance for BCA Personnel in their interactions with customers, partners, and colleagues.
Annual Report 2025 | PT Bank Central Asia Tbk 385
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G o o d C o r p o r a t e G o v e r n a n c e
2. Anti-Corruption and Gratification • All BCA personnel are prohibited from requesting,
Control Policy receiving, permitting, or agreeing to receive any
As part of its commitment to enhancing anti- gifts or rewards from third parties who obtain
corruption practices and culture, as well as preventing or seek to obtain work or orders related to the
gratification within the BCA environment, the Bank has procurement of goods and services for BCA.
established several policies related to anti-corruption • In cases where customers, partners, or other
and gratification control, including: parties provide gifts on specific occasions, such
a. Board of Directors’ Decision No. 219/SK/DIR/2003 as religious holidays or other celebrations, where:
dated November 10, 2003, concerning Provisions » the acceptance of such gifts is believed to
on Conflicts of Interest. create a negative impact or influence BCA’s
b. Board of Directors’ Decision No. 269/SK/DIR/2021 decisions; and
dated December 31, 2021, concerning Anti- » the value of the gift exceeds reasonable limits;
Corruption and Gratification Control Policies.
c. Circular Letter No. 336/SE/POL/2022 dated then the BCA personnel receiving the gift must
September 15, 2022, concerning Gratification immediately return it, accompanied by a polite
Control Reporting. explanation that all BCA personnel are not permitted
d. BCA Code of Ethics related to Anti-Corruption to accept gifts.
(detailed information is presented in the Code of
Ethics section on page 411 of this Annual Report). The core elements of these policies are presented on
e. Guidelines for the Implementation of Anti-Fraud the BCA website in the Governance section (https://
Strategy (detailed information is presented in the www.bca.co.id/en/about-bca/governance/acgs/
Anti-Fraud Strategy Implementation section on governance-policy)
page 380 of this Annual Report).
f. Conflict of Interest Policy (detailed information 3. Implementation of Anti-Corruption
is presented in the Affiliated Transactions and and Gratification Control Policies
Conflicts of Interest section on page 388 of this BCA consistently strives to enhance its anti-corruption
Annual Report). culture and gratification control within the BCA
environment through the following practices:
These policies are binding and must be thoroughly a. Annual Disclosure
understood and implemented by all BCA personnel As a proactive measure to prevent corruption and
as part of the Code of Ethics and in support of the control gratification, all members of the Board
implementation of Good Corporate Governance of Commissioners, the Board of Directors, and
principles. Any violation or non-compliance with these BCA personnel are required to submit an Annual
policies shall result in sanctions commensurate with Disclosure. This statement details any circumstances
the severity of the violation. or situations of which could potentially lead to a
conflict of interest. Detailed information regarding
All BCA personnel are required to: Annual Disclosure is presented in the Internalization
a. know, understand, and implement the Anti- section on page 237 of this Annual Report.
Corruption and Gratification Control Policy with b. Integrity Pact
full responsibility and without exception; and As part of the anti-fraud strategy, all BCA personnel
b. support the implementation of the Anti-Corruption are required to implement an Integrity Pact annually.
and Gratification Control Policy. This commitment is accessible through the digital
platforms available on mybcaportal.
The anti-corruption policies contained within the BCA c. Socialization and Internalization of Anti-Corruption
Code of Ethics include, among others: and Gratification Control Values
• ensuring the personal interests do not conflict with The socialization and internalization of these values
the interests of BCA or its customers; are conducted through e-learning modules and
• refraining from the misuse of position and authority awareness campaigns, including email blasts and
for personal or family interests; BCA’s official social media channels.
• refraining from engaging in unethical conduct of d. Reporting of Corrupt Acts and Gratification
which could damage their professional image or Control
the overall image of BCA. To support the implementation of anti-corruption
policies, BCA maintains a Whistleblowing System
The BCA Gratification Control Policy stipulates, among (WBS) as a reporting channel for both internal
other things: and external parties. Throughout 2025, no
• All BCA personnel are prohibited from requesting reports concerning corruption violations were
or receiving, permitting or agreeing to receive a received through the Whistleblowing System.
gift or reward from a third party who obtains or Comprehensive details on the Whistleblowing
attempts to obtain facilities from BCA in the form System Handling Policy are presented on page 383
of credit facilities or other facilities related to BCA’s of this Annual Report.
operational activities.
386 Annual Report 2025 | PT Bank Central Asia Tbk
Page 389
Furthermore, to support gratification control, BCA Furthermore, BCA never provides political contributions
has appointed the Compliance Division (DCP) as the or voluntary donations of which could lead to acts of
Gratification Control Unit (UPG). The Bank provides corruption or bribery. Provisions regarding funds or
reporting facilities for internal personnel to declare donations for political or social activities are governed
any gratification received. During 2025, there were by the Corporate Governance Guidelines under the
6 reports received through this facility. Code of Ethics section as follows:
• BCA personnel participation in social and/or
4. Other information political activities is conducted strictly in a personal
BCA maintains a firmly established culture of declining capacity and does not represent the Bank. Any
any gifts or rewards from customers, debtors, vendors, statement, stance, or action reflecting BCA’s
partners, or other third parties in exchange for services official position requires prior approval from the
provided by BCA personnel in the course of their duties. Board of Directors.
In this regard, BCA personnel must also comply with • Expenditures in the form of donations on behalf of
the Code of Ethics concerning vendor relations. This BCA intended for social and/or political activities
code is stipulated in the BCA Corporate Governance must obtain prior approval from the Board of
Guidelines and is available in the Code of Ethics section Directors.
of this Annual Report.
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G o o d C o r p o r a t e G o v e r n a n c e
AFFILIATED TRANSACTIONS AND 5. PT Central Capital Ventura
CONFLICT OF INTEREST TRANSACTIONS 6. PT BCA Sekuritas
7. PT Asuransi Jiwa BCA
Policy on Affiliated Transactions and Conflict 8. PT Bank Digital BCA
of Interest Transactions
BCA maintains a policy on affiliated transactions and Information and shareholding structures related to these
conflict of interest transactions as regulated under the BCA Subsidiaries are presented in this Annual Report on
Board of Directors Decision No. 151/SK/DIR/2023 dated pages 420-423.
September 12, 2023, concerning Affiliated Transactions
and Conflict of Interest Transactions, and Circular Letter 1. Affiliated Transactions
No. 155/SE/POL/2024 dated May 15, 2024, concerning the Disclosure of Affiliated Transactions in the
Implementation of Affiliated Transactions and Conflict of 2025 Annual Report
Interest Transactions. The main principles of this policy are The disclosure of BCA’s Affiliated Transactions in
presented in the GCG Policy section of the BCA website the 2025 Annual Report follows the provisions of
(https://www.bca.co.id/en/tentang-bca/tata-kelola/ Article 22 of OJK Regulation No. 42/POJK.04/2020.
acgs/kebijakan-gcg). This article stipulates the requirement for a Public
Company to follow the procedures regulated in OJK
BCA continuously ensures the internal policies align Regulation No. 42/POJK.04/2020 in the event of
with the prevailing regulatory developments, following an Affiliated Transaction and/or Conflict of Interest
the issuance of OJK Regulation No. 42/POJK.04/2020 Transaction conducted by a Controlled Company not
dated July 02, 2020, regarding Affiliated Transactions classified as a Public Company and having its financial
and Conflict of Interest Transactions (“OJK Regulation No. statements consolidated with the Public Company. In
42/POJK.04/2020”). BCA conducts periodic dissemination this sub-chapter, Controlled Companies refer to BCA
to subsidiaries, branch offices, and relevant work units at Subsidiaries as described on page 420 of this Annual
regional and head offices regarding affiliated transactions Report, with the term ‘Subsidiary’ being defined, among
in accordance with OJK Regulation No. 42/POJK.04/2020. others, in the OJK Regulation on the Implementation
of Integrated Corporate Governance and the OJK
BCA Affiliated Parties Regulation on the Implementation of Integrated Risk
BCA Affiliated Parties include: Management.
• Employees, members of the Board of Directors, and
members of the Board of Commissioners of BCA. Affiliated Transactions disclosed in this 2025 Annual
• Major Shareholders of BCA, namely individuals or Report include:
companies holding, directly or indirectly, at least 20% • Affiliated Transactions between BCA and BCA
(twenty percent) of the voting rights of all voting shares Subsidiaries;
issued by BCA, or a smaller amount as determined by • Transactions between BCA and BCA Affiliated
the OJK. Parties other than BCA Subsidiaries;
• Companies controlled by BCA, directly or indirectly. • Affiliated Transactions between BCA Subsidiaries;
• Companies having one or more members of the Board and
of Directors or Board of Commissioners concurrently • Affiliated Transactions between BCA Subsidiaries
serving as members of the Board of Directors or Board and BCA Affiliated Parties (other than BCA
of Commissioners of BCA. Subsidiaries).
• Companies controlled directly or indirectly by the Major
Shareholders of BCA. Review and Approval Mechanism for
• Individuals who have a familial affiliation by marriage Affiliated and/or Conflict of Interest
or descent to the second degree, both horizontally and Transactions
vertically, with members of the Board of Directors of Every work unit and Subsidiary planning to conduct
BCA, members of the Board of Commissioners of BCA, a transaction with a BCA Affiliated Party must
and/or the Major Shareholders of BCA. inform the Environmental Social Governance (ESG)
Subdivision in writing, accompanied by the required
Companies Controlled by BCA (Subsidiaries) data. The ESG Subdivision coordinates with relevant
BCA has Subsidiaries not being Public Companies and work units to perform an analysis to determine the
having financial statements consolidated with BCA, necessary follow-up actions in accordance with
namely: prevailing regulations. To ensure the transactions are
1. BCA Finance Limited conducted in the best interest of the Company and
2. PT BCA Finance to prevent potential conflicts of interest detrimental
3. PT Bank BCA Syariah to BCA, the Audit Committee, in accordance with its
4. PT Asuransi Umum BCA duties and responsibilities, shall review and provide
recommendations to the Board of Commissioners
regarding potential conflicts of interest.
388 Annual Report 2025 | PT Bank Central Asia Tbk
Page 391
Affiliated Transactions and Conflict of Interest Transactions Flow Mechanisms in BCA
Based on written information from the
Head Office/Regional Office/Branch/Subsidiary Head Office/Regional Office/Branch/Subsidiary
Work Units report planned Affiliated Transactions to Work Units, the ESG Subdivision conducts a review
the ESG Subdivision. to determine the category of the Affiliated
Transaction.
Category 2
Category 3
Transactions that are only required
Transactions that are required to
Category 1 to be disclosed in the annual
be disclosed publicly, specifically
Transactions that are only required to be reported to the OJK, report/financial statements,
those meeting the provisions of
specifically those meeting the provisions of Article 6 paragraph 2 specifically those meeting the
Article 4 paragraph 1 letter b of
juncto paragraph 1 of OJK Regulation No. 42/POJK.04/2020. provisions of Article 8 paragraph
OJK Regulation
1 of OJK Regulation No. 42/
No. 42/POJK.04/2020.
POJK.04/2020.
Criteria for Category 1 Affiliated Transactions include:
a. Transactions between:
1) A Public Company and a Controlled Company having at least Criteria for Category 3 Affiliated
Criteria for Category 2 Affiliated
99% of its paid-up capital owned by the Public Company; Transactions:
Transactions:
2) Fellow Controlled Companies having at least 99% of their shares Transactions not falling into
Transactions constituting
owned by the said Public Company; or Category 1 or Category 2.
business activities conducted to
3) A Controlled Company and a company having at least 99% of
generate operating income and
its paid-up capital owned by the said Controlled Company. Examples: include transactions
carried out routinely, repeatedly,
b. Transactions having a value not exceeding 0.5% of the Public having a value exceeding 0.5%
and/or continuously, including
Company’s paid-up capital or not exceeding Rp5 billion, applying of the Public Company’s paid-up
transactions classified as operating
the lower value; and/or capital or exceeding Rp5 billion,
expenditure (OPEX).
c. Capital increase or decrease transactions aimed at maintaining applying the lower value.
ownership percentage after the investment has been held for at
least 1 (one) year.
All affiliated transactions falling within categories 1, 2, and 3 are presented in this Annual Report. Category 1
transactions have been reported to the OJK, and Category 3 transactions have been disclosed publicly.
Affiliated Transactions Disclosure in 2025
Article 22 of OJK Regulation No. 42/POJK.04/2020 stipulates in the event of an Affiliated Transaction and/or
Conflict of Interest Transaction conducted by a Controlled Company not being a Public Company and having its
financial statements consolidated with the Public Company, then that Public Company must carry out procedures
as stipulated in OJK Regulation No. 42/POJK.04/2020.
The implementation of Affiliated and/or Conflict of Interest Transactions can be grouped as follows:
• BCA with Subsidiaries and BCA Affiliated Parties.
• Subsidiaries with other Subsidiaries and BCA Affiliated Parties.
To comply with the aforementioned OJK Regulation No. 42/POJK.04/2020, the following is the disclosure of
Affiliated Transactions and/or Conflict of Interest Transactions classified according to their respective categories.
Annual Report 2025 | PT Bank Central Asia Tbk 389
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G o o d C o r p o r a t e G o v e r n a n c e
1) Realization of Affiliated Transactions between BCA and Subsidiaries/BCA Affiliated
Parties
(I.1) Category 1
Throughout 2025, there were 27 Affiliated Transactions with a total value of Rp135,218,993,639.20 falling under
Category 1, as follows:
Date of Affiliated
No Type of Transactions Transaction Values Nature of Affiliation
Transactions Parties
1 February 17, Sale of Unused Fixed PT Abacus Dana Rp21,000,000.00 Transactions between BCA
2025 Assets Pensiuntama and companies controlled
by the BCA Pension Fund
2 February 28, Sale and Purchase of PT BCA Finance Rp58,042,856,628.00 Transactions between
2025 BCA Finance Shares Limited BCA’s and BCA’s
Subsidiarity
3 March 13, Purchase of Hardware PT Akar Inti Solusi Rp2,858,831,640.00 Transactions between BCA
2025 and companies controlled
by BCA's major shareholders
4 March 13, Provision of Hardware PT Akar Inti Solusi Rp580,970,670.00
2025 Maintenance Services
5 March 17, 2025 Procurement of Tablets PT Global Digital Rp20,068,800.00
Niaga Tbk
6 March 24, Sale of Used Servers PT Asuransi Rp10,000,000.00 Transactions between
2025 Umum BCA BCA’s and BCA’s
Subsidiarity
7 April 30, 2025 Sale and Purchase of PT Bank Digital Rp5,500,000.00
E-Learning Modules BCA
8 May 09, 2025 Space Lease Agreement PT Bank Digital Rp182,896,920.00
BCA
9 June 23, 2025 Purchase of Servers PT Akar Inti Solusi Rp3,145,498,020.00 Transactions between BCA
and companies controlled
10 July 04, 2025 Procurement of Digital PT Global Digital Rp29,612,580.00
by BCA's major shareholders
Cameras and KVM Niaga Tbk
Switches
11 July 11, 2025 Procurement of PCs PT Global Digital Rp34,350,060.00
Niaga Tbk
12 July 25, 2025 Procurement of Digital PT Global Digital Rp13,169,040.00
Projectors Niaga Tbk
13 August 04, Provision of Account PT Bank BCA Rp50,000,000.00 Transactions between
2025 Analysis Applications Syariah BCA’s and BCA’s
Subsidiarity
14 August 22, Procurement of Tablets PT Global Digital Rp22,605,150.00 Transactions between BCA
2025 Niaga Tbk and companies controlled
by BCA's major shareholders
15 August 25, Space Lease PT Djarum Rp48,480,000.00
2025 Agreements
16 September Procurement of Digital PT Global Digital Rp26,884,200.00
04, 2025 Cameras Niaga Tbk
17 September 12, Purchase of Software PT Akar Inti Solusi Rp2,408,700,000.00
2025 Licenses for SNAP API
Converter Tools
18 September 16, Space Lease PT Dana Purna Rp178,677,721.20 Transactions between BCA
2025 Agreements Investama and companies controlled
by the BCA Pension Fund
19 September Sale of Used Office PT Dana Purna Rp700,000.00
30, 2025 Desks Investama
20 9 Oktober Sale of Land PT BCA Finance Rp8,500,000,000.00 Transactions between
2025 BCA’s and BCA’s
October 09, Subsidiarity
2025
21 October 13, Procurement of Card PT Akar Inti Rp18,315,000.00 Transactions between BCA
2025 Counting Machines Teknologi and companies controlled
by BCA's major shareholders
22 November 11, Purchase of Servers PT Akar Inti Solusi Rp1,051,158,000.00
2025
23 November 21, API Feature PT Akar Inti Rp1,177,027,200.00
2025 Development Services Teknologi
24 November 27, Sale of Used Cash PT Abacus Dana Rp3,000,000.00 Transactions between BCA
2025 Recycling Machines Pensiuntama and companies controlled
(CRM) by the BCA Pension Fund
25 December 10, Sale of Used Safes PT Dana Purna Rp3,100,000.00
2025 Investama
390 Annual Report 2025 | PT Bank Central Asia Tbk
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Date of Affiliated
No Type of Transactions Transaction Values Nature of Affiliation
Transactions Parties
26 December 12, Provision of DevOps PT Bank BCA Rp64,592,010.00 Transactions between
2025 Service Syariah BCA’s and BCA’s
Subsidiarity
27 December 18, Purchase of shares in PT PT Central Rp56,721,000,000.00
2025 Penyelesaian Transaksi Capital Ventura
Elektronik Nasional
(I.2) Category 2
1) Throughout 2025, there were 65 Affiliated Transactions falling under Category 2 having relatively large
values (exceeding Rp1 billion), as follows:
No. Date of Transaction Type of Transaction Affiliated Parties Transaction Value Nature of Affiliation
1 January 07, 2025 Extension of Amazon PT Darta Media Rp1,463,578,212.00 Transactions between
Web Services (AWS) Indonesia BCA and Companies
Controlled by the
Major Shareholders
of BCA
2 January 08, 2025 Outsourcing Agreement PT Dana Purna Rp 118,209,577,820.00 Transactions between
Investama BCA and entities
controlled by the BCA
Pension Fund
3 February 03, 2025 Marketing Sponsorship PT Grand Rp1,043,456,250.00 Transactions between
Indonesia BCA and Companies
Controlled by the
Major Shareholders
of BCA
4 February 04, 2025 Payment for Customer PT Danamas Insan Rp1,147,416,082.00 Transactions between
Recruitment & Kreasi Andalan BCA and entities
Telemarketing Services controlled by the BCA
Pension Fund
5 February 05, 2025 Payment for Credit Card PT Danamas Insan Rp2,295,248,221.00
Customer Recruitment Kreasi Andalan
Services
6 February 11, 2025 Fees for Sales PT Danamas Insan Rp12,795,509,346.00
Promotion Girls (SPG) Kreasi Andalan
for MyBCA & BCA
Mobile Online Account
Opening
7 February 11, 2025 Payment for Credit Card PT Danamas Insan Rp4,879,741,137.00
Customer Recruitment Kreasi Andalan
Services
8 February 12, 2025 Payment for Credit Card PT Danamas Insan Rp8,201,132,580.00
Customer Recruitment Kreasi Andalan
Services
9 February 14, 2025 Fees for Telemarketing PT Danamas Insan Rp1,142,067,900.00
Services Kreasi Andalan
10 February 18 2025 Fees for SPG for MyBCA PT Danamas Insan Rp5,297,661,019.00
& BCA Mobile Online Kreasi Andalan
Account Opening
11 February 18, 2025 Payment for Credit Card PT Danamas Insan Rp2,467,195,490.00
Customer Recruitment Kreasi Andalan
Services
12 February 25, 2025 Payment for EDC PT Danamas Insan Rp2,890,473,003.00
Services and Fees for Kreasi Andalan
SPG for Online Account
Opening
13 February 26, 2025 Room Rental for Hotel PT Grand Rp1,418,175,116.00 Transactions between
Indonesia Kempinski Indonesia BCA and Companies
Controlled by the
Major Shareholders
of BCA
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G o o d C o r p o r a t e G o v e r n a n c e
No. Date of Transaction Type of Transaction Affiliated Parties Transaction Value Nature of Affiliation
14 February 26, 2025 Telemarketing PT Danamas Insan Rp1,372,853,550.00 Transactions between
Outsourcing Fees Kreasi Andalan BCA and entities
controlled by the BCA
15 February 28, 2025 Payment for Credit Card PT Danamas Insan Rp1,764,864,682.00
Pension Fund
Customer Recruitment Kreasi Andalan
Services
16 March 03, 2025 Fees for SPG for Online PT Danamas Insan Rp4,687,637,822.00
Account Opening via Kreasi Andalan
Application
17 March 05, 2025 EDC & QR Merchant PT Danamas Insan Rp4,125,481,500.00
Recruitment Services Kreasi Andalan
18 March 05, 2025 Fees for SPG for Online PT Danamas Insan Rp2,640,031,236.00
Account Opening via Kreasi Andalan
Application
19 March 05, 2025 Payment for Credit Card PT Danamas Insan Rp2,613,450,098.00
Customer Recruitment Kreasi Andalan
Services
20 March 05, 2025 EDC & QR Merchant PT Dana Purna Rp1,037,932,473.00
Recruitment Services Investama
21 March 07, 2025 Fees for SPG for PT Danamas Insan Rp3,815,471,076.00
Account Opening and Kreasi Andalan
QRIS Acquisition
22 March 11, 2025 EDC & QR Merchant PT Danamas Insan Rp3,773,633,700.00
Recruitment Services Kreasi Andalan
23 March 13, 2025 Payment for Credit Card PT Danamas Insan Rp3,480,193,099.00
Customer Recruitment Kreasi Andalan
Services
24 March 18, 2025 Fees for SPG for Online PT Danamas Insan Rp3,499,889,424.00
Account Opening via Kreasi Andalan
Application
25 March 18, 2025 Payment for Credit Card PT Danamas Insan Rp3,001,065,142.00
Customer Recruitment Kreasi Andalan
Services
26 March 21, 2025 Fees for Telemarketing PT Danamas Insan Rp1,049,049,900.00
Services Kreasi Andalan
27 April 10, 2025 EDC & QRIS PT Dana Purna Rp1,059,657,504.00
Management Services Investama
28 April 14, 2025 Gebyar Hadiah BCA III PT Global Digital Rp5,001,519,000.00 Transactions between
Lucky Draw Niaga Tbk BCA and Companies
Controlled by the
29 April 14, 2025 Vouchers for Gebyar PT Global Digital Rp1,800,000,000.00
Major Shareholders
BCA III Niaga Tbk
of BCA
30 April 17, 2025 EDC & QR Merchant PT Danamas Insan Rp4,429,599,300.00 Transactions between
Recruitment Services Kreasi Andalan BCA and entities
controlled by the BCA
31 April 17, 2025 Fees for SPG for Online PT Danamas Insan Rp2,903,604,985.00
Pension Fund
Account Opening via Kreasi Andalan
Application
32 April 17, 2025 Payment for Credit Card PT Danamas Insan Rp4,972,644,612.00
Customer Recruitment Kreasi Andalan
Services
33 April 21, 2025 Fees for SPG for MyBCA PT Danamas Insan Rp3,232,068,392.00
& BCA Mobile Account Kreasi Andalan
Opening
34 April 21, 2025 Fees for SPG for Online PT Danamas Insan Rp3,083,826,755.00
Account Opening via Kreasi Andalan
Application
35 April 21, 2025 Telemarketing Services PT Danamas Insan Rp1,109,322,900.00
Kreasi Andalan
36 April 29, 2025 Fees for SPG for Online PT Danamas Insan Rp3,267,291,727.00
Account Opening Kreasi Andalan
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No. Date of Transaction Type of Transaction Affiliated Parties Transaction Value Nature of Affiliation
37 April 29, 2025 Payment for Credit Card PT Danamas Insan Rp2,959,224,180.00
Customer Recruitment Kreasi Andalan
Services
38 April 30, 2025 Payment for Credit Card PT Danamas Insan Rp3,049,134,688.00
Customer Recruitment Kreasi Andalan
Services
39 May 02, 2025 Payment for Credit Card PT Danamas Insan Rp2,805,499,269.00
Customer Recruitment Kreasi Andalan
Services
40 May 06, 2025 Fees for SPG for Online PT Danamas Insan Rp5,762,933,046.00
Account Opening Kreasi Andalan
41 May 06, 2025 Payment for Credit Card PT Danamas Insan Rp4,772,196,771.00
Customer Recruitment Kreasi Andalan
Services
42 May 08, 2025 EDC & QR Merchant PT Dana Purna Rp1,125,741,021.00
Recruitment Services Investama
43 May 15, 2026 Payment for Credit Card PT Danamas Insan Rp2,046,666,437.00
Customer Recruitment Kreasi Andalan
Services
44 May 15, 2025 Fees for SPG for MyBCA PT Danamas Insan Rp1,950,795,333.00
& BCA Mobile Account Kreasi Andalan
Opening
45 May 19, 2025 Fees for SPG for Online PT Danamas Insan Rp2,222,928,204.00
Account Opening Kreasi Andalan
46 May 23, 2025 Payment for Credit Card PT Danamas Insan Rp2,436,958,081.00
Customer Recruitment Kreasi Andalan
Services
47 May 28, 2025 Payment for Credit Card PT Danamas Insan Rp2,864,404,951.00
Customer Recruitment Kreasi Andalan
Services
48 June 05, 2025 Project Cooperation PT Narasi Citra Rp2,086,800,000.00 Transactions between
for the KKN Bakti BCA Sahwahita BCA and Companies
Program Controlled by the
Major Shareholders
of BCA
49 June 12, 2025 Fees for SPG for Online PT Danamas Insan Rp7,824,445,928.00 Transactions between
Account Opening Kreasi Andalan BCA and entities
controlled by the BCA
50 June 12, 2025 Payment for Credit Card PT Danamas Insan Rp2,078,981,565.00
Pension Fund
Customer Recruitment Kreasi Andalan
Services
51 June 13, 2025 EDC & QRIS PT Danamas Insan Rp3,480,624,225.00
Management Services Kreasi Andalan
52 June 13, 2025 Payment for Credit Card PT Danamas Insan Rp3,074,736,832.00
Customer Recruitment Kreasi Andalan
Services
53 June 17, 2025 EDC & QRIS PT Dana Purna Rp1,135,680,849.00
Management Services Investama
54 June 20, 2025 Fees for SPG for Online PT Danamas Insan Rp2,415,846,367.00
Account Opening Kreasi Andalan
55 June 20, 2025 Payment for Credit Card PT Danamas Insan Rp4,163,487,398.00
Customer Recruitment Kreasi Andalan
Services
56 June 26, 2025 Fees for SPG for Online PT Danamas Insan Rp2,406,341,732.00
Account Opening Kreasi Andalan
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G o o d C o r p o r a t e G o v e r n a n c e
No. Date of Transaction Type of Transaction Affiliated Parties Transaction Value Nature of Affiliation
57 July 01, 2025 Cooperation for BCA PT Global Digital Rp2,000,000,000.00 Transactions between
UMKM Fest 2025 Niaga Tbk BCA and Companies
Controlled by the
58 September 19, 2025 Software Development PT Darta Media Rp3,000,000,000.00
Major Shareholders
for Digital Solutions Indonesia
of BCA
59 September 24, 2025 Subduct Construction PT iForte Solusi Rp4,005,726,486.00
Works for Toll Exit Route Infotek
60 October 19, 2025 Subscription Facility for PT Darta Media Rp6,198,366,922.00
AWS Indonesia
61 October 21, 2025 Huawei Watch Fit 4 and PT Global Digital Rp1,994,670,000.00
SAMSUNG Galaxy S25 Niaga Tbk
Ultra
62 November 21, 2025 Provision of SCF API PT Akar Inti Rp1,306,500,192.00
Feature Development Teknologi
and Implementation
Services on the MyBCA
Bisnis Channel
63 November 25, 2025 API - SNAP Integration PT Akar Inti Solusi Rp2,725,050,000.00
Converter Tools
64 November 27, 2025 Promotional PT Global Rp1,000,000,000.00
Cooperation Teknologi Niaga
Agreement
65 December 11, 2025 Subscription Facility PT Global Rp46,626,642,579.00
Agreement for Google Distribusi
Cloud Platform Nusantara
Software
2) In addition to the 65 Affiliated Transactions above, there were 622 other transactions with a total value of
Rp54,310,586,438.29 which are not described in detail in this Annual Report, considering the relatively small
(immaterial) value of each transaction.
3) Besides the Affiliated Transactions above, there were also Affiliated Transactions in the form of loans,
overdrafts, placements, and/or deposits outstanding as of December 31, 2025, conducted between BCA
and BCA Subsidiaries, as well as Affiliated Parties other than BCA Subsidiaries.
Such Affiliated Transactions conducted by BCA with Affiliated Parties other than BCA Subsidiaries are disclosed
in the Annual Financial Statements, Note 45, page 579 of this Annual Report; meanwhile, such Affiliated
Transactions conducted by BCA with BCA Subsidiaries are as follows:
No Type of Transactions Affiliated Parties Transaction Values Nature of Affiliation
1 Loans Granted - - Transactions between BCA’s
and BCA’s Subsidiaries
2 Loans Received - -
3 Overdrafts Granted PT BCA Finance Rp239,969,614,680.00
4 Overdrafts Received - -
5 Placements (consisting PT Bank BCA Syariah Rp166,871,131
of demand deposits, time
deposits, and the like)
6 Deposits (consisting of demand PT BCA Finance Rp30,090,417.00
deposits, time deposits, and
PT Bank BCA Syariah Rp8,175,579,860.47
the like)
PT Bank Digital BCA Rp91,519,261,086.00
PT Asuransi Umum Rp24,543,217,731.27
BCA
PT Asuransi Jiwa BCA Rp732,981,393.25
PT Central Capital Rp25,249,840,320.18
Ventura
PT BCA Sekuritas Rp9,349,048,117.00
394 Annual Report 2025 | PT Bank Central Asia Tbk
Page 397
(I.3) Category 3
Throughout 2025, there was 1 (one) Affiliated Transaction with a total value of Rp38,932,934,760.00 falling
under Category 3, as follows:
No Type of Transactions Affiliated Parties Transaction Values Nature of Affiliation
1 Procurement of IT Hardware PT Akar Inti Solusi Rp38,932,934,760.00 Transactions between BCA
including installation and and companies controlled
maintenance by BCA's Controlling
Shareholders
2) Realization of Affiliated Transactions conducted by Subsidiaries with other Subsidiaries
and BCA Affiliated Parties
(II.1) Category 1
Throughout 2025, there was 1 Affiliated Transaction falling under Category 1, as follows:
No Type of Transactions Affiliated Parties Transaction Values Nature of Affiliation
1 Sale and Purchase of Shares BCA Finance Rp136,872 Transactions between BCA’s
Limited with PT BCA Subsidiarity
Sekuritas
(II.2) Category 2
1) Throughout 2025, there were 1 Affiliated Transactions conducted by BCA Subsidiaries falling under Category
2 having relatively large values (exceeding Rp1 billion), as follows:
No Type of Transactions Affiliated Parties Transaction Values Nature of Affiliation
1 IT Consulting Services PT Akar Inti Teknologi Rp14,513,272,200 Transactions between BCA’s
with PT Bank Digital Subsidiarity and companies
BCA controlled by BCA’s main
shareholders
2) In addition to the 1 Affiliated Transactions above, there were 69 other transactions with a total value of
Rp2,363,404,220.65 which are not described in detail in this Annual Report, considering the relatively small
(immaterial) value of each transaction.
3) Besides the Affiliated Transactions above, there were also Affiliated Transactions in the form of loans,
overdrafts, placements, and/or deposits outstanding as of December 31, 2025, conducted between BCA
Subsidiaries. Such Affiliated Transactions are as follows:
No Type of Transactions Affiliated Parties Transaction Values Nature of Affiliation
1 Loan Granting/Receiving - - Transactions
Transactions between BCA’s
Subsidiaries
2 Overdraft Granting/ - -
Receiving Transactions
3 Placements/Deposits PT Central Capital Ventura with PT Bank Rp22,956,900.92
(consisting of demand BCA Syariah
deposits, time deposits,
PT Central Capital Ventura with PT BCA Rp3,000,000.00
and the like)
Sekuritas
PT BCA Sekuritas with PT Bank BCA Rp150,903,564,891.00
Syariah
PT BCA Sekuritas with PT Bank Digital Rp4,289,974,157.85
BCA
PT Asuransi Jiwa BCA with PT Bank BCA Rp26,301,320,961.00
Syariah
PT Asuransi Jiwa BCA with PT Bank Rp5,017,187,504
Digital BCA
PT BCA Finance with PT Bank BCA Rp1,951,359.05
Syariah
PT Asuransi Umum BCA with PT Bank Rp10,000,000,000.00
BCA Syariah
PT Asuransi Umum BCA with PT Bank Rp2,522,045,342
Digital BCA
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G o o d C o r p o r a t e G o v e r n a n c e
(II.3) Category 3 Conflict of Interest Policy for the Board of
Throughout 2025, there were no Affiliated Commissioners and Directors
Transactions falling under Category 3. Provisions regarding conflicts of interest for the Board
of Commissioners and Directors are regulated in the
Fairness of Transactions Corporate Governance Guidelines, which include the
The principles observed when conducting following:
transactions with affiliated parties are as follows: • Members of the Board of Commissioners and/or
• Adhering to Good Corporate Governance Directors having a conflict of interest are prohibited
principles, namely transparency, accountability, from making decisions and/or taking actions and/or
responsibility, independency, and fairness. being involved in the transaction execution process
• Ensuring the feasibility, fairness of value, and potentially harming BCA or reducing BCA’s profits,
terms of the respective transactions (arm’s and are required to disclose such conflict of interest
length transactions). conditions in every decision.
• Members of the Board of Directors are not
The Board of Directors states the Affiliated authorized to represent BCA in matters or
Transactions carried out by BCA and its Subsidiaries transactions where the respective Director has a
during 2025 have undergone adequate procedures conflict of interest with BCA.
to ensure the affiliated transactions are carried out
in accordance with generally accepted business Independent Parties in Affiliated Transactions
practices, including adhering to the arm’s-length and Conflict of Interest Transactions
principle. In accordance with prevailing regulations and as set
out in BCA’s internal policies, if there are transactions
2. Conflict of Interest Transactions with affiliated parties requiring public information
Policy related to Conflict of Interest disclosure and reporting to the OJK, BCA will appoint
In accordance with BCA’s Code of Ethics, the decision- an independent appraiser to evaluate the fairness of
making process is not influenced by other parties or the transaction value.
any conflict of interest. Decision outcomes and existing
conflicts of interest must be recorded and documented In the event of transactions conducted by BCA with
as evidence. third parties containing differences between BCA’s
economic interests and the economic interests
BCA’s policy related to conflicts of interest, as of members of the Board of Directors, Board of
stipulated in the Board of Directors Decision No. 0039/ Commissioners, major shareholders, or Controllers
SK/DIR/2025 dated February 25, 2025, concerning the capable of harming BCA, BCA is required to use an
Annual Statement of Conflict of Interest, mandates independent appraiser to determine the fair value
that all BCA personnel must be aware of and recognize of the transaction object and/or the fairness of the
activities capable of giving rise to or causing conflicts transaction, and must obtain prior approval from BCA’s
of interest and are obligated to avoid them. As a Independent Shareholders through an Independent
form of managing potential conflicts of interest, GMS.
BCA requires all employees at echelon 7 and above
(including members of the Board of Directors and Conflict of Interest Transactions in 2025
Board of Commissioners) to complete a digital Annual Throughout 2025, members of the Board of
Disclosure. Commissioners and Board of Directors managed
potential conflicts of interest as regulated by prevailing
In relation to Integrated Governance, the Board of provisions; for instance, if a member of the Board of
Directors also ensures the implementation of risk Commissioners or Directors had a conflict of interest,
management pertaining to intra-group transaction that member did not participate in the decision-making
within the Financial Conglomeration is free from process. Throughout 2025, there were no conflict of
conflicts of interest between individuals of Financial interest transactions harming BCA or reducing BCA’s
Services Institutions. profits.
Name and Position Name and Position of Type of Transactions Transaction Values Descriptions
of the Party Having Decision Maker
a Conflict of
Interest
There were no Conflict of Interest transactions in 2025.
396 Annual Report 2025 | PT Bank Central Asia Tbk
Page 399
LEGAL CASES
Legal cases involving criminal and civil cases faced by BCA during 2025, 2024, and 2023 are detailed as follows:
1. Criminal Law Cases
Details of the criminal law cases faced by BCA during 2025, 2024, and 2023 are as follows:
Criminal Law Cases 2025 2024 2023
Concluded Cases (with final and binding legal decisions) 6 6 13
Ongoing Legal Cases 1 1 4
Total 7 7 17
Throughout 2025, these criminal cases in court based on reports filed by BCA against customers, employees, or other
third parties included cases involving alleged electronic information crimes, fraud, embezzlement, theft, forgery,
land/enclosed yard seizure, and property damage, with no cases involving material losses exceeding Rp1 billion.
Meanwhile, there were no/nil criminal cases in court initiated by customers, employees, or other third parties
against BCA.
2. Civil Law Cases
The details of the civil law cases faced by BCA during 2025, 2024, and 2023 are as follows:
Civil Law Cases 2025 2024 2023
Concluded Cases (with final and binding legal decisions) 222 203 155
Ongoing Legal Cases 200 216 219
Total PAF 419 374
Civil cases faced and/or filed by BCA include:
1) Lawsuits related to accounts by customers’ heirs.
2) Customer lawsuits/resistance related to account confiscation/blocking carried out by BCA at the request of
the Court, the Tax Office and/or other third parties.
3) Customer lawsuits/oppositions by other third parties regarding payment transactions, transfers, balances, and
account and/or document withdrawals.
4) Customer lawsuits regarding account fraud.
5) Lawsuits related to the use and payment of credit card bills.
6) Third-party lawsuits related to disputes over land/office buildings owned by BCA.
7) Lawsuits related to legal entity accounts in connection with disputes over the management of legal entities
and/or associations.
8) Lawsuits/resistance related to compensation and account blocking.
9) Lawsuits/objections by debtors (husband/wife), collateral owners, and/or other parties related to foreclosure,
auction, and/or vacating of collateral.
10) Lawsuits/objections by debtors (husband/wife) and/or third parties regarding credit and/or collateral.
11) BCA filed a breach of contract lawsuit against the defaulting debtor.
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G o o d C o r p o r a t e G o v e r n a n c e
BCA’s ongoing civil cases in 2025 with claims exceeding Rp50 billion, but not material or impacting BCA’s business
continuity, include the following:
BCA Risk to the
No. Case Number Subject Matter Case Status
Position Bank
1. 298/ Defendant The debtor filed a lawsuit against the auction of In the appeal Potential
Pdt.G/2025/ I collateral rights on the collateral object on the process (BCA compensation
PN.Mdn grounds that, according to the debtor, BCA had won at the first payments
committed an unlawful act by not providing copies instance)
of documents related to the credit, collateral
attachment, and auction announcement to the
debtor, and that the auction limit value was far from
fair and humane.
2. 41/PDT.G/2022/ Co- The lawsuit of the RDN BCA customer against the In the cassation Potential
PN.JKT.SEL Defendant securities company PT KS on the grounds that the process (BCA won compensation
II customer felt that he had been given misleading at the appeal and payments
promises of profits and the share buying and selling first instance)
transactions carried out by PT KS were carried out
without the customer’s knowledge/approval so that
the customer suffered losses from the transaction.
3. 267/ Defendant The owner of the collateral filed a lawsuit against the Currently Potential
Pdt.G/2025/ I auction of the collateral rights on the grounds that undergoing trial compensation
PN.Ckr BCA had committed an unlawful act by unilaterally proceedings payments
auctioning off the plaintiff's personal property at the first
and setting the auction limit too low, below the instance.
market price.
4. 265/ Defendant The debtor's lawsuit against the auction of collateral Currently Potential
Pdt.G/2025/ rights on the collateral object on the grounds that undergoing trial compensation
PN.Smr BCA committed unlawful acts by not fulfilling the proceedings payments
credit restructuring request submitted by the debtor at the first
with the intention of conducting a unilateral auction. instance.
5. 630/ Defendant The debtor's lawsuit against BCA's actions in sending In the cassation Potential
Pdt.G/2022/ I, II, III warning letters to the debtor on the grounds that process (BCA won compensation
PN.Jkt.Pst BCA committed unlawful acts by not providing credit at the appeal and payments
restructuring to the debtor. first instance)
6. 32/Pdt.G/2025/ Defendant The debtor's lawsuit against the auction of collateral Currently Potential for
PN.Mgg I rights on the collateral object on the grounds that undergoing trial nullification
BCA committed unlawful acts by not providing credit proceedings PK and
restructuring to the debtor during COVID-19 and at the first auction,
was deemed to have complicated the debtor's debt instance. as well as
settlement process, as well as setting the auction compensation
limit too low because it was below market price. payments
Throughout 2025, BCA did not face any significant risk arising from existing legal cases. Based on an internal self-
assessment, the Bank’s legal risk level is maintained at a “low” position.
3. Legal Cases Faced by Subsidiaries
The following are the details of civil and criminal legal cases that Subsidiaries faced in 2025:
Subsidiaries Subject Matter Civil Criminal
PT BCA Finance Concluded Cases (with final and binding legal decisions) 52 0
Ongoing Legal Cases 50 0
BCA Finance Ltd Concluded Cases (with final and binding legal decisions) 0 0
Ongoing Legal Cases 0 0
PT Bank BCA Concluded Cases (with final and binding legal decisions) 9 1
Syariah
Ongoing Legal Cases 9 0
PT Asuransi Umum Concluded Cases (with final and binding legal decisions) 0 0
BCA
Ongoing Legal Cases 0 0
PT Asuransi Jiwa Concluded Cases (with final and binding legal decisions) 2 0
BCA
Ongoing Legal Cases 0 0
398 Annual Report 2025 | PT Bank Central Asia Tbk
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Subsidiaries Subject Matter Civil Criminal
PT BCA Sekuritas Concluded Cases (with final and binding legal decisions) 0 0
Ongoing Legal Cases 0 0
PT Central Capital Concluded Cases (with final and binding legal decisions) 0 0
Ventura
Ongoing Legal Cases 0 0
PT Bank Digital Concluded Cases (with final and binding legal decisions) 0 0
BCA
Ongoing Legal Cases 0 0
Ongoing Legal Cases 0 0
SIGNIFICANT CASES & 5. Sanctions for Legal Violations Related to
ADMINISTRATIVE SANCTIONS Labor, Employment, Bankruptcy, Competition,
or Environment
1. Significant Cases Involving Members of Throughout 2025, BCA did not receive any sanctions
the BCA Board of Directors and Board of based on final and binding (inkracht) court decisions
Commissioners concerning labor, employment, bankruptcy,
Throughout 2025, no current members of the Board of competition, or environmental matters.
Directors or members of the Board of Commissioners
have never been involved in any significant criminal 6. Regulatory Sanctions Related to Material
or civil cases, as member of the Board of Directors or Events
member of the Board of Commissioners of BCA. Throughout 2025, BCA has never received sanctions
from regulators due to not making announcements
2. Significant Cases Involving Members within the specified time period for important events.
of the Board of Directors and Board of
Commissioners of Subsidiaries 7. Sanctions Related to Listing Regulations
Throughout 2025, no current members of the Board of Throughout 2025, BCA did not receive any sanctions
Directors or members of the Board of Commissioners of related to violations of listing regulations from
Subsidiaries have ever been involved in any significant regulators. BCA consistently strives to comply with
criminal or civil cases, as member of the Board of all rules, regulations, and listing requirements from
Directors or member of the Board of Commissioners regulators and Self-Regulatory Organizations (SROs),
of BCA’s Subsidiaries. including disclosure requirements and other related
rules.
Impact of Legal Issues for BCA and its
Subsidiaries 8. Sanctions Related to Tax Regulations
The legal issues faced by BCA and its Subsidiaries Within the last three years, BCA has not received any
throughout 2025 did not have a material impact on sanctions related to tax regulations.
the standing or business continuity of BCA and its
Subsidiaries. INFORMATION ACCESS AND
CORPORATE DATA
3. Administrative Sanctions from Relevant
Authorities BCA maintains continuous good communication with
Throughout 2025, BCA and the members of its Board regulators, shareholders, customers, BCA employees,
of Directors and/or Board of Commissioners did not partners, and the general public as part of the
receive any material or non-material administrative implementation of the principles of transparency and
sanctions from the OJK or other regulators of which accountability to stakeholders. The Communication Policy
could affect BCA’s business continuity. governs BCA’s good relations with its stakeholders.
4. Sanctions for Non-Compliance with Laws or BCA’s Communication Policy is set out in the Communication
Regulations Related to Significant or Material and Information Functions and Transparency and
Related-Party Transactions Publication of Information to Stakeholders of the BCA
Throughout 2025, there were no cases of non- Corporate Governance Guidelines. BCA provides the
compliance with laws, rules, or regulations concerning public with access to corporate information and data
significant or material related-party transactions through, among others, the communication channels
involving BCA. described below.
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G o o d C o r p o r a t e G o v e r n a n c e
1. Communication Channels of Stakeholders
BCA stakeholders are parties related to BCA’s business activities and significantly influence the sustainability of BCA.
STAKEHOLDERS
Media, Interest Labor and Labor
Customers and Client Regulator Groups,and Public Union
Business Partners/ Public Investors and
Suppliers/Vendors Communities Shareholders
BCA engages and interacts with stakeholders through formal processes and at the appropriate level of engagement.
The Corporate Secretary - Investor Relations & Environmental Social Governance (ESG) Division and the Corporate
Communication & Social Responsibility (CCR) Work Unit manage interactions with stakeholders such as regulators,
investors and the general public.
Furthermore, in accordance with their duties and responsibilities, related work units communicate with stakeholders.
BCA has provided various communication channels in its interactions with stakeholders to ensure that BCA
information is disseminated intensively and effectively.
Name of
Interest Communication Channel Frequency
Stakeholders
Customers and • Providing information about banking • Halo BCA Contact Center At all times
Clients products and services as well as the • BCA Website
security of customer privacy. • Social Media
• Providing the best banking solutions for
stakeholders.
• Solving problems in transactions
involving banking products and/or
services.
Investors or Financial performance, sustainability • Annual GMS and/or Extraordinary • Once a year
Shareholders implementation, and implementation of GMS • Incidental
prudential principles and good corporate • Annual Report and Sustainability • Quarterly
governance. Report • At all time
• Analyst Meeting
• Public Expose
• Investor Relations Contact:
• Tel: +62 21 235 88000
• E-mail: investor_relations@bca.co.id
400 Annual Report 2025 | PT Bank Central Asia Tbk
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Name of
Interest Communication Channel Frequency
Stakeholders
Regulators and Compliance and implementation of the • Monthly report; According to
SROs (OJK, IDX, prudence principle and Good Corporate • Quarterly Report; regulations
KSEI and Bank Governance. • Disclosure of information related to (monthly,
Indonesia) Affiliated Transactions; quarterly and
• Explanation of information in the incidental)
mass media;
• Submission of evidence of the
announcement of the AGMS and/or
EGMS, Monthly Securities Reports,
Public Expose Reports, a summary
of the Consolidated Financial
Statements via electronic media
and/or hardcopy;
• Submission of press releases related
to financial reports, and copies of
the minutes of AGMS and/or EGMS;
• Submission of evidence of summons
for the GMS and/or EGMS;
• Report and announcement of
dividend distribution schedule;
• Report on ownership or changes in
share ownership.
Public Empowerment programs and opportunities • Sustainability Report Once a year
Community through community programs and Corporate • Youtube Solusi BCA At all times
Social Responsibility (CSR). • Instagram GoodLifeBCA
Media, Interest BCA information and data, including • Press release via printed and As needed
Groups and regarding BCA’s financial condition, electronic media At all times
General Public products and corporate actions. • BCA corporate communication
contact: corcom_bca@bca.co.id
Business • General policies related to the • BCA website If needed
Partner/ procurement of goods and/or services, • Beauty Contest At all time
Supplier/ types of requirements/specifications, • Code of ethics related to vendors
Vendor BCA information and data, and the • Logistics Division PIC Contact
process of becoming a vendor. (Procurement Aspect)
• Vendor input, suggestions, and
information.
Employee and Industrial relations and issues related to Internal communication via Info BCA At all time
Labor Union employees’ welfare, rights and obligations. e-magazine, BCA update, MyBCAPortal,
audio visual facilities, Halo SDM-call
center for BCA employees, sharing
sessions, GCG series articles, banking
services, and/or facilities.
2. Information and Transparency Apart from using these facilities, BCA also conveys
of Products and Services information about its products and services directly
BCA has provided information about BCA’s products to customers. The dissemination of information to
and services in a transparent, accurate and up-to-date customers is based on the customer’s consent given by
manner in accordance with the provisions of the OJK signing the consent column for providing customer data
and BI. BCA uses the following facilities to make it easier on the account opening form. Publication of information
for customers to obtain this information: on BCA’s banking products, services and/or facilities is
• BCA’s official website and BCA’s official social carried out in accordance with the regulatory provisions
media accounts, which provide complete and up- on the transparency of banking product information and
to-date information regarding all BCA products, the use of customers’ personal data.
services, and programs;
• Leaflets, brochures, Plasma TVs, or other written 3. Company Information and Data Facilities
forms at every BCA branch office throughout BCA’s business management not only pursues
Indonesia containing information on bank products profitability, but also strives to provide the best
to facilitate customer awareness; banking solutions for its stakeholders. BCA continuously
• BCA frontline staff, such as Relationship Officers, provides customers with convenient access to BCA
Account Officers and Customer Service, in all BCA information. The best banking solutions are provided
offices, who are passionate about providing the by BCA through communication facilities, namely:
product/service information and solutions needed
by customers.
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G o o d C o r p o r a t e G o v e r n a n c e
a. haloBCA the customer’s profile and needs. SOLA
haloBCA serves as a central hub for customer contacts customers using the haloBCA
information and complaints, available across several Telephone Number 1500888, and customers
communication channels, including: can contact SOLA through the following
• Telephone: 1500888 communication media:
• Whatsapp (0811 1500 998). 1) Telephone Number 1500118 with the
• E-mail: haloBCA@bca.co.id extension number informed directly to
• haloBCA Chat (haloBCA application and the customer.
Webchat at www.bca.co.id). 2) Official WhatsApp of BCA at number 0811
• Video Call and Video Banking are available at: 1500 998 by typing #haloBCA in the chat
» myBCA Store (Central Park, Emporium Pluit column.
Mall, Kota Kasablanka, Ciputra World, BCA 3) SOLA correspondence E-mail via the
Learning Institute); e-mail address sola_doc@bca.co.id.
» myBCA Hybrid (Gandaria City, Thamrin, • Other Digital Services
Pondok Indah Mall, Summarecon Mall haloBCA also manages several digital services,
Serpong, AEON Mall Sentul, UGM including:
Yogyakarta); » Online account opening through: BCA
» myBCA Booth (Tangerang City, Supermall mobile, myBCA, and marketplaces (Blibli,
Karawaci, Cibinong City Mall, Royal Plaza, DANA, MyCampus, Bayarind);
Mall of Indonesia, AEON Mall Deltamas). » Online credit card application via video call;
» Available also at branch offices (KCU Alam » Online customer verification via video call
Sutera, KCU Serpong, KCU Harapan Indah, in myBCA;
KCU Bekasi, KCU Matraman, KCU Darmo,
KCU SCBD, KCP Sahid J Walk, KCU Sunter, In an effort to maintain service quality, haloBCA
KCU Hybrid Thamrin). is committed to receiving customer reports
• haloBCA Application and following up on customer complaints
haloBCA application is a mobile-based service by establishing the following response time
available for download by BCA customers or standards:
non-customers from their device (gadget) » Inbound call: 20 seconds
to contact haloBCA online via Voice Over » WhatsApp: 2 minutes
Internet Protocol/VoIP Call (free of telephone » X: 25 minutes
charges), E-mail, Chat, WhatsApp, and BCA’s » haloBCA Chat: 2 minutes
official social media accounts, thus making it » E-mail: 30 minutes
easier for customers to access services without
communication costs. BCA also added the b. BCA Website
VoIP Call feature to the myBCA application, BCA’s official website, www.bca.co.id, serves as
allowing customers to easily and quickly access a trusted reference for information for current and
the haloBCA Telephone Service through the prospective BCA customers, as well as the general
myBCA application. Furthermore, the haloBCA public.
application also allows customers to perform
data updates, digital approvals, and self-service Through this site, BCA presents various information
banking facility settings, such as unblocking the about banking products and services, the latest
BCA Debit/ATM Card PIN and managing OTP promotions, current news about BCA, economic
Code Delivery. research reports, and comprehensive corporate
• Outbound Call Services information related to BCA.
BCA also developed Outbound Call Services
(1500888), which include: Currently, the official BCA website has developed
» Digital Relationship Officer (DRO) is a into a digital channel capable of fulfilling various
haloBCA outbound campaign service customer needs by presenting online forms
aimed at conveying information, conducting (e-forms) and increasingly comprehensive tracking
transaction verification & confirmation, and checking features. The diverse e-forms
telesurveys, customer retention, and and tracking and checking services available at
offering BCA business solution products to www.bca.co.id include:
customers based on leads.
» Solution Assistant (SOLA) is a Special Applications and Registration, including:
haloBCA Agent dedicated to selected • Home Ownership Credit (KPR)
customer segments. SOLA’s main role is to • BCA Credit Cards
explore and follow up on customer needs • Motor Vehicle Credit (KKB)
and complaints, then provide appropriate
solution recommendations according to
402 Annual Report 2025 | PT Bank Central Asia Tbk
Page 405
• Motorcycle Credit (KSM) The availability of various e-forms, tracking and
• BCA Insurance checking features, as well as e-Banking download
• Business Credit and People’s Business Credit access at www.bca.co.id aligns with BCA’s
(KUR) commitment to constantly enhance customer
• BCA EDC convenience, allowing them to readily access
• BCA Autopay and enjoy diverse banking products and services
• BCA API supported by the latest technology.
Tracking and Checking, including: Furthermore, BCA consistently maintains
• Money Transfer (Firecash) information transparency to support the
• Bank Guarantee Status implementation of Good Corporate Governance
• BCA Reward Balance (GCG), in accordance with regulations and the
• KPR Application Status and document information needs of investors, shareholders, and
completeness the capital market community. This transparency is
realized through the comprehensive presentation of
Reports from the Community: information about the Company, investor relations,
• Whistleblowing System governance, sustainability commitments, corporate
responsibility, the latest news releases related to
With the availability of various e-forms on the BCA BCA, and economic research on the official BCA
website, individual customers may apply for KPR, website.
BCA Credit Cards, KKB, KSM, and BCA Insurance
online more practically. The presence of the Investors and the public may also check
tracking and checking feature also helps customers BCA’s stock performance in real-time at
monitor their BCA Reward balance, money transfer www.bca.co.id through the Stock Performance
status (Firecash), BCA Bank Guarantee, and the page, monitor the development of primary and
progress of their KPR application, including any secondary market bonds on the Bond Product
missing KPR documents. Options page, and perform mutual fund investment
simulations on the Mutual Fund Simulation page.
For business customers, the official BCA website
provides increasingly easy access to capital Finally, www.bca.co.id consistently educates
services in the form of online Business Loan customers and the wider community about
applications at www.bca.co.id. Customers are BCA’s latest services, products, and programs
also able to utilize the credit simulation feature to through educational and informative articles
calculate the loan ceiling, estimated installments, in the Berita BCA, EdukaTips BCA, and
and tenure, thereby ensuring a more targeted AwasModus columns. For the latest promotional
application process aligned with business needs. information, BCA also presents a special page,
www.promo.bca.co.id, as a center for up-to-date
Furthermore, to support the smooth operation of BCA promotion information.
businesses, registration for BCA API (Application
Programming Interface) cooperation and EDC c. BCA Social Media
applications can now be done easily through www. Through informative and creative content
bca.co.id. consistently presented across various social media
platforms, BCA strives to build solid interaction,
In enhancing the experience of customers and especially with customers and the general public.
prospective customers using BCA’s e-Banking This step is a realization of the slogan “Senantiasa
services, the BCA website provides access to di Sisi Anda” (Always by Your Side) to make
download the myBCA, BCA mobile, eBranch BCA, BCA’s social media accounts a trusted source of
haloBCA, Merchant BCA, and Sakuku applications on information and reference, as well as a source of
every service information page for these e-Banking creative inspiration for all circles in the digital era.
applications.
The following is a list of BCA’s official social media
The presence of various online forms and accounts:
t h e t r a c k i n g a n d c h e c k i n g fe at u re s o n • X Accounts (@BankBCA, @HaloBCA, @
www.bca.co.id aligns with BCA’s commitment XpresiBCA, @GoodLifeBCA, @KartuKreditBCA)
to constantly enhance customer convenience, • Facebook (BankBCA, XpresiBCA, GoodLifeBCA,
allowing them to readily access and enjoy diverse KartukreditBCA)
banking products and services supported by the • YouTube (Solusi BCA)
latest technology. • Linkedln PT Bank Central Asia Tbk
• Instagram (@GoodLifeBCA) and (@LifeAtBCA)
• Line (Bank BCA)
• TikTok (@BankBCA)
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G o o d C o r p o r a t e G o v e r n a n c e
Complete information regarding BCA’s official 6. Campaigns related to business literacy, especially
accounts and social media activities can be accessed for MSME entrepreneurs;
via https://www.bca.co.id/socialmedia 7. Campaigns related to security education and
customer data protection;
BCA also continues to innovate by presenting the chat- 8. Campaigns related to financial literacy;
bot VIRA or Virtual Assistant Chat Banking BCA. VIRA 9. BCA “Bangga Lokal” Campaign; and
can be accessed on the BankBCA Facebook Messenger 10. Campaigns related to BCA’s corporate shared value
account, the Bank BCA LINE chat application account, activities under the umbrella of “Bakti BCA,” along
and Bank BCA WhatsApp. Through the VIRA Channel, with their impact on society and the environment.
customers can obtain information related to promos,
check balances and transactions, exchange rates, ATM
information, credit card information, and other banking
FACEBOOK
access. Furthermore, BCA has also launched a chatting X
service through the WhatsApp application with a Halo
BCA agent, accessible by customers 24/7.
Throughout 2025, BCA continued to actively utilize
its social media accounts to campaign various LINKEDIN
communication materials, including: YOUTUBE
1. Campaigns related to updating BCA banking
products, including communicating the benefits of
BCA banking products to the potential market;
2. Campaigns related to educating the public on safe
banking transactions;
3. Campaigns related to BCA promos;
4. Campaigns related to job vacancies available at BCA; LINE INSTAGRAM TIKTOK
5. Campaigns related to offering BCA loan products;
d. List of 2025 Press Releases
Press releases issued by BCA are part of the implementation of Good Corporate Governance principles,
particularly the principle of transparency. During 2025, BCA issued 179 press releases. Details of the titles
and the complete content of all press releases can be accessed at https://www.bca.co.id/en/tentang-bca/
media-riset/pressroom/siaran-pers.
No. Press Release Themes Total Press Releases
1 Product & Business Activity 88
2 Financial Performance 7
3 Sustainability 84
e. Correspondence to the Financial Services Authority and the Indonesia Stock Exchange
BCA’s correspondence with OJK and IDX is part of the implementation of the Good Corporate Governance
principles, especially the principles of transparency and accountability. During 2025, the correspondence
conducted by BCA with OJK and IDX was as follows:
Financial Services Authority (OJK)
No Date Document No. To Subject
1 January 23, 2025 0002/ESG/2025 OJK Capital Market Submission of Press Release regarding the Summary of
Financial Performance for the Fourth Quarter of 2024
(Audited) of PT Bank Central Asia Tbk (the "Company")
2 January 24, 2025 0003/ESG/2025 OJK Capital Market Submission of Proof of the Annual General Meeting of
Shareholders’ Announcement of
PT Bank Central Asia Tbk
3 January 24, 2025 0004/ESG/2025 OJK DPBS2 Submission of Proof of the Annual General Meeting of
Shareholders’ Announcement of
PT Bank Central Asia Tbk
4 January 24, 2025 0005/ESG/2025 OJK Capital Market Announcement of the Annual General Meeting of
Shareholders
5 January 24, 2025 0006/ESG/2025 OJK DPBS2 Submission of BCA’s Quarter IV Year 2024 Financial
Statements (Audited)
6 January 24, 2025 0007/ESG/2025 OJK DPBS2 Submission of Proof on Announcement of BCA’s Quarter
IV Year 2025 Financial Statements (Audited)
404 Annual Report 2025 | PT Bank Central Asia Tbk
Page 407
No Date Document No. To Subject
7 January 24, 2025 0009/ESG/2025 OJK Capital Market Submission of Proof on Announcement of BCA’s Quarter
IV Year 2025 Financial Statements (Audited)
8 February 12, 2025 0014/ESG/2025 OJK Capital Market Submission of the 2024 Annual Report and 2024
Sustainability Report of PT BCA Tbk
9 February 12, 2025 0015/ESG/2025 OJK DPBS2 Submission of the 2024 Annual Report and 2024
Sustainability Report of PT BCA Tbk
10 February 12, 2025 0017/ESG/2025 OJK DPBS2 Submission of the Internal Control Report of PT BCA
Tbk
11 February 12, 2025 0018/ESG/2025 OJK Capital Market Invitation to the Annual General Meeting of
Shareholders
12 February 13, 2025 0019/ESG/2025 OJK DPBS2 Submission of Proof of Invitation to the AGMS of PT
BCA Tbk
13 February 13, 2025 0020/ESG/2025 OJK Capital Market Submission of Proof of Invitation to the AGMS of PT
BCA Tbk
14 February 19, 2025 0034/ESG/2025 OJK Capital Market Affiliated Transaction Report
15 February 25, 2025 0043/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
16 February 25, 2025 0044/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
17 February 25, 2025 0045/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
18 February 28, 2025 0046/ESG/2025 OJK DPBS2 Submission of Annual Report on the Implementation of
BCA's Corporate Governance Implementation for 2024
19 February 28, 2025 0047/ESG/2025 OJK DPBS2 Submission of Annual Report on the Implementation of
BCA's Corporate Governance for 2024
20 March 4, 2025 0048/ESG/2025 OJK Capital Market Affiliated Transaction Report
21 March 7, 2025 0050/ESG/2025 OJK DPBS2 Submission of Annual Reports and Financial Statements
of Subsidiaries
22 March 14, 2025 0051/ESG/2025 OJK Capital Market Affiliated Transaction Report
23 March 14, 2025 0052/ESG/2025 OJK Capital Market Affiliated Transaction Report
24 March 14, 2025 0053/ESG/2025 OJK Capital Market Submission of a Copy of the Notary's Statement
Regarding the Annual General Meeting of Shareholders
of PT Bank Central Asia Tbk (the "Company")
25 March 14, 2025 0054/ESG/2025 OJK DPBS2 Submission of a Copy of the Notary's Statement
Regarding the Annual General Meeting of Shareholders
of PT Bank Central Asia Tbk (the "Company")
26 March 14, 2025 0055/ESG/2025 OJK Capital Market Submission of Proof of Announcement of the Annual
General Meeting of Shareholders’ Summary of Minutes
of PT Bank Central Asia Tbk (the "Company")
27 March 14, 2025 0056/ESG/2025 OJK DPBS2 Submission of Proof of Announcement of the Annual
General Meeting of Shareholders’ Summary of Minutes
of PT Bank Central Asia Tbk (the "Company")
28 March 19, 2025 0058/ESG/2025 OJK Capital Market Affiliated Transaction Report
29 March 19, 2025 0059/ESG/2025 OJK Capital Market Report of Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
30 March 19, 2025 0060/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
31 March 19, 2025 0061/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
32 March 19, 2025 0062/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
33 March 19, 2025 0063/ESG/2025 OJK Capital Market Report of Ownership and Any Changes in Share
Ownership of PT Bank Central Asia Tbk
34 March 19, 2025 0064/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
35 March 19, 2025 0065/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
36 March 19, 2025 0066/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
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G o o d C o r p o r a t e G o v e r n a n c e
No Date Document No. To Subject
37 March 20, 2025 0067/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
38 March 20, 2025 0068/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
39 March 20, 2025 0069/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
40 March 20, 2025 0070/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
41 March 20, 2025 0072/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
42 March 20, 2025 0073/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
43 March 20, 2025 0074/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
44 March 20, 2025 0075/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
45 March 20, 2025 0076/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
46 March 18, 2025 0071/ESG/2025 OJK Capital Market Report on Share Ownership or Any Changes in
Ownership of PT Bank Central Asia Tbk
47 March 25, 2025 0077/ESG/2025 OJK Capital Market Disclosure of Information related to Share Buybacks
under Significant Conditions
48 March 26, 2025 0078/ESG/2025 OJK Capital Market Affiliated Transaction Report
49 March 27, 2025 0080/ESG/2025 OJK DPBS2 Disclosure of Information on Buyback
50 April 8, 2025 0081/ESG/2025 OJK Capital Market Share Buyback Report
51 April 8, 2025 0083/ESG/2025 OJK Capital Market Share Buyback Report
52 April 8, 2025 0084/ESG/2025 OJK Capital Market Share Buyback Report
53 April 9, 2025 0085/ESG/2025 OJK DPBS2 Submission of a Photocopy of the BCA AGMS Deed of
Minutes
54 April 9, 2025 0086/ESG/2025 OJK Capital Market Submission of a Photocopy of the BCA AGMS Deed of
Minutes
55 April 23, 2025 0090/ESG/2025 OJK Capital Market Press Release Report for AM Q 2025
56 April 24, 2025 0091/ESG/2025 OJK DPBS2 Submission of BCA’s Quarter I Year 2025 Financial
Statements (unaudited)
57 April 24, 2025 0092/ESG/2025 OJK DPBS2 Submission of Proof on Announcement of BCA’s Quarter I
Year 2025 Financial Statements (unaudited)
58 April 24, 2025 0093/ESG/2025 OJK Capital Market Submission of Proof on Announcement of BCA’s Quarter I
Year 2025 Financial Statements (unaudited)
59 April 24, 2025 0094/ESG/2025 OJK Capital Market Share Buyback Report
60 April 28, 2025 0095/ESG/2025 OJK Capital Market Share Buyback Report
61 April 29, 2025 0096/ESG/2025 OJK Capital Market Share Buyback Report
62 April 30, 2025 0104/ESG/2025 OJK Capital Market Share Buyback Report
63 May 2, 2025 0105/ESG/2025 OJK Capital Market Share Buyback Report
64 May 5, 2025 0107/ESG/2025 OJK Capital Market Affiliated Transaction Report
65 May 5, 2025 0108/ESG/2025 OJK Capital Market Share Buyback Report
66 May 6, 2025 0109/ESG/2025 OJK Capital Market Share Buyback Report
67 May 8, 2025 0110/ESG/2025 OJK Capital Market Share Buyback Report
68 May 14, 2025 0111/ESG/2025 OJK Capital Market Affiliated Transaction Report
69 May 15, 2025 0112/ESG/2025 OJK Capital Market Material Facts or Information Report
70 May 15, 2025 0113/ESG/2025 OJK DPBS2 Material Facts or Information Report
71 June 2, 2025 0117/ESG/2025 OJK Capital Market Submission of Changes to the Management
Composition of PT Bank Central Asia Tbk (the
"Company")
72 June 2, 2025 0118/ESG/2025 OJK DPBS2 Submission of Changes to the Management
Composition of PT Bank Central Asia Tbk (the
"Company")
73 June 23, 2025 0132/ESG/2025 OJK Capital Market Affiliated Transaction Report
74 June 30, 2025 0133/ESG/2025 OJK Capital Market Disclosure of Information Regarding Affiliated
Transactions
75 June 30, 2025 0134/ESG/2025 OJK Capital Market Proof of Information Disclosure and Supporting
Documents
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No Date Document No. To Subject
76 July 8, 2025 0137/ESG/2025 OJK Capital Market Affiliated Transaction Report
77 July 14, 2025 0142/ESG/2025 OJK Capital Market Affiliated Transaction Report
78 July 28, 2025 0145/ESG/2025 OJK Capital Market Affiliated Transaction Report
79 July 29, 2025 0147/ESG/2025 OJK Capital Market Report on the Progress of Transferring Shares from
BCA's Buyback
80 July 30, 2025 0148/ESG/2025 OJK Capital Market Submission of Press Release related to the Summary of
First Semester 2025 Financial Performance (unaudited)
of PT Bank Central Asia Tbk ("The Company")
81 July 31, 2025 0149/ESG/2025 OJK DPBS2 Submission of BCA’s Quarter II Year 2025 Financial
Statements (unaudited)
82 July 31, 2025 0150/ESG/2025 OJK DPBS2 Submission of Proof on Announcement of BCA’s Quarter II
Year 2025 Financial Statements (unaudited)
83 July 31, 2025 0151/ESG/2025 OJK Capital Market Submission of Proof on Announcement of BCA’s Quarter II
Year 2025 Financial Statements (unaudited)
84 August 1, 2025 0152/ESG/2025 OJK Capital Market Analyst Meeting Material
85 August 5, 2025 0187/ESG/2025 OJK Capital Market Affiliated Transaction Report
86 August 15, 2025 0191/ESG/2025 OJK Capital Market Report on Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
87 August 20, 2025 0197/ESG/2025 OJK Capital Market Notification of Fulfillment of BEI Regulation No. I-E
concerning the Request for Clarification regarding
Media Reports.
88 August 20, 2025 0198/ESG/2025 OJK DPBS2 Notification of Fulfillment of BEI Regulation No. I-E
concerning the Request for Clarification regarding
Media Reports.
89 August 25, 2025 0199/ESG/2025 OJK Capital Market Affiliated Transaction Report
90 August 25, 2025 0200/ESG/2025 OJK Capital Market Affiliated Transaction Report
91 September 2, 2025 0202/ESG/2025 OJK Capital Market Report on Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
92 September 2, 2025 0203/ESG/2025 OJK Capital Market Response to OJK Letter Number S-1063/PM.211/2025
dated August 29, 2025, concerning the Request for
Clarification and Supporting Documents of PT Bank
Central Asia Tbk.
