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Unity for a Sustainable Future Sustainability Report 2025 PT BANK CENTRAL ASIA TBK
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O u r S u s t a i n a b i l i t y Forward-looking Statement PT Bank Central Asia Tbk, and/or in this report referred to as “BCA”, is engaged in the banking sector and discloses its economic, social and environmental performance achievements, as well as its sustainability governance implementation through this Sustainability Report. This report is part of the Annual Report, which is presented separately, and contains data and material information for stakeholders. The contents of the Report are generally collected from internal documents and information from reliable sources. Readers are expected to understand that this Report presents data and information about projections and conditions in the future or forward-looking statements. BCA recognizes that risks and uncertainties from a variety of factors may affect future operating performance and business conditions. Therefore, we advise the readers that the Bank cannot guarantee that the data and information regarding future projections stated in this Report are true, accurate, and can be entirely fulfilled. ii Sustainability Report 2025 | PT Bank Central Asia Tbk
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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 plant 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.
Sustainability Report 2025 | PT Bank Central Asia Tbk 1
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O u r S u s t a i n a b i l i t y 2025 Sustainability Report Unity for a Sustainable Future Building a better future for BCA involves sustainability that encompasses not only economic achievement and environmental management but also the company's contribution to enhancing the overall quality of life in the community. Guided by the spirit of Unity for a Sustainable Future, BCA aims to create a sustainable future through collaboration and shared growth with all stakeholders. Collaboration with the government, business partners, communities, and customers is a key foundation in strengthening social resilience, expanding economic opportunities, and promoting financial inclusion. BCA is committed to driving innovation, strengthening governance, and implementing various initiatives that have a positive impact on society and the environment. By advancing unity of purpose and action, BCA believes that the company's growth must complement the community's progress, creating a better future for current and next generations. 2 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Table of Contents
10
14
17
Board of Director's Message
Sustainability Performance Highlights
Company Profile
03
Sustainability Culture
01
Our Sustainability
70
86
89
BCA Employees
Building Harmony and Equality
Building a Sustainability Culture
04
21 Sustainability Strategy
23 Responsible Business
29 Significant Issues and Material Topics
35 Our Support for Sustainable Development Goals
(SDGs)
Social Value Creation
02 97
106
114
The Bakti BCA Program
Creating Value for the Community
Evaluation and Impact Measurement Study
Sustainable Banking of the Program
05
39 Best Service for Our Customers
42 Providing Equal Services and Access for All
46 Information Technology Resilience
51 Sustainable Banking
53 Sustainable Finance Practices Sustainability Report in Brief
65 Ethics and Integrity in Banking Services
117 Approval Sheet for the 2025
Sustainability Report
118 Independent Party Verification
122 Regulation References and Report Standard
Index
132 Feedback Form
Sustainability Report 2025 | PT Bank Central Asia Tbk 3
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O u r S u s t a i n a b i l i t y
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
142 9.6% Financing Loan (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
Rp 3,609
billion
Rp
billion
1,839
UMKM Fest
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
Total Debtors Outstanding # of certified corporate debtors in the
43
68 80
Rp 18.2 palm oil sector
% of certified OS financing in the palm
thousand trillion 69% 70%
oil sector
4 Sustainability Report 2025 | PT Bank Central Asia Tbk
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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 Environmentally-
3,021 4,216 5,403 Products and Solutions Friendly 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 Reducing energy
out digitally intensity Contributing to
the SDGs
99.8% 11.7%
YoY
Waste Managed Planted
656.8
Ton
51,000
trees
Sustainability Report 2025 | PT Bank Central Asia Tbk 5
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Social Performance
BUILDING HUMAN ENHANCING SERVICE
CAPITAL EXCELLENCE 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 Turnover Absentee
Whistleblowing
Engagement Rate Rate
Resolution Rate
Score (scale 5) Branch Service
Quality (BSQ) Index
4.67 3.4% 1.2% 98.2% 4.88 / 5.0
CREATING SHARED VALUES IN COMMUNITIES
Rp
billion
159.5 Corporate Social
Responsibility
funds disbursed
MSMEs and Bakti Bakti Kesehatan Bakti Pendidikan Bakti Lingkungan Bakti Budaya
BCA 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
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Sustainability Governance Performance
ENSURING RESILIENT CORPORATE GOVERNANCE
ASEAN Corprate Governance MSCI Indonesia Index
Scorecard 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 Rank percentile
25% 87th
of ARA 2024
• Grand Champion of Public Finance Companies
Global
• Grand Champion of the Rp5 trillion Cluster
• 1st Place Non-State/Non-Regional-Owned
Enterprises in Public Finance
IT Certifications and The Indonesian
FTSE4 Good
Data Security Institute for Corporate
ASEAN 5 Index
Directorship (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 in Corporate
Index Governance
ISO/IEC 27701:2019
Data privacy & security • SRI – KEHATI Index
management system
• ESG Quality 45 IDX –
ISO/IEC 20000-1:2018 KEHATI
Data center system
• ESG Sector Leaders Contributing
PCI DSS 3.2.1 IDX – KEHATI to the SDGs
Payment card data security
Sustainability Report 2025 | PT Bank Central Asia Tbk 7
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O u r S u s t a i n a b i l i t y
BCA implements an integrated sustainability strategy, encompassing
Sustainable Finance, Sustainability Pillars, and other initiatives designed
to strengthen the Bank's contribution to the SDGs.
Our Sustainability Strategy is align with corporate
vision, mission, and values.
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BCA's Contributions to
Support Sustainable Development Goals
PROVIDING HEALTHCARE TOWARDS QUALITY INTEGRATING GENDER
ASSISSTANCE FOR YOUNG GENERATION EQUALITY FOR EMPLOYEE
COMMUNITIES
12,620 98% 61.4%
Patients received healthcare services in Participating rate of employee Female of promoted employees
BCA Assisted Clinic training & development
2,100 700 61.6%
Blood bag donations Awardees of Bakti BCA scholarship Female managers
815 >169.000 3 days
Patients of cataract surgery Financial literacy participants Paternity leaves
CONTINUOUSLY MAINTAINING
IMPLEMENTING
IMPROVING SERVICE STRONG CORPORATE
ENVIRONMENTALLY
QUALITY GOVERNANCE
FRIENDLY OPERATION
656.8 ton 4.88 Zero
Total waste managed Branch Service Quality Index Corruption Cases
(Scale of 5)
51 4.78 1 (Highest Level)
Buildings utilize solar panels
Customer Engagement Index of Bank's soundness level
(Scale of 5)
82 100%
Environmentally friendly buildings
Employees have signed an
integrity pact & code of conduct
EMPOWERING LOCAL COMMUNITIES & MSME
9.6% >1,400 >43,000 Rp18 trillion 1,744 MSMEs
MSMEs financing growth MSMEs join ‘UMKM Fest Women entrepreneurs Loans for women MSMEs supported
financed entrepreneurs for Halal certification
Sustainability Report 2025 | PT Bank Central Asia Tbk 9
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O u r S u s t a i n a b i l i t y
Board of Director's
Message
10 Sustainability Report 2025 | PT Bank Central Asia Tbk
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"Together with all
stakeholders, we will
continue to position
BCA as a key pillar in
Indonesia’s economic
ecosystem, supporting
the achievement of the
country’s Sustainable
Development Goals"
Dear stakeholders,
BCA strengthens business sustainability and resilience through
an integrated approach that encompasses good governance,
risk and opportunity management that takes into account
environmental, social, and economic aspects. We implement
effective business strategies, which are supported by the
measurement of performance metrics. We continuously evaluate
all of these efforts to refine them in line with our performance
targets and sustainable finance mission.
In this 2025 sustainability report, BCA specifically addresses the
management of material topics and sustainability performance
achievements with positive realization. Results of external
stakeholder assessments showed BCA’s MSCI ESG Rating of "A",
a score of 62 or a percentile of 87 in the Corporate Sustainability
Assessment – DJSI, as well as a rating of 84 for Indonesian banks
in the Thomson Reuters – Refinitiv ESG Rating.
Until now, ongoing challenges such as changes in government
regulations and policies, shifting community behavior, geopolitical
factors, and climate change have made implementation of
sustainable finance principles increasingly relevant. Strong
performance and recognition from independent rating agencies
motivate us to further enhance our governance, environmental,
and social performance.