93 September 9, 2025 0208/ESG/2025 OJK Capital Market Affiliated Transaction Report
94 September 10, 2025 0209/ESG/2025 OJK Capital Market Report on Changes in Share Ownership
95 September 15, 2025 0213/ESG/2025 OJK Capital Market Affiliated Transaction Report
96 September 16, 2025 0215/ESG/2025 OJK Capital Market Affiliated Transaction Report
97 September 23, 2025 0224/ESG/2025 OJK Capital Market Response to Letter Number S-1182/PM.211/2025
98 October 2, 2025 0226/ESG/2025 OJK Capital Market Affiliated Transaction Report
99 October 6, 2025 0230/ESG/2025 OJK Capital Market Report on Ownership or Any Changes in Share
Ownership of PT Bank Central Asia Tbk
100 October 13, 2025 0232/ESG/2025 OJK Capital Market Submission of Affiliated Transaction Report
101 October 15, 2025 0233/ESG/2025 OJK Capital Market Submission of Affiliated Transaction Report
102 October 20, 2025 0234/ESG/2025 OJK Capital Market Disclosure of Information
103 October 21, 2025 0237/ESG/2025 OJK DPBS2 Submission of BCA’s Quarter III Year 2025 Financial
Statements (unaudited)
104 October 21, 2025 0238/ESG/2025 OJK DPBS2 Submission of Proof on Announcement of BCA’s Quarter III
Year 2025 Financial Statements (unaudited)
105 October 21, 2025 0239/ESG/2025 OJK Capital Market Submission of Proof on Announcement of BCA’s Quarter III
Year 2025 Financial Statements (unaudited)
106 October 21, 2025 0240/ESG/2025 OJK DPBS2 Disclosure of Information
107 October 24, 2025 0242/ESG/2025 OJK Capital Market Share Buyback Report
108 October 27, 2025 0243/ESG/2025 OJK Capital Market Share Buyback Report
109 November 6, 2025 0247/ESG/2025 OJK Capital Market Share Buyback Report
110 November 11, 2025 0248/ESG/2025 OJK Capital Market Share Buyback Report
111 November 12, 2025 0252/ESG/2025 OJK Capital Market Share Buyback Report
112 November 13, 2025 0253/ESG/2025 OJK Capital Market Affiliated Transaction Report
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No Date Document No. To Subject
113 November 13, 2025 0255/ESG/2025 OJK Capital Market Share Buyback Report
114 November 14, 2025 0256/ESG/2025 OJK Capital Market Share Buyback Report
115 November 17, 2025 0257/ESG/2025 OJK Capital Market Share Buyback Report
116 November 18, 2025 0258/ESG/2025 OJK Capital Market Share Buyback Report
117 November 19, 2025 0259/ESG/2025 OJK Capital Market Share Buyback Report
118 November 20, 2025 0260/ESG/2025 OJK Capital Market Share Buyback Report
119 November 21, 2025 0262/ESG/2025 OJK Capital Market Share Buyback Report
120 November 24, 2025 0264/ESG/2025 OJK Capital Market Share Buyback Report
121 November 25, 2025 0265/ESG/2025 OJK Capital Market Affiliated Transaction Report
122 November 25, 2025 0266/ESG/2025 OJK Capital Market Share Buyback Report
123 November 26, 2025 0267/ESG/2025 OJK Pasar Modal Share Buyback Report
124 November 27, 2025 0268/ESG/2025 OJK Pasar Modal Share Buyback Report
125 November 28, 2025 0269/ESG/2025 OJK Pasar Modal Share Buyback Report
126 November 28, 2025 0270/ESG/2025 OJK Pasar Modal Affiliated Transaction Report
127 December 1, 2025 0271/ESG/2025 OJK Pasar Modal Share Buyback Report
128 December 2, 2025 0272/ESG/2025 OJK Pasar Modal Share Buyback Report
129 December 3, 2025 0273/ESG/2025 OJK Pasar Modal Share Buyback Report
130 December 4, 2025 0275/ESG/2025 OJK Pasar Modal Share Buyback Report
131 December 5, 2025 0276/ESG/2025 OJK Pasar Modal Share Buyback Report
132 December 8, 2025 0277/ESG/2025 OJK Pasar Modal Share Buyback Report
133 December 9, 2025 0278/ESG/2025 OJK Pasar Modal Share Buyback Report
134 December 10, 2025 0279/ESG/2025 OJK Pasar Modal Share Buyback Report
135 December 11, 2025 0281/ESG/2025 OJK Pasar Modal Share Buyback Report
136 December 12, 2025 0283/ESG/2025 OJK Pasar Modal Affiliated Transaction Report
137 December 12, 2025 0284/ESG/2025 OJK Pasar Modal Share Buyback Report
138 December 15, 2025 0285/ESG/2025 OJK Pasar Modal Share Buyback Report
139 December 16, 2025 0286/ESG/2025 OJK Pasar Modal Affiliated Transaction Report
140 December 16, 2025 0287/ESG/2025 OJK Pasar Modal Share Buyback Report
141 December 17, 2025 0289/ESG/2025 OJK Pasar Modal Share Buyback Report
142 December 18, 2025 0290/ESG/2025 OJK Pasar Modal Share Buyback Report
143 December 18, 2025 0291/ESG/2025 OJK Pasar Modal Affiliated Transaction Report
144 December 18, 2025 0292/ESG/2025 OJK Pasar Modal Material Facts or Information Report
145 December 19, 2025 0293/ESG/2025 OJK Pasar Modal Share Buyback Report
146 December 22, 2025 0294/ESG/2025 OJK Pasar Modal Share Buyback Report
147 December 22, 2025 0295/ESG/2025 OJK Pasar Modal Response to OJK Letter
148 December 23, 2025 0296/ESG/2025 OJK Pasar Modal Share Buyback Report
149 December 24, 2025 0297/ESG/2025 OJK Pasar Modal Share Buyback Report
150 December 29, 2025 0298/ESG/2025 OJK Pasar Modal Share Buyback Report
151 December 30, 2025 0299/ESG/2025 OJK Pasar Modal Share Buyback Report
Indonesia Stock Exchange
No Date Document No. Subject
1 January 6, 2025 0001/ESG/2025 Monthly Report of Securities Holder Registration
2 February 5, 2025 0011/ESG/2025 Monthly Report of Securities Holder Registration
3 February 10, 2025 0012/ESG/2025 Response to BEI Letter No. S-01248/BEI.PPU/02-2025 dated
February 7, 2025 regarding Request for Explanation of News
in the Mass Media
4 March 6, 2025 0049/ESG/2025 Monthly Report of Securities Holder Registration
5 March 14, 2025 0057/ESG/2025 Announcement on Schedule and Procedures of Cash
Dividend Distribution for the 2024 Financial Year
6 April 8, 2025 0082/ESG/2025 Monthly Report of Securities Holder Registration
7 May 5, 2025 0106/ESG/2025 Monthly Report of Securities Holder Registration
8 June 3, 2025 0122/ESG/2025 Monthly Report of Securities Holder Registration
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No Date Document No. Subject
9 July 1, 2025 0135/ESG/2025 Response to the Report Received by Stock Exchange
10 July 2, 2025 0136/ESG/2025 Monthly Report of Securities Holder Registration
11 July 28, 2025 0146/ESG/2025 Presentation at the Medan Investor Meeting & Connectivity
2025 ("MIMC 2025")
12 August 6, 2025 0188/ESG/2025 Monthly Report of Securities Holder Registration
13 August 20, 2025 0196/ESG/2025 Response to the Indonesia Stock Exchange Letter No.
S-09602/BEI.PP2/08-2025 dated August 19, 2025 regarding
the Request for Explanation of News in the Mass Media
14 August 27, 2025 0201/ESG/2025 2025 Annual Public Expose Plan
15 December 8, 2025 0207/ESG/2025 Monthly Report of Securities Holder Registration
16 September 8, 2025 0206/ESG/2025 Public Expose Material
17 September 12, 2025 0212/ESG/2025 Response to the Indonesia Stock Exchange Letter No.
S-10536/BEI.PP2/09-2025 dated September 11, 2025,
regarding the Request for Explanation of News in the Mass
Media
18 September 16, 2025 0214/ESG/2025 Delivery of BCA's PUBEX 2025 Implementation Results
19 September 17, 2025 0218/ESG/2025 Response to the Complaint Received
20 October 2, 2025 0227/ESG/2025 Monthly Report of Securities Holder Registration
21 October 20, 2025 0235/ESG/2025 Presentation of Indonesia Day Material
22 October 20, 2025 0236/ESG/2025 Analyst Meeting Report (Press Release)
23 November 6, 2025 0244/ESG/2025 Monthly Report of Securities Holder Registration
24 November 24, 2025 0263/ESG/2025 Announcement of Interim Dividend
25 December 4, 2025 0274/ESG/2025 Monthly Report of Securities Holder Registration
f. Internal Communication
Internal communication is an essential factor for building BCA’s character and culture, as well as team work
solidarity. Smooth, intensive, and effective internal communication in disseminating BCA’s information will
encourage the acceleration of processes and mechanisms across all lines, thus influencing BCA’s overall
performance achievement.
Information content and communication media are the keys to successful internal communication. The two
form a cohesive, complementary unit, enabling the conveyed information to reach employees, be easily
understood, and be followed up on.
Considering the relatively large number of BCA employees spread throughout Indonesia, BCA realizes the
need for an effective and targeted internal communication strategy to create a harmonious relationship with
all employees, enabling the achievement of BCA’s vision and mission.
BCA’s internal communication media include:
1) InfoBCA Digital Magazine
This e-magazine presents various information about BCA, banking products and services, as well as information
regarding networks, internal programs, awards, technology, management, and other information beneficial to
BCA Personnel, with the hope of becoming a medium for education, socialization, entertainment, and a means
for all employees to share knowledge, experiences, and BCA activities. This magazine can be accessed through
the internal MyBCA portal and the Instagram @BCASemuaBeres highlight feature.
2) MyBCAPortal
BCA also has an internet-based internal communication portal accessible only by BCA internal stakeholders,
namely MyBCAPortal. This internal portal is jointly managed by the Service Operations Strategy & Development
Group, Information Technology Group, Corporate Communication & Social Responsibility Group, and other work
units at the head office. Besides serving as a means for conveying BCA information, work unit programs, banking
product socialization, services, learning, and other important information, MyBCAPortal has been developed for
online information and employment administration services, such as health costs, leave applications, overtime,
business travel, employee data, compensation, appraisal, and more.
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3) LED Display e. Various knowledge-sharing activities, such as
LED Display or Videotron is an internal audio- COP (Community of Practice) activities, BCA
visual electronic communication medium placed Open Source.
in strategic locations in BCA buildings or office 7) Corporate Identity Manual
areas. This audio-visual electronic medium contains This is a guide or standardization for BCA internal
information about BCA, promoted products and stakeholders, especially regarding the use of the
services, work unit activities, and other important corporate logo, various implementations, and
information. corporate materials.
4) E-mail 8) TikTok and Instagram @BCASemuaBeres
BCA uses e-mail as a medium for internal Internal communication media are also developed
communication and information. Another internal through the use of the Instagram & TikTok social
communication channel established through e-mail media platforms under the account name @
is the management communication forum. BCASemuaBeres. Internal stakeholders who are
5) Microsoft Teams registered as followers are connected to each
Through Microsoft Teams facilities, BCA employees other and can exchange information and share
can collaborate and communicate more easily experiences.
in carrying out their work, such as: sharing files, 9) Halo SDM
sending messages (chatting), and conducting This call center service for employees is a
virtual meetings via Personal Computers (PCs), communication means to bridge information
laptops, mobile phones, and other devices such related to human resources provisions. This means
as modern gadgets. The Microsoft Teams facility is expected to provide every employee with the
is very beneficial for urgent matters, as incoming opportunity to better understand, comprehend,
messages immediately appear on the monitor and comply with the applicable provisions at BCA.
screen accompanied by an alert sign. In addition,
Microsoft Teams can be used to send large files or 4. Complaint Handling Resolution
data, and to host audio, video, and web conferences As part of its commitment to providing the best service
with anyone inside or outside BCA. to customers, BCA consistently publishes its handling
6) Internal Events of customer complaints at least once (1) a year. This
Internal communication is also established through is in accordance with OJK Circular Letter Number 17/
various internal events, conducted physically/face- SE.OJK.07/2018 regarding Guidelines for the Implementation
to-face or virtually, such as: of Consumer Complaint Services in the Financial Services
a. BCA Anniversary commemoration activities; Sector. The details of complaint handling based on the type
b. National Work Meeting; of financial transaction for 2025 are as follows:
c. Bakorseni activities;
d. Town Hall/Management and Employee
Gatherings; and
Type of Financial Resolved In Process Unresolved Total
No
Transaction Total Percentage Total Percentage Total Percentage Complaints
1. ATM/Debit Cards/ 318,749 96.90% 10,207 3.10% - 0.00% 328,956
ATM Machines
2. Electronic Banking 295,948 97.61% 7,242 2.39% - 0.00% 303,190
3. Prepaid Cards 160,850 99.63% 601 0.37% - 0.00% 161,451
4. Savings Accounts 154,108 95.85% 6,674 4.15% - 0.00% 160,782
5. Other Payment 90,511 99.71% 260 0.29% - 0.00% 90,771
Systems1)
6. Credit Cards 85,808 98.88% 975 1.12% - 0.00% 86,783
7. Current Accounts 6,774 98.82% 81 1.18% - 0.00% 6,855
8. RTGS 209 95.43% 10 4.57% - 0,00% 219
9. Other Collaborative 166 98.22% 3 1.78% - 0.00% 169
Products2)
10. Kliring (Transfer)/ 95 100.00% - 0.00% - 0.00% 95
Remittance
11. Direct Debit 72 100.00% - 0.00% - 0.00% 72
12. Mutual Funds 12 100.00% - 0.00% - 0.00% 12
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Type of Financial Resolved In Process Unresolved Total
No
Transaction Total Percentage Total Percentage Total Percentage Complaints
13. SMS Banking 6 85.71% - 14.29% - 0.00% 7
14. Wealth Management 2 100.00% - 0.00% - 0.00% 2
Total 1,113,310 97.71% 26,054 2.29% - 0.00% 1,139,364
1) Data include Paylater and BI - Fast
2) Data include Key Token, Prioritas Magazines and Personal Loan
Throughout 2025, BCA received a total of 1,139,364 customer complaints covering various types of financial transactions.
To provide an optimal service experience, BCA resolved complaints with a customer complaint resolution rate of 97.71%
of the total number of all tickets. BCA ensures all customer complaints, including those still in process, continue to
be followed up on continually until resolution is achieved in accordance with the handling time provisions regulated
by the regulator.
CODE OF ETHICS The main points of the BCA’s Code of Ethics have also
been published on the BCA internal portal (MyBCA) and
BCA has Code of Ethics of BCA which is an elaboration the BCA Corporate Governance website.
of BCA’s culture and is formulated based on positive
values that grow and develop within all BCA personnel 2. Enforcement of the Code of Ethics
to achieve common goals, and serves as a reference for The BCA Code of Ethics provides a framework of values
BCA personnel in making decisions, taking action, and and ethical standards that must be met, as the personal
carrying out daily duties and responsibilities professionally responsibility of every BCA Personnel.
and ethically.
The BCA Code of Ethics applies to all levels of the
This BCA Code of Ethics serves as a guideline for BCA organization, including members of the Board of
personnel in maintaining relationships with customers, Directors, members of the Board of Commissioners,
shareholders, suppliers/partners, the government, and and all BCA employees.
the community.
3. Code of Ethics Related to Anti-Corruption
The main principles in the BCA Code of Ethics are: BCA has issued the Board of Directors’ Decision No. 269/
a. Professional. SK/DIR/2021 dated December 31, 2021 concerning Anti-
b. Integrity. Corruption Policy and Gratification Control and Circular
c. Excellent team. Letter No. 336/SE/POL/2022 dated September 15, 2022
d. Excellent service. concerning Reporting on Gratification Control in an
e. Social care. effort to prevent corruption practices and gratification
control within BCA. BCA complies with anticorruption
1. Cores of BCA Code of Ethics regulations, ensuring its business activities are conducted
The main points of BCA’s Code of Ethics covers: prudently and in accordance with Good Corporate
a. Compliance and adherence with all applicable laws Governance principles. BCA employees commit to
and regulations. implement anticorruption culture in all aspects of work.
b. Maintaining the reputation of the bank and The anti-corruption policies set forth in the BCA Code
safeguard its assets. of Ethics are, among others, to:
c. Maintaining customer and bank data confidentiality. a. Ensure that personal interests do not conflict the
d. Ensuring that personal interests do not conflict the interests of the bank or customers.
interests of the bank or customers. b. To not abuse position and authority for personal or
e. Accurately recording all transactions in accordance family interests.
with applicable provisions. c. To not commit any misconduct that may be harmful
f. Maintaining and fostering a harmonious working to the professional image and reputation of the
environment and fair competition. bank in general.
g. To not abuse position and authority for personal or
family interests. 4. Vendor-Related Code of Conduct
h. Refraining from any misconduct that may be harmful BCA also strives to strengthen good governance,
to the professional image and reputation of the including respect for intellectual property rights, and
bank in general. to engage in fair competition free from monopolistic
i. Avoiding all forms of gambling or speculative practices.
activity.
j. Constantly improving knowledge and insight by
staying current on developments in the banking
industry in particular and the business world in
general.
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In connection with the implementation of an anti- e. The BCA Code of Ethics is disseminated through
corruption culture, every BCA employee always internal digital publications, which are accessible
observes the BCA Code of Ethics related to vendors, to all BCA employees at the Head Office, Regional
which are as follows: Offices, internal displays at Branch Offices, and
a. Must maintain the goodwill and reputation of BCA, are also posted on internal social media accounts,
including but not limited to: such as the Instagram account @bcasemuaberes.
1) Maintain personal appearance and acting in
accordance with proper etiquette and manners 6. Enforcement and Sanctions for
(action and speech). Code of Ethics Violations
2) Refrain from making excessive concessions The BCA Code of Ethics is binding and must be
during vendor prequalification and vendor understood and diligently implemented by all BCA
invoices verification. personnel in order to support the implementation of
3) Avoid any meetings that will influence task and the principles of Good Corporate Governance. In this
work decisions. regard, BCA has processes to monitor the compliance
b. Avoid situations in which vendor behavior may result of BCA personnel in applying the BCA Code of Ethics,
in personal gain and/or harm to BCA. including the following:
c. Maintain the confidentiality of BCA and vendor a. All BCA employees, members of the Board of
information obtained in the course of performing Commissioners, and members of the Board of
duties and refrain from using it for personal interest. Directors are required to submit a digital Code of
d. Proactively provide information to the management Ethics Statement annually through the internal portal
or authorities if there is any familial relationship or MyBCA (for permanent employees) and e-Form
affiliation with vendor that may potentially influence (for contract employees or employees who do not
objectivity in carrying out work. yet have/have constraints on domain user access).
e. Refrain from profiting from vendors’ mistakes. Based on 2025 data, all BCA employees, members
f. Refrain from asking for or accepting any form of of the Board of Commissioners, and members of
money, presents, gifts, or service facilities, and the Board of Directors have completed the Code
not commiting to any debt or credit transactions. of Ethics statement.
g. All money, presents, gifts or service facilities b. Violations of the BCA Code of Ethics are included
must be returned in accordance with applicable in the actions that can be reported through
regulations, and proof of return can be provided the whistleblowing channel based on the BCA
by a letter signed by the Work Unit’s Head and a Whistleblowing System application policy
receipt for the return of goods. contained in the Board of Directors’ Decision
h. Always avoid conflicts of interest when dealing No. 146/SK/DIR/2017 dated November 1, 2017,
with vendors. as amended by the Board of Directors’ Decision
No. 009/SK/DIR/2025 dated January 20, 2025,
5. Dissemination concerning Adjustments to the Anti-Fraud Strategy
BCA ensures the BCA Code of Ethics is communicated Policy.
and disseminated to all BCA personnel through the c. In the event of a violation or non-compliance with
socialization of the BCA Code of Ethics, which includes: the BCA Code of Ethics, the perpetrator will be
a. The BCA Code of Ethics is set forth in the form subject to sanctions according to the level of the
of a Pocket Book that is distributed to all BCA violation, as stipulated in the Collective Labor
employees. Agreement, including:
b. The BCA Code of Ethics is accessible in the form • Primary sanctions in the form of verbal warning,
of e-learning to every BCA employee, including written reprimand, warning letter, demotion, or
first-time jobbers and pro-hire workers who have termination of employment.
recently joined BCA. • Additional sanctions which may include
c. The BCA Code of Ethics is published on the job transfers (rotation), postponement of
BCA internal portal (MyBCA) and the Corporate promotions, postponement of wage/salary
Governance Section of the BCA website. increases, revocation of facilities associated
d. The BCA Code of Ethics is disseminated through with the position in question, relinquishment of
sharing sessions or COP (Community of Practice) position, or other sanctions in accordance with
in each division or work unit at BCA, among others, applicable legal provisions.
related to BCA’s confidentiality provisions, position
confidentiality, fraud, and other topics. BCA’s decision in this regard will be tailored to the
nature and gravity of the violation, as well as a thorough
evaluation of the individual who committed the
violation.
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7. BCA Code of Ethics Violation Cases in 2025 3. Training and Dissemination of the
Throughout 2025, there were BCA Code of Ethics Vision, Mission, and Values
violations totaling 262 cases; the recapitulation is as Throughout 2025, the socialization program for the Vision,
follows: Mission, and Values was carried out as follows:
a. Conducting socialization involving all work units and all
Number of Resolved Cases of Violations of the BCA Code
of Ethics in 2025 BCA employees in various events/activities, including:
1) Community of Practice (COP), team sharing
Types of Settlement
Year Total sessions.
Sanctions Status
2025 SP I 209 All cases
2) BCA Leader+ Sharing Session.
have been b. Utilizing various corporate media and communication
SP II 7 resolved channels, including:
SP III 46 by 2025
1) BCA Vision, Mission, and Values Comics.
Description: SP = Warning Letter
2) Videos on BCA’s internal portal.
3) E-learning.
CORPORATE CULTURE 4) E-Magazine Info BCA (BCA’s official internal social
media).
BCA emphasizes to all BCA personnel the importance of 5) Internal training.
understanding and implementing BCA’s Vision and Mission, as 6) Internal culture video clip on Plasma TVs distributed
well as BCA’s Core Values, as the corporate culture that must be throughout all BCA branches.
maintained and inherent in every BCA personnel. This corporate 7) Blims (BCA Internal Digital Library)
culture includes: 8) Animated video clips on BCA’s social media.
c. Through internal training/capacity building programs,
1. BCA Vision and Mission including management development programs or
BCA’s Vision and Mission serve as the foundation, direction, manager development programs, career development
and guidance for all BCA personnel in carrying out BCA’s programs, special forums such as the Account
business activities. The Vision and Mission were approved Officer forum, and special groups such as the Project
by the BCA Board of Directors and Board of Commissioners Management Office.
through the Board of Directors’ Decision Letter No. 022/SK/
DIR/2006 dated February 23, 2006, regarding the Vision and 4. Corporate Culture Introduction
Mission of PT Bank Central Asia Tbk. The Company’s Vision for New Employees
and Mission are evaluated periodically or as needed. In 2019, Corporate culture introduction is given to all new employees in
BCA published its vision and mission for sustainable finance BCA through an induction program covering the introduction
implementation. Based on this evaluation, these Vision and of BCA’s Vision, Mission, and Values. Specifically for new
Mission statements remain aligned with BCA’s strategic employees from Generation Y and Z, corporate culture
direction to date. The detailed description of BCA’s Vision introduction is provided in the form of an Induction Class
and Mission is contained in the Company Profile chapter. with a fun learning concept, which is an effective way to
introduce BCA’s Vision, Mission, and Values.
2. BCA Values
a. Customer Focus BCA also conducts assessments and monitoring programs to
Attention/concern followed by efforts to provide ensure all organization levels, including the Board of Directors,
services to meet specific customer expectations Board of Commissioners, and all employees, understand the
and/or needs. BCA Values and Code of Ethics, and apply them effectively
b. Integrity to avoid involvement in inappropriate behavior.
A firm attitude in upholding honesty and
transparency, followed by consistent and 5. Corporate Culture Introduction
consequential action in fulfilling roles/duties under for New Members of the Board of
various situations and conditions to build customer Commissioners and/or Directors
trust. For new members of the Board of Commissioners and/or
c. Teamwork Directors, corporate culture introduction is provided through
Interaction, synergy, and collaboration based on the Board of Commissioners and Directors orientation
the understanding of oneself and others to achieve program. The orientation methods include, but are not
organizational goals. limited to:
d. Continuous Pursuit of Excellence • Presentations by Central Office Work Units (UKKP)
Continuous efforts to achieve the best in order to online and/or offline.
provide added value for customers. • Visits to various BCA activity locations.
• Online and offline meetings and discussions with
other members of the Board of Commissioners and
Directors to discuss various BCA issues or other
required information.
• Learning various BCA information available
electronically (online base).
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A complete discussion of the orientation program for new members of the Board of Commissioners and/or Directors can be
found in the Board of Commissioners and Directors chapter in this Annual Report.
STOCK OWNERSHIP PROGRAM BY MANAGEMENT AND/
OR EMPLOYEES THROUGH THE MSOP/ESOP OPTION
Throughout 2025, BCA did not have a program to grant stock options to the Board of Directors, Board of Commissioners
or employees.
SHARES BUYBACK
Buying back shares or bonds is an effort to reduce the number of shares or bonds issued by BCA by buying back the
shares or bonds, with payment procedures carried out in accordance with applicable regulations.
Shares Buyback
In 2025, BCA conducted a repurchase of BCA shares previously issued and listed on the Indonesia Stock Exchange
(IDX) (“Buyback”). This action was taken to support regulatory initiatives in maintaining stock market stability on the IDX.
The Buyback was implemented in reference to the following regulations:
1. OJK Regulation No. 13 of 2023 concerning Capital Market Performance and Stability Policies during Significantly
Fluctuating Market Conditions (“OJK Regulation No. 13/2023”);
2. OJK Regulation No. 29 of 2023 concerning the Repurchase of Shares Issued by Public Companies (“OJK Regulation
No. 29/2023”);
3. OJK Letter No. S-17/D.04/2025 dated March 18, 2025, regarding Implementation Policies for the Repurchase of Shares
Issued by Public Companies during Significantly Fluctuating Market Conditions (“OJK Letter No. S-17/D.04/2025”); and
4. OJK Letter No. S-102/D.04/2025 dated September 17 regarding the Policy on the Implementation of Share Buybacks
Issued by Public Companies in Conditions of Significant Market Fluctuations (“OJK Letter No. S-102/D.04/2025”).
The Buyback was implemented in two periods through the following mechanisms:
Description Buyback Period 1 Buyback Period 21)
Buyback Period March 26, 2025, to May 15, 2025 October 22, 2025, to January 19, 2026
Disclosure of Buyback Plan Information March 25, 2025 October 20, 2025
Maximum Buyback Value Rp1,000,000,000,000 (one trillion Rupiah) Rp5,000,000,000,000 (five trillion Rupiah)
Total Shares Repurchased 28,317,500 shares 233,699,300 shares
Average Purchase Price Rp8,828.19 Rp8,140.90
Note:
1) as of December 31, 2025
The following are the movements and positions of treasury stock as of December 31, 2025
Description Total Shares
Treasury Stock as of December 31, 2024 0
Pergerakan Treasury Stock selama tahun 2025 262,016,800
Treasury Stock Movement during 2025
Treasury Stock as of December 31, 2025 262,016,800
Total Outstanding Shares 123,275,050,000
Total Outstanding Shares excluding Treasury Stock as of December 31, 2025 123,013,033,200
Bond Buyback
During 2025, BCA did not conduct any bond buyback.
414 Annual Report 2025 | PT Bank Central Asia Tbk
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OTHER CORPORATE ACTIONS 1. Policy on Provision of Funds to Related Parties
The provisions for the limits on providing funds to related
In 2025, BCA carried out other corporate actions with parties are as follows:
descriptions as follows: a. LLL limit for related parties is 10% of BCA’s capital.
b. Limits for fund provisions to related parties are
Purchase of PT Penyelesaian Transaksi monitored by the Compliance Work Unit.
Elektronik Nasional (PTEN) Shares
On December 18, 2025, the Company and CCV signed the The authority to approve fund provision to related parties
Deed of Sale and Purchase of PT Penyelesaian Transaksi must obtain approval from the Board of Directors and
Elektronik Nasional Shares, Deed No. 68 dated December the Board of Commissioners. Fund provision to related
18, 2025, made before Ashoya Ratam, SH., MKn., a Notary parties must be analyzed in accordance with the generally
in South Jakarta, for the Company to purchase 3,500 PTEN applicable credit provisions and procedures at BCA.
shares owned by CCV.
2. Policy on Provision of Large Exposure
PTEN is a service institution within the National Payment Provision of large exposure refers to the nominal provision
Gateway (GPN) ecosystem, a company whose shares may of funds to one borrower or one group of borrowers other
be jointly owned (either directly or indirectly) by several than Related Parties in the amount equal to or greater than
KBMI (Bank Groups Based on Core Capital) IV banks and 10% of the Bank’s core capital (Tier 1). The provision of large
switching institutions. exposure must be analyzed for feasibility in the same or
more prudent manner as the provision of funds to general
Following the transaction above, the PTEN share ownership debtors. The terms and conditions for funds provision are
previously held indirectly is now held directly by the consistent with BCA’s credit terms and procedures.
Company. The percentage of PTEN share ownership by
the Company is 17.5% (seventeen point five percent). 3. Lending Policy for the Boards of Directors
and the Board of Commissioners
BCA published an Information Disclosure regarding this BCA already has lending policies for the Board of Directors
transaction on December 19, 2025, via the BCA website and and the Board of Commissioners, which are governed by:
the Stock Exchange website (SPE IDX). Such Information • Productive Credit Guidelines and Consumer Credit
Disclosure is accessible at https://www.bca.co.id/en/ Guidelines;
tentang-bca/hubungan-investor/berita-investor. • Policy on Credit Approval Mechanisms for Related
Parties; and
Throughout 2025, BCA did not carry out corporate actions • BCA’s Policy on Basic Bank Credit (KDPB).
such as capital injections, stock splits, reverse stocks,
stock dividends, bonus shares, or changes in the nominal The Credit Loan Provision Policy for the Board of Directors
value of shares. BCA also did not issue new Bonds/Sukuk. and Board of Commissioners stipulates that credit loans to
the Board of Directors and Board of Commissioners shall be
PROVISION OF FUNDS TO RELATED granted on fair terms and in accordance with the general
PARTIES AND LARGE EXPOSURES applicable fund provision procedures.
In accordance with the OJK Regulation on the Implementation of 4. Implementation of the Provision of
Corporate Governance for Commercial Banks, BCA is required Funds to Related Parties in 2025
to apply the principle of prudence in providing funds, at the very Throughout 2025, BCA has implemented its policy on fund
least by implementing the spread or diversification of its fund provision to related parties, its large exposure policy, and
provision portfolio. The disclosure of fund provision to related its lending policy to the Board of Directors and Board of
parties (individuals or groups, including the Board of Directors, Commissioners in accordance which must comply with the
Board of Commissioners, BCA Executive Officers, and other following provisions:
related parties) and large exposures refers to the OJK Circular • Fund provision to related parties and the plan to grant
Letter on the Implementation of Governance for Commercial credit to certain large debtors must be decided by the
Banks, specifically the Transparency of Corporate Governance credit approval official and must obtain independent
Implementation section. approval from BCA’s Board of Commissioners.
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G o o d C o r p o r a t e G o v e r n a n c e
• Fund provision to related parties must not contradict a. pages 20-25 regarding the Board of Directors’ Role
applicable general credit granting provisions and in the formulation of the Company’s strategy and
procedures and must still provide reasonable returns strategic policy,
to BCA. b. page 219-220 regarding Outlook, Strategic Priorities,
• The policy for determining credit requirements for and Projection for 2026,
related parties, particularly regarding the setting c. page 215 regarding Achievement of 2025 Targets,
of credit interest rates and the form and type of d. page 219 regarding Outlook for the Economy and
collateral, must follow the generally applicable credit Banking Sector in 2026, in this Annual Report.
provisions at BCA.
INTEGRITY OF REPORTING AND
Routine LLL reporting to OJK or Bank Indonesia is INFORMATION TECHNOLOGY SYSTEMS
carried out promptly. Throughout 2025, there were
no violations of the LLL. Provision of Funds to Related BCA implements transparency regarding financial and
Parties and to Individual and Group Core Debtors (Large non-financial conditions to Stakeholders by preparing
Exposure) at BCA in 2025 were as follows: and presenting reports with methods, types, and scope
in accordance with policies and procedures referring to
Total Financial Services Authority Regulations concerning bank
Fund Provision report transparency and publication, including:
Debtor/
Nominal a. OJK Regulation No. 37/POJK.03/2019 concerning
Group
To Related Parties 742 14,726,311,948,729
Transparency and Publication of Bank Reports, which
has been revoked by OJK Regulation No. 18 Year 2025
To Main Debtors:
concerning Transparency and Publication of Bank
Individual 50 270,776,036,688,293
Reports
Group 30 380,767,078,533,284 b. OJK Regulation No. 45 Year 2024 concerning
Development and Strengthening of Issuers and Public
Detailed information containing transactions related Companies
to Fund Provision to Related Parties can be found in c. OJK Regulation No. 15 Year 2024 concerning Integrity
Note 45 of the Annual Financial Report, Page 579, and of Bank Financial Reporting
pages 217 of this Annual Report. d. OJK Regulation No. 17 Year 2023 concerning
Implementation of Governance for Commercial Banks
STRATEGIC PLAN e. OJK Regulation No. 22 Year 2023 concerning Consumer
and Public Protection in the Financial Services Sector
The Board of Commissioners and Directors are always f. OJK Regulation No. 14/POJK.04/2022 concerning
actively building communication to align their views Submission of Periodic Financial Reports by Issuers or
on BCA’s banking business strategy. The Board of Public Companies
Commissioners is responsible for directing, monitoring, g. OJK Regulation No. 13/POJK.03/2021 concerning
and evaluating the implementation of BCA’s strategic Operation of Commercial Bank Products
policies and providing advice to the Board of Directors in h. OJK Regulation No. 63/POJK.03/2020 concerning
accordance with the aims and objectives of BCA’s Articles Reporting by Commercial Banks through the OJK
of Association. Reporting System
i. OJK Regulation No. 51/POJK.03/2017 concerning
The Board of Directors is responsible for the process of Implementation of Sustainable Finance for Financial
developing, implementing, and reviewing BCA’s strategy Services Institutions, Issuers, and Public Companies
to comply with internal policies and applicable regulations. j. OJK Regulation No. 29/POJK.04/2016 concerning
Annual Reports of Issuers or Public Companies
Throughout 2025, the Board of Commissioners and k. OJK Regulation No. 31/POJK.04/2015 concerning
Directors reviewed, monitored, and oversaw the Disclosure of Material Information or Facts by Issuers
implementation of the Company’s strategy, partly through or Public Companies
their Joint Meeting attended by relevant work units l. OJK Circular Letter No. 16/SEOJK.04/2021 concerning
regarding the agenda item on the Strategic Plan. the Form and Content of Annual Reports of Issuers or
Public Companies.
BCA has drafted and submitted a strategic plan in the form
of a corporate plan and a business plan in accordance with BCA also has reliable information dissemination channels for
relevant regulations and provisions. Complete information stakeholders. These channels or means of communication
regarding the presentation of BCA’s Strategic Plan is stated for stakeholders can be found in the Information on BCA’s
on: financial and non-financial conditions of which has been
clearly and transparently outlined in several reports,
both in print media and on the BCA website, including
the following:
416 Annual Report 2025 | PT Bank Central Asia Tbk
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1. Transparency of Financial Condition 2. Non-Financial Condition Transparency
BCA has prepared and presented reports related to BCA has prepared and presented reports on the
financial transparency, using the procedures, types, and transparency of non-financial conditions in accordance
scope as stipulated in the applicable OJK regulations. with the procedures, types, and scope specified in
These reports are submitted monthly, quarterly, and the applicable OJK Regulation provisions, as well as
annually, depending on the type of report. providing and publishing other non-financial condition
a. Annual Report information, such as the following:
1) BCA prepares and submits an Annual Report 1. Transparently publish non-financial conditions to
annually to the OJK, shareholders, and other stakeholders, including Routine LLL Reporting to
institutions as required or deemed necessary. OJK, corporate governance information through the
The Annual Report contains the following BCA Governance Implementation Report, which is
information: published on the BCA website. Other non-financial
2) An overview of key financial data, such as condition information is also made transparent
a share overview, Board of Commissioners through Analyst Meetings, Press Conferences,
reports, Board of Directors reports, company Public Exposés, Non-Deal Road Shows, and the
profiles, management analysis, and discussions BCA website. All disclosures are conducted in
regarding business and financial performance, accordance with applicable provisions.
corporate governance, corporate social 2. Disclose ownership structure transparency in the
responsibility, and sustainable finance. Annual Report and on the BCA website.
3) Annual Financial Statement audited by PA and 3. Disclose important and relevant information or facts
PAF registered with the OJK, prepared for 1 (one) regarding events, incidents, or facts of which may
financial year, and presented with a comparison have an impact on stock exchange prices and/or
of the previous 1 (one) financial year as well as the decisions of investors, potential investors, or
the start of the previous comparative year. other parties with an interest in such information
4) Statement of the Board of Commissioners and or facts. BCA always submits information reports
Directors’ responsibility for the accuracy of the or material facts to the Indonesia Stock Exchange
Annual Report’s contents. This is stated on a and the BCA website.
statement sheet signed by all members of the 4. In accordance with OJK provisions regarding
Board of Commissioners and Directors. Transparency of Bank Product Information and
5) The Annual Report is now available on the BCA Use of Customer Personal Data, BCA has published
website at www.bca.co.id information regarding BCA products and/or services
6) The audited Annual Financial Statement has in a clear, accurate, and up-to-date manner.
been published on the BCA website, www.bca. Customers can easily obtain this information, which
co.id, as well as published through Indonesian- is available in the form of leaflets, brochures, or
language newspapers with widespread other written forms at each BCA branch office
circulation in Indonesia. in easily accessible locations, and/or electronic
b. Quarterly Publication Report information provided through the service hotline/
i. BCA has published its Quarterly Publication call center, the BCA website, and BCA’s official
Report on the BCA website – www.bca.co.id, social accounts.
and also submitted the Quarterly Publication 5. In accordance with OJK provisions governing
Financial Report to OJK or stakeholders in Customer Complaints and Banking Mediation, BCA
accordance with the applicable OJK Regulation. provides and informs customers about procedures
ii. Announcement of Quarterly Published Reports for customer complaints and dispute resolution,
on the BCA website in the form of Quarterly including through the BCA website, www.bca.co.id.
Published Financial Statements and other In addition, BCA customer complaints mediation are
reports maintained for at least the last 5 (five) resolved through complaint facilities such as the
financial years. BCA Branch Office or Halo BCA at 1500888, the Halo
c. Monthly Publication Report BCA application, or e-mail Halo BCA@bca.co.id.
i. BCA has announced the Monthly Published 6. Prepare internal reporting that is complete,
Reports on the BCA website, www.bca.co.id, accurate, and on time, supported by an adequate
including reporting the Monthly Published management information system. BCA has a
Financial Statements to the OJK in accordance dependable BCA management information system
with the applicable OJK Regulation. supported by competent human resources and an
ii. Announcement of Monthly Published Reports adequate IT security system capable of providing
on the BCA website in the form of Monthly complete, accurate, and timely information to the
Published Financial Statement maintained for Board of Directors to aid in BCA’s business decision-
at least the last 5 (five) financial years. making process.
Annual Report 2025 | PT Bank Central Asia Tbk 417
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G o o d C o r p o r a t e G o v e r n a n c e
7. Compile and publish the Sustainability Report in The implementation of sustainable finance including
accordance with the applicable provisions. the implementation of social responsibility, includes
information related to a summary of the sustainable
as well as other information aimed at supporting finance action plan implemented by BCA is listed in the
information disclosure, financial education, and BCA Sustainability Report, which is accessible to all
services to the community. stakeholders on the official BCA website.
IMPLEMENTATION OF 1. Funding Social Activities
SUSTAINABLE FINANCE BCA constantly innovates to present effective and
relevant solutions in addressing the environmental
In accordance with OJK Regulation No. 51/POJK.03/2017 and social challenges faced by the community. This
concerning the implementation of sustainable finance for social and environmental responsibility is carried out
financial service institutions, issuers, and public companies comprehensively under the ‘umbrella’ of Bakti BCA,
and OJK Regulation No. 17 of 2023 concerning the which focuses on the development of individuals,
Implementation of Governance for Commercial Banks, BCA communities, and ecosystem preservation.
is required to implement sustainable finance in its business
activities and develop a sustainable finance action plan. Bakti BCA activity program is built around 5 (five) major
pillars:
As a bank, BCA is required to carry out business practices • Bakti Pendidikan
and investment strategies by considering, implementing, • Bakti Kesehatan
and integrating environmental, social, and governance • Bakti Bisnis Unggul
values in support of at least: • Bakti Budaya
a. Sustainable business ecosystems, • Bakti Lingkungan
b. Product development,
c. Transactions, Aside from these programs, BCA also contributes to
d. Financing services for sustainable activities and social institutions through donations. The complete
transition financing, disclosure of BCA’s social activities and the total
e. Development of sustainable finance programs and funding provided for social activities carried out by
implementation of environmentally conscious bank BCA throughout 2025 is set forth in the separate 2025
operations, and BCA Sustainability Report, which is an integral and
f. Social and community empowerment, in the inseparable part of this Annual Report. The report has
implementation of sustainable finance. been uploaded and can be viewed on the BCA website
at www.bca.co.id/en/tentang-bca/keberlanjutan/
laporankeberlanjutan.
2. Funding Political Activities
BCA is committed to not providing funds for political activities, both in 2025 and in previous years. BCA did not
make any other contributions or expenditures in 2025 related to:
Type 2025 2024 2023 2022
Lobbying, interest representation, or similar activities 0 0 0 0
Referendums, campaigns, and/or voting for the election of members of 0 0 0 0
political organizations/candidates, whether local, regional, or national
Contributions and other expenses related to political activities. 0 0 0 0
Note:
Disclosed in Rupiah
IMPLEMENTATION OF INTEGRATED GOVERNANCE
In reference to the OJK Regulation on the Implementation of Integrated Governance and OJK Circular Letter No.
15/SEOJK.03/2015 dated May 25, 2015, regarding the Implementation of Integrated Governance for Financial
Conglomerates, BCA, as the Main Entity, has:
• Established the Integrated Governance Committee (IGC);
• Adopted the IGC Charter; and
• Incorporated integrated compliance, integrated internal audit, and integrated risk management functions into
BCA’s governance structure.
418 Annual Report 2025 | PT Bank Central Asia Tbk
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Furthermore, BCA has established:
• The IGC Charter, pursuant to Board of Commissioners Decision No. 121/SK/KOM/2023.
• The Corporate Charter, pursuant to OJK Regulation No. 45/POJK.03/2020 dated October 14, 2020, concerning
Financial Conglomerates, as revoked by OJK Regulation No. 30 of 2024 concerning Financial Conglomerates and
Financial Conglomerate Holding Companies. This charter has been formally signed by the Board of Directors of
BCA as the Main Entity and the Boards of Directors of the Financial Service Institutions (FSI/LJK) within the BCA
Financial Conglomerate.
Throughout 2025, BCA, in its capacity as the Main Entity, implemented Integrated Corporate Governance and prepared
the Self-Assessment Report on the Implementation of Integrated Corporate Governance in accordance with OJK
Circular Letter No. 15/SEOJK.03/2015.
1. Self-Assessment Report on the Implementation of Integrated Governance
Self-Assessment Report on the Implementation of Integrated Governance for 1 Fiscal Year.
In accordance with Articles 44 and 45 of the OJK Regulation on the Implementation of Integrated Corporate
Governance, Chapter VIII concerning Reporting, and OJK Circular Letter No. 15/SEOJK.03/2015, BCA as the Main
Entity is required to prepare periodic self-assessment reports on Integrated Governance implementation and
submit them to the OJK.
The Integrated Governance implementation assessment is conducted semi-annually. In 2025, BCA as the Main
Entity conducted self-assessments for the first and second semesters. These assessments covered 3 key aspects
of Integrated Governance: Structure, Process, and Outcomes.
The Integrated Governance implementation assessment includes at least 7 factors:
1. Implementation of duties and responsibilities by the Board of Directors of the Main Entity;
2. Implementation of duties and responsibilities by the Board of Commissioners of the Main Entity;
3. Duties and responsibilities of the IGC;
4. Duties and responsibilities of the Integrated Compliance Work Unit;
5. Duties and responsibilities of the Integrated Internal Audit Work Unit;
6. Implementation of Integrated Risk Management;
7. Formulation and implementation of Integrated Governance Guidelines.
The self-assessment results for Integrated Governance implementation in both the first and second semesters of
2025 achieved “Rank 1” (“Excellent”).
Results of the Self-Assessment on the Implementation of Integrated Corporate Governance
Rating Definition of Ranking
Semester I 1 The Financial Conglomerate has implemented Integrated Governance very well in general.
This is reflected in the very adequate compliance with the Integrated Governance principle.
If there are weaknesses in the implementation of Integrated Governance, these are generally
insignificant and can be immediately corrected by the Main Entity and/or Financial Services
Institutions.
Semester II 1 The Financial Conglomerate has implemented Integrated Governance very well in general.
This is reflected in the very adequate compliance with the Integrated Governance principle.
If there are weaknesses in the implementation of Integrated Governance, these are generally
insignificant and can be immediately corrected by the Main Entity and/or Financial Services
Institutions.
2. BCA Financial Conglomerate Structure
On March 3, 2025, the share ownership composition of PT BCA Finance underwent a change, from BCA at 99.593%
and BCA Finance Limited at 0.407%, to BCA at 99.999999% and BCA Finance Limited at 0.000001%, respectively. This
change is in accordance with Deed No. 01 dated March 3, 2025, which has been notified to the Republic of Indonesia
Law and Human Rights Minister as evidenced in the Letter of Notification Receipt No. AHU-AH.01.09-0117027
dated March 3, 2025.
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G o o d C o r p o r a t e G o v e r n a n c e
Accordingly, the structure of the BCA Financial Conglomerate as of December 31, 2025, is as follows:
BCA Financial Conglomerate Structure as of December 31, 2025
90% 99,9999975%
99,999999% 99,99995% 75% 99,99975% 100% 90%
PT Central
PT BCA PT BCA PT Bank PT Asuransi PT Asuransi PT Bank
Capital BCA Finance
Sekuritas Finance BCA Syariah Umum BCA Jiwa BCA Digital BCA
Ventura Limited 100%
90% 100% 100% 100% 90% 100%
100%
0,00005% 25% 0,00025%
0,000001% 0,0000025%
3. Share Ownership Structure of the BCA Financial Conglomerate
As of December 31, 2025, the share ownership structure of the BCA Financial Conglomerate is as follows:
Share Ownership Structure of PT Bank Central Asia Tbk
Robert Budi Hartono Bambang Hartono
(Ultimate Controlling (Ultimate Controlling
Shareholder) Shareholder)
51,00% 49,00%
PT Dwimuria
Public
Investama Andalan
45,06%*)
54,94%
Remarks:
Controller
Control Line
*) As of December 31, 2025, 2.49% of the
shares held by the public were owned by
parties affiliated with PT Dwimuria Investama
Andalan. Commissioners (excluding Independent
Commissioners) and Directors owned 0,062% of
BCA shares.
Share Ownership Structure of BCA Finance Limited
PT Bank Central Asia Tbk
100%
BCA Finance Limited
420 Annual Report 2025 | PT Bank Central Asia Tbk
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Share Ownership Structure of PT Bank BCA Syariah
PT Bank Central Asia Tbk
90%
99,99995% 99,999999% PT BCA Sekuritas
0,000001%
PT BCA Finance
0,00005%
PT Bank BCA Syariah
Share Ownership Structure of PT BCA Finance
January 1, 2025 – March 2, 2025 March 3, 2025 – December, 31 2025
PT Bank Central Asia Tbk PT Bank Central Asia Tbk
100% 90%
99,593% 99,999999%
BCA Finance Limited PT BCA Sekuritas
0,407% 0,000001%
PT BCA Finance PT BCA Finance
Share Ownership Structure of PT Asuransi Umum BCA
PT Bank Central Asia Tbk
90%
99,999999% PT BCA Sekuritas
75%
0,000001%
PT BCA Finance
25%
PT Asuransi Umum BCA
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G o o d C o r p o r a t e G o v e r n a n c e
Share Ownership Structure of PT Central Ventura
PT Bank Central Asia Tbk
90%
99,999999% PT BCA Sekuritas
99,99975%
0,000001%
PT BCA Finance
0,00025%
PT Central Capital Ventura
Share Ownership Structure of PT BCA Sekuritas
PT Bank Central Asia Tbk Chandra Adisusanto
90% 10%
PT BCA Sekuritas
Share Ownership Structure of PT Asuransi Jiwa BCA
PT Bank Central Asia Tbk Chandra Adisusanto
90% 10%
PT Asuransi Jiwa BCA
422 Annual Report 2025 | PT Bank Central Asia Tbk
Page 425
Share Ownership Structure of PT Bank Digital BCA
PT Bank Central Asia Tbk
90%
99,999999% PT BCA Sekuritas
99,9999975%
0,000001%
PT BCA Finance
0,0000025%
PT Bank Digital BCA
4. Management Structure within the BCA Financial Conglomerate
MANAGEMENT STRUCTURE OF PT BANK CENTRAL ASIA TBK (MAIN ENTITY)
BOARD OF COMMISSIONERS
Position Name
President Commissioner Djohan Emir Setijoso1)
President Commissioner Jahja Setiaatmadja2)
Commissioner Tonny Kusnadi
Independent Commissioner Cyrillus Harinowo
Independent Commissioner Raden Pardede
Independent Commissioner Sumantri Slamet
Note:
1) Resigned from his position as President Commissioner effective June 1, 2025.
2) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
BOARD OF DIRECTORS
Position Name
President Director Jahja Setiaatmadja1)
President Director Gregory Hendra Lembong2)
Deputy President Director 1 John Kosasih3)
Deputy President Director 2 Armand Wahyudi Hartono
Director Tan Ho Hien/Subur/Subur Tan
Director Rudy Susanto
Director (concurrently serves as Director in charge of the Lianawaty Suwono
Compliance Function
Director Santoso
Director Vera Eve Lim
Director Haryanto T. Budiman
Director Frengky Chandra Kusuma
Director Antonius Widodo Mulyono
Director Hendra Tanumihardja4)
Note:
1) Term as President Director ends effective 1 June 2025, and effectively assumed his position as President Commissioner on June 1, 2025.
2) Previously served as Deputy President Director, effective as President Director as of June 1, 2025.
3) Previously served as Director, effective as Deputy President Director as of June 1, 2025.
4) Effective since June 1, 2025.
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G o o d C o r p o r a t e G o v e r n a n c e
Duties and Responsibilities of the Main Entity’s Board of Commissioners and Directors
1. Duties and Responsibilities of the Main Entity’s Board of Commissioners
a To oversee the implementation of Integrated Governance, including at minimum:
1) monitoring the implementation of corporate governance within each Subsidiary to ensure alignment
with the Integrated Governance Guidelines;
2) overseeing the implementation of duties and responsibilities by the Main Entity’s Board of Directors,
and providing direction or advice to the Main Entity’s Board of Directors regarding the implementation
of Integrated Governance Guidelines; and
3) evaluating the Integrated Governance Guidelines and providing direction for their refinement.
b To convene regular meetings at least once every semester. Meetings may be conducted through video
conference.
c To record the results of meetings in the minutes of meetings and ensure they are properly documented, while
clearly stating any dissenting opinions raised during the meeting along with the reasons for such opinions.
d To establish the Integrated Corporate Governance Committee.
2. Duties and Responsibilities of the Main Entity’s Board of Directors
a To ensure the implementation of ICG within the Financial Conglomerate, including at minimum:
1) formulating the Integrated Governance Guidelines;
2) directing, monitoring, and evaluating the implementation of the Integrated Governance Guidelines; and
3) following up on the directions or advice provided by the Main Entity’s Board of Commissioners to refine
the Integrated Governance Guidelines.
b To ensure the audit findings and recommendations from the Integrated Internal Audit Work Unit, external
auditors, OJK supervisory results, and/or results from other authorities have been followed up by the
Subsidiaries.
Management Structure of the FSIs within the BCA Financial Conglomerate
MANAGEMENT STRUCTURE OF BCA FINANCE LIMITED
Directors
Position Name
Director Andy Kwok Sau Lai
Director Fanny Surjadi
Director Janto Havianto
MANAGEMENT STRUCTURE of PT BCA FINANCE
Board Of Commissioners Board Of Directors
Position Name Position Name
Independent President Commissioner Suwignyo Budiman1) President Director Roni Haslim2)
President Commissioner concurrently Roni Haslim 3)
President Director Petrus Santoso Karim4)
serves as Independent Commissioner
Commissioner David Hamdan Director Lim Handoyo
Independent Commissioner Sulistiyowati Director Sugito Lie
Director Liston Nainggolan
Director Tan, Widy Tarmizi
Director Herwandi Kuswanto
Director Hendrik Sia, ST, MM5)
1) Served until March 7, 2025.
2) Served until May 26, 2025.
3) Effective as of November 1, 2025.
4) Previously served as Director, effective as President Director as of May 26, 2025.
5) Effective served as Director as of August 1, 2025.
424 Annual Report 2025 | PT Bank Central Asia Tbk
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MANAGEMENT STRUCTURE OF PT BANK BCA SYARIAH
Board Of Commissioners Board Of Directors
Position Name Position Name
Independent President Ratna Yanti President Director Yuli Melati Suryaningrum
Commissioner
Commissioner Rickyadi Widjaja Director in Charge of Houda Muljanti1)
Compliance
Independent Commissioner Inge Setiawati Director in Charge of Eduard Guntoro Purba2)
Compliance
Director Pranata
Director Lukman Hadiwijaya
Director Ina Widjaja
1) served until March 4, 2025.
2) effectively served since March 4, 2025.
Sharia Supervisory Board
Position Name
Chairman Prof. DR. H. Fathurrahman Djamil, MA
Member Sutedjo Prihatono
Member Nenny Kurnia Noersal1)
1) effective since March 4, 2025.
MANAGEMENT STRUCTURE OF PT ASURANSI UMUM BCA
Board Of Commissioners Board Of Directors
Position Name Position Name
President Commissioner Petrus Santoso Karim President Director Hendro Hadinoto Wenan
Commissioner Jacobus Sindu Adisuwono Director Antonius
Independent Commissioner Gustiono Kustianto Director Sri Angraini
Independent Commissioner Gunawan Budi Santoso Director Erik Surjadi
Director of Compliance Arif Singgih Halim Wijaya
MANAGEMENT STRUCTURE OF PT CENTRAL CAPITAL VENTURA
Board Of Commissioners Board Of Directors
Position Name Position Name
Commissioner Jan Hendra President Director Armand Widjaja
Director Adi Prasetyo Susilo
MANAGEMENT STRUCTURE OF PT BCA SEKURITAS
Board Of Commissioners Board Of Directors
Position Name Position Name
President Commissioner Dharwin Yuwono President Director Mardi Henko Sutanto
Independent Commissioner Ir. Hendra Iskandar Lubis Director Imelda Arismunandar
Director Ughary Yovvy Chandra1)
1) effective since December 23, 2025.
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G o o d C o r p o r a t e G o v e r n a n c e
MANAGEMENT STRUCTURE OF PT ASURANSI JIWA BCA
Board Of Commissioners Board Of Directors
Position Name Position Name
President Commissioner Hariyanto1) President Director Christina Wahjuni
Setyabudhi1)
President Commissioner Christina Wahjuni President Director Eva Agrayani, Tjong3)
Setyabudhi2)
Commissioner Mathilda Simon Director Yannes Chandra
Independent Commissioner Pudjianto Director of Compliance Sukawati Lubis
Independent Commissioner Hardjono Director Gunawan Prayogo2)
1) Served until February 28, 2025
2) Effective as of February 28, 2025
3) Previously served as Director, effectively served as President Director since February 28, 2025
MANAGEMENT STRUCTURE OF PT BANK DIGITAL BCA
Board Of Commissioners Board Of Directors
Position Name Position Name
President Commissioner Theresia Endang Ratnawati 1) President Director Lanny Budiati
President Commissioner Grace Putri Aju Dewijany2) Director Iman Sentosa3)
Independent Commissioner Ina Suwandi Director Nico Lukman4)
Independent Commissioner Daniel Gunawan Director of Compliance Nugroho Budiman
Notes:
1) Served until October 1, 2025
2) Effective as of October 1, 2025.
3) Served until July 1, 2025
4) Effective as of July 1, 2025.
Duties and Responsibilities of the Board of Commissioners, Board of Directors, and Sharia Supervisory
Board of the FSIs within the BCA Financial Conglomerate
1. Duties and Responsibilities of the Board of Commissioners of the FSIs within the BCA Financial Conglomerate
include, at minimum:
a Overseeing the implementation of corporate governance, the implementation of duties and responsibilities
by the Board of Directors, and the follow-up of internal and external audit findings;
b Establishing committees or appointing parties to carry out functions supporting the duties and responsibilities
of the Board of Commissioners, including, at minimum, an audit monitoring committee or function, and a
compliance monitoring committee or function;
c Holding Board of Commissioners meetings, which must, at minimum, cover meeting frequency, attendance,
and decision-making procedures; and
d Formulating the working guidelines (charter) for the Board of Commissioners.
2. Duties and Responsibilities of the Board of Directors of the FSIs within the BCA Financial Conglomerate include,
at minimum:
a Implementing the principles of Subsidiary Corporate Governance;
b Following up on audit findings from both internal and external parties;
c Formulating working guidelines (charter); and
d Holding Board of Directors meetings, which must, at minimum, cover decision-making procedures and
meeting documentation.
3. Duties and Responsibilities of the Sharia Supervisory Board of the FSIs within the BCA Financial Conglomerate
include, at minimum:
a Providing advice and recommendations to the Board of Directors and overseeing the activities of Bank BCA
Syariah to ensure compliance with Sharia Principles; and
b Formulating the working guidelines (charter) for the Sharia Supervisory Board.
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Integrated Corporate Governance Structure within the BCA Financial Conglomerate
Compliance Internal Audit Risk Management
Entity IGC1)
Function Function Function
PT BCA Tbk (Main Entity)2) √ √ √ √
BCA Finance Limited N/A √ √ √
PT BCA Finance N/A √ √ √
PT Bank BCA Syariah N/A √ √ √
PT Asuransi Umum BCA N/A √ √ √
PT Central Capital Ventura N/A √ √ √
PT BCA Sekuritas N/A √ √ √
PT Asuransi Jiwa BCA N/A √ √ √
PT Bank Digital BCA N/A √ √ √
1) The IGC is only required to be established at the Main Entity, with members including representatives of Independent Commissioners and/or
members of the Sharia Supervisory Board from each FSI within the BCA Financial Conglomerate.
2) BCA, as the Main Entity, has established the Integrated Compliance Function, the Integrated Internal Audit Function, and the Integrated Risk Management Function.
Integrated Governance Committee
Based on the Board of Commissioners Decision No. 037/SK/KOM/2015 concerning the Establishment of the IGC
dated February 26, 2015, BCA has established the IGC. Its membership consists of representatives of BCA’s
Independent Commissioners, Independent Parties, and representatives of all Independent Commissioners and/
or members of the Sharia Supervisory Boards of the Subsidiaries. The IGC is tasked with assisting the Board of
Commissioners of BCA, as the Main Entity, in overseeing the implementation of Integrated Governance within the
BCA Financial Conglomerate.
In 2025, adjustments were made to the IGC membership following changes in the composition of the Boards of
Commissioners of the Subsidiaries.
Further details regarding the IGC are presented on page 332 in the Integrated Corporate Governance Committee
section of this Annual Report.
• Integrated Compliance Work Unit
BCA, as the Main Entity of the BCA Financial Conglomerate, has incorporated an integrated compliance
function within the organization of the Compliance Division (DCP). This function is responsible for monitoring
and evaluating the implementation of the compliance function in each Financial Service Institution (FSI) within
the BCA Financial Conglomerate through coordination with the compliance functions of each Subsidiary.
The Integrated DCP’s duties and responsibilities include:
a. Monitoring and evaluating the implementation of the compliance function in each Subsidiary;
b. Developing the methods and processes required for the implementation of integrated compliance risk
management;
c. Assessing and formulating an integrated compliance risk profile as part of the implementation of integrated
risk management; and
d. Preparing and submitting reports on the implementation of integrated compliance duties and responsibilities
to the Compliance Director of the Main Entity. Subsequently, the Compliance Director of the Main Entity
prepares and submits these reports to the Board of Directors and the Board of Commissioners of the Main
Entity.
Throughout 2025, BCA carried out several activities related to the implementation of the integrated compliance
function, as described on page 373 in the section titled “Compliance Function Performance in 2025,” under
the Compliance Function Chapter of this Annual Report.
• Integrated Internal Audit Work Unit
BCA has established an integrated internal audit work unit function, performed by the Internal Audit Division. This
function is guided by OJK Regulation No. 1/POJK.03/2019 dated January 28, 2019, concerning the Implementation
of Internal Audit Functions in Commercial Banks, and the OJK Regulation on the Implementation of Integrated
Corporate Governance. It supports the BCA Financial Conglomerate by monitoring the implementation of
internal audit functions in each FSI and providing value-added recommendations.
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G o o d C o r p o r a t e G o v e r n a n c e
The integrated internal audit work unit’s duties and the Board of Directors is required to ensure the
responsibilities include: effectiveness of intra-group transaction risk
a. Assessing the adequacy and effectiveness of the management implementation and compliance with
Subsidiaries’ risk management, internal control, applicable regulations.
and governance processes, and providing a. Authority and responsibilities of the Board of
recommendations for improvement; Commissioners include:
b. Monitoring the implementation of internal audits 1) Approving the intra-group transaction risk
in each Subsidiary; management policy;
c. Monitoring and evaluating the adequacy of follow- 2) Evaluating the accountability of the Board
ups on improvements resulting from internal, of Directors and providing directions for
external, and regulatory audits, and reporting improvement regarding the implementation
these to the Board of Directors, the Board of of the policy.
Commissioners, and the Audit Committee of the b. Authority and responsibilities of the Board of
Main Entity; Directors include:
d. Submitting integrated internal audit reports to the 1) Understanding the inherent intra-group
Director appointed to oversee the Subsidiaries, the transaction risks within the Financial
Board of Commissioners of the Main Entity, and the Conglomerate;
Director concurrently overseeing the compliance 2) Formulating and establishing the intra-group
function of the Main Entity; and transaction risk management policy;
e. Providing support to Subsidiaries in developing 3) A s s u m i n g r e s p o n s i b i l i t y f o r t h e
their internal audit functions. implementation of the policy;
The implementation of the integrated internal audit 4) Ensuring every entity within the Financial
function within the BCA Financial Conglomerate Conglomerate implements intra-group
encompasses assurance, monitoring/alignment, transaction risk management;
and support/development activities. These are 5) Monitoring intra-group transaction risks
reported through integrated internal audit reports to periodically;
the Director appointed to oversee the FSIs within the 6) Developing a risk culture as part of risk
Financial Conglomerate, the Board of Commissioners management; and
of the Main Entity, and the Director concurrently 7) Ensuring the implementation of intra-group
overseeing the compliance function of the Main Entity. transaction risk management is free from
conflicts of interest between the Financial
5. Intra-Group Transaction Risk Conglomerate and individual FSIs.
Intra-group transaction risk may arise from, among others:
a. Cross-ownership between FSIs within the Financial 2. Adequacy of Policies, Procedures, and Risk Limit
Conglomerate; Setting for Intra-Group Transaction Risk
b. Centralization of short-term liquidity management; The establishment of policies, procedures, and
c. Guarantees, loans, and commitments provided or limits for intra-group transaction risk considers
obtained by an FSI from other FSIs within the Financial the following:
Conglomerate; a. The Financial Conglomerate must ensure
d. Exposure to controlling shareholders, including lending compliance with the arm’s length principle
and off-balance sheet exposures such as guarantees (fairness of transactions) for all intra-group
and commitments; transactions;
e. The purchase or sale of assets to other FSIs within the b. Risk appetite and risk tolerance must align with
same Financial Conglomerate; the business strategy, risk profile, and capital
f. Risk transfer through reinsurance; and plan of the Financial Conglomerate;
g. Transactions intended to transfer third-party c. Policies and limits for intra-group transactions
risk exposure between FSIs within the Financial must comply with regulatory requirements;
Conglomerate. d. Risk management procedures must include, at
minimum:
Scope of Intra-Group Transaction Risk 1) Clear accountability and levels of delegated
Management Policy authority;
The implementation of intra-group transaction risk 2) Periodic reviews of procedures;
management within the Financial Conglomerate 3) Adequate documentation that is written,
includes: complete, and facilitates an audit trail.
1. Oversight of the Board of Commissioners and the 3. Adequacy of Risk Identification, Measurement,
Board of Directors Monitoring and Control Processes, as well as Intra-
Oversight by the Board of Commissioners and Group Transaction Risk Management Information
428 Annual Report 2025 | PT Bank Central Asia Tbk
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Systems the following provisions:
BCA, as the Main Entity, is required to perform an a. Refers to established policies and procedures.
integrated process of identification, measurement, b. The internal control system is structured to
monitoring, and control of all significant risk factors, ensure:
taking into account: 1) Compliance with internal policies or
a. the composition of intra-group transactions provisions as well as prevailing laws and
within the Financial Conglomerate; regulations.
b. documentation and the fairness of transactions; 2) The effectiveness of the overall risk culture
c. compliance with legal and regulatory within the Financial Conglomerate to identify
requirements; weaknesses and deviations at an early stage
d. other significant information. and to continuously reassess the fairness and
adequacy of the Financial Conglomerate’s
This implementation is supported by a risk existing policies and procedures.
management information system including intra- c. Review of intra-group transaction risk
group transaction risk profile reports, which are measurement, which at least includes:
part of the Integrated Risk Profile Report. 1) The alignment of policies, organization
structure, resource allocation, intra-group
4. Comprehensive Internal Control System for transaction risk management process
IntraGroup Transaction Risk Management design, information systems, and risk
Implementation reporting with the business needs of the
The implementation process of effective intra- Financial Conglomerate, as well as regulatory
group transaction risk management must be developments and best practices related to
supported by a comprehensive internal control intra-group transaction risk management.
system. 2) Complete and adequate documentation of
the scope, operational procedures, audit
findings, and the responses of the Financial
Conglomerate’s management based on
BCA is required to implement an effective internal audit results.
control system for intra-group transaction risk with
INFORMATION RELATED TO THE FULFILLMENT OF
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G o o d C o r p o r a t e G o v e r n a n c e
CORPORATE GOVERNANCE IMPLEMENTATION
1. OJK Circular Letter No. 14/SEOJK.03/2025 concerning the
Implementation of Governance for Commercial Banks
In the framework of implementing OJK Circular Letter No. 14/SEOJK.03/2025 concerning the Implementation of
Corporate Governance for Commercial Banks (“OJK Circular Letter 14/2025”), BCA consistently strives to realize
the implementation of GCG. The implementation of Good Corporate Governance, as stipulated in Article 2 of OJK
Circular Letter No. 14/2025, includes the following:
a. Implementation of duties, Presented in the Board of Directors Chapter on page 271 of this Annual Report.
responsibilities, and authority of the
Board of Directors
b. Implementation of duties, Presented in the Board of Commissioners Chapter on page 257 of this Annual
responsibilities, and authority of the Report.
Board of Commissioners
c. Completeness and implementation Presented in the Committees Chapter on the Board of Commissioners and the
of committee duties Executive Committee of the Board of Directors on pages 316 and 340 of this Annual
Report.
d. Handling of conflicts of interest Members of the Board of Directors, members of the Board of Commissioners,
committee members, Executive Officers, and BCA employees always strive
to avoid any form of conflict of interest in carrying out their management and
supervisory duties.
Policies related to conflicts of interest are outlined in the Articles of Association,
the Board of Directors' Decision concerning Provisions on Conflicts of Interest, and
the Board of Directors' Decision concerning Affiliated Transactions and Conflict
of Interest Transactions. These are presented in the Introduction and Affiliated
Transactions and Conflict of Interest Transactions chapters on page 388 of this
Annual Report.
e. Implementation of compliance Presented in the Compliance Function Chapter on page 372 of this Annual Report
functions
f. Implementation of the internal audit Presented in the Internal Audit Unit Chapter on page 366 of this Annual Report.
function
g. Implementation of the external Presented in the Public Accountant (External Audit) Chapter on page 370 of this
audit function Annual Report.
h. Implementation of risk Presented in the Risk Management Implementation Chapter on page 375 of this
management, including internal Annual Report.
control systems.
i. Provision of remuneration Presented in the Remuneration Policy Chapter on page 309 of this Annual Report.
j. Provision of funds to related parties Presented in the Provision of Funds to Related Parties and Large Exposure Chapters
and provision of large-scale funds on page 415 of this Annual Report.
k. Integrity of reporting and • BCA consistently maintains transparency regarding its financial and non-
information technology systems financial conditions to stakeholders by compiling and presenting reports
in accordance with procedures and scopes stipulated by OJK and using
information delivery methods BCA can rely on.
• BCA has published clear, accurate, and up-to-date information regarding its
products and/or services in accordance with OJK regulations concerning
Transparency of Bank Product Information and the Use of Customer Personal
Data.
• BCA has compiled a Sustainability Report easily accessible to the public on its
website at https://www.bca.co.id/en/tentang-bca/sustainability/laporan-
dan-kebijakan/unduh-laporan-kebijakan.
• BCA has compiled and submitted structured and unstructured reports to
the OJK in accordance with the OJK Regulation concerning reporting by
commercial banks through the OJK reporting system.
• BCA has compiled complete, accurate, and timely internal reporting,
supported by an adequate management information system. BCA has a reliable
management information system supported by competent human resources
and an adequate IT security system capable of providing complete, accurate,
and timely information to the Board of Directors to support BCA's business
decision-making process.
• Further details regarding reporting Financial Transparency and Non-Financial
Transparency are presented in Reporting Integrity and Information Technology
System.
l. Bank's strategic plan Presented in the Bank's Strategic Plan Chapter on page 416 of this Annual Report.
430 Annual Report 2025 | PT Bank Central Asia Tbk
Page 433
m. Shareholders aspects • BCA has a dividend policy and communicates the dividend policy to
shareholders by uploading it to the BCA website at the following link:
https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg
• BCA ensures fair treatment of all shareholders and protects shareholder rights.
It also facilitates shareholder and stakeholder participation and manages
communication throughout its implementation. Further details are presented in
the GMS Chapter on page 243 of this Annual Report.
• BCA has an Insider Trading Policy.
• In conducting corporate actions, BCA always complies with the applicable
provisions and procedures, ensuring the transactions are transparent and fair,
while protecting shareholder rights.
• BCA has an internal policy regarding capital participation.
n. Implementation of the anti-fraud Presented in the Implementation of Anti-Fraud Strategy Chapter on page 380 of
strategy, including anti-bribery. this Annual Report.
o. Implementation of sustainable • BCA has implemented sustainable finance in its business activities and
finance, including the prepared a sustainable finance action plan.
implementation of social and • BCA carries out its business practices and investment strategies by considering,
environmental responsibility. applying, and integrating environmental, social, and governance values.
• Climate risk management is outlined in the BCA Sustainability Report.
• Further information on the implementation of sustainable finance, including
the implementation of social and environmental responsibility, is presented in
the Sustainability Report and can be accessed at https://www.bca.co.id/en/
tentang-bca/sustainability/laporan-dan-kebijakan/unduh-laporan-kebijakan.
p. The implementation of governance Presented in the Implementation of Integrated Corporate Governance Chapter on
within the Bank’s business group page 418 of this Annual Report
2. Implementation of Public Company Governance Guidelines
(OJK Circular Letter recommendation No. 32/SEOJK.04/2015)
BCA has complied with the implementation of the Public Company Governance Guidelines, in accordance with
Article 3 of OJK Regulation No. 21/POJK.04/2015 concerning the Implementation of Public Company Governance
Guidelines. In this Annual Report, BCA discloses information regarding the implementation of the recommendations
in the Governance Guidelines, as referred to in OJK Circular Letter No. 32/SEOJK.04/2015 concerning the Public
Company Governance Guidelines, as follows:
Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
A PUBLIC COMPANY RELATIONSHIP WITH SHAREHOLDERS IN GUARANTEING THE RIGHTS OF SHAREHOLDERS
Principle 1
Increasing the value of holding a General Meeting of Shareholders (GMS)
1.1 Implementation: Complied
The Public Company has
a method or technical The voting procedures for BCA's GMS are regulated in the GMS Rules of Procedure
procedure for collecting votes, (distributed to shareholders or their proxies present and read out prior to the GMS)
both openly and privately, and in the Articles of Association to prioritize shareholder independency and
promoting independency and interests. For transparency, shareholders and the public can also download the BCA
Shareholders’ interests. GMS Rules of Procedure on the BCA website at https://www.bca.co.id/en/tentang-
bca/tata-kelola/aksi-korporasi, under the GMS Rules of Procedure.
At the Annual GMS held on March 12, 2025, voting on each proposal submitted for
each GMS agenda item was conducted openly in accordance with the procedures
outlined by the Meeting Chairman, namely:
a. Voting for shareholders or their proxies physically present at the Meeting will be
conducted according to the following procedures:
1) The Chairman of the Meeting will ask shareholders or their proxies who
DISAGREE or ABSTAIN with the proposed proposal to raise their hands and
submit their ballots to the Meeting helpers;
2) For shareholder proxies who receive their power of attorney by voting
through the eASY.KSEI application, the votes that will be counted are
those cast by the shareholders through eASY.KSEI. Therefore, the relevant
shareholder proxies do not need to raise their hands and submit their ballots
to the Meeting helpers;
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G o o d C o r p o r a t e G o v e r n a n c e
Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
b. Voting for shareholders or their proxies present electronically through the eASY.
KSEI application is conducted using the following procedures:
1) The voting process takes place in the eASY.KSEI application under the
E-Meeting Hall menu, Live Broadcasting submenu;
2) Shareholders who are present or have electronically authorized the Meeting
through the eASY.KSEI application but have not yet determined their voting
preferences will have the opportunity to submit their votes during the
voting period opened by BCA via the E-Meeting Hall screen in the eASY.KSEI
application;
3) During the electronic voting process, the status "Voting for agenda item no.
[ ] has started" will be displayed in the 'General Meeting Flow Text' column;
4) Direct electronic voting through the eASY.KSEI application is allocated a
maximum of 2 (two) minutes;
5) Shareholders who have cast their votes before the Meeting begins, and
shareholders or their proxies who have registered through the eASY.KSEI
application on the Meeting date, will be deemed to have validly attended
the Meeting, even if they do not follow the Meeting to the end for any
reason.
6) If a shareholder or their proxies do not cast their votes until the Meeting
status, as displayed in the 'General Meeting Flow Text' column, changes
to "Voting for agenda item no. [ ] has ended," then the shareholder or their
proxies will be deemed to have cast an ABSTAIN vote for the relevant
Meeting agenda item.
Votes cast by shareholders or their proxies, whether physically or electronically, will
be counted by the Company's Securities Administration Bureau and then verified by
a Notary Public, acting as an independent public official.
More information on page 243
1.2 All members of the Board of Implementation: Complied
Directors and members of the
Board of Commissioners of the The attendance of all members of the Board of Directors and Board of
Public Company were present Commissioners at the AGMS on March 12, 2025, was as follows:
at the Annual GMS. Board of Commissioners 100%
Board of Directors 100%
More information on pages 246
1.3 summary of the minutes of the Implementation: Complied
GMS shall be available on the
Public Company's website for BCA has published a summary of the minutes of the Annual GMS dated March 12,
at least one year. 2025, on its website, and this summary will be available for more than one year.
The summary of the minutes of the 2025 Annual GMS, as well as summaries of the
minutes of GMS for the previous five years, can be downloaded from the BCA
website:
https://www.bca.co.id/en/tentang-bca/tata-kelola/aksi-korporasi, General
Meeting of Shareholders section.
More information on page 245
Principle 2
Improving the Quality of Public Company Communication with Shareholders or Investors.
2.1 Public Companies have a Implementation: Complied
communication policy with
shareholders or investors. BCA has a communication policy with shareholders as stipulated in the Corporate
Governance Guidelines, on the Communication and Information Functions Chapter.
BCA has an Investor Relations unit supporting the communication process between
BCA and the shareholder community and other capital market participants. This
communication includes holding analyst meetings, performance presentations,
public exposes, conference calls, and disseminating information through the
Investor Relations section of the BCA website. This information is also accessible to
the public through the BCA website:
https://www.bca.co.id/en/tentang-bca/hubungan-investor.
For more information, see pages 364 and 399.
2.2 Public Companies disclose their Implementation: Complied
communication policy with
shareholders or investors on BCA has disclosed its communication policy with shareholders on its website, which
their websites. is presented at:
https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg, under
the Corporate Governance Policy section, Communication Policy.
For more information, see pages 256 and 399.
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Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
B FUNCTIONS AND ROLES OF THE BOARD OF COMMISSIONERS
Principle 3
Strengthen the Membership and Composition of the Board of Commissioners.
3.1 Determination of total number Implementation: Complied
of the Board of Commissioners
members considering the BCA has complied with the OJK Regulation concerning the Implementation of
conditions of the Public Governance for Commercial Banks, which stipulates that a bank must have at
Company. least 3 (three) members of the Board of Commissioners and at most equal to the
number of members of the Board of Directors. As of December 31, 2025, the
number of members of BCA’s Board of Commissioners is 5 (five), including 3 (three)
Independent Commissioners.
The number and composition of the Board of Commissioners are determined
through BCA’s RNC, which provides recommendations to the Board of
Commissioners for subsequent approval at the GMS. These recommendations
have also taken into account the prevailing laws/regulations and considered BCA's
conditions, capacity, goal achievement, and the fulfillment of the Bank's needs.
For more information, see pages 262.
3.2 Determination of the Board of Implementation: Complied
Commissioners’ composition
considers the diversity of BCA’s RNC is responsible, among others, for formulating and providing
expertise, knowledge, and recommendations to the Board of Commissioners regarding:
experience required. • Systems and procedures for the selection and/or replacement of members of
the Board of Commissioners and Directors;
• The composition of positions for members of the Board of Directors and/or
members of the Board of Commissioners;
• The policies and criteria required in the nomination process; and
• Performance evaluation policies for members of the Board of Directors and/or
members of the Board of Commissioners.
The diversity policy for the composition of the Board of Commissioners is stipulated
in the provisions regarding its Composition and Criteria in Chapter 3 of the BCA
Corporate Governance Guidelines. In determining the composition of the Board of
Commissioners, BCA considers the diversity of its members in terms of education
(field of study), work experience, age, and expertise, without discrimination based
on gender, ethnicity, religion, or race. The diversity of each member of the Board
of Commissioners, supported by high competence, supports the enhancement of
BCA’s performance.
For more information, see pages 304.
Principle 4
Enhancing the Quality of the Implementation of the Board of Commissioners' Duties and Responsibilities.
4.1 The Board of Commissioners Implementation: Complied
has a self-assessment policy to
evaluate its performance. BCA maintains a self-assessment policy for the Board of Commissioners, as
stipulated in Chapter 14 of the BCA Corporate Governance Guidelines. The Board
of Commissioners' self-assessment policy serves as a guideline utilized as a form of
accountability for its performance evaluation.
The evaluation of the Board of Commissioners' self-assessment is conducted by the
Board of Commissioners based on recommendations from the RNC.
Further information is available on page 305.
4.2 The self-assessment policy for Implementation: Complied
evaluating the performance of
the Board of Commissioners BCA has disclosed the performance self-assessment policy of the Board of
is disclosed in the Public Commissioners in this Annual Report.
Company’s Annual Report
Further information is available on page 305.
4.3 The Board of Commissioners Implementation: Complied
has a policy regarding the
resignation of its members if Policies regarding the resignation of members of the Board of Commissioners from
involved in financial crimes. their positions if involved in financial crimes have been stipulated in Chapter 3 of the
BCA Board of Commissioners’ Charter, as well as Article 14 of the BCA Articles of
Association.
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G o o d C o r p o r a t e G o v e r n a n c e
Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
4.4 The Board of Commissioners or Implementation: Complied
the Committee performing the
Nomination and Remuneration BCA’s RNC is responsible for formulating the succession policy within the
Function has a succession nomination process for members of the Board of Directors, as detailed in Chapter 3
policy within the nomination of the BCA Corporate Governance Guidelines. The implementation of the Board of
process for members of the Directors' succession policy includes providing recommendations to the Board of
Board of Directors. Commissioners regarding the systems, procedures, and candidates for the selection
and/or replacement of members of the Board of Directors, to be presented at the
GMS.
Further information is available on page 328.
C FUNCTIONS AND ROLES OF THE BOARD OF DIRECTORS
Principle 5
Strengthen the Membership and Composition of the Board of Directors.
5.1 Determination of total Implementation: Complied
number of members of the
Board of Directors considers BCA has complied with the provisions of Article 2 of OJK Regulation No. 33/
the conditions of the Public POJK.04/2014 concerning the Board of Directors and Board of Commissioners of
Company and effectiveness in Issuers or Public Companies, which stipulates the Board of Directors of an Issuer or
decision-making. Public Company must consist of at least 2 (two) members. As of December 31, 2025,
the number of members of BCA’s Board of Directors is 12 (twelve).
The determination of the number and composition of the Board of Directors
is conducted through the BCA’s RNC, which is responsible for providing
recommendations to the Board of Commissioners for subsequent approval at the
GMS. BCA has also considered the Bank's conditions, capacity, goal achievement,
and the fulfillment of its needs in determining the number of members of the Board
of Directors.
Further information is available on pages 276.
5.2 Determination of the Board Implementation: Complied
of Directors’ composition
considers the diversity of BCA’s RNC is responsible, among others, for formulating and providing
expertise, knowledge, and recommendations to the Board of Commissioners regarding:
experience required. • Systems and procedures for the selection and/or replacement of members of
the Board of Commissioners and Directors;
• The composition of positions for members of the Board of Directors and/or
members of the Board of Commissioners;
• The policies and criteria required in the nomination process; and
• Performance evaluation policies for members of the Board of Directors and/or
members of the Board of Commissioners.
Through the implementation of these duties by the RNC, the determination of
the composition of BCA’s Board of Directors considers the diversity of expertise,
knowledge, and experience required. The diversity policy for the composition of the
Board of Directors is also stipulated in the provisions regarding the Composition and
Criteria of the Board of Directors in Chapter 4 of the BCA Corporate Governance
Guidelines, which includes considering diversity in terms of gender, age,
educational background, and expertise.
Further information is available on page 305.
5.3 Members of the Board Implementation: Complied
of Directors in charge of
accounting or finance have The members of the Board of Directors in charge of accounting and finance have
expertise and/or knowledge in experience in the fields of finance and accounting.
the field of accounting
Further information is available on page 47 (The Profile of Ms. Vera Eve Lim).
Principle 6
Improving the Quality of the Implementation of the Board of Directors' Duties and Responsibilities.
6.1 The Board of Directors has Implementation: Complied
a self-assessment policy to
evaluate its performance BCA has a self-assessment policy for the Board of Directors, as stipulated in Chapter
4 of the BCA Governance Guidelines. This evaluation is conducted with reference to
the Bank's Business Plan approved by the Board of Commissioners.
The self-assessment results for each member (including the President Director)
are evaluated by the Board of Commissioners through meetings based on
recommendations from the Remuneration and Nomination Committee.
Further information is available on pages 306.
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Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
6.2 The self-assessment policy Implementation: Complied
for evaluating the Board
of Directors' performance The assessment of the Board of Directors' performance is disclosed in this Annual
is disclosed in the Public Report.
Company’s annual report.
Further information is available on pages 306.
6.3 The Board of Directors has a Implementation: Complied
policy regarding the resignation
of its members if involved in The policy regarding the resignation of Directors involved in financial crimes is
financial crimes. stipulated in Chapter 4 of the Board of Directors’ Manual and Charter. Additionally,
Article 11 of BCA’s Articles of Association regulates the provisions concerning their
resignation.
D STAKEHOLDER PARTICIPATION
Principle 7
Improving Corporate Governance through Stakeholder Participation.
7.1 Public Company has a policy to Implementation: Complied
prevent insider trading.
BCA’s insider trading policy is set forth in its Corporate Governance Guidelines. The
key points of this policy are disclosed on the BCA website under the Governance
Policies section:
https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg within the
Insider Trading Policy sub-section.
Further information is available on page 235.
7.2 Public Company has anti- Implementation: Complied
corruption and anti-fraud
policies. BCA has:
An anti-corruption policy as stipulated in:
a. Code of Ethics
b. Decision No. 269/SK/DIR/2021 concerning the Anti-Corruption Policy and
Gratification Control
c. Circular No. 336/SE/POL/2022 concerning Gratification Control Reporting
In accordance with OJK Regulation No. 12 of 2024 concerning the Implementation
of Anti-Fraud Strategies for Financial Services Institutions, BCA has an Anti-Fraud
Strategy Implementation Guideline referring to the OJK Regulation. This Policy
Guideline has been updated in Board of Directors Decision No. 009/SK/DIR/2025
dated January 20, 2025, concerning Adjustments to the Anti-Fraud Strategy Policy.
More information on pages 385 and 380
Link: https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg
7.3 Public Company has a policy Implementation: Complied
for the selection and capacity
building of suppliers or vendors. BCA has procurement policies for goods and services related to logistics, premises,
and information technology, as stipulated in Board of Directors’ Decisions No. 130/
SK/DIR/2017 dated October 10, 2017, and No. 089/SK/DIR/2018 dated June 6, 2018.
These policies regulate procurement transaction values and selection methods—
including tenders, price comparisons/direct selections, direct appointments, and
repeat orders—to ensure a fair and transparent procurement process.
Further information is available on pages 411
7.4 Implementation: Complied
Public Company has a policy
for the fulfillment of creditors' BCA guarantees the fulfillment of creditors' rights in the following areas:
rights. • The right to receive clear information.
• The right to submit suggestions/input, complaints/grievances and obtain
resolution.
• The right to receive creditors' rights in accordance with the agreed agreement.
• The right to access the Annual Report and audited Financial Statements.
• The right to obtain information and easy access to announcements, notices,
and results of the GMS in accordance with the procedures stipulated in the
regulations related to the GMS.
In its implementation, BCA is committed to consistently fulfilling creditors' rights
in accordance with the policies stipulated in applicable regulations and based on
mutually established agreements regarding creditors' rights in the relationship
between BCA and its creditors.
Throughout 2025, BCA has fulfilled creditors' rights in accordance with the
applicable regulations.
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G o o d C o r p o r a t e G o v e r n a n c e
Fulfillment of OJK Circular Letter Recommendations No. 32/SEOJK.04/2015
No. Recommendation Description
7.5 Public Company maintains a Implementation: Complied
whistleblowing system policy.
BCA has a Whistleblowing System Policy as stipulated in Board of Directors Decision
No. 146/SK/DIR/2017 dated November 01, 2017, concerning the Implementation of
the Whistleblowing System at BCA and has implemented OJK Regulation No. 12 of
2024 concerning the Implementation of Anti-Fraud Strategies for Financial Services
Institutions. The principles of the whistleblowing system are disclosed on the BCA
website under Governance policies:
https://www.bca.co.id/en/Tentang-BCA/Tata-Kelola-Perusahaan/Tata-kelola,
under Governance Policies under the WBS (Whistleblowing System) Policy.
More information on page 383
7.6 Public Company has a policy of Implementation: Complied
providing long-term incentives
to Directors and employees. BCA has disclosed its Incentive Policy for Directors in this Annual Report. The
Incentive Policy for employees is outlined in the Collective Labor Agreement and
Board of Directors Decision No. 005/SK/DIR/2019 concerning the Main Policy on the
Performance Assessment System, Position/Rank, and Salary.
E Information Disclosure
Principle 8
Improving the Implementation of Information Disclosure.
8.1 Public companies utilize Implementation: Complied
information technology more
widely in addition to websites The use of information technology as a medium for BCA Information Disclosure:
as a medium for information a. External, including:
disclosure. • Website (www.bca.co.id),
• HaloBCA,
• X accounts (@XpresiBCA, @GoodLifeBCA, @HaloBCA, @BankBCA,
@KartuKreditBCA),
• Facebook (XpresiBCA, GoodLifeBCA, BankBCA, KartukreditBCA),
• YouTube (www.youtube.com/solusibca),
• LinkedIn PT Bank Central Asia Tbk,
• Instagram (@GoodLifeBCA and @LifeAtBCA),
• Line (BankBCA),
• TikTok (@BankBCA).
b. Internal
Internal Information Disclosure media through the MyBCA Intranet
Portal, Facebook group for employees (BCA Semua Beres), Instagram @
bcasemuaberes, Info BCA Magazine, Plasma TV, and TikTok @BankBCA.
Further information is available on pages 409.
8.2 The Public Company Annual Implementation: Complied
Report discloses the ultimate
beneficial owners of at least 5% The BCA Annual Report has disclosed:
(five percent) of the Company's a. A list of BCA shareholders who own 5% or more of BCA shares;
shares, in addition to disclosing b. The ultimate beneficial owners of BCA shares; and
the ultimate beneficial owners c. The major/controlling shareholders of BCA.
of the Company's shares
through major or controlling More information on page 66
shareholders.
BCA has implemented all recommendations for the Implementation of the Public Company Governance Guidelines
in accordance with OJK Circular Letter No. 32/SEOJK.04/2015 concerning the Public Company Governance
Guidelines. As of December 31, 2025, none of the above recommendations have yet been implemented.
3. BCA’s implementation of OECD corporate governance principles is as follows:
No. Recommendation Description
1. Corporate Governance BCA has a governance framework reflected in its action plan and organization
Framework. structure.
2. Shareholder Rights. In accordance with the Fulfillment Table for Recommendations of OJK Circular Letter
No. 32/SEOJK.04/2015 – Aspect A (Relationships between Public Companies and
Shareholders in Guaranteeing Shareholder Rights).
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No. Recommendation Description
3. Equal Treatment of Based on the principle of equality and fairness (equal treatment), BCA provides all
Shareholders. shareholders with the opportunity to express their opinions and access information in
accordance with the principle of transparency.
4. The Role of Stakeholders in In accordance with the Fulfillment Table for Recommendations of OJK Circular Letter
Corporate Governance. No. 32/SEOJK.04/2015 – Aspect D (Stakeholder Participation).
5. Disclosure and Transparency. In accordance with the OJK Circular Letter Recommendation Fulfillment Table No. 32/
SEOJK.04/2015 – Aspect E (Information Disclosure).
6. Roles and Responsibilities of In accordance with the Compliance Table for Recommendations of OJK Circular
the Board of Commissioners Letter No. 32/SEOJK.04/2015 – Aspect B (Functions and Roles of the Board of
and Directors Commissioners) and Aspect C (Functions and Roles of the Board of Directors).
BCA has implemented the Corporate Governance principles established by the OECD. As of December 31, 2025,
BCA has not implemented any other recommendations.
4. Corporate Governance Principles in Accordance with the Guidelines
of Corporate Governance Principles for Banks
BCA implements 12 (twelve) corporate governance principles in accordance with the guidelines issued by the Basel
Committee on Banking Supervision. The Corporate Governance Principles established by the Basel Committee
serve as a reference for the implementation of corporate governance in banking.
No. Principles BCA Implementation
1. Responsibilities of the Board of The Board of Commissioners' Charter, which are an integral part of the
Commissioners Corporate Governance Guidelines, stipulate its responsibilities, including:
The Board of Commissioners has providing direction, monitoring, and evaluating the implementation of
responsibilities that include: approving BCA's strategic policies; reviewing BCA's vision and mission periodically;
and overseeing the implementation and ensuring the implementation of Good Corporate Governance in all
of business strategies, governance BCA business activities. The Board of Commissioners' Charter can be
structures and mechanisms, and downloaded from the Organization Structure section of the BCA website
corporate culture. (https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
2. Qualifications and Composition of the BCA has established the qualifications and composition of its Board of
Board of Commissioners Commissioners in accordance with its duties and responsibilities, as
Members of the Board of Commissioners outlined in the Fulfillment Table for OJK Circular Letter Recommendations
must possess the qualities appropriate No. 32/SEOJK.04/2015 – Aspect B (Functions and Roles of the Board
to their duties and responsibilities, both of Commissioners), 3rd Principle. Strengthening the Membership and
individually and collectively. The Board Composition of the Board of Commissioners. The qualifications and
of Commissioners must understand its composition of the Board of Commissioners are presented in its Charter,
role in overseeing and implementing which can be downloaded from the Organization Structure section of the
corporate governance, and be able to BCA website
make sound and objective decisions. (https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
3. Structure and Mechanism of the Board BCA has established the structure and mechanisms of its Board of
of Commissioners Commissioners in accordance with the Fulfillment Table for OJK Circular
The Board of Commissioners must Letter Recommendations No. 32/SEOJK.04/2015 – Aspect B (Functions and
establish an appropriate governance Roles of the Board of Commissioners), 4th Principle. Improving the Quality of
structure and practices in carrying out the Board of Commissioners’ Duties and Responsibilities Implementation.
its duties and periodically review their The structure and mechanisms of the Board of Commissioners are
effectiveness. presented in its Charter which can be downloaded in the Organization
Structure section of the BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
4. Board of Directors The Board of Directors of BCA carries out its duties and responsibilities in
Under the direction and supervision of accordance with the business strategy, risk appetite, remuneration policy,
the Board of Commissioners, the Board and other policies approved by the Board of Commissioners, as outlined
of Directors is able to manage the Bank's in the Fulfillment Table for Recommendations of OJK Circular Letter
activities in accordance with the business No. 32/SEOJK.04/2015 – Aspect C (Functions and Roles of the Board of
strategy, risk appetite, remuneration Directors). The Board of Directors' duties and responsibilities are presented
policy, and other policies approved by in the Board of Directors' Charter, which can be downloaded from the
the Board of Commissioners. Organization Structure section of the BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
5. Business Group Governance Structure BCA has an Integrated Governance Guidelines, the revisions of which
Within a business group, the parent have been in effect since November 18, 2025. BCA has also established
company's Board of Commissioners an Integrated Governance Committee chaired by an Independent
has overall responsibility for the Commissioner of BCA, the Main Entity, tasked with supporting the Main
business group and for ensuring the Entity's Board of Commissioners in overseeing the implementation of
establishment and implementation of integrated governance within the BCA Financial Conglomerate. The
sound governance practices related to Integrated Governance Guidelines can be downloaded from the GCG Policy
the structure, business, and risks of the section of the BCA website
business group and its entities. The Board (https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
of Commissioners and Directors must
understand the organization structure of
the business group and the risks it faces.
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G o o d C o r p o r a t e G o v e r n a n c e
No. Principles BCA Implementation
6. Risk Management Function The risk management function at BCA is carried out by the Risk Management
Banks must have a qualified, independent Work Unit, led by the Director responsible for Risk Management. BCA also
risk management function, equipped has a Risk Management Committee and an Integrated Risk Management
with qualified resources, and access to Committee, tasked with providing recommendations to the Board of
the Board of Commissioners. Directors on the integrated implementation of risk management at BCA
and its subsidiaries. The implementation of risk management at BCA is
communicated to the Board of Commissioners through the Risk Oversight
Committee. The main points of the Risk Management Policy can be
downloaded from the GCG Policy section of the BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
For more information, see page 375.
7. Risk Identification, Monitoring, and BCA has mitigated risks through risk identification, measurement,
Control monitoring, and control in accordance with the applicable risk management
Risks must be identified, monitored, framework, as well as periodically compiling risk profiles. The main points
and controlled across all Bank activities. of the Risk Management Policy can be downloaded from the GCG Policy
The quality of the risk management section of the BCA website
infrastructure and internal controls must (https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
be able to adapt to changes in the Bank's
risk profile, external risk conditions, and For more information, see page 375.
industry practices.
8. Risk Communication BCA consistently submits a quarterly BCA Risk Profile Report and a semi-
Effective risk governance annual Integrated Risk Profile Report to the Board of Directors, Board of
implementation requires accurate risk Commissioners, and the OJK. The main points of the Risk Management
communication within the Bank, both Policy can be downloaded from the GCG Policy section of the BCA website
within the organization and through (https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
reporting to the Board of Commissioners
and Directors.
9. Compliance The compliance function at BCA is carried out by the Compliance
The Board of Commissioners is Division (DCP), led by the Director in charge of the compliance function.
responsible for overseeing management The DCP carries out the compliance function at BCA and monitors the
related to the Bank's compliance risks. implementation of the compliance function and the level of compliance of
The Board of Commissioners must its subsidiaries in an integrated manner. The Board of Commissioners also
establish a compliance function and actively oversees the implementation of policies and procedures, audit
approve policies and processes for reports, periodic reporting, requests for clarification, and presentations.
identifying, assessing, monitoring, The Board of Commissioners' responsibilities are outlined in its Charter,
reporting, and providing advice on which can be downloaded from the Organization Structure section of the
compliance risks. BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi).
For more information, see page 372.
10. Internal Audit The Internal Audit function is carried out by the Internal Audit Unit (DAI),
The internal audit function must report which is tasked with conducting independent and objective assurance
its independent assurance activities to and consulting activities to improve the effectiveness and add value to the
the Board of Commissioners and must BCA risk management, internal control, and governance processes. The DAI
support the Board of Commissioners reports directly to the President Director and communicates with the Board
and Directors in promoting the of Commissioners through the Audit Committee. The internal audit function
implementation of effective governance is presented in the Internal Audit Charter, which can be downloaded from
processes and the Bank’s long-term the GCG Policy section of the BCA website
soundness. (https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
For more information, see page 366.
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No. Principles BCA Implementation
11. Compensation BCA has a remuneration structure in accordance with OJK Regulation
The Bank's remuneration structure must No. 45/POJK.03/2015 concerning the Implementation of Governance
support the implementation of corporate in Remuneration for Commercial Banks and OJK Circular Letter No.
governance and risk management. 40/SEOJK.03/2016 concerning the Implementation of Governance
in Remuneration for Commercial Banks. Periodic evaluation of the
remuneration policy implementation is carried out by the RNC. Information
on the RNC remuneration function is presented in the Organization Structure
section of the BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/struktur-organisasi).
For more information, see pages 311.
12. Disclosure and Transparency BCA has implemented disclosure and transparency as a governance
The Bank's governance implementation practice for Shareholders, Depositors, other relevant Stakeholders,
must be transparent to shareholders, and Market Participants in accordance with the Fulfillment Table for
depositors, other relevant stakeholders, Recommendations of OJK Circular Letter No. 32/SEOJK.04/2015 – Aspect E
and market participants. (Information Disclosure). Disclosure and transparency policies are presented
in the Corporate Governance Guidelines which can be downloaded in the
GCG Policy section of the BCA website
(https://www.bca.co.id/en/tentang-bca/tata-kelola/acgs/kebijakan-gcg).
5. General Guidelines for Indonesian Corporate Governance
In 2022, the National Committee for Governance Policy (KNKG) updated its General Guidelines for Indonesian
Corporate Governance (PUGKI). In line with BCA’s commitment to realizing the four pillars of corporate governance:
ethical behavior, accountability, transparency, and sustainability, BCA also continues to strive to implement the
eight principles of Indonesian corporate governance, including the following:
1st Principle: Roles and Responsibilities of the Board of Directors and Board of Commissioners
1.1 Roles and Responsibilities of the Board of Directors
Recommendation Implementation
1.1.1 To achieve sustainable value creation, the Board of Applied
Directors exercises its leadership role and strives to 1.1.1 The Board of Directors exercises its leadership role and
achieve the following governance outcomes: responsibility for the implementation of sustainable
a. competitiveness and focus on long-term corporate governance, among others, through the
performance; application of BCA’s code of conduct and values.
b. ethical and responsible business practices; 1.1.2 The Board of Directors ensures the vision, mission,
c. positive contribution to society and the environment; objectives, strategies, annual plans, and long-term plans
and by effectively utilizing innovation and technology.
d. resilience and growth capability (corporate 1.1.3 The Board of Directors ensures that BCA has
resilience) implemented appropriate and effective risk
1.1.2 The Board of Directors must ensure that the mission, management and internal control systems that are
vision, objectives, targets, strategies, and annual and tailored to BCA’s objectives, business policies, size, and
medium-term plans of the corporation are consistent complexity of business activities.
with long-term objectives, by effectively utilizing 1.1.4 BCA’s financial reports are submitted in a timely and
innovation and technology. accurate manner in accordance with the mechanisms
1.1.3 The Board of Directors shall ensure that the corporation and procedures stipulated in commercial bank and
implements appropriate and effective risk management capital market regulations.
and internal control systems that are aligned with the 1.1.5 BCA’s sustainability reports have been prepared in
corporation’s vision, mission, objectives, goals, and accordance with regulations on the implementation
strategies and comply with applicable laws, regulations, of sustainable finance for financial service institutions,
and standards. issuers, and public companies.
1.1.4 The Board of Directors ensures the integrity of the 1.1.6 BCA utilizes technology to drive innovation, enhance
corporation’s accounting and financial reporting competitiveness and productivity, strengthen IT
systems and the timely and accurate disclosure of all infrastructure capabilities, and improve digital services
material information regarding the corporation. and applications. To minimize the potential operational
1.1.5 The Board of Directors ensures that sustainability risks arising from the use of information technology, BCA
reporting has been prepared properly. has an Information Technology Risk Management Policy
1.1.6 The Board of Directors establishes a framework for and an Information Security Policy.
the corporate information technology (IT) governance 1.1.7 BCA does not have a sharia business unit.
that is aligned with the corporate business needs
and priorities, promotes business opportunities and
performance, strengthens risk management, and
supports corporate objectives and strategies.
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G o o d C o r p o r a t e G o v e r n a n c e
1.1 Roles and Responsibilities of the Board of Directors
Recommendation Implementation
1.1.7 For corporations conducting business activities based 1.1.8 The Board of Directors Charter is periodically reviewed
on Sharia principles, the Board of Directors must ensure and was updated on June 30, 2021, and in 2024, and is
the availability of adequate authority and supporting uploaded to the website www.bca.co.id. In 2025, an
infrastructure to enable the Sharia Supervisory Board to update to the Board of Directors Charter was conducted
perform its role effectively. regarding meeting quorum provisions.
1.1.8 The Board of Directors Charter is periodically reviewed.
The Charter covers, among other things, the distribution The distribution of duties and responsibilities among
of roles for individual Directors, which may be regulated the Board of Directors is regulated through a Board of
within the Board of Directors Charter or through a Board Commissioners’ Decision, while the policy regarding
of Directors' Decision. the Authority of the Board of Directors in Deciding
1.1.9 The Board of Directors maintains a policy regarding the Transactions and Expenditures is regulated through its
resignation of any Board member involved in financial Decision.
crimes or proven to have committed misconduct.
1.1.9 BCA maintains a policy regarding the resignation of any
member of the Board of Directors involved in financial
crimes or proven to have committed misconduct,
as stipulated in the BCA Governance Guidelines.
The procedures for the appointment, replacement,
dismissal, change, or resignation of members of
the Board of Directors refer to the BCA Articles of
Association
1.2 Performance Assessment – The Board of Directors and Its Members
Recommendation Implementation
1.2.1 The Board of Commissioners conducts an objective Applied
and independent formal annual evaluation to determine BCA maintains a policy for the performance assessment
the effectiveness of the Board of Directors and each of the Board of Directors, conducted through self-
individual Director. assessment on both an individual and collective basis, as
1.2.2 The Board of Commissioners, taking into account the stipulated in Chapter 4 of the BCA Governance Guidelines.
considerations of the Nomination and Remuneration The self-assessment of the Board of Directors, including
Committee, is responsible for determining the the President Director, is conducted once a year. The
performance evaluation criteria and assessing the self-assessment results of the members of the Board of
performance of the President Director and other Directors (including the President Director) are evaluated by
members of the Board of Directors. the Board of Commissioners through a meeting, based on
recommendations from the Remuneration and Nomination
Committee.
1.3 Roles and Responsibilities of the Board of Commissioners
Recommendation Implementation
1.3.1 The Board of Commissioners reviews the corporate Applied
strategy at least annually and approves the corporate 1.3.1 The Board of Commissioners is responsible for directing,
vision, mission, and strategy formulated by the Board monitoring, and evaluating the implementation of BCA's
of Directors. The Board of Commissioners also reviews, strategic policies and providing advice to the Board
provides advice on, and approves the Corporation’s of Directors in accordance with the objectives and
business plans, as well as its long-term and short-term purposes of the BCA Articles of Association. The Bank's
financial plans. The Board of Commissioners provides business plan and long-term financial plan are approved
advice and monitors the Board of Directors regarding by the Board of Commissioners.
the management of their implementation. Both the
Board of Directors and the Board of Commissioners The Board of Commissioners and Directors have
are involved in decisions of critical importance to the reviewed, monitored, and supervised the implementation
Corporation, as stipulated in the Corporation's Articles of the corporate strategy through their Joint Meetings,
of Association. with meeting agendas regarding the Strategic Plan
1.3.2 The types of decisions requiring approval from the involving relevant work units.
Board of Commissioners must be disclosed in the annual
report. 1.3.2 Decisions requiring the approval of the Board of
1.3.3 By considering the recommendations of the Commissioners are detailed in its Chapter, under the
Nomination and Remuneration Committee, the Board of Authority of the Board of Commissioners section of this
Commissioners proposes to the GMS, for its decision, Annual Report.
the appointment and/or dismissal of members of the 1.3.3 Based on the recommendations of the RNC, the Board
Board of Directors and the Board of Commissioners. In of Commissioners decides to propose candidates
making such proposals, the Board of Commissioners for the Board of Commissioners and/or the Board of
considers diversity and non-discriminatory elements, Directors through a Board of Commissioners’ Decision
providing equal opportunities regardless of ethnicity, to the Chairman of the GMS to obtain shareholder
religion, race, social groups, and gender. The Board of approval at the GMS. The flow of the nomination
Commissioners ensures the nomination and selection mechanism for members of the Board of Directors and/
process for members of the Board of Directors and the or the Board of Commissioners is detailed in the Board
Board of Commissioners is formal and transparent. of Commissioners Chapter under the Nomination of
1.3.4 The Board of Commissioners or the Committee the Board of Commissioners Members section and
performing the nomination function formulates a the Board of Directors Chapter under the Nomination
succession policy within the nomination process for of the Board of Directors Members section of this
members of the Board of Directors. Every year, the Annual Report. The nomination and selection process
Board of Commissioners reviews the report on the is conducted transparently, considering the diversity
implementation of the development and succession in the composition of the Board of Commissioners and
plan submitted by the President Director. Directors.
1.3.4 The Board of Commissioners proposes the
determination of remuneration to the GMS based
on the evaluation results and remuneration policy
recommendations from the RNC.
440 Annual Report 2025 | PT Bank Central Asia Tbk
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1.3.5 The Board of Commissioners: a) proposes to the 1.3.5 BCA, through the Board of Commissioners, periodically
GMS, which may be preceded by a proposal from the reviews the remuneration policy by aligning it with
Committee performing the remuneration function, regulations and best practices, as stipulated in the
the remuneration amount for members of the Board Commissioner's Decision regarding the Amendment to
of Directors and the Board of Commissioners aligned the Remuneration Policy for the Board of Directors and
with the Corporation’s sustainable development and the Board of Commissioners.
the long-term interests of the Corporation and its 1.3.6 The Board of Commissioners oversees the
shareholders; b) periodically reviews the remuneration effectiveness of corporate governance policies and
system for the Board of Directors and the Board of their implementation, providing recommendations
Commissioners. when necessary.
1.3.6 The Board of Commissioners oversees the 1.3.7 The Board of Commissioners periodically monitors
effectiveness of corporate governance policies and the development of risk profiles, risk parameters,
their implementation, and proposes changes where the implementation of integrated risk management,
necessary. and the Bank's capital levels. The Board monitors the
1.3.7 The Board of Commissioners monitors and directs the development of strategic risk profiles, parameters, and
Corporation to implement appropriate and effective limits, including potential increases in concentration risk
risk management and internal control systems aligned caused by changes in the business environment.
with corporate goals, objectives, and strategies, while 1.3.8 The Board of Commissioners conducts discussions
complying with applicable laws, regulations, codes of to review internal audit performance, including the
conduct, and standards. possible need for adjustments to internal control
1.3.8 The Board of Commissioners oversees and directs measures to adapt to the Bank's evolving business
the achievement of corporate accounting integrity model.
and financial reporting systems, as well as the 1.3.9 The Board of Commissioners monitors, reviews, and
independency of the internal and external audit approves the annual report and sustainability report,
functions. and accepts full responsibility for the accuracy of the
1.3.9 The Board of Commissioners monitors, reviews, contents of the BCA Annual Report.
and approves the Corporation’s annual report and 1.3.10 The Board of Commissioners Charter is periodically
sustainability report, ensures their integrity, and reviewed, with the most recent update on June 30,
oversees corporate disclosure and communication 2021. In 2025, the Board of Commissioners updated the
processes. Charter regarding meeting quorum provisions.
1.3.10 The Board of Commissioners Charter is periodically 1.3.11 BCA has a policy regarding the resignation of members
reviewed. of the Board of Commissioners as stipulated in the
1.3.11 The Board of Commissioners has a policy regarding the BCA Governance Guidelines. Procedures for the
resignation of any Board member involved in financial appointment, replacement, dismissal, change, or
crimes or proven to have committed misconduct. resignation of members of the Board of Commissioners
1.3.12 Independent Commissioners are expected to refer to the BCA Articles of Association.
contribute to honest, objective, active, and 1.3.12 Independent Commissioners actively participate
constructive discussions during Board meetings. in conveying views and advice related to policies
1.3.13 The President Commissioner serves as the coordinator and strategies through the Board of Commissioners
of the Board of Commissioners and ensures its meetings and memoranda.
effectiveness. The President Commissioner promotes a 1.3.13 Details of the President Commissioner's duties are
culture of openness and constructive dialogue allowing disclosed in this Annual Report and on the website
for diverse perspectives, including coordinating the www.bca.co.id. The President Commissioner maintains
setting of appropriate meeting agendas and ensuring the responsibility to coordinate the distribution of
sufficient time for discussing all items. Furthermore, supervisory roles among the members of the Board of
opportunities must be provided for the Board of Commissioners, chair Board meetings, and represent
Commissioners to meet with the Board of Directors the Board in dealings with external parties.
and senior management.
1.4 Formation of Committees
Recommendation Implementation
1.4.1 The Corporation has committees under the Board Applied
of Commissioners comprising, at a minimum: the 1.4.1 BCA has committees under the Board of
Audit Committee, the Nomination and Remuneration Commissioners, consisting of the Audit Committee,
Committee, and the Risk Management Monitoring the Risk Oversight Committee, the Remuneration and
Committee. Nomination Committee, and the Integrated Governance
1.4.2 The Board of Commissioners ensures all members Committee.
of the Audit Committee are independent and 1.4.2 Members of the Audit Committee comprise
other committees established by the Board of Independent Commissioners and Independent Parties.
Commissioners consist of a majority of independent The Audit Committee is chaired by an Independent
parties. Furthermore, the Board ensures all committee Commissioner, Mr. Sumantri Slamet, and not the
members possess the necessary competence, President Commissioner. All members possess the
commitment, and adequate authority to perform their necessary competence, commitment, and adequate
roles effectively and independently. authority to carry out the committee's duties and
1.4.3 To ensure the monitoring of the Audit Committee’s responsibilities.
duties remains objective and independent, the 1.4.3 Mr. Jahja Setiaatmadja, as the President Commissioner,
President Commissioner shall not serve as the does not serve as the chairman or a member of the
Chairman of the Audit Committee, except under Audit Committee.
extraordinary circumstances which must be disclosed
in the annual report.
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1.5 Performance Assessment – The Board of Commissioners and Its Members
Recommendation Implementation
1.5.1 The Board of Commissioners conducts an Applied
objective, formal annual evaluation to determine 1.5.1 Performance assessments for the Board of
the effectiveness of the Board, its committees, and Commissioners and the committees under its
individual Commissioners. supervision are conducted once every year.
The performance assessment of the Board of
Commissioners (including the President Commissioner)
and its committees utilizes several criteria and
indicators as detailed in this Annual Report.
1.6 Conflict of Interests
Recommendation Implementation
1.6.1 Members of the Board of Directors holding concurrent Applied
positions outside the Corporation must obtain approval 1.6.1 The concurrent positions held by BCA Directors are
from the Board of Commissioners. A Commissioner in accordance with applicable laws and regulations.
shall notify the Board of Commissioners and the Such concurrent positions have been reported and
chairman of the committee performing the nomination have received prior approval from the Board of
function before accepting any new appointment as Commissioners.
a Director or Commissioner of a public corporation, 1.6.2 The Board of Commissioners is committed to avoiding
other Directorships, or other positions involving potential conflicts of interest. Regarding conflict of
significant time commitments. interest, BCA has established internal policies and
1.6.2 The Board of Commissioners monitors and manages provisions within the BCA Articles of Association, which
potential conflicts of interest involving management, stipulate, among others:
members of the Board of Directors, the Board of • If the President Commissioner or a member of the
Commissioners, and shareholders, including the misuse Board of Commissioners appointed to chair the GMS
of corporate assets and misconduct in related-party has a conflict of interest regarding an agenda item to
transactions. Any Commissioner with a conflict of be decided upon, the GMS shall be chaired by another
interest shall not participate in the monitoring or member of the Board of Commissioners who does
decision-making process regarding potential conflicts not have a conflict of interest and is appointed by the
of interest involving the Commissioner or their Board of Commissioners. The same rule applies to the
affiliates. Board of Directors.
• A transaction involving a conflict of interest may only
be conducted by BCA if it has obtained prior approval
from the GMS, held in accordance with the provisions
of the Articles of Association and relevant regulations.
1.7 Competency Enhancement for Members of the Board of Directors and the Board of Commissioners
Recommendation Implementation
1.7.1 The Board of Commissioners ensures members of the Applied
Board of Directors and the Board of Commissioners 1.7.1 Newly appointed members of the Board of Directors
understand their roles and responsibilities, the and the Board of Commissioners receive an orientation
corporation's characteristics and operations, relevant program and all information relevant to their roles and
laws and standards, as well as other applicable responsibilities. This orientation program is governed by
obligations. The Board of Directors, through the the BCA Governance Guidelines and Board of Directors’
Corporate Secretary, supports all members of the Decision No. 189/SK/DIR/2020, dated December 4,
Board of Directors and the Board of Commissioners 2020, regarding the Orientation Guidelines for New
in updating and refreshing the skills and knowledge Members of the Board of Directors and Board of
necessary to perform their roles on the Board. Commissioners of PT Bank Central Asia Tbk.
1.7.2 BCA maintains training policies for both Boards as
outlined in the Charters of the Board of Commissioners
and Directors. The Bank requires members of both
Boards to participate in training programs at least
once a year to support the implementation of their
duties. Members regularly receive relevant, adequate,
and sustainable training and knowledge development
programs.
1.7.3 Details regarding orientation and training programs
conducted throughout 2025 are available in the Board
of Commissioners and Board of Directors Chapter of
this Annual Report.
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2nd Principle: Composition and Remuneration of the Board of Directors and the Board of Commissioners
2.1 Composition of The Board of Directors and The Board of Commissioners
Recommendation Implementation
2.1.1 In determining candidates for Director, the Board Applied
of Commissioners through the Nomination and 2.1.1 The Board of Commissioners requests the RNC to
Remuneration Committee shall not only rely on discuss proposals related to the nomination of Directors
recommendations from the Board of Commissioners, from shareholders/the Board of Commissioners/the
management or majority shareholders. The Board President Director. BCA may also use the services of
of Commissioners through the Nomination and third parties in order to search for Director candidates.
Remuneration Committee may use independent The RNC provides recommendations to the Board of
sources to determine candidates who meet the Commissioners. The recommendation is outlined in a RNC
requirements. Decree Letter to be submitted to the Chair of the GMS.
2.1.2 The Board of Commissioners ensures that the criteria The description of the Director nomination mechanism
for selecting members of the Board of Directors is as outlined in the Board of Directors Chapter, Sub-
include at least the knowledge, abilities, and chapter on Director Member Nominations in this Annual
expertise required to properly fulfill the role of the Report.
Board of Directors and take into account the diversity 2.1.2 In discussing Director candidates, the following are taken
of the Board of Directors. into consideration, among others:
2.1.3 Corporate policy on diversity in the Board of a. Reasons and/or considerations for the proposal (based
Directors and Board of Commissioners is disclosed in on, among other things, interview results, financial
the Annual Report. reputation reviews, track records, and public opinion
2.1.4 The Board of Commissioners ensures that the policies circulating in various media);
and procedures for the selection and nomination of b. Criteria and qualifications of candidates in line with the
Commissioners are clear and transparent so as to Bank’s strategy;
produce the desired composition of the Board. The c. Internal and external conditions of the company;
Board of Commissioners uses independent sources to d. Communicate with controlling shareholders (if the
determine qualified candidates. proposal is not from a controlling shareholder).
2.1.5 The Board of Commissioners/Committee that carries 2.1.3 The diversity policy in the composition of the Board of
out the nomination function establishes nomination Directors and Board of Commissioners is outlined in the
procedures and criteria that are consistent with the Board of Directors Charter and Board of Commissioners
Board of Commissioners’ expertise matrix approved Charter and is described in the Diversity in the
by the Board of Commissioners and ensures that Composition of the Board of Commissioners and Board
candidate profiles meet the requirements set out in of Directors Chapter in this Annual Report.
the expertise matrix and nomination criteria. 2.1.4 The selection and nomination policies and procedures
2.1.6 The composition of the Board of Commissioners for the Board of Commissioners are conducted in a clear
must be formed in such a way that its members as a and transparent manner. Information about candidates
group reflect diversity in terms of the capabilities, for the Board of Commissioners is disclosed during the
expertise, knowledge, experience, age, cultural selection/re-election process and is available from the
background, and gender required to properly fulfill date of the GMS invitation until the GMS is held, and can
the role of the Board of Commissioners. be downloaded from the BCA website and/or e-GMS.
2.1.7 To enable the Board of Commissioners to provide 2.1.5 KRN carries out its nomination function based on
independent advice and supervision to the Board procedures and criteria that are carried out correctly,
of Directors and for roles that have the potential for consistently, and transparently, including by ensuring that
conflicts of interest, the Board of Commissioners the candidates’ profiles meet the requirements for Board
shall consist of a sufficient number of Independent of Commissioners expertise.
Commissioners with limited terms of office and 2.1.6 The composition of the Board of Commissioners reflects
disclosure of the length of membership and their diversity in terms of abilities, expertise, knowledge,
independence from a corporate perspective. experience, age, cultural background, and so on, as
2.1.8 To facilitate the effective functioning of the Board required to fulfill the role of the Board of Commissioners.
of Directors and Board of Commissioners and to 2.1.7 As of December 31, 2025, there are 3 (three) Independent
enhance investor and stakeholder confidence, the Commissioners out of a total of 5 (five) members of the
Nomination and Remuneration Committee ensures Board of Commissioners, or 60% (sixty percent) of the
that there is a formal, rigorous and transparent total members of the Board of Commissioners. The term
process for the nomination and appointment of of office of Independent Commissioners follows the
members of the Board of Directors and Board of term of office of the Board of Commissioners in general.
Commissioners. Independent Commissioners who have served for 2
(two) consecutive terms may be reappointed for the
next term. Disclosures and statements of Independent
Commissioners can be found in the Independent
Commissioners section of this Annual Report.
2.1.8 The duties and responsibilities of the RNC are outlined
in the Remuneration and Nomination Committee
Charter. To ensure a transparent and accountable
process, the RNC prepares reports for the Board of
Commissioners regarding the implementation of its
duties, responsibilities, and remuneration nomination
procedures, and prepares reports on its activities, which
are disclosed in the Annual Report.
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Remuneration of the Board of Directors and the Board of Commissioners
Recommendation Implementation
2.2.1 The remuneration policy for members of the Board Applied
of Directors consists of a remuneration structure 2.2.1 Indicators for the implementation of remuneration are
oriented toward sustainable corporate development detailed in the Remuneration Policy Chapter of this
and encouraging the achievement of long-term Annual Report. The RNC submits the evaluation results
goals. Remuneration for the Board of Directors and recommendations regarding the remuneration
must be proposed by the Board of Commissioners, policy for the Board of Commissioners and Directors
potentially through the Nomination and Remuneration to the Board of Commissioners. Subsequently, these
Committee, for approval by the GMS. The proposed recommendations are proposed by the Board of
remuneration amount submitted to the GMS is Commissioners to the GMS for shareholder approval.
determined by considering the role of each Director, The description of the Remuneration Proposal and
the economic situation, and the Corporation's Determination Scheme is available in the Remuneration
performance. Policy Chapter of this Annual Report.
2.2.2 The remuneration policy for members of the Board of 2.2.2 Remuneration determination considers Risk and
Commissioners consists of a remuneration structure Performance (including performance measurement
oriented toward sustainable corporate development indicators) and undergoes a review once every year.
and encouraging the achievement of long-term 2.2.3 The RNC tolong dikonsistenkan is required to act
goals. The remuneration amount proposed by the independently and ensure the remuneration policy aligns
Board of Commissioners to the GMS is determined with regulations based on risk, performance, peer group
by considering the role of each Commissioner, fairness, objectives, BCA’s long-term strategy, etc. To
the economic situation, and the Corporation's maintain fair and transparent procedures, the RNC:
performance. Additionally, positions as President • Assists the Board of Commissioners in conducting
Commissioner, committee chairmen, and committee performance assessments relative to the
memberships must also be taken into account. remuneration received by members of the Board of
2.2.3 To ensure remuneration packages are determined Directors and the Board of Commissioners.
based on the achievements, qualifications, and • Submits evaluation results and recommendations
competencies of Directors and Commissioners to the Board of Commissioners concerning the
while considering corporate operating performance, remuneration policy for the Board of Commissioners
individual performance, and market conditions, the and Directors, the remuneration structure and
Nomination and Remuneration Committee ensures amounts, as well as the remuneration policy for
the existence of fair and transparent procedures executive officers and employees to be conveyed to
for establishing the remuneration policy for the Board of Directors.
members of the Board of Directors and the Board of
Commissioners.
3rd Principle: Working Relationship between the Board of Directors and the Board of Commissioners
3.1 Nature of Employment Relationship
Recommendation Implementation
3.1.1 Open discussion exists between the Board of Applied
Directors and the Board of Commissioners, as well as 3.1.1 Discussions between the Board of Directors and the
among individual members of each Board. However, Board of Commissioners are conducted through joint
maintaining information confidentiality remains vital to meetings. These meetings cover, among other things,
prevent any leakage of sensitive data. financial performance reviews and reports from
3.1.2 In accordance with their respective duties and roles, committees under the Board of Commissioners.
the Board of Directors collaborates with the Board of 3.1.2 The Board of Directors coordinates and collaborates
Commissioners in formulating the Corporation's vision, with the Board of Commissioners in formulating the
mission, and strategy, while regularly discussing their corporation’s vision, mission, and strategy, as well as
implementation. overseeing their implementation.
3.1.3 The Corporate Secretary plays an important role 3.1.3 The duties and responsibilities of the Corporate
in supporting the effectiveness of the working Secretary are detailed in its section of this Annual
relationship between the Board of Directors Report. These include promoting corporate governance
and the Board of Commissioners, promoting the practices and establishing effective communication
implementation of good corporate governance with stakeholders, while also playing a key role in
practices, including effective communication with ensuring a smooth flow of information between the
shareholders and other stakeholders. Board of Commissioners and its committees, as well as
between the Board of Commissioners and Directors.
3.2 Access to Information for the Board of Commissioners
Recommendation Implementation
3.2.1 The Board of Directors is responsible for ensuring Applied
the Board of Commissioners has access to accurate, 3.2.1 In addition to joint meetings between the Board of
relevant, and timely information. The Board of Commissioners and Directors, the Board of Directors
Commissioners, in turn, ensures its receipt of adequate submits a Board of Directors’ Report to the Board of
information. The Board of Directors provides the Commissioners on a quarterly basis. Furthermore, the
Board of Commissioners with regular, prompt, and Board of Commissioners maintains access to request
comprehensive information on all matters relevant to additional corporate information from the Board of
the Corporation. The Board of Commissioners may, Directors or relevant senior management at any time.
at any time, request additional information from the
Board of Directors.
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3.3 Responsibilities of the Board of Directors and the Board of Commissioners Regarding the Impact of Ownership
Structure on the Corporation
Recommendation Implementation
3.3.1 The impact of ownership structure on the Applied
Corporation. The Board of Directors and the Board of 3.3.1 The Board of Directors and the Board of Commissioners
Commissioners consider their responsibilities within ensure the shareholder ownership structure and
the context of the share ownership structure and inter-shareholder relations do not influence the
relations between shareholders potentially impacting implementation of their roles and responsibilities,
the management and operations of the Corporation. including those related to the Board of Directors'
succession planning. The Board of Commissioners
also monitors, and the Board of Directors ensures, the
accurate disclosure of information regarding conditions
impacting the control over the Corporation.
4th Principle: Ethical and Responsible Conduct
4.1 Code of Ethics and Conduct
Recommendation Implementation
4.1.1 This statement is set forth in the Code of Conduct Applied.
and Business Ethics, which must clearly express the • BCA has a Code of Ethics, Anti-Corruption and
Corporation’s expectation for every member of the Gratification Control Policies, and Guidelines for the
Board of Directors, the Board of Commissioners, and Implementation of Anti-Money Laundering and Countering
employees to: the Financing for Terrorism Programs. These are enacted
a. Act in the best interests of the Corporation; through Board of Directors' Decisions and are mandatory
b. Act honestly and with high standards of integrity; for all BCA personnel, including the Board of Directors and
c. Maintain independency and act based on complete the Board of Commissioners.
information, in good faith, with due diligence, and with • Work ethics, authorities, duties, responsibilities, and
prudence; prohibitions for the Board of Directors and the Board of
d. Comply with prevailing laws and regulations Commissioners are regulated under their Charters.
applicable to the Corporation and its operations; • The Board of Directors and the Board of Commissioners
e. Avoid actions violating laws and regulations or are also required to make annual disclosure and complete
unethical conduct based on corporate ethical the Integrity Pact and Code of Ethics Compliance
guidelines; Statement each year to support the implementation of the
f. Refrain from involvement or participation in any GCG.
activities creating a conflict of interest with the
Corporation’s best interests or negatively impacting
its reputation;
g. Refrain from taking advantage of corporate property,
information, other asset ownership, or customers for
personal gain or to the detriment of the Corporation
and its customers;
h. Refrain from utilizing their positions or opportunities
arising from such positions for personal gain;
i. Avoid soliciting or receiving payments, gratifications,
or other benefits from third parties for themselves
or others creating a conflict of interest or providing
illegal advantages to third parties;
j. Respect dissenting opinions and the rights of every
member of the Board of Directors, the Board of
Commissioners, and employees;
k. Ensure full, fair, accurate, timely, and understandable
disclosure in reports and documents submitted to
regulators and in other public communications.
4.1.2 The Board of Directors establishes policies and
practices regarding Anti-Money Laundering,
Countering the Financing for Terrorism (AML-CFT),
anti-bribery, anti-corruption, anti-fraud, and political
engagement, referencing national or international
standards or other relevant benchmarks.
4.2 Corporate Values and Organization Culture
Recommendation Implementation
4.2.1 The Corporation articulates, fosters, and discloses its Applied
corporate culture and values. BCA has a Code of Ethics that applies to all BCA employees
4.3 Communication and Enforcement of the Code of Ethics, and is effectively communicated through means that are easily
Values, and Culture accessible to employees, such as video screenings available
to all BCA employees on BCA’s internal portal (myVideo),
Recommendation Code of Ethics statements and integrity pacts are filled
4.3.1 The corporate code of conduct and ethics are electronically through BCA’s internal portal, and send e-mail
effectively communicated to the Board of Directors, reminders to all employees. New employees are accompanied
the Board of Commissioners, and all employees. These by a buddy who introduces them to the corporate culture,
standards are integrated into the Corporation's strategy including the Code of Ethics and the obligation to complete
and operations—including the risk management system e-learning on the Banker Code of Ethics.
and remuneration structure—and are strictly enforced.
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5th Principle: Risk Management, Internal Control and Compliance
5.1 Internal Control and Compliance
Recommendation Implementation
5.1.1 The Board of Directors periodically reviews the Applied
design adequacy and operational effectiveness of 5.1.1 Acting as the third line, the Internal Audit Division (DAI)
the Corporation’s governance, risk management, provides risk-based, independent, and objective
internal control, and compliance systems, reporting assurance and advice regarding the adequacy and
the implementation and results of such reviews to effectiveness of governance, risk management, and
shareholders through the Corporation’s annual report. internal control processes. DAI communicates all audit
findings to the Board of Directors, the Audit Committee,
and the Board of Commissioners.
Regarding the operational effectiveness of the governance
system, risk management, and risk control:
The Board of Directors’ responsibilities encompass both
first and second-line roles. This includes overseeing the
provision of products and services to customers along with
their associated risks. Furthermore, the Board provides
support for risk management and maintains responsibility for
Enterprise Risk Management, specifically managed through
the Compliance Director, Risk Management Director, Risk
Management Division, and Compliance Division.
5.2 Risk Management
Recommendation Implementation
5.2.1 Strategy and risk constitute a unified whole, disclosed Applied
transparently and integrated into the duties and 5.2.1 The Board of Commissioners and Directors are involved
responsibilities of the Board of Directors and the Board in active oversight of risk management implementation
of Commissioners, as well as within the discussions of at BCA. The Board of Directors also actively engages
their respective meetings. in discussions, provides input, and monitors internal
5.2.2 The Risk Management Monitoring Committee conditions as well as external developments of which
assists the Board of Commissioners by establishing directly or indirectly affect BCA's business strategy.
transparent, focused, and independent mechanisms A detailed description of the Active Oversight by the
for overseeing corporate risk management. Board of Commissioners and Directors in implementing
risk management is presented in the Risk Management
Disclosure and Risk Management System chapters of
this Annual Report.
5.2.2 BCA maintains a Risk Oversight Committee to assist the
Board of Commissioners in performing its duties. The
roles, responsibilities, and composition of BCA’s Risk
Oversight Committee members are presented in the
Board of Commissioners Committees chapter.
5.3 Integration of Governance, Risk Management and Compliance
Recommendation Implementation
5.3.1 The Board of Directors establishes an integrated Applied
Governance, Risk, and Compliance (GRC) system, 5.3.1 BCA implements a three lines model framework to
addressing various uncertainties in a unified manner support the establishment of reliable risk management
and with high integrity, to ensure the Corporation can and corporate governance.
achieve its objectives.
5.3.2 The Board of Directors ensures the department The first line is responsible for providing products
overseeing the compliance function does not hold and services to customers, including managing the
concurrent positions or perform functions of which associated risks.
could potentially lead to conflicts of interest.
The second line plays a role in providing support
related to risk management, including responsibility
for enterprise risk management. The second-line
roles are carried out by the Compliance Director, Risk
Management Director, Risk Management Division, and
Compliance Division.
The third line plays a role in providing risk-based,
independent, and objective assurance and advice
regarding the adequacy and effectiveness of
governance, risk management, and internal control
processes. The third-line role is implemented by
the Internal Audit Division, which communicates
audit results to the Board of Directors, the Board of
Commissioners, and the Audit Committee.
5.3.2 BCA maintains an organization structure with clear
duties and responsibilities, ensuring the Compliance
Function does not hold concurrent positions or perform
functions of which could potentially lead to conflicts of
interest.
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5.4 Internal Audit
Recommendation Implementation
5.4.1 The Board of Commissioners, through the Audit Applied
Committee, monitors and ensures the internal audit 5.4.1 The Board of Commissioners, through the Audit
function assists the Corporation in achieving its Committee, monitors and reviews the effectiveness
objectives by bringing an objective and disciplined of BCA’s internal audit implementation, including
approach to evaluating and improving the ensuring the DAI, as the third line of defense, operates
effectiveness of risk management, internal control, independently in providing risk-based, independent,
and corporate governance. and objective assurance and advice regarding the
adequacy and effectiveness of governance processes,
risk management, and internal controls. The roles,
responsibilities, and composition of BCA’s Audit
Committee members are presented in the Board of
Commissioners Committees Chapter.
6th Principle: Disclosure and Transparency
6.1 Disclosure Policy
Recommendation Implementation
6.1.1 The corporation maintains disclosure and transparency Applied
policies and procedures ensuring the disclosure BCA maintains an information disclosure policy as set forth in
of material information while safeguarding the the Governance Guidelines and ensures all shareholders have
corporation's sensitive and confidential information. equal rights to obtain accurate, timely, and periodic material
6.1.2 Shareholders' rights to receive regular and timely information in accordance with the prevailing regulations.
material information relevant to the corporation must The implementation of Information Disclosure at BCA
be fulfilled. complies with prevailing provisions while ensuring the
principle of prudence and safeguarding corporate
confidentiality.
6.2 Financial and Sustainability Reports
Recommendation Implementation
6.2.1 The Corporation discloses systems and procedures to Applied
ensure the interim financial statements not audited or 6.2.1 Financial Statements are presented and disclosed in
reviewed by external auditors are materially accurate, accordance with Regulation Number VIII.G.7 (“Regulation
complete, and provide investors with appropriate VIII.G.7”) concerning the Presentation and Disclosure of
information to make informed investment decisions. Financial Statements of Issuers and Indonesian Financial
6.2.2 The Audit Committee ensures the audit quality of financial Accounting Standards issued by DSAK-IAI, as well as other
statements conducted by external auditors. This activity relevant regulations, and have been presented to management
includes recommending the appointment, reappointment and the audit committee for approval.
and, if necessary, the dismissal and remuneration of 6.2.2 Regarding Financial Reports and Information, the Audit
external auditors. Committee has the following duties and responsibilities:
6.2.3 Sustainability reports must be prepared and disclosed a. To review financial information to be released by BCA to the
accurately and compiled in accordance with national or public and/or authorities, and other reports related to BCA's
international sustainability reporting frameworks. financial information.
6.2.4 The Corporation publishes an integrated annual report b. To review and report to the Board of Commissioners on
placing historical performance into context and
complaints related to BCA's accounting and financial
describes the Corporation’s future risks, opportunities,
reporting processes. The appointment of a Public
and prospects, thereby assisting shareholders and
Accountant (PA) and/or Public Accounting Firm (PAF)
stakeholders in understanding the Corporation’s strategic
objectives and its progress in creating sustainable value. to provide audit services on annual historical financial
information must be resolved by the GMS, taking into
account the proposal from the Board of Commissioners.
Such proposals must consider the recommendations of the
Audit Committee.
6.2.3 The guidelines and standards for the sustainability report refer
to:
• OJK Regulation No. 51/POJK.03/2017 concerning
Sustainable Finance, Global Reporting Initiative (GRI)
Standards 2021, used “in accordance with the GRI
Standards”
• GRI-G4 Sector Disclosures: Financial Sector
Supplement Disclosures (FSSS);
• Sustainability Accounting Standards Board (SASB) for
the Commercial Banks category;
• Sustainable Banking Assessment (SUSBA)
Environmental, Social, and Governance (ESG)
Integration Pillars from the World Wide Fund for
Nature (WWF), which measures the integration of
Environmental, Social, and Governance (ESG) aspects
• ASEAN Corporate Governance Scorecard (ACGS).
BCA uses external parties to check the quality of reports
according to the sustainability reporting principles and
standards used.
6.2.4 BCA’s Annual Report is prepared with reference to the provisions
concerning the form and content of annual reports for issuers
or public companies, which include reports on performance,
risks, and strategic plans, thereby assisting stakeholders in
understanding the Company’s strategic direction.
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6.3 Information Dissemination
Recommendation Implementation
6.3.1 Information dissemination channels must provide Applied
equal, timely, and cost-efficient access to relevant 6.3.1 BCA maintains a website (https://www.bca.co.id/) of
information for users. which is easily accessible at all times to the general
6.3.2 The Corporation ensures the annual statement public. BCA also holds quarterly analyst meetings and
regarding the implementation of the General Manual an annual public expose to communicate with financial
of Indonesia Corporate Governance, including analysts, shareholders, and the broader community.
explanations on the implementation of each Furthermore, to ensure ease of information access,
Recommendation and Guideline, is available on the BCA provides information across various social media
website for a minimum period of five years. platforms, including X, Facebook, YouTube, LinkedIn,
6.3.3 For corporations listed on capital markets in Instagram, Line, and TikTok.
jurisdictions other than their home jurisdiction, the 6.3.2 The annual statement on the implementation of the
prevailing corporate governance laws and regulations General Manual of Indonesia Corporate Governance,
must be clearly disclosed. In the case of cross-listing, including its explanations and the implementation of
the criteria and procedures for cross-listing, as regulations related to commercial bank and issuer
well as the criteria and procedures for recognizing governance, is available in the Annual Report uploaded
listing requirements for the primary listing, must be to the BCA website for more than 5 (five) years.
transparent and documented. 6.3.3 In addition to the provisions regarding commercial
banks, BCA also complies with Indonesian capital
market regulations.
7th Principle: Protection of Shareholder Rights
7.1 Shareholder Rights
Recommendation Implementation
7.1.1 The corporation maintains a communication policy Applied
facilitating and encouraging the participation of 7.1.1 BCA recognizes the importance of a communication policy
shareholders or investors. governing interactions between BCA and its stakeholders.
7.1.2 The corporation, as a parent entity, ensures its corporate BCA has established a Communication and Information
governance policies apply to subsidiaries and controlled Disclosure Policy, as set forth in the Governance Guidelines,
entities in which the corporation’s investment is significant. to support transparent and effective communication with
7.1.3 The corporation maintains rules and procedures governing stakeholders. Communication platforms include, among
acquisitions, takeovers, and extraordinary transactions— others, the GMS, analyst meetings, and public expose.
such as mergers and the sale of substantial corporate 7.1.2 As the parent entity, BCA conducts quarterly discussions
assets—to ensure transactions occur transparently under and/or sharing sessions between the BCA GCG Team
fair conditions, protecting the rights of all shareholders and the Subsidiary Teams. Given the varying complexity
according to their class. and business diversification of the Subsidiaries, BCA also
performs integrated governance mapping in accordance
with the regulations applicable to each subsidiary to ensure
the implementation of good corporate governance within
the financial conglomeration.
7.1.3 BCA maintains policies regarding equity participation,
including acquisitions and share takeovers, to ensure the
transactions are conducted transparently and fairly while
protecting the rights of shareholders.
7.2 Equitable Treatment of Shareholders
Recommendation Implementation
7.2.1 The Corporation maintains rules and procedures to Applied
ensure: 7.2.1 BCA has only 1 (one) series of shares. All shareholders
a. all shareholders of the same series within a single possess equal voting rights and receive equal treatment
class of shares are treated equally; from BCA. BCA has also established a dividend policy
b. the disclosure of such rules and procedures, as as part of the transparency of shareholder rights to
well as the disclosure of the capital structure and receive a share of profits.
arrangements enabling certain shareholders to 7.2.2 BCA maintains a related party transaction policy
obtain influence or control disproportionate to their implemented in such a manner as to ensure the
shareholding. transactions are fair and reasonable (arm’s length
7.2.2 The corporation maintains rules and procedures to transactions). This policy is set forth in the Board of
ensure the related party transactions are approved Directors’ Decision concerning Affiliated Transactions
and executed in a manner of which ensures conflicts and Conflict of Interest Transactions.
of interest are appropriately managed, protecting the 7.2.3 BCA has an insider trading policy to prevent insiders/
interests of both the corporation and its shareholders. people with insider information from profiting from
7.2.3 The Corporation maintains and discloses policies to information that is not or not yet available to the public.
prevent insider trading. The Corporation has clear rules
regarding any trading of corporate shares by directors,
commissioners, and insiders to ensure none of the
individual may benefit, directly or indirectly, from
information of which is not yet available to the market.
448 Annual Report 2025 | PT Bank Central Asia Tbk
Page 451
7.3 General Meeting of Shareholders
Recommendation Implementation
7.3.1 The corporation calls for a GMS with the GMS agenda Applied
and materials as complete and as early as possible (no 7.3.1 BCA calls for GMS 28 days before the AGMS is held.
later than 28 days before the GMS) to provide sufficient BCA also provides explanations for each agenda item
time and materials for shareholders to properly study that requires shareholder approval via the BCA website
the meeting agenda. Meeting invitations and all GMS so that the wider public can easily access the GMS
information are disclosed via electronic means, such as materials.
through the corporate website. 7.3.2 GMS rules and procedures are set forth in the GMS
7.3.2 The corporation has and discloses rules and procedures Rules and Voting Mechanism, which are uploaded to
that facilitate shareholders in participating and voting the BCA website and read as well as displayed at the
effectively at the GMS. commencement of the GMS. Voting is conducted for
7.3.3 Shareholders participate effectively in determining the each GMS agenda item (for each resolution), and BCA
appointment of members of the Board of Directors and has appointed PT Saham Raya Registra and Notary
the Board of Commissioners. Christina Sri Utami, S.H., M.Hum., M.Kn., to perform the
7.3.4 The corporation ensures the transparency and vote counting.
accountability of external auditors at the GMS. 7.3.3 Shareholders participate in voting for the agenda item
7.3.5 The disclosure of voting results and a comprehensive regarding the appointment of members of the Board of
summary of the GMS minutes are announced to the Directors and the Board of Commissioners.
public no later than the following business day. 7.3.4 The appointment of a Registered Public Accounting
Firm (including Registered Public Accountants within
the Firm) to audit BCA's reports is conducted as a
separate agenda item for resolution at the GMS. The
profiles of the Public Accounting Firm and the Public
Accountant are also presented in the GMS notice.