Gregory Hendra
Lembong
President Director
Sustainability Report 2025 | PT Bank Central Asia Tbk 11
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B o a r d o f D i r e c t o r ' s
M e s s a g e
STRATEGIES, POLICIES, AND ENVIRONMENTAL PERFORMANCE
CHALLENGES IN ACHIEVING
SUSTAINABILITY PERFORMANCE We demonstrate our commitment to environmental performance
through green operational programs and various conservation
Maintaining long-term business continuity and protecting initiatives carried out with trusted partners.
stakeholders in a sustainable manner is our primary commitment.
In implementing sustainable finance programs, we prioritize BCA has strengthened governance for climate risk mitigation
sustainability values that include risk management by integrating through climate risk stress testing (CRST) and climate risk
environmental, social, and governance (ESG) aspects into management & scenario analysis (CRMS) mapping, integration
business strategies and decision-making, as well as creating of financing emissions measurement, and increased collaboration
products and services that support sustainable finance with regulators and industry players in supporting the transition
improvement. We provide significant support and attention to to a low-carbon economy. BCA identifies transition and physical
the implementation of sustainable finance in Indonesia. risks as part of climate risk, then integrates them into Enterprise
Risk Management. Through this approach, BCA aims to ensure
Through our sustainable banking and a culture of sustainability prudent, adaptive, and competitive operations while supporting
pillars, we are committed to implementing sustainable finance Indonesia's sustainable development agenda.
in our increasingly environmentally friendly banking operations.
BCA also strives to support the achievement of the Sustainable The development of sustainable financing is also expected to not
Development Goals (SDGs) and believes that our contribution to only drive more resilient portfolio growth, but also strengthen
economic empowerment, quality education, gender equality, and BCA's contribution in accelerating the national sustainable
action on climate change is essential to creating a positive impact finance agenda. CRST results show that NPL credit risk is at <5%
on society and the environment. By launching programs that and CAR remains sufficient at >20%. In line with development of
support small and medium-sized enterprises, improving financial regulations and international standards, BCA is also increasing
literacy, and investing in environmentally friendly projects, we preparedness for the implementation of the national sustainability
are committed to playing an active role in achieving sustainable framework, including the Indonesian Taxonomy for Sustainable
development goals. Finance (TKBI) and Sustainability Disclosure Standards (SPK).
By 2025, we aim to have sustainable finance reach 20% of our The various efforts we have made to promote environmentally
total credit portfolio. We recognize that there is still room for us to friendly operational activities have supported the avoidance of
expand our services and support in order to improve sustainability emissions up to 5,403 tCO₂e. The largest contributor comes from
performance. accelerated digitalization, with 99.8% of transactions shifting to
digital channels, which reduces paper consumption and customer
SUSTAINABLE FINANCE PERFORMANCE mobility. In terms of energy efficiency, the BCA Foresta building
became the first building in Indonesia to achieve Green Mark
In line with our economic growth strategy, BCA has successfully Super Low Energy Building certification, while the BSB Semarang
expanded our financing portfolio across various productive building received Platinum status from the Green Building Council
sectors, including MSMEs, government priority sectors, and Indonesia. Currently, there are also 4 public electric vehicle
low-carbon sectors, while maintaining optimal asset quality. The charging stations in the BCA environment to support the electric
composition of Green financing is expected to increase in line vehicle ecosystem. In environmental management, a total of 657
with the strengthening of priority sectors, such as clean energy, tons of operational waste was managed through third parties.
low-emission transportation, environmentally-friendly buildings, These efforts support the circular economy and boost the Bank's
renewable energy, and land and natural resource management. environmental performance.
Sustainable financing (KKUB) grew 11.7% YoY reaching Rp255
trillion and contributed 25.8% to the total financing portfolio. SOCIAL PERFORMANCE
KKUB financing consisted of 44.3% for green financing and
55.7% for MSMEs. The three largest environmentally friendly BCA continuously strengthens social performance and
business categories in green financing were allocated to sectors governance as part of the bank’s commitment to providing
that manage natural resources and sustainable land, followed by secure, reliable, and customer-oriented services. Throughout
environmentally friendly transportation and renewable energy. the reporting year, service quality was assessed based on
the results of an independent Gallup survey, which showed a
On the MSME segment, BCA expanded access to funding through score of 4.78 for Customer Engagement and 4.88 for Branch
various empowerment programs, digital capability enhancement, Service Quality. These results indicate that customer trust and
and financing support for women-owned MSMEs, which continue satisfaction remain high. One of assessment components that
to show positive growth. The total portion of MSME financing continues to be maintained is data security. Until the end of 2025,
reached Rp142 trillion, growing by 9.6% YoY. there have been no incidents of customer information leaks or
misuse. This enhanced data security is achieved by implementing
the international standards ISO 27001:2013 and ISO 9001:2015,
conducting regular audits, integrated system monitoring, and
continuous education to employees and customers.
12 Sustainability Report 2025 | PT Bank Central Asia Tbk
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In 2025, BCA expanded the reach of social, educational, systems, particularly those related to emissions data, climate
and financial inclusion programs through Bakti BCA. BCA risk assessment, and green financing classification. All of these
strengthened financial literacy through face-to-face classes, developments are aimed at upholding ethics, transparency,
e-learning programs, and employee volunteer movement, which accountability, and sustainability through credible disclosure.
reached various segments of society, from school and university
students to MSMEs. Financial literacy activities were prioritized TARGET ACHIEVEMENT STRATEGY
for unbanked communities that had not previously been exposed
to formal banking services. The People's Business Credit (KUR) The Sustainable Finance implementation at BCA is supervised
program also remained an important instrument in supporting through coordination and active communication between
economic growth, making it necessary to continue implementing the Board of Directors, Board of Commissioners, and relevant
financial literacy programs to improve competencies and enable units, at least four times a year. This forum is used to review the
them to level up. progress of ESG key performance indicators (KPIs) and ensure
they align with the Sustainable Finance Action Plan (SFAP). With
For the community, BCA always supports them to grow. By a disciplined monitoring, BCA ensures that each program follows
the end of 2025, BCA had a total of 28 assisted villages. These strategy and targets, and can contribute to the achievement of
assisted village and partner village programs have employed the Bank's sustainability vision.
more than 1,200 workers and are visited by at least 282.473
visitors each year, with total revenue reaching Rp10.2 billion. The growing market interest in sustainable products and
These assisted villages are expected to continue making a investments presents an opportunity to accelerate the growth
positive impact in supporting the local economy. of sustainable business portfolios. BCA is leveraging this
momentum by strengthening green financing solutions and
Another flagship program of Bakti BCA is in the field of education, expanding collaborations with the government, regulators,
through the Business & Banking Education Program (PPBP) and and other financial institutions to support projects that align
Information Technology Education Program (PPTI). During 2025, with the transition to a low-carbon economy. This approach
PPBP educated 266 people and PPTI educated 309 people. BCA's enables BCA to achieve sustainability targets that not only
commitment to education is also reflected in the Bakti BCA comply with regulatory requirements but also reinforce the
Scholarships, which have been awarded to 700 Bakti Champions. Bank’s competitive advantage and contribute to sustainable
These educated human resources lay the foundation for potential economic progress in Indonesia.
future leaders. In addition to Bakti BCA, many other programs
have a real impact on the communities and the environment. UNITY FOR SUSTAINABLE FUTURE
These programs are developed not only to generate output, but
also to have a measurable social, environmental, and economic Our commitment to responsible business practices ensures
impacts. that BCA will remain present in Indonesian society. We prioritize
sustainability and uphold good corporate governance as the
STRENGTHENING SUSTAINABILITY foundation of trust and stability for the long-term interests of
GOVERNANCE all stakeholders. Through our support for sustainable economic
growth, we are participating in the transition to a green economy
The Board of Directors ensures that sustainability and resilience by increasing our portfolio of environmentally-friendly and low-
are integrated into the business process, governance structure, carbon business activities, supporting the continued growth
and decision-making. In 2025, BCA strengthened the role of of MSMEs, and improving digital financial literacy and financial
work units that handle sustainability, including building internal inclusion.
capacity to address increasingly complex ESG issues. BCA
continues to develop more accurate measurement and reporting Thank you.