7.3.5 The main resolutions of the GMS are published to the
public on the same day after the completion of the GMS
via the website www.bca.co.id. The voting results and
summary of the GMS minutes are announced to the
public via the BCA website within 1 (one) working day
after the GMS was held.
8th Principle: Other Stakeholders
8.1 Key Stakeholder Engagement
Recommendation Implementation
8.1.1 The Corporation, through the Corporate Secretary, Applied
conducts regular, transparent, and effective 8.1.1 The Corporate Secretary provides communication
communication with key stakeholders and engages them channels for all BCA stakeholders. BCA also maintains
to understand their expectations and grievances, as well as an open approach to receiving opinions, input,
the Corporation's impact on them. suggestions, and grievances from stakeholders.
Information regarding access or facilities for
stakeholders is presented in the Information Access
Chapter of this Annual Report.
8.2 Integration of Sustainability into the Business Model
Recommendation Implementation
8.2.1 The Board of Commissioners, together with the Board of Applied
Directors, is responsible, accountable, and transparent 8.2.1 The Board of Directors ensures the corporate
regarding sustainability governance, including the sustainability strategies, priorities, and targets,
determination of corporate sustainability strategies, as well as performance against these targets, are
priorities, and targets. The Board of Directors and the communicated to stakeholders. The Board of Directors
Board of Commissioners incorporate sustainability and the Board of Commissioners of BCA continuously
considerations when performing their roles, including,
monitor and maintain an understanding of sustainability
among others, the development and implementation of
issues relevant to the corporation.
corporate strategy, business plans, key action plans, and
risk management.
Annual Report 2025 | PT Bank Central Asia Tbk 449
Page 452
G o o d C o r p o r a t e G o v e r n a n c e
8.3 Protection for Stakeholders
Recommendation Implementation
8.3.1 The Board of Directors ensures and discloses the corporate Applied
operations reflect the implementation of high ethical, 8.3.1 BCA has policies regarding corporate responsibility toward
social, and environmental responsibility standards across customers, vendors, shareholders, and other stakeholders,
the corporation, while ensuring the appropriate policies encompassing social and environmental responsibilities. A
and procedures are in place to respect and comply with detailed description on the implementation of stakeholder
stakeholder rights. rights is presented in the Information Access Chapter of this
8.3.2 The Board of Directors encourages employees to work Annual Report.
toward the long-term interests of the corporation and 8.3.2 In order to prioritize sustainability, BCA has a policy of
prioritize sustainability. providing long-term incentives in the form of long-term
share-based incentives to employees as a reward for
maintaining and improving employee performance, which
encourages sustainable value creation. BCA uses the
results of performance assessments as recommendations
for consideration of promotions and adjustments to
remuneration, bonuses and career paths.
6. ASEAN Corporate Governance Scorecard (ACGS)
The implementation of the ACGS at BCA is detailed on the BCA website at https://www.bca.co.id/en/tentang-
bca/tata-kelola/acgs
7. Statement on Bad Corporate Governance
BCA remains committed to implementing all regulations and provisions concerning corporate governance.
Throughout 2025, BCA did not engage in any unsound corporate governance practices that could compromise
the implementation of Good Corporate Governance, as presented in the table below:
No. Description Practice
1 There is a report as a company that pollutes the environment. Nil
2 Important cases being faced by the company, subsidiaries, members of the Board of Directors and/ Nil
or members of the Board of Commissioners who are currently serving which are not disclosed in the
Annual Report.
3 There is no disclosure of operating segments in listed companies. Nil
4 There is a discrepancy between the hardcopy Annual Report and the softcopy Annual Report. Nil
5 Inconsistency in the presentation of the Annual Report and Financial Reports with applicable Nil
regulations and Financial Accounting Standard.
450 Annual Report 2025 | PT Bank Central Asia Tbk
Page 453
Information regarding our activities related to Social and
Environmental Responsibility (TJSL) is provided in the 2025
Sustainability Report. This report is published as a separate
volume and is submitted concurrently with this Annual Report, in
compliance with OJK Circular Letter No. 16/SEOJK.04/2021.
Part of the information is in accordance with ISO26000 guidelines,
including disclosure of human rights, employment, fair business
practices, environment, customer service, and community
engagement and empowerment. In general, the information in the
annual report and the sustainability report is complementary.
05
Corporate Social
and Environmental
Responsibility
Annual Report 2025 | PT Bank Central Asia Tbk 451
Page 454
Statement of Members of the Board of Commissioners and the Board of Directors regarding Responsibility for the 2025 Annual Report of PT Bank Central Asia Tbk We, the undersigned, hereby declare that all information in the Annual Report of PT Bank Central Asia Tbk for the year 2025 has been presented in its entirety, and that we assume full responsibility for the accuracy of the contents of this Annual Report. This statement is duly made in all integrity. Jakarta, February 2026 Members of the Board of Commissioners Jahja Setiaatmadja President Commissioner Tonny Kusnadi Cyrillus Harinowo Raden Pardede Sumantri Slamet Commissioner Independent Commissioner Independent Commissioner Independent Commissioner Members of the Board of Directors Gregory Hendra Lembong Armand Wahyudi Hartono John Kosasih President Director Deputy President Director Deputy President Director Subur Tan Rudy Susanto Lianawaty Suwono Director Director Director Santoso Vera Eve Lim Haryanto Tiara Budiman Director Director Director Frengky Chandra Kusuma Antonius Widodo Mulyono Hendra Tanumihardja Director Director Director
Page 455
06 Consolidated Financial Statements
Page 456
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES CONSOLIDATED FINANCIAL STATEMENTS 31 DECEMBER 2025 AND 2024
Page 457
Page 458
Page 459
Page 460
Page 461
Page 462
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 1/1
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
31 December
Notes 2025 2024
ASSETS
2b,2g,4,37,
Cash 42,49 25,305,031 29,315,878
2b,2g,2i,5,37,
Current accounts with Bank Indonesia 42,49 47,768,278 36,408,142
Current accounts with other banks - net of allowance for
impairment losses of Rp 768 as of 31 December 2025 2b,2g,2i,6,37,
(31 December 2024: Rp 638) 42,49 5,331,638 4,097,199
Placements with Bank Indonesia and other banks - net
of allowance for impairment losses of Rp 2,510 2b,2g,2j,7,37,
as of 31 December 2025 (31 December 2024: Rp 1,712) 42,49 9,813,541 15,714,884
2g,2k,8,37,42,
Financial assets at fair value through profit or loss 49 35,320,959 21,524,617
Acceptance receivables - net of allowance for
impairment losses of Rp 200,313 as of 31 December 2025 2g,2l,9,37,42,
(31 December 2024: Rp 440,695) 49 9,494,630 9,621,047
Bills receivable - net of allowance for impairment losses of
Rp 5,381 as of 31 December 2025
(31 December 2024: Rp 3,116) 2g,10,37,42,49 11,825,095 8,891,769
Securities purchased under agreements to resell - net of
allowance for impairment losses of Rp 936
as of 31 December 2025 (31 December 2024: Rp 1,041) 2g,2n,11,37,42 5,285,513 1,449,562
Loans receivable - net of allowance for impairment
losses of Rp 29,752,034 as of 2g,2m, 2ak,12,37,40,
31 December 2025 (31 December 2024: Rp 32,624,643) 42,45,49 940,481,200 868,686,210
Consumer financing receivables - net of allowance for impairment
losses of Rp 512,511 as of 31 December 2025
(31 December 2024: Rp 363,284) 2g,2o,13,37,42 8,953,987 9,435,564
Finance lease receivables - net of allowance for impairment
losses of Rp 2,327 as of 31 December 2025
(31 December 2024: Rp 513) 2g,2p,37,42 8,005 51,042
Assets related to sharia transactions - net of allowance for impairment
losses of Rp 492,699 as of 31 December 2025
(31 December 2024: Rp 510,590) 2g,2q 12,698,160 10,206,637
Investment securities - net of allowance for impairment
losses of Rp 625,742 as of 31 December 2025 2g,2r,14,37,42,
(31 December 2024: Rp 552,566) 49 409,421,000 371,151,957
Prepaid expenses 15 1,713,699 969,926
Prepaid tax 20a 77,001 1,562,175
Fixed assets - net of accumulated depreciation of
Rp 11,880,570 as of 31 December 2025
(31 December 2024: Rp 9,899,706) 2h,2s,16 28,473,684 28,250,624
Intangible assets - net of accumulated amortisation of
Rp 1,123,847 as of 31 December 2025
(31 December 2024: Rp 917,036) 2e,2u,17 1,778,772 1,805,639
Deferred tax assets - net 2ah,20h 5,852,206 5,495,208
Other assets - net of allowance for impairment losses of
Rp 1,978 as of 31 December 2025 2g,2h,2t,2ak
(31 December 2024: Rp 23,194) 2am,18,42,45,49 27,226,137 24,663,248
TOTAL ASSETS 1,586,828,536 1,449,301,328
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
460 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 1/2
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
31 December
Notes 2025 2024
LIABILITIES, TEMPORARY SYIRKAH DEPOSITS, AND EQUITY
LIABILITIES
2g,2v,2ak
Deposits from customers 19,37,42,45,49 1,233,799,081 1,120,613,667
Sharia deposits 2g,2w,42 4,727,157 3,511,679
Deposits from other banks 2g,2v,19,37,42,49 3,966,077 3,656,298
Financial liabilities at fair value through profit or loss 2g,2k,8,37,42,49 97,406 257,613
Acceptance payables 2g,2l,9,37,42,49 4,733,862 4,651,955
2g,2n,11,14,37,
Securities sold under agreements to repurchase 42,46,49 - 1,330,996
Tax payable 2ah,20b 2,943,190 626,355
Borrowings 2g,21,37,42,46,49 2,047,436 2,242,516
Estimated losses from commitments and contingencies 2g,2ab,22,42,49 2,866,909 2,975,187
2g,2ab,2am,
Accruals and other liabilities 23,42,49 29,268,935 27,515,449
Post-employment benefits obligation 2ag,38 9,993,233 9,097,709
Subordinated bonds 2g,2z,24,37,42,46 65,000 500,000
TOTAL LIABILITIES 1,294,508,286 1,176,979,424
TEMPORARY SYIRKAH DEPOSITS 2x 10,632,695 9,486,817
EQUITY
Equity attributable to equity holders of parent entity
Share capital - par value per share of Rp 12.50 (full amount)
Authorised capital: 440,000,000,000 shares
Issued and fully paid-up capital: 123,275,050,000 shares 1b,25 1,540,938 1,540,938
Additional paid-in capital 1b,2e,2ad,26 5,492,318 5,548,977
Treasury stock:
262,016,800 shares, acquisition cost 1b,2al,25 (2,152,514) -
Revaluation surplus of fixed assets 2s,16 11,378,973 11,138,896
Foreign exchange differences arising from translation of
financial statements in foreign currency 2f - 457,789
Unrealised gains (losses) on financial assets at
fair value through other comprehensive income - net 2g,2r,7,14 2,108,873 273,214
Retained earnings
Appropriated 36 4,268,903 3,720,540
Unappropriated 2ag 258,920,057 239,958,882
Other equity components 2e (91,070) 1,385
Total equity attributable to equity holders of parent entity 281,466,478 262,640,621
Non-controlling interest 1c,2e,44 221,077 194,466
TOTAL EQUITY 281,687,555 262,835,087
TOTAL LIABILITIES, TEMPORARY SYIRKAH DEPOSITS, AND EQUITY 1,586,828,536 1,449,301,328
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
Annual Report 2025 | PT Bank Central Asia Tbk 461
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 2/1
CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND
OTHER COMPREHENSIVE INCOME
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
Notes 2025 2024*)
OPERATING INCOME AND EXPENSES
Interest and sharia income 2ad,2aj,28,45
Interest income 97,964,378 93,991,349
Sharia income 948,274 805,105
Total interest and sharia income 98,912,652 94,796,454
Interest and sharia expense 2ad,2aj,29,45
Interest expense (12,841,842) (12,137,180)
Sharia expense (522,653) (395,110)
Total interest and sharia expense (13,364,495) (12,532,290)
NET INTEREST AND SHARIA INCOME 85,548,157 82,264,164
Insurance income 2am 2,003,240 3,110,733
Insurance expense 2am (1,858,302) (1,753,761)
INSURANCE INCOME - NET 144,938 1,356,972
OTHER OPERATING INCOME
Fees and commission income - net 2ae,30 19,660,107 17,979,919
Net income from transaction at fair value
through profit or loss 2af,31 4,007,144 2,854,529
Others 2,645,980 2,097,196
Total other operating income 26,313,231 22,931,644
Impairment losses on assets 2g,32 (4,011,047) (2,034,453)
OTHER OPERATING EXPENSES
Personnel expenses 2ag,2aj,33,38,45 (17,780,770) (17,444,242)
General and administrative expenses 2aj,16,34,45 (16,780,115) (16,874,142)
Others (2,173,518) (1,982,093)
Total other operating expenses (36,734,403) (36,300,477)
INCOME BEFORE TAX 71,260,876 68,217,850
INCOME TAX EXPENSE 2ah,20c (13,697,783) (13,366,576)
NET INCOME 57,563,093 54,851,274
OTHER COMPREHENSIVE INCOME:
Items that will not be reclassified to profit or loss:
Remeasurements of defined benefit obligation 2ag,38 (804,399) 71,872
Income tax on remeasurements of defined benefit obligation 2ah 152,651 (13,514)
(651,748) 58,358
Revaluation surplus of fixed assets 2s,16 252,056 238,886
(399,692) 297,244
Items that will be reclassified to profit or loss:
Unrealised gains/(losses) on financial assets at fair value through
other comprehensive income 2j,2r,14 2,273,789 (824,292)
Income tax 2ah (426,944) 146,807
1,846,845 (677,485)
Foreign exchange differences arising from translation of
financial statements in foreign currency 2f - 35,287
Others (101,189) -
1,745,656 (642,198)
OTHER COMPREHENSIVE INCOME,
NET OF INCOME TAX 1,345,964 (344,954)
TOTAL COMPREHENSIVE INCOME (Carried forward) 58,909,057 54,506,320
*) Reclassified, see Note 48
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
462 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 2/2
CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND
OTHER COMPREHENSIVE INCOME
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
Notes 2025 2024
TOTAL COMPREHENSIVE INCOME (Brought forward) 58,909,057 54,506,320
NET INCOME ATTRIBUTABLE TO:
Equity holders of parent entity 57,537,287 54,836,305
Non-controlling interest 2e,44 25,806 14,969
57,563,093 54,851,274
COMPREHENSIVE INCOME ATTRIBUTABLE TO:
Equity holders of parent entity 58,882,446 54,493,191
Non-controlling interest 2e,44 26,611 13,129
58,909,057 54,506,320
BASIC AND DILUTED EARNINGS PER SHARE
ATTRIBUTABLE TO EQUITY HOLDERS OF
PARENT ENTITY (full amount) 2ac,35 467 445
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
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464
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 3/1
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025
Attributable to equity holders of parent entity
Foreign
exchange Unrealised
differences gains (losses)
arising from on financial
translation of assets at fair Total equity
financial value through attributable to
Issued and Additional Revaluation statements in other equity holders Non-
fully paid-up paid-in Treasury surplus of foreign comprehensive Retained earnings Other equity of parent controlling
Notes capital capital stocks fixed assets currency income - net Appropriated Unappropriated components entity interest Total equity
Balance, 31 December 2024 1,540,938 5,548,977 - 11,138,896 457,789 273,214 3,720,540 239,958,882 1,385 262,640,621 194,466 262,835,087
Net income for the year - - - - - - - 57,537,287 - 57,537,287 25,806 57,563,093
Annual Report 2025 | PT Bank Central Asia Tbk
Revaluation surplus of fixed assets 2s,16 - - - 240,077 - - - 11,979 - 252,056 - 252,056
Unrealised gain (losses) on financial
assets at fair value through other
comprehensive income - net 2j,2r,4 - - - - - 1,835,659 - - - 1,835,659 11,186 1,846,845
Remeasurements of defined
benefit obligation - net 2ag,2ah,38 - - - - - - - (651,486) - (651,486) (262) (651,748)
Other equity components - - - - - - - - (91,070) (91,070) (10,119) (101,189)
Total comprehensive income
for the year - - - 240,077 - 1,835,659 - 56,897,780 (91,070) 58,882,446 26,611 58,909,057
Difference on transaction amount
from business combination of
entity under common control 2g,26 - (56,659) - - - - - - - (56,659) - (56,659)
General reserve 36 - - - - - - 548,363 (548,363) - - - -
Cash dividends 36 - - - - - - - (37,595,047) - (37,595,047) - (37,595,047)
Treasury stock, acquisition cost 1b,2al,25 - - (2,152,514) - - - - - - (2,152,514) - (2,152,514)
Changes in establishment
of Subsidiaries - - - - (457,789) - - 206,805 (1,385) (252,369) - (252,369)
Balance, 31 December 2025 1,540,938 5,492,318 (2,152,514) 11,378,973 - 2,108,873 4,268,903 258,920,057 (91,070) 281,466,478 221,077 281,687,555
The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 3/2
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2024
Attributable to equity holders of parent entity
Foreign
exchange Unrealised
differences gains (losses)
arising from on financial
translation of assets at fair Total equity
financial value through attributable to
Issued and Additional Revaluation statements in other equity holders Non-
fully paid-up paid-in surplus of foreign comprehensive Retained earnings Other equity of parent controlling
Notes capital capital fixed assets currency income - net Appropriated Unappropriated components entity interest Total equity
Balance, 31 December 2023 1,540,938 5,548,977 10,936,462 422,502 948,627 3,234,149 219,723,216 1,385 242,356,256 181,337 242,537,593
Net income for the year - - - - - - 54,836,305 - 54,836,305 14,969 54,851,274
Revaluation surplus of fixed assets 2s,16 - - 202,434 - - - 36,452 - 238,886 - 238,886
Foreign exchange differences arising
from translation of financial
statements in foreign currency 2f - - - 35,287 - - - - 35,287 - 35,287
Unrealised gain (losses) on financial
assets at fair value through other
comprehensive income - net 2j,2r,7,14 - - - - (675,413) - - - (675,413) (2,072) (677,485)
Remeasurements of defined
benefit liability - net 2ag,2ah,38 - - - - - - 58,126 - 58,126 232 58,358
Total comprehensive income
for the year - - 202,434 35,287 (675,413) - 54,930,883 - 54,493,191 13,129 54,506,320
General reserve 36 - - - - - 486,391 (486,391) - - - -
Cash dividends 36 - - - - - - (34,208,826) - (34,208,826) - (34,208,826)
Balance, 31 December 2024 1,540,938 5,548,977 11,138,896 457,789 273,214 3,720,540 239,958,882 1,385 262,640,621 194,466 262,835,087
Annual Report 2025 | PT Bank Central Asia Tbk
The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements.
465
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 4/1
CONSOLIDATED STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
Notes 2025 2024
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts of interest and sharia income, insurance, fees and commissions 116,653,110 110,947,606
Other operating income 3,155,605 6,141,705
Payments of interest and sharia expenses, insurance, fees and commissions (13,394,155) (12,578,014)
Payments of post-employment benefits 38 (1,552,406) (1,165,422)
Other operating expenses (33,351,462) (33,961,074)
Payment of tantiem to Board of Commissioners and Board of Directors 36 (887,700) (765,000)
Other increases (decreases) affecting cash:
Placements with Bank Indonesia and other banks - mature
more than 3 (three) months from the date of acquisition (599,435) 696,624
Financial assets at fair value through profit or loss (11,008,328) (5,384,422)
Acceptance receivables 366,799 4,880,997
Bills receivable (2,929,891) 1,718,437
Securities purchased under agreements to resell (3,835,846) 91,646,548
Loans receivable (75,158,559) (111,218,318)
Consumer financing receivables (163,508) (1,075,617)
Finance leases receivables - net 41,223 88,851
Assets related to sharia transactions (2,502,671) (1,696,820)
Other assets (368,424) (138,657)
Deposits from customers 110,410,053 26,690,842
Sharia deposits 1,215,478 309,709
Deposits from other banks 255,355 (6,480,950)
Acceptance payables 81,907 (2,049,301)
Accruals and other liabilities 2,448,145 (2,098,166)
Temporary syirkah deposits 1,145,878 1,592,945
Net cash provided by (used in) operating activities before
income tax 90,021,168 66,102,503
Payment of income tax (12,512,383) (12,282,274)
Net cash provided by (used in) operating activities 77,508,785 53,820,229
CASH FLOWS FROM INVESTING ACTIVITIES
Acquisition of investment securities (225,667,316) (216,097,218)
Proceeds from sales of investment securities - 770,959
Proceeds from investment securities that matured
during the year 194,313,921 160,506,459
Cash dividends received from investment in shares 107,764 38,095
Acquisition of fixed assets (1,914,929) (3,565,731)
Acquisition of right-of-use assets (536,281) (607,448)
Proceeds from sale of fixed assets 16 5,915 6,378
Net cash provided by (used in) investing activities (33,690,926) (58,948,506)
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
466 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 4/2
CONSOLIDATED STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
Notes 2025 2024
CASH FLOWS FROM FINANCING ACTIVITIES
Payment of debt securities issued 24 (435,000) -
Proceeds from borrowings 46 60,800,000 73,287,728
Payment of borrowings 46 (60,995,080) (72,680,017)
Payment of cash dividends 36 (37,595,047) (34,208,826)
Treasury stock 25 (2,152,514) -
Proceeds from securities sold under agreements
to repurchase 46 - 559,231
Payment of securities sold under agreements
to repurchase 46 (1,330,996) (286,805)
Net cash provided by (used in) financing activities (41,708,637) (33,328,689)
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 2,109,222 (38,456,966)
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 85,482,530 124,395,987
EFFECT OF FOREIGN EXCHANGE RATE FLUCTUATIONS ON
CASH AND CASH EQUIVALENTS (42,424) (456,491)
CASH AND CASH EQUIVALENTS, END OF YEAR 87,549,328 85,482,530
Cash and cash equivalents consist of:
Cash 4 25,305,031 29,315,878
Current accounts with Bank Indonesia 5 47,768,278 36,408,142
Current accounts with other banks 6 5,332,406 4,097,837
Placements with Bank Indonesia and other banks - mature
within 3 (three) months or less from the date of acquisition 7 9,143,613 15,660,673
Total cash and cash equivalents 87,549,328 85,482,530
The accompanying notes to the consolidated financial statements form an integral part of these consolidated
financial statements.
Annual Report 2025 | PT Bank Central Asia Tbk 467
Page 470
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/1
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL
a. Establishment and general information of the Bank
PT Bank Central Asia Tbk (“Bank”) was established in the Republic of Indonesia based on the
Deed of Establishment No. 38 dated 10 August 1955, drawn up before Raden Mas Soeprapto,
Deputy Notary in Semarang under the name "N.V. Perusahaan Dagang Dan Industrie
Semarang Knitting Factory". This deed was approved by the Minister of Justice based on
stipulation No. J.A.5/89/19 dated 10 October 1955 and announced in State Gazette No. 62
dated 3 August 1956, Supplement No. 595. Since its establishment, the name of the Bank has
been changed several times, and the name change to PT Bank Central Asia based on the
Deed of Amendment to the Articles of Association No. 144 dated 21 May 1974, made before
Wargio Suhardjo, S.H., substitute for Notary Ridwan Suselo, Notary in Jakarta. The Bank's
name was then changed to PT Bank Central Asia Tbk in connection with the change in the
Company's status from a private company to a public company as stated in the Deed of
Amendment to the Articles of Association No. 62 dated 29 December 1999, drawn up before
Notary Hendra Karyadi, S.H., which was approved by the Minister of Justice with decision No.
C-21020 HT.01.04.TH.99 dated 31 December 1999 and announced in the State Gazette No.
30 dated 14 April 2000, Supplement No. 1871.
The Bank's Articles of Association have been adjusted to Law No. 40 of 2007 concerning
Limited Liability Companies and Regulation of the Capital Market and Financial Institution
Supervisory Agency Number IX.J.1 concerning the Main Points of the Articles of Association
of Companies Conducting Public Offerings of Equity Securities and Public Companies,
Attachment to the Decree of the Chairman of the Capital Market and Financial Institution
Supervisory Agency Number Kep-179/BL/2008 dated 14 May 2008 as stated in the Deed of
Statements of Meeting Decisions No. 19, dated 15 January 2009, made before Doctor Irawan
Soerodjo, S.H., M.Si., Notary in Jakarta, which has obtained approval from the Minister of Law
and Human Rights of the Republic of Indonesia as stated in his Decree No. AHU-
12512.AH.01.02.Tahun 2009, dated 14 April 2009.
Amendments and restatements of the Bank's entire articles of association as set forth in Deed
of Meeting Resolution Statements No. 145, dated 24 August 2020, drawn up before Notary
Christina Dwi Utami S.H., M.Hum., M.Kn., Notary in the Administrative City of West Jakarta.
Notification of the amendments to the articles of association has been received and recorded
in the Legal Entity Administration System of the Ministry of Law and Human Rights of the
Republic of Indonesia, as evidenced by its letter No. AHU-AH.01.03-0383825 dated
8 September 2020, and were most recently restated as stated in the Meeting Resolution No.
218, dated 27 September 2021, made by Christina Dwi Utami S.H., M.Hum., M.Kn., a Notary
of the Municipality of West Jakarta, the notification of the amendment of the Bank’s Articles of
Association has been received and recorded in the Legal Entity Administrative System,
Ministry of Law and Human Rights of the Republic of Indonesia as stated in its decision letter
No. AHU-AH.01.03-0453543 dated 27 September 2021.
According to with Article 3 of the Bank's Articles of Association, the purpose and objective of
the Bank is to operate as a commercial bank. The Bank is engaged in banking activities and
other financial services in accordance with the prevailing regulations in Indonesia. The Bank
obtained a license to conduct business as a commercial bank under the Minister of Finance
Decision Letter No. 42855/U.M.II dated 14 March 1957. The Bank obtained its license to
engage in foreign exchange activities based on the Directors of Bank Indonesia Decision Letter
No. 9/110/Kep/Dir/UD dated 28 March 1977.
468 Annual Report 2025 | PT Bank Central Asia Tbk
Page 471
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/2
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
a. Establishment and general information of the Bank (continued)
The Bank is domiciled in Central Jakarta with its head office located at Jalan M.H. Thamrin
No. 1. As of 31 December 2025 and 2024, the number of branches and representative offices
owned by the Bank was as follows:
2025 2024
Domestic branches*) 1,270 1,264
Overseas representative offices 1 2
1,271 1,266
*) including Cash Sub-Branches
The domestic branches are located in major business centres all over Indonesia. As of
31 December 2025, the overseas representative office is located in Singapore (as of
31 December 2024, the overseas representative were located in Hong Kong and Singapore).
The Bank’s immediate parent company is PT Dwimuria Investama Andalan, which was
incorporated in Indonesia, the owner of 54.94% of Bank’s shares as of 31 December 2025 and
2024. The ultimate shareholders of the Bank are Mr. Robert Budi Hartono and Mr. Bambang
Hartono.
b. Corporate actions
Below are the corporate actions which have been performed by the Bank:
Corporate actions Year
Initial Public Offering of 662,400,000 shares with total par value of Rp 2000
331,200 (offering price of Rp 1,400 (full amount) per share), whose
registration statement was declared effective as stated in the Letter from
the Capital Market Supervisory Agency No. S-1037/PM/2000 dated 11 May
2000*.
Changes in par value (stock split) from Rp 500 (full amount) per share split 2001
into 2 (two) shares with a nominal value of Rp 250 (full amount) per share,
and the General Meeting of Shareholders approval of a plan to increase
the paid-up capital through a management stock option plan in an amount
not exceeding Rp 73,599,650,000.
2nd Offering of 588,800,000 shares with total par value of Rp 147,200 2001
(offering price of Rp 900 (full amount) per share) in which the effective
notification of the registration statement as stated in the Letter from the
Capital Market Supervisory Agency No. S-1611/PM/2001 dated 29 June
2001*.
Changes in par value (stock split) from Rp 250 (full amount) per share split 2004
into 2 (two) Bank shares with a nominal value of Rp 125 (full amount) per
share.
Buy back shares Phase I of 45,493,000 shares (nominal Rp 125 (full 2006
amount) per share) with a total acquisition cost of Rp 190,996. The
average purchase price was Rp 4,198 (full amount) per share.
Annual Report 2025 | PT Bank Central Asia Tbk 469
Page 472
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/3
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
b. Corporate actions (continued)
Below are the corporate actions which have been performed by the Bank: (continued)
Corporate actions Year
Changes in par value (stock split) from Rp 125 (full amount) per share split 2007
into 2 (two) Bank shares with a nominal value of Rp 62.50 (full amount)
per share.
Buy back shares Phase II of 198,781,000 shares (nominal Rp 62.5 (full 2008
amount) per share, with total acquisition cost of Rp 617,589 at the average
repurchase price was Rp 3,106.88 (full amount) per share.
Sale of treasury shares totaling 90,986,000 shares at a price of Rp 7,700 2012
(full amount) per share with total net sales of Rp 691,492. The difference
between the acquisition costs and the selling price of treasury stocks
amounted to Rp 500,496 was recorded as “additional paid-in capital from
treasury stock transactions”, which is part of additional paid-in capital
(Note 26).
Sale of treasury shares totaling 198,781,000 shares at a price of Rp 9,900 2013
(full amount) per share with total net sales of Rp 1,932,528. The difference
between the acquisition costs and the selling price of treasury stocks
amounted to Rp 1,314,939 was recorded as “additional paid-in capital from
treasury stock transactions”, which is part of additional paid-in capital
(Note 26).
Offering of Bank Central Asia Continuous Subordinated Bonds I Phase I 2018
Year 2018 at par value, which bond interest paid every 3 (three) months,
which the effective notification of the registration statement as stated in
the Letter from the Indonesia Stock Exchange No. S-03825/BEI.PP2/07-
2018 dated 3 July 2018.
Changes in par value (stock split) from shares from Rp 62.50 (full amount) 2021
split into 5 Bank’s shares with nominal value Rp 12.50 (full amount) per
share.
Buy back shares (period 26 March 2025 to 24 June 2025) of 28,317,500 2025
shares (par value of Rp 12.5 (full amount) per share) at acquisition price
of Rp 249,992 with an average purchase price of Rp 8,828.19 (full amount)
per share.
Buy back shares (period 22 October 2025 to 19 January 2026) of 2025
233,699,300 shares (par value of Rp 12.5 (full amount) per share) at
acquisition price of Rp 1,902,462 with an average purchase price of Rp
8,140.64 (full amount) per share. Thus, the total average purchase price
for the period from 26 March 2025 to 24 June 2025 and the period from
22 October 2025 to 19 January 2026 is Rp 8,214.95 (full amount) per
share.
*notes: The public offering was listed on the Jakarta Stock Exchange and the Surabaya Stock Exchange (the two
exchanges have since merged and are now called the Indonesia Stock Exchange).
470 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/4
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
c. The Subsidiaries
The Subsidiaries, directly and non-directly owned by the Bank as of 31 December 2025 and
2024, were as follows:
Year of
Percentage of
starting the
ownership Total assets
Name of the commercial
Company operation Type of business Domicile 2025 2024 2025 2024
PT BCA Finance 1981 Investment financing, Jakarta 100% 100% 10,371,197 10,994,614
working capital
financing,
multipurpose
financing, operating
lease, other financing
activities based on
approval from
authorised agency
BCA Finance Limited 1975 Money lending and Hong Kong - 100% - 413,805
remittance
PT Bank BCA Syariah 1992 Sharia banking Jakarta 100% 100% 19,207,364 16,641,459
PT BCA Sekuritas 1992 Securities brokerage Jakarta 90% 90% 2,518,673 1,431,658
dealer and
underwriter for
issuance of
securities
PT Asuransi Umum 1989 General or loss Jakarta 100% 100% 3,454,384 3,355,033
BCA insurance
PT Asuransi Jiwa 2014 Life insurance Jakarta 90% 90% 4,676,146 3,339,665
BCA
PT Central Capital 2017 Venture capital Jakarta 100% 100% 468,985 496,706
Ventura
PT Bank Digital BCA 1965 Banking Jakarta 100% 100% 18,923,844 16,054,445
PT BCA Finance
PT BCA Finance entered into a merger with PT BCA Multi Finance, a company domiciled in
Jakarta. The decision on the merger is stated in Deed No. 135 made by Notary Christina Dwi
Utami S.H., M.Hum., M.Kn., a Notary of the Municipality of West Jakarta, dated 15 August
2024, and was approved by the Minister of Law and Human Rights of the Republic of Indonesia
in its Decision Letter No. AHU-AH.01.09-0246700, dated 1 September 2024. PT BCA Finance
acted as the beneficiary company.
BCA Finance Limited
As of 31 December 2025, BCA Finance Limited has discontinued its operational activities. On
3 January 2026, BCA Finance Limited was effectively liquidated, as published on the official
website of the Hong Kong Company Registry (www.e-services.cr.gov.hk). The liquidation
process was carried out by a team of liquidators appointed by PT Bank Central Asia Tbk in
Hong Kong and was carried out in accordance with the provisions of the laws and regulations
in force in Hong Kong.
Annual Report 2025 | PT Bank Central Asia Tbk 471
Page 474
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/5
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
d. Board of Commissioners and Board of Directors
The compositions of the Bank’s management were as follows:
2025 2024
Board of Commissioners
President Commissioner : Jahja Setiaatmadja Djohan Emir Setijoso
Commissioner : Tonny Kusnadi Tonny Kusnadi
Independent Commissioner : Cyrillus Harinowo Cyrillus Harinowo
Independent Commissioner : Raden Pardede Raden Pardede
Independent Commissioner : Sumantri Slamet Sumantri Slamet
Board of Directors
President Director : Gregory Hendra Lembong Jahja Setiaatmadja
Deputy President Director : Armand Wahyudi Hartono Armand Wahyudi Hartono
Deputy President Director : John Kosasih Gregory Hendra Lembong
Director : Tan Ho Hien / Subur Tan Tan Ho Hien/Subur Tan
Director : Rudy Susanto Rudy Susanto
Director (concurrently serving
as Director in charge of the
Compliance Function) : Lianawaty Suwono Lianawaty Suwono
Director : Santoso Santoso
Director : Vera Eve Lim Vera Eve Lim
Director : Haryanto Tiara Budiman Haryanto Tiara Budiman
Director : Frengky Chandra Kusuma Frengky Chandra Kusuma
Director : Antonius Widodo Mulyono John Kosasih
Director : Hendra Tanumihardja Antonius Widodo Mulyono
e. Audit Committee
The Bank’s Audit Committee as of 31 December 2025 and 2024 were as follows:
Chairman : Sumantri Slamet
Member : Rallyati A. Wibowo
Member : Fanny Sagitadewi
f. Internal Audit Division and Corporate Secretary
The Head of the Bank’s Internal Audit Division as of 31 December 2025 and 2024 was Leo
Ariston.
The Corporate Secretary of the Bank as of 31 December 2025 and 2024 was I Ketut Alam
Wangsawijaya and Raymon Yonarto.
g. Number of employees
As of 31 December 2025 and 2024, the Bank and Subsidiaries had 27,937 and 27,844
permanent employees.
Key management personnel of the Bank consists of members of Board of Commissioners and
Board of Directors.
472 Annual Report 2025 | PT Bank Central Asia Tbk
Page 475
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/6
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
1. GENERAL (continued)
h. Completion of the consolidated financial statements
The Bank’s Management is responsible for the preparation of these consolidated financial
statements, which were authorised for issuance on 26 January 2026.
2. MATERIAL ACCOUNTING POLICY INFORMATION
The material accounting policies applied by the Bank and its Subsidiaries (the “Group”) in
the preparation of its consolidated financial statements are consistent with those of
the consolidated financial statements for the year ended 31 December 2025 as follows:
a. Statement of compliance
The consolidated financial statements of the Group have been prepared and presented in
accordance with Indonesian Financial Accounting Standards which comprise of Statements of
Financial Accounting Standards (“SFAS”) and Interpretation of Financial Accounting
Standards (“IFAS”) issued by the Financial Accounting Standard Board of Indonesia Institute
of Accountant and Bapepam-LK Regulation No. KEP-347/BL/2012 dated 25 June 2012,
Regulation No. VIII.G.7 regarding “Presentation and Disclosure of Financial Statements for
Issuers or Public Companies”.
Items related to sharia transactions are presented in accordance with Sharia Financial
Accounting Standards issued by Indonesian Institute of Accountants.
b. Basis for preparation of the consolidated financial statements
These consolidated financial statements are presented in Rupiah, which is the Bank’s
functional currency. Except as otherwise stated, the financial information presented has been
rounded to the nearest million of Rupiah.
The consolidated financial statements prepared under the historical cost concept, except for
fixed assets - land, financial assets at fair value through other comprehensive income, and
financial assets and liabilities (including derivative instruments) at fair value through profit or
loss, which are measured at fair value.
The consolidated financial statements have been prepared based on the accrual basis,
except for the consolidated statements of cash flows.
The consolidated statements of cash flows present the changes in cash and cash equivalents
from operating, investing and financing activities, and are prepared using the direct method.
For the purpose of the presentation of the consolidated statements of cash flows, cash and
cash equivalents consist of cash, current accounts with Bank Indonesia, current accounts with
other banks, placements with Bank Indonesia and other banks mature within 3 (three) months
or less from the date of acquisition, as long as they are not being pledged as collateral for
borrowings nor restricted.
Annual Report 2025 | PT Bank Central Asia Tbk 473
Page 476
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/7
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
c. Use of judgments, estimations and assumptions
The preparation of consolidated financial statements in conformity with Indonesian Financial
Accounting Standards (“SFAS”) requires management to make judgments, estimates and
assumptions that affect the application of accounting policies and the reported amounts of
assets, liabilities, income and expenses. Although these estimates are based on
management’s best knowledge of current events and activities, actual results may differ from
prior estimates.
Estimations and underlying assumptions are reviewed on an ongoing basis. Revisions to
accounting estimates are recognised in the period in which the estimate are revised and in any
future periods affected.
In order to provide better understanding of the financial performance of the Group, due to the
significance of their nature and amount, several items of income or expenses have been
presented separately.
Information about significant areas of estimation uncertainty and critical judgments in applying
accounting policies that have significant effect on the amount recognised in the consolidated
financial statements are described in Note 3.
d. Changes in accounting policies
Financial Accounting Standard Board of Indonesian Institute of Accountant (“DSAK-IAI”) has
issued the following amendments and interpretations which were effective on or after 1
January 2025 as follows:
- SFAS 117 "Insurance Contract";
- Amendments of SFAS 117 “Insurance Contracts on Initial Application of SFAS 117 and SFAS
109 - Comparative Information” ; and
- Amendments of SFAS 221 “The Effect of Changes in Foreign Exchange Rates”.
SFAS 117 and SFAS 109
The Subsidiaries has adopted SFAS 117 concerning “Insurance Contract” together with SFAS 109
concerning “Financial Instruments” effective this current year.
Since the adoption of these standards had no material effect on the amount reported for the
current or prior financial years, Management decided to recognise the impact of this
implementation to the consolidated financial statements for the current year.
ACCOUNTING STANDARD ISSUED BUT NOT YET EFFECTIVE
Financial Accounting Standard Board of Indonesian Institute of Accountants (DSAK-IAI) has
issued the following new standards, amendments and interpretations, but not yet effective for
the financial year beginning 1 January 2025 as follows:
- Amendments of SFAS 109 "Financial Instrument" related to the derecognition of financial
liabilities, as well as clarification of the assessment of cash flow characteristics for financial
assets with ESG-linked features, financial assets with non-recourse features, and contractually
bound instruments such as tranches; and
474 Annual Report 2025 | PT Bank Central Asia Tbk
Page 477
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/8
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
d. Changes in accounting policies (continued)
ACCOUNTING STANDARD ISSUED BUT NOT YET EFFECTIVE (continued)
Financial Accounting Standard Board of Indonesian Institute of Accountants (DSAK-IAI) has
issued the following new standards, amendments and interpretations, but not yet effective for
the financial year beginning 1 January 2025 as follows: (continued)
- Amendments of SFAS 107 "Financial Instrument: Disclosure” related to disclosure
requirements for investments in equity instruments measured at fair value through other
comprehensive income and the addition of provisions relating to financial instruments with
contractual terms that change the timing or amount of contractual cash flows.
The above standards will be effective on 1 January 2026.
- SFAS 118 "Presentation and Disclosure in Financial Statements".
The above standard will be effective on 1 January 2027.
As at the authorisation date of these consolidated financial statements, the Group is still evaluating
the potential impact from the implementation of these new standards and the effect on the Group’s
consolidated financial statements.
e. Basis of consolidation
The consolidated financial statements include the financial statements of the Bank and its
Subsidiaries.
Subsidiaries are all entities over which the Group has control. The Group controls an entity
when the Group is exposed to, or has rights to, variable returns from its involvement with the
entity and has the ability to affect those returns through its power over the entity. Subsidiaries
are fully consolidated from the date on which control is transferred to the Group. They are de-
consolidated from the date on which that control ceases.
The Group applies the acquisition method to account for business combinations.
The consideration transferred for the acquisition of a Subsidiary is the fair value of the assets
transferred, the liabilities incurred to the former owners of the acquiree including assets or
liabilities arising from contingent consideration arrangements and the equity interests issued
by the Group. Identifiable assets acquired and liabilities and contingent liabilities assumed in
a business combination was measured initially at their fair values at the acquisition date. The
Group recognises any non-controlling interest in the acquiree on a acquisition-by-acquisition
basis, either at fair value or at the non-controlling interest’s proportionate share of the
acquiree’s net assets. Acquisition-related costs are expensed as incurred.
Group recorded goodwill as the excess of the consideration transferred with amount of any
non-controlling interest, and acquisition-date fair value over the fair value of the identifiable net
assets. If those amounts are less than the fair value of the net identifiable assets of the
business acquired, the difference is recognised directly in profit or loss as a bargain purchase.
Annual Report 2025 | PT Bank Central Asia Tbk 475
Page 478
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/9
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
e. Basis of consolidation (continued)
Any contingent consideration to be transferred by the Group is recognised at fair value at the
acquisition date. Subsequent changes to the fair value of the contingent consideration that is
deemed to be an asset or liability is recognised in accordance with SFAS 109 “Financial
lnstrument: Recognition and Measurement” in the consolidated statements of profit or loss and
other comprehensive income. Contingent consideration that is classified as equity that is not
remeasured, and its subsequent settlement is accounted for within equity.
Non-controlling interests are presented in equity in the consolidated statements of financial
position, separated from equity, which can be attributed to the owner, and expressed as the
proportion of non-controlling shareholders for current year earnings and equity that can be
attributed to non-controlling interests based on ownership percentage of non-controlling
shareholders in the Subsidiary.
If the Group losses control of a Subsidiary, the Group:
● Derecognises the assets and liabilities of the former Subsidiary from the consolidated
statements of financial position;
● Recognises any investment retained in the former Subsidiary at fair value on the date
when control is lost and subsequently accounts for it and for any amounts owed by or to
the former Subsidiary in accordance with the relevant financial accounting standard; and
● Recognises the gain or loss associated with the loss of control attributable to the former
controlling interest.
Changes affected the Bank’s ownership interest and equity of Subsidiary that do not result in
the loss of control are accounted for as equity transactions and presented as other equity
components within equity in the consolidated statements of financial position.
Business combination of entities under common control transactions, such as transfer of
business in relation to reorganisation of entities within the same business group, is not a
change of ownership in terms of economic substance, therefore such transaction cannot
generate any gains or losses for the Group as a whole as well as the individual entity within
the business group.
Business combination of entities under common control transactions, according to
SFAS 338, “Accounting for Restructuring Under Common Control Entities”, is recognised at
its carrying amount based on pooling-of-interest method.
All material intercompany transactions in the Group, balances, gains and losses are
eliminated.
f. Translation of transactions in foreign currencies
Items included in the consolidated financial statements of the Group are measured using the
currency of the primary economic environment in which the entity operates (the "functional
currency").
The Group domiciled in Indonesia maintained its accounting record in Rupiah, which is the
functional and presentation currency of the Group. Transactions denominated in foreign
currencies are translated into Rupiah at the exchange rates prevailing at the date of the
transaction. At the reporting date, year-end balances of monetary assets and liabilities
denominated in foreign currencies are translated into Rupiah at the closing rates prevailing at
the date of consolidated statements of financial position.
476 Annual Report 2025 | PT Bank Central Asia Tbk
Page 479
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/10
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
f. Translation of transactions in foreign currencies (continued)
For consolidation purposes, foreign currency financial statements of the Bank's overseas
Subsidiary are translated into Rupiah based on the following basis:
(1) Assets and liabilities, commitments and contingencies are translated using the Reuters
spot rates at 15:00 WIB at the statement of financial position date.
(2) Income, expenses, gains, and losses represent the accumulated amount from monthly
profit or loss balance during the year, are translated into Rupiah using the average Reuters
middle rate for the respective month.
(3) Equity accounts are translated using historical rates.
(4) Statements of cash flows is translated using the Reuters spot rate at 15:00 WIB at the
statement of financial position date, except for profit or loss accounts which are translated
using the average middle rates and equity accounts which are translated using historical
rates.
Differences arising from the above translation are presented as "foreign exchange differences
arising from translation of financial statements in foreign currency" under the equity section of
the consolidated statements of financial position.
Exchange gains or losses arising from transactions in foreign currencies and from the
translation of monetary assets and liabilities in foreign currencies are recognised in the current
year consolidated statements of profit or loss.
Summarised below are the major exchange rates as of 31 December 2025 and 2024, using
Reuters middle rate at 15:00 WIB (full amount of Rupiah):
Foreign currencies 2025 2024
United States Dollar (USD) 16,675.0 16,095.0
Australian Dollar (AUD) 11,152.2 10,013.5
Singapore Dollar (SGD) 12,965.1 11,844.6
Hong Kong Dollar (HKD) 2,142.3 2,073.1
Chinese Yuan (CNH) 2,385.0 2,198.5
Great Britain Poundsterling (GBP) 22,439.6 20,218.5
Japanese Yen (JPY) 106.5 103.0
Euro (EUR) 19,571.5 16,758.1
g. Financial assets and liabilities
g.1. Financial assets
In accordance with SFAS 109, the Group classifies its financial assets in the following
categories: (a) financial assets measured at amortised cost, (b) financial assets at fair
value through other comprehensive income, and (c) financial assets at fair value through
profit or loss.
The Group uses 2 (two) basis to classify its financial assets which are group business
model in managing financial assets and contractual cash flow characteristics Solely
Payment of Principal and Interest (“SPPI”) from its financial assets.
Business model assessment
The Group determines its business model based on the level of most reflects how groups
of financial assets are managed to achieve business objective.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/11
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.1. Financial assets (continued)
Business model assessment (continued)
The Group business model are not assessed based on each of its instrument, but at
portfolio level in higher aggregate and based on the following factors:
• How the performance of the business model and the financial assets held within that
business model are evaluated and reported to key management personnel;
• The risks that affect the performance of the business model (and the financial assets
held within that business model) and, in particular, the way those risks are managed;
• How managers of the business are compensated (for example, whether the
compensation is based on the fair value of the assets managed or on the contractual
cash flows collected);
• Frequency, amount, and expected selling time, are also important aspects from
Group assessment.
Business model assessment is based on a reasonably expected scenario without
considering "worst case" or "stress case" scenario. If the subsequent cash flows are
realised in a different manner than originally expected, the Group does not change the
remaining classification of financial assets held in the business model, but incorporating
those information in assessing new financial assets or purchasing financial assets
subsequently.
SPPI Testing
As the first step of the classification process, the Group assesses the financial
contractual requirements to identify whether they meet the SPPI testing.
The principal payment for this testing purposes is defined as the fair value of the financial
assets at initial recognition and may change over the lifetime of the financial assets (for
example, if there are payments of principal or amortisation of premiums/discounts).
The most significant element of interest in a credit agreement is usually a consideration
of the time value of money and credit risk. In exercising the assessment of SPPI, the
Group applies consideration and pays attention into relevant factors such as the currency
in which financial assets are denominated and the period when interest rates are
determined.
Alternatively, contractual terms that provide more than de minimis exposure to risk or
volatility in contractual cash flows that are not related to the basis of the loan
arrangement, do not generate SPPI's contractual cash flows on the total balance. In such
cases, the financial assets are required to be measured at fair value.
Financial assets measured at amortised cost
A financial asset is measured at amortised cost only if it meets both of the following
conditions:
• The financial assets are held within a business model whose objective is to hold the
asset to collect contractual cash flows; and
• Its contractual terms give rise on specified dates to cash flows that are solely payments
of principal and interest on the principal amount outstanding.
478 Annual Report 2025 | PT Bank Central Asia Tbk
Page 481
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/12
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.1. Financial assets (continued)
Financial assets measured at amortised cost (continued)
A financial asset is initially measured at amortised cost at fair value plus transaction costs
and subsequently measured at amortised cost using effective interest rate less allowance
for impairment losses.
Interest income on financial assets measured at amortised cost is included in the
consolidated statements of profit or loss and other comprehensive income recognised as
“interest income”. When impairment occurs, the impairment loss is recognised as a
deduction from the carrying amount of the investment and recognised in the consolidated
financial statements as “allowance for impairment losses on financial assets”.
Financial assets measured at fair value through other comprehensive income
A financial asset is measured at fair value through other comprehensive income only if it
meets both of the following conditions:
• The financial assets are held within a business model whose objective is to hold the
asset to collect contractual cash flows and to sell financial asset; and
• Its contractual terms give rise on specified dates to cash flows that are solely payments
of principal and interest on the principal amount outstanding.
At initial recognition, a financial asset measured at fair value through other
comprehensive income recognised at fair value plus the transaction costs and are
subsequently remeasured at its fair values when such gains or losses recognised in
other comprehensive income except for recognition of impairment and foreign exchange
gains and losses, until derecognition of financial asset. If financial asset measured at
fair value through other comprehensive income is impaired, the cumulative gains or
losses previously recognised at other comprehensive gains (losses), would be
recognised at profit or loss. Interest income is calculated by applying the effective
interest rate and gains or losses arising from foreign exchange from monetary assets
which classified as at fair value through other comprehensive income recognised in the
consolidated statements of profit or loss and other comprehensive income.
Group measures all equity investments at fair value. Where the Group has elected to
present fair value gains and losses on equity investments in other comprehensive income,
there is no subsequent reclassification of fair value gains and losses to profit or loss
following the derecognition of the investment.
Financial assets measured at fair value through profit or loss
All financial assets not classified as measured at amortised cost or at fair value through
other comprehensive income as described above are measured at fair value through profit
or loss.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/13
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.1. Financial assets (continued)
Financial assets measured at fair value through profit or loss (continued)
Financial instruments grouped into this category are recognised at their fair value at initial
recognition; transaction costs are recognised directly in the consolidated statements of profit
or loss and other comprehensive income. Gains and losses arising from changes in fair
value and sale of financial instruments are recognised in the consolidated statements of
profit or loss and and other comprehensive income recorded as respectively “Gains (losses)
from changes in fair value of financial instruments” and “Gains (losses) from the sale of
financial instruments”. Interest income from financial instruments measured at fair value
through profit or loss is recorded as interest income as part of net income from transaction
measured at fair value through profit or loss.
Modification of financial assets
The Group sometimes renegotiates or otherwise modifies the contractual cash flows of
loans. When this happens, the Group assesses whether the new terms are substantially
different to the original terms. The Group does this by considering, among others, the
following factors:
• If the borrower is in financial difficulty whether the modification merely reduces the
contractual cash flows to amounts the borrower is expected to be able to pay;
• Significant extension of the loan term when the borrower is not in financial difficulty;
• Significant change in the interest rate; and
• Change in the loan’s currency.
If the terms are substantially different, the Group derecognises the original financial
asset and recognises a ‘new’ asset at fair value and recalculates a new effective interest
rate for the asset. The date of renegotiation is consequently considered to be the date
of initial recognition for impairment calculation purposes, including for the purpose of
determining whether a significant increase in credit risk has occurred. However, the
Group also assesses whether the new financial asset recognised is deemed to be credit-
impaired at initial recognition, especially in circumstances where the renegotiation was
driven by the debtor being unable to make the originally agreed payments. Differences
in the carrying amount are also recognised in profit or loss as a gain or loss on
derecognition.
If the terms are not substantially different, the renegotiation or modification does not
result in derecognition, and the Group recalculates the gross carrying amount based on
the revised cash flows of the financial asset and recognises a modification gain or loss
in consolidated statements of profit or loss and other comprehensive income. The new
gross carrying amount is recalculated by discounting the modified cash flows at the
original effective interest rate.
Reclassification of financial assets
The Group can reclassify its all of its financial assets when and only, its business model for
managing those financial assets changes.
The characteristic of business model changes must significantly impact to the Group
operational activities such as collecting, disposing or terminating a business line. In
addition, the Group has to prove the changes to external parties.
The Group will reclassify all financial assets impacted by business model changes.
Changes of the objective of the Group’s business model must be impacted before
reclassification date.
480 Annual Report 2025 | PT Bank Central Asia Tbk
Page 483
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/14
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.2. Financial liabilities
The Group classifies its financial liabilities in the category of (a) financial liabilities at fair
value through profit or loss and (b) financial liabilities measured at amortised cost.
(a) Financial liabilities measured at fair value through profit or loss
Financial liabilities are classified as financial liabilities at fair value through profit
or loss if they are acquired or incurred principally for the purpose of selling or
repurchasing in the near term or if they are part of a portfolio of identified financial
instruments that are managed together and there is evidence of a pattern of short-
term profit-taking. Derivatives are classified as financial liabilities instruments at
fair value through profit or loss unless designated and effective as hedging
instruments.
Gains and losses arising from changes in the fair value of financial liabilities
classified as financial liabilities at fair value through profit or loss are recorded in
the consolidated statements of profit or loss and other comprehensive income as
“Gains (losses) from changes in fair value of financial instruments”. Interest
expense on financial liabilities classified as financial liabilities at fair value through
profit or loss is recorded as “Interest expense” as part of net income from
transaction measured at fair value through profit or loss.
(b) Financial liabilities measured at amortised cost
Financial liabilities that are not classified as at fair value through profit and loss fall
into this category and are measured as amortised cost.
Financial liabilities at amortised cost are initially recognised at fair value plus
transaction costs (if any).
After initial recognition, the Group measures all financial liabilities at amortised
cost using effective interest rate method.
g.3. Recognition and derecognition
Regular way purchases and sales of financial assets are recognised on the trade date,
being the date on which the Group commits to purchase or sell the asset. Financial
assets are derecognised when the rights to receive cash flows from the financial assets
have expired or have been transferred and the Group has transferred substantially all
the risks and rewards of ownership.
g.4. Determination of fair value
Fair value is the price that would be received to sell an asset or paid to transfer a liability
in an orderly transaction between market participants at the measurement date in the
principal market or, in its absence, the most advantageous market to which the Group
has access at that date. The fair value of a liability reflects its non-performance risk.
When available, the Group measures the fair value of a financial instrument using the
quoted price in an active market for that instrument.
A financial instrument is regarded as quoted in an active market if quoted prices are
periodically and regularly available from an exchange, dealer, broker, industry group,
pricing service or regulatory agency, and those prices represent actual and regularly
occurring market transactions on an arm’s length basis. If the above criteria are not met,
the active market is regarded as being unavailable. Indications that a market is inactive
are when there is a wide bid-offer spread or significant increase in the bid-offer spread
or there are few recent transactions.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/15
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.4. Determination of fair value (continued)
For financial instruments with no quoted market price, a reasonable estimate of the fair
value is determined by referencing to the current market value of another instrument
which substantially have the same characteristic or calculated based on the expected
cash flows of the underlying net asset base of the marketable securities.
For all other financial instruments, fair value is determined using valuation techniques.
In these techniques, fair values are estimated from observable data in respect of similar
financial instruments, using models to estimate the present value of expected future
cash flows or other valuation techniques, using inputs existing at the dates of the
consolidated statements of financial position.
g.5. Classification of financial assets and liabilities
The Group classifies the financial assets and liabilities into classes that reflects
the nature of information and take into account the characteristic of those financial
instruments. The classification can be seen in the table below.
Category of financial assets and Classes (as determined by the Subclasses
liabilities Group)
Financial assets Securities
measured at fair Financial assets measured at fair Placement with other banks
value through profit value through profit or loss
Derivative assets
or loss (“FVPL”)
Cash
Current accounts with Bank Indonesia
Current accounts with other banks
Placements with Bank Indonesia and other banks
Acceptance receivables
Bills receivable
Securities purchased under agreements to resell
Loans receivable
Consumer financing receivables
Finance lease receivables
Financial assets Assets related to sharia transactions - murabahah receivables
measured at Investment securities
amortised cost Accrued interest income
Financial Receivables related to
assets ATM and credit card
Unaccepted bills receivables
Receivables from
Other assets customer transactions
Insurance Contract Assets
Term deposits of foreign
exchange from export
proceeds
Others
Financial assets
Placements with Bank Indonesia
measured at fair Certificates of deposits
and other banks
value through other
comprehensive
income (“FVOCI”)
Investment securities
482 Annual Report 2025 | PT Bank Central Asia Tbk
Page 485
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/16
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.5. Classification of financial assets and liabilities (continued)
The Group classifies the financial assets and liabilities into classes that reflects
the nature of information and take into account the characteristic of those financial
instruments. The classification can be seen in the table below. (continued)
Category of financial assets and Classes (as determined by the Subclasses
liabilities Group)
Financial liabilities
measured at fair
Financial liabilities measured at
value through profit Derivative liabilities
fair value through profit or loss
or loss (“FVPL”)
Deposits from customers
Sharia deposits
Deposits from other banks
Acceptance payables
Securities sold under agreements to repurchase
Debt securities issued
Borrowings
Commitments and contingencies transactions
Financial Other liabilities:
liabilities - Accrued interest
Financial liabilities expenses
measured at - Liabilities related to ATM
amortised cost and credit card
transactions
Accruals and other - Liabilities from customer
liabilities transactions
- Insurance contract
liabilities
- Finance lease liabilities
- Term deposits of foreign
exchange from export
proceeds
Subordinated bonds
Unused credit facilities
Commitment and
Irrevocable letters of credit
contingencies
Bank guarantee issued
g.6. Offsetting financial instruments
Financial assets and liabilities are offset and the net amount reported in the consolidated
statements of financial position when there is a legally enforceable right of set-off and
there is an intention to settle on a net basis, or realise the asset and settle the liability
simultaneously. In certain situations, even though the offset on the main agreements
exist, the lack of management intention to settle on a net basis results in the financial
assets and liabilities being reported gross on the consolidated statements of financial
position.
g.7. Financial guarantee contracts and other commitment receivables
Financial guarantee contracts are contracts that require the issuer to make specified
payments to reimburse the holder for a loss incurred because a specified debtor
defaulted to make payments when due, in accordance with the terms of a debt
instrument. Such financial guarantees are given to banks, financial institutions and other
institutions on behalf of customers to secure loans and other banking facilities, and
unused provision of funds facilities.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/17
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.7. Financial guarantee contracts and other commitment receivables (continued)
Financial guarantees are initially recognised in the consolidated financial statements at
fair value on the date the guarantee was given. The fair value of a financial guarantee
at inception is likely to equal the premium received because all guarantees are agreed
on arm’s length terms and the initial fair value is amortised over the life of the financial
guarantees.
Subsequently, they are measured at the higher of amortised amount and expected credit
losses amount based on SFAS 109.
g.8. Allowance for impairment losses of financial assets
The group assesses on a forward-looking basis the expected credit loss (“ECL”)
associated with its financial asset instruments carried at amortised cost and fair value
at other comprehensive income. The impairment methodology applied depends on
whether there has been a significant increase in credit risk to financial asset measured
at amortised cost and at fair value through other comprehensive income (“FVOCI”). If
at the reporting date, credit risk on financial asset has not increased significantly since
initial recognition, the Group shall measure the allowance for losses for that financial
asset at the amount of 12 (twelve) months expected credit losses. If the credit risk on
that financial asset has increased significantly since initial recognition, the Group shall
measure the allowance for losses at the amount of expected credit losses over its
lifetime.
12-month ECL and Lifetime ECL
12-month ECL is the portion of ECL that result from default events that are possible within
the 12 months after reporting date (or the shorter period if expected life of financial asset
is less than 12 months). 12-month ECL is weighted by probability of default.
Lifetime ECL is the ECL that result from all possible default events over the expected life
of financial asset.
Staging Criteria
Financial asset must be allocated to one of three stages of impairment (stage 1, stage 2,
stage 3) by determining whether there is a significant increase in credit risk on the
financial asset since initial recognition or whether the facility has defaulted on each
reporting date.
Stage 1: include financial assets that do not have a significant increase in credit risk
since initial recognition or have a low credit risk at the reporting date. For these assets,
a 12-month ECL will be calculated.
Stage 2: includes financial assets that experience a significant increase in credit risk at
the reporting date, but do not have objective evidence of impairment. For these assets,
lifetime ECL will be calculated. Lifetime ECL are the ECL that results from all possible
default events over the expected life of financial asset.
Stage 3: includes financial assets that have an objective evidence of impairment at the
reporting date. For these assets consist of default debtors.
484 Annual Report 2025 | PT Bank Central Asia Tbk
Page 487
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/18
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
g. Financial assets and liabilities (continued)
g.8. Allowance for impairment losses of financial assets (continued)
Staging Criteria (continued)
The main factor in determining whether the financial assets need 12-month ECL
(stage 1) or lifetime ECL (stage 2) is Significant Increase on Credit Risk (“SICR”)
criteria. Determinations of SICR criteria needs review whether significant increase in
credit risk occurred at each reporting date.
SFAS 109 requires supportable information about past events, current condition and
forecasts of future economic conditions. Estimated movement on expected credit losses
have to be reflected and directly consistent with changes in observed related data over
the period. This ECL calculation needs forward-looking estimation from Probability of
Default (“PD”), Loss Given Default (“LGD”) and Exposure At Default (“EAD”).
For loan commitments and financial guarantee contracts, the date when the Group
become a party in an irrevocable commitment is the date of initial recognition for
implementation of impairment purposes.
Probability of Default (“PD”)
The probability at a point in time that a counterparty will default, calibrated over up to
12 months from the reporting date (Stage 1) or over the lifetime of the product (Stage 2
and 3) and incorporating the impact of forward-looking economic assumptions that have
an effect on credit risk. PD is estimated at a point in time that means it will fluctuate in
line with the economic cycle.
Loss Given Default (“LGD”)
The loss that is expected to arise on default, incorporating the impact of relevant
forward-looking economic assumptions (if any), which represents the difference
between the contractual cash flows due and those that the Group expects to receive.
The Group estimates LGD based on the historical recovery rates and taking into account
forward-looking economic assumptions if relevant.
Exposure at Default (“EAD”)
The expected loss of balance sheet exposure at the time of default, taking into account
that expected change in exposure over the lifetime of the exposure. This incorporates
the impact of repayments of principal and interest, amortisation and prepayments,
together with the impact of forward-looking economic assumptions where relevant.
h. Allowance for impairment losses on non-financial assets
Assets that have an indefinite useful life - for example, goodwill or intangible assets not ready
for use - are not subject to amortisation but tested annually for impairment, or more frequently
if events or changes in circumstances indicate that they might be impaired. Assets that are
subject to amortisation are reviewed for impairment whenever events or changes in
circumstances indicate that the carrying amount may not be recoverable. An impairment loss
is recognised for the amount by which the asset’s carrying amount exceeds its recoverable
amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and
value in use. For the purposes of assessing impairment, assets are grouped at the lowest
levels for which there are separately identifiable cash inflows, which are largely independent
of the cash inflows from other assets or group of assets (cash generating units). Non-financial
assets other than goodwill that suffer impairment are reviewed for possible reversal of the
impairment at each reporting date.
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Page 488
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/19
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
h. Allowance for impairment losses on non-financial assets (continued)
Reversal on impairment loss for assets other than goodwill would be recognised if, and only if,
there has been a change in the estimates used to determine the asset’s recoverable amount
since the last impairment test was carried out. Reversal on impairment losses will be
immediately recognised on profit or loss, except for assets measured using the revaluation
model as required by other SFAS. Impairment losses relating to goodwill would not be
reversed.
i. Current accounts with Bank Indonesia and other banks
Current accounts with Bank Indonesia and other banks are stated at face value or the gross
value of the outstanding balance, less allowance for impairment losses, where appropriate.
Current accounts with Bank Indonesia and other banks are classified as financial assets
measured at amortised cost. Refer to Note 2g for accounting policy for financial assets
measured at amortised cost.
j. Placements with Bank Indonesia and other banks
Placements with Bank Indonesia and other banks are classified as financial assets measured
at amortised cost and measured at fair value through other comprehensive income. Refer to
Note 2g for accounting policy for financial assets measured at amortised cost and measured
at fair value through other comprehensive income.
k. Financial assets and liabilities at fair value through profit or loss
Refer to Note 2g for the accounting policy of financial assets and liabilities at fair value through
profit or loss.
Derivative financial instruments
Derivative instruments are initially recognised at fair value on the date of which a derivative
contract is entered into and are subsequently measured at their fair values. Fair values are
obtained from quoted market prices in active markets, including recent market transactions
and valuation techniques, including discounted cash flow and options pricing models, as
appropriate. All derivatives are carried as assets when fair value is positive and as liabilities
when fair value is negative.
Investment in sukuk measured at fair value through profit or loss
The Group initially recognises the investment in sukuk measured at fair value through profit or
loss at fair value. The changes on fair value are recognised in the consolidated statements
profit or loss.
The fair value of investment is determined by referencing to the following order:
• quoted price (without adjustments) in active market; or
• input other than quoted price in the observable active market.
Investment in sukuk measured at fair value through profit or loss is presented in the
consolidated statements of financial position as part of financial assets at fair value through
profit or loss.
l. Acceptance receivables and payables
Acceptance receivables are classified as financial assets measured at amortised cost, while
acceptance payables are classified as financial liabilities measured at amortised cost. Refer
to Note 2g for the accounting policy of financial assets measured at amortised cost and
financial liabilities measured at amortised cost.
486 Annual Report 2025 | PT Bank Central Asia Tbk
Page 489
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/20
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
m. Loan receivables
Loan receivables are classified as financial assets measured at amortised cost. Refer to Note
2g for the accounting policy of financial assets measured at amortised cost.
Syndicated, joint financing, and channelling loans are stated at amortised cost in accordance
with the portion of risks borne by the Group.
The Group records restructure of troubled debt in accordance with the restructured type. In
troubled debt restructuring which involves a modification of terms, reduction of portion of loan
principal and/or combination of both, the Group records the effect of the restructuring by
referring to Note 2g for the accounting policy of modification of financial assets.
n. Securities purchased under agreements to resell and securities sold under agreements
to repurchase
Securities purchased under agreements to resell (reverse repo) are presented as asset in the
consolidated financial statements at the agreed resell price less the difference between the
purchase price and the agreed resale price. The difference between the purchase price and
the agreed resale price is amortised using the effective interest method as interest income over
the period commencing from the acquisition date to the resell date. Securities purchased under
agreements to resell (reverse repo) are classified as financial asset measured at amortised
cost. Refer to Note 2g for the accounting policy of financial assets measured at amortised cost.
Securities sold under agreements to repurchase (repo) are presented as liabilities and stated
at the agreed repurchase price less the unamortised interest expense. Unamortised interest
expense is the difference between selling price and agreed repurchase price and is recognised
as interest expense during the period from the securities are sold until the securities are
repurchased. Securities sold are still recorded as assets in the consolidated statements of
financial position because the securities ownership remains substantially with the Group as a
seller. Securities sold under agreements to repurchase (repo) are classified as financial
liabilities measured at amortised cost. Refer to Note 2g for the accounting policy of financial
liabilities measured at amortised cost.
o. Consumer financing receivables
Consumer financing receivables are stated at net of joint financing, unearned consumer
financing income and allowance for impairment losses. Consumer financing receivables are
classified as financial assets measured at amortised cost. Refer to Note 2g for the accounting
policy of financial assets measured at amortised cost.
Unearned consumer financing income represents the difference between total instalments to
be received from the consumer and the principal amount financed, plus or deducted with the
unamortised transaction cost (income), which will be recognised as income over the term of
the contract using effective interest rate method of the related consumer financing receivables.
Unamortised transaction cost (income) are financing administration income and transaction
expense which are incurred at the first time and directly attributable to consumer financing.
Early termination of a contract is treated as a cancellation of an existing contract and the
resulting gain is recognised in the current year consolidated statements of profit or loss.
Consumer financing receivables will be written-off when they are overdue for more than 150
(one hundred fifty) days and based on management review of individual case. Recoveries from
receivables which had been written off in the current period are recorded by adjusting the
allowance account, while recovery of receivables previously written-off are recognised as other
income.
Annual Report 2025 | PT Bank Central Asia Tbk 487
Page 490
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/21
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
o. Consumer financing receivables (continued)
Joint financing
All joint financing agreements entered by the Subsidiary are joint financing without recourse in
which only the Subsidiary’s financing portion of the total instalments are recorded as consumer
financing receivables in the consolidated statements of financial position (net approach).
Consumer financing income is presented in the consolidated statements of profit or loss and
other comprehensive income after deducting the portions belong to other parties participated
to these joint financing transactions.
Receivables from collateral vehicles repossed
Receivables from collateral vehicles repossed represent receivables derived from motor
vehicle collaterals owned by customers for settlement of their consumer financing receivables,
which is presented as part of other assets.
In case of default, the customer gives the right to the Group to sell the motor vehicle collaterals
or take any other actions to settle the outstanding receivables.
Consumers are entitled to the positive differences between the proceeds from sales of
foreclosed collaterals and the outstanding consumer financing receivables. If the differences
are negative, the resulting losses are charged to the current year consolidated statements of
profit or loss and other comprehensive income.
Expenses in relation with the acquisition and maintenance of receivables from collateral
vehicles repossed are charged to the current year consolidated statements of profit or loss and
other comprehensive income when incurred.
p. Finance lease receivables
The determination of whether an arrangement is, or contains a lease is based on the substance
of the arrangement at inception date and whether the fulfilment of the arrangement is
dependent on the use of a specific asset and the arrangement conveys a right to use the asset.
Leases are classified as finance leases if such leases transfer substantially all the risks and
rewards related to the ownership of the lease assets. Leases are classified as operating leases
if the leases do not transfer substantially all the risks and rewards related to the ownership of
the leased assets.
Assets held under finance lease receivables are recognised in the consolidated statements of
financial position at an amount equal to the net investment in the leases. Receipts from lease
receivables are treated as repayments of principal and financing lease income.
The recognition of financing lease income is based on a pattern reflecting constant periodic
rate of return on the Group’s net investment as lessor in the finance leases.
Finance lease receivables will be written-off when they are overdue for more than 150 (one
hundred fifty) days and based on management review of individual case. Recoveries from
receivables which had been written of in the current period are recorded by adjusting the
allowance account, while recovery of receivables previously written-off are recognised as other
income.
q. Assets related to sharia transactions
Assets related to sharia transactions is financing activities carried out by PT Bank BCA
Syariah, a Subsidiary, in the form of murabahah receivables, funds of qardh, mudharabah
financing, musyarakah financing and assets acquired for ijarah.
488 Annual Report 2025 | PT Bank Central Asia Tbk
Page 491
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/22
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
q. Assets related to sharia transactions (continued)
Brief explanation for each type of sharia financing is as follows:
Murabahah is a financing agreement to sell or purchase of goods, in which the selling price
equals to the cost of goods plus a pre-agreed profit margin and the seller should disclose its
cost to the buyer. Murabahah receivables is stated at balance of receivables less deferred
margin and allowance for impairment losses.
Ijarah is a lease agreement for goods and/or services, including the right to use, between the
owner of a leased object (lessor) and lessee, to generate income from the leased object. Ijarah
muntahiyah bittamlik is a lease agreement between lessor and lessee to obtain income from
the leased object with an option to transfer the ownership title of leased object through
purchase/sale or as a gift (hibah) at certain period as agreed in the lease agreement (akad).
Ijarah muntahiyah bittamlik assets are stated at the acquisition costs less accumulated
depreciation. Ijarah receivable is recognised at maturity date based on unearned lease income
and presented at net realisable value, i.e. balance of the receivables less allowance for
impairment losses.
Mudharabah is an investment of funds from the owner of fund (malik, shahibul maal, or sharia
bank) to a fund manager (amil, mudharib, or customer) for a specific business activity, under
a profit or revenue sharing agreement between the two parties at a pre-agreed ratio (nisbah).
Mudharabah financing is stated at financing balance less allowance for impairment losses.
Musyarakah is an investment of funds from the owners of funds to combine their funds for a
specific business activity, for which the profits are shared based on a pre-agreed nisbah, while
losses are borne proportionally by the fund owners.
Permanent musyarakah is a musyarakah for which the amount of funds contributed by each
party is fixed until the end of the agreement. Declining musyarakah (musyarakah mutanaqisha)
is musyarakah with a condition that the amount contributed by a party will be declining from
time to time as it is transferred to another party, such that at the end of the agreement, the
other party will fully own the business. Musyarakah financing is stated at financing balance
less allowance for impairment losses.
The Subsidiary determines the allowance for impairment losses of sharia financing receivables
in accordance with the quality of each financing receivable by referring to the requirements of
Financial Services Authority, except for murabahah receivables. In accordance with SFAS 402
“Accounting for Murabahah” and Indonesia Sharia Banking Accounting Guidelines (PAPSI
Revised 2013), the Bank calculates individual impairment for murabahah receivable in
accordance with IFAS No. 402 “Impairment of Murabahah Receivables”. The Bank assesses
whether there is any objective evidence that a financial assets is impaired at each statement
of financial position date. The Bank uses the migration analysis method which is a statistical
model analysis method to assess allowance for impairment losses on collective receivables.
The Bank uses 5 (five) years historical data to compute for the Probability of Default (“PD”)
and Loss Given Default (“LGD”).
r. Investment securities
Investment securities consist of traded securities in the money market and stock exchange
such as Government Bonds, Sekuritas Rupiah and Valas Bank Indonesia, Sukuk Bank
Indonesia, Sukuk, Corporate Bonds, Certificates of Bank Indonesia, mutual funds, medium
term notes and shares. Investment securities are classified as financial assets measured at
amortised cost and measured at fair value through other comprehensive income. Refer to Note
2g for the accounting policy for financial assets measured at amortised cost and at fair value
through other comprehensive income.
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Page 492
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/23
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
r. Investment securities (continued)
Investments in sukuk measured at cost and measured at fair value through other
comprehensive income
The Group determines the classification of their investment in sukuk based on business model
in accordance with SFAS 410 “Accounting for Sukuk” as follows:
• Investment securities are measured at cost and are presented at acquisition cost
(including transaction costs) adjusted for unamortised premiums and/or discounts.
Premiums and discounts are amortised over the period to maturity.
• Investment securities are measured at fair value through other comprehensive income
which is stated at fair value. Unrealised gains or losses due to the increase or decrease in
fair value are presented in other comprehensive income for the year.
s. Fixed assets
Fixed assets are initially recognised at acquisition cost. Acquisition cost includes expenditures
directly attributable to bring the assets for their intended use. Except for land, subsequent to
initial measurement, all fixed assets are measured using cost model, which is cost less
accumulated depreciation and accumulated impairment losses. Land is not depreciated.
Land is presented at fair value, based on valuation performed by external independent valuers
which are registered with OJK. Valuation of land is carried out by appraisers who have
professional qualifications. Revaluation is carried out with sufficient regularity to ensure that the
carrying amount of revalued assets does not differ materially from their fair values at the reporting
date.
Increases arising on the revaluation are credited to “revaluation surplus of fixed assets” as part
of other comprehensive income. However, the increase is recognised in profit or loss up to the
amount of the same asset impairment from revaluation previously recognised in the consolidated
statements of profit or loss and other comprehensive income. Decreases that offset previous
increases of the same asset are debited against “revaluation surplus of fixed assets” as part of
other comprehensive income, all other decreases are charged to the consolidated statements of
profit or loss.
Costs relating to the acquisition of legal titles on the land rights are recognised as part of
acquisition cost of land. The costs of extension or renewal of legal titles on the land rights are
charged to consolidated profit or loss as incurred because the amount is not material.
Buildings are depreciated using the straight-line method based on an estimated economic useful
life of 20 (twenty) years. Other fixed assets are depreciated using the straight-line method based
on an estimated economic useful life of 5 (five) years. In 2025, certain Subsidiaries changed their
accounting estimates related to the estimated economic useful life for fixed assets other than
buildings. The effect of this difference in depreciation methods is not material to the consolidated
financial statements. For all fixed assets, the Group determines a nil residual value for
depreciation purposes.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset
as appropriate, only when it is probable that future economic benefits associated with the item
will flow to the Group and the cost of the item can be measured reliably. The carrying amount of
replaced part is derecognised. All other repairs and maintenance are charged to the consolidated
statements of profit or loss and other comprehensive income during the financial period in which
they are incurred.
490 Annual Report 2025 | PT Bank Central Asia Tbk
Page 493
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/24
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
s. Fixed assets (continued)
Buildings under construction are stated at acquisition cost. The accumulated costs will be
transferred to the buildings account when construction is completed and the buildings are ready
for their intended use.
When assets are disposed, their acquisition cost and the related accumulated depreciation are
eliminated from the consolidated statements of financial position, and the resulting gain or loss
on the disposal of fixed assets is recognised in the current year consolidated statements of profit
or loss. When revalued assets are sold, the amounts included in equity are transferred to
retained earnings.
At each reporting date, residual value, useful life and depreciation method are reviewed, and if
required, will be adjusted and applied in accordance with the requirement of prevailing Statement
of Financial Accounting Standards.
When the carrying amount of fixed assets measured using cost model is greater than its
estimated recoverable amount, it is written down to its recoverable amount and the impairment
loss is recognised in the current year consolidated statements of profit or loss and other
comprehensive income.
t. Other assets
Other assets include accrued interest income, receivables, foreclosed assets, abandoned
properties, and others.
Abandoned properties represent the Group is fixed assets in the form of properties which were
not used for the Group business operational activity.
Foreclosed assets (AYDA) represent assets acquired by the Bank and its Subsidiaries, both
from auction and non auction based on voluntary transfer by the debtor or based on debtor’s
approval to sell the collateral not through auction when the debtor do not fulfill their obligations
to the Bank and Subsidiaries.
The Bank measures AYDA at the lower of the carrying amount and fair value after deducting the
estimated costs to sell the AYDA. The difference between the net realisable value and the sale
of AYDA is recognised as gain or loss in the current year when it is sold.
Expenses for maintaining foreclosed assets and abandoned properties are recognised in the
current year consolidated statements of profit or loss and other comprehensive income as
incurred. Any permanent impairment loss that occurred will be charged to the current year
consolidated statements of profit or loss and other comprehensive income. Refer to Note 2h
for changes in accounting policy to determine impairment losses on foreclosed assets and
abandoned properties.
u. Intangible assets
Intangible assets consist of software and goodwill.
Software
Software is stated at cost less accumulated amortisation and accumulated impairment losses.
Acquired computer software licences are capitalised on the basis of the costs incurred to
acquire and bring to use the specific software. Costs associated with maintaining computer
software programs are recognised as an expense as incurred. Development costs that are
directly attributable to the design and testing of identifiable and unique software products
controlled by the Group are recognised as software. Other development expenditures that do
not meet these criteria are recognised as an expense as incurred. Development costs
previously recognised as an expense are not recognised as an asset in a subsequent period.
Annual Report 2025 | PT Bank Central Asia Tbk 491
Page 494
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/25
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
u. Intangible assets (continued)
Intangible assets consist of software and goodwill. (continued)
Software (continued)
Software is amortised using the straight-line method over their estimated useful lives of 5 (five)
years for the Bank. Software is amortised using the double-declining balance method for PT
BCA Digital, meanwhile the other Subsidiaries are using the straight-line method over their
estimated useful lives ranging from 4 (four) to 8 (eight) years. Amortisation is recognised in the
current year consolidated statements of profit or loss. The effect of such different depreciation
method is not material to the consolidated financial statements.
In 2025, the Subsidiaries changes accounting policy regarding amortisation method and useful
life of software to straight-line method over their estimated useful lives of 5 (five) years for the
Subsidiaries. The changes of accounting policy is not material to the consolidated financial
statements and implemented prospectively.
Goodwill
For Group accounting policy of goodwill and impairment losses refer to Note 2e and 2h.
v. Deposits from customers and other banks
Deposits from customers are the fund trusted by customers (exclude banks) to the Bank based
on fund deposits agreements. Included in this account are current accounts, saving accounts,
time deposits and certificates of deposits.
Deposits from other banks represent liabilities to other banks, both domestic and overseas
banks, in the form of current accounts, saving accounts, time deposits, and interbank call
money.
Deposits from customers and deposits from other banks are classified as financial liabilities at
amortised cost. Incremental costs directly attributable to acquisition of deposits from
customers and deposits from other banks are deducted from the amount of deposits from
customers and deposits from other banks. Refer to Note 2g for the accounting policy of
financial liabilities at amortised cost.
w. Sharia deposits
Sharia deposits are deposits from third parties in form of wadiah demand deposits and wadiah
savings. Wadiah demand deposits can be used as payment instrument and can be withdrawn
using cheque and payment slip. Wadiah demand deposits and wadiah savings are entitled to
receive bonus in accordance with Subsidiary’s policy. Wadiah demand deposits and wadiah
savings are stated at nominal amount of deposits from customers. Sharia deposits are
classified as financial liabilities measured at amortised cost. Refer to Note 2g for accounting
policy on financial liabilities measured at amortised cost.
x. Temporary syirkah deposits
Temporary syirkah deposits is an investment with mudharabah muthlaqah agreement, where
the owner of funds (shahibul maal) gives flexibility to fund manager (mudharib/Subsidiary) in
managing the investment with the purpose that the returns are to be shared based on a pre-
agreed basis.
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Page 495
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/26
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
x. Temporary syirkah deposits (continued)
Temporary syirkah deposits consist of mudharabah saving, mudharabah time deposits and
Sertifikat Investasi Mudharabah Antarbank (“SIMA”). These funds obtained by Subsidiary
which has the right to manage and invest fund, according to Subsidiary’s policy or limitation
from fund holders, whereby gains are to be shared based on the agreement. In case that the
decrease of temporary syirkah deposits was caused by normal losses, and not caused by
willful default, negligence or breach of the agreement, the Subsidiary has no obligation to
return or cover the fund losses or deficit.
Mudharabah saving is deposit from third parties which are entitled to receive sharing revenue
for the utilisation of the funds with a pre-agreed and approved nisbah. Mudharabah saving is
stated at the liabilities to customers.
Mudharabah time deposit is deposit from third parties which can only be withdrawn at a specific
time based on the agreement between holder of mudharabah time deposits and the
Subsidiary. Mudharabah time deposits are stated at nominal amount based on the agreement
between holder of mudharabah time deposits and the Subsidiary.
Temporary syirkah deposits can not be classified as liability. When the Subsidiary incurs
losses, the Subsidiary does not possess any liability to return the initial fund amount from the
fund owners except from negligence or default of the Subsidiary. Temporary syirkah deposits
can not be classified as equity because it has maturity date and owner and it does not possess
any ownership rights equal to shareholders as voting rights and rights of gain realisation from
current assets and non-investment assets.
Temporary syirkah deposits is one of the elements of consolidated financial statements, it in
accordance with sharia principle which give rights to Subsidiary to manage the fund, including
blending the funds with other funds.
Owners of temporary syirkah deposits obtain part of gain as agreed and incur losses based
on the amount from each parties. Revenue sharing of temporary syirkah deposits can be done
by revenue sharing concept or profit sharing concept.
y. Debt securities issued
Debt securities issued by Subsidiary which consists of bonds payable, are classified as other
financial liabilities measured at amortised cost. Issuance costs in connection with the issuance
of debt securities are recognised as discounts and directly deducted from the proceeds of debt
securities issued and amortised over the period of debt securities using the effective interest
method. Debt securities issued is classified as financial liabilities at amortised cost. Refer to
Note 2g for the accounting policy of financial liabilities measured at amortised cost.
z. Subordinated bonds
Subordinated bonds are classified as financial liabilities measured at amortised cost.
Incremental costs directly attributable to the issuance of subordinated bonds are deducted
from the amount of subordinated bonds received. Refer to Note 2g for the accounting policy
for financial liabilities at amortised cost.
aa. Provision
A provision is recognised if, as a result of a past event, the Group has a present legal or
constructive obligation that can be estimated reliably, and it is probable that an outflow of
economic benefits will be required to settle the obligation. Provisions are measured at the
present value of management’s best estimate of the expenditure required to settle the present
obligation at the end of the reporting period. Provisions are determined by discounting the
estimated future cash flows at a pre-tax rate that reflects current market assessments of the
time value of money and the risks specific to the liability.
Annual Report 2025 | PT Bank Central Asia Tbk 493
Page 496
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/27
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ab. Accruals and other liabilities
Accruals and other liabilities consist of accrued interest expense, liabilities related to customer
and insurance transactions, security deposits, unearned revenue, finance lease liabilities and
others.
ac. Earnings per share
Basic earnings per share is computed based on net income for the current year attributable to
equity holders of parent entity divided by the weighted average number of outstanding issued
and fully paid-up common shares during the year after considering the treasury stocks.
As of 31 December 2025 and 2024, there were no diluted instruments. Therefore, diluted
earnings per share is equivalent to basic earnings per share.
ad. Interest income and expenses & sharia income and expenses
Interest income and expenses
Interest income and expenses are recognised in the consolidated statements of profit or loss
using the effective interest method. The effective interest rate is the rate that exactly discounts
the estimated future cash payments and receipts through the expected life of the financial
asset or financial liability (or, where appropriate, a shorter period) to the carrying amount of
the financial asset or financial liability. When calculating the effective interest rate, the Group
estimates future cash flows by considering all contractual terms of the financial instrument but
not future credit losses.
The calculation of the effective interest rate includes transaction costs (Note 2g) and all fees
and points paid or received that are an integral part of the effective interest rate.
Interest income and expenses presented in the consolidated statements of profit or loss and
other comprehensive income include:
• Interest on financial assets and liabilities at amortised cost calculated using the effective
interest rate method;
• Interest on investment securities at fair value through other comprehensive income
calculated using the effective interest rate method;
• Interest income on all financial assets at fair value through profit or loss are considered to
be incidental to the Group’s trading operations and are presented as part of net trading
income; and
• Interest income on the impaired financial assets continues to be recognised using the rate
of interest used to discount the future cash flows for the purpose of measuring the
impairment losses.
Sharia income and expenses
Sharia income consists of murabahah profit, ijarah revenue (leases), and profit sharing from
mudharabah and musyarakah financing.
Recognition of murabahah transaction profit with deferred payment or instalments is carried
out during the contractual period in accordance with effective (annuity) method.
Ijarah revenue is recognised proportionally and net during the contractual period.
Musyarakah revenue sharing which is entitled to passive partner is recognised during the
period in which the revenue occurs according to agreed nisbah.
494 Annual Report 2025 | PT Bank Central Asia Tbk
Page 497
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/28
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ad. Interest income and expenses & sharia income and expenses (continued)
Sharia income and expenses (continued)
Mudharabah revenue sharing is recognised during the period in which revenue sharing in
accordance to agreed nisbah occurs, and not allowed to recognise revenue from projected
business result.
Sharia expenses consist of mudharabah sharing expense and wadiah bonus expense. Sharing
expenses consist of expense for profit distribution on third party funds which are calculated
using profit distribution principle in accordance with agreed sharing ratio (nisbah) based on
mudharabah mutlaqah principle.
ae. Fees and commission income and expenses
Fees and commission income and expenses that are integral to the effective interest rate on
a financial asset or liability are included in the measurement of the effective interest rate.
Other fees and commission income, including bancassurance activity related fees, export-
import related fees, cash management fees, service fees and/or related to a specific period
and the amount is significant, are recognised as unearned income/prepaid expenses and
amortised based on the straight-line method over the terms of the related transactions;
otherwise, they are directly recognised as the related services are performed. Loan
commitment fees are recognised on a straight-line method over the commitment period.
Commission income related to credit and debit card transactions, less costs directly related to
these transactions, is presented on a net basis in the consolidated statement of profit or loss
and other comprehensive income.
af. Net income from transactions at fair value through profit or loss
Net income from transactions at fair value through profit or loss comprises of net gains or
losses related to financial assets and liabilities at fair value through profit or loss, including
interest income and expenses from all financial instruments at fair value through profit or loss
and all realised and unrealised fair value changes and foreign exchange differences.
ag. Post-employment benefits obligation
ag.1. Short-term liability
Liabilities for wages and salaries, including non-monetary benefits and accumulating sick
leave that are expected to be settled wholly within 12 months after the end of the period
in which the employees render the related service are recognised in respect of
employees’ services up to the end of the reporting period and are measured at the
amounts expected to be paid when the liabilities are settled. The liabilities are presented
as current employee benefit obligations in the consolidated statements of financial
position.
ag.2. Pension obligation
Entities in the Group operate various pension schemes. The Group has both defined
benefit and defined contribution plans. A defined contribution plans is a pension plan
under which the Group pays fixed contributions (funds) into a separate entity. The Group
has no legal or constructive obligations to pay further contributions if the fund does not
hold sufficient assets to pay all employees the benefits relating to employee service in
the current and prior periods. A defined benefit plans is an amount of pension benefit
that an employee will receive on retirement, usually dependent on one or more factors
such as age, years of service, and compensation.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/29
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ag. Post-employment benefits obligation (continued)
ag.2. Pension obligation (continued)
The liability recognised in the consolidated statements of financial position in respect of
defined benefit pension plans is the present value of the defined benefit obligation at the
end of the reporting period less the fair value of plan assets. The defined benefit
obligation is calculated annually by independent actuaries using the projected unit credit
method. The present value of the defined benefit obligation is determined by discounting
the estimated future cash outflows using interest rates of Government Bonds
(considering currently there is no deep market for high-quality corporate bonds) that are
denominated in the currency in which the benefits will be paid, and that have terms to
maturity approximating to the terms of the related pension obligation.
The net interest cost is calculated by applying the discount rate to the net balance of the
defined benefit obligation and the fair value of plan assets. This cost is included in
employee benefit expense in the consolidated statements of profit or loss and other
comprehensive income.
Remeasurement gains and losses arising from experience adjustments and changes in
actuarial assumptions are charged or credited to equity in other comprehensive income
in the period in which they arise. They are included in retained earnings in the
consolidated statements of changes in equity and in the consolidated statements of profit
or loss and other comprehensive income.
Changes in the present value of the defined benefit obligation resulting from plan
amendments or curtailment programs are recognised immediately in the consolidated
statements of profit or loss and other comprehensive income as past service costs.
For defined contribution plans, the Group pays contributions to pension plans on a
mandatory, contractual or voluntary basis. However, since Job Creation Act requires an
entity to pay to a worker entering into pension age a certain amount based on, the
worker’s length of service, the Group is exposed to the possibility of having to make
further payments to reach that certain amount in particular when the cumulative
contributions are less than that amount. Consequently for financial reporting purposes,
defined contribution plans are effectively treated as if they were defined benefit plans.
ag.3. Other post-employment obligations
The Bank provides post-retirement healthcare benefits to their employees.
The entitlement to these benefits is usually conditional on the employee remaining in
service up to retirement age and the completion of a minimum service period.
The expected costs of these benefits are reserved over the period of employment using
projected unit credit method. These obligations are valued annually by independent
qualified actuaries.
ag.4. Termination benefits
Termination benefits are payable when employment is terminated by the Group before
the normal retirement date, or whenever an employee accepts voluntary redundancy in
exchange for these benefits. The Group recognises termination benefits at the earlier of
the following dates: (i) when the Group can no longer withdraw the offer of those
benefits; and (ii) when the Group recognises costs for a restructuring that is within the
scope of SFAS 237 and involves the payment of termination benefits. In the case of an
offer made to encourage voluntary redundancy, the termination benefits are measured
based on the number of employees expected to accept the offer. Benefits falling due
more than 12 months after the reporting date are discounted to their present value.
496 Annual Report 2025 | PT Bank Central Asia Tbk
Page 499
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/30
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ah. Current and deferred income tax
Income tax expense comprises of current and deferred taxes. Income tax expense is
recognised in the consolidated statements of profit or loss and other comprehensive income,
except to the extent that it relates to items recognised directly in other comprehensive income
or equity. In this case, the tax is also recognised in other comprehensive income or directly in
equity, respectively.
The current income tax charge is calculated on the basis of the tax laws enacted or
substantively enacted at the end of the reporting period in the countries where the entities in
the Group operate and generate taxable income. Management periodically evaluates positions
taken in annual tax returns (“SPT”) with respect to situations in which applicable tax regulation
is subject to interpretation. It establishes provisions where appropriate on the basis of amounts
expected to be paid to the tax authorities.
Deferred income tax is provided in full, using the liability method, on temporary differences
which arise from the difference between the tax bases of assets and liabilities and their carrying
amounts in the consolidated financial statements. However, deferred tax liabilities are not
recognised if they arise from the initial recognition of goodwill. Deferred income tax is also not
accounted for if it arises from initial recognition of an asset or liability in a transaction other
than a business combination that at the time of the transaction affects neither accounting nor
taxable profit or loss.
Deferred income tax is determined using tax rates that have been enacted or substantially
enacted by the end of the reporting period and are expected to apply when the related deferred
income tax asset is realised or the deferred income tax liability is settled.
Deferred tax assets are recognised only if it is probable that future taxable amounts will be
available to utilise those temporary differences and losses.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset
current tax assets and liabilities and when the deferred tax balances relate to the same taxation
authority. Current tax assets and current tax liabilities for each entity are offset where the entity
has a legally enforceable right to offset and intends either to settle on a net basis, or to realise
the asset and settle the liability simultaneously.
ai. Leases transaction - as lessee
At the inception of a contract, the Group assesses whether the contract is or contains a lease.
A contract is or contains a lease if the contract conveys the right to control the use of an
identified assets for a period of time in exchange for consideration. The Group can choose not
to recognise the right-of-use asset and lease liabilities for:
- Leases with a lease term of 12 months or less; and
- Low value underlying assets
To assess whether a contract conveys the right to control the use of an identified asset, the
Group shall assess whether:
- The Group has the right to obtain substantially all the economic benefit from use of the
identified asset; and
- The Group has the right to direct the use of the identified asset. The Group has described
when it has a decision-making rights that are the most relevant to changing how and for
what purpose the asset is used are predetermined:
1. The Group has the right to operate the asset;
2. The Group has designed the asset in a way that predetermine how and for what
purposes it will be used throughout the period of use.
Annual Report 2025 | PT Bank Central Asia Tbk 497
Page 500
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/31
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ai. Leases transaction - as lessee (continued)
The Group recognises a right-of-use asset and a leases liability at the leases commencement
date. The right-of-use asset is initially measured at cost, which comprises the initial amount of
the leases liability adjusted for any lease payment made at or before the commencement date,
plus any initial direct cost incurred.
The right-of-use asset is amortised over the straight-line method throughout the lease term.
The lease liability is initially measured at the present value of the lease payments that are not
paid at the commencement date, discounted using the interest rate implicit in the lease or, if
that right cannot be readily determined, using incremental borrowing rate. Generally, the Group
uses its incremental borrowing rate as a discount rate.
Each lease payment is allocated between the liabilities and finance cost. The finance cost is
charged to profit or loss over the lease period so as to produce a constant periodic rate of
interest on the remaining balance of the liability for each period.
The Group presents right-of-use assets as part of “Fixed assets” and lease liabilities as part of
“Other liabilities” in the consolidated statements of financial position.
If the lease transfers ownership of the underlying asset to the Group by the end of the lease
term or if the cost of the right-of-use asset reflects that the Group will exercise a purchase
option, the Group depreciates the right-of-use asset from the commencement date to the end
of the useful life of the underlying asset. Otherwise, the Group depreciates the right-of-use
asset from the commencement date to the earlier of the end of the useful life of the right-of-
use asset or the end of the leases term.
The Group analyses the facts and circumstances for each type of landrights in determining the
accounting for each of these land rights so that it can accurately represent an underlying
economic event or transaction. If the landrights do not transfer control of the underlying assets
to the Group, but gives the rights to use the underlying assets, the Group applies the
accounting treatment of these transactions as leases under SFAS 116, “Lease”, except if
landrights substantially similar to land purchases, the Group applies SFAS 216 “Fixed Assets”.
aj. Operating segment
An operating segment is a component of the entity that engages in business activities from
which it may earn revenues and incur expenses, including revenues and expenses that relate
to transactions with any of the entity’s other components, whose operating results are reviewed
regularly by the chief operating decision-maker to make decisions about resources allocated
to the segment and assess its performance, and for which discrete financial information is
available. Segment results that are reported to the chief operating decision-maker include
items directly attributable to a segment as well as those that can be allocated on a reasonable
basis. Unallocated items mainly comprise of head office expenses, fixed assets, income tax
assets/liabilities, including current and deferred taxes.
The Group manages its businesses and identify reporting segment based on geographic
region and product. Several regions have similar characteristics, have been aggregated and
evaluated regularly by management. Gains/losses from each segment is used to assess the
performance of each segment.
498 Annual Report 2025 | PT Bank Central Asia Tbk
Page 501
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/32
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2. MATERIAL ACCOUNTING POLICY INFORMATION (continued)
ak. Related parties transactions
The Group has transactions with related parties. In accordance with SFAS 224 “Related Party
Disclosure”, the meaning of a related party is a person or entity that is related to a reporting
entity as follow:
a. A person or a close member of that person’s family is related to a reporting entity if that
person:
i. has control or joint control over the reporting entity;
ii. has significant influence over the reporting entity; or
iii. is member of the key management personnel of the reporting entity or a parent of the
reporting entity.
b. An entity is related to a reporting entity if any of the following conditions applies:
i. the entity and the reporting entity are members of the same group (which means that
each parent, subsidiary and fellow subsidiary is related to the others);
ii. one entity is an associate or joint venture of the other entity (or an associate or joint
venture of member of a company of which the other entity is a member);
iii. both entities are joint ventures of the same third party;
iv. one entity is a joint venture of a third entity and the other entity is an associate of the
third entity;
v. the entity is a post-employment benefit plan for the benefit of employees of either the
reporting entity or an entity related to the reporting entity;
vi. the entity controlled or jointly controlled by a person identified in (a);
vii. a person identified in (a) (i) has significant influence over the entity or is a member of
the key management personnel of the entity (or of a parent of the entity).
The nature of transactions and balances of accounts with related parties are disclosed in the
Note 45.
al. Share capital
Where any Group company purchases the company’s equity share capital (treasury shares),
the consideration paid, including any directly attributable incremental costs (net of income
taxes) is deducted from equity attributable to the company’s equity holders until the shares are
cancelled or reissued. Where such ordinary shares are subsequently reissued, any
consideration received, net of directly attributable incremental transaction costs and the related
income tax effects, is included in equity attributable to the company’s equity holders.
am. Insurance contract
Under PSAK 117, insurance contracts are aggregated into groups for measurement purposes.
Groups of insurance contracts are determined by identifying portfolios of insurance contracts,
where each portfolio comprise group of contracts with similar risks which are managed
together. The portfolios are further divided based on the profitability of contracts into three
categories: onerous contracts, contracts with no significant risk of becoming onerous, and the
remaining contracts. The insurance contracts are also grouped into annual cohorts (i.e. by year
of issue). Portfolios of reinsurance contracts held are assessed for aggregation separately from
portfolios of insurance contracts issued.
Annual Report 2025 | PT Bank Central Asia Tbk 499
Page 502
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/33
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
3. USE OF ESTIMATES AND JUDGMENT
This disclosure supplements the commentary on financial risk management (Note 41).
Key sources of estimation uncertainty
1. Allowance for impairment losses of financial assets
According to SFAS 109, the measurement of the expected credit loss allowance for financial
assets measured at amortised cost and at fair value through other comprehensive income
is an area that requires the use of complex models and significant assumptions about future
economic conditions and credit behaviour.
Significant estimates are required in applying the SFAS 109 requirements for measuring
allowance for impairment losses, such as:
• Determining criteria for Significant Increase in Credit Risk;
• Choosing appropriate models and assumptions for the measurement of allowance for
impairment losses;
• Establishing the number and relative weightings of forward-looking scenarios for each
type of segment/product;
• Establishing the segments of similar financial assets for the purposes of measuring
allowance for impairment losses;
• Estimate debtor’s cash flow in the calculation of individual impairment.
Detailed information about financial risk management related to the judgments and
estimates made by the Group is set out in Note 41.
2. Post-employment benefits obligations
Present value of retirement obligations depends on several factors which determined by
actuarial basis using several assumptions. Assumptions used to determine expenses
(revenues) of net pension including discount rate and future salary growth. Any changes on
these assumptions will affect the recorded amount of pension obligations.
3. Taxation
The Group requires significant judgment in determining tax provisions. Group determines
tax provisions based on estimates of the possible additional tax expense. If the final outcome
is different from the amount originally recorded, the difference will have an impact in the
profit or loss.
4. CASH
2025 2024
Rupiah 24,320,754 27,672,826
Foreign currencies 984,277 1,643,052
25,305,031 29,315,878
The balance of cash in Rupiah includes cash in Automatic Teller Machines (“ATM”) amounting to
Rp 9,279,539 and Rp 9,165,874 as of 31 December 2025 and 2024, respectively.
500 Annual Report 2025 | PT Bank Central Asia Tbk
Page 503
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/34
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
5. CURRENT ACCOUNTS WITH BANK INDONESIA
2025 2024
Rupiah 43,991,552 32,928,703
Foreign currencies 3,776,726 3,479,439
47,768,278 36,408,142
Information regarding the fulfillment of the Reserve Requirements ("RR") and Ratio of
Macroprudential Liquidity Buffer ("MPLB") is disclosed in Note 49.
6. CURRENT ACCOUNTS WITH OTHER BANKS
2025 2024
Rupiah 172,397 73,827
Foreign currencies 5,160,009 4,024,010
Total 5,332,406 4,097,837
Allowance for impairment losses
Rupiah (86) (117)
Foreign currencies (682) (521)
(768) (638)
Total - net 5,331,638 4,097,199
The Group did not have balances of current accounts with other banks from related parties.
Average effective interest rates (yield) per annum of current accounts with other banks were as
follows:
2025 2024
Rupiah 4.19% 4.25%
Foreign currencies 2.49% 3.43%
All current accounts with other banks had not experienced significant increase in credit risk since
initial recognition and had no objective evidence of impairment. The changes in the allowance for
impairment losses on current accounts with other banks are as follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (638) - - (638)
Net changes in exposure (82) - - (82)
Foreign exchange difference (48) - - (48)
Ending balance (768) - - (768)
Annual Report 2025 | PT Bank Central Asia Tbk 501
Page 504
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/35
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
6. CURRENT ACCOUNTS WITH OTHER BANKS (continued)
All current accounts with other banks had not experienced a significant increase in credit risk since
initial recognition and had no objective evidence of impairment. The changes in the allowance for
impairment losses on current accounts with other banks are as follows: (continued)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (899) - - (899)
Net changes in exposure 271 - - 271
Foreign exchange difference (10) - - (10)
Ending balance (638) - - (638)
Management believes that the allowance for impairment losses is adequate.
7. PLACEMENTS WITH BANK INDONESIA AND OTHER BANKS
a. By type and contractual period
2025
Up to >1-3 >3-6 > 6 - 12 More than
1 month months months months 12 months Total
Bank Indonesia 4,310,376 - - - - 4,310,376
Call money 3,861,506 83,375 166,750 - - 4,111,631
Time deposits 489,565 398,791 48,738 5,000 - 942,094
Certificate of deposits - - - - 451,950 451,950
Total 8,661,447 482,166 215,488 5,000 451,950 9,816,051
Allowance for
impairment losses (2,510)
Total - net 9,813,541
2024
Up to >1-3 >3-6 > 6 - 12 More than
1 month months months months 12 months Total
Bank Indonesia 8,646,539 - - - - 8,646,539
Call money 5,101,180 1,153,069 - - - 6,254,249
Time deposits 606,732 153,153 24,401 31,522 - 815,808
Total 14,354,451 1,306,222 24,401 31,522 - 15,716,596
Allowance for
impairment losses (1,712)
Total - net 15,714,884
b. By currency
2025 2024
Rupiah 1,826,779 5,115,663
Foreign currencies 7,989,272 10,600,933
Total 9,816,051 15,716,596
Allowance for impairment losses (2,510) (1,712)
Total - net 9,813,541 15,714,884
502 Annual Report 2025 | PT Bank Central Asia Tbk
Page 505
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/36
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
7. PLACEMENTS WITH BANK INDONESIA AND OTHER BANKS (continued)
The Group did not have balances of placements with other banks from related parties.
Changes in unrealised gains (losses) from placements with other banks measured at fair value
through other comprehensive income are as follows:
2025 2024
Beginning balance - before deferred
income tax - (1,086)
Addition of unrealised gains (losses)
during the year - net (3,742) 1,110
Realised gains (losses) during
the year - net - (24)
Total before deferred income tax (3,742) -
Deferred income tax (Note 20) 711 -
Ending balance - net (3,031) -
All placements with other banks had not experienced a significant increase in credit risk since initial
recognition and had no objective evidence of impairment. The changes in the allowance for
impairment losses on placements with other banks are as follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (1,712) - - (1,712)
Net changes in exposure (670) - - (670)
Foreign exchange difference (128) - - (128)
Ending balance (2,510) - - (2,510)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (684) - - (684)
Net changes in exposure (1,006) - - (1,006)
Foreign exchange difference (22) - - (22)
Ending balance (1,712) - - (1,712)
Average effective interest rates (yield) per annum of placements with Bank Indonesia and other
banks were as follows:
2025 2024
Bank Indonesia and call money:
Rupiah 4.87% 5.77%
Foreign currencies 3.64% 4.43%
Time deposits:
Rupiah 4.39% 5.89%
Foreign currencies 3.00% 3.00%
Certificates of deposits:
Rupiah 6.21% 6.47%
Annual Report 2025 | PT Bank Central Asia Tbk 503
Page 506
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/37
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
7. PLACEMENTS WITH BANK INDONESIA AND OTHER BANKS (continued)
The range of contractual interest rates per annum of placements with Bank Indonesia and other
banks were as follows:
2025 2024
Time deposits:
Rupiah 1.00% - 6.75% 2.00% - 7.55%
Foreign currencies 0.50% - 3.75% 1.00% - 4.85%
Certificates of deposits:
Rupiah 6.85% 6.53%
There were no placements with Bank Indonesia and other banks which were used as collateral for
securities trading transaction.
Management believes that the allowance for impairment losses is adequate.
8. FINANCIAL ASSETS AND LIABILITIES AT FAIR VALUE THROUGH PROFIT OR LOSS
Financial assets and liabilities at fair value through profit or loss consist of:
2025 2024
Nominal value Fair value Nominal value Fair value
Financial assets:
Securities
Sekuritas Rupiah dan
Valas Bank Indonesia 30,842,353 29,998,896 19,397,441 18,448,845
Government bonds 875,114 894,070 2,023,959 1,977,974
Government Treasury Bills 782,000 763,059 - -
Sukuk 730,376 740,168 465,904 454,796
Corporate bonds 634,000 650,705 33,000 32,636
Mutual Funds 541,378 561,835 120,237 127,688
Sharia Government Treasury Bills 521,618 513,861 - -
Investment in shares - 91,797 - 27,072
Medium-term notes 16,675 15,661 - -
Others 979,188 972,839 230,272 234,398
35,922,702 35,202,891 22,270,813 21,303,409
Derivative assets
Forward 68,603 153,034
Swap 45,928 66,842
Spot 3,513 1,332
Others 24 -
118,068 221,208
Total 35,320,959 21,524,617
Financial liabilities:
Derivative liabilities
Forward 35,851 77,894
Swap 60,189 175,087
Spot 1,324 4,611
Others 42 21
Total 97,406 257,613
504 Annual Report 2025 | PT Bank Central Asia Tbk
Page 507
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/38
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
9. ACCEPTANCE RECEIVABLES AND PAYABLES
a. The details of acceptance receivables
By type
2025 2024
Non-bank debtors 9,222,508 9,519,812
Other banks 472,435 541,930
Total 9,694,943 10,061,742
Allowance for impairment losses (200,313) (440,695)
Total - net 9,494,630 9,621,047
By currencies
2025 2024
Rupiah 3,994,389 4,114,907
Foreign currencies 5,700,554 5,946,835
Total 9,694,943 10,061,742
Allowance for impairment losses (200,313) (440,695)
Total - net 9,494,630 9,621,047
b. The details of acceptance payables
By type
2025 2024
Non-bank debtors 689,204 736,591
Other banks 4,044,658 3,915,364
Total 4,733,862 4,651,955
By currencies
2025 2024
Rupiah 1,209,980 1,321,089
Foreign currencies 3,523,882 3,330,866
Total 4,733,862 4,651,955
c. The movement of allowance for impairment losses of acceptance receivables
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (38,090) (98,434) (304,171) (440,695)
Transfer to lifetime expected
credit losses (Stage 2) 62 (7,043) - (6,981)
Transfer to 12 months expected
credit losses (Stage 1) (96) 13,630 - 13,534
Net changes in exposure (2,517) 17,769 232,381 247,633
Foreign exchange difference (1,475) (4,437) (7,892) (13,804)
Ending balance (42,116) (78,515) (79,682) (200,313)
Annual Report 2025 | PT Bank Central Asia Tbk 505
Page 508
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/39
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
9. ACCEPTANCE RECEIVABLES AND PAYABLES (continued)
c. The movement of allowance for impairment losses of acceptance receivables (continued)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (77,889) (25,439) (179,787) (283,115)
Transfer to lifetime expected
credit losses (Stage 2) 9,187 (113,409) - (104,222)
Transfer to credit
impaired (Stage 3) 62 3,329 (7,684) (4,293)
Transfer to 12 months expected
credit losses (Stage 1) (150) 25,681 - 25,531
Net changes in exposure 32,419 11,512 (110,040) (66,109)
Foreign exchange difference (1,719) (108) (6,660) (8,487)
Ending balance (38,090) (98,434) (304,171) (440,695)
Management believes that the allowance for impairment losses is adequate.
The Bank did not have balances of acceptance receivables and payables to and from related
parties.
10. BILLS RECEIVABLE
a. By type
2025 2024
Non-bank debtors 428,757 640,986
Other banks 11,401,719 8,253,899
Total 11,830,476 8,894,885
Allowance for impairment losses (5,381) (3,116)
Total - net 11,825,095 8,891,769
b. By currencies
2025 2024
Rupiah 3,894,193 3,497,781
Foreign currencies 7,936,283 5,397,104
Total 11,830,476 8,894,885
Allowance for impairment losses (5,381) (3,116)
Total - net 11,825,095 8,891,769
c. The movement of allowance for impairment losses of bills receivables
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (3,116) - - (3,116)
Transfer to 12 months expected
credit losses (Stage 1) (14) - - (14)
Net changes in exposure (1,582) (7) (581) (2,170)
Foreign exchange difference (88) 7 - (81)
Ending balance (4,800) - (581) (5,381)
506 Annual Report 2025 | PT Bank Central Asia Tbk
Page 509
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/40
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
10. BILLS RECEIVABLE (continued)
c. The movement of allowance for impairment losses of bills receivables (continued)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (4,516) - - (4,516)
Transfer to 12 months expected
credit losses (Stage 1) (75) - - (75)
Net changes in exposure 1,551 - 8 1,559
Foreign exchange difference (76) - (8) (84)
Ending balance (3,116) - - (3,116)
Management believes that the allowance for impairment losses is adequate.
The Bank did not have balances of bills receivables to related parties.
Average effective interest rates (yield) per annum of bills receivable were as follows:
2025 2024
Rupiah 10.00% 8.31%
Foreign currencies 4.66% 6.09%
11. SECURITIES PURCHASED UNDER AGREEMENTS TO RESELL
This account represents receivables to Bank Indonesia, other banks and third party for securities
purchased with agreements to resell with details as follows:
2025
Allowance for
Range of Deferred impairment
purchase date Range of sale date Resell price interest income losses Carrying value
Transactions with Bank Indonesia:
Underlying instruments:
Government Treasury Bills 3 - 10 Dec 25 4 - 11 Mar 26 2,203,570 (19,869) - 2,183,701
Government bonds 8 Oct - 26 Nov 25 7 Jan - 25 Feb 26 1,646,866 (8,559) - 1,638,307
3,850,436 (28,428) - 3,822,008
Transactions with other banks:
Underlying instruments:
Government bonds 2 - 31 Dec 25 2 - 15 Jan 26 767,578 (646) - 766,932
Sekuritas Rupiah Bank Indonesia 18 - 30 Dec 25 2 - 13 Jan 26 447,280 (279) - 447,001
1,214,858 (925) - 1,213,933
Transactions with non-bank:
Underlying instruments:
Shares 3 Sep - 16 Dec 25 19 Jan - 23 Nov 26 267,683 (23,672) (936) 243,075
Corporate bonds 3 Sep - 2 Dec 25 5 Jan - 23 Nov 26 6,595 (98) - 6,497
274,278 (23,770) (936) 249,572
5,339,572 (53,123) (936) 5,285,513
2024
Allowance for
Range of Deferred impairment
purchase date Range of sale date Resell price interest income losses Carrying value
Transactions with Bank Indonesia:
Underlying instruments:
Government bonds 28 Nov 24 28 Feb 25 48,312 (503) - 47,809
48,312 (503) - 47,809
Transactions with other banks:
Underlying instruments:
Government bonds 18 - 31 Dec 24 2 - 13 Jan 25 932,726 (860) (91) 931,775
Sekuritas Rupiah Bank Indonesia 16 - 30 Dec 24 13 Jan 25 435,353 (938) - 434,415
1,368,079 (1,798) (91) 1,366,190
Transactions with non-bank:
Underlying instruments:
Shares 3 Oct - 16 Dec 24 3 Jan - 16 Jun 25 38,273 (1,760) (950) 35,563
38,273 (1,760) (950) 35,563
1,454,664 (4,061) (1,041) 1,449,562
Annual Report 2025 | PT Bank Central Asia Tbk 507
Page 510
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/41
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
11. SECURITIES PURCHASED UNDER AGREEMENTS TO RESELL (continued)
The movement of allowance for impairment losses on securities purchased under agreements to
resell was as follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (1,041) - - (1,041)
Net changes in exposure 105 - - 105
Ending balance (936) - - (936)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (998) - - (998)
Net changes in exposure (43) - - (43)
Ending balance (1,041) - - (1,041)
Management believes that the allowance for impairment losses is adequate.
All securities purchased under agreements to resell were denominated in Rupiah currency.
The Group did not have balances of securities purchased under agreements to resell with related
parties.
Average effective interest rates (yield) per annum of securities purchased under agreements to
resell for the years ended 31 December 2025 and 2024 were 5.52% and 6.33%, respectively.
12. LOANS RECEIVABLE
Loans receivable consisted of:
a. By type
2025 2024
Working capital 433,323,451 405,477,821
Investment 356,926,607 315,243,921
Consumer 157,017,105 159,153,796
Credit card 19,744,975 18,222,967
Employee loans 3,221,096 3,212,348
Total 970,233,234 901,310,853
Allowance for impairment losses (29,752,034) (32,624,643)
Total - net 940,481,200 868,686,210
b. By currency
2025 2024
Rupiah 920,362,531 857,915,747
Foreign currencies 49,870,703 43,395,106
Total 970,233,234 901,310,853
Allowance for impairment losses (29,752,034) (32,624,643)
Total - net 940,481,200 868,686,210
508 Annual Report 2025 | PT Bank Central Asia Tbk
Page 511
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/42
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
12. LOANS RECEIVABLE (continued)
Loans receivable consisted of: (continued)
c. By economic sector
2025 2024
Manufacturing 211,585,937 197,319,989
Trading, restaurants and hotels 191,923,805 183,979,023
Business services 175,106,749 154,653,535
Household activities 160,237,373 162,779,686
Construction 43,221,971 38,598,617
Transportation and warehousing 43,103,465 37,841,985
Agriculture and agricultural facilities 42,479,686 38,159,778
Electricity, gas, and water 37,231,613 32,858,454
Mining 34,724,645 26,620,586
Social/public services 10,872,082 10,689,585
Others 19,745,908 17,809,615
Total 970,233,234 901,310,853
Allowance for impairment losses (29,752,034) (32,624,643)
Total - net 940,481,200 868,686,210
d. By maturity period
Loans receivable by maturity period based on loan agreements:
2025 2024
Up to 1 year 289,482,904 285,152,133
> 1 - 5 years 228,230,349 198,296,253
> 5 years 452,519,981 417,862,467
Total 970,233,234 901,310,853
Allowance for impairment losses (29,752,034) (32,624,643)
Total - net 940,481,200 868,686,210
e. By staging
Below is movement of loans based on stages during the years ended 31 December 2025 and
2024:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance 864,749,322 20,255,905 16,305,626 901,310,853
Transfer to lifetime expected credit
losses (Stage 2) (26,687,251) 29,960,239 (2,756,945) 516,043
Transfer to credit
impaired (Stage 3) (689,582) (16,314,654) 16,207,076 (797,160)
Transfer to 12 months expected
credit losses (Stage 1) 14,049,166 (12,859,917) (1,678,001) (488,752)
Net changes in exposure 81,522,764 (1,532,438) (4,215,899) 75,774,427
Written-off during the year - - (7,734,297) (7,734,297)
Foreign exchange difference 1,511,642 73,916 66,562 1,652,120
Ending balance 934,456,061 19,583,051 16,194,122 970,233,234
Annual Report 2025 | PT Bank Central Asia Tbk 509
Page 512
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/43
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
12. LOANS RECEIVABLE (continued)
Loans receivable consisted of: (continued)
e. By staging (continued)
Below is movement of loans based on stages during the years ended 31 December 2025 and
2024: (continued)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance 757,146,891 20,089,525 14,960,298 792,196,714
Transfer to lifetime expected credit
losses (Stage 2) (24,386,823) 26,065,000 (1,745,561) (67,384)
Transfer to credit
impaired (Stage 3) (725,285) (12,634,512) 12,688,630 (671,167)
Transfer to 12 months expected
credit losses (Stage 1) 11,067,999 (10,201,732) (1,473,483) (607,216)
Net changes in exposure 119,944,609 (3,185,859) (4,668,915) 112,089,835
Written-off during the year - - (3,564,430) (3,564,430)
Foreign exchange difference 1,701,931 123,483 109,087 1,934,501
Ending balance 864,749,322 20,255,905 16,305,626 901,310,853
f. By collectability and restructuring
This additional information is required by applicable regulations and is not required by Indonesian
Financial Accounting Standards. This additional information is part of Note 49 to the consolidated
financial statements:
i. By collectability
2025 2024
Current 937,311,901 867,113,405
Special mention 16,873,850 18,619,385
Sub-standard 1,353,139 1,139,670
Doubtful 1,831,286 1,248,012
Loss 12,863,058 13,190,381
Total 970,233,234 901,310,853
Allowance for impairment losses (29,752,034) (32,624,643)
Total - net 940,481,200 868,686,210
ii. Restructured loans
Credit restructuring carried out by modifying the facility structure and credit terms, including
lowering credit interest rates, extending credit terms, and others.
Restructured loans by collectability are as follows:
2025 2024
Current 12,296,611 11,897,353
Special mention 5,006,147 6,860,802
Sub-standard 421,506 386,834
Doubtful 350,589 221,515
Loss 7,776,226 9,420,098
Total 25,851,079 28,786,602
510 Annual Report 2025 | PT Bank Central Asia Tbk
Page 513
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/44
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
12. LOANS RECEIVABLE (continued)
Loans receivable consisted of: (continued)
g. Syndicated loans
Syndicated loans represent loans provided to debtors under syndication agreements with
other banks. Syndicated loans with risk sharing participation to the Bank’s financing were as
follows:
2025 2024
Bank's participation as participant, ranged between
2.00% - 84.00% and 2.00% - 81.49%. For the years
ended 31 December 2025 and 2024. 49,195,042 44,193,652
Bank's participation as arranger, ranged between
21.43% - 75.00% and 10.00% - 75.00%. For the years
ended 31 December 2025 and 2024. 51,616,640 44,281,409
100,811,682 88,475,061
h. The movement of allowance for impairment losses on loans receivable
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (11,802,878) (9,807,519) (11,014,246) (32,624,643)
Transfer to lifetime expected credit
losses (Stage 2) 1,153,917 (6,427,710) 1,038,143 (4,235,650)
Transfer to credit
impaired (Stage 3) 58,607 4,939,005 (6,303,521) (1,305,909)
Transfer to 12 months expected
credit losses (Stage 1) (1,028,397) 3,257,277 514,546 2,743,426
Net changes in exposure (126,257) (140,832) (1,673,039) (1,940,128)
Written-off during the year - - 7,734,297 7,734,297
Foreign exchange difference (25,536) (45,030) (52,861) (123,427)
Ending balance (11,770,544) (8,224,809) (9,756,681) (29,752,034)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (12,733,822) (10,303,493) (10,271,560) (33,308,875)
Transfer to lifetime expected credit
losses (Stage 2) 1,793,010 (5,834,839) 686,359 (3,355,470)
Transfer to credit
impaired (Stage 3) 94,436 3,422,967 (4,883,438) (1,366,035)
Transfer to 12 months expected
credit losses (Stage 1) (635,109) 1,754,524 412,258 1,531,673
Net changes in exposure (288,416) 1,226,107 (434,669) 503,022
Written-off during the year - - 3,564,430 3,564,430
Foreign exchange difference (32,977) (72,785) (87,626) (193,388)
Ending balance (11,802,878) (9,807,519) (11,014,246) (32,624,643)
Management believes that allowance for impairment losses is adequate.
As of 31 December 2025 and 2024, allowance for impairment losses on loans receivable to
related parties amounting to Rp 81,879 and Rp 56,052, respectively.
Annual Report 2025 | PT Bank Central Asia Tbk 511
Page 514
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/45
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
12. LOANS RECEIVABLE (continued)
Loans receivable consisted of: (continued)
i. Joint financing
The Bank entered into joint financing agreements with PT BCA Finance, the Subsidiary, for
financing the purchase of vehicles. All risks from the loss arising from these joint financing
facilities will be borne proportionally by both parties based on respective financing participation
(without recourse). The Bank’s portion of outstanding balance of joint financing receivable
facilities as of 31 December 2025 and 2024 were Rp 46,331,424 and Rp 54,623,153,
respectively.
j. The carrying amount of loans receivable are as follows:
2025 2024
Loans receivable 970,233,234 901,310,853
Accrued interest income 3,186,544 3,343,491
Allowance for impairment losses (Note 12g) (29,752,034) (32,624,643)
Total - net 943,667,744 872,029,701
k. Other significant information relating to loans receivable
As of 31 December 2025 and 2024, the Bank had no loans receivable which were pledged as
collaterals.
Demand deposits, saving and time deposits pledged as collateral for loans
receivable amounting to Rp 26,552,692 and Rp 18,465,132, respectively, as of
31 December 2025 and 2024 (Note 19).
Employee loans are loans given to Bank’s employees with interest rate at 4% per annum for
housing loans, motor vehicle loans, and loans for other purposes and the terms between 8
years to 20 years, specifically for the period 2022 - 2026 the Bank provides relief to employees
with an interest rate of 3.5% per year. Repayment of principal and interest which will be
effected through monthly salary deductions. The difference between the rate and market rate
will be recognised as subsidy and recorded as other assets, also amortised over the life of the
loans.
Average effective interest rates (yield) per annum of loans receivable were as follows:
2025 2024
Rupiah 7.43% 7.68%
Foreign currencies 5.26% 5.85%
Information regarding the ratio of small enterprises loans to total loans receivable provided by
the Bank and the non-performing loan ("NPL") ratio is disclosed in Note 49.
512 Annual Report 2025 | PT Bank Central Asia Tbk
Page 515
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/46
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
13. CONSUMER FINANCING RECEIVABLES
The Subsidiary’s amortised cost of consumer financing receivables were as follows:
2025 2024
Consumer financing receivables
- Self-financing by Subsidiaries 6,244,700 5,642,551
- Share in joint financing with related party
without recourse 8,902,189 11,067,888
Unamortised administration income - net (373,232) (514,472)
Unearned consumer financing income (5,307,159) (6,397,119)
Total 9,466,498 9,798,848
Allowance for impairment losses (512,511) (363,284)
Total - net 8,953,987 9,435,564
Contractual interest rates per annum for consumer financing during 2025 and 2024 were 3.59% -
49.98% and 3.62% - 49.98%, respectively.
The Subsidiary’s provide consumer financing contracts for 4 (four) wheels motor vehicles with
terms ranging from 3 (three) months to 6 (six) years, while consumer financing contracts for 2 (two)
wheels motor vehicles ranging from 1 (one) year to 4 (four) years.
The movement in the allowance for impairment losses on consumer financing receivables was as
follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (127,718) (18,860) (216,706) (363,284)
Net changes in exposure (181,930) (10,155) (453,000) (645,085)
Written-off during the year - - 495,858 495,858
Ending balance (309,648) (29,015) (173,848) (512,511)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (170,906) (17,819) (139,221) (327,946)
Net changes in exposure 43,188 (1,041) (395,649) (353,502)
Written-off during the year - - 318,164 318,164
Ending balance (127,718) (18,860) (216,706) (363,284)
As of 31 December 2025 and 2024, there are no consumer financing receivables pledged as
collateral.
Management believes that allowance for impairment losses is adequate.
Annual Report 2025 | PT Bank Central Asia Tbk 513
Page 516
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/47
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES
The details of investment securities were as follows:
a. By type
2025
Unamortised Allowance for
premium Unrealised impairment
Description Nominal amount (discount) gain (loss) losses Carrying value
Measured at amortised cost:
Government bonds,
- recapitalisation 2,574,961 61,248 - - 2,636,209
- non-recapitalisation 161,805,139 2,294,104 - - 164,099,243
Sukuk 53,042,669 (446,062) - (111) 52,596,496
Mutual fund units 350,000 - - (3,500) 346,500
Corporate bonds 7,380,098 (10,903) - (22,329) 7,346,866
Syariah Government
Treasury Bills 400,000 (4,586) - - 395,414
Money market instruments
Sekuritas Rupiah dan Valas
Bank Indonesia 93,110,205 (2,852,789) - - 90,257,416
Others 26,433 (21,309) - (1) 5,123
Measured at fair value
through other
comprehensive income:
Government bonds,
- non-recapitalisation 32,909,778 730,432 1,380,113 (19) 35,020,304
Sukuk of Bank Indonesia 568,902 - 32,153 - 601,055
Sukuk 13,109,940 (289,257) 315,703 (57,773) 13,078,613
Mutual fund units 16,719,767 - 483,161 (28,573) 17,174,355
Corporate bonds 25,171,613 132 422,343 (407,513) 25,186,575
Investment in shares 712,062 - - (105,416) 606,646
Sekuritas Rupiah dan Valas
Bank Indonesia 20,000 (7) 2 - 19,995
Others 50,000 - 697 (507) 50,190
Total 407,951,567 (538,997) 2,634,172 (625,742) 409,421,000
2024
Unamortised Allowance for
premium Unrealised impairment
Description Nominal amount (discount) gain (loss) losses Carrying value
Measured at amortised cost:
Government bonds,
- recapitalisation 1,930,915 18,519 - - 1,949,434
- non-recapitalisation 123,250,385 1,528,190 - - 124,778,575
T-Bond USA 1,287,600 (3,077) - (97) 1,284,426
Sukuk 55,769,079 (615,025) - (75) 55,153,979
Mutual fund units 300,000 - - (3,000) 297,000
Corporate bonds 6,877,539 884 - (44,814) 6,833,609
Medium-term notes 3,000,000 - - (619) 2,999,381
Money market instruments 775,000 - - (7,750) 767,250
Sekuritas Rupiah dan Valas
Bank Indonesia 81,121,216 (2,961,575) - - 78,159,641
Others 13,433 (5,002) - - 8,431
Measured at fair value
through other
comprehensive income:
Government bonds,
- non-recapitalisation 40,303,477 570,615 279,340 - 41,153,432
Sukuk of Bank Indonesia 1,035,278 - 15,474 - 1,050,752
Sukuk 19,869,363 (302,959) 19,926 (21,316) 19,565,014
Mutual fund units 14,062,049 - 310,914 (12,538) 14,360,425
Corporate bonds 22,740,537 - (264,785) (357,097) 22,118,655
Investment in shares 645,752 - - (105,260) 540,492
Sekuritas Rupiah dan Valas
Bank Indonesia 138,791 (6,800) (530) - 131,461
Total 373,120,414 (1,776,230) 360,339 (552,566) 371,151,957
514 Annual Report 2025 | PT Bank Central Asia Tbk
Page 517
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/48
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
The details of investment securities were as follows: (continued)
b. By currency
2025 2024
Rupiah 399,266,039 361,505,972
Foreign currencies 10,154,961 9,645,985
Total 409,421,000 371,151,957
As of 31 December 2024, investment securities included government bonds and Sekuritas Rupiah
Bank Indonesia with a carrying value of Rp 936,754 (par value of Rp 900,000) and Rp 285,504
(par value Rp 300,000), respectively, according to the agreement, The Bank must buy back the
government bonds on 2 January 2025 and 6 January 2025, also for Sekuritas Rupiah Bank
Indonesia on 13 January 2025. Carrying amount of liabilities (“securities sold under agreements to
repurchase”) in the consolidated statement of financial position amounted to Rp 1,330,996 as of
31 December 2024.
The detail of investment in mutual funds which owned by the Group which are classified by name
and total units are as follows:
2025 2024
Total Carrying Total Carrying
Investment in mutual funds units amount units amount
Reksa Dana Batavia Dana Kas Gebyar 388 1.572.862 137 528.923
Reksa Dana Tram Pundi Kas 2 671 1.065.308 350 528.250
Reksa Dana Terproteksi Syailendra Capital
Protected Fund 54 500 580.678 500 551.411
Reksa Dana Terproteksi Panin Proteksi 2038 500 528.781 500 502.968
Reksa Dana Terproteksi Ashmore Dana
Terproteksi Nusantara IV 500 520.117 500 515.943
Reksa Dana Terproteksi Bahana Centrum
Protected Fund 233 500 515.727 500 513.878
Reksa Dana Terproteksi Eastspring Bakti
Proteksi 1 500 513.256 500 509.665
Reksa Dana Terproteksi BNI-AM Proteksi
Amarilis 500 511.139 500 509.826
Reksa Dana Terproteksi BRI Proteksi 90 500 508.272 - -
Reksa Dana Terproteksi BRI Proteksi 85 500 507.178 - -
Reksa Dana Terproteksi Bahana Centrum
Protected Fund 227 500 507.040 500 506.898
Reksa Dana Terproteksi Trimegah Dana Berkala
12 500 506.832 500 506.585
Reksa Dana Terproteksi BRI MI Proteksi 103 500 506.754 500 502.991
Reksa Dana Terproteksi Allianz Capital Protected
Fund 62 500 506.673 500 506.140
Reksa Dana Terproteksi Schroder IDR Income
Plan VII 494 506.602 500 513.497
Reksa Dana Terproteksi Premier Proteksi XII 500 506.148 500 506.158
Reksa Dana Terproteksi BNI-AM Proteksi
Kamelia 500 505.737 500 505.233
Reksa Dana Terproteksi Mandiri Investa 3 499 504.890 499 503.893
Reksa Dana Terproteksi Manulife Proteksi Dana
Utama VII 500 503.820 500 502.255
Reksa Dana Terproteksi Manulife Proteksi Dana
Utama VIII 500 503.728 - -
Annual Report 2025 | PT Bank Central Asia Tbk 515
Page 518
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/49
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
The detail of investment in mutual funds which owned by the Group which are classified by name
and total units owned are as follows: (continued)
2025 2024
Total Carrying Total Carrying
Investment in mutual funds (continued) units amount units amount
Reksa Dana Terproteksi Manulife Proteksi Dana
Utama VI 500 503.637 500 503.458
Reksa Dana Terproteksi Sucorinvest Proteksi 53 500 502.529 - -
Reksa Dana Terproteksi Batavia Proteksi
Maxima 51 460 470.167 500 510.296
Reksa Dana Terproteksi Bahana Centrum
Protected Fund 232 407 420.015 500 514.010
Reksa Dana Terproteksi Mandiri Investa 2 406 415.793 500 511.401
Reksa Dana Terproteksi Batavia Proteksi
Maxima 63 399 402.184 - -
Reksa Dana Terproteksi Trimegah Terproteksi
Dana Berkala 17 375 379.985
Reksa Dana Terproteksi Allianz Capital
Protected Fund 66 318 320.805 - -
Reksa Dana Terproteksi BNP Paribas Lumina
Proteksi Rupiah 2 300 303.589 - -
Reksa Dana Terproteksi Trimegah Terproteksi
Dana Berkala 11 258 273.524 500 517.211
Reksa Dana Terproteksi Batavia Proteksi
Maxima 50 255 264.750 500 513.715
Reksa Dana Terproteksi Trimegah Dana Berkala
16 250 256.690 250 252.424
Reksa Dana Syariah Trimegah Kas Syariah 140 210.323 105 150.146
Reksa Dana Terproteksi BNP Paribas Lumina
Proteksi Rupiah 200 203.652 200 203.454
Reksa Dana Terproteksi BRI MI Proteksi 108 200 202.451 - -
Reksa Dana Syariah Syailendra Money Market
Fund 67 100.095 - -
Reksa Dana Syariah Penyertaan Terbatas PNM
Pembiayaan Mikro BUMN Seri XIII 100 100.000 100 100.000
Reksa Dana Syariah Penyertaan Terbatas PNM
Pembiayaan Mikro BUMN Seri XIV 100 100.000 100 100.000
Reksa Dana Syariah Penyertaan Terbatas PNM
Pembiayaan Mikro BUMN Seri XIX 100 100.000 - -
Reksa Dana Terproteksi Allianz Capital
Protected Fund 65 65 66.175 65 66.032
Reksa Dana Syariah Penyertaan Terbatas PNM
Pembiayaan Mikro BUMN Seri XX 50 50.000 - -
Reksa Dana Syariah Majoris Pasar Uang
Syariah Indonesia 17 25.022 18 25.025
Reksa Dana Terproteksi Panin Proteksi 2031 - - 500 510.130
Reksa Dana Terproteksi Danareksa Proteksi 90 - - 500 507.718
Reksa Dana Terproteksi Danareksa Proteksi 85 - - 500 505.896
Reksa Dana BNP Paribas Obligasi Berlian - - 222 223.828
Reksa Dana Syariah Penyertaan Terbatas PNM
Pembiayaan Mikro BUMN Seri XII - - 100 100.000
Reksa Dana Bahana ABF Indonesia Bond Index
Fund - - 1 69.785
Reksa Dana Eastspring Syariah Fixed Income
Amanah Kelas A - - 7 10.322
Reksa Dana Syailendra Pendapatan Tetap
Premium - - 6 10.319
Reksa Dana BNP Paribas Prima II - - 9 10.232
Reksa Dana Schroder Prestasi Gebyar Indonesia
II - - 3 10.232
516 Annual Report 2025 | PT Bank Central Asia Tbk
Page 519
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/50
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
The detail of investment in mutual funds which owned by the Group which are classified by name
and total units owned are as follows: (continued)
2025 2024
Total Carrying Total Carrying
Investment in mutual funds (continued) units amount units amount
Reksa Dana Sucorinvest Sharia Sukuk Fund - - 8 10.007
Reksa Dana Bahana Pendapatan Tetap Makara
Prima Kelas I - - 9 10.005
Reksa Dana BNP Paribas Sri Kehati - - 9 9.686
Total 17,552,928 14,672,963
Less:
Allowance for impairment losses (32,073) (15,538)
Total - net 17,520,855 14,657,425
The detail of investment in shares owned by the Group are as follows:
a. Based on counterparties:
2025 2024
Related parties 17,600 8,471
Third parties 694,462 637,281
Total 712,062 645,752
Allowance for impairment losses (105,416) (105,260)
Total - net 606,646 540,492
b. Based on nature of business and percentage of ownership:
2025 2024
Nature of Percentage of Carrying Percentage of Carrying
Company Name business ownership amount ownership amount
- PT Bank SMBC Indonesia Tbk Banking 1.03% 366,478 1.03% 366,478
- PT Bank HSBC Indonesia Banking 1.00% 184,025 1.06% 184,025
- PT Bank DBS Indonesia Banking 1.00% 56,400 1.00% 56,400
- PT Digital Otomotif Indonesia Marketplace 20.00% 17,600 20.00% 8,471
- PT Kliring Penjaminan Indonesia (“KPEI”) Capital Market 1.11% 20,000 1.11% 20,000
- PT Penyelesaian Transaksi Elektronik Nasional Services 17.50% 56,721 - -
- Others (respectively under Rp 8,000) Various 0.06% - 13.49% 10,838 0.06% - 13.49% 10,378
Total 712,062 645,752
Allowance for impairment losses (105,416) (105,260)
Total - net 606,646 540,492
Annual Report 2025 | PT Bank Central Asia Tbk 517
Page 520
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/51
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
The detail of investment in shares owned by the Group are as follows: (continued)
c. Based on Staging:
2025 2024
Stage 1 710,292 643,982
Stage 3 1,770 1,770
Total 712,062 645,752
Allowance for impairment losses (105,416) (105,260)
Total - net 606,646 540,492
The average effective interest rates (yield) per annum for investment securities were as follows:
2025 2024
Foreign Foreign
Rupiah (%) currencies (%) Rupiah (%) currencies (%)
Measured at amortised cost:
Government bonds 6.46 4.36 6.34 3.65
T-bond USA - 4.67 - 4.22
Sukuk 6.49 2.48 6.19 1.46
Corporate bonds 7.98 7.94 8.04 -
Medium-term notes 6.99 - 6.85 -
Government Treasury Bills 6.34 - - -
Sharia Government Treasury Bills 5.25 - - -
Sekuritas Rupiah Bank Indonesia 6.40 - 6.76 -
Sekuritas Valas Bank Indonesia - 4.38 - 5.50
Others 8.92 - 7.26 -
Measured at fair value through
other comprehensive income:
Government bonds 7.22 4.51 7.16 3.87
Medium-term notes - - 6.26 -
Sukuk Bank Indonesia 6.95 - 7.24 -
Sukuk 7.49 4.43 7.13 4.29
Corporate bonds 7.87 6.91 7.81 -
Sekuritas Rupiah Bank Indonesia 5.30 - 7.46 -
Others 9.58 - - -
The movement of allowance for impairment losses of investment securities was as follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (450,796) - (101,770) (552,566)
Net changes in exposure (16,105) (37,632) (19,322) (73,059)
Foreign exchange difference (117) - - (117)
Ending balance (467,018) (37,632) (121,092) (625,742)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (442,710) - (101,770) (544,480)
Net changes in exposure (8,070) - - (8,070)
Foreign exchange difference (16) - - (16)
Ending balance (450,796) - (101,770) (552,566)
518 Annual Report 2025 | PT Bank Central Asia Tbk
Page 521
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/52
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
Management believes that the allowance for impairment losses is adequate.