Jakarta, February 2026
Gregory Hendra Lembong
President Director
Sustainability Report 2025 | PT Bank Central Asia Tbk 13
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S u s t a i n a b i l i t y
P e r f o r m a n c e H i g h l i g h t s
Sustainability Performance Highlights
ECONOMIC [FN-CB-000.A, FN-CB-000.B]
Description Unit 2025 2024 2023
Internal Performance
Operating income Rp billion 112,006 106,552 96,728
Net income Rp billion 57,563 54,851 48,658
Loan disbursements 1
Rp billion 992,901 921,878 810,392
Third Party Funds (TPF) 2 Rp billion 1,249,044 1,133,612 1,101,673
Total frequency of digital transactions Million times 41,890 35,919 29,794
Total taxes paid Rp billion 13,698 13,367 11,522
Economic Performance related to Sustainable Finance
Nominal products and/or services that meet Rp billion 255,383 228,566 203,086
sustainable finance business activities criteria
MSME loan disbursements Rp billion 142,308 129,801 116,038
KUR disbursements Rp billion 657 784 599
Percentage of total sustainable financing to total % 25.8 24.8 24.9
financing portfolio
Note:
1. Including assets from sharia transactions, consumer financing receivables, and financing lease receivables.
2. Including sharia deposits.
FINANCING FOR SUSTAINABLE BUSINESS ACTIVITIES [FS6, FS8][FN-CB-000.B]
2025 2024 2023
Description
Rp billion % Rp billion % Rp billion %
Total Sustainable Financing Portfolio 255,383 100.0 228,566 100.0 203,086 100.0
a. Renewable Energy 6,199 2.5 2,993 1.3 2,189 1.1
b. Energy Efficiency 539 0.2 254 0.1 74 0.0
c. Pollution Prevention and Control 78 0.0 35 0.0 30 0.0
d. Natural Resources and Sustainable Land Use 77,499 30.3 69,561 30.4 67,848 33.4
e. Eco-friendly Transportation 10,198 4.0 9,447 4.1 8,030 4.0
f. Sustainable Water and Wastewater Management 4,709 1.8 4,058 1.8 1,388 0.7
g. Eco-efficient Products 4,090 1.6 4,530 2.0 5,572 2.8
h. Green Buildings 5,624 2.2 5,694 2.5 75 0.0
i. Other Environmentally Friendly Business Activities 4,139 1.7 2,193 1.0 1,843 0.9
j. MSME Financing 142,308 55.7 129,801 56.8 116,038 57.1
14 Sustainability Report 2025 | PT Bank Central Asia Tbk
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2025 2024 2023
Description
Rp billion % Rp billion % Rp billion %
Green Finance Portfolio Based on Segment 113,075 100.0 98,765 100.0 87,048 100.0
Corporate 105,959 93.7 92,236 93.4 82,502 94.8
Commercial 2,505 2.2 2,927 3.0 1,900 2.2
Consumer 2,771 2.5 1,967 2.0 1,011 1.1
Green bonds 1,839 1.6 1,635 1.6 1,635 1.9
ENVIRONMENT
Description Unit 2025 2024 2023
Internal Performance
GHG emissions generated from operating activities tCO2 e 298,067 363,185 317,985
(scope 1, 2, 3)
Electricity consumption MWh 193,044 188,478 172,492
Electricity consumption intensity kWh/m2 131 148 154
kWh/transaction 0.005 0.005 0.006
kWh/employee 7,303 7,104 6,409
Paper consumption Ton 358 445 478
Paper waste reduction Ton (87) (33) 182
Water consumption m3 271,744 307,377 403,748
Branch offices adopting green office Offices 82 78 77
Environmental Responsibility Activities
Environmental responsibility activity funds realization Rp Billion 9.4 10.7 8.1
Reintroduction of orangutan in Kalimantan Individuals 5 5 5
Orangutan rehabilitation Individuals 6 5 5
Tree planting Seed 51,000 51,500 60,000
Environmental education Participants 7,959 623 682
BCA offices’ participation in Earth Hour Offices 962 946 864
Note:
Data on operational GHG emissions (Scope 1, 2, 3), electricity consumption, electricity intensity, along with water and paper consumption for the 2025 period in annualized
based on January-September 2025 data, while the data for 2023 and 2024 are restated with the actual figures for those years.
Sustainability Report 2025 | PT Bank Central Asia Tbk 15
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S u s t a i n a b i l i t y
P e r f o r m a n c e H i g h l i g h t s
SOCIAL
Description Unit 2025 2024 2023
Internal Performance
Females occupying director positions % 16.7 16.7 16.7
Total female employees to total employees % 61.1 61.1 60.8
Number of training hours Hours 898,169 1,156,101 1,183,950
Employee training and education expenses Rp billion 333.7 353.6 372.8
Number of participants in financial literacy education People 169,703 228,973 296,022
Customer Engagement (CE) index Scale 1–5 4.78 4.77 4.75
Branch Service Quality (BSQ) Index Scale 1–5 4.88 4.88 4.88
Customer complaint settlement level % 97.7 97.4 97.3
Percentage of (whistleblowing) complaints investigated to % 98.2 88.1 98.2
total complaints received
Local parties involvement within supply chain % 99.5 99.1 99.1
Social Responsibility Activities
Social responsibility activity funds realization Rp billion 150.1 159.1 145.1
Number of PPBP and PPTI education graduates People 186 189 192
Number of assisted clinic patients People 10,468 11,831 12,802
Number of assisted Family Planning clinic patients People 1,593 1,789 1,897
Number of cataract surgery patients People 815 1,010 1,036
16 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Company Profile [2-1]
PT Bank Central Asia Tbk (BCA) was established based on the Company Deed of Establishment No. 38 dated August 10,
1955 by Notary Raden Mas Soeprapto, which was approved through the Decree of the Minister of Justice No. J.A.5/89/19
dated October 10, 1955. As one of Indonesia's leading financial institutions incorporated as a limited liability company, BCA
is committed to providing a wide range of inclusive banking solutions for all segments of society. BCA's business areas are
listed in Article 3 of the Company's Articles of Association, with details of banking and supporting activities further explained
in our Annual Report and on our official website at www.bca.co.id.
In conducting its operations, BCA reaffirms its commitment to the principles of responsible banking by integrating sustainability
values into its business strategy, investments, and services. BCA continues to strengthen customer experience, improve
operational efficiency, and ensure transaction security and reliability by leveraging digital technology. This approach is in
line with the direction of sustainable finance development, where technological innovation, strong governance, and financial
inclusion are the key foundations in building a robust and sustainable banking system.
Company Name Head Office
Menara BCA, Grand Indonesia
PT Bank Central Asia Tbk Jl. M.H. Thamrin No. 1, Jakarta 10310
Tel. (62 21) 2358 8000
Fax. (62 21) 2358 8300
Lines of Business
Commercial bank that carries out banking activities.
Website
Deed of Establishment www.bca.co.id
Deed of Establishment No.38 with Notarial Deed
Raden Mas Soeprapto dated August 10, 1955,
approved by the Minister of Justice through Decree Call center
No. J.A.5/89/19 dated October 10, 1955. Halo BCA 1500888
+6281 1150 0998 (WhatsApp)
halobca@bca.co.id (email)
Operating Location HaloBCA (Apps)
Indonesia
SHARE OWNERSHIP STRUCTURE [2-1]
51.00% 49.00%
Robert Budi Hartono Bambang Hartono
(Ultimate (Ultimate
Shareholder) Shareholder)
54.94% 45.06%*
Controlling PT Dwimuria Masyarakat
Investama
Controlling Line Andalan
* In the composition of shares owned by the public
as of December 31, 2025:
» 2.49% is owned by parties affiliated with PT
Dwimuria Investama Andalan.
» The Board of Commissioners and the Board
of Directors own 0.062% of BCA's shares.
» BCA's Treasury Stock, resulting from share
buybacks, amounts to 0.17% of BCA's shares.
Sustainability Report 2025 | PT Bank Central Asia Tbk 17
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C o m p a n y P r o f i l e
BUSINESS SCALE [2-1] [FN-CB-000.A]
Total employee and management Number of offices (KCU, KCP, Cash Office)
2025 2024 2023 2025 2024 2023
26,453 26,532 26,915 1,270 1,264 1,258
People People People Offices Offices Offices
Number of ATMs Number of Customer Accounts
2025 2024 2023 2025 2024 2023
19,047 19,543 19,074 43.4 41.3 38.3
Unit Unit Unit Million Accounts Million Accounts Million Accounts
The continuously growing business scale provides a strong foundation for positive performance improvement, reflecting
the resilience of the business model and the public's trust in BCA's banking.