The movement of unrealised gains (losses) from the change in fair value of investment securities
at fair value through other comprehensive income was as follows:
2025
Foreign
Rupiah currencies Total
Beginning balance - before deferred income tax 353,608 (15,681) 337,927
Addition of unrealised gains (losses)
during the year - net 2,167,766 12,616 2,180,382
Realised gains (losses) during the year - net 88,369 5,941 94,310
Foreign exchange difference - (158) (158)
Total before deferred income tax 2,609,743 2,718 2,612,461
Deferred income tax (Note 20) (500,557)
Ending balance - net 2,111,904
2024
Foreign
Rupiah currencies Total
Beginning balance - before deferred income tax 1,193,549 (21,762) 1,171,787
Addition of unrealised gains (losses)
during the year - net (881,245) 1,774 (879,471)
Realised gains (losses) during the year - net 41,304 4,754 46,058
Foreign exchange difference - (447) (447)
Total before deferred income tax 353,608 (15,681) 337,927
Deferred income tax (Note 20) (64,713)
Ending balance - net 273,214
The following table represents the summary of ratings and investment securities ratings owned
by the Bank:
2025 2024
Rating Rating Agency Rating Rating Agency
Indonesian Government BBB Fitch BBB Fitch
United States of America Government - - AA+ Fitch
PT Astra Sedaya Finance AAA Fitch AAA Pefindo
PT Bank KB Indonesia Tbk AAA Fitch - -
PT Bank Mandiri (Persero) Tbk AAA Pefindo AAA Pefindo
PT Bank Mandiri Taspen AAA Pefindo AA Fitch
PT Bank Negara Indonesia (Persero) Tbk AAA Pefindo AAA Pefindo
PT Bank Pan Indonesia Tbk AA Pefindo AA Pefindo
PT Bank Pembangunan Daerah
Jawa Timur Tbk AA- Pefindo - -
PT Bank Pembangunan Daerah Sulawesi
Selatan dan Sulawesi Barat A+ Pefindo A+ Pefindo
Annual Report 2025 | PT Bank Central Asia Tbk 519
Page 522
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/53
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
14. INVESTMENT SECURITIES (continued)
The following table represents the summary of ratings and investment securities ratings owned
by the Bank:
2025 2024
Rating Rating Agency Rating Rating Agency
PT Bank Rakyat Indonesia (Persero) Tbk AAA Pefindo AAA Pefindo
PT Bank SMBC Indonesia Tbk AAA Pefindo AAA Pefindo
PT Bank SulutGo A Fitch A Fitch
PT Bank Syariah Indonesia Tbk AAA Pefindo - -
PT Barito Pacific Tbk A+ Pefindo A+ Pefindo
PT BFI Finance Indonesia Tbk AA- Fitch AA- Fitch
PT BRI Multifinance Indonesia AA Pefindo AA Pefindo
PT Bukit Makmur Mandiri Utama A+ Pefindo A+ Pefindo
PT Bumi Resources Tbk A+ Pefindo - -
PT Bumi Serpong Damai Tbk AA Pefindo - -
PT Bussan Auto Finance AAA Fitch AAA Pefindo
PT Chandra Asri Pacific Tbk AA- Pefindo AA- Pefindo
PT Dharma Satya Nusantara Tbk - - A Pefindo
PT Dian Swastatika Sentosa Tbk AA Pefindo AA Pefindo
PT Federal Internasional Finance AAA Pefindo AAA Pefindo
PT Indah Kiat Pulp & Paper Tbk A+ Pefindo A+ Pefindo
PT Indonesia Infrastructure Finance AAA Pefindo AAA Pefindo
PT Indonesian Paradise Property Tbk AAA Pefindo - -
PT Indosat Tbk - - AAA Pefindo
PT JACCS Mitra Pinasthika Mustika Finance Fitch
Indonesia Tbk AA Fitch AA Fitch
PT Jasa Marga A Pefindo - -
PT Kereta Api Indonesia (Persero) AAA Pefindo AAA Pefindo
PT Lautan Luas Tbk A Pefindo A Pefindo
PT Lontar Papyrus Pulp and Paper Industry A Pefindo A Pefindo
PT Mandiri Tunas Finance AAA Pefindo AAA Pefindo
PT Mayora Indah Tbk AA Pefindo AA Pefindo
PT Medco Energi International Tbk AA- Pefindo AA- Pefindo
PT Merdeka Battery Materials Tbk A Pefindo A Pefindo
PT Merdeka Copper Gold Tbk A+ Pefindo A+ Pefindo
PT Oki Pulp & Paper Mills A+ Pefindo A+ Pefindo
PT Omni Inovasi Indonesia Tbk Unrated Unrated Unrated Unrated
PT Oto Multiartha AAA Pefindo AAA Pefindo
PT Pegadaian AAA Pefindo AAA Pefindo
PT Permodalan Nasional Madani AAA Pefindo AA+ Pefindo
PT Petrosea Tbk A+ Pefindo A+ Pefindo
PT Pindo Deli Pulp Paper Mills A+ Pefindo - -
PT Petrindo Jaya Kreasi Tbk A Pefindo - -
PT Pos Indonesia (Persero) A Fitch A Fitch
PT Profesional Telekomunikasi Indonesia - - AAA Fitch
PT Pupuk Indonesia (Persero) AAA Pefindo AAA Pefindo
PT Sarana Multi Infrastruktur (Persero) AAA Pefindo AAA Pefindo
PT Sarana Multigriya Finansial (Persero) AAA Pefindo AAA Pefindo
PT Sinar Mas Agro Resources and
Technology Tbk AA- Pefindo AA- Pefindo
PT Steel Pipe Industry of Indonesia Tbk A Pefindo A Pefindo
PT Summarecon Agung Tbk A+ Pefindo A+ Pefindo
PT Surya Artha Nusantara Finance AA+ Fitch AA Pefindo
PT Tamaris Hidro AAA Pefindo AAA Pefindo
PT Tower Bersama Infrastructure Tbk AA+ Fitch AA+ Fitch
PT Toyota Astra Financial Services AAA Fitch AAA Fitch
PT XL Axiata Tbk - - AAA Fitch
520 Annual Report 2025 | PT Bank Central Asia Tbk
Page 523
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/54
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
15. PREPAID EXPENSES
2025 2024
Prepaid rent 421,211 129,415
Prepaid insurance 8,597 33,816
Others 1,283,891 806,695
Total 1,713,699 969,926
There were no prepaid expenses for related parties.
16. FIXED ASSETS
Fixed assets consisted of:
2025
Beginning Ending
balance Addition Deduction Reclassification Revaluation balance
Acquisition cost/revaluation amount
Direct ownership
Land 15,848,370 2,425 (16,379) 59,448 263,707 16,157,571
Buildings 7,768,626 24,918 (8,335) 89,137 - 7,874,346
Office furnitures, fixtures,
and equipments 11,518,827 1,371,077 182,275 - - 13,072,179
Construction in progress 1,270,684 516,509 (179,097) (148,585) - 1,459,511
Right-of-use assets
Land 103 68 (11) - - 160
Buildings 1,743,720 536,213 (489,446) - - 1,790,487
38,150,330 2,451,210 (510,993) - 263,707 40,354,254
Accumulated depreciation
Direct ownership
Buildings (3,294,788) (344,704) 5,403 - - (3,634,089)
Office furnitures, fixtures,
and equipments (5,814,428) (1,648,961) 47,611 - - (7,415,778)
Right-of-use assets
Land (37) (60) 11 - - (86)
Buildings (790,453) (409,055) 368,891 - - (830,617)
(9,899,706) (2,402,780) 421,916 - - (11,880,570)
Net book value 28,250,624 28,473,684
2024
Beginning Ending
balance Addition Deduction Reclassification Revaluation balance
Acquisition cost/revaluation amount
Direct ownership
Land 15,505,840 12,033 (30,266) 123,096 237,667 15,848,370
Buildings 6,616,198 49,244 (25,167) 1,128,351 - 7,768,626
Office furnitures, fixtures,
and equipments 10,248,439 2,940,835 (1,670,447) - - 11,518,827
Construction in progress 2,827,584 563,619 (869,072) (1,251,447) - 1,270,684
Right-of-use assets
Land 107 4 (8) - - 103
Buildings 1,698,558 607,444 (562,282) - - 1,743,720
Office furnitures, fixtures,
and equipments 9,371 - (9,371) - - -
Motor vehicles 18,770 - (18,770) - - -
36,924,867 4,173,179 (3,185,383) - 237,667 38,150,330
Accumulated depreciation
Direct ownership
Buildings (3,004,164) (310,019) 19,395 - - (3,294,788)
Office furnitures, fixtures,
and equipments (6,226,332) (1,250,634) 1,662,538 - - (5,814,428)
Right-of-use assets
Land (13) (32) 8 - - (37)
Buildings (842,043) (456,713) 508,303 - - (790,453)
Office furnitures, fixtures,
and equipments (9,161) - 9,161 - - -
Motor vehicles (18,410) - 18,410 - - -
(10,100,123) (2,017,398) 2,217,815 - - (9,899,706)
Net book value 26,824,744 28,250,624
Annual Report 2025 | PT Bank Central Asia Tbk 521
Page 524
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/55
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
16. FIXED ASSETS (continued)
Fixed assets consisted of: (continued)
As of 31 December 2025 and 2024, there are right-of-use assets - net for related parties amounting
to 230,160 and Rp 243,940, respectively (Note 45).
Construction in progress as of 31 December 2025 and 2024 were as follows:
2025 2024
Land 1,089,275 1,087,045
Buildings 175,907 79,850
Others 194,329 103,789
Total 1,459,511 1,270,684
Estimated percentage of the asset completion as of 31 December 2025 and 2024 were at 1% -
99%, respectively.
Revaluation of land assets
The Bank revalued its fixed assets in land category using external independent appraisal which
was performed in accordance with Indonesian Appraisal Standards (“SPI”), The Indonesian
Appraiser’s Code of Ethics (“KEPI”) and POJK No. 28/POJK.04/2021 regarding Valuation and
Presentation of Property Appraisal Report in the Capital Market.
The differences on land of revaluation in 2024 were recorded as “revaluation surplus of fixed
assets” and presented in other comprehensive income amounting to Rp 238,934. Net decrease of
carrying value arising from revaluation for the year 2024 amounting to Rp 1,267 were recorded in
the consolidated statements of profit or loss.
The differences on land of revaluation in 2025 were recorded as “revaluation surplus of fixed
assets” and presented in other comprehensive income amounting to Rp 254,503. Net increase of
carrying value arising from revaluation for the year 2025 amounting to Rp 9,204 were recorded in
the consolidated statements of profit or loss.
The fair value of land is determined based on market approach by comparing several comparable
land transactions that either have occurred or still in sales offering stage, by adjusting the
differences between fair value of land appraised and the comparable data and list of land price
that has been obtained. The value is also affected by the location, property rights, physical
characteristic, utilisation and other comparative elements.
The fair value measurement of the land is categorised as level 2 fair value based on the inputs to
the valuation technique used.
As of 31 December 2025 and 2024, the carrying value of Bank’s land if the land was recorded
using cost model amounting to Rp 4,570,935 and Rp 4,510,689, respectively.
Other information
The Bank did not have any fixed assets pledged as collateral.
Fixed assets disposal includes sales of assets are as follows:
2025 2024
Proceeds from sale 5,915 6,378
Net book value (11,210) (5,423)
Gain (loss) on sale (5,295) 955
Depreciation charged to general and administrative expenses for the years ended 31 December
2025 and 2024 amounting to Rp 2,411,177 and Rp 2,017,399, respectively.
522 Annual Report 2025 | PT Bank Central Asia Tbk
Page 525
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/56
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
16. FIXED ASSETS (continued)
Gain on sale of fixed assets recognised as part of other operating income for the years ended 31
December 2025 and 2024 amounting to Rp 4,370 and Rp 2,682, respectively.
Loss on sale of fixed assets recognised as part of other operating expenses for the years ended
31 December 2025 and 2024 amounting to Rp 9,665 and Rp 1,726, respectively.
The Bank has insured its fixed assets (excluding land rights) to cover the possible losses from fire,
theft, and natural disaster with a total coverage of Rp 30,608,291 as of 31 December 2025, and
Rp 27,220,336 as of 31 December 2024. Management believes that the sum insured is adequate
to cover possible losses on the insured fixed assets.
As of 31 December 2025 and 2024, the cost of fully depreciated fixed assets that were still in use
amounting to Rp 2,754,719 and Rp 1,488,316, respectively.
As of 31 December 2025 and 2024, the Bank does not have fixed assets that are temporarily not
used, nor fixed assets that are discontinued from active use which not classified as available for
sale.
Management believes, there is no impairment losses on fixed assets during 2025 and 2024.
Right-of-Use
As at 31 December 2025 and 2024, the finance lease liability in the Group's financial position
amounting to Rp 283,587 and Rp 302,470 was recorded as accruals and other liabilities (Note 23).
Interest expense on the finance lease liabilities as of 31 December 2025 and 2024 amounting to
Rp 21,553 and Rp 21,495 recorded as part of interest and sharia expense (Note 29).
17. INTANGIBLE ASSETS
2025 2024
Software 1,737,437 1,559,495
Goodwill 1,158,201 1,158,201
Others 6,981 4,979
Total 2,902,619 2,722,675
Amortisation of software (1,123,847) (917,036)
Total - net 1,778,772 1,805,639
18. OTHER ASSETS
2025 2024
Accrued interest income 9,167,872 8,326,105
Receivables related to ATM and credit card transactions 3,499,738 3,906,220
Term Deposits of Foreign Exchange from
Export Proceeds 2,688,844 3,082,192
Foreclosed assets 2,250,820 1,859,220
Insurance contract assets 642,232 588,163
Receivables from customer transactions 612,303 341,152
Others 8,366,306 6,583,390
Total 27,228,115 24,686,442
Allowance for impairment losses (1,978) (23,194)
Total - net 27,226,137 24,663,248
Annual Report 2025 | PT Bank Central Asia Tbk 523
Page 526
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/57
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
18. OTHER ASSETS (continued)
Accrued interest income consists of interest income from the placement, securities, government
bonds, loans, and assets from sharia transactions.
Receivables related to ATM and credit card transactions consist of receivables arising from ATM
transactions within ATM Bersama, Prima and Link network as well as receivables from Visa and
Master Card for credit card transactions.
Insurance contract assets represents balance arising from insurance/reinsurance activities of the
Subsidiaries.
Receivables from customer transactions represent receivables arising from the Subsidiaries’
securities trading transactions.
Term deposits of foreign exchange from export proceeds is an instrument where foreign exchange
from export proceeds from exporters' special account are placed in Bank Indonesia through Bank's
accounts in accordance with market mechanism.
Others mainly consist of unaccepted bills receivable, abandoned properties, interoffice accounts,
receivables from sales of investment in shares, Receivables from collateral vehicles repossed,
various form of recesivables from transaction with third parties, including clearing transactions, and
others.
Movement of allowance for impairment losses on other assets are as follows:
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance (3,135) (4,185) (15,874) (23,194)
Transfer to 12 months expected
credit losses (Stage 1) - 1,810 2,129 3,939
Net changes in exposure 1,219 2,375 13,745 17,339
Foreign exchange difference (62) - - (62)
Ending balance (1,978) - - (1,978)
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance (3,021) - - (3,021)
Transfer to 12 months expected
credit losses (Stage 1) - 4,219 - 4,219
Net changes in exposure (180) (8,404) (15,874) (24,458)
Foreign exchange difference 66 - - 66
Ending balance (3,135) (4,185) (15,874) (23,194)
Management believes that the allowance for impairment losses provided is adequate.
Other assets from related parties are disclosed in Note 45.
524 Annual Report 2025 | PT Bank Central Asia Tbk
Page 527
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/58
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
19. DEPOSITS FROM CUSTOMERS AND OTHER BANKS
a. Deposits from customers
2025 2024
Foreign Foreign
Rupiah currencies Total Rupiah currencies Total
Demand deposits 385,281,724 45,728,791 431,010,515 318,448,085 40,987,264 359,435,349
Savings 585,468,736 22,650,819 608,119,555 540,349,411 19,272,715 559,622,126
Time deposits 179,444,343 15,224,668 194,669,011 186,951,265 14,604,927 201,556,192
Total 1,150,194,803 83,604,278 1,233,799,081 1,045,748,761 74,864,906 1,120,613,667
Deposits from customers from related parties are disclosed in Note 45.
b. Deposits from other banks
2025 2024
Foreign Foreign
Rupiah currencies Total Rupiah currencies Total
Demand deposits 1,880,528 1,564,692 3,445,220 2,078,699 1,531,742 3,610,441
Time deposits 35,857 - 35,857 45,857 - 45,857
Interbank call money 485,000 - 485,000 - - -
Total 2,401,385 1,564,692 3,966,077 2,124,556 1,531,742 3,656,298
The Bank did not have balances of deposits from other banks from related parties.
c. The average effective interest rates (yield) per annum for deposits from customers and other
banks were as follows:
2025 2024
Foreign Foreign
Rupiah currencies Rupiah currencies
(%) (%) (%) (%)
Deposits from customers:
Demand deposits 0.94 0.80 0.79 0.61
Savings 0.09 0.32 0.07 0.35
Time deposits 3.02 2.02 3.13 2.12
Deposits from other banks:
Demand deposits 0.40 0.01 0.46 0.01
Time deposits 1.88 - 2.03 -
Interbank call money 5.24 - - -
d. Time deposits based on maturity period:
2025 2024
Foreign Foreign
Rupiah currencies Total Rupiah currencies Total
1 month 130,683,773 12,428,813 143,112,586 123,359,199 11,201,103 134,560,302
3 months 42,770,510 1,871,894 44,642,404 57,585,594 2,337,650 59,923,244
6 months 3,407,849 660,453 4,068,302 3,482,289 786,232 4,268,521
12 months 2,618,068 263,508 2,881,576 2,570,040 279,942 2,849,982
Total 179,480,200 15,224,668 194,704,868 186,997,122 14,604,927 201,602,049
e. Time deposits based on remaining period until maturity date:
2025 2024
Foreign Foreign
Rupiah currencies Total Rupiah currencies Total
Up to 1 month 145,403,078 13,067,647 158,470,725 142,376,626 11,923,673 154,300,299
> 1 - 3 months 30,265,412 1,666,777 31,932,189 40,873,549 2,138,306 43,011,855
> 3 - 6 months 2,345,750 361,696 2,707,446 2,284,886 395,052 2,679,938
> 6 - 12 months 1,465,960 128,548 1,594,508 1,462,061 147,896 1,609,957
Total 179,480,200 15,224,668 194,704,868 186,997,122 14,604,927 201,602,049
Annual Report 2025 | PT Bank Central Asia Tbk 525
Page 528
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/59
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
19. DEPOSITS FROM CUSTOMERS AND OTHER BANKS (continued)
f. Deposits pledged as collateral to loans granted by the Bank as of 31 December 2025 and
2024 (Note 12) were as follows:
2025 2024
Demand deposits 15,936,954 7,647,247
Savings 2,369,908 1,539,515
Time deposits 8,245,830 9,278,370
Total 26,552,692 18,465,132
20. INCOME TAX
a. Prepaid tax
2025 2024
Bank 72,843 1,532,246
Subsidiaries 4,158 29,929
Total 77,001 1,562,175
b. Tax payable
2025 2024
Current tax payable
Bank:
Corporate income tax payable - Article 25 1,056,339 -
Corporate income tax payable - Article 29 657,897 -
Subsidiaries:
Corporate income tax payable - Article 25/29 135,710 22,117
Total current tax payable 1,849,946 22,117
Other tax payable
Bank:
Income tax
Article 21 131,366 39,874
Article 23 351,070 347,122
Article 26 385,355 4,564
Others 125,864 102,008
Total 993,655 493,568
Subsidiaries 99,589 110,670
Total other tax payable 1,093,244 604,238
Total tax payable 2,943,190 626,355
526 Annual Report 2025 | PT Bank Central Asia Tbk
Page 529
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/60
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
c. Tax expenses
2025 2024
Current tax:
Current year
Bank*) 13,635,864 10,546,025
Subsidiaries 704,348 720,092
Total current tax 14,340,212 11,266,117
Deferred tax:
Origination (recovery) of temporary differences
Bank (565,605) 2,165,591
Subsidiaries (76,824) (65,132)
Total deferred tax (642,429) 2,100,459
Total tax expenses 13,697,783 13,366,576
*) Included in the current tax expense, the Bank made corrections to for the 2023 SPT and has made payments with
total underpayment of Rp 171,504 in 2025 (2024: for the 2020 and 2022 SPT with total underpayment of Rp
254,764).
The Group has no exposure to the application on the Regulation of the Minister of Finance of the
Republic of Indonesia Number 136 of 2024 which was issued on 31 December 2024 (“PMK-136
of year 2024 or Pillar Two") which has come into effect from 1 January 2025.
d. The bank has fulfilled the requirements in Law number 7 of 2021 dated 29 October 2021
concerning Harmonisation of Tax Regulations, to obtain a reduction in PPh rates of 3% (three
percent) becomes 19%.
Fulfilment of these requirements is carried out by Public Company Taxpayers by submitting
reports to the Directorate General of Taxes, including: monthly reports of share ownership of
issuers or public companies and recapitulation that has been reported from the Securities
Administration Bureau.
On 5 January 2026 and 6 January 2025, the Bank received a declaration letter from the
Securities Administration Bureau for the fulfilment of the above criteria for fiscal year 2025
and 2024, respectively.
Annual Report 2025 | PT Bank Central Asia Tbk 527
Page 530
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/61
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
e. The reconciliation of consolidated accounting income before tax and taxable income of the
Bank was as follows:
2025 2024
Consolidated accounting income before tax 71,260,876 68,217,850
Elimination 2,162,533 2,445,861
Before elimination 73,423,409 70,663,711
Subsidiary’s accounting income before tax (3,253,952) (3,245,713)
Accounting income before tax - Bank only 70,169,457 67,417,998
Permanent differences:
Employees' welfare 95,550 71,802
Rent income (45,919) (48,249)
Dividends from Subsidiaries (2,200,226) (2,402,602)
Interest income from off-shore
government bonds (14,059) (25,840)
Other expense (income) which cannot be deducted
for tax calculation purposes - net (116,617) 549,273
(2,281,271) (1,855,616)
Temporary differences:
Post-employment benefits obligation 70,553 133,855
Allowance for Impairment losses on financial assets 2,397,678 (12,316,400)
Allowance for Impairment losses on
non-financial assets 129,157 (523)
Accrued employees' benefits 99,481 280,999
Unrealised losses on investment securities and
placement with other banks measured at fair
value through profit or loss (247,597) (72,198)
Other income which cannot be deducted
for tax calculation purposes - net 527,594 576,422
2,976,866 (11,397,845)
Taxable income 70,865,052 54,164,537
f. The reconciliation between consolidated accounting income before tax multiplied by the
applicable maximum tax rate and income tax expense was as follows:
2025 2024
Consolidated accounting income before tax 71,260,876 68,217,850
Maximum tax rate 22% 22%
15,677,393 15,007,927
Permanent differences at 22% - Bank (501,880) (408,237)
Permanent differences at 22% - Subsidiaries 387,412 478,993
15,562,925 15,078,683
Adjustment of corporate income tax rate -
Bank (Note 20d) (2,036,646) (1,966,871)
Others 171,504 254,764
Income tax expense - consolidated 13,697,783 13,366,576
528 Annual Report 2025 | PT Bank Central Asia Tbk
Page 531
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/62
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
g. The calculation of current tax and income tax payable were as follows:
2025 2024
Taxable income:
Bank 70,865,052 54,164,535
Subsidiaries 3,201,582 3,273,145
74,066,634 57,437,680
Current tax:
Bank 13,635,864 10,291,262
Subsidiaries 704,348 720,092
14,340,212 11,011,354
Prepaid income taxes:
Bank (11,921,628) (11,766,013)
Subsidiaries (568,638) (697,975)
(12,490,266) (12,463,988)
Difference (over)/under payment:
Bank 1,714,236 (1,474,751)
Subsidiaries 135,710 22,117
Annual Tax Return (“SPT”) of Corporate Income Tax for fiscal year 2025 has not yet been
submitted. Taxable income results from reconciliation above is the basis in filling the Bank’s
Annual Tax Return (“SPT”) of Corporate Income Tax for the year ended 31 December 2025.
The calculations of income tax for the year ended 31 December 2024 conform to the Bank’s
Annual Tax Returns (“SPT”).
h. The significant items of deferred tax assets and liabilities as of 31 December 2025 and
2024 were as follows:
Recognised in
Recognised in current year
current year other comprehensive
2024 profit or loss income 2025
Deferred tax assets
Parent entity - Bank:
Post-employment benefits obligations 831,186 13,405 - 844,591
Allowance for impairment losses
of financial assets 2,004,014 458,485 - 2,462,499
Allowance for impairment losses
of non-financial assets 131,903 24,540 - 156,443
Accrued employees’ benefits 817,083 18,901 - 835,984
Depreciation on fixed assets (53,947) (68,817) - (122,764)
Unrealised gain (losses) on investment
securities and placement with other
banks measured at fair value through
other comprehensive income (65,882) - (381,257) (447,139)
Remeasurements of defined benefit
obligation 868,107 - 150,763 1,018,870
Unrealised gains (losses) on investment
securities and placement with other
banks measured at fair value through
profit or loss (30,757) (47,044) - (77,801)
Fiscal correction regarding SFAS 116 17,549 (5,478) - 12,071
Others 661,920 171,613 - 833,533
Deferred tax assets - net 5,181,176 565,605 (230,494) 5,516,287
Annual Report 2025 | PT Bank Central Asia Tbk 529
Page 532
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/63
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
h. The significant items of deferred tax assets and liabilities as of 31 December 2025 and
2024 were as follows: (continued)
Recognised in
Recognised in current year
current year other comprehensive
2024 profit or loss income 2025
Deferred tax assets (continued) 5,181,176 565,605 (230,494) 5,516,287
Subsidiaries:
PT BCA Finance 59,552 36,365 (1,522) 94,395
PT BCA Sekuritas 13,220 1,824 (4,644) 10,400
PT Bank BCA Syariah 89,096 9,369 (22,866) 75,599
PT Asuransi Umum BCA 74,901 (7,084) (905) 66,912
PT Asuransi Jiwa BCA 34,848 4,286 (24,764) 14,370
PT Bank Digital BCA 35,507 31,820 (248) 67,079
PT Central Capital Ventura 6,908 244 12 7,164
Deferred tax assets - net 314,032 76,824 (54,937) 335,919
Total deferred tax assets - net 5,495,208 642,429 (285,431) 5,852,206
Recognised in
Recognised in current year
current year other comprehensive
2023 profit or loss income 2024
Deferred tax assets
Parent entity - Bank:
Post-employment benefits obligations 805,753 25,433 - 831,186
Allowance for impairment losses
of financial assets 4,344,130 (2,340,116) - 2,004,014
Allowance for impairment losses
of non-financial assets 132,003 (100) - 131,903
Accrued employees’ benefits 763,693 53,390 - 817,083
Depreciation on fixed assets 9,868 (63,815) - (53,947)
Unrealised gain (losses) on investment
securities and placement with other
banks measured at fair value through
other comprehensive income (219,058) - 153,176 (65,882)
Remeasurements of defined benefit
obligation 882,253 - (14,146) 868,107
Unrealised gains (losses) on investment
securities and placement with other
banks measured at fair value through
profit or loss (17,039) (13,718) - (30,757)
Fiscal correction regarding SFAS 116 15,730 1,819 - 17,549
Others 490,404 171,516 - 661,920
Deferred tax assets - net 7,207,737 (2,165,591) 139,030 5,181,176
Subsidiaries:
PT BCA Finance 39,838 22,991 (3,277) 59,552
PT BCA Sekuritas 2,568 7,973 2,679 13,220
PT Bank BCA Syariah 58,501 27,839 2,756 89,096
PT Asuransi Umum BCA 64,691 10,196 14 74,901
PT Asuransi Jiwa BCA 30,264 2,074 2,510 34,848
PT BCA Multi Finance 13,749 (15,529) 1,780 -
PT Bank Digital BCA 30,289 6,285 (1,067) 35,507
PT Central Capital Ventura 3,599 3,303 6 6,908
Deferred tax assets - net 243,499 65,132 5,401 314,032
Total deferred tax assets - net 7,451,236 (2,100,459) 144,431 5,495,208
The amount of deferred tax assets of the Bank and subsidiaries, is included in total deferred tax
asset (liability) arising from unrealised gain (loss) from changes in fair value of investment
securities measured at fair value through other comprehensive income (Note 14) amounting to
Rp (447,850) and Rp (46,677) as of 31 December 2025, respectively, and Rp (55,500) and Rp
1,224 as of 31 December 2024.
Moreover, included in total deferred tax asset of the Bank was deferred tax asset (liability)
arising from unrealised gain (loss) from changes in fair value of placements with Bank
Indonesia and other banks at fair value through other comprehensive income (Note 7)
amounting to Rp 711 and Rp nil as of 31 December 2025 and 2024, respectively.
Management believes that total deferred tax assets arising from temporary differences are
probable to be realised in the future years.
530 Annual Report 2025 | PT Bank Central Asia Tbk
Page 533
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/64
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
i. In accordance with the provision of Indonesian taxation laws, the Group in Indonesia calculate,
pay, and report individual company tax return (submission of consolidated income tax
computation is not allowed) on the basis of self-assessment. The tax authorities may assess
or amend taxes within the statute of limitations, under prevailing regulations.
j. The Group tax positions may be challenged by the tax authorities. Management vigorously
defends the Group tax positions which are believed to be grounded on technical basis, and in
compliance with the tax regulations. Accordingly, management believes that the accruals for
tax liabilities are adequate for all open fiscal years based on the assessment of various
factors, including interpretations of tax law, other tax provisions and prior experience. This
assessment relies on estimates and assumptions and may involve judgment about future
events. New information may become available that causes management to change its
judgment regarding the adequacy of existing tax liabilities. The changes to tax liabilities will
impact tax expense in the period in which such determination is made.
k. Other Information
1. Tax Inspection
Fiscal Year 2021
On 10 September 2024, the Directorate General of Taxes issued a field inspection
notification letter for the 2021 tax year to the Bank. For the tax examination for fiscal year
2021, Directorate General of Taxes through Tax Assessment Letter (“SKP”) and Tax
Collection Letter (“STP”) dated 15 August 2025, has determined tax underpayment with
detail as follows:
a. Income Tax (including Corporate Income Tax) amounted Rp 754,660.
b. Value Added Tax (“VAT”) amounted Rp 6,577.
Fiscal Year 2024
On 4 September 2025, the Directorate General of Taxes issued a field inspection
notification letter for the 2024 tax year to the Bank.
2. Tax Objection
Fiscal Year 2021
On 12 September 2025, Bank has made payments of the SKP and STP amounting to
Rp 761,237. Of these payments, amounting to Rp 76,548 was not objected and was
charged in 2025, the remaining amount of Rp 684,689 was objected to on 13 November
2025 and recorded as other assets.
3. Tax Appeal and Judicial Review
Fiscal Year 2016
The Bank has filed an appeal against the tax objection that was not accepted by the Directorate
General of Taxes on 7 December 2020, amounting to Rp 735,407. On 30 August 2024, the
Tax Court rejected the Bank's appeal amounting to Rp 48,774, while the remainder has not
been decided by the Tax Court until the date of publication of the consolidated financial
statements. The Bank filed a Judicial Review to the Supreme Court on 5 December 2024, for
the rejected appeal amounting to Rp 48,774. Of the taxes amounting to Rp 48,774 that have
been submitted for Judicial Review (Peninjauan Kembali), only Rp 3,605 has been accepted
by the Supreme Court and was received by the Bank on 27 November 2025, with the decision
in favor of the Bank.
Annual Report 2025 | PT Bank Central Asia Tbk 531
Page 534
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/65
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
20. INCOME TAX (continued)
k. Other Information (continued)
3. Tax Appeal and Judicial Review (continued)
Fiscal Year 2017
The Bank has filed an appeal against the tax objection that was not accepted by the
Directorate General of Taxes on 25 February 2022, amounting to Rp 709,060. On
27 September 2024, the Tax Court partially accepted the Bank's appeal amounting to
Rp 47,724, while the remainder has not been decided by the Tax Court until the date of
publication of the consolidated financial statements. Of the amount that has been
decided, Rp 27,499 was received, while Rp 20,225 was not received and will be
submitted for Judicial Review (Peninjauan Kembali) by the Bank to the Supreme Court on
10 January 2025.
Fiscal Year 2018
The Bank has filed an appeal to the Tax Court on 19 February and 14 May 2025
amounting to Rp 77,362 and Rp 392,940. As of the date of the consolidated financial
statements, the decision of the Tax Court has not yet been issued.
21. BORROWINGS
Borrowings received by the Group were as follows:
By type and currency:
2025 2024
(1) Liquidity loans from Bank Indonesia, Rupiah:
Agriculture loans (Kredit Usaha Tani/"KUT"),
due date between 13 March 2000 up to
22 September 2000, in the process of closing
the agreement 577 577
(2) Borrowings from other banks:
Rupiah:
Citibank, N.A. 650,000 -
MUFG Bank, Ltd 435,000 -
PT Bank Mizuho 360,000 750,000
PT Bank UOB Indonesia 300,000 -
PT Bank Artha Graha Internasional Tbk 200,000 -
PT Bank Nationalnobu Tbk 100,000 -
PT Bank KEB Hana Indonesia 334 10,556
PT Bank SMBC Indonesia Tbk - 700,000
PT Bank China Construction Bank Indonesia Tbk - 285,779
PT Bank Ina Perdana Tbk - 200,000
2,045,334 1,946,335
Foreign currencies:
PT Bank Danamon Indonesia Tbk - 252,509
2,045,334 252,509
2,045,334 2,198,844
532 Annual Report 2025 | PT Bank Central Asia Tbk
Page 535
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/66
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
21. BORROWINGS (continued)
Borrowings received by the Group were as follows: (continued)
By type and currency: (continued)
2025 2024
(3) Others:
Foreign currencies 1,525 43,095
1,525 43,095
Total 2,047,436 2,242,516
The average effective interest rates (yield) per annum for borrowings were as follows:
2025 2024
Rupiah 6.32% 5.49%
Foreign currencies - 6.00%
The Group does not have any borrowing balance from other banks from related parties.
(1) Rupiah liquidity loans from Bank Indonesia
Rupiah liquidity loans from Bank Indonesia represent credit facilities obtained by the Bank
as a national private bank in Indonesia, to be distributed to qualified Indonesian debtors under
the loan facility program.
(2) Borrowings from other banks
Represent working capital loans of Subsidiaries. The details of borrowing facilities received
were as follows:
Bank Total facility Maturity date of facility
2025 2024 2025 2024
Rupiah:
PT Bank Mandiri (Persero) Tbk 500,000 500,000 24-May-2026 24-May-2025
PT SMBC Indonesia Tbk 800,000 800,000 30-May-2026 31-May-2025
PT Bank China Construction
Bank Indonesia Tbk - 285,779 - 17-Jul-2027
PT Bank Danamon Indonesia Tbk *) 250,000 250,000 12-Nov-2026 24-Dec-2024
PT Bank UOB Indonesia *) 475,000 475,000 21-Sep-2026 21-Sep-2025
PT Bank Mizuho Indonesia *)
750,000 750,000 22-Nov-2026 22-Nov-2025
PT Bank Pan Indonesia Tbk - 500,000 - 4-Aug-2025
PT Bank Ina Perdana Tbk 200,000 200,000 16-Dec-2026 16-Dec-2025
PT Bank Nationalnobu Tbk 100,000 100,000 24-Feb-2026 24-Feb-2025
PT Bank KEB Hana Indonesia 334 10,556 30-Jan-2026 30-Jan-2026
MUFG Bank, Ltd 500,000 - 20-Mar-2026 -
PT Bank Artha Graha Internasional Tbk 200,000 - 19-Nov-2026 -
Citibank, N.A. 940,000 - 20-Mar-2026 -
Foreign currencies (full amount):
Citibank, N.A, - Indonesia Branch*) - USD 60,000,000 - 20-Mar-2025
*) Available to be withdrawn partially in US Dollar/Rupiah
Annual Report 2025 | PT Bank Central Asia Tbk 533
Page 536
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/67
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
21. BORROWINGS (continued)
(2) Borrowings from other banks (continued)
Group had no consumer financing receivables which were pledged as collaterals from
other banks.
All loan agreements above are include certain covenants which are normally required for
such credit facilities, such as limitations to initiate merger or consolidation with other parties,
obtain loans from other parties except loans obtained in the normal course of business, or
changes its capital structure and/or Articles of Association without notification to/prior
written approval from the creditors and maintenance of certain agreed financial ratios.
The required financial ratios was as follows:
2025 2024
Requirement Fulfilment Requirement Fulfilment
1. Debt to Equity Maximum 10 times < 1 time Maximum 10 times < 1 time
2. Receivable to Total Assets Minimum 40% 91.38% Minimum 40% 86.29%
3. Current ratio Minimum 1.1 times 1.43 times Minimum 1.1 times 1.72 times
4. Non performing financing (“NPF”) Maximum 5% 2.37% Maximum 5% 2.88%
of total receivables of total receivables
The range of contractual interest rates for borrowings from other banks was as follows:
2025 2024
Rupiah 4.75% - 8.25% 5.90% - 8.50%
Foreign currencies - 5.90%
22. ESTIMATED LOSSES FROM COMMITMENTS AND CONTINGENCIES
Estimated losses from commitments and contingencies consist of:
a. By type
2025 2024
Unused credit facilities 2,814,844 2,898,326
Bank guarantees issued 26,746 31,245
Irrevocable Letters of Credit Facilities 25,319 45,616
Total 2,866,909 2,975,187
b. By currencies
2025 2024
Rupiah 2,651,861 2,720,671
Foreign currencies 215,048 254,516
Total 2,866,909 2,975,187
c. By relationship
2025 2024
Related parties 14,094 4,030
Third parties 2,852,815 2,971,157
Total 2,866,909 2,975,187
534 Annual Report 2025 | PT Bank Central Asia Tbk
Page 537
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/68
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
22. ESTIMATED LOSSES FROM COMMITMENTS AND CONTINGENCIES (continued)
Estimated losses from commitments and contingencies consist of: (continued)
d. Changes in estimated losses from commitments and contingencies
2025
Stage 1 Stage 2 Stage 3 Total
Beginning balance 2,815,315 130,551 29,321 2,975,187
Transfer to lifetime expected credit
losses (Stage 2) (34,414) 201,469 - 167,055
Transfer to credit
impaired (Stage 3) (1,196) (39,901) 276 (40,821)
Transfer to 12 months expected
credit losses (Stage 1) 16,026 (61,948) - (45,922)
Net changes in exposure (60,312) (114,862) (22,040) (197,214)
Foreign exchange difference 7,088 993 543 8,624
Ending balance 2,742,507 116,302 8,100 2,866,909
2024
Stage 1 Stage 2 Stage 3 Total
Beginning balance 3,181,093 148,170 42,411 3,371,674
Transfer to lifetime expected credit
losses (Stage 2) (27,752) 146,900 - 119,148
Transfer to credit
impaired (Stage 3) (1,402) (37,003) 1,892 (36,513)
Transfer to 12 months expected
credit losses (Stage 1) 17,879 (87,636) - (69,757)
Net changes in exposure (363,030) (41,276) (16,576) (420,882)
Foreign exchange difference 8,527 1,396 1,594 11,517
Ending balance 2,815,315 130,551 29,321 2,975,187
Management believes that the allowance for impairment losses is adequate.
23. ACCRUALS AND OTHER LIABILITIES
2025 2024
Insurance contract liabilities 4,666,685 3,638,450
Unearned revenue 3,989,879 3,758,457
Term Deposits of Foreign Exchange from
Export Proceeds 2,688,844 3,082,192
Liabilities related to ATM and credit card transactions 2,418,312 2,411,852
Electronic money 1,494,432 1,369,505
Customers transfer transactions 1,396,243 1,952,908
Liabilities from customer transactions 856,449 207,610
Security deposits 308,370 275,896
Finance lease liabilities (Note 16, 37) 283,587 302,470
Accrued interest expenses 252,056 290,439
Others 10,914,078 10,225,670
Total 29,268,935 27,515,449
Annual Report 2025 | PT Bank Central Asia Tbk 535
Page 538
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/69
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
23. ACCRUALS AND OTHER LIABILITIES (continued)
Liabilities related to ATM and credit card transactions consist of liabilities on ATM transactions
within ATM Bersama, Prima and Link, and liabilities to Master Card and Visa for credit card
transactions.
Unearned revenue consists of income from loan commission.
Insurance contract liabilities represents balance arising from insurance/reinsurance activities of
the subsidiaries.
Electronic money represents liabilities of the Bank from cash deposited by customers electronically
and not considered as deposits as stipulated in banking laws.
Accrued interest expenses consist of accrued interest from deposits from customers and other
banks, derivatives, borrowings, securities sold under repurchase agreement and subordinated
bonds.
Liabilities from customer transactions represent liabilities of Subsidiaries for trading securities
transactions, which consist of liabilities to PT Kliring Penjaminan Efek Indonesia (“KPEI”) related
to purchase of securities transactions and deposits rendered by Subsidiaries, and liabilities from
customer transactions related to selling of securities transactions that will be matured in a short
period, usually in 2 (two) days from date of trading.
The security deposit is a guarantee of cash deposited by customers from export-import transaction
and issuance of bank guarantees.
Finance lease liabilities represent lease liabilities related to the implementation of SFAS 116.
Term deposits of foreign exchange from export proceeds is an instrument where foreign exchange
from export proceeds from exporters' special account are placed in Bank Indonesia through Bank's
accounts in accordance with market mechanism.
Customer transfer transactions are liabilities arising from clearing, inward remittance and outward
remittance transactions that have not been settled.
Others mainly consist of short-term liabilities to employee, interoffice accounts, deposit and
unsettled transactions.
24. SUBORDINATED BONDS
2025 2024
Bank Central Asia Continuous
Subordinated Bonds I Phase I Year 2018 65,000 500,000
Total 65,000 500,000
536 Annual Report 2025 | PT Bank Central Asia Tbk
Page 539
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/70
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
24. SUBORDINATED BONDS (continued)
The details of subordinated bonds were as follows:
Effective and
Instruments issued date Approval Principal amount Terms Maturity date Interest rate
Bank Central Asia Effective date No. S-03825/ Rp 435,000 7 Years 5 July 2025 7.75%
Continuous 26 June 2018 BEI.PP2/07-2018
Subordinated Issued date
Bonds I Phase I 5 July 2018
Year 2018 -
Series A
Bank Central Asia Effective date No. S-03825/ Rp 65,000 12 Years 5 July 2030 8.00%
Continuous 26 June 2018 BEI.PP2/07-2018
Subordinated Issued date
Bonds I Phase I 5 July 2018
Year 2018 -
Series B
Bank Central Asia Continuous Subordinated Bonds I Phase I Year 2018 – Series A reached its
maturity on 5 July 2025.
Interest of Bank Central Asia Continuous Subordinated Bonds I Phase I Year 2018 - Series A and
B are paid quarterly since the issuance date, with no option of accelerating the Subordinated Bonds
interest payment. The first payment of interest was due on 5 October 2018. Bank Central Asia
Continuous Subordinated Bonds I Phase I Year 2018 - Series A and B can be calculated as
supplementary capital (Tier 2) based on OJK Regulation No. 11/POJK.03/2016 and to increase
collection structure of long-term funding. The proceeds from issuance of Bank Central Asia
Continuous Subordinated Bonds I Phase I Year 2018 - Series A and B will be used to grow the
Bank's business, especially for credit expansion.
The trustee of the above subordinated bonds is PT Bank Rakyat Indonesia (Persero) Tbk that is
not a related party to the Bank.
Based on the result of long-term debt rating by PT Pemeringkat Efek Indonesia (PT Pefindo), the
rating of subordinated bonds is as follows:
2025 2024
Rating Rating
Description Rating Period Rating Period
Bank Central Asia Continuous
Subordinated Bonds I 3 March 2025 - 8 March 2024 -
Phase I Year 2018 idAA 1 March 2026 idAA 1 March 2025
The Trusteeship Agreement provides several negative covenants that should be complied by the
Bank among others, prior to the repayment of the bonds payable, without the written consent from
the Trustee, the Bank is not allowed to:
a. Pledge majority or all of the Bank's present or future income or assets outside Bank's main
business, except if the actions are performed to meet regulatory requirements or related with
short term liquidity borrowing or related with the Bank's option for recovery plan;
b. Change the Bank main business;
Annual Report 2025 | PT Bank Central Asia Tbk 537
Page 540
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/71
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
24. SUBORDINATED BONDS (continued)
The Trusteeship Agreement provides several negative covenants that should be complied by the
Bank among others, prior to the repayment of the bonds payable, without the written consent from
the Trustee, the Bank is not allowed to: (continued)
c. Reduce authorised capital and paid-up capital unless the reduction is made on the basis of a
request from the Government of Indonesia or authority order (include but not limited to BI,
OJK, the Minister of Finance in the Republic of Indonesia and/or monetary authorities as well
as restructuring authorities in the Banking sector in accordance with the prevailing laws in
Indonesia);
d. Merger or consolidation with other companies which cause dilution of the Bank.
As of 31 December 2025 and 2024, the Bank was in compliance with all significant covenants in
relation to the subordinated debts agreements. Payments of interest had been paid on a timely
basis.
25. SHARE CAPITAL
The composition of the Bank’s share capital as of 31 December 2025 and 2024 were as follows:
2025 2024
Number of shares Total par value Number of shares Total par value
Share capital – par value at Rp 12.50
(full amount) per share 440,000,000,000 5,500,000 440,000,000,000 5,500,000
Unissued (316,724,950,000) (3,959,062) (316,724,950,000) (3,959,062)
Outstanding shares (issued and fully paid) 123,275,050,000 1,540,938 123,275,050,000 1,540,938
The composition of shareholders as of 31 December 2025 and 2024 were as follows:
2025
Number of
shares Total par value %
PT Dwimuria Investama Andalan*) 67,729,950,000 846,624 54.94
Commissioners
Jahja Setiaatmadja 34,933,644 437 0.03
Tonny Kusnadi 7,502,058 94 0.01
Directors
Gregory Hendra Lembong 1,531,282 19 0.00
Armand W. Hartono 4,256,065 53 0.00
John Kosasih 1,094,492 14 0.00
Subur Tan 11,169,044 140 0.01
Rudy Susanto 3,431,711 43 0.00
Lianawaty Suwono 2,840,417 35 0.00
Santoso 3,269,028 41 0.00
Vera Eve Lim 2,731,601 34 0.00
Haryanto Tiara Budiman 1,057,378 13 0.00
Frengky Chandra Kusuma 2,429,926 30 0.00
Antonius Widodo Mulyono 440,838 6 0.00
Hendra Tanumihardja 193,206 2 0.00
Public shareholders**) 55,206,202,510 690,078 44.80
123,013,033,200 1,537,663 99.79
Treasury stock, par value 262,016,800 3,275 0.21
Total 123,275,050,000 1,540,938 100.00
*) The shareholders of PT Dwimuria Investama Andalan are Mr. Robert Budi Hartono and Mr. Bambang Hartono, therefore the ultimate shareholders of the
Bank are Mr. Robert Budi Hartono and Mr. Bambang Hartono.
**) In the composition of shares held by the public, there was 2.49% shares owned by parties affiliated with PT Dwimuria Investama Andalan.
538 Annual Report 2025 | PT Bank Central Asia Tbk
Page 541
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/72
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
25. SHARE CAPITAL (continued)
The composition of shareholders as of 31 December 2025 and 2024 were as follows: (continued)
2024
Number of
shares Total par value %
PT Dwimuria Investama Andalan *)
67,729,950,000 846,624 54.94
Commissioners
Djohan Emir Setijoso 106,824,845 1,335 0.09
Tonny Kusnadi 7,269,681 91 0.01
Directors
Jahja Setiaatmadja 33,850,785 423 0.03
Armand W. Hartono 4,256,065 53 0.00
Gregory Hendra Lembong 977,547 12 0.00
Subur Tan 10,710,172 134 0.01
Rudy Susanto 2,908,127 36 0.00
Lianawaty Suwono 2,264,685 28 0.00
Santoso 2,690,902 34 0.00
Vera Eve Lim 2,212,324 28 0.00
Haryanto Tiara Budiman 776,099 10 0.00
Frengky Chandra Kusuma 2,107,984 26 0.00
John Kosasih 731,076 9 0.00
Antonius Widodo Mulyono 262,511 3 0.00
Public shareholders**) 55,367,257,197 692,092 44.92
123,275,050,000 1,540,938 100.00
*) The shareholders of PT Dwimuria Investama Andalan are Mr. Robert Budi Hartono and Mr. Bambang Hartono, therefore the ultimate shareholders of the
Bank are Mr. Robert Budi Hartono and Mr. Bambang Hartono.
**) In the composition of shares held by the public, there was 2.49% shares owned by parties affiliated with PT Dwimuria Investama Andalan.
26. ADDITIONAL PAID-IN CAPITAL
Additional paid-in capital as of 31 December 2025 and 2024 are as follows:
2025 2024
Additional paid-in capital from share capital
payments 29,453,007 29,453,007
Elimination of accumulated loss through
quasi-reorganisation on 31 October 2000*) (25,853,162) (25,853,162)
Additional paid-in capital from the exercise of
stock options 296,088 296,088
Additional paid-in capital from treasury stock
transactions (Note 1c) 1,815,435 1,815,435
Difference in values from business combination
transaction of entities under common control
(Note 2e) (219,050) (162,391)
5,492,318 5,548,977
*)
On 31 October 2000, the Bank adopted SFAS No. 51, “Accounting for Quasi-Reorganisation” to achieve a “fresh start” reporting. Fresh start
reporting requires the revaluation of all its assets and liabilities recorded by using the fair value and elimination of its accumulated deficit.
Pursuant to the implementation of quasi-reorganisation, the Bank’s accumulated losses as of 31 October 2000 amounted to Rp 25,853,162
had been eliminated against the additional paid-in capital. The implementation of quasi-reorganisation had been approved by Bank Indonesia
through its Letter No. 3/165/DPwB2/IDWB2 dated 21 February 2001 and by the shareholders in their Extraordinary General Meeting of
Shareholders on 12 April 2001 (the minutes of meeting drawn up by Notary Hendra Karyadi, S.H., in Notary Deed No. 25).
Annual Report 2025 | PT Bank Central Asia Tbk 539
Page 542
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/73
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
27. COMMITMENTS AND CONTINGENCIES
As of 31 December 2025 and 2024, the Group commitments and contingencies were as follows:
2025 2024
Amount in Amount in
Type of foreign Rupiah foreign Rupiah
Currencies currencies*) equivalent currencies*) equivalent
Commitments
Committed receivables:
Borrowing facilities received
and unused Rupiah 2,795,000 1,912,490
USD - - 60,000,000 965,700
2,795,000 2,878,190
Others Rupiah 222,198 406,294
USD 1,700,196 28,351 7,329,059 117,961
250,549 524,255
3,045,549 3,402,445
Committed liabilities:
Unused credit facilities to
customers - committed Rupiah 322,060,768 290,674,248
USD 1,595,628,925 26,607,112 1,663,976,586 26,781,703
Others,
USD equivalent 44,072,712 734,912 46,672,341 751,191
349,402,792 318,207,142
Unused credit facilities to
other banks - committed Rupiah 2,299,975 2,402,770
USD 555,556 9,264 555,556 8,942
2,309,239 2,411,712
Irrevocable Letters of
Credit facilities to
customers Rupiah 3,065,720 2,368,497
USD 307,726,997 5,131,348 385,002,020 6,196,608
Others,
USD equivalent 120,471,876 2,008,869 92,600,368 1,490,403
10,205,937 10,055,508
Others Rupiah 264,315 866,726
USD 4,277,517 71,327 13,960,128 224,688
335,642 1,091,414
362,253,610 331,765,776
Contingencies
Contingent receivables:
Bank guarantees received Rupiah 604,625 529,573
604,625 529,573
Contingent liabilities:
Bank guarantee issued
to customers Rupiah 22,351,401 21,381,921
USD 364,036,250 6,070,304 323,378,273 5,204,773
Others,
USD equivalent 52,267,031 871,553 8,639,700 139,056
29,293,258 26,725,750
Others Rupiah 89 89
29,293,347 26,725,839
*)
Total in full amount.
540 Annual Report 2025 | PT Bank Central Asia Tbk
Page 543
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/74
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
27. COMMITMENTS AND CONTINGENCIES (continued)
Additional information
As of 31 December 2025 and 2024, the Group had unused credit facilities to customers -
uncommitted amounting to Rp 100,451,029 and Rp 93,421,932, respectively.
Group had no unused credit facilities to other Banks - uncommitted.
The Bank is a party to various unresolved legal actions, administrative proceedings, and claims in
the ordinary course of its business. It is not possible to predict with certainty whether or not the Bank
will be successful in any of these legal matters or, if not, what the impact might be. However, the
Bank’s management does not expect that the results in any of these proceedings will have a material
adverse effect on the Bank’s results of operations, financial position or liquidity.
Commitments and contingencies from related parties are disclosed in Note 45.
28. INTEREST AND SHARIA INCOME
Interest and sharia income consist of:
2025 2024
Interest income
Loan receivable 67,446,394 63,092,902
Investment securities 24,163,987 22,259,179
Consumer financing receivables and finance lease
receivables 3,625,497 3,594,918
Securities purchased under agreements to resell 727,466 2,542,353
Placements with Bank Indonesia and other banks 633,824 711,706
Bills receivable 525,723 691,152
Others 841,487 1,099,139
97,964,378 93,991,349
Sharia income
Sharia profit sharing 948,274 805,105
Total 98,912,652 94,796,454
Included in interest income from loans receivable was interest from the effect of discounting of
impaired financial assets for the year ended 31 December 2025 and 2024 amounting to Rp (4,135)
and Rp 11,364, respectively.
Interest income from loans receivable to related parties is disclosed in Note 45.
Annual Report 2025 | PT Bank Central Asia Tbk 541
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/75
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
29. INTEREST AND SHARIA EXPENSES
Interest and sharia expenses consist of:
2025 2024
Interest expenses
Deposits from customers 10,087,427 9,503,963
Guarantee premium 2,386,381 2,251,915
Debt securities issued 22,431 38,913
Deposits from other banks 58,559 82,919
Borrowings 82,708 87,713
Securities sold under agreements to repurchase 182,783 150,262
Others 21,553 21,495
12,841,842 12,137,180
Sharia expense
Sharia 522,653 395,110
Total 13,364,495 12,532,290
Interest and sharia expenses for deposits from customers to related parties are disclosed in Note
45.
30. FEES AND COMMISSION INCOME - NET
Represent fees and commission income related to:
2025 2024
Credit 2,751,126 2,428,359
Trade 1,199,308 1,112,506
CASA and Transactional 14,012,215 12,887,956
Wealth 998,149 863,046
Others 699,309 688,054
Total 19,660,107 17,979,921
Fees and commission expenses - (2)
Total - net 19,660,107 17,979,919
Commissions from CASA and Transactional are commission income related to credit and debit
card transactions which have been reduced by costs directly related to these transactions.
Fee and commission income from loans receivable were fee and commission income related to
disbursement of loan facilities which were not an integral part of effective interest rates.
542 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/76
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
31. NET INCOME FROM TRANSACTION AT FAIR VALUE THROUGH PROFIT OR LOSS
Net income from transaction at fair value through profit or loss consists of:
2025 2024
Interest income from financial assets measured at
fair value through profit or loss 206,719 254,702
Unrealised gains (losses) from financial assets measured
at fair value through profit or loss - net 355,685 (223,207)
Realised gains (losses) on spot and derivative
transactions - net 1,210,453 1,300,521
Gains (losses) on sale of financial assets measured
at fair value through profit or loss - net 2,234,287 1,522,513
4,007,144 2,854,529
32. ADDITION (REVERSAL) OF IMPAIRMENT LOSSES ON ASSETS
2025 2024
Loans receivable (Note 12h) 4,738,261 2,686,810
Consumer financing receivables (Note 13) 645,085 353,502
Investment securities (Note 14) 73,059 8,070
Sharia financing 11,147 80,802
Acceptance receivables (Note 9c) (254,186) 149,093
Estimated losses from commitments
and contingencies (Note 22) (116,902) (408,004)
Others (16,633) 18,568
5,079,831 2,888,841
Recoveries on assets previously written-off (1,068,784) (854,388)
Addition (reversal) of impairment losses on assets 4,011,047 2,034,453
33. PERSONNEL EXPENSES
2025 2024
Salaries and wages 9,074,991 9,066,310
Employees' benefits and compensations 6,292,477 6,291,396
Post-employment benefits (Note 2d) 1,643,533 1,319,538
Pension plan contribution 390,705 369,061
Training 379,064 397,937
17,780,770 17,444,242
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/77
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
34. GENERAL AND ADMINISTRATIVE EXPENSES
2025 2024
Office supplies 5,694,527 5,833,053
Repair and maintenance 2,377,394 2,020,849
Depreciation 2,402,780 2,017,454
Communication 1,241,776 1,828,596
Promotion 1,596,938 1,657,278
Rental 1,334,875 1,143,353
Professional fees 484,399 777,296
Water, electricity and fuel 311,789 324,939
Final tax expenses 240,707 262,826
Amortisation of intangible assets - software 199,255 150,095
Computer and software 74,841 128,701
Insurance 86,722 64,510
Transportation 58,701 59,903
Research and development 51,439 33,155
Security 21,940 21,709
Others 602,032 550,425
16,780,115 16,874,142
35. BASIC AND DILUTED EARNINGS PER SHARE
Basic and diluted earnings per share are calculated based on the weighted average number of
shares outstanding during the year, as follows:
2025 2024
Net income for the year 57,537,287 54,836,305
Weighted average number of ordinary shares
outstanding on the Indonesia Stock Exchange
(in full amount) 123,244,982,342 123,275,050,000
Basic earnings per share (in full amount) 467 445
There were no instruments which can potentially be converted into ordinary shares. Therefore,
diluted earnings per share is equivalent to basic earnings per share.
36. APPROPRIATION OF NET INCOME
The Annual General Meeting of Shareholders of PT Bank Central Asia Tbk dated 12 March
2025 (minutes prepared by Christina Dwi Utami, S.H., M.Hum., M.Kn., with Minutes No.
86), resolved the appropriation of 2024 net income, as follows:
a. Net profit of 2024 amounting to Rp 548,363 will be appropriated for reserved funds.
b. Distribute cash dividends in the amount of Rp 36,982,515 (Rp 300 (full amount) per share)
to shareholders who have the right to receive cash dividends. The total cash dividend that
will be paid on 11 April 2025 is Rp 30,818,763 (the 2024 financial year interim dividend has
been paid on 11 December 2024 amounting to Rp 6,163,752).
544 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/78
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
36. APPROPRIATION OF NET INCOME (continued)
The Annual General Meeting of Shareholders of PT Bank Central Asia Tbk dated 12 March
2025 (minutes prepared by Christina Dwi Utami, S.H., M.Hum., M.Kn., with Minutes No.
86), resolved the appropriation of 2024 net income, as follows: (continued)
c. Determine tantiem for members of the Board of Commissioners and Board of Directors who
serve in and during the 2024 financial year. The actual amount of tantiem paid is Rp
887,700.
d. Determine the remaining 2024 net profit after deducting dividends as retained earnings.
In accordance with the Decree of the Board of Directors Meeting dated 24 November 2025 No.
238 regarding the Distribution of Interim Dividends for Fiscal Year 2025, the Board of Directors
determines that the Bank will pay interim dividends to shareholders for 2025 profits of Rp 55 (full
amount) per share. The actual amount of interim dividends paid is Rp 6,776,284.
The Annual General Meeting of Shareholders of PT Bank Central Asia Tbk dated 14 March
2024 (minutes prepared by Christina Dwi Utami, S.H., M.Hum., M.Kn., with Minutes No. 87),
resolved the appropriation of 2023 net income, as follows:
a. Net profit of 2023 amounting to Rp 486,391 will be appropriated for reserve funds.
b. Distribute cash dividends in the amount of Rp 33,284,264 (Rp 270 (full amount) per share)
to shareholders who have the right to receive cash dividends. The total cash dividend that
will be paid on 4 April 2024 is Rp 28,045,074 (the 2023 Fiscal Year interim dividend has
been paid on 20 December 2023 amounting to Rp 5,239,190).
c. Determine tantiem for members of the Board of Commissioners and Board of Directors who
serve in and during the 2023 financial year. The actual amount of tantiem paid is Rp
765,000.
d. Determine the remaining 2023 net profit after deducting dividends as retained earnings.
In accordance with the Decree of the Board of Directors Meeting dated 8 November 2024 No. 185
regarding the Distribution of Interim Dividends for Fiscal Year 2024, the Board of Directors
determines that the Bank will pay interim dividends to shareholders for 2024 profits of Rp 50 (full
amount) per share. The actual amount of interim dividends paid is Rp 6,163,752.
37. FINANCIAL INSTRUMENTS
Classification of financial assets and financial liabilities
Financial instruments have been classified based on their respective classifications. The
material accounting policies in Note 2g describe how the categories of the financial assets and
liabilities are measured and how income and expenses, including fair value gains and losses
(changes in fair value of financial instruments) are recognised.
Financial instrument valuation models
The Group measures fair values using the following hierarchy of methods:
• Level 1: inputs that are quoted prices (unadjusted) in active markets for identical instruments
that the Group can access at the measurement date;
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/79
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
Financial instrument valuation models (continued)
The Group measures fair values using the following hierarchy of methods: (continued)
• Level 2: inputs other than quoted prices included within level 1 that are observable, either
directly or indirectly. This category includes instruments valued using: quoted market prices
in active markets for similar instruments; quoted prices for identical or similar instruments in
markets that are not active; or other valuation techniques in which all significant inputs are
directly or indirectly observable from market data;
• Level 3: inputs that are unobservable. This category includes all instruments for which the
valuation technique includes inputs not based on observable data and these unobservable
inputs have a significant effect on the instrument’s valuation. This category includes
instruments that are valued based on quoted prices for similar instruments for which
significant unobservable adjustments or assumptions are required to reflect differences
between the instruments.
Fair values of financial assets and financial liabilities that are traded in active market are based
on quoted market prices. For all other financial instruments, the Bank determines fair values
using valuation techniques.
Valuation techniques include net present value and discounted cash flow models, comparison
with similar instruments for which market observable prices exist and other valuation models.
Assumptions and inputs used in valuation techniques include risk-free interest rates, benchmark
interest rate, credit spreads and other variables used in estimating discount rates, bond prices,
foreign currency exchange rates, and expected price volatilities and correlations.
The objective of valuation techniques is to arrive at a fair value measurement that reflects the price
that would be received to sell the asset or paid to transfer the liability in an orderly transaction
between market participants at the measurement date.
The Group uses widely recognised valuation models for determining the fair values of common
and more simple financial instruments, such as interest rate and currency swaps that used only
observable market data and require little management judgment and estimation. Observable
prices or model inputs are usually available in the market for listed debt securities and simple over-
the-counter derivatives such as interest rate swaps. Availability of observable market prices and
model inputs reduces the needs for management judgment and estimation and also reduces the
uncertainty associated with determining the fair values. Availability of observable market prices and
inputs varies depending on the products and markets and is prone to changes based on specific
events and general conditions in the financial markets.
Management judgment and estimation are usually required for selection of the appropriate
valuation models to be used, determination of expected future cash flows on the financial
instruments being valued, determination of the probability of counterparty default, prepayments
and selection of appropriate discount rates.
Valuation framework
Valuation of financial assets and financial liabilities are subject to an independent review from the
business by Accounting and Tax Division (“ATX”) and Risk Management Division. ATX is primarily
responsible for ensuring that valuation adjustments have been properly accounted for. Risk
Management Division performs an independent price validation to ensure that the Bank uses
reliable market data from independent sources, e.g., traded prices and broker quotes.
546 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/80
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
Valuation framework (continued)
Valuation model is proposed by Risk Management Division and approved by the management.
Risk Management Division performs a periodic review of the feasibility of the market data sources
used for valuation. The market data used for price validation may include those sourced from recent
trade data involving external counterparties or third parties such as Bloomberg, Reuters, brokers
and pricing providers. The market data used should be representative of the market as much as
possible, which can evolve over time as markets and financial instruments develop. To determine
the quality of the market data inputs, factors such as independence, relevance, reliability, availability
of multiple data sources and methodology employed by the pricing providers are taken into
consideration.
Valuation of financial instruments
Financial instruments measured at fair value
The following table sets out the carrying amounts and fair values of financial instruments of the
Group, measured at fair values, and their analysis by the level in the fair value hierarchy.
2025
Carrying amount Fair value
Measured at fair
Measured at value through
fair value other
through profit comprehensive
or loss income Total Level 2
Financial assets
Placements with Bank Indonesia and
other banks - net - 451,849 451,849 451,849
Financial assets at fair value - net 35,320,959 - 35,320,959 35,320,959
Investment securities - net - 91,131,087 91,131,087 91,131,087
35,320,959 91,582,936 126,903,895 126,903,895
Financial liabilities
Financial liabilities at fair value 97,406 - 97,406 97,406
97,406 - 97,406 97,406
2024
Carrying amount Fair value
Measured at fair
Measured at value through
fair value other
through profit comprehensive
or loss income Total Level 2
Financial assets
Financial assets at fair value - net 21,524,617 - 21,524,617 21,524,617
Investment securities - net - 98,379,739 98,379,739 98,379,739
21,524,617 98,379,739 119,904,356 119,904,356
Financial liabilities
Financial liabilities at fair value 257,613 - 257,613 257,613
257,613 - 257,613 257,613
Fair value of placements with Bank Indonesia and other banks which measured at fair value through
other comprehensive income were calculated using valuation techniques based on the Bank’s
internal model, which is a discounted cash flow method. Input used in the valuation techniques is
market interest rate for money market instruments which have similar characteristics of credit,
maturity, and yield.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/81
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
Valuation of financial instruments (continued)
Financial instruments measured at fair value (continued)
As of 31 December 2025 and 2024, the fair value of marketable securities classified in the group
measured at fair value through profit or loss, and the fair value of securities classified in the group
measured at fair value through other comprehensive income is based on market prices issued by
the pricing provider (Penilai Harga Efek Indonesia/"PHEI"). If this information is not available, fair
value is estimated using quoted market prices for securities that have similar characteristics of
credit, maturity, and yield.
As of 31 December 2025 and 2024, the fair value of investment securities which measured at fair
value through other comprehensive income did not include the fair value of investments in shares
amounting to Rp 606,646 and Rp 540,492, respectively, which were valued at cost, since the fair
value cannot be measured reliably.
Financial instruments not measured at fair value
The following table sets out the carrying amounts and fair values of financial instruments of the
Group, which are not measured at fair values and their analysis by the level in the fair value
hierarchy.
2025
Carrying value Fair value
Amortised cost Total Level 2 Level 3 Total
Financial assets
Loans receivables - net 940,481,200 940,481,200 25,880,058 910,453,512 936,333,570
Consumer financing receivables - net 8,953,987 8,953,987 - 7,993,161 7,993,161
Finance lease receivables - net 8,005 8,005 - 6,635 6,635
Assets related to sharia transaction -
murabahah receivables - net 2,253,861 2,253,861 - 2,253,861 2,253,861
Investment securities - net 317,683,267 317,683,267 326,278,201 - 326,278,201
1,269,380,320 1,269,380,320 352,158,259 920,707,169 1,272,865,428
Financial liabilities
Deposits from customers 1,233,799,081 1,233,799,081 1,233,799,081 - 1,233,799,081
Sharia deposits 4,727,157 4,727,157 4,727,157 - 4,727,157
Finance lease liabilities 283,587 283,587 283,587 - 283,587
Deposits from other banks 3,966,077 3,966,077 3,966,077 - 3,966,077
Borrowings 2,047,436 2,047,436 2,049,293 - 2,049,293
Subordinated bonds 65,000 65,000 65,000 - 65,000
1,244,888,338 1,244,888,338 1,244,890,195 - 1,244,890,195
2024
Carrying value Fair value
Amortised cost Total Level 2 Level 3 Total
Financial assets
Loans receivables - net 868,686,210 868,686,210 25,116,622 852,431,302 877,547,924
Consumer financing receivables - net 9,435,564 9,435,564 - 9,135,934 9,135,934
Finance lease receivables - net 51,042 51,042 - 48,459 48,459
Assets related to sharia transaction -
murabahah receivables - net 1,924,884 1,924,884 - 1,924,884 1,924,884
Investment securities - net 272,231,726 272,231,726 271,130,953 - 271,130,953
1,152,329,426 1,152,329,426 296,247,575 863,540,579 1,159,788,154
Financial liabilities
Deposits from customers 1,120,613,667 1,120,613,667 1,120,613,667 - 1,120,613,667
Sharia deposits 3,511,679 3,511,679 3,511,679 - 3,511,679
Finance lease liabilities 302,470 302,470 302,470 - 302,470
Deposits from other banks 3,656,298 3,656,298 3,656,298 - 3,656,298
Borrowings 2,242,516 2,242,516 2,244,759 - 2,244,759
Subordinated bonds 500,000 500,000 500,000 - 500,000
1,130,826,630 1,130,826,630 1,130,828,873 - 1,130,828,873
548 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/82
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
37. FINANCIAL INSTRUMENTS (continued)
Financial instruments not measured at fair value (continued)
The financial instruments not measured at fair value are measured at amortised cost.
The following financial instruments are short-term financial instruments or financial instruments
which are re-priced periodically to current market rates, therefore, the fair values of financial
instruments are reasonable approximation of carrying value.
Financial assets:
- Cash
- Current accounts with Bank Indonesia
- Current accounts with other banks
- Placements with Bank Indonesia and other banks
- Acceptance receivables
- Bills receivables
- Securities purchased under agreements to resell
- Other assets
Financial liabilities:
- Securities sold under agreements to repurchase
- Acceptance payables
- Estimated losses from commitment and contingency
- Other liabilities
As of 31 December 2025 and 2024, the fair values of loans receivable, consumer financing
receivables, finance lease receivables and borrowings were determined using discounted cash
flows based on internal interest rate.
As of 31 December 2025 and 2024, the fair values of investment securities issued at amortised
cost based on market prices issued by pricing provider (Penilai Harga Efek Indonesia/"PHEI",
formerly Indonesia Bond Pricing Agency/ “IBPA”) If the information is not available, the fair values
were estimated using quoted market prices of securities which have similar characteristics of credit,
maturity, and yield.
As of 31 December 2025 and 2024, the fair values of deposits from customers and deposits from
other banks are the same with the carrying amount since they are payables on demand in nature.
The fair values calculated are for disclosure purposes only and do not have any impact on the
Group’s reported financial performance or position. The fair values calculated by the Group may be
different from the actual amount that will be received or paid on the settlement or maturity of the
financial instrument. As certain categories of financial instruments are not traded, there is
management judgment and estimation involved in calculating their fair values.
38. POST-EMPLOYMENT BENEFITS OBLIGATION
In accordance with Law of the Republic of Indonesia No. 11/2020 concerning Job Creation Act, the
Bank is required to provide post-employment benefits to its employees when their employments
are terminated or when they retire. These benefits are primarily based on years of services and the
employees’ compensation at termination or retirement. These post-employment benefits are
defined benefits program.
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/83
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
38. POST-EMPLOYMENT BENEFITS OBLIGATION (continued)
The Bank also had a defined contribution pension plan that covers all permanent employees who
fulfilled the criteria determined by the Bank. This defined contribution pension plan is managed and
administered by Dana Pensiun BCA which was established by the Bank to manage the assets,
generate investment income and pay the post-employment benefits to the employees. The
establishment of Dana Pensiun BCA had been ratified by the Minister of Finance of Republic of
Indonesia in its Decision Letter No. KEP-020/KM.17/1995 dated 25 January 1995. The contribution
to the pension plan is computed based on certain percentage of employees’ basic salary, for which
the contribution from employees and the Bank are 3% (three percent) and 5% (five percent),
respectively. During the year ended 31 December 2025 and 2024, the accumulated contributions
from the Bank are 2% (two percent) respectively, which are considered as a deduction against the
post-employment benefits obligation in accordance with the Manpower Law.
During the years ended 31 December 2025 and 2024, the Bank has set aside funds that will be
used to support the fulfilment of employee post-employment benefit obligations amounting to Rp
901,467 and Rp 752,365, respectively. These funds were placed in several insurance companies
in the form of saving plan program and Financial Institution Pension Fund (“FIPF”) in the form of
Dana Kompensasi Pasca Kerja (“DKPK”), which meet the criteria to be recorded as plan assets.
The defined benefit pension plan provides actuarial risk exposures to the Bank, e.g., investment
risk, interest rate risk and inflation risk.
Post-employment benefits provided by the Bank consist of pension, other long-term compensations
in the form of long service benefits and post-employment healthcare benefits. The post-
employment benefits obligation as of 31 December 2025 and 2024 were calculated by Kantor
Konsultan Aktuaria Steven & Mourits as the Bank’s independent actuary, using the projected-unit-
credit method. The main assumptions used by independent actuary were as follows:
2025 2024
Economic assumptions:
Annual discount rate
Defined benefit pension plan 6.50% 7.15%
Other long-term compensations – Gold 6.55% 7.15%
Other long-term compensations – Non Gold 6.65% 7.15%
Post-employment healthcare benefits – Self Insured 6.05% 7.05%
Post-employment healthcare benefits – Insurance 6.80% 7.15%
Annual basic salary growth rate 8.80% 9.00%
Annual Self-Insured claim rate 13.00% 11.60%
Healthcare cost rate 11.50% 11.50%
The discount rate is used in determining the present value of the post-employment benefits
obligation at valuation date. In general, the discount rate correlates with the yield on high quality
government bonds that are traded in active capital markets at the reporting date.