Operating Net Total Total Total
Revenue Profit Assets Liabilities Equity
2025 2025 2025 2025 2025
Rp112.0 Rp57.5 Rp1,586.8 Rp1,305.1 Rp281.7
Trillion Trillion Trillion Trillion Trillion
2024 2024 2024 2024 2024
Rp106.6 Rp54.9 Rp1,449.3 Rp1,186.5 Rp262.8
Trillion Trillion Trillion Trillion Trillion
2023 2023 2023 2023 2023
Rp96.7 Rp48.7 Rp1,408.1 Rp1,165.6 Rp242.5
Trillion Trillion Trillion Trillion Trillion
BCA's solid financial performance and prudent governance principles form the basis for the Bank to continue creating long-
term economic value while strengthening its social and environmental contributions, in line with BCA's vision of growing
together with the community in a sustainable manner.
Savings Current Time Deposits Loan - Gross Total
Account Transactions
2025 2025 2025 2025 2025
Rp610.8 Rp434.5 Rp203.8 Rp992.9 41,973
Trillion Trillion Trillion Trillion Million
2024 2024 2024 2024 2024
Rp562.1 Rp361.9 Rp209.6 Rp921.9 36,016
Trillion Trillion Trillion Trillion Million
2023 2023 2023 2023 2023
Rp536.2 Rp348.5 Rp217.0 Rp810.4 29,888
Trillion Trillion Trillion Trillion Million
The growth in transaction volume and other banking instruments demonstrates BCA's increased capacity to support sustainable
finance practices, including expanding access to digital services, operational efficiency, and financing productive and
environmentally friendly sectors.
18 Sustainability Report 2025 | PT Bank Central Asia Tbk
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MARKET SERVED, VALUE CHAIN, AND relationships prioritize local partners and support domestic
BUSINESS RELATIONSHIPS [2-6] economic growth. In addition to ensuring compliance with all
applicable banking regulations, BCA also plays an active role
BCA operates in the banking sector by providing a variety of in supporting the financing of various government strategic
financial solutions for various segments of society, ranging projects oriented towards sustainable development.
from individuals, institutions, corporations, commercial
businesses, to Micro, Small and Medium Enterprises (MSMEs). SIGNIFICANT CHANGES [2-6]
BCA also serves various sectors, including the private sector,
government, state-owned enterprises, and foreign entities. There were not any significant changes, such as changes in
Complete information about products and services is available business models, office closures, or changes in supply chain
at www.bca.co.id. policies that could affect the scale of operations, and there
were no corporate actions such as acquisitions, liquidations,
Until the end of 2025, BCA's service network comprised 12 mergers, or other corporate actions that significantly changed
Regional Offices, 139 Main Branch Offices (KCU), 913 Sub- the share ownership structure during 2025 at BCA.
Branch Offices (KCP), and 218 KCP Cash Offices spread
across Indonesia. Although operating domestically, BCA ASSOCIATION MEMBERSHIP
also serves global customers through digital banking services [2-28][FN-CB-550A.1]
that facilitate cross-border transactions.
BCA actively participates in various associations and
In line with its business growth, BCA strengthens its value sustainability initiatives as a strategic measure to strengthen
chain and business relationships, supported by 8 subsidiaries. sustainable banking practices in Indonesia. BCA is not included
Collaboration with entities within the BCA Group can in the Globally Systemically Important Bank (G-SIB) category
strengthen the Bank's contribution to supporting sustainable established by the Financial Stability Board (FSB). However,
finance and the Sustainable Development Goals (SDGs). BCA continues to apply international standards of prudence
and risk management to maintain operational stability and
Throughout 2025, BCA has engaged 2,537 local partners, sustainability.
or around 90.8% of the total value of goods and services
procurement, reflecting its supply chain and business
Membership in Sustainability Associations
No. Name of Associaitons
1 National Bank Association (PERBANAS)
2 ACI Financial Market Association (ACI FMA)
3 Indonesian Payment System Association (ASPI)
4 Communication Forum for Director of Banking Compliance (FKDKP)
5 Sovereign Debt Securities Trader Association (HIMDASUM)
6 Indonesia Contact Center Association (ICCA)
7 The Institute of Internal Auditors (IIA)
8 Indonesia Audit Committee (IKAI)
9 Indonesia Sustainable finance Initiative (IKBI)
10 Indonesian Publicly Listed Companies Association (AEI)
11 Indonesian Chamber of Commerce and Industry (KADIN)
12 Partnership for Carbon Accounting Financials (PCAF)
Sustainability Report 2025 | PT Bank Central Asia Tbk 19
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O u r S u s t a i n a b i l i t y
02
01
Our
Sustainability
20 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 23
Sustainability Strategy [2-22, 2-23, 2-24]
BCA implements an integrated sustainability strategy, BCA aligns its management and business activities with
covering Sustainable Finance, Sustainability Pillars, and other regulatory developments such as the implementation of
initiatives that strengthen the bank's contribution to the SDGs. Indonesia's sustainable finance taxonomy, preliminary ESG
This sustainability strategy is integrated into the company's and climate risk analysis, climate risk stress testing, and
vision, mission, and values. climate action reporting in sustainability reports.
SUSTAINABLE FINANCE BUSINESS SYNERGY AND SUSTAINABILITY
Through sustainable financing practices, BCA continues The Implementation sustainability strategy also strengthens
to strengthen its green portfolio to support low-carbon BCA's long-term business sustainability by increasingly
economic growth. BCA's green financing covers the directing its financing portfolio towards green and inclusive
renewable energy sector, energy efficiency, pollution productive sectors, supporting MSMEs, and expanding
control, sustainable management of biological resources efficient, low-carbon footprint digital services. By applying
and land, environmentally friendly transportation, and green this sustainability strategy, BCA aims to achieve a balance
buildings in accordance with the criteria for Sustainable between various aspects, such as company performance,
Business Activities established by the OJK. through the operational efficiency, maintaining a strong reputation, as well
Sustainability-Linked Loan (SLL) scheme, BCA encourages as managing and mitigating financial-related environmental
debtors to achieve certain agreed environmental and social and social risks.
performance targets (SPT/KPI). Furthermore, BCA has
developed a Sustainable Finance Framework to integrate OVERSIGHT OF STRATEGY
sustainable finance strategies, expanding its portfolio in IMPLEMENTATION
alignment with the SDGs, and harmonizing national and
global sustainability standards. These efforts are expected The implementation of BCA's sustainability policies and
to enhance BCA's contribution to Indonesia's 2030 SDG strategies is aligned with its sustainable finance vision
targets, increase sustainable investment, and strengthen its and mission. In recent years, BCA has strengthened its
role in sustainable banking. sustainability framework through the implementation of
various internal policies, operational standards, roadmaps,
SUSTAINABILITY PILLARS AND VALUES strategies, and the Sustainable Finance Action Plan (SFAP).
BCA has fostered a culture of sustainability that encompasses All of these initiatives are designed to achieve sustainability
respect for human rights, a safe and inclusive workplace, local performance targets while managing environmental, social,
procurement practices, and climate and environmental risk governance (ESG), and economic aspects in a balanced
management. The Bank's sustainability strategy also ensures manner. BCA emphasizes the integration of business
the continuous management of social and governance strategy and sustainability strategy to ensure responsible
aspects, including by emphasizing a respectful workplace and sustainable banking practices across all lines of operation.
policy and conducting due diligence on suppliers to ensure
compliance with human rights and diversity principles. Oversight of strategy implementation is carried out
In addition, BCA continues to strengthen its systems and comprehensively by the Director of Planning and Finance,
oversight of cybersecurity and customer data protection. coordinated by the ESG Subdivision, and supported by
all relevant work units. The effectiveness of strategy
SUSTAINABILITY INITIATIVES AND implementation is monitored and evaluated periodically
SUPPORT FOR NET ZERO EMISSIONS to ensure the achievement of sustainability goals and the
improvement of ESG sustainable performance.
Aligning with the Indonesian Government's commitment to
achieving Net-Zero Emission, BCA has developed a Climate As part of good corporate governance principles, BCA
Change Strategy that serves as an internal guideline for ensures that the implementation of its sustainability strategy is
decarbonization and increased resilience to climate change. consistently evaluated through transparent internal reporting
Financing policies also apply an exclusion list and sectoral credit and monitoring mechanisms. The results of monitoring
policies to restrain financing in sectors with high environmental and performance achievements are the basis for policy
risk. amendment and strengthening of a culture of sustainability
across all operational lines.