The future basic salary growth assumption projects the post-employment benefits obligations
starting from the valuation date through the normal retirement age. The basic salary growth rate is
generally determined by applying inflation adjustment to scales of payment and by taking into
account of the years of service.
550 Annual Report 2025 | PT Bank Central Asia Tbk
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/84
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
38. POST-EMPLOYMENT BENEFITS OBLIGATION (continued)
The Bank’s obligation for post-employment benefits for the years ended 31 December 2025 and
2024 were in accordance with the independent actuary reports dated 6 January 2026 and
6 January 2025, respectively.
a. Post-employment benefits obligation
The post-employment benefits obligation as of 31 December 2025 and 2024 were as follows:
Defined benefit pension plan
and other long-term Post-employment healthcare
compensations benefits
2025 2024 2025 2024
Present value of obligation for post-
employment benefits 12,440,880 11,736,185 288,958 183,746
Fair value of plan assets (2,992,150) (2,976,290) - -
Net obligation for post-employment
benefits - Bank 9,518,730 8,759,895 288,958 183,746
The Subsidiaries’ obligation for post-employment benefits as of 31 December 2025 and 2024
which were recorded in the consolidated statements of financial position amounting to Rp
185,545 and Rp 154,068, respectively.
b. Movement of post-employment benefits obligation
Defined benefit pension plan
and other long-term Post-employment healthcare
compensations benefits
2025 2024 2025 2024
Movement in the defined benefit obligation
Post-employment benefit obligation,
beginning of the year - Bank 8,759,895 8,727,398 183,746 156,844
Included in profit or loss
Current service cost 810,050 796,911 14,452 13,799
Past service cost - amendment - (159,411) 2,383 8,751
Interest cost 575,689 545,010 12,716 12,221
Termination cost 181,116 37,523 - 8,298
Liability assumed due to
recognition of past services 1,820 4,543 91 19,558
Impact of changes in attribution
method in P&L - - - -
Included in other comprehensive income
Actuarial gains (losses) arising from:
Changes in financial assumptions 761,629 (225,813) 95,676 (15,864)
Changes in demographic assumptions - - - -
Experience adjustments (101,789) 89,470 30,509 25,119
Return on plan assets excluding
interest income 7,467 52,632 - -
Impact of changes in attribution
method in OCI - - - -
Others
Fund placements in insurance
companies (plan assets) (901,467) (752,365) - -
Post- employment benefits paid directly
by the Bank (575,680) (356,003) (50,615) (44,980)
Post-employment benefits obligation,
end of the year - Bank 9,518,730 8,759,895 288,958 183,746
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/85
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
38. POST-EMPLOYMENT BENEFITS OBLIGATION (continued)
b. Movement of post-employment benefits obligation (continued)
The Subsidiaries’ post-employment benefits expenses for the years ended 31 December 2025
and 2024 recorded in the profit or loss amounting to Rp 45,216 and Rp 32,335, respectively.
During the years ended 31 December 2025 and 2024, payments for post-employment benefits
in the Subsidiaries amounting to Rp 4,594 and Rp 4,324, respectively, and the Subsidiaries
have set aside funds that will be used to support the fulfilment of post-employment benefits
obligation for each employee amounting of Rp 20,050 and Rp 7,750 by placing them with
several insurance companies, which meet the criteria to be recorded as plan assets.
c. The composition of plan assets
The composition of plan assets from pension fund for the years ended 31 December 2025 and
2024, were as follows:
Percentage allocation as of
31 December 2025 Percentage allocation as of
Quoted market price 31 December 2025
for severance program Quoted market price for FIPF DKPK
AIA Allianz Manulife AIA Allianz Manulife
Shares 0.00% 0.00% 0.00% 13.70% 5.43% 7.42%
Bonds 0.00% 18.87% 0.00% 69.91% 67.45% 54.92%
Property 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Derivatives 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Cash 100.00% 81.13% 100.00% 16.39% 27.12% 37.66%
Others 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Percentage allocation as of
31 December 2024 Percentage allocation as of
Quoted market price 31 December 2024
for severance program Quoted market price for FIPF DKPK
AIA Allianz Manulife AIA Allianz Manulife
Shares 0.00% 0.00% 0.00% 9,40% 9,79% 9,21%
Bonds 0.00% 37.57% 0.00% 58,83% 59,21% 70,75%
Property 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Derivatives 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Cash 100.00% 62.43% 100.00% 31,77% 31,00% 20,04%
Others 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
d. Changes in fair value of plan assets for post-employment program
2025 2024
Fair value of plan assets, beginning of the year - Bank 2,976,290 3,120,458
Fund placements in insurance companies 901,467 752,365
Return on plan assets excluding interest income (7,467) (52,632)
Interest income on plan assets 203,849 202,203
Post-employment benefits paid (1,151,989) (1,046,104)
Fair value of plan assets, end of the year - Bank 2,922,150 2,976,290
552 Annual Report 2025 | PT Bank Central Asia Tbk
Page 555
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/86
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
38. POST-EMPLOYMENT BENEFITS OBLIGATION (continued)
e. Historical information - Bank:
31 December
2025 2024 2023 2022 2021 2020
Defined benefits pension plan
and other long-term compensation
Present value of post-employment
benefits obligation 12,440,880 11,736,185 11,847,856 11,225,855 11,800,914 12,966,647
Fair value of plan assets (2,922,150) (2,976,290) (3,120,458) (3,952,724) (4,877,681) (3,664,581)
Deficit 9,518,730 8,759,895 8,727,398 7,273,131 6,923,233 9,302,065
Experience adjustment on plan liabilities (101,789) 89,470 350,315 13,149 (159,362) (9,914)
Experience adjustment on plan assets 7,467 53,632 187,347 159,472 (440,474) 555,010
Post-employment healthcare benefits
Present value of post-employment
benefits obligation 288,958 183,746 156,844 137,462 197,102 214,570
Experience adjustment on plan liabilities 30,509 25,119 29,185 14,093 (15,238) (15,955)
f. Sensitivity analysis
Changes in 1 (one) percent of actuarial assumptions will have the following impacts:
2025
Other long-term Post-employment
Defined benefit pension plan compensations healthcare benefits
Increase Decrease Increase Decrease Increase Decrease
Discount rate (1% movement) (435,904) 489,807 (295,975) 344,200 (21,674) 30,106
Basic salary rate (1% movement) 541,763 (491,512) 351,948 (308,837) - -
Healthcare cost rate (1% movement) - - - - 24,773 (21,695)
2024
Other long-term Post-employment
Defined benefit pension plan compensations healthcare benefits
Increase Decrease Increase Decrease Increase Decrease
Discount rate (1% movement) (397,170) 443,541 (255,558) 295,487 (13,688) 19,379
Basic salary rate (1% movement) 495,259 (451,964) 305,338 (269,456) - -
Healthcare cost rate (1% movement) - - - - 16,152 (14,049)
g. Expected Maturity Analysis
Expected maturity analysis of undiscounted pension benefits and post-employment healthcare
benefits is as follows:
20 years and
Up to 10 years 10 - 20 years beyond
Pension benefit 7,947,630 4,192,199 3,948,406
Other long-term compensations 3,487,993 1,762,496 2,048,926
Post-employment healthcare benefits 223,879 136,585 179,642
h. The weighted-average of period of the defined benefits obligation, other long-term
compensations – non gold, other long-term compensations – gold, post-retirement healthcare
benefits – self insured and post-retirement healthcare benefits – insurance were 12.15 years;
12.82 years; 15.62 years; 6.68 years; and 18.58 years as of 31 December 2025 (31 December
2024: 11.89 years; 12.51 years; 15.19 years; 6.54 years; and 18.66 years).
39. CUSTODIAL SERVICES
The Bank’s Custodial Services Bureau obtained its license to provide custodial services from the
Capital Market and Financial Institution Supervisory Agency (Bapepam, currently Financial
Services Authority or “OJK”) under its Decision Letter No. KEP-148/PM/1991 dated 13 November
1991.
The services offered by the Bank’s Custodial Services Bureau include of custody services for
stocks, government and corporate bonds, deposits, mutual fund administrations, and cash
management contracts, which include dividend receives, rates and other rights, finishing securities
transactions, and representing account holders included as customers.
Annual Report 2025 | PT Bank Central Asia Tbk 553
Page 556
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/87
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
39. CUSTODIAL SERVICES (continued)
Assets administered by the Bank’s Custodial Services Bureau consist of shares, bonds, deposits,
commercial papers and other money market instruments.
40. OPERATING SEGMENTS
The Group disclosed the financial information based on the products were as follows:
2025
Loans Treasury Others Total
Assets 940,481,200 524,766,024 121,581,312 1,586,828,536
Interest and sharia income 67,446,394 26,686,436 4,779,822 98,912,652
Fee-based income and others 3,533,241 619,672 18,153,174 22,306,087
2024
Loans Treasury Others Total
Assets 868,686,210 459,238,130 121,376,988 1,449,301,328
Interest and sharia income 63,092,902 26,955,707 4,747,845 94,796,454
Fee-based income and others 3,418,479 288,678 19,480,693 23,187,850
The Group main operations are managed in Indonesian territory. Bank’s business segment is
classified into 5 (five) main geographic areas, which are Sumatera, Java, Kalimantan, East
Indonesia and overseas operation.
Information regarding segment based on geographic of the Group is presented in table below:
2025
East
Sumatera Java Kalimantan Indonesia Total
Interest and sharia income 4,677,889 89,629,619 1,861,422 2,743,722 98,912,652
Interest and sharia expenses (557,399) (12,269,210) (195,154) (342,732) (13,364,495)
Net interest and sharia income 4,120,490 77,360,409 1,666,268 2,400,990 85,548,157
Insurance revenue - 2,003,240 - - 2,003,240
Insurance expenses - (1,858,302) - - (1,858,302)
Net insurance revenue - 144,938 - - 144,938
Net fees and commissions income 1,245,732 16,976,557 513,461 924,357 19,660,107
Net income from transaction
at fair value through
profit or loss 13,090 3,947,666 4,287 42,101 4,007,144
Other operating income 32,322 2,536,466 22,683 54,509 2,645,980
Total segment income 5,411,634 100,966,036 2,206,699 3,421,957 112,006,326
Depreciation and amortisation (41,782) (2,517,305) (15,492) (35,853) (2,610,432)
Other material non-cash elements:
Reversal of allowance for
impairment losses on asset (136,799) (3,487,531) (322,807) (63,910) (4,011,047)
Other operating expenses (1,601,360) (30,827,583) (579,695) (1,115,333) (34,123,971)
Income before tax 3,631,693 64,133,617 1,288,705 2,206,861 71,260,876
Income tax expense (13,697,783)
Net income for the year 57,563,093
Assets 100,740,319 1,383,382,831 38,447,409 64,257,977 1,586,828,536
Liabilities 100,740,319 1,091,062,581 38,447,409 64,257,977 1,294,508,286
Loans receivable - net 42,184,312 854,083,225 18,659,728 25,553,935 940,481,200
Deposits from customers 99,740,302 1,032,245,004 38,178,652 63,635,123 1,233,799,081
Sharia deposits - 4,727,157 - - 4,727,157
Temporary syirkah deposits - 10,632,695 - - 10,632,695
554 Annual Report 2025 | PT Bank Central Asia Tbk
Page 557
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/88
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
40. OPERATING SEGMENTS (continued)
Information regarding segment based on geographic of the Group is presented in table below:
(continued)
2024
East Overseas
Sumatera Java Kalimantan Indonesia operation Total
Interest and sharia income 4,427,250 86,036,942 1,711,892 2,582,953 37,417 94,796,454
Interest and sharia expenses (565,890) (11,454,256) (195,103) (313,090) (3,951) (12,532,290)
Net interest and sharia income 3,861,360 74,582,686 1,516,789 2,269,863 33,466 82,264,164
Insurance revenue - 3,110,733 - - - 3,110,733
Insurance expenses - (1,753,761) - - - (1,753,761)
Net insurance revenue - 1,356,972 - - - 1,356,972
Net fees and commissions income 1,136,562 15,562,427 461,532 816,852 2,546 17,979,919
Net income from transaction
at fair value through
profit or loss (83,918) 2,906,754 5,075 42,112 (15,494) 2,854,529
Other operating income 37,737 2,008,107 12,275 45,528 (6,451) 2,097,196
Total segment income 4,951,741 96,416,946 1,995,671 3,174,355 14,067 106,552,780
Depreciation and amortisation (44,915) (2,060,098) (20,240) (37,266) (5,030) (2,167,549)
Other material non-cash elements:
Reversal of allowance for
impairment losses on asset 179,018 (2,423,564) 141,270 67,000 1,823 (2,034,453)
Other operating expenses (1,536,804) (30,972,111) (546,303) (1,043,365) (34,345) (34,132,928)
Income before tax 3,549,040 60,961,173 1,570,398 2,160,724 (23,485) 68,217,850
Income tax expense (13,366,576)
Net income for the year 54,851,274
Assets 93,995,732 1,262,486,824 34,992,548 57,473,797 352,427 1,449,301,328
Liabilities 93,995,732 990,512,830 34,992,548 57,473,797 4,517 1,176,979,424
Loans receivable - net 38,739,422 788,949,509 16,219,497 24,777,782 - 868,686,210
Deposits from customers 92,838,676 936,118,359 34,725,741 56,930,891 - 1,120,613,667
Sharia deposits - 3,511,679 - - - 3,511,679
Temporary syirkah deposits - 9,486,817 - - - 9,486,817
41. RISK MANAGEMENT
The Bank has exposure to credit risk, liquidity risk, market risk, operational risk, and consolidation
risk.
The following notes present information about the Bank’s exposure to each of the above risks, the
Bank’s objectives, policies and process which are undertaken by the Bank in measuring and
managing risk.
a. Risk management framework
The Bank recognises that in operating its business, there are inherent risks in its financial
instruments, i.e. credit risk, liquidity risk, market risk which consists of foreign exchange risk
and interest rate risk, operational risk and other risk.
Annual Report 2025 | PT Bank Central Asia Tbk 555
Page 558
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/89
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
a. Risk management framework (continued)
In order to control those risks, the Bank implemented an integrated Risk Management
Framework which is stated in its Basic Policy of Risk Management (“KDMR”). This framework
is used as a tool for determining the strategies, organisation, policies and guidances as well
as the Bank’s infrastructures to ensure that all risks faced by the Bank can be properly
identified, measured, controlled and reported.
To implement an effective risk management, the Bank has established a Risk Management
Committee whose functions are to address overall risk issues faced by the Bank and
recommend risk management policies to the Board of Directors.
In addition to the above-mentioned committee, the Bank also has other committees which are
responsible to handle specific risks, such as: Credit Policy Committee, Credit Committee and
Asset and Liability Committee (“ALCO”).
The Bank always conducts a thorough risk assessment on management plan to release new
products and/or activities in accordance with the type of risks regulated by the prevailing Bank
Indonesia Regulations (“PBI”), Financial Services Authority Regulation (“POJK”) and other
prevailing regulations.
b. Credit risk management
The credit organisation is continuously being improved with an emphasis on the four eyes
principle, in which the credit decision is determined with the considerations of 2 (two) functions,
i.e. business development function and credit risk analysis function.
The Bank has Basic Policy of Bank’s Credit (“KDPB”) which are continuously being improved,
in line with the Bank’s development, PBI, POJK and in accordance with “International Best
Practices”.
The Bank has developed a debtor risk rating system, which is known as the Internal Credit
Risk Rating/Scoring System. Each debtor is assigned a risk rating, which is intended to assist
authorized officials in analyzing credit proposals more accurately and effectively.
To ensure that credit quality is maintained well, in accordance with the Bank's risk appetite
and applicable regulations, credit limits are set and credit portfolios are monitored regularly,
both per credit category and bankwide.
The Bank has developed credit risk management by conducting regular stress testing analyses
using various scenarios relevant to the credit portfolio and monitoring the results. Stress testing
is useful for the Bank as a tool to estimate the impact of potential risks under stressful
conditions, allowing the Bank to develop appropriate strategies to mitigate these potential risks
as part of its contingency plan.
In order to monitor and control credit risk of the Subsidiaries, the Bank monitors the
Subsidiaries’ credit risk regularly, to ensure that the Subsidiaries have a good and effective
Credit Risk Management Policy.
556 Annual Report 2025 | PT Bank Central Asia Tbk
Page 559
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/90
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
For financial assets recognised in the consolidated statements of financial position, the
maximum exposure to credit risk generally equals their carrying amount. For bank guarantees
and irrevocable Letters of Credit issued, the maximum exposure to credit risk is the maximum
amount that the Bank would have to pay if the obligations of the bank guarantees and
irrevocable Letters of Credit issued are called upon. For credit commitments, the maximum
exposure to credit risk is the full amount of the unused committed loan facilities granted to
customers.
i. Maximum exposure to credit risk
The following table presents maximum exposure to the Group’s credit risk of financial
instruments in the consolidated statements of financial position (on-balance sheet) and
consolidated administrative accounts (off-balance sheet).
2025 2024
Consolidated financial position:
Current accounts with Bank Indonesia 47,768,278 36,408,142
Current accounts with other banks - net 5,331,638 4,097,199
Placements with Bank Indonesia and
other banks - net 9,813,541 15,714,884
Financial assets at fair value through
profit or loss 35,320,959 21,524,617
Acceptance receivables - net 9,494,630 9,621,047
Bills receivable - net 11,825,095 8,891,769
Securities purchased under agreements
to resell - net 5,285,513 1,449,562
Loans receivable - net 940,481,200 868,686,210
Consumer financing receivables - net 8,953,987 9,435,564
Finance lease receivables - net 8,005 51,042
Assets related to sharia transactions -
murabahah receivables - net 2,253,861 1,924,884
Investment securities - net 409,421,000 371,151,957
Other assets - net
Accrued interest income 9,167,872 8,326,105
Transactions related to ATM and
credit card 3,499,738 3,906,220
Unaccepted bills receivable 28,554 163,769
Receivables from customer transactions 612,303 341,152
Insurance contract assets 642,232 588,163
Others 361,373 390,568
1,500,269,779 1,362,672,854
Consolidated administrative account - net:
Unused credit facilities to
customers - committed 346,587,948 315,308,816
Unused credit facilities to
other banks - committed 2,309,239 2,411,712
Irrevocable Letters of Credit facilities 10,180,618 10,009,892
Bank guarantees issued to customers 29,266,512 26,694,505
388,344,317 354,424,925
1,888,614,096 1,717,097,779
Annual Report 2025 | PT Bank Central Asia Tbk 557
Page 560
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/91
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
ii. Concentration of credit risk analysis
The Bank encourages the diversification of its credit portfolio among a variety of
geographic area, industries and credit products in order to minimise the credit risk.
The concentration of loans by type of loan, currency and economic sector is disclosed
in Note 12.
Based on counterparty
The following table presents concentration of credit risk of the Group by counterparty:
2025
Government
and Bank
Corporate Indonesia Bank Individual Total
Consolidated financial position:
Current accounts with Bank Indonesia - 47,768,278 - - 47,768,278
Current accounts with other banks - - 5,332,406 - 5,332,406
Placement with Bank Indonesia and
other banks - 4,310,376 5,505,675 - 9,816,051
Financial assets at fair value through
profit or loss 2,109,565 32,910,620 300,774 - 35,320,959
Acceptance receivables 9,220,676 - 472,435 1,832 9,694,943
Bills receivable 428,757 - 11,401,719 - 11,830,476
Securities purchased under agreements
to resell - 3,822,008 1,213,933 250,508 5,286,449
Loans receivable 677,443,474 4,366,975 25,880,058 262,542,727 970,233,234
Consumer financing receivables 555,446 - 98 8,910,954 9,466,498
Finance lease receivables 10,072 - - 260 10,332
Assets related to sharia transactions -
murabahah receivables 2,262,708 - - 12,996 2,275,704
Investment securities 50,019,841 354,582,474 5,444,427 - 410,046,742
Other assets
Accrued interest income 2,801,853 5,401,957 193,937 770,125 9,167,872
Transactions related to ATM and
credit card 3,499,738 - - - 3,499,738
Unaccepted bills receivable 28,649 - - - 28,649
Receivables from customer transactions 40,219 - - 572,084 612,303
Insurance contract assets 642,232 - - - 642,232
Others 363,256 - - - 363,256
Total 749,426,486 453,162,688 55,745,462 273,061,486 1,531,396,122
Allowance for impairment losses (31,126,343)
1,500,269,779
Commitments and contingencies with
credit risk:
Unused credit facilities - committed 287,540,483 1,133,025 2,358,761 60,679,762 351,712,031
Irrevocable Letters of Credit facilities 10,200,581 - - 5,356 10,205,937
Bank guarantees issued to customers 27,154,470 - 1,146,739 992,049 29,293,258
Total 324,895,534 1,133,025 3,505,500 61,677,167 391,211,226
Allowance for impairment losses (2,866,909)
388,344,317
558 Annual Report 2025 | PT Bank Central Asia Tbk
Page 561
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/92
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
ii. Concentration of credit risk analysis (continued)
Based on counterparty (continued)
The following table presents concentration of credit risk of the Group by counterparty:
(continued)
2024
Government
and Bank
Corporate Indonesia Bank Individual Total
Consolidated financial position:
Current accounts with Bank Indonesia - 36,408,142 - - 36,408,142
Current accounts with other banks - - 4,097,837 - 4,097,837
Placement with Bank Indonesia and
other banks - 8,646,539 7,070,057 - 15,716,596
Financial assets at fair value through
profit or loss 555,573 20,804,466 164,578 - 21,524,617
Acceptance receivables 9,508,319 799 541,930 10,694 10,061,742
Bills receivable 640,986 - 8,253,899 - 8,894,885
Securities purchased under agreements
to resell - 47,809 1,366,281 36,513 1,450,603
Loans receivable 614,612,475 5,500,000 25,116,622 256,081,756 901,310,853
Consumer financing receivables 633,718 - 165 9,164,965 9,798,848
Finance lease receivables 50,660 - - 895 51,555
Assets related to sharia transactions -
murabahah receivables 820,454 - - 1,118,269 1,938,723
Investment securities 46,780,829 317,652,887 7,270,807 - 371,704,523
Other assets
Accrued interest income 2,846,813 4,483,982 203,850 791,460 8,326,105
Transactions related to ATM and
credit card 3,906,220 - - - 3,906,220
Unaccepted bills receivable 164,760 - - - 164,760
Receivables from customer transactions 55,625 - - 285,527 341,152
Insurance contract assets 526,773 - 25,015 36,375 588,163
Others 351,231 - - 61,540 412,771
Total 681,454,436 395,544,624 54,111,041 267,587,994 1,396,698,095
Allowance for impairment losses (34,025,241)
1,362,672,854
Commitments and contingencies with
credit risk:
Unused credit facilities - committed 260,424,847 - 2,411,462 57,782,545 320,618,854
Irrevocable Letters of Credit facilities 10,053,228 - - 2,280 10,055,508
Bank guarantees issued to customers 24,926,592 - 807,284 991,874 26,725,750
Total 295,404,667 - 3,218,746 58,776,699 357,400,112
Allowance for impairment losses (2,975,187)
354,424,925
Annual Report 2025 | PT Bank Central Asia Tbk 559
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/93
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
iii. Credit risk analysis
The following table presents the financial assets classified into stage 1, stage 2 and stage 3:
2025
Carrying Value
Stage 1 Stage 2 Stage 3 Total
Measured at amortised cost:
Current accounts with Bank Indonesia 47,768,278 - - 47,768,278
Current accounts with other banks - net 5,331,638 - - 5,331,638
Placement with Bank Indonesia
and other banks - net 9,361,592 - - 9,361,592
Acceptance receivables - net 9,440,141 33,339 21,150 9,494,630
Bills receivables - net 11,825,010 - 85 11,825,095
Securities purchased under
agreements to resell - net 5,285,513 - - 5,285,513
Loans receivable - net 922,685,517 11,358,242 6,437,441 940,481,200
Investment securities - net 317,683,267 - - 317,683,267
Consumer financing receivables - net 8,752,114 83,521 118,352 8,953,987
Finance lease receivables - net 8,005 - - 8,005
Assets related to sharia
transactions - murabahah
receivables - net 2,206,601 - 47,260 2,253,861
Other assets - net
Accrued interest income 9,167,872 - - 9,167,872
Transactions related to ATM and
credit card 3,499,738 - - 3,499,738
Unaccepted bills receivable 28,554 - - 28,554
Receivables from customer transactions 612,303 - - 612,303
Insurance contract assets 642,232 - - 642,232
Others 361,373 - - 361,373
1,354,659,748 11,475,102 6,624,288 1,372,759,138
Measured at fair value
through profit or loss (FVPL):
Financial assets at fair value
through profit or loss 35,320,959 - - 35,320,959
35,320,959 - - 35,320,959
Measured at fair value through other
comprehensive income (FVOCI):
Placement with Bank Indonesia
and other banks - net 451,949 - - 451,949
Investment securities - net 91,701,111 36,622 - 91,737,733
91,153,060 36,622 - 92,189,682
1,482,331,818 11,406,233 6,531,728 1,500,269,779
560 Annual Report 2025 | PT Bank Central Asia Tbk
Page 563
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/94
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
iii. Credit risk analysis (continued)
The following table presents the financial assets classified into stage 1, stage 2 and stage 3:
(continued)
2024
Carrying Value
Stage 1 Stage 2 Stage 3 Total
Measured at amortised cost:
Current accounts with Bank Indonesia 36,408,142 - - 36,408,142
Current accounts with other banks - net 4,097,199 - - 4,097,199
Placement with Bank Indonesia
and other banks - net 15,714,884 - - 15,714,884
Acceptance receivables - net 9,619,854 905 288 9,621,047
Bills receivables - net 8,891,768 - 1 8,891,769
Securities purchased under
agreements to resell - net 1,449,562 - - 1,449,562
Loans receivable - net 852,946,444 10,448,386 5,291,380 868,686,210
Investment securities - net 272,215,470 16,256 - 272,231,726
Consumer financing receivables - net 9,253,219 68,484 113,861 9,435,564
Finance lease receivables - net 48,774 81 2,187 51,042
Assets related to sharia
transactions - murabahah
receivables - net 1,897,288 22,348 5,248 1,924,884
Other assets - net
Accrued interest income 8,326,105 - - 8,326,105
Transactions related to ATM and
credit card 3,906,220 - - 3,906,220
Unaccepted bills receivable 163,769 - - 163,769
Receivables from customer transactions 341,152 - - 341,152
Insurance contract assets 588,163 - - 588,163
Others 350,180 11,315 29,073 390,568
1,226,218,193 10,567,775 5,442,038 1,242,228,006
Measured at fair value
through profit or loss (FVPL):
Financial assets at fair value
through profit or loss 21,524,617 - - 21,524,617
21,524,617 - - 21,524,617
Measured at fair value through other
comprehensive income (FVOCI):
Investment securities - net 98,882,720 22,809 14,702 98,920,231
98,882,720 22,809 14,702 98,920,231
1,346,625,530 10,590,584 5,456,740 1,362,672,854
Classification of Financial Assets
The classification of financial assets is based on a business model and tests of cash flows
characteristics (Solely Payment of Principal & Interest (“SPPI”)), The Bank's financial
assets are classified as follows:
- Fair Value Through Profit/Loss (“FVPL”)
- Fair Value Through Other Comprehensive Income (“FVOCI”)
- Amortised Cost
Annual Report 2025 | PT Bank Central Asia Tbk 561
Page 564
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/95
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
iii. Credit risk analysis (continued)
Measurement of Expected Credit Loss
The calculation of Bank provisions refers to SFAS 109 which introduces the expected credit
loss method to measure the loss of a financial instrument resulting from the impairment of
financial instruments, SFAS 109 requires immediate recognition for the impact of expected
credit loss changes after initial recognition of the financial asset.
The Bank develops risk parameter modelling such as PD (Probability of Default), LGD
(Loss Given Default) and EAD (Exposure at Default) which are used as components for
calculating expected credit losses.
Staging Criteria
SFAS 109 requires entity to classify financial instruments into three stages of impairment
(stage 1, stage 2, and stage 3) by determining whether there is a significant increase in
credit risk.
The Bank measures the allowance for losses of an expected 12 months credit loss for
financial assets with low credit risk at the reporting date (stage 1) and lifetime credit losses
for financial assets with a significant increase in credit risk (stage 2).
In general, financial assets with arrears of 30 days or more and not yet experiencing an
impairment will always be considered to have significant increase credit risk (“SICR”).
Forward-looking Information
In calculating expected credit losses, the Bank considers the effect of the macroeconomic
forecast, In addition, the Bank also determines a probability weighted for the possibility of
such macro scenario. Various macroeconomic variables (“MEV”) are used in the
modelling of SFAS 109 depending on the results of statistical analysis of the suitability of
the MEV with historical data for impairment model development, The calculation of the
expected credit loss and the macroeconomic forecast (“MEV”) are reviewed by the Bank
periodically. MEV used by the Bank includes GDP, inflation rate, exchange rate and
others.
Individually impaired financial assets
Individually impaired financial assets are financial assets that are individually significant
and there is objective evidence that impairment loss has incurred after initial recognition
of the financial assets. The measurements are made by comparing all contractual cash
flows due with the cash flows expected to be received by the Bank (cash shortfall),
discounted with the effective interest rate.
Financial assets that are not individually significant and assessed for collective
impairment
Financial assets that are not individually significant consist of loans and receivables of
the Group to retail debtors, i.e. Small & Medium Enterprise (“SME”) debtors, consumer
financing receivables (including joint financing) debtors, mortgage and its housing
renovation loans, vehicle loans and credit card. The impairment of these financial assets
is assessed collectively by grouping them based on similar risk characteristics. Collective
measurement is done statistically using the parameters PD (Probability of Default), LGD
(Loss Given Default) and EAD (Exposure at Default).
562 Annual Report 2025 | PT Bank Central Asia Tbk
Page 565
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/96
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
iii. Credit risk analysis (continued)
Financial assets that are past due and impaired
Receivables that are due are all receivables that are past due for more than 90 (ninety)
days, either for principal payments and/or interest payments, Meanwhile, impaired
receivables are financial assets that have significant value individually and there is
objective evidence that individual impairment occurs after the initial recognition of the
financial assets.
In accordance with the quality, loans, acceptances, and bills receivable are grouped into
3 (three) categories, namely high grade, standard grade, and low grade, based on the
Bank's internal estimate of probability defaults on certain debtors or portfolios which are
assessed based on a number of qualitative and quantitative factors.
Loans, acceptances and bills receivable with a rating scale internal risk RR1 through RR7
according to the internal credit risk rating/scoring system is included in the high grade
category, High category grade is a loan whose debtor has a strong capacity in terms of
repayment of all obligations in a timely manner because they are supported by
Appropriate or solid sound fundamental factors and are not easily influenced by changes
in unfavourable economic conditions.
Loans, acceptances and bills receivable with a rating scale internal risks RR8 through
RR9 according to the internal credit risk rating/scoring system are included in the standard
grade category, Standard grade category is a loan whose debtor is deemed to have
adequate capacity in terms of interest and principal payments, but is quite sensitive
against changes in unfavourable economic conditions.
Loans, acceptances and notes receivable with a rating scale internal risk RR10 and loss
according to the internal credit risk rating/scoring system are included in the low grade
category, Low grade category is a loan whose debtor is vulnerable in terms of interest and
principal payment capacity due to unfavourable fundamental factors and/or very sensitive
to unfavourable economic conditions.
iv. Collateral
Collateral is held to mitigate credit risk exposures and risk mitigation policies determine the
eligibility of collateral types that can be accepted by the Bank, The Bank differentiates
collateral types based on its liquidity and existence into solid collaterals and non-solid
collaterals, Solid collaterals are collaterals which have relatively high liquidity value
and/or the existence is permanent (is not easily moved) i.e., cash collaterals and
land/building, and therefore, the collaterals can be repossessed or taken over by the
Bank when the loan to debtor/group debtor becomes non-performing, Non-solid collaterals
are collaterals which have relatively low liquidity value and/or the existence is temporary
(easily moveable) i.e., vehicles, machineries, inventories, receivables, etc, As of
31 December 2025 and 2024, the Bank held collaterals against loans receivables in the
form of cash, properties (land/building), motor vehicles, guarantees, machineries,
inventories, debt securities, etc.
Annual Report 2025 | PT Bank Central Asia Tbk 563
Page 566
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/97
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
iv. Collateral (continued)
The Bank’s policy in connection with collateral as mitigation of credit risk depends on
the credit category or facilities provided, For SME loans, all loans should be supported
with collateral (collateral based lending) whereby at least 50% (fifty percent) of it are solid
collaterals, For corporate and commercial loans, the collateral values are determined
based on analysis of the individual debtor credit worthiness, The collateral value is
determined based on the appraisal value at the time of loan approval and periodically
reviewed.
For mortgage facility (“KPR”), the Bank requires that all facilities should be supported by
collateral properties (land/building), The Bank applies the Loan-to-Value (“LTV”)
regulation gradually, starting from the first mortgage facility and so forth, in accordance
with the rules imposed by the regulator, Value of the collateral for KPR is calculated
based on the collateral value when credit is granted and renewed every 30 (thirty)
months, For auto loan facility (“KKB”), the Bank requires that all facilities should be
supported by collateral vehicles, The Bank applied the down payment rule, in
accordance with the regulation imposed by the regulator.
Subsidiary’s consumer financing receivables is secured by the related certificates of
ownership (“BPKB”) of the vehicles being financed.
For foreign exchange transactions, either spot or forward, the Bank requires cash
collaterals which are set at a certain percentage of facility provided, If the debtor has
other credit facilities in the Bank, the debtor may use the collateral that has been given
previously to be crossed with each other, The policy on percentage of the required
collateral will be reviewed periodically, in line with the fluctuation and volatility of Rupiah
currency to foreign currency exchange rate.
Details of financial and non-financial assets obtained by the Bank during the year by taking
possession of collaterals held as security against financial assets as of
31 December 2025 and 2024, presented in other assets at the lower of carrying amount
and net realisable value, were as follows:
2025 2024
Land 171,126 169,858
Building 1,612,242 1,454,484
Other commercial properties 328,622 170,326
Fair value 2,111,990 1,794,668
The Bank generally does not use repossessed non-cash foreclosed assets for its own
operations, The Bank’s policy is to realise foreclosed assets as part of the settlement of
credit.
As of 31 December 2025 and 2024, foreclosed assets owned by the Subsidiaries
amounting to Rp 50,737 and Rp 64,552, respectively.
564 Annual Report 2025 | PT Bank Central Asia Tbk
Page 567
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/98
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
b. Credit risk management (continued)
v. Financial assets measured at fair value through profit or loss
As of 31 December 2025 and 2024, the Group had financial assets measured at the fair
value through profit or loss amounting to Rp 35,320,959 and Rp 21,524,617, respectively
(Note 8), Information on credit quality of the maximum exposure to credit risk of financial
assets at fair value through profit or loss) was as follows:
2025 2024
Government securities:
Investment grade 32,910,054 20,799,789
Corporate bonds:
Investment grade 666,366 141,462
Asset-Backed Securities:
Investment grade 764,269 -
Derivative assets:
Government and Bank Indonesia
as counterparties 566 -
Other banks as counterparties 43,927 2,289
Corporates as counterparties 73,575 218,919
Others 862,202 389,158
Fair value 35,320,959 21,524,617
vi. Investment securities
As of 31 December 2026 and 2025, the Group had investment securities at the carrying
value amounting to Rp 409,421,000 and Rp 371,151,957, respectively (Note 14).
Information on credit quality of the maximum exposure to credit risk of investment
securities was as follows:
2025 2024
Government securities:
Investment grade 355,566,254 322,134,558
Corporate bonds:
Investment grade 35,655,911 33,407,575
Non-Investment grade 39,746 3,788
Others 18,159,089 15,606,036
Carrying value 409,421,000 371,151,957
c. Liquidity risk management
The Bank emphasises the importance of maintaining adequate liquidity to meet its commitments
to its customers and other parties, whether in loans disbursement, repayment of customers'
deposits or to meet operational liquidity requirements. The management of overall liquidity needs
is overseen by ALCO and operationally by the Treasury Division.
The Bank has implemented liquidity provisions in accordance with regulatory requirements
regarding the obligation to meet Rupiah liquidity (Reserve Requirement/"RR") and the MPLB.
Furthermore, the Bank also monitors liquidity ratios such as the Loan-to-Deposit Ratio (LDR),
Liquidity Coverage Ratio (LCR), and Net Stable Funding Ratio (NSFR).
In order to reduce risk of dependency to single funding, the Subsidiaries have diversified its funding
resources. Besides capital and collection from customers, the Subsidiaries generate funding
resources from bank loans and if needed, access funding capital market, through bonds and
medium-term notes issuance.
Annual Report 2025 | PT Bank Central Asia Tbk 565
Page 568
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/99
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
c. Liquidity risk management (continued)
The following table presents the undiscounted contractual cash flows of financial liabilities and
administrative accounts of the Group based on remaining period to contractual maturity as of
31 December 2025 and 2024:
2025
Gross nominal
Carrying inflow/ >1-3 > 3 months - >1–5 >5
value (outflow) Up to 1 month months 1 year years years
Non-derivative financial liabilities
Deposits from customers (1,233,799,081) (1,234,027,465) (1,197,795,455) (31,930,057) (4,301,953) - -
Sharia deposits (4,727,157) (4,727,348) (4,727,348) - - - -
Deposits from other banks (3,966,077) (3,966,147) (3,964,015) (2,132) - - -
Acceptance payables (4,733,862) (4,733,862) (1,854,589) (1,937,405) (773,776) (168,092) -
Borrowings (2,047,436) (2,049,291) (1,399,291) (650,000) - - -
Estimated losses from commitments
and contingencies (2,866,909) (2,866,909) (233,752) (510,706) (1,519,858) (560,896) (41,697)
Accruals and other liabilities (3,811,307) (3,811,307) (3,514,361) (9,256) (30,687) (207,313) (49,690)
Subordinated bonds (65,000) (66,242) (1,242) - - (65,000) -
(1,256,016,829) (1,256,248,571) (1,213,490,053) (35,039,556) (6,626,274) (1,001,301) (91,387)
Derivative financial liabilities
Financial liabilities at fair value
through profit or loss: (97,406)
Outflow (25,788,864) (18,551,296) (4,361,781) (2,791,262) (84,525) -
Inflow 25,677,471 18,483,767 4,337,530 2,772,799 83,375 -
(97,406) (111,393) (67,529) (24,251) (18,463) (1,150) -
Administrative accounts
Unused credit facilities to
customers - committed (349,402,792) (349,402,792) - - - -
Unused credit facilities to
other banks - committed (2,309,239) (2,309,239) - - - -
Irrevocable Letters of Credit facilities (10,205,937) (2,709,891) (5,496,410) (1,283,584) (716,052) -
Bank guarantees issued to
customers (29,293,258) (2,806,863) (7,231,329) (14,047,001) (5,197,562) (10,503)
(391,211,226) (357,228,785) (12,727,739) (15,330,585) (5,913,614) (10,503)
(1,256,114,235) (1,647,571,190) (1,570,786,367) (47,791,546) (21,975,322) (6,916,065) (101,890)
2024
Gross nominal
Carrying inflow/ >1-3 > 3 months - >1–5 >5
value (outflow) Up to 1 month months 1 year years years
Non-derivative financial liabilities
Deposits from customers (1,120,613,667) (1,120,871,522) (1,073,604,905) (42,976,722) (4,289,895) - -
Sharia deposits (3,511,679) (3,511,776) (3,511,776) - - - -
Deposits from other banks (3,656,298) (3,656,327) (3,621,195) (35,132) - - -
Acceptance payables (4,651,955) (4,651,955) (1,953,035) (1,784,655) (902,423) (11,842) -
Securities sold under agreements
to repurchase (1,330,996) (1,330,996) (1,330,996) - - - -
Borrowings (2,242,516) (2,244,833) (298,499) - (1,650,000) (296,334) -
Estimated losses from commitments
and contingencies (2,975,187) (2,975,187) (250,713) (534,449) (1,497,920) (636,589) (55,516)
Accruals and other liabilities (3,303,470) (3,303,470) (2,966,364) (23,549) (34,526) (232,750) (46,281)
Subordinated bonds (500,000) (500,296) (9,296) - (435,000) - (65,000)
(1,142,785,768) (1,143,055,362) (1,087,546,779) (45,354,507) (8,809,764) (1,177,515) (166,797)
Derivative financial liabilities
Financial liabilities at fair value
through profit or loss: (257,613)
Outflow (33,439,150) (26,618,772) (6,218,655) (601,723) - -
Inflow 33,152,453 26,411,154 6,151,332 589,967 - -
(257,613) (286,697) (207,618) (67,323) (11,756) - -
Administrative accounts
Unused credit facilities to
customers - committed (318,207,142) (318,207,142) - - - -
Unused credit facilities to
other banks - committed (2,411,712) (2,411,712) - - -
Irrevocable Letters of Credit facilities (10,055,508) (2,902,168) (5,172,370) (1,850,411) (130,559) -
Bank guarantees issued to
customers (26,725,750) (2,824,369) (6,462,513) (12,954,144) (4,477,494) (7,230)
(357,400,112) (326,345,391) (11,634,883) (14,804,555) (4,608,053) (7,230)
(1,143,043,381) (1,500,742,171) (1,414,099,788) (57,056,713) (23,626,075) (5,785,568) (174,027)
The tables above were prepared based on remaining contractual maturities of the financial
liabilities and irrevocable Letters of Credit facility, while for issued guarantee contracts and
unused committed credit facility were based on its earliest possible contractual maturity.
The Bank’s and Subsidiaries’ expected cash flows from these instruments vary significantly
from the above analysis. For example, current accounts and saving accounts are expected
to have a stable or increasing balance, or unused committed credit facility to
customers/other banks are not all expected to be drawn down immediately.
566 Annual Report 2025 | PT Bank Central Asia Tbk
Page 569
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/100
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
c. Liquidity risk management (continued)
The nominal inflow and outflow disclosed in the above table represents the contractual
undiscounted cash flows relating to the principal and interest on the financial liabilities or
commitments. The disclosure for derivatives shows a gross inflow and outflow amount for
derivatives that have simultaneous gross settlement (e.g., foreign currency forward).
Analysis on the carrying value of financial assets and liabilities based on remaining
contractual maturities as of 31 December 2025 and 2024 are disclosed in Note 42.
d. Market risk management
i. Foreign exchange risk
The Bank conducts foreign currency trading in accordance with its internal policies and
regulations from Bank Indonesia (“PBI”) regarding Net Open Position (“NOP”).
The Bank's liabilities in foreign currencies consist of deposits and loans received in USD
and other foreign currencies. To comply with NOP regulations, the Bank maintains assets
consisting of placements with other banks and loans granted in USD and other foreign
currencies.
To measure foreign exchange risk on trading book, the Bank uses Value at Risk ("VaR")
method with Historical Simulation approach for the purpose of internal reporting,
meanwhile for the purpose of Bank's Capital Adequacy Ratio ("CAR") report, the Bank
used OJK standard method.
Bank’s sensitivity towards foreign currency is taken into account by using NOP information
translated to major foreign currency of the Bank, which is USD. The table below
summarises the Bank’s profit before tax sensitivity on changes of foreign exchange rate
as of 31 December 2025 and 2024:
Impact on profit before tax
+5% -5%
31 December 2025 11,027 (11,027)
31 December 2024 (32,644) 32,644
Information about Bank’s NOP as of 31 December 2025 and 2024 were disclosed in Note
49.
ii. Interest rate risk
Interest Rate Risk in the Banking Book
The measurement of IRRBB using 2 (two) methods is in accordance to Circular Letter of
OJK No. 12/SEOJK.03/2018 regarding the Implementation of Risk Management and
Standard Approach for Risk Measurement of Interest Rate Risk in Banking Book for
Conventional Banks:
a. Measurement based on the changes in the economic value of equity, which measures
the impact of changes in interest rates on the economic value of Bank equity; and
b. Measurement based on the changes in net interest income, which measures the
impact of changes in interest rates on the Bank's earnings.
To mitigate IRRBB, the Bank sets nominal limits for loans and fixed-interest banking book
securities, IRRBB limits and pricing strategies.
Annual Report 2025 | PT Bank Central Asia Tbk 567
Page 570
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/101
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
d. Market risk management (continued)
ii. Interest rate risk (continued)
Interest Rate Risk in the Trading Book
The risk measurement is performed on Rupiah and USD which are then reported to ALCO.
To measure interest rate risk on the trading book, the Bank uses VaR method with
Historical Simulation approach for internal reporting purposes, while for the Minimum
Capital Adequacy Ratio calculation, the Bank uses OJK’s standard approach.
The Subsidiary is exposed to interest rate risk arising from consumer financing
receivables, factoring receivables, other receivables, the issuance of fixed rate bonds
payable. The Subsidiary manages the interest rate risk by diversifying its financing sources
to find the most suitable fixed interest rate to minimise mismatch.
The table below summarises the Group financial assets and liabilities (not measured at fair
value through profit or loss) at carrying amounts, categorised by the earlier of contractual re-
pricing or maturity dates:
2025
Floating interest rate Fixed interest rate
Up to 3 > 3 months - Up to 3 > 3 months - More than 1 Non-interest
months 1 year months 1 year year bearing Total
Financial assets
Current accounts with
Bank Indonesia 35,003,465 - - - - 12,764,813 47,768,278
Current accounts with
other banks - net 5,331,638 - - - - - 5,331,638
Placements with Bank
Indonesia
and other banks - net - - 9,317,853 43,738 451,950 - 9,813,541
Acceptance receivables - net 943,296 1,142,126 - - - 7,409,208 9,494,630
Bills receivable - net - - 8,223,200 3,601,895 - - 11,825,095
Securities purchased under
agreements to resell - net - - 5,077,533 207,980 - - 5,285,513
Loans receivable - net 656,510,614 32,837,399 6,023,764 20,453,597 224,655,826 - 940,481,200
Consumer financing
receivables - net - - 921,566 3,283,174 4,749,247 - 8,953,987
Finance lease
receivables - net - - 1,413 2,113 4,479 - 8,005
Assets related to sharia
transactions - murabahah
receivables - net - - 1,514,513 739,348 - - 2,253,861
Investment securities - net 17,202,927 - 8,846,073 132,592,763 250,172,591 606,646 409,421,000
Other assets - - 220,575 999 - 14,090,498 14,312,072
Total 714,991,940 33,979,525 40,146,490 160,925,607 480,034,093 34,871,165 1,464,948,820
Financial liabilities
Deposits from customers (1,039,130,070) - (190,183,523) (4,485,488) - - (1,233,799,081)
Sharia deposits - - - - - (4,727,157) (4,727,157)
Deposits from other banks (3,445,220) - (520,857) - - - (3,966,077)
Acceptance payables - - - - - (4,733,862) (4,733,862)
Borrowings - - (2,047,436) - - - (2,047,436)
Estimated losses from
commitments
and contingencies - - - - - (2,866,909) (2,866,909)
Accruals and other liabilities - - - (20,258) (4,940) (3,786,109) (3,811,307)
Subordinated bonds - - - - (65,000) - (65,000)
Total (1,042,575,290) - (192,751,816) (4,505,746) (69,940) (16,114,037) (1,256,016,289)
Interest rate re-pricing gap (327,583,350) 33,979,525 (152,605,326) 156,419,861 479,964,153 18,757,128 208,931,991
568 Annual Report 2025 | PT Bank Central Asia Tbk
Page 571
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/102
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
d. Market risk management (continued)
ii. Interest rate risk (continued)
Interest Rate Risk in the Trading Book (continued)
The table below summarises the Group financial assets and liabilities (not measured at fair
value through profit or loss) at carrying amounts, categorised by the earlier of contractual re-
pricing or maturity dates: (continued)
2024
Floating interest rate Fixed interest rate
Up to 3 > 3 months - Up to 3 > 3 months - More than 1 Non-interest
months 1 year months 1 year year bearing Total
Financial assets
Current accounts with
Bank Indonesia 27,698,665 - - - - 8,709,477 36,408,142
Current accounts with
other banks - net 4,097,199 - - - - - 4,097,199
Placements with Bank
Indonesia
and other banks - net - - 15,666,963 47,921 - - 15,714,884
Acceptance receivables - net 1,955,788 806,752 - - - 6,858,507 9,621,047
Bills receivable - net - - 7,277,349 1,614,420 - - 8,891,769
Securities purchased under
agreements to resell - net - - 1,419,546 30,016 - - 1,449,562
Loans receivable - net 576,467,962 25,747,716 4,157,149 18,869,541 243,443,842 - 868,686,210
Consumer financing
receivables - net - - 1,128,167 3,396,858 4,910,539 - 9,435,564
Finance lease
receivables - net - - 12,234 21,776 17,032 - 51,042
Assets related to sharia
transactions - murabahah
receivables - net - - 1,296,757 628,127 - - 1,924,884
Investment securities - net 14,372,963 - 13,387,463 121,488,798 221,362,242 540,491 371,151,957
Other assets - - 150,653 152,646 - 13,412,678 13,715,977
Total 624,592,577 26,554,468 44,496,281 146,250,103 469,733,655 29,521,153 1,341,148,237
Financial liabilities
Deposits from customers (919,057,475) - (197,232,396) (4,323,796) - - (1,120,613,667)
Sharia deposits - - - - - (3,511,679) (3,511,679)
Deposits from other banks (3,610,441) - (45,857) - - - (3,656,298)
Acceptance payables - - - - - (4,651,955) (4,651,955)
Securities sold under
agreements to repurchase - - (1,330,996) - - - (1,330,996)
Borrowings - - (1,946,182) - (296,334) - (2,242,516)
Estimated losses from
commitments
and contingencies - - - - - (2,975,187) (2,975,187)
Accruals and other liabilities - - - - - (3,303,470) (3,303,470)
Subordinated bonds - - - - (500,000) - (500,000)
Total (922,667,916) - (200,555,431) (4,323,796) (796,334) (14,442,291) (1,142,785,768)
Interest rate re-pricing gap (298,075,339) 26,554,468 (156,059,150) 141,926,307 468,937,321 15,078,862 198,362,469
Fundamental reforms to benchmark interest rates are being carried out globally, including
the replacement of some Interbank Offered Rates (“IBORs”) with alternative interest rates
(referred to as the 'IBOR reform'). In Indonesia, JIBOR interest rates are being reformed with
Indonesia Overnight Index Average (“IndONIA”). determined as the alternative interest rates.
The Bank has no exposure derivative transactions that use JIBOR as a reference.
The Bank has prepared systems, procedures, valuations and market risk measurements to
accommodate new transactions using IndONIA.
Annual Report 2025 | PT Bank Central Asia Tbk 569
Page 572
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/103
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
d. Market risk management (continued)
ii. Interest rate risk (continued)
Interest Rate Risk in the Trading Book (continued)
The main risk facing the Group as a result of the IBOR reform is operational, e.g.
renegotiation of loan contracts through bilateral negotiations with customers, renewal of
contract terms, renewal of the system using the IBOR curve and revision of operational
controls related to the reforms. The rate convention that will be used will take into account
the characteristics of the product, both derivative and non-derivative assets, as well as see
input and recommendations from representatives of financial associations and working
groups in force, in order to be able to provide accurate prices and mitigate risks arising from
interest rate risk.
e. Operational and consolidated risk management
This additional information is required by applicable regulations and is not required by Indonesian
Financial Accounting Standards. This additional information is part of Note 49 to the consolidated
financial statements:
i. Operational risk management
In order to control operational risk, the Bank manages three main aspects: People, Process,
and Technology. In the People aspect, the Bank increases awareness and develops HR
competencies related to risk. In the Process aspect, the Bank establishes operational risk
management policies and procedures applicable to the Bank's operations, including limit
setting. In the Technology aspect, the Bank implements governance, information security,
and information technology risk management, including cybersecurity, to mitigate risks
arising from IT utilization. Operational risk management is regularly reviewed and aligned with
regulatory requirements.
The Bank has qualified infrastructure to support implementation of operational risk
management, named Operational Risk Management Information System (“ORMIS”), which
consists of Risk and Control Self Assessment (“RCSA”), Loss Event Database (“LED”), and
Key Risk Indicator (“KRI”). This web-based application can be used by all working units to
help them in managing operational risk. In order to make implementation of operational risk
management more effective and efficient, the Bank continuously enhance the ORMIS in
accordance with the latest Bank operational activities. The Bank performs a risk assessment
process in product or activity development implemented.
Business Continuity Management (“BCM”)
The Bank implements Business Continuity Management (BCM) to mitigate the impact of
disruptions or failures due to technology, natural disasters, or other disasters on the Bank's
business operations. The implementation of BCM is supported by the Business Continuity
Management Policy (BCM) and Business Continuity Plan (BCP), which includes a crisis
management plan and crisis communication, Business Continuity awareness socialization
and periodic BCP testing, as well as the availability of a Disaster Recovery Center connected
to two main Data Centers, a Secondary Workplace, and a Command and Crisis Center.
570 Annual Report 2025 | PT Bank Central Asia Tbk
Page 573
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/104
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
e. Operational and consolidated risk management (continued)
This additional information is required by applicable regulations and is not required by Indonesian
Financial Accounting Standards. This additional information is part of Note 49 to the consolidated
financial statements: (continued)
i. Operational risk management (continued)
Risk management related to Cybersecurity and Personal Data Protection (PDP)
With the rapid development of Information Technology, Banks are undertaking digital
transformation to improve operational efficiency and the quality of service to customers. On
the other hand, the use of IT also increases technology-related risks, including the risk of
system disruptions, cyberattacks, data breaches, and social engineering. To mitigate these
risks, Banks implement IT and cybersecurity risk management supported by an
organizational structure that adheres to regulatory requirements. Banks identify, measure,
and monitor risks and implement controls to ensure the sufficient application of cybersecurity
risk management, which are:
1. The Bank already has a risk management policy and procedure for cyber security and
information security and assessment of the digital maturity rate and cyber security risk
level periodically.
2. The Bank implements systems/technology to monitor, detect, and mitigate cyber
information system/security disruptions and has a Security Monitoring Center (SMC)
which operates 24/7 to monitor and respond to potential disruptions.
3. The Bank undertakes socialization and providing education to encourage a culture of
cyber security awareness to employees, customers and third parties continuously with
relevant material.
In connection with the PDP provisions, as well as the provision of digital services that result
in the need for processing customer personal data, the Bank implements:
1. PDP policies and procedures that include the use of technology and regular system
updates.
2. Employee training and awareness programs.
3. Evaluations to ensure that the steps taken are in line with regulatory developments and
customer needs.
4. The Bank has a unit that coordinates compliance with the PDP Law and appoints a
DPO (Data Protection Officer) in accordance with regulatory requirements.
ii. Consolidated risk management
The Bank implements risk management on a consolidated and integrated basis in
accordance with:
• OJK Regulation (POJK) No. 38/POJK.03/2017 dated 12 July 2017 regarding the
Implementation of Risk Management on a Consolidated Basis for Banks that Exercise
Control over Subsidiaries.
Annual Report 2025 | PT Bank Central Asia Tbk 571
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PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/105
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
e. Operational and consolidated risk management (continued)
This additional information is required by applicable regulations and is not required by Indonesian
Financial Accounting Standards. This additional information is part of Note 49 to the consolidated
financial statements: (continued)
ii. Consolidated risk management (continued)
The Bank implements risk management on a consolidated and integrated basis in
accordance with: (continued)
• OJK Regulation (POJK) No. 17/POJK.03/2014 dated 18 November 2014 regarding the
Implementation of Integrated Risk Management for Financial Conglomerates.
The implementation of such risk management refers to the provisions of the Financial
Services Authority (OJK), which include:
• Active supervision by the Board of Commissioners and the Board of Directors;
• Adequacy of policies, procedures, and limit-setting;
• Adequacy of processes for identification, measurement, monitoring, and control of
risks, as well as risk management information systems; and
• A comprehensive internal control system.
Referring to the concept for implementation of consolidated risk management, the
implementation of consolidated risk management duties and responsibilities are one of
the functions of the Risk Management Division which coordinates with the Risk
Management function implementation unit at each Financial Services Institution ("LJK") -
Subsidiaries in the financial conglomerate.
The Subsidiaries also implement risk management in accordance with regulatory
provisions and in line with the implementation of risk management in the Main Entity.
In applying Integrated Risk Management, The Bank as the Main Entity has:
1. Had a Director who oversaw the Integrated Risk Management function;
2. Formed Integrated Risk Management Committee ("KMRT");
3. Adjusting the organizational structure of the Risk Management Division to include
integrated risk management functions;
4. Compiled Basic Policy of Integrated Risk Management ("KDMRT") and several
policies related to the implementation of Integrated Risk Management;
5. Submitted to OJK:
a. Reports regarding the Main Entity and LJK included as members of the financial
conglomeration;
b. Integrated Risk Profile Report;
c. Integrated Capital Sufficiency Report;
d. Report on Changes in Members of the Financial Conglomeration.
6. Developed an Integrated Risk Management Information System used to support the
implementation of risk identification,measurement, monitoring, and control processes.
572 Annual Report 2025 | PT Bank Central Asia Tbk
Page 575
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/106
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
41. RISK MANAGEMENT (continued)
e. Operational and consolidated risk management (continued)
This additional information is required by applicable regulations and is not required by Indonesian
Financial Accounting Standards. This additional information is part of Note 49 to the consolidated
financial statements: (continued)
ii. Consolidated risk management (continued)
In addition, the financial conglomerate has performed an integrated Stress Test to ensure
that capital and liquidity at the level of each entity and in an integrated manner are still
adequate in dealing with the worst scenario (stress).
42. MATURITY GAP OF FINANCIAL ASSETS AND LIABILITIES
The following table summarises the maturity gap profile of the Group financial assets and liabilities
based on the remaining period until the contractual maturity date as of 31 December 2025 and
2024:
2025
No
> 3 months - More than contractual
Up to 1 month > 1 - 3 months 1 years > 1 - 5 years 5 years maturity Total
Financial assets
Cash - - - - - 25,305,031 25,305,031
Current accounts with Bank Indonesia - - - - - 47,768,278 47,768,278
Current accounts with other banks - net 5,331,638 - - - - - 5,331,638
Placement with Bank Indonesia
and other banks - net 9,040,586 277,370 43,738 451,847 - - 9,813,541
Financial assets at fair value
through profit or loss 2,898,848 2,059,015 27,551,188 842,214 1,877,897 91,797 35,320,959
Acceptance receivables - net 2,645,794 3,529,458 3,139,857 179,521 - - 9,494,630
Bills receivable - net 2,518,692 5,887,133 3,419,270 - - - 11,825,095
Securities purchased under
agreements to resell - net 1,419,175 3,658,357 207,981 - - - 5,285,513
Loans receivable 57,393,520 80,163,792 227,970,594 291,542,414 313,162,914 - 970,233,234
Less:
Allowance for impairment losses (29,752,034)
Consumer financing receivable - net 72,104 136,847 781,795 7,875,061 88,180 - 8,953,987
Finance lease receivable - net 132 1,157 6,431 285 - - 8,005
Assets related to sharia
transactions - murabahah
receivables - net 766,281 748,232 739,348 - - - 2,253,861
Investment securities - net 6,321,372 3,573,868 132,550,525 203,338,412 63,030,177 606,646 409,421,000
Other assets - net 4,399,849 415,414 1,494,916 4,889,038 2,449,821 663,034 14,312,072
92,807,991 100,450,643 397,905,643 509,118,792 380,608,989 74,434,786 1,525,574,810
Financial liabilities
Deposits from customers (1,197,567,071) (31,930,057) (4,301,953) - - - (1,233,799,081)
Sharia deposits (4,727,157) - - - - - (4,727,157)
Deposits from other banks (3,963,945) (2,132) - - - - (3,966,077)
Financial liabilities at fair value
through profit or loss (53,224) (25,170) (18,432) (580) - - (97,406)
Acceptance payables (1,854,589) (1,937,405) (773,776) (168,092) - - (4,733,862)
Borrowings (1,397,436) (650,000) - - - - (2,047,436)
Estimated losses from
commitments
and contingencies (233,752) (510,706) (1,519,858) (560,896) (41,697) - (2,866,909)
Accruals and other liabilities (3,514,361) (9,256) (30,687) (207,313) (49,690) - (3,811,307)
Subordinated bonds - - - (65,000) - - (65,000)
(1,213,311,535) (35,064,726) (6,644,706) (1,001,881) (91,387) - (1,256,114,235)
Net position (1,120,503,544) 65,385,917 391,260,937 508,116,911 380,517,602 74,434,786 269,460,575
Annual Report 2025 | PT Bank Central Asia Tbk 573
Page 576
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/107
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
42. MATURITY GAP OF FINANCIAL ASSETS AND LIABILITIES (continued)
The following table summarises the maturity gap profile of the Group financial assets and liabilities
based on the remaining period until the contractual maturity date as of 31 December 2025 and
2024: (continued)
2024
No
> 3 months - More than contractual
Up to 1 month > 1 - 3 months 1 years > 1 - 5 years 5 years maturity Total
Financial assets
Cash - - - - - 29,315,878 29,315,878
Current accounts with Bank Indonesia - - - - - 36,408,142 36,408,142
Current accounts with other banks - net 4,097,199 - - - - - 4,097,199
Placement with Bank Indonesia
and other banks - net 15,516,794 150,169 47,921 - - - 15,714,884
Financial assets at fair value
through profit or loss 739,047 277,077 18,003,066 864,695 1,613,660 27,072 21,524,617
Acceptance receivables - net 3,108,244 3,461,596 3,039,495 11,712 - - 9,621,047
Bills receivable - net 2,915,617 4,363,069 1,613,083 - - - 8,891,769
Securities purchased under
agreements to resell - net 1,368,661 51,834 29,067 - - - 1,449,562
Loans receivable 43,784,733 65,293,004 212,886,628 289,307,914 290,038,574 - 901,310,853
Less:
Allowance for impairment losses (33,308,875)
Consumer financing receivable - net 152,256 516,518 1,007,550 7,516,496 242,744 - 9,435,564
Finance lease receivable - net 903 1,044 20,753 28,342 - - 51,042
Assets related to sharia
transactions - murabahah
receivables - net 512,710 784,048 628,126 - - - 1,924,884
Investment securities - net 11,553,498 3,716,110 121,794,187 204,087,279 29,460,391 540,492 371,151,957
Other assets - net 4,641,823 379,403 1,257,897 5,202,181 1,799,609 435,064 13,715,977
88,391,485 78,993,872 360,327,773 507,018,619 323,154,978 66,726,648 1,391,304,500
Financial liabilities
Deposits from customers (1,073,347,050) (42,976,722) (4,289,895) - - - (1,120,613,667)
Sharia deposits (3,511,679) - - - - - (3,511,679)
Deposits from other banks (3,621,166) (35,132) - - - - (3,656,298)
Financial liabilities at fair value
through profit or loss (176,640) (68,348) (12,625) - - - (257,613)
Securities sold under
agreement to repurchase (1,330,996) - - - - - (1,330,996)
Acceptance payables (1,953,035) (1,784,655) (902,423) (11,842) - - (4,651,955)
Borrowings (296,182) - (1,650,000) (296,334) - - (2,242,516)
Estimated losses from
commitments
and contingencies (250,713) (534,449) (1,497,920) (636,589) (55,516) - (2,975,187)
Accruals and other liabilities (2,966,364) (23,549) (34,526) (232,750) (46,281) - (3,303,470)
Subordinated bonds - - (435,000) - (65,000) - (500,000)
(1,087,453,825) (45,422,855) (8,822,389) (1,177,515) (166,797) - (1,143,043,381)
Net position (999,062,340) 33,571,017 351,505,384 505,841,104 322,988,181 66,726,648 248,261,119
43. CAPITAL MANAGEMENT
The primary objective of the Bank’s capital management policy is to ensure that the Bank has a
strong capital to support the Bank’s current business expansion strategy and to sustain future
development of the business, to meet regulatory capital adequacy requirements and also to ensure
the efficiency of the Bank’s capital structure.
The Bank prepares the Capital Plan based on assessment of and review over the capital situation
in terms of the legal capital adequacy requirement, combined with current economic outlook
assessment and the result of stress testing method. The Bank will continue to link financial goals
and capital adequacy to risk appetite through the capital planning process and stress testing and
assess the businesses based on Bank’s capital and liquidity requirements.
The Bank’s capital needs are also planned and discussed on a routine basis, supported by data
analysis.
The Capital Plan is prepared by the Board of Directors as part of the Bank’s Business Plan and
approved by the Board of Commissioners. This plan is expected to ensure an adequate level of
capital and optimum capital structure.
574 Annual Report 2025 | PT Bank Central Asia Tbk
Page 577
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/108
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
43. CAPITAL MANAGEMENT (continued)
Based on BI Regulation No. 8/6/PBI/2006 dated 30 January 2006 and BI Circular Letter
No. 8/27/DPNP dated 27 November 2006 requires all banks to meet Capital Adequacy Ratio
(“CAR”) requirements for the bank on an individual and consolidated basis. The calculation of
minimum CAR on consolidated basis is performed by calculating capital and Risk-Weighted Assets
(“RWAs”) based on risks from consolidated financial statements as provided in the prevailing Bank
Indonesia Regulations.
BI Circular Letter No. 11/3/DPNP dated 27 January 2009 requires all banks in Indonesia with
certain qualification to take into account operational risk in the CAR calculation.
The Bank is required to provide minimum capital according to the risk profile on 31 December 2025
and 2024 in accordance with Financial Services Authority Regulation No. 27 Year 2022 dated 26
December 2022 concerning the Second Amendment to Financial Services Authority Regulation
No. 11/POJK.03/2016 concerning Minimum Capital Adequacy Requirements for Commercial
Banks, Financial Services Authority Regulation No. 34/POJK.03/2016 dated 22 September 2016
concerning Amendments to Financial Services Authority Regulation No. 11/POJK.03/2016
concerning Minimum Capital Adequacy Requirements for Commercial Banks, and Financial
Services Authority Regulation No. 11/POJK.03/2016 dated 29 January 2016 concerning Minimum
Capital Adequacy Requirement for Commercial Banks.
The Bank calculates its capital requirements based on the prevailing OJK Regulations, where the
regulatory capital consisted of two tiers:
• Core Capital (Tier 1), which includes:
1. Common Equity (CET 1), which includes issued and fully paid-up capital (after deduction
of treasury stock), additional paid-up capital, allowable non-controlling interest and
deductions from Common Equity.
2. Additional Core Capital.
• Supplementary Capital (Tier 2), which includes capital instrument in form of shares or other
allowable instruments, agio or disagio from supplementary capital issuance, required general
allowance for productive assets (maximum of 1.25% RWAs credit risk), and deductions from
tier 2 capital.
The information regarding the Capital Adequacy Ratio (CAR) as of 31 December 2025 and 2024
is disclosed in Note 49.