Sustainability Report 2025 | PT Bank Central Asia Tbk 21
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O u r S u s t a i n a b i l i t y
VISION & MISSION OF SUSTAINABLE FINANCE
Vision To be the Bank of choice for the people who
play a role as a major pillar of the Indonesian
economy, that aligns with Indonesia’s sustainable
development.
Mission To align the company’s business activities with
the principles of sustainable finance.
CORE VALUES OF SUSTAINABLE FINANCE
Continuous
Customer
Integrity Teamwork Pursuit of
Focus
Excellence
SUSTAINABILITY PILLAR
1 2 3
Sustainable Sustainability Social Value
Banking Culture Creation
22 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Responsible Business
INSTILLING A CULTURE OF SUSTAINABILITY [2-22, 2-24]
In implementing sustainable finance, BCA is supported by management, all employees, and stakeholders. Internally, BCA has
a culture of sustainability that is continually encouraged to be implemented by employees. In addition, BCA's Sustainability
Pillars also become the foundation and work culture at all levels of the organization, which are aimed at creating a positive
impact on stakeholders, the community, and the environment.
In building a culture of sustainability, BCA mobilizes all company personnel as agents of change through training, dissemination,
and continuous education. Various initiatives, such as the “Sustainability Awareness Month” program, e-learning, and
intensive internal communication, are implemented to instill a deep understanding of the sustainability significance in every
operational activity.
SUSTAINABILITY GOVERNANCE [2-13, 2-24]
BCA implements sustainable finance principles and ESG management as a shared responsibility across all work units and
directorates. The implementation is monitored comprehensively, with the Board of Directors and Board of Commissioners
playing an active role in performance monitoring, policy evaluation, and ensuring that sustainability practices are in line with
the Company's business strategy through meetings.
The implementation and coordination of sustainability activities are under the Environmental Social Governance (ESG)
Subdivision, a special unit under the Planning & Finance Directorate, which reports to the Head of the Corsec - IVR & ESG
Division. After that, the sustainability performance results will be reported to the Director of Planning & Finance, who will
then submit the report to the President Director.
To ensure sustainability is a part of all company operations, ESG and financial sustainability performance indicators are
integrated into the key performance indicators (KPIs) of the Board of Directors and relevant work units. Thus, all lines of the
organization have clear and measurable responsibilities in implementing responsible and sustainable banking practices.
Sustainability Governance Structure [2-9]
General Meeting of Shareholders
Board of Directors
Board of
Commissioners
President Director
Finance &
Deputy President
Corporate
Directors and
Planning
other Directors
Director
Business Units: Risk Supporting CSR & Other Head Branches/
Regional Corporate
• Corporate Management Units: Corporate Office Units
Offices Secretary
Banking & Compliance • Learning & Communications
• SME & Units: Development
Commercial • Credit Risk • Procurement
Banking Analysis & Facility
• Consumer • Risk Management
Finance Management • Operation ESG
• Transaction • Compliance Strategy & Subdivision
Banking • Anti-Fraud Development
• Strategic
Information
Technology
Sustainable
Finance
Coordination Line
Note:
The coordination line illustrates the reporting mechanism for sustainable finance.
Sustainability Report 2025 | PT Bank Central Asia Tbk 23
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O u r S u s t a i n a b i l i t y
Complete information regarding the composition of the Procedures for Identification, Monitoring,
highest governance body and company committees can also and Risk Control of Sustainable finance
be found in the Annual Report. In addition, this information can Implementation [2-12, 2-14, 2-23, 2-24][FS9, FS12]
also be accessed at https://bca.id/corporate-governance. BCA implements sustainable governance that upholds the
Information on the performance evaluation of the company's principles of accountability, prudence, and transparency.
highest body can be accessed at https://bca.id/self- The Board of Directors and Board of Commissioners, as the
assessment highest governance bodies, play an active role in monitoring
the effectiveness of Sustainable Finance implementation and
Duties of the Board of Commissioners, the management of ESG aspects. The Director of Planning
Board of Directors, and Officers in Charge and Finance is appointed as the main person in charge
of Sustainable finance Implementation of Sustainable Finance, overseeing the ESG Group. In its
[2-12, 2-24] implementation, the Director of Planning and Finance acts
In implementing sustainable finance, the Board of as a cross-functional coordinator with the following main
Commissioners performs a supervisory role, which includes: responsibilities:
1. Approving the Sustainable finance Action Plan (SFAP) and 1. leading the preparation of the SFAP and Sustainability
Sustainability Report prepared by the Board of Directors, Report;
to be submitted to OJK; 2. overseeing and evaluating the implementation of the
2. Ensuring that the preparation of business strategies and SFAP on a regular basis; and
the implementation of the Bank’s activities by the Board 3. ensuring the implementation of sustainable finance
of Directors have considered and harmonized economic, initiatives and programs align with business strategy and
environmental, social, and governance aspects; comply with applicable regulations.
3. Providing feedback on sustainability performance and/or
sustainable finance submitted by the Board of Directors; The Sustainable Finance implementation in each directorate is
and integrated into the KPIs of the Board of Directors and related
4. Providing direction for the preparation of the SFAP in work units. The President Director, other members of the
accordance with the Bank’s business strategy. Board of Directors, and senior executives periodically monitor
sustainability policies and performance, including economic,
The Board of Directors’ role in implementing sustainable social, and environmental aspects. The monitoring of
finance is to direct and lead the company to achieve Sustainable Finance implementation is conducted quarterly,
sustainability targets and objectives, which includes: and the results are presented at Board of Directors meetings
1. Preparing the SFAP and Sustainability Report to be and analyst meetings, taking into account the achievement
submitted to OJK after obtaining approval from the Board of targets in the SFAP.
of Commissioners;
2. Developing business strategies and implementing In managing sustainable financing risks, BCA works closely
the Bank’s activities by considering and harmonizing with the Credit Risk Management Unit to ensure that all
economic, environmental, social, and governance credit distribution processes undergo thorough screening
aspects; procedures to identify prospective debtors' ESG risks. BCA
3. Ensuring the overall sustainability strategy aligns with also establishes sectoral credit policies for sectors with high
the Bank’s strategy; ESG risk levels. The Risk Management Division verifies the
4. Approving policies related to sustainable finance; results of ESG risk monitoring and analysis to ensure they
5. Implementing the SFAP and the principles of sustainable align with the Bank's risk appetite before submitting them
finance in accordance with the directorate’s scope of to the Director of Risk Management and/or the director of
duties; and the relevant business unit and reporting them at quarterly
6. Evaluating sustainable finance performance periodically. Board of Directors meetings. BCA regularly conducts short-,
medium-, and long-term stress testing to ensure resilience
Meanwhile, the ESG Group's duties and functions include: to various sustainability risk scenarios.
1. Protecting the stakeholders' interests and improving
compliance with laws and regulations by implementing All results of risk management, sustainability performance
good corporate governance (GCG); achievements, and the implementation of sustainable finance
2. Building a culture of sustainable finance and disseminating are routinely discussed in Board of Directors meetings at
to all relevant parties in the company to achieve least four times a year. At the end of the year, BCA publishes
sustainability performance (environment, sustainability, its Annual Report and Sustainability Report, which are
governance/ESG); and made available on BCA's official website for access by all
3. Carrying out main tasks in areas that include corporate stakeholders. For shareholders and investors, information
secretary & integrated GCG, economy & environmental on sustainability performance is also communicated through
sustainability, and social & sustainability governance. analyst meetings, public exposes, investor calls, General
Meetings of Shareholders (GMS), and other communication
forums.
24 Sustainability Report 2025 | PT Bank Central Asia Tbk
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At the Annual General Meeting of Shareholders (AGMS), the Board of Directors and Board of Commissioners report on
financial and operational performance, the implementation of GCG, and sustainability achievements. Although BCA does
not yet have a specific voting policy on sustainability issues, shareholders are free to express their views and provide input
on ESG aspects at the forum.
Risk Management [2-12 2-14]
Systematic risk management is the foundation for strengthening business resilience, especially during the transition to a low-
carbon economy and dynamics of global sustainability risks. BCA takes proactive steps to mitigate risk impacts to respond
adaptively to sustainability challenges and ensure compliance with the regulatory requirements. Our sustainability risk
management framework encompasses four core activities: Identification, measurement, monitoring, control, and reporting
of risks. The Bank continuously manages risks related to environmental, social, and governance (ESG) and economic aspects
to meet the regulator’s expectations, protect the interests of the company and its stakeholders, and improve long-term
business performance.
BCA has strengthened policies and systems on ESG risk management, including:
1. Implementation of Climate Risk Management & Scenario Analysis (CRMS) and Climate Risk Stress Testing (CRST) in
accordance with OJK directives, to assess the impact of physical risks (floods, droughts) and transition risks (policy
changes, technological changes, market preferences) on the credit portfolio;
2. The formulation and implementation of sectoral financing policies for high-risk industries such as palm oil, coal mining,
timber and forest products, toll roads, cement, and basic iron and steel, as well as the formulation of policies for the
energy and oil and gas sectors;
3. Strengthening the Sustainable Finance Framework, which includes screening, due diligence, and risk mapping procedures
based on the Indonesian Green Taxonomy (THI) and the Indonesian Taxonomy for Sustainable Finance (TKBI).
Through these measures, BCA ensures that risk management not only functions as a protection mechanism, but also as a
strategic instrument to support sustainable finance, strengthen the bank's resilience to climate risk, and enhance long-term
competitiveness in the transition to a green economy.
Identification and Initial Assessment of Priority ESG Risks and Their Financial Implications
Risk Impact Analysis on Financial
Risks Risk Treatments Affected Account
Categories Reporting
Operational System, people, 1. Energy efficiency in data centers 1. IT infrastructure and systems 1. Intangible assets
Risk internal process & IT to reduce carbon footprint and development and/or 2. Fixed assets
risks optimize operational efficiency maintenance costs 3. Administrative and
2. Management of IT-related asset 2. ISO 27001 security general expenses
Impact of ESG lifecycles management system 4. Training and
aspects: 3. Dissemination and education certification costs. certification cost
Governance programs 3. Handling costs for data breach account
Social 4. Use of more efficient complaints
technologies, such as cloud
technology
5. Establishing a data flow mapping
system for the personal data
processing lifecycle to safeguard
data and ensure adherence to
our privacy policies.
Credit Risk Credit Risk 1. Implement ESRM in financing 1. Non-performing loans 1. Disbursed loans
activities potential due to the climate- 2. Interest income
Impact of ESG 2. Develop, review, and update related risks affecting the 3. Other operating
aspects: internal policies related to debtor's business. expenses
Governance environmental management and 2. Adequate credit reserves 4. Training cost
Environment green financing align with the to absorb credit losses
regulator policies and/or cover credit quality
3. Conduct continuous training deterioration
on the implementation of 3. Costs for training on ESG and
sustainable finance sustainability topics
4. Perform Climate Risk Stress 4. Reputational risk from the
Testing (CRST) domino effect caused
5. Tighten monitoring to loan by debtors violating
portfolios and debtor’s business environmental and social
activities. compliance, resulting in costs
to handle related cases
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O u r S u s t a i n a b i l i t y
Risk Impact Analysis on Financial
Risks Risk Treatments Affected Account
Categories Reporting
Strategic Policy changes for 1. Studying changes in policies and Costs of dissemination and 1. General and
Risk public companies their impact on the company implementation for new policies. administrative
and the banking 2. Hold dialog with regulators on expenses
sector in Indonesia current policies and regulations 2. Other operating
3. Developing internal policies expenses
Non-compliance and infrastructure including 3. Other expenses
with environmental the risk management system,
regulations or information system, and internal
sustainable finance control system
principles by debtors 4. Implementing new policies in
accordance with the regulator
Impact of ESG timeline
aspects:
Governance
Social
Environment
Market Risk Exchange rate and 1. Manage treasury asset portfolio 1. Calculation of Minimum 1. Capital/equity
interest rate risk risk by setting minimum Capital Adequacy Ratio (CAR) 2. Profit/loss
investment grade ratings and reporting. 3. Exchange rate
Impact of ESG limits 2. Banking transactions difference
aspects: 2. Manage interest rate and denominated in foreign 4. Liquid assets
Governance exchange rate risk for trading currencies that result in foreign 5. Other accounts
book and banking book portfolios exchange gains and/or losses affected by
3. Support the implementation 3. Securities transactions that transactions
of Climate Risk Stress Testing result in gains and/or losses related to
(CRST) related to market risk from price movements exchange rates
4. Banking Book Interest Rate Risk and interest rates
Calculation
Sustainable Finance Competency Development
BCA continues the capacity building of its employees in implementing Sustainable Finance principles through various training
and awareness programs. In 2025, BCA conducted advanced training for employees on sustainability topics, including for
leaders/top management through forums, webinars, focus group discussions, and internal learning media. The effectiveness
of the training was measured through post-tests for participants.
Sustainability awareness is also enhanced through the Gaspol Branch Forum program, activities across all Regional Offices,
and the Sustainability Awareness Month campaign. In its implementation, BCA collaborates with OJK, BI, Indonesian Ministries,
GRI, CDP, IDX, WWF, KADIN, TSC, and other institutions to enrich knowledge and best practices. In addition, annual refreshers
on ESG and sustainable finance are provided to the Board of Directors, Board of Commissioners, and subsidiaries to ensure
a common understanding across all levels of the organization.
Sustainable Finance Training Data by Level of Position
Number of Participations
Position Level
2025 2024 2023
Board of Commissioners 5 4 4
Board of Directors 12 12 10
Senior Manager 213 39 1,549
Middle Manager 5,651 357 8,972
Line Manager 8,891 546 14,988
Staff 12,803 408 25.809
Non-staff 10,559 830 19,110
Total 38,134 2,196 70,442
26 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Opportunities and Challenges in Implementing Sustainable Finance
With the growing issue of sustainability and ESG risks, BCA has identified a number of opportunities and challenges that need
to be managed currently to ensure long-term readiness.
Opportunities Challenges
1. The growing calls from the Indonesian government and 1. Innovations in Artificial Intelligence (AI), the threat of cyber
investors for sustainable business will create opportunities for attacks, and rapid developments in financial technology
the development of environmentally friendly products and (fintech) pose challenges in maintaining data security, service
projects (green financing). reliability, data integrity, and reporting transparency.
2. An increasing number of businesses in Indonesia are beginning 2. The challenge of building an integrated ESG ecosystem. The
to integrate environmental aspects into their operations, implementation of regulations such as POJK 51/2017 and the
creating potential for financing partners that are responsive to TKBI will be more impactful if supported by an integrated ESG
sustainability. policy ecosystem across all industrial sectors. Creating this
3. Emerging financing opportunities to support a low-carbon regulatory synergy is a crucial challenge to accelerate the
economy, particularly in the new and renewable energy progress of sustainable finance and support the achievement
(NRE) sector, electric vehicles and batteries, as well as waste of the national NZE target.
management and energy efficiency. For example, BCA has 3. The increasingly dynamic global ESG context, characterized
recorded a growing portfolio of sustainable financing. by the emergence of various new paradigms and standards
driven by various stakeholders. This diversity poses a strategic
challenge in formulating and integrating consistent and
relevant ESG practices for the long term.
STAKEHOLDER ENGAGEMENT [2-29][FS5]
Stakeholders play an important role in maintaining the sustainability of BCA's business and operations. By considering aspects
of interdependence, responsibility, influence, and expectations, BCA identifies key stakeholder groups that have the potential
to influence the company's performance and strategic direction. With active stakeholder engagement, BCA can identify
and follow up on material issues appropriately, demonstrating its commitment to business sustainability as well as ESG and
economic management. The ESG Group coordinates and manages interactions related to ESG aspects. Priority material
topics are assessed through interviews and dialogues with stakeholder representatives, ensuring that every strategic step
taken by BCA reflects the needs and expectations of relevant parties.