44. NON-CONTROLLING INTEREST
The movement of non-controlling interest in net assets of Subsidiaries was as follows:
2025 2024
Beginning balance 194,466 181,337
Non-controlling interest portion of Subsidiaries net profit
during the year 25,806 14,969
Increase (decrease) of non-controlling interest from
other comprehensive income of Subsidiaries
during the year 10,924 (1,840)
Other equity components (10,119) -
Ending balance 221,077 194,466
Annual Report 2025 | PT Bank Central Asia Tbk 575
Page 578
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/109
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES
Related parties Nature of relationship Nature of transaction
PT Dwimuria Investama Andalan Shareholder Deposits from customers
Dana Pensiun BCA Employer pension fund Pension fund contribution,
deposits from customers
Dwi Cermat Pte, Ltd Owned by the same ultimate Deposits from customers
shareholder
Konsorsium Iforte HTS Owned by the same ultimate Deposits from customers
shareholder
PT Abadi Tambah Mulia Owned by the same ultimate Loans receivable, deposits from
Internasional shareholder customers
PT Adiwisesa Mandiri Building Owned by the same ultimate Loans receivable, deposits from
Product Indonesia shareholder customers
PT Agregasi Cermat Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Agro Sinarjaya Owned by the same ultimate Deposits from customers
shareholder
PT Akar Inti Data Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Akar Inti Investama Owned by the same ultimate Deposits from customers
shareholder
PT Akar Inti Solusi Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Akar Inti Teknologi Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance
PT Alpha Merah Kreasi Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Altius Bahari Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Alto Halodigital International Owned by the same ultimate Deposits from customers
shareholder
PT Alto Network Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Aman Cermat Cepat Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Andil Bangunsekawan Owned by the same ultimate Deposits from customers
shareholder
PT Aneka Bumi Cipta Owned by the same ultimate Deposits from customers
shareholder
PT Angkasa Komunikasi Global Owned by the same ultimate Deposits from customers, bank
Utama shareholder guarantee issuance
PT Ardijaya Karya Appliances Owned by the same ultimate Deposits from customers
Product Manufacturing shareholder
PT Arta Karya Adhiguna Owned by the same ultimate Deposits from customers
shareholder
PT Artha Dana Teknologi Owned by the same ultimate Deposits from customers
shareholder
PT Artha Investa Teknologi Owned by the same ultimate Deposits from customers
shareholder
PT Artha Mandiri Investama Owned by the same ultimate Deposits from customers
shareholder
576 Annual Report 2025 | PT Bank Central Asia Tbk
Page 579
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/110
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Astama Loka Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Bach Multi Global Owned by the same ultimate Deposits from customers
shareholder
PT Bahtera Maju Selaras Owned by the same ultimate Deposits from customers
shareholder
PT Bangun Loka Indah Owned by the same ultimate Deposits from customers
shareholder
PT Bangun Media Indonesia Owned by the same ultimate Loans receivable, deposits from
shareholder customers, letter of credit
PT Bangun Mustika Owned by the same ultimate Deposits from customers
Pratama shareholder
PT Berjaya Agung Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Bhumi Mahardika Jaya Owned by the same ultimate Deposits from customers
shareholder
PT Bit Teknologi Nusantara Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Broadband Wahana Asia Owned by the same ultimate Deposits from customers
shareholder
PT Bukit Muria Jaya Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Bukit Muria Jaya Estate Owned by the same ultimate Deposits from customers
shareholder
PT Bumi Aman Sejahtera Owned by the same ultimate Deposits from customers
shareholder
PT Bumi Raya Sakti Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Caturguwiratna Sumapala Owned by the same ultimate Deposits from customers
shareholder
PT Cermati Pialang Asuransi Owned by the same ultimate Deposits from customers
shareholder
PT Cipta Karya Bumi Indah Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Ciptakreasi Buana Persada Owned by the same ultimate Deposits from customers
shareholder
PT Citra Teknologi Pintar Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Darta Media Indonesia Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Dasakreasi Anekacipta Owned by the same ultimate Deposits from customers
shareholder
PT Dekoruma Inovasi Lestari Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Dekoruma Niaga Sejahtera Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Digital Data Teknologi Terdepan Owned by the same ultimate Deposits from customers
shareholder
PT Digital Mebelindo Cemerlang Owned by the same ultimate Deposits from customers
shareholder
PT Digital Otomotif Indonesia Owned by the same ultimate Loans receivable, deposits from
shareholder customers
Annual Report 2025 | PT Bank Central Asia Tbk 577
Page 580
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/111
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Djarum Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Djelas Tandatangan Bersama Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Dwi Cermat Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Dwi Putri Selaras Owned by the same ultimate Deposits from customers
shareholder
PT Dynamo Media Network Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Ecogreen Oleochemicals Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance, letter of credit
PT Energi Batu Hitam Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance, letter of credit
PT Eragraha Pirantimegah Owned by the same ultimate Deposits from customers
shareholder
PT Fajar Surya Perkasa Owned by the same ultimate Deposits from customers
shareholder
PT Farindo Investama Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Fira Makmur Sejahtera Owned by the same ultimate Deposits from customers
shareholder
PT Futami Food & Beverages Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance
PT Gajah Merah Terbang Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT General Buditekindo Owned by the same ultimate Deposits from customers
shareholder
PT Global Astha Niaga Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Dairi Alami Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Danapati Niaga Owned by the same ultimate Deposits from customers
shareholder
PT Global Digital Niaga Tbk Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance, letter of
credit
PT Global Digital Prima Owned by the same ultimate Deposits from customers
shareholder
PT Global Digital Ritelindo Owned by the same ultimate Deposits from customers
shareholder
PT Global Distribusi Nusantara Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Distribusi Vitara Owned by the same ultimate Deposits from customers
shareholder
PT Global Distribusi Paket Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Distribusi Pusaka Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance
578 Annual Report 2025 | PT Bank Central Asia Tbk
Page 581
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/112
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Global Harapan Nawasena Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Indonesia Komunikatama Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Infrastruktur Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Global Inti Nawasena Owned by the same ultimate Deposits from customers
shareholder
PT Global Investama Andalan Owned by the same ultimate Deposits from customers
shareholder
PT Global Kassa Sejahtera Owned by the same ultimate Deposits from customers
shareholder
PT Global Media Visual Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Natura Produk Owned by the same ultimate Deposits from customers
shareholder
PT Global Poin Indonesia Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Teknologi Niaga Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Telekomunikasi Prima Owned by the same ultimate Deposits from customers
shareholder
PT Global Tiket Network Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Global Visi Media Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Global Visitama Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Globalnet Aplikasi Indotravel Owned by the same ultimate Deposits from customers
shareholder
PT Globalnet Sejahtera Owned by the same ultimate Deposits from customers
shareholder
PT Gonusa Prima Distribusi Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Graha Padma Internusa Owned by the same ultimate Deposits from customers
shareholder
PT Grand Indonesia Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance, office rental
transactions
PT Grand Teknologi Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Griya Karya Mandiri Owned by the same ultimate Deposits from customers
shareholder
PT Griya Miesejati Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Griya Muria Kencana Owned by the same ultimate Deposits from customers
shareholder
PT Halmahera Jaya Feronikel Owned by the same ultimate Deposits from customers
shareholder
PT Hartono Istana Teknologi Owned by the same ultimate Loans receivable, deposits from
shareholder customers, letter of credit
Annual Report 2025 | PT Bank Central Asia Tbk 579
Page 582
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/113
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Hartono Plantation Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Harum Lumbung Bersama Owned by the same ultimate Deposits from customers
shareholder
PT Hidup Bermakna Selamanya Owned by the same ultimate Deposits from customers
shareholder
PT Iforte Energi Nusantara Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Iforte Gilang Pertiwi Utama Owned by the same ultimate Deposits from customers
shareholder
PT Iforte Global Internet Owned by the same ultimate Deposits from customers
shareholder
PT Iforte Payment Infrastructure Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Iforte Solusi Infotek Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Indah Bumi Lestari Owned by the same ultimate Deposits from customers
shareholder
PT Indo Paramita Sarana Owned by the same ultimate Deposits from customers
shareholder
PT Indodana Multi Finance Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Intershop Prima Center Owned by the same ultimate Deposits from customers
shareholder
PT Inti Bangun Sejahtera Tbk Owned by the same ultimate Deposits from customers
shareholder
PT Istana Kencana Mulia Owned by the same ultimate Deposits from customers
shareholder
PT Jasa Semesta Utama Owned by the same ultimate Deposits from customers
shareholder
PT Kalimusada Motor Owned by the same ultimate Deposits from customers
shareholder
PT Kartika Sanur Cemerlang Owned by the same ultimate Deposits from customers
shareholder
PT Karya Muria Cemerlang Owned by the same ultimate Deposits from customers
shareholder
PT Kencana Muria Jaya Owned by the same ultimate Deposits from customers
shareholder
PT Komet Infra Nusantara Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Kudos Istana Furniture Owned by the same ultimate Deposits from customers
shareholder
PT Kumparan Kencana Electrindo Owned by the same ultimate Deposits from customers
shareholder
PT Kurio Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Legal Tekno Digital Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Legian Paradise Owned by the same ultimate Deposits from customers
shareholder
PT Lingkarmulia Indah Owned by the same ultimate Deposits from customers
shareholder
PT Lintas Cipta Media Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Lunar Inovasi Teknologi Owned by the same ultimate Loans receivable, deposits from
shareholder customers
580 Annual Report 2025 | PT Bank Central Asia Tbk
Page 583
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/114
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Mandala Pusaka Nusantara Owned by the same ultimate Deposits from customers
shareholder
PT Marga Sadhya Swasti Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Margo Hotel Development Owned by the same ultimate Deposits from customers
shareholder
PT Margo Property Development Owned by the same ultimate Deposits from customers
shareholder
PT Mars Multi Mandiri Owned by the same ultimate Deposits from customers
shareholder
PT Media Digital Historia Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Merah Cipta Media Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Merah Putih Colony Owned by the same ultimate Deposits from customers
shareholder
PT Mitra Media Integrasi Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Momentum Global Pratama Owned by the same ultimate Deposits from customers
shareholder
PT Muria Manis Nusantara Owned by the same ultimate Deposits from customers
shareholder
PT Muria Mekar Indah Owned by the same ultimate Deposits from customers
shareholder
PT Muria Sumba Manis Owned by the same ultimate Deposits from customers
shareholder
PT Muriafood Sapta Jaya Owned by the same ultimate Deposits from customers
shareholder
PT Narasi Akal Jenaka Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Narasi Citra Sahwahita Owned by the same ultimate Deposits from customers
shareholder
PT Natura Perisa Aroma Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Nava Samudra Ambara Owned by the same ultimate Deposits from customers
shareholder
PT Nova Digital Perkasa Owned by the same ultimate Deposits from customers
shareholder
PT Orbit Abadi Sakti Owned by the same ultimate Deposits from customers
shareholder
PT Peniti Sungai Purun Owned by the same ultimate Deposits from customers
shareholder
PT Pindaruma Casa Sentosa Owned by the same ultimate Deposits from customers
shareholder
PT Pradipta Mustika Cipta Owned by the same ultimate Deposits from customers
shareholder
PT Pratama Nusantara Sakti Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Prema Gandharva Asia Owned by the same ultimate Loans receivable, deposits from
shareholder customers
Annual Report 2025 | PT Bank Central Asia Tbk 581
Page 584
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/115
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Prima Top Boga Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Profesional Telekomunikasi Owned by the same ultimate Loans receivable, deposits from
Indonesia shareholder customers
PT Promedia Punggawa Satu Owned by the same ultimate Deposits from customers
shareholder
PT Promoland Indowisata Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Prosa Solusi Cerdas Owned by the same ultimate Deposits from customers
shareholder
PT Puri Bumi Lestari Owned by the same ultimate Deposits from customers
shareholder
PT Puri Dibya Property Owned by the same ultimate Deposits from customers
shareholder
PT Puri Padma Management Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Puri Zuqni Owned by the same ultimate Deposits from customers
shareholder
PT Quattro International Owned by the same ultimate Deposits from customers
shareholder
PT Raharja Dipta Lestari Owned by the same ultimate Deposits from customers
shareholder
PT Rajawali Inti Selular Owned by the same ultimate Deposits from customers
shareholder
PT Remala Abadi Tbk Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Resinda Prima Entertama Owned by the same ultimate Deposits from customers
shareholder
PT Sapta Adhikari Investama Owned by the same ultimate Deposits from customers
shareholder
PT Sarana Kencana Mulya Owned by the same ultimate Deposits from customers, letter of
shareholder credit
PT Sarana Menara Nusantara Tbk Owned by the same ultimate Deposits from customers
shareholder
PT Sasana Cipta Mulia Owned by the same ultimate Deposits from customers
shareholder
PT Savoria Adi Rasa Owned by the same ultimate Deposits from customers
shareholder
PT Savoria Kreasi Rasa Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance, letter of
credit
PT Semesta Cipta Internasional Owned by the same ultimate Deposits from customers, bank
shareholder guarantee issuance
PT Semesta Industri Pratama Owned by the same ultimate Deposits from customers
shareholder
PT Seminyak Mas Propertindo Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Sentral Investama Andalan Owned by the same ultimate Deposits from customer
shareholder
PT Sewu Nayaga Tembaya Owned by the same ultimate Deposits from customers
shareholder
582 Annual Report 2025 | PT Bank Central Asia Tbk
Page 585
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/116
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Sinergi Bumi Cipta Owned by the same ultimate Deposits from customers
shareholder
PT Solusi Ruma Sentosa Owned by the same ultimate Deposits from customers
shareholder
PT Solusi Tunas Pratama Tbk Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Subang Artha Sejahtera Owned by the same ultimate Deposits from customers
shareholder
PT Subang Sarana Investasi Owned by the same ultimate Deposits from customers
shareholder
PT Subang Sejahtera Indonesia Owned by the same ultimate Deposits from customers
shareholder
PT Sumber Kopi Prima Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Supra Boga Lestari Tbk Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Supra Kreatif Mandiri Owned by the same ultimate Deposits from customers
shareholder
PT Supra Mas Mandiri Owned by the same ultimate Deposits from customers
shareholder
PT Surya Centra Industri Owned by the same ultimate Deposits from customers
shareholder
PT Surya Energi Parahita Owned by the same ultimate Loans receivable, deposits from
shareholder customers, bank guarantee
issuance
PT Surya Siti Indotama Owned by the same ultimate Deposits from customers
shareholder
PT Surya Subang Smartpolitan Owned by the same ultimate Deposits from customers
shareholder
PT Suryacipta Swadaya Owned by the same ultimate Deposits from customers
shareholder
PT Suryacipta Swadaya Infrastruktur Owned by the same ultimate Deposits from customers
shareholder
PT Timur Persada Lestari Owned by the same ultimate Deposits from customers
shareholder
PT Tira Timur Lestari Owned by the same ultimate Deposits from customers
shareholder
PT Tricipta Mandhala Gumilang Owned by the same ultimate Deposits from customers
shareholder
PT Trigana Putra Mandiri Owned by the same ultimate Deposits from customers
shareholder
PT Tunas Nusantara Persada Owned by the same ultimate Deposits from customers
shareholder
PT Varnion Technology Semesta Owned by the same ultimate Loans receivable, deposits from
shareholder customers
PT Verve Persona Estetika Owned by the same ultimate Deposits from customers
shareholder
Annual Report 2025 | PT Bank Central Asia Tbk 583
Page 586
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/117
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
Related parties Nature of relationship Nature of transaction
PT Visinema Pictures Owned by the same ultimate Loans receivable, deposits from
shareholder customers
Key management personnel Bank’s Board of Commissioners Loans receivable, deposits from
and Board of Directors customers, employee benefits
The Bank’s controlling individuals Shareholder Loans receivable, deposits from
and their family members customers
In the normal course of business, the Bank has transactions with related parties due to their
common ownership and/or management. All transactions with related parties are conducted with
agreed terms and conditions.
The details of significant balances and transactions with related parties that were not consolidated
as of 31 December 2025 and 2024, and for the years then ended were as follows:
2025 2024
Percentage to Percentage to
Amount total Amount total
Loans receivable*) (Note 12) 11,485,252 1.18% 7,230,509 0.80%
Right-of-use asset - net**) (Note 16) 230,160 0.81% 243,940 0.86%
Other assets***) (Note 18) 9,835 0.04% 9,511 0.04%
Deposits from customers (Note 19) 3,121,310 0.25% 3,235,633 0.29%
Unused credit facilities to customers (Note 27) 6,257,488 1.39% 3,941,255 0.96%
Letter of credit facilities to customers (Note 27) 306,684 3.00% 811,681 8.07%
Bank guarantee issued to customers (Note 27) 322,047 1.10% 373,742 1.40%
Interest and sharia income (Note 28) 532,154 0.54% 487,674 0.51%
Interest and sharia expenses (Note 29) 38,872 0.29% 42,367 0.34%
Pension plan contribution (Note 33) 310,369 79.44% 290,843 78.81%
Rental expenses (Note 34) 13,398 1.00% 13,398 1.17%
*)
Before allowance for impairment losses.
**)
Represent right-of-use asset to PT Grand Indonesia.
***)
Represent security deposits to PT Grand Indonesia.
Compensations for key management personnel of the Bank (Note 1e) were as follows:
2025 2024
Short-term employee benefits (including tantiem) 1,148,392 1,125,485
Long-term employee benefits 42,593 40,680
Total 1,190,985 1,166,165
Rental agreement with PT Grand Indonesia
On 11 April 2006, the Bank signed a rental agreement with PT Grand Indonesia (a related party),
in which the Bank agreed to lease, on a long-term basis, the office space from PT Grand Indonesia
with a total area of 28,166.88 sqm at an amount of USD 35,631,103.20, including Value Added
Tax (“VAT”), with an option to lease for long-term additional space of 3,264.80 sqm at an amount
of USD 4,129,972, including VAT. This rental transaction was approved by the Board of Directors
and Shareholders in the Bank’s Extraordinary General Meeting of Shareholders on 25 November
2005 (the minutes of meeting was drawn up by Notary Hendra Karyadi, S.H., with Deed No. 11).
This rental agreement started on 1 July 2007 and will end on 30 September 2035.
584 Annual Report 2025 | PT Bank Central Asia Tbk
Page 587
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/118
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
45. TRANSACTIONS AND BALANCES WITH RELATED PARTIES (continued)
As of 31 December 2025 and 2024, right-of-use asset to PT Grand Indonesia amounted to Rp
230,160 and Rp 243,940, of these amount, Rp 131,743 and Rp 144,024, respectively has been
fully paid. The finance lease obligation to PT Grand Indonesia which was recorded on
31 December 2025 and 2024 were Rp 100,105 and Rp 103,298, respectively.
46. NET PAYABLE RECONCILIATION
2025
Securities
Debt sold under
Subordinated securities agreements to
bonds issued Borrowings repurchase
Net payable 31 December 2024 500,000 - 2,242,516 1,330,996
Cash flow:
Proceeds from borrowings - - 60,800,000
Payment of borrowings - - (60,995,080) -
Payment of securities sold under agreements
to repurchase - - - (1,330,996)
Payment of subordinated bonds (435,000) - - -
Net payable 31 December 2025 65,000 - 2,047,436 -
2024
Securities
Debt sold under
Subordinated securities agreements to
bonds issued Borrowings repurchase
Net payable 31 December 2023 500,000 - 1,629,626 1,054,780
Cash flow:
Proceeds from borrowings - - 73,287,728 -
Payment of borrowings - - (72,680,017) -
Proceeds from securities sold under agreements
to repurchase - - - 559,231
Payment of securities sold under agreements
to repurchase - - - (286,805)
Non-cash changes:
Adjustment of foreign currency - - 5,179 3,790
Net payable 31 December 2024 500,000 - 2,242,516 1,330,996
47. GUARANTEES ON THE OBLIGATIONS OF DOMESTIC BANKS
Based on Law No. 24 regarding Deposit Insurance Corporation (“LPS”) dated 22 September 2004,
effective since 22 September 2004, the LPS was established to provide guarantee on certain
deposits from customers based on prevailing guarantee schemes, the amount of which is subject
to change if they meet certain applicable schemes. The law was changed with the Government
Regulation as the Replacement of Law No. 3 Year 2008, which was stipulated as a law since
13 January 2009 based on the Republic of Indonesia Law No. 7 Year 2009.
Based on the Government of Republic of Indonesia Regulation No. 66/2008 dated 13 October
2008 regarding the deposit amount guaranteed by LPS, as of 31 December 2025 and 2024, the
deposit amount guaranteed by LPS for every customer in a bank was a maximum of Rp 2,000.
As of 31 December 2025 and 2024, the Bank was the participant of this guarantee scheme.
Annual Report 2025 | PT Bank Central Asia Tbk 585
Page 588
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/119
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
48. ACCOUNT RECLASSIFICATION
Few accounts in the consolidated statements of profit or loss and other comprehensive income
for the year ended 31 December 2024 were reclassified in order to be in conformity with
presentation of the consolidated statements of profit or loss and other comprehensive income for
the year ended ended 31 December 2025:
31 December 2024
Before After
Reclassification Reclassification Reclassification
OPERATING INCOME AND EXPENSES
Insurance income - 3,110,733 3,110,733
Insurance expense - (1,753,761) (1,753,761)
OTHER OPERATING INCOME///
Others 5,207,929 (3,110,733) 2,097,196
a
OTHER OPERATING EXPENSES///
// Others (3,735,854) 1,753,761 (1,982,093)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements:
a. Reserve Requirements (“RR”) and Macroprudential Liquidity Buffer (“MPLB”)
Current accounts with Bank Indonesia are provided to comply with the Reserve Requirement
(“RR”) of Bank Indonesia, On 31 December 2025 and 2024, the Ratio of Rupiah and Foreign
Currencies RR as well as the Ratio of Macroprudential Liquidity Buffer (“MPLB”) that must be
met by the Bank are as follows:
2025 2024
Rupiah
- RR 4.60% 5.00%
(i) RR on daily basis 0.00% 0.00%
(ii) RR on average basis 9.00% 9.00%
(iii) RR reduction incentives -4.40% -4.00%
- MIR 1.00% 0.72%
- MPLB 4.00% 5.00%
Foreign currencies
- RR 4.00% 4.00%
(i) RR on daily basis 2.00% 2.00%
(ii) RR on average basis 2.00% 2.00%
RR is a minimum reserve that should be maintained by the Bank in the form of current accounts
with Bank Indonesia, MPLB is a minimum liquidity reserves that should be maintained by Bank,
in the form of Bank Indonesia Certificates (“SBI”), Bank Indonesia Deposit Certificates
(“SDBI”), Treasury Bills (“SBN”), Sekuritas Rupiah Bank Indonesia (“SRBI”) which is
determined by Bank Indonesia at certain percentage of the Bank’s Third Party Fund.
586 Annual Report 2025 | PT Bank Central Asia Tbk
Page 589
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/120
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS (continued)
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements: (continued)
a. Reserve Requirements (“RR”) and Macroprudential Liquidity Buffer (“MPLB”) (continued)
As of 31 December 2025 and 2024, the Bank has fulfilled the RR ratios in Rupiah and foreign
currencies, and MPLB ratios as follows:
2025 2024
Rupiah
- RR 4.62% 5.04%
(i) RR on daily basis 0.00% 0.00%
(ii) RR on average basis 4.62% 5.04%
- MIR 1.00% 0.72%
- MPLB 33.54% 30.56%
Foreign currencies
- RR 4.27% 4.22%
(i) RR on daily basis 2.00% 2.00%
(ii) RR on average basis 2.27% 2.22%
b. Legal Lending Limit
As of 31 December 2025 and 2024, the Bank at individual level and at consolidated level,
complied with Legal Lending Limit (“LLL”) requirements for both related parties and third
parties.
c. Ratio of Small Enterprises Loans to Loans Receivable
Ratio of small enterprises loans to loans receivable provided by Bank as of 31 December 2025
and 2024 was 6.61% and 6.24%, respectively.
d. Loans Receivables
Non-Performing Loan
The Bank’s non-performing loans (classified as sub-standard, doubtful and loss) as of
31 December 2025 and 2024 amounting to Rp 15.965.436 and Rp 15,498,016, respectively.
As of 31 December 2025, the ratio of gross non-performing loan (“NPL”) and net NPL was 1.71%
and 0.67% (2024: 1.78% and 0.59%), which was calculated based on prevailing POJK.
Annual Report 2025 | PT Bank Central Asia Tbk 587
Page 590
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/121
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS (continued)
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements: (continued)
e. Monetary Assets And Liabilities In Foreign Currencies
Balances of monetary assets and liabilities in foreign currencies were as follows:
2025
Rupiah
USD JPY AUD SGD CNH Others*) equivalent
Monetary assets
Cash 27,888 363,698 12,616 10,697 3,125 11,615 984,277
Current accounts with Bank Indonesia 226,490 - - - - - 3,776,726
Current accounts with other banks - net 107,508 7,140,717 29,975 53,646 143,293 74,038 5,159,327
Placements with Bank Indonesia and
other banks - net 287,505 - - 227,877 99,946 - 7,986,955
Financial assets at fair value
through profit or loss 266,161 - 1,463 - 7,998 - 4,473,625
Acceptance receivables - net 215,906 1,029,424 - 149 582,237 26,994 5,550,561
Bills receivable - net 460,243 - - - 106,595 145 7,931,191
Loans receivable - net 2,795,301 - 3,399 32,802 211,377 - 47,578,968
Investment securities - net 608,993 - - - - - 10,154,961
Other assets - net 47,591 1,821 29 223 1,724 104 802,852
5,043,586 8,535,660 47,482 325,394 1,156,295 112,896 94,399,443
Monetary liabilities
Deposits from customers 4,257,137 12,431,916 71,902 487,862 706,088 148,815 83,604,278
Deposits from other banks 84,684 - 10,884 2,102 424 176 1,564,692
Financial liabilities at fair value 823 - - - - - 13,716
Acceptance payables 124,707 702,415 - 150 480,096 13,350 3,523,882
Borrowings 91 - - - - - 1,525
Estimated losses from commitment and
contingencies 12,417 759 - 431 407 81 215,048
Accruals and other liabilities 983 194,248 206 499 7,008 1,646 90,016
4,480,842 13,329,338 82,992 491,044 1,194,023 164,068 89,013,157
2024
Rupiah
USD JPY AUD SGD CNH Others*) equivalent
Monetary assets
Cash 70,986 265,867 6,098 16,093 7,158 12,783 1,643,052
Current accounts with Bank Indonesia 216,181 - - - - - 3,479,439
Current accounts with other banks - net 74,914 10,807,107 32,095 63,270 110,917 24,210 4,023,489
Placements with Bank Indonesia and
other banks - net 534,394 - 49,973 59,999 124,998 31,829 10,599,225
Financial assets at fair value
through profit or loss 22,847 - - - - - 367,726
Acceptance receivables - net 280,067 966,736 - 548 314,834 17,319 5,584,679
Bills receivable - net 300,269 3,392 - - 253,504 - 5,394,469
Loans receivable - net 2,427,065 - 3,372 39,878 - - 39,569,708
Investment securities - net 599,316 - - - - - 9,645,985
Other assets - net 26,768 1,982 119 517 - 105 445,329
4,552,807 12,045,084 91,657 180,305 811,413 86,246 80,753,101
Monetary liabilities
Deposits from customers 4,050,424 10,441,676 79,216 387,116 - 101,196 74,864,906
Deposits from other banks 86,153 - 12,547 1,592 - - 1,531,742
Financial liabilities at fair value 2,023 - - - - - 32,568
Acceptance payables 152,697 587,406 - 548 - 14,193 3,330,866
Securities sold under agreement to
repurchase - - - - - - -
Borrowings - - - - - - -
Estimated losses from commitment and
contingencies 15,231 1,426 2 669 - 55 254,516
Accruals and other liabilities 943 76,362 - 298 - 550 38,677
4,325,218 11,106,870 91,765 390,223 - 115,994 80,348,879
*) Assets and liabilities denominated in other foreign currencies are presented as USD equivalents using the exchange rate prevailing at end of the reporting
period.
588 Annual Report 2025 | PT Bank Central Asia Tbk
Page 591
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/122
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS (continued)
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements: (continued)
e. Monetary Assets And Liabilities In Foreign Currencies (continued)
Net Open Position
The Bank’s net foreign exchange positions (Net Open Position or “NOP”) as of 31 December
2025 and 2024 were calculated based on prevailing Bank Indonesia Regulations. Based on
those regulations, banks are required to maintain the NOP (including all domestic and
overseas branches) at the maximum of 20% (twenty percent) of capital.
The aggregate NOP represents the sum of the absolute values of (i) the net difference between
assets and liabilities denominated in each foreign currency and (ii) the net difference of
receivables and liabilities of both commitments and contingencies recorded in the
administrative account (administrative account transactions) denominated in each foreign
currency, which are all stated in Rupiah. The NOP for statements of financial position
represents the sum of the net differences of assets and liabilities on the statements of financial
position for each foreign currency, which are all stated in Rupiah.
The Bank’s NOP as of 31 December 2025 and 2024 were as follows:
2025
NOP for Net difference
statements of between
financial receivables
position (net and liabilities
difference in Overall NOP
between assets administrative (absolute
and liabilities) accounts amount)
USD 8,181,355 (8,024,637) 156,718
SGD (2,161,613) 2,167,126 5,513
CNH (368,253) 371,295 3,042
MYR 4,853 (1,054) 3,799
CHF 561 - 561
JPY (531,325) 538,361 7,036
SEK 1,438 - 1,438
EUR (990,509) 987,870 2,639
HKD (3,058) 11,483 8,425
CAD 15,646 (16,634) 988
AUD (421,047) 415,867 5,180
GBP (12,243) 11,332 911
DKK 11,575 (8,316) 3,259
SAR 24,620 (23,380) 1,240
NZD 5,313 (4,813) 500
THB (3,305) (123) 3,428
Others 15,860 - 15,860
Total 220,537
Total capital 268,244,808
Percentage of NOP to capital 0.08%
Annual Report 2025 | PT Bank Central Asia Tbk 589
Page 592
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/123
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS (continued)
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements: (continued)
e. Monetary Assets And Liabilities In Foreign Currencies (continued)
The Bank’s NOP as of 31 December 2025 and 2024 were as follows: (continued)
2024
NOP for Net difference
statements of between
financial receivables
position (net and liabilities
difference in Overall NOP
between assets administrative (absolute
and liabilities) accounts amount)
USD 3,357,291 (3,912,311) 555,020
SGD (2,501,631) 2,506,155 4,524
CNH (951,871) 924,221 27,650
MYR 2,444 - 2,444
CHF 38,985 (32,337) 6,648
JPY 41,919 (30,225) 11,694
SEK (1) (3,187) 3,188
EUR (989,097) 999,677 10,580
HKD 7,535 - 7,535
CAD 14,590 (16,111) 1,521
AUD (47,807) 44,550 3,257
GBP (8,237) 15,164 6,927
DKK 8,999 (7,926) 1,073
SAR 12,415 (16,097) 3,682
NZD 22,059 (22,670) 611
THB 3,725 (454) 3,271
Others 3,250 - 3,250
Total 652,875
Total capital 249,056,422
Percentage of NOP to capital 0.26 %
590 Annual Report 2025 | PT Bank Central Asia Tbk
Page 593
PT BANK CENTRAL ASIA Tbk AND SUBSIDIARIES Schedule 5/124
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
49. ADDITIONAL INFORMATION NOT REQUIRED BY THE FINANCIAL ACCOUNTING
STANDARDS (continued)
This additional information is required by the applicable regulations and is not mandated by the
Financial Accounting Standards in Indonesia. This additional information is part of Note 49 to the
consolidated financial statements: (continued)
f. Capital Adequacy Ratio
The CAR as of 31 December 2025 and 2024, calculated in accordance with the prevailing
regulations, taking into account the credit risk, market risk and operational risk, were as follows:
2025 2024
Bank Consolidated Bank Consolidated
Core Capital (Tier 1) 258,057,396 273,828,527 239,468,855 255,311,302
Supplementary Capital (Tier 2) 10,187,412 10,523,248 9,587,567 9,886,723
Total Capital 268,244,808 284,351,775 249,056,422 265,198,025
Risk-Weighted Assets (RWAs)
RWAs Considering Credit Risk 835,899,197 868,520,469 787,719,400 816,782,306
RWAs Considering Market Risk 10,892,413 14,623,797 8,559,151 9,849,977
RWAs Considering Operational Risk 54,479,020 53,224,191 51,903,001 83,551,413
Total RWAs 901,270,630 936,368,457 848,181,552 910,183,696
Minimum Capital Requirement
based on risk profile 9,99% 9,99% 9.99% 9.99%
CAR ratio
CET 1 ratio 28.63% 29.24% 28.23% 28.05%
Tier 1 ratio 28.63% 29.24% 28.23% 28.05%
Tier 2 ratio 1.13% 1.12% 1.13% 1.09%
CAR ratio 29.76% 30.36% 29.36% 29.14%
CET 1 for Buffer 19.77% 20.37% 19.37% 19.15%
Regulatory Minimum Capital Requirement
Allocation based on risk profile
From CET 1 8.86% 8.87% 8.86% 8.90%
From AT 1 0.00% 0.00% 0.00% 0.00%
From Tier 2 1.13% 1.12% 1.13% 1.09%
Regulatory Buffer percentage required
by Bank
Capital Conservation Buffer 2.50% 2.50% 2.50% 2.50%
Countercyclical Buffer 0.00% 0.00% 0.00% 0.00%
Capital Surcharge for Systemic Bank 2.50% 2.50% 2.50% 2.50%
50. ADDITIONAL INFORMATION
Information presented in schedule 6/1 - 6/7 are additional financial information of PT Bank Central
Asia Tbk, (Parent Entity), which presented investment in Subsidiaries according to cost method
and are an integral part of the consolidated financial statements of the Group.
Annual Report 2025 | PT Bank Central Asia Tbk 591
Page 594
PT BANK CENTRAL ASIA Tbk Schedule 6/1
ADDITIONAL INFORMATION
STATEMENTS OF FINANCIAL POSITION (PARENT ENTITY ONLY)
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025 2024
ASSETS
Cash 25,275,044 29,285,819
Current accounts with Bank Indonesia 46,370,465 35,165,855
Current accounts with other banks - net of allowance for
impairment losses of Rp 661 as of 31 December 2025
(31 December 2024: Rp 520) 5,092,741 4,019,739
Placements with Bank Indonesia and other banks - net
of allowance for impairment losses of Rp 2,419
as of 31 December 2025 (31 December 2024: Rp 1,708) 8,479,787 14,246,183
Financial assets at fair value through profit or loss 33,656,979 21,044,715
Acceptance receivables - net of allowance for
impairment losses of Rp 200,313 as of
31 December 2025 (31 December 2024: Rp 440,695) 9,494,630 9,621,047
Bills receivable - net of allowance for impairment losses of
Rp 5,381 as of 31 December 2025
(31 December 2024: Rp 3,116) 11,825,095 8,891,769
Securities purchased under agreements to resell 4,430,617 862,849
Loans receivable - net of allowance for impairment
losses of Rp 29,390,498 as of 31 December 2025
(31 December 2024: Rp 32,382,006) 932,513,007 862,530,076
Investment securities - net of allowance for impairment
losses of Rp 439,437 as of 31 December 2025
(31 December 2024: Rp 374,454) 390,081,976 352,643,621
Prepaid expenses 1,356,605 617,971
Prepaid tax 72,843 1,532,246
Fixed assets - net of accumulated depreciation of
Rp 11,195,391 as of 31 December 2025
(31 December 2024: Rp 9,244,266) 27,577,419 27,347,687
Intangible assets - net of accumulated amortisation of
Rp 832,702 as of 31 December 2025
(31 December 2024: Rp 662,728) 531,926 586,410
Deferred tax assets - net 5,516,287 5,181,176
Investment in shares - net of allowance for impairment
losses of Rp 105,416 as of 31 December 2025
(31 December 2024: Rp 105,260) 10,260,951 10,245,537
Other assets - net of allowance for impairment losses of
Rp 95 as of 31 December 2025
(31 December 2024: Rp 991) 24,835,091 22,507,190
TOTAL ASSETS 1,537,371,463 1,406,329,890
592 Annual Report 2025 | PT Bank Central Asia Tbk
Page 595
PT BANK CENTRAL ASIA Tbk Schedule 6/2
ADDITIONAL INFORMATION
STATEMENTS OF FINANCIAL POSITION (PARENT ENTITY ONLY)
31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025 2024
LIABILITIES AND EQUITY
LIABILITIES
Deposits from customers 1,219,567,546 1,108,908,832
Deposits from other banks 4,038,227 3,698,286
Financial liabilities at fair value through
profit or loss 97,406 257,613
Acceptance payables 4,733,862 4,651,955
Securities sold under agreements to repurchase - 1,330,996
Tax payables 2,707,891 493,568
Borrowings 2,102 43,672
Estimated losses from commitments and contingencies 2,864,112 2,967,583
Post-employment benefits obligation 9,807,688 8,943,641
Accruals and other liabilities 21,829,864 21,466,054
Subordinated bonds 65,000 500,000
TOTAL LIABILITIES 1,265,713,698 1,153,262,200
EQUITY
Share capital - par value per share of Rp 12.50 (full amount)
Authorised capital: 440,000,000,000 shares
Issued and fully paid-up capital: 123,275,050,000 shares 1,540,938 1,540,938
Additional paid-in capital 5,711,368 5,711,368
Treasury stock:
262,016,800 shares, acquisition cost (2,152,514) -
Revaluation surplus of fixed assets 11,247,358 11,003,529
Unrealised gains (losses) on financial assets at
fair value through other comprehensive income 1,906,225 280,866
Retained earnings
Appropriated 4,268,903 3,720,540
Unappropriated 249,135,487 230,810,449
TOTAL EQUITY 271,657,765 253,067,690
TOTAL LIABILITIES AND EQUITY 1,537,371,463 1,406,329,890
Annual Report 2025 | PT Bank Central Asia Tbk 593
Page 596
PT BANK CENTRAL ASIA Tbk Schedule 6/3
ADDITIONAL INFORMATION
STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
(PARENT ENTITY ONLY)
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025 2024
OPERATING INCOME AND EXPENSES
Interest income 91,938,089 88,406,720
Interest expenses (12,303,405) (11,668,707)
INTEREST INCOME - NET 79,634,684 76,738,013
OTHER OPERATING INCOME
Fees and commission income - net 19,304,304 17,891,823
Net income from transaction at fair value
through profit or loss 3,811,021 2,814,418
Others 3,920,343 3,582,854
Total other operating income 27,035,668 24,289,095
Impairment losses on assets (2,952,993) (1,273,883)
OTHER OPERATING EXPENSES
Personnel expenses (16,115,303) (15,454,514)
General and administrative expenses (15,422,474) (15,094,669)
Others (2,010,125) (1,786,044)
Total other operating expenses (33,547,902) (32,335,227)
INCOME BEFORE TAX 70,169,457 67,417,998
INCOME TAX EXPENSE (13,070,259) (12,711,616)
NET INCOME 57,099,198 54,706,382
OTHER COMPREHENSIVE INCOME:
Items that will not be reclassified to profit or loss:
Remeasurements of defined benefit obligation (793,492) 74,456
Income tax on remeasurements of defined
benefit liability 150,763 (14,146)
(642,729) 60,310
Revaluation surplus of fixed assets 255,808 238,391
(386,921) 298,701
Items that will be reclassified to profit or loss:
Unrealised gains (losses) on financial assets
at fair value through other comprehensive income 2,006,616 (806,189)
Income tax (381,257) 153,176
1,625,359 (653,013)
OTHER COMPREHENSIVE INCOME,
NET OF INCOME TAX 1,238,438 (354,312)
TOTAL COMPREHENSIVE INCOME 58,337,636 54,352,070
BASIC AND DILUTED EARNINGS PER SHARE
ATTRIBUTABLE TO EQUITY HOLDERS OF THE
PARENT ENTITY (in full amount) 463 444
594 Annual Report 2025 | PT Bank Central Asia Tbk
Page 597
PT BANK CENTRAL ASIA Tbk Schedule 6/4
ADDITIONAL INFORMATION
STATEMENTS OF CHANGES IN EQUITY (PARENT ENTITY ONLY)
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025
Unrealised gains
(losses) on
financial assets
at fair value
Issued and Revaluation through other Retained earnings
fully paid-up Additional Treasury surplus of fixed comprehensive
capital paid-in capital stocks assets income-net Appropriated Unappropriated Total equity
Balance, 31 December 2024 1,540,938 5,711,368 - 11,003,529 280,866 3,720,540 230,810,449 253,067,690
Net income for the year - - - - - - 57,099,198 57,099,198
Revaluation surplus of fixed assets - - - 243,829 - - 11,979 255,808
Unrealised gains (losses) on financial assets
at fair value through other
comprehensive income - net - - - - 1,625,359 - - 1,625,359
Remeasurement of defined
benefit liability - net - - - - - - (642,729) (642,729)
Total comprehensive income for the year - - - 243,829 1,625,359 - 56,468,448 58,337,636
General reserve - - - - - 548,363 (548,363) -
Cash dividends - - - - - - (37,595,047) (37,595,047)
Treasury stock, acquisition cost - - (2,152,514) - - - - (2,152,514)
Balance, 31 December 2025 1,540,938 5,711,368 (2,152,514) 11,247,358 1,906,225 4,268,903 249,135,487 271,657,765
Annual Report 2025 | PT Bank Central Asia Tbk
595
Page 598
596
PT BANK CENTRAL ASIA Tbk Schedule 6/5
ADDITIONAL INFORMATION
STATEMENTS OF CHANGES IN EQUITY (PARENT ENTITY ONLY)
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2024
Unrealised gains
(losses) on
financial assets
at fair value
Revaluation through other Retained earnings
Issued and fully Additional paid- surplus of fixed comprehensive
paid-up capital in capital assets income-net Appropriated Unappropriated Total equity
Annual Report 2025 | PT Bank Central Asia Tbk
Balance, 31 December 2023 1,540,938 5,711,368 10,801,590 933,879 3,234,149 210,702,522 232,924,446
Net income for the year - - - - - 54,706,382 54,706,382
Revaluation surplus of fixed assets - - 201,939 - - 36,452 238,391
Unrealised gains (losses) on financial assets
at fair value through other
comprehensive income - net - - - (653,013) - - (653,013)
Remeasurement of defined
benefit liability - net - - - - - 60,310 60,310
Total comprehensive income for the year - - 201,939 (653,013) - 54,803,144 54,352,070
General reserve - - - - 486,391 (486,391) -
Cash dividends - - - - - (34,208,826) (34,208,826)
Balance, 31 December 2024 1,540,938 5,711,368 11,003,529 280,866 3,720,540 230,810,449 253,067,690
Page 599
PT BANK CENTRAL ASIA Tbk Schedule 6/6
ADDITIONAL INFORMATION
STATEMENTS OF CASH FLOWS (PARENT ENTITY ONLY)
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025 2024
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts of interest income, fees and commissions 109,263,724 105,037,385
Other operating income 2,686,577 2,010,746
Payments of interest expenses, fees and commissions (12,336,280) (11,720,323)
Payments of post-employment benefits (1,527,763) (1,153,347)
Other operating expenses (30,348,737) (28,464,918)
Payment of tantiem to Board of Commissioners and Board of Directors (887,700) (765,000)
Other increases (decreases) affecting cash:
Placements with Bank Indonesia and other banks - mature
more than 3 (three) months from the date of acquisition (601,619) 210,000
Financial assets at fair value through profit or loss (10,629,685) (5,468,509)
Acceptance receivables 366,799 4,880,997
Bills receivable (2,929,891) 1,718,437
Securities purchased under agreements to resell (3,567,768) 89,917,519
Loans receivable (72,854,316) (109,243,514)
Other assets (127,224) 172,726
Deposits from customers 107,884,745 23,900,650
Deposits from other banks 283,819 (6,515,643)
Acceptance payables 81,907 (2,049,301)
Accruals and other liabilities 967,397 (2,394,916)
Net cash provided by (used in) operating activities before
income tax 85,723,985 60,072,989
Payment of income tax (11,921,627) (11,399,598)
Net cash provided by (used in) operating activities 73,802,358 48,673,391
CASH FLOWS FROM INVESTING ACTIVITIES
Acquisition of investment securities (194,532,003) (169,737,224)
Proceeds from investment securities that matured
during the year 164,391,928 118,649,450
Cash dividends received from investment in shares 2,200,226 2,402,602
Paid-in capital on Subsidiary (58,044) -
Acquisition of fixed assets (1,832,444) (3,450,738)
Acquisition of right-of-use assets (489,633) (532,867)
Proceeds from sale of fixed assets 243 1,276
Net cash provided by (used in) investing activities (30,319,727) (52,667,501)
Annual Report 2025 | PT Bank Central Asia Tbk 597
Page 600
PT BANK CENTRAL ASIA Tbk Schedule 6/7
ADDITIONAL INFORMATION
STATEMENTS OF CASH FLOWS (PARENT ENTITY ONLY)
FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
2025 2024
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from borrowings (435,000) -
Payment of borrowings (41,570) (16,805)
Payment of cash dividends (37,595,047) (34,208,826)
Treasury stock (2,152,514) -
Proceeds from securities sold under agreements to repurchase - 358,462
Payment of securities sold under agreements to repurchase (1,330,996) -
Net cash provided by (used in) financing activities (41,555,127) (33,867,169)
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 1,927,504 (37,861,279)
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 82,719,824 121,044,773
EFFECT OF FOREIGN EXCHANGE RATE FLUCTUATIONS ON
CASH AND CASH EQUIVALENTS (44,911) (463,670)
CASH AND CASH EQUIVALENTS, END OF YEAR 84,602,417 82,719,824
Cash and cash equivalents consist of:
Cash 25,275,044 29,285,819
Current accounts with Bank Indonesia 46,370,465 35,165,855
Current accounts with other banks 5,093,402 4,020,259
Placement with Bank Indonesia and other banks - mature within
3 (three) months or less from the date of acquisition 7,863,506 14,247,891
Total cash and cash equivalents 84,602,417 82,719,824
598 Annual Report 2025 | PT Bank Central Asia Tbk
Page 601
Financial Statements
PT DWIMURIA INVESTAMA ANDALAN DAN ENTITAS ANAK
PT Dwimuria Investama Andalan and Subsidiaries
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER
As of December 31, 2025 and 2024 COMPREHENSIVE INCOME
(in millions of Rupiah) For The Years Ended December 31, 2025 and 2024
(in millions Rupiah, unless earnings per share)
Audited Audited Audited Audited
No. ACCOUNTS No. ACCOUNTS
Dec 31, 2025 Dec 31, 2024 Dec 31, 2025 Dec 31, 2024
ASSETS OPERATING INCOME AND EXPENSES
1. Cash 25,305,051 29,315,883 Interest and sharia income
2. Current accounts with Bank Indonesia 47,768,278 36,408,142 1. Interest income 99,247,890 94,978,401
3. Current accounts with other banks - net of allowance 8,088,573 6,550,871 2. Sharia income 946,017 805,105
4. Placements with Bank Indonesia and other banks - Total interest and sharia insurance 100,193,907 95,783,506
net of allowance 9,880,058 22,754,005
5. Financial assets measured at fair value through profit or loss 47,940,008 27,283,734 Interest and sharia expense
6. Acceptance receivable - net of allowance 9,494,630 9,621,047 3. Interest expense (12,874,927) (12,134,967)
7. Bills receivable - net of allowance 11,825,095 8,891,769 4. Sharia expense (509,258) (394,843)
8. Securities purchased under agreements to resell - Total interest and sharia expense (13,384,185) (12,529,810)
net of allowance 5,285,513 1,449,562
9. Loans receivable - net of allowance 939,824,597 868,686,210 NET INTEREST AND SHARIA INCOME 86,809,722 83,253,696
10. Consumer financing receivable - net of allowance 11,941,292 9,435,564
11. Finance lease receivable - net of allowance 8,005 51,042 5. Insurance income 2,003,240 3,110,733
12. Assets related to sharia transactions - net of allowance 12,698,160 10,206,637 6. Insurance expense (1,858,302) (1,753,761)
13. Investment securities - net of allowance 413,374,089 372,085,027
14. Prepaid expenses 1,732,551 971,636 NET INSURANCE INCOME 144,938 1,356,972
15. Prepaid tax 102,292 1,563,199
16. Fixed assets - net of accumulated depreciation 28,484,750 28,253,506 OTHER OPERATING INCOME
17. Intangible assets - net of accumulated amortisation 128,032,813 126,411,162 7. Fee and commission income - net 19,885,290 17,899,177
18. Deferred tax assets - net 5,895,937 5,496,515 8. Net income from transaction at fair value through profit or loss 3,178,374 1,500,163
19. Other assets - net of allowance 29,242,291 26,921,808 9. Others 3,436,362 2,257,242
Total other operation income 26,500,026 21,656,582
TOTAL ASSETS 1,736,923,983 1,592,357,319
10. Impairment losses on assets (4,447,207) (2,034,453)
LIABILITIES, TEMPORARY SYIRKAH DEPOSITS, DAN EQUITY
OTHER OPERATING EXPENSES
LIABILITIES 11. Personnel expenses (18,030,907) (17,479,907)
1. Deposits from customers 1,233,759,331 1,119,987,754 12. General and administrative expenses (17,393,156) (16,901,953)
2. Sharia deposits 4,688,209 3,506,071 13. Others (2,125,241) (1,986,650)
3. Deposits from other banks 3,966,077 3,656,298 Total other operating expenses (37,549,304) (36,368,510)
4. Financial liabilities measured at fair value through profit or loss 97,406 257,613
5. Acceptance payables 4,733,862 4,651,955 INCOME BEFORE TAX 71,458,175 67,864,287
6. Securities sold under agreements to repurchase - 1,330,996
7. Debt securities issued - - INCOME TAX EXPENSE (13,791,350) (13,402,919)
8. Tax payable 3,036,163 642,506
9. Borrowings 3,245,144 2,242,516 NET INCOME 57,666,825 54,461,368
10. Deferred tax liabilities - -
11. Estimated losses on commitments and contingencies 2,866,909 2,975,187 OTHER COMPREHENSIVE INCOME:
12. Accrued expenses and other liabilities 30,053,522 27,621,306 14. Items that will not be reclassified to profit or loss:
13. Post-employment benefits obligation 10,019,068 9,099,608 a. Remeasurements of defined benefit liability (804,869) 71,847
14. Subordinated bonds 65,000 500,000 b. Income tax 152,755 (13,509)
TOTAL LIABILITIES 1,296,530,691 1,176,471,810 Remeasurements of defined benefit liability - net of income tax (652,114) 58,338
c. Revaluation surplus of fixed assets 252,056 238,886
15. Temporary syirkah deposits 10,632,695 9,486,817 (400,058) 297,224
15. Items that will be reclassified to profit or loss:
EQUITY a. Unrealised gains (losses) on financial assets measured
16. Share capital 211,419,700 210,619,700 at fair value through other comprehensive income 2,273,789 (824,292)
17. Additional paid in capital (24,751,655) (24,720,526) b. Income tax (426,944) 146,807
18. Revaluation surplus of fixed assets 2,685,742 2,553,839 Unrealised gains (losses) on financial assets
19. Foreign exchange differences arising from translation of financial measured at fair value through
statements in foreign currency (330,270) 58,948 other comprehensive income - net of income tax 1,846,845 (677,485)
20. Unrealised gains (losses) on financial assets measured at fair value c. Foreign exchange differences arising from translation of
through other comprehensive income 946,653 (61,897) financial statements in foreign currency (137,793) 35,287
21. Retained earnings 113,150,871 98,952,584 d. Others (101,189) -
22. Other equity components (55,869) (5,073) 1,607,863 (642,198)
Total equity attributable to equity holders of the parent OTHER COMPREHENSIVE INCOME, NET OF INCOME TAX 1,207,805 (344,974)
entity 303,065,172 287,397,575
23. Non-controlling interest 126,695,425 119,001,117 TOTAL COMPREHENSIVE INCOME 58,874,630 54,116,394
TOTAL EQUITY 429,760,597 406,398,692 NET INCOME ATTRIBUTABLE TO:
Equity holders of parent entity 31,636,210 29,737,878
TOTAL LIABILITIES, TEMPORARY SYIRKAH DEPOSITS, AND EQUITY 1,736,923,983 1,592,357,319 Non-controlling interest 26,030,615 24,723,490
57,666,825 54,461,368
COMPREHENSIVE PROFIT ATTRIBUTABLE TO:
Equity holders of parent entity 32,268,309 29,549,344
Non-controlling interest 26,606,321 24,567,050
58,874,630 54,116,394
BASIC AND DILUTED EARNINGS PER SHARE
ATTRIBUTABLE TO EQUITY HOLDERS OF THE
PARENT ENTITY 149,637 141,192
Annual Report 2025 | PT Bank Central Asia Tbk 599
Page 602
Financial Statements
PT DWIMURIA INVESTAMA ANDALAN DAN ENTITAS ANAK
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
For The Years Ended December 31, 2025 and 2024
(in millions of Rupiah)
For The Years Ended December 31, 2025 and 2024 (Audited)
Attributable to equity holders of the parent entity
Foreign exchange
Unrealised gains (losses) on Total equity
ACCOUNTS Revaluation differences arising from Non-controlling
Issued and fully Additional paid- financial assets measured at Other equity attributable to Total equity
surplus of fixed translation of financial Retained earnings interest
paid-up capital in capital fair value through other components equity holders of
assets statements in foreign
comprehensive income - net the parent entity
currency
Balance, 31 December 2023 210,619,700 (24,720,821) 2,442,617 39,561 309,189 89,405,763 (5,073) 278,090,936 109,836,672 387,927,608
Net income for the year - - - - - 29,737,878 - 29,737,878 24,723,490 54,461,368
Revaluation surplus of fixed assets - - 111,222 - - 20,027 - 131,249 107,637 238,886
Foreign exchange differences arising from translation
of financial statements in foreign currency - - - 19,387 - - - 19,387 15,900 35,287
Unrealised gains (losses) on financial assets measured
at fair value through other comprehensive income - net - - - - (371,086) - - (371,086) (306,399) (677,485)
Remeasurements of defined benefit liability - net - - - - - 31,916 - 31,916 26,422 58,338
Total comprehensive income for the year - - 111,222 19,387 (371,086) 29,789,821 - 29,549,344 24,567,050 54,116,394
Changes in establishment of Subsidiary - 295 - - - - - 295 (1) 294
Paid-in capital on Subsidiary - - - - - - - - 11,161 11,161
Cash dividends - - - - - (20,243,000) - (20,243,000) (15,413,765) (35,656,765)
Balance, 31 December 2024 210,619,700 (24,720,526) 2,553,839 58,948 (61,897) 98,952,584 (5,073) 287,397,575 119,001,117 406,398,692
Balance, 31 December 2024 210,619,700 (24,720,526) 2,553,839 58,948 (61,897) 98,952,584 (5,073) 287,397,575 119,001,117 406,398,692
Net income for the year - - - - - 31,636,210 - 31,636,210 26,030,615 57,666,825
Revaluation surplus of fixed assets - - 131,903 - - 6,581 - 138,484 113,572 252,056
Foreign exchange differences arising from translation
of financial statements in foreign currency - - - (137,699) - - - (137,699) (94) (137,793)
Unrealised gains (losses) on financial assets measured
at fair value through other comprehensive income - net - - - - 1,008,550 - - 1,008,550 838,295 1,846,845
Remeasurements of defined benefit liability - net - - - - - (358,127) - (358,127) (293,987) (652,114)
Other equity components - - - - - - (50,036) (50,036) (51,153) (101,189)
Total comprehensive income for the year - - 131,903 (137,699) 1,008,550 31,284,664 (50,036) 32,237,382 26,637,248 58,874,630
Additional paid-in capital 800,000 - - - - - - 800,000 250 800,250
Differences on transactions amount from business
combination of entity under common control - (31,129) - - - - - (31,129) (25,530) (56,659)
Changes in non-controlling interest in Subsidiary - - - - - - - - 292,986 292,986
Cash dividends - - - - - (17,200,000) - (17,200,000) (16,937,414) (34,137,414)
Shares buyback by Subsidiary - - - - - - - - (2,152,514) (2,152,514)
Changes in establishment of Subsidiary - - - (251,519) - 113,623 (760) (138,656) (120,718) (259,374)
Balance, 31 December 2025 211,419,700 (24,751,655) 2,685,742 (330,270) 946,653 113,150,871 (55,869) 303,065,172 126,695,425 429,760,597
CONSOLIDATED STATEMENTS OF COMMITMENTS AND CONTINGENCIES
As of December 31, 2025 and 2024
(in millions of Rupiah)
Audited Audited
No. ACCOUNTS
Dec 31, 2025 Dec 31, 2024
COMMITMENTS
Committed receivables:
1. Unused borrowing/financing facilities 2,795,000 2,878,190
2. Foreign currency positions to be received from spot and
derivatives/forward transactions 22,941,216 29,456,807
3. Others 250,549 524,255
25,986,765 32,859,252
Committed liabilities:
1. Unused credit/financing facilities Jakarta, February 6, 2026
- Committed 351,712,031 320,618,854
- Uncommitted 100,451,029 93,421,932
2. Outstanding irrevocable letters of credit 10,205,937 10,055,508
3. Foreign currency positions to be submitted for spot and
derivatives/forward transactions 26,516,839 28,755,848
4. Others 335,642 1,091,414
489,221,478 453,943,556
CONTINGENCIES
Contingent receivables: Honky Harjo Agus Santoso Suwanto
1. Received guarantees 604,625 529,573 President Director Director
2. Others - -
604,625 529,573
Contingent liabilities:
1. Issued guarantees 29,293,258 26,725,750
2. Others 89 89
29,293,347 26,725,839
600 Annual Report 2025 | PT Bank Central Asia Tbk
Page 603
Annual Report 2025 | PT Bank Central Asia Tbk 601
Page 604
PT Bank Central Asia Tbk Head Office Menara BCA, Grand Indonesia Jl. M.H. Thamrin No. 1 Jakarta 10310, Indonesia Tel. : (+62 21) 2358 8000 Fax. : (+62 21) 2358 8300 www.bca.co.id
Names mentioned 292 people and organisations named in the text · linked when the evidence is strong
linked
person
David Formula
· Executive Vice President Strategic Information Technology Group
p.43 ×2
unresolved
person
H. Thamrin
p.5 ×5
unresolved
org
Bank To Financial Reporting Process Debtors Who Have
p.7
unresolved
org
Bank Indonesia
p.8 ×21
unresolved
org
Bank Indonesia Award Trustworthy Companies
p.8
unresolved
org
Bank Institutions
p.8 ×2
unresolved
org
Bank Indonesia’s
p.11 ×2
unresolved
org
Financial Services Authority
p.17 ×12
unresolved
org
Bank Indonesia Circular Letter
p.17
unresolved
org
Bank Indonesia Regulation
p.17
unresolved
org
Bank Central Asia Continuous Subordinated Bonds I Phase
p.19
unresolved
org
BCA Sekuritas Indonesia (Persero) Tbk
p.19 ×2
unresolved
org
Ministry of Finance
p.22
unresolved
person
D.E. Setijoso
p.25
unresolved
person
SUWONO
· Director
p.26
unresolved
person
Deputy
· Director
p.26 ×3
unresolved
person
Setijoso
p.30
unresolved
org
PT Dwimuria Investama Andalan. Subsidaries Stock Exchange
p.35
unresolved
org
PT BCA Finance
p.35 ×7
unresolved
org
Bank BCA Syariah Central Asia Tbk
p.35 ×2
unresolved
org
PT Bank Digital BCA
p.35 ×3
unresolved
org
Indonesia Stock Exchange
p.35 ×3
unresolved
org
PT BCA Sekuritas Share
p.35
unresolved
org
PT Asuransi Umum BCA
p.35 ×6
unresolved
org
PT Asuransi Jiwa BCA ISIN
p.35
unresolved
org
PT Central Capital Ventura ID
p.35
unresolved
org
Bank Indonesia Certificates
p.36
unresolved
org
PT Telkom
p.38
unresolved
org
Bank Restructuring Agency
p.38 ×3
unresolved
org
Bank Royal
p.39
unresolved
org
Bank Notes Travellers’ Cheque
p.40
unresolved
org
Bank BCA Banking
p.40
unresolved
org
Bank Guarantees
p.41
unresolved
org
Bank Digital BCA BCA Sekuritas Executive
p.42
unresolved
org
Linus Ekabranko President Ltd.
p.42
unresolved
org
PT Bank BCA Syariah
p.46 ×4
unresolved
org
PT Central Capital Ventura
p.46 ×2
unresolved
org
PT Bank BCA Syariah Indonesia
p.46
unresolved
org
Indonesia Tbk
p.46 ×2
unresolved
org
PT Bank Risjad Salim
p.46
unresolved
org
PT Bank Risjad Salim Internasional
p.46
unresolved
org
PT Djarum
p.47
unresolved
org
PT Asuransi Jiwa BCA
p.48 ×4
unresolved
org
Bank Restructuring
p.48 ×2
unresolved
org
Bank LTCB Central Asia
p.48 ×4
unresolved
org
PT Abacus Cash Solution
p.49 ×2
unresolved
org
PT Asuransi Adira Dinamika
p.49
unresolved
org
PT MBF Leasing Association
p.49
unresolved
org
PT McKinsey Indonesia
p.50
unresolved
org
Yayasan Pendidikan Ujung
p.50
unresolved
org
PT Bank DKI
p.51
unresolved
org
PT Cipta Karya Bumi Indah
p.52
unresolved
org
PT Sarana Kencana Mulya
p.52
unresolved
org
PT Tamara Indah
p.52
unresolved
org
PT Indomobil
p.52
unresolved
org
PT Pupuk Kujang
p.53
unresolved
org
PT Danakita Investama
p.54
unresolved
org
Trimegah Securities Tbk
p.54 ×2
unresolved
org
PT Bank International
p.54
unresolved
org
Annual Report. Indonesia Tbk
p.54
unresolved
org
WOM Finance Tbk
p.55 ×2
unresolved
org
PT Indospec Asia
p.55
unresolved
org
PT Tugu Pratama Indonesia
p.55
unresolved
org
PT Kustodian Sentral Efek Indonesia
p.55
unresolved
org
PT Kustodian Depository Efek Career History
p.55
unresolved
org
BCA Tbk
p.55 ×27
unresolved
org
PT Sewu New York Life
p.55
unresolved
person
Drs. Hadi Sutanto
p.55
unresolved
org
PT Putera Lintas Kemas
p.56
unresolved
org
PT Abacus Dana Pensiuntama
p.57
unresolved
org
PT Zeals Digital Asia
p.57
unresolved
org
PT Abacus Teknika Solusindo
p.57
unresolved
org
PT Bina Analisindo Semesta
p.57
unresolved
org
PT BCA Finance Career History
p.59
unresolved
org
Dana Pensiun Otoritas Jasa Keuangan
p.59
unresolved
org
PT Asuransi Umum BCA Career History
p.60
unresolved
org
Indonesia Air Transport Tbk
p.60 ×2
unresolved
org
PT Global Transport Service
p.60
unresolved
org
Broadband Multimedia Tbk
p.60 ×2
unresolved
org
PT Askes
p.60 ×3
unresolved
org
Tri Polyta Indonesia Tbk
p.60 ×2
unresolved
org
Bank Internasional Indonesia Tbk
p.60 ×2
unresolved
org
Bank Restructuring Unit BPPN
p.60
unresolved
org
Bank Tiara Asia Tbk
p.60 ×2
unresolved
org
PT Bank BCA Syariah Career History
p.61
unresolved
org
Bank Royal Indonesia
p.61 ×2
unresolved
org
Bank Muamalat Indonesia Tbk
p.61 ×2
unresolved
org
PT Bank Central
p.61
unresolved
org
Bank Central | (2014)
Asia
p.61
unresolved
org
Asia Tbk
p.61
unresolved
org
Hasnur International Shipping Tbk
p.62 ×2
unresolved
org
PT Central Sudirman Development
p.62
unresolved
org
PT Rabobank Indonesia
p.62
unresolved
org
PT Bank Credit Agricole Indonesia
p.62
unresolved
org
PT Hasnur International
p.62
unresolved
org
Bank Bali
p.62 ×2
unresolved
org
Shipping Tbk
p.62
unresolved
org
PT Pefindo Research Consulting
p.62
unresolved
org
PT OSK
p.62
unresolved
org
PT Catunilai Finans Adhinarya
p.62
unresolved
org
PT Bank Digital BCA Career History
p.62
unresolved
org
Bank Vice
p.63
unresolved
—
HIANNI
· Head of Regional Office I, Bandung
p.64
unresolved
—
ANDREAS ANDY CHRISTIANTO
· Head of Regional Office II, Semarang
p.64
unresolved
—
WIDJAJA STEPHEN
· Head of Regional Office III, Surabaya
p.64
unresolved
—
HARIJANTO
· Head of Regional Office IV, Makassar
p.64
unresolved
—
OMAR
· Head of Regional Office V, Medan
p.64
unresolved
—
SUHARDJO MOELIADI
· Head of Regional Office VI, Palembang
p.64
unresolved
—
LINDAWATI SUSANTO
· Head of Regional Office VII, Malang
p.64
unresolved
—
LILIANA
· Head of Regional Office VIII, Pondok Indah, Jakarta
p.64
unresolved
—
SEWAKA KOSASIH MULJADI
· Head of Regional Office IX, Matraman, Jakarta
p.64
unresolved
—
JUNIARTA
· Head of Regional Office X, Pluit, Jakarta
p.64
unresolved
—
TITIANI
· Head of Regional Office XII, Wisma Asia, Jakarta
p.64
unresolved
—
WIRA CHANDRA
· Executive Vice President Grup Corporate Banking, Transaction & Finance
p.64
unresolved
—
LINUS EKABRANKO WINDOE
· Executive Vice President Treasury Division & International Banking Division
p.64
unresolved
—
LILIK WINARNI SOEDARSO
· Executive Vice President Operation Strategy & Development Group
p.64
unresolved
—
DEDDY MULJADI HENDRAWINATA
· Executive Vice President Credit Risk Analysis Group
p.64
unresolved
—
HERA FENDAYANI HARYN
· Head Of Corporate Communication & Social Responsibility - CSR
p.64
unresolved
—
LEO ARISTON
· Head of Internal Audit Division
p.64
unresolved
—
FREDDY IMAN
· Head of Commercial & SME Banking Division
p.64
unresolved
—
TJHONG WELLY YANDOKO
· Head of Consumer Credit Division
p.64
unresolved
—
TJOE ANIEK SUSILOWATI
· Head of Cash Management Division
p.64
unresolved
—
JAYAPRAWIRYA DIAH
· Head of Corporate Strategy & Planning Division
p.64
unresolved
—
ALRIANTO DJUNAIDI
· Head of Human Capital Management Division
p.64
unresolved
—
DODY SANTOSA ISWAN
· Head of Individual Customer Business Development Division
p.64
unresolved
—
RUBY PURWADI
· Head of Procurement & Facility Management Division
p.64
unresolved
—
IWAN SANTOSO NARTO
· Head of Network Management & Regional Development Division
p.64
unresolved
—
TJOE HENNY
· Head of International Banking Division
p.64
unresolved
—
JUNITA GRACE
· Head of Treasury Division
p.64
unresolved
—
INDRAWAN B
· Head of Wealth Management Division
p.64
unresolved
—
ANDI AGUS SALIM
· Head of Corporate Credit Risk Analysis Group
p.64 ×3
unresolved
—
EDY GUNAWAN
· Head of Corporate Credit Risk Analysis Group
p.64
unresolved
—
TAN TESIEN TANUDJAJA
· Head of Corporate Credit Risk Analysis Group
p.64
unresolved
—
SHIRLEY MAGDALENA
· Head of SME & Commercial Credit Risk Analysis Group
p.64
unresolved
—
SUSANTO UTOMO
· Head of SME & Commercial Credit Risk Analysis Group
p.64
unresolved
—
BUDI MULIA ADISENTANA
· Head of SME & Commercial Credit Risk Analysis Group
p.64
unresolved
—
SIANNE DHALIA WINATA
· Head of SME & Commercial Credit Risk Analysis Group
p.64
unresolved
—
HENRIETTA SOESILO
· Head of SME & Commercial Credit Risk Analysis Group
p.64
unresolved
—
INGE SETIAWATY
· Head of Corporate Transaction Group
p.65
unresolved
—
SYLNA
· Head of Corporate Banking Group
p.65
unresolved
—
YAYI MUSTIKA PUDYANTI
· Head of Corporate Banking Group
p.65
unresolved
—
KRISTIAN MARBUN
· Head of Corporate Banking Group
p.65
unresolved
—
DENNY HARYANTO
· Head of Corporate Banking Group
p.65
unresolved
—
HERU WIRAWAN CHANDRA
· Head of Corporate Banking Group
p.65
unresolved
—
R. MARTHIN JOEL OPPUSUNGGU
· Head of Corporate Banking Group
p.65
unresolved
—
WINNY HARIANTO
· Head of Corporate Support & Data Analytics
p.65
unresolved
—
MARIA JASHINTA FRANSISKA
· Head of Corporate Finance Group
p.65
unresolved
—
LILIANI KURNIAWAN
· Head of Corporate Branch Office
p.65
unresolved
—
EVANS CHARLES BENNY H.
· Head of Digital Innovation Solutions Group
p.65
unresolved
—
INDRA TJAHAJA
· Head of IT Infrastructure & Operations Group
p.65
unresolved
—
LILY WONGSO
· Head of Enterprise IT Architecture, Data Management & Service Quality
p.65
unresolved
—
THOMAS ARMAND LAHEY
· Head of Application Management Group
p.65
unresolved
—
FERDINAN MARLIM H. S.
· Head of IT Security Group
p.65
unresolved
—
PAULINE
· Head of Modernization Group
p.65
unresolved
—
NORISA
· Head of Transaction Banking Business Development & Marketing Division
p.65
unresolved
—
JAN HENDRA
· Head of Transaction Banking Product Development Division
p.65
unresolved
—
WILSON KARIMUN
· Head of Transaction Banking Services
p.65
unresolved
—
MARTINUS ROBERT WINATA
· Head of Wholesale Transaction Banking Product Development
p.65
unresolved
—
TOMMY KURNIAWAN*
· Merchant Business Division
p.65
unresolved
—
FELIX IVANATA DARMASETIA
· Head of Accounting and Tax Divison
p.65
unresolved
—
SUSANWATI
· Head of Experience Design - Consumer & Wholesale Banking Group
p.65
unresolved
—
BONIFACIA WISNI ARISUSANTI
· Head of Experience Design- Branch & Shared Service Group
p.65
unresolved
—
ANDRY SANTOSO
· Head of Experience Design - Loan Operation and Credit Process Group
p.65
unresolved
—
I MADE SUCITA
· Head of Application & User Acceptance Test Group
p.65
unresolved
—
THAN THANDY ANTHONY
· Head of E-Channel & Settlement Services
p.65
unresolved
—
LANNY TANZANIA
· Head of Compliance Division
p.65
unresolved
—
FAMIATI DAUN
· Head of Risk Management Division
p.65
unresolved
—
EDY UNTUNG
· Head of Credit Recovery Group
p.65
unresolved
—
RADIMAN ALI ROHIM
· Head of Global Trade & Payment Services
p.65
unresolved
—
ADRIANUS WAGIMIN WANG
· Head of Contact Center & Digital Services
p.65
unresolved
—
WIWIN WIELIANTI
· Head of Credit Administration Services
p.65
unresolved
—
SUZI TANZINO
· Head of Legal Operation & Litigation Group
p.65
unresolved
—
RIEKA
· Head of Legal Operation &s Litigation Group
p.65
unresolved
—
DAVID ERENST SUMUAL
· Head of Economic & Industry Research
p.65
unresolved
—
AGNES YINNY BOEN
· Head of Anti Fraud Bureau
p.65
unresolved
org
PT Dwimuria Investama Andalan.
p.68 ×4
unresolved
org
PT TRICIPTA MANDHALA GUMILANG
p.68 ×2
unresolved
org
PT CATURGUWIRATNA SUMAPALA
p.68 ×2
unresolved
org
PT Raya Saham Registra Annual
p.69
unresolved
org
Reksa Dana Indonesia
p.70
unresolved
person
Forum Komunikasi
· Direktur
p.70
unresolved
org
Jiwa Limited
p.72
unresolved
org
PT BCA Finance Effectively
p.72
unresolved
org
PT CSML
p.72
unresolved
org
PT Bank BCA Syariah Effectively
p.72
unresolved
org
PT UIB
p.72
unresolved
org
PT Bank Digital BCA Effectively
p.72
unresolved
org
PT CSI
p.72
unresolved
org
PT DUJ
p.72
unresolved
org
PT Central Capital Ventura Established
p.72
unresolved
org
Rintis
p.73
unresolved
org
Rianto & Rekan
p.73
unresolved
org
PT Raya Saham Registra
p.73
unresolved
org
Trustee Fitch Ratings Ltd
p.73
unresolved
org
PT Fitch Ratings Indonesia
p.73
unresolved
org
PT Pemeringkat Efek Indonesia
p.73
unresolved
person
Christina Dwi Utami
p.73
unresolved
person
K.H. Zainul Arifin
p.73
unresolved
org
Hadinoto & Partners
p.73
unresolved
org
Kementerian Keuangan RI
p.75 ×2
unresolved
org
Bank Partner Collecting Agent
p.75
unresolved
org
Bank Euromoney
p.76
unresolved
org
Bank KBMI IV Bisnis Indonesia Financial Award
p.76
unresolved
org
Bank KBMI IV Excellence
p.76
unresolved
org
Bank Digital PR
p.76
unresolved
org
Bank In Customer Loyalty The Best KBMI IV
p.76
unresolved
org
Bank In Digital Brand
p.76
unresolved
org
Bank Analyst Favourite Listed
p.76
unresolved
org
Bank Awards
p.77
unresolved
org
Bank Umum KBMI
p.77
unresolved
org
Bank Award XIX Property
p.77
unresolved
org
Bank Desa Wisata Berbasis Budaya
p.77
unresolved
org
Kementerian Pariwisata Republik
p.77
unresolved
org
Bank Sector ESG Award
p.77
unresolved
org
Bank CSR Awards
p.77
unresolved
person
Vera Eve Lim IDN Times Inspiring News
p.78 ×8
unresolved
org
Bank Award
p.78
unresolved
org
Jahja Property
p.78
unresolved
org
Bank XIX
p.78
unresolved
org
Bank Indonesia Award
p.79
unresolved
org
Bank Indonesia Connectivity
p.79
unresolved
org
Bank The Best E-money Business
p.79
unresolved
org
PT BankReport Annual Central Asia
p.84
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