Approach to stakeholder engagement [2-29]
Engagement and Frequency Key Concerns Our Response
Regulator
1. All compliance reports, 1. Compliance with and implementation of 1. Complying with laws and regulations, capital
including evidence of prudential and governance principles market regulations, banking regulations, and
announcement of the 2. Implementation of sustainable finance, other relevant regulations
Annual General Meeting Indonesian Green Taxonomy (THI), 2. Ensuring corporate governance implementation
of Shareholders (AGMS) Indonesian Taxonomy for Sustainable 3. Developing the ESG Group to monitor the
and Extraordinary General Finance (TKBI), and Climate Risk implementation of SFAP and improve the quality
Meeting of Shareholders Management & Scenario Analysis (CRMS) of implementation of sustainable finance, THI,
(EGMS) and summary of 3. Anti-corruption, anti-fraud, Anti- Money- TKBI, and CRMS
Consolidated Financial Laundering, Counter- Terrorism Financing, 4. Increasing the financing of Sustainable Business
Statements and Counter Proliferation Financing (AML- Activities Categories (KKUB)
2. All reports are submitted CFT, and CPF) 5. Complying with regulations, policies, and
at least once a year 4. Financing activities that support threshold requirements of regulators
or incidentally when sustainable business activities and low 6. Developing scenarios and conducting financed
necessary carbon economy Tax payment and emission calculation analysis, as well as designing
corporate performance reporting climate actions to support the government's
5. Support for government target to achieve target in achieving NZE
NZE target
Investors and Shareholders
1. GMS once a year, EGMS 1. Sustainability and financial performance 1. More comprehensive disclosure of ESG
incidentally, Analyst 2. Increase in lending to the green sector performance information in the Sustainability
meeting and publication of 3. Improved financial and sustainability Report and analyst meeting
quarterly financial reports performance information 2. Follow-up recommendations on ESG aspects
2. Annual Report and 4. Target and metric settings of sustainability from rating agencies and observers
Sustainability Report once performance 3. Develop strategies and roadmaps for action to
a year 5. Support for climate change action address climate change
6. Share value perceived as premium by the 4. Increase in investment value and dividends
general public 5. Conduct initial analysis of IFRS S1 and S2 adoption
7. Analysis and strategies of ESG-related plan
risks and opportunities affecting financial 6. Develop a decarbonization roadmap framework
reporting 7. Determine sustainability performance metrics
and targets
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O u r S u s t a i n a b i l i t y
Engagement and Frequency Key Concerns Our Response
Employees
1. Regular internal 1. Training, education, competency 1. Availability of internal communication tools,
communication media development, including internal media, gatherings, sharing
2. Internal coordination 2. Career path sessions, HaloSDM, and whistleblowing system
meetings according to 3. Welfare, health, safety, and security of 2. Internal and external training sessions conducted
the needs of the relevant employees both offline and online with various modules,
division 4. Equal opportunity and diversity including sustainability topics
3. Periodic gatherings 5. Freedom of association and freedom of 3. Clear and transparent appraisal and promotion
expression system
6. Work-life balance program 4. Ensure adequate office building and work
facilities
5. Existence of labor union and Collective Labor
Agreement (CLA)
6. The existence of a forum for creativity and
channeling employees' talents/interests
7. Guarantee of employees' rights in accordance
with the CLA
Customers
1. Banking activities in branch 1. Cybersecurity and customer data 1. Improving cybersecurity system and data
offices, call centers, and protection protection governance
other digital banking 2. Availability of adequate information on 2. Updating product and service information on the
solutions, frequency at any financial products and services company website
time and/or as needed 3. Ease of access to branch offices and 3. Improving the integrity of assets, branch office
2. Other meetings, frequency supporting facilities for banking activities buildings, ATMs, and other assets
as needed 4. Service and product/service knowledge by 4. Improving frontliner product knowledge and
frontliners excellent service based on the SMART SOLUTION
5. User friendly digital banking platform principle
6. Competitive loan interest rates and 5. Continuous update of IT systems and digital
attractive programs banking platforms
7. Customer complaint handling 6. Providing competitive credit interest rates
according to the reference and developing
attractive programs
7. Optimizing performance of customer complaint
services (Halo BCA)
8. Carrying out periodic customer surveys
Business Partners/Suppliers/Vendors
1. Interaction through various 1. Transparency in establishing cooperation 1. Provide the required information
means of communication 2. Clear tender procedures and work 2. Conduct fair and appropriate partner selection
at any time contracts partners
2. Vendor-related code of 3. Smooth communication and longterm 3. Dissemination of procurement procedure policies
conduct cooperative relationship 4. Ensure healthy and safe working conditions
3. Dissemination of goods 4. Timely payment 5. Ensure payment system according to work
and services procurement 5. Implementation of ESG practices in the contract
requirements once a year supply chain 6. Conduct vendor performance assessment
7. Dissemination of the implementation of ESG
practices
General Public
1. Regularly organize public 1. Education and training 1. Bakti BCA Program
seminars or trainings 2. Workforce absorption and/or internship 2. Internships and provision of job opportunities as
2. Community engagement 3. Financial inclusion and literacy needed
and development activities 4. Mentoring and two-way communication 3. Financial inclusion and literacy program
Bakti BCA, UMKM Fest, to develop and enhance the Bakti BCA 4. Program impact assessment
Bangga Lokal, and other program 5. Development of innovative and inclusive
activities 5. Program development for vulnerable and programs that reach vulnerable groups and
disabled groups people with disabilities
Media
1. Banking information, 1. Schedule of meetings during press 1. Providing material for press releases
periodically or incidentally. conferences 2. Developing communication tools such as press
2. Media coverage (print and 2. Clarity and responsibilities of published conference, pressroom on BCA website, and
electronic) communication material email corcom_bca@bca.co.id
3. Aligning perceptions and understanding of 3. Updating information related to banking solutions
ESG to support efficient communication of or company performance presented on the
information official BCA website
28 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Significant Issues and Material Topics
MATERIAL TOPIC DETERMINATION PROCESS [2-14, 3-1, 3-2]
Material topic determination involves evaluating actual and potential impacts related to environmental, social, and governance
aspects, as well as their influence on future business strategies and stakeholder decisions. In this process, BCA applies a
double materiality approach, which assesses the extent to which sustainability risks and opportunities can impact financial
performance and how BCA's activities affect society and the environment. This approach ensures that the results of the
materiality assessment serve as a basis for risk management, strategic decision-making, and the disclosure of sustainability
information to stakeholders, including shareholders and investors.
During this process, significant issues and material topics are identified through an annual materiality assessment. BCA involves
representatives from key stakeholders (internal & external) through interviews to obtain input on current concerns and issues
relevant to ESG management and the implementation of sustainable finance at BCA. Material topics from the previous year
are reviewed and re-analyzed, as well as the results of stakeholder interviews, to determine the priority of material topics
and significant issues that need to be managed and disclosed in the reporting period.
Material Topic Determination Process
01 02 03 03
Stakeholder Identification Assessment and Validation Integration
& Engagement Prioritization
BCA identified issues relevant The identified issues and The materiality assessment BCA integrates significant
to the sustainability context in topics will be assessed using process is conducted once issues and material topics
the banking industry and their a double materiality approach a year by involving input into its risk management
impact on the Bank's strategy. which considers: from external experts and and strategy execution. In
In addition, BCA conducted • Financial materiality to by considering standard addition, management also
in-depth interviews with future value creation. references for the banking integrates material topics with
stakeholders (internal & • Material impact on sector. In addition, materiality business opportunities and
external) to identify the key environmental, social, and assessment carried out under performance targets. BCA
concerns and issues of each economic aspects. supervision by: discloses the management
stakeholder group. • Director of Finance & of material topics to boost
Corporate Planning. positive impact and value
• ESG Subdivision. creation, while mitigating
ESG risks.
(Integration of impact, risk,
and target management is
presented in the discussion
of e a c h M ate r i a l To p i c
Management)
Furthermore, BCA not only uses a materiality and financial impact approach, but also assesses more deeply the contribution
of topics to long-term enterprise value creation and their impact on external stakeholders. Thus, the prioritized topics reflect
the issues that most influence business resilience, service quality, and stakeholder expectations. Based on this approach,
there have been changes to the list of material topics.
Sustainability Report 2025 | PT Bank Central Asia Tbk 29
Page 32
O u r S u s t a i n a b i l i t y
Matrix Material Topics
y
Customer Data Protection
4 & IT Resilience
Service Excellence
Financial Material
Responsible Financing
3
Anti Corruption & Anti-fraud
Climate Action
2 Work Culture & Human Rights
Access & Affordability
Community Development
1
x
1 2 3 4
Impact Material
The topics covered in the previous year were: Data Protection and Information System Security; Responsible Financing;
Climate Action; Service Excellence; Anti-Corruption and Anti-Fraud; Work Culture and Human Rights; Access and Affordability;
Community Development. This year, management assessed that BCA has been properly managing Work Culture and Human
Rights; Access and Affordability; and Community Development, and therefore removed these topics from the priority list.
From a series of processes to determine the latest material topic priorities, we expanded the assessment aspects to include
the materiality of the impact on internal and external stakeholders, financial impact, and enterprise value creation. Interviews
with stakeholder representatives and discussions with management resulted in the following five priority material topics:
Priority Material Topics [3-2]
Material Significant
No. Key Issues Boundary SDGs
Topics Impacts
1. Customer 1. Strengthen data security system Enterprise 1. Operations
Data 2. Cyber risk management Value 2. Value chain
Protection and 3. Customer privacy protection policy Creation 3. Internal and
Information 4. Information technology and system resilience & External external
System
5. Investment in the latest data protection technology Stakeholders stakeholders
Resilience
devices and systems
6. Educate customers on personal data protection
2. Service 1. Experience in ease and secure transactions Enterprise 1. Operations
Excellence 2. Time efficiency through digital banking services Value 2. Internal and
3. Grievance mechanism Creation external
& External stakeholders
Stakeholders
3. Responsible 1. ESG risk management in lending Enterprise 1. Operations
Financing 2. Green financing and portfolio management Value 2. Value chain
3. Sustainability-linked loan Creation 3. Internal and
external
stakeholders
30 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Material Significant
No. Key Issues Boundary SDGs
Topics Impacts
4. Anticorruption 1. Anti corruption & anti-fraud awareness Enterprise 1. Operations
and Anti- 2. Whistleblowing system (WBS) Value 2. Value chain
Fraud 3. Anti-corruption and anti-fraud policy compliance in Creation 3. Internal and
the supply chain external
stakeholders
5. Climate 1. Disclosure of GHG emissions for scopes 1, 2, and 3 Enterprise 1. Operations
Action 2. Management of climate-related financial risks Value 2. Value chain
3. GHG emission reduction initiatives Creation 3. Internal and
4. Environmental management initiatives (energy, external
emissions, waste, water) stakeholders
5. Development of climate change strategy and
support to government NZE target.
MATERIAL TOPIC MANAGEMENT [3-3]
Customer Data Protection and Information System Resilience
Why it matters: Data security and privacy are the rights of every customer, debtor, and client of BCA that must be fulfilled to maintain
stakeholder trust. BCA provides adequate information systems and IT infrastructure to support data and cyber security systems.
score score
Positive Impact: Negative Impact:
Data security is imperative for every account holder. A Incidents of data leaks, service disruptions, or cyber defense system failures.
robust data security system will increase the confidence These impacts may result in financial losses, regulatory sanctions, operational
of account holders and the public who wish to open disruptions for business partners, and a decline in public trust.
accounts and/or conduct transactions at BCA.
score score
Opportunities: Risk:
• Increased customer confidence in the Bank's The management of cyber attacks may potentially increase system recovery
security system, resulting in opportunities to costs and compensation for losses that impact customers. In addition, the
increase transactions, new customers, and reputational risk resulting from poor cybersecurity and data systems will
transaction volume. impact stock prices and investor interest.
• Increasing the Bank's reputation and investor
confidence.
Commitment and Targets: Policies:
1. Enhancing data security management systems and 1. Board of Directors Decree No. 175/SK/DIR/2017 dated November 30, 2017
information technology (IT) infrastructure. on the Issuance of Risk Management Basic Policy Manual in the Use of
2. Zero data breach. Information Technology
2. Board of Directors Decree No. 196/SK/DIR/2024 dated November 25,
Evaluation of Topic Management Effectiveness: 2024 on Revision of Information Security Policy
BCA implements multi-layered data security monitoring 3. Board of Directors Decree No. 156/SK/DIR/2024 dated September 26,
through the Information Technology Security Group 2024 on Consumer Protection
(ISG), which monitors incidents in real time and reports 4. Board of Directors Decree No. 075/SK/DIR/2023 dated April 6, 2023
directly to Director. Audits of compliance with privacy regarding Information Technology Implementation Policy
and cybersecurity policies are conducted periodically 5. Circular Letter No. 154/SE/POL/2016 on the Offering of Financial Services
(every three years) to assess the effectiveness of Products and/or Services with Regard to Consumer Protection Principles
controls and compliance with internal standards. Collective Labor Agreement (CLA)
6. BCA Code of Conduct
The results of the reporting year evaluation showed
no data leaks or misuse, indicating that control
mechanisms, incident response procedures, and
cybersecurity policy implementation were effective in
maintaining the integrity and confidentiality of customer
information.
Sustainability Report 2025 | PT Bank Central Asia Tbk 31
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O u r S u s t a i n a b i l i t y
Service Excellence
Why it matters: Delivering the best service in terms of products and services is key to providing the best customer experience.
Therefore, BCA continuously develops digital services to meet customer needs and provide equal service to all its customers. The Bank
always focuses on providing solutions to customer needs, convenience, and a high level of security when customers make transactions.
score score
Positive Impact: Negative Impact:
Service excellence provides BCA with opportunities to strengthen A decline in service quality at both branches and digital
customer loyalty and increase its competitive advantage. Digital channels poses the risk of reducing customer trust and
innovations such as myBCA and BCA mobile, combined with personalized loyalty, potentially prompting them to consider alternative
services from branches and Halo BCA, create a consistent, secure, banking options, and damaging BCA's reputation. Amid
and convenient customer experience that will serve as an important competition from digital banks and fintech companies,
foundation for long-term growth. failure to maintain fast, secure, and responsive services
could threaten business continuity.
score score
Opportunities: Risk:
Increasing customer loyalty, thereby creating opportunities to improve The risk of the Bank's inability to provide excellent services
operational performance. could lead to a decline in customer loyalty, as well as affect
the cost of funds and the stability of BCA's revenue growth.
Commitment and Target: Policies:
1. Customer Engagement survey minimum 4.5. 1. SMART SOLUTION service standard
2. Branch Service Quality survey minimum 4.5. 2. Board of Directors Decree No. 080/SK/DIR/2015
dated June 18, 2015 on Policy for Issuance of Products/
Evaluation of Topic Management Effectiveness: Activities and Provision of Supporting Information
BCA periodically socializes its service policies, procedures, and standards Technology Systems
to all employees to ensure consistent service quality. The effectiveness 3. Circular Letter No. 181/SE/POL/2009 dated December 1,
of these services is monitored through Customer Engagement and 2009 on Guidelines for Monitoring Complaint Handling
Branch Service Quality surveys, which serve as benchmarks for frontliner 4. Circular Letter No. 115/SE/POL/2019 dated June 11, 2019
performance and customer experience. on Customer Complaint Handling
5. Circular Letter No. 328/SE/POL/2023 dated November 6,
The management of service operations is carried out by the Operation 2023 on Summary of Product and/or Service Information
Strategy & Development Group (POL) and the Contact Center & Digital (RIPLAY).
Services (CDG), under the direct supervision of the Deputy President
Director. The evaluation results indicate that the control, monitoring, and
service quality improvement mechanisms are effective in maintaining
BCA's standard of service excellence.
Responsible Financing
Why it matters: Green loan portfolios are becoming an increasingly important material topic for BCA as they play a direct role in
supporting the national transition to a low-carbon economy and the achievement of the SDGs, particularly climate action and clean
energy. Focusing on green financing helps reduce exposure to physical and transition risks, while unlocking opportunities for growth
through access to low-cost funding, ESG investor interest, and strengthening the Bank's reputation. Thus, green loan management not
only meets regulatory requirements but also serves as a key strategy for maintaining portfolio quality and creating long-term value for
stakeholders.
score score
Positive Impact: Negative Impact:
By strengthening responsible financing practices, If financing does not take environmental and social aspects into consideration,
including support for the green sector and BCA risks facing a decline in reputation, increased pressure from investors who are
businesses that provide social benefits, BCA can sensitive to ESG issues, and potential non-compliance with increasingly stringent
expand the quality of its portfolio, strengthen its regulations. These conditions could affect public trust, access to funding, and the
appeal to investors who are concerned about ESG stability of the financing portfolio.
aspects, and contribute to accelerating the national
economic transition towards more inclusive and
sustainable development.
score score
Opportunities: Risk:
Attracting investors to invest more, especially The pressure from investors and the global market for responsible financing
those that are highly concerned with green practices has consistently increased, both through assessments from external
financing. rating agencies and investment preferences.
32 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 35
Commitment and Targets: Policies:
Increase in Sustainable Financing portfolio by 6% 1. Board of Directors Decree No. 196/SK/DIR/2019 on sustainable finance provisions
per year. 2. Board of Directors Decree No. 169/SK/DIR/2020 on Review of the Basic Credit
Bank Policy (KDPB) of PT BCA, Tbk
Evaluation of Topic Management Effectiveness: 3. Concerning Changes to AMDAL Provisions and Prohibitions on Providing Credit
BCA conducts regular monitoring and evaluation of (exclusion list)
its green loan portfolio through quarterly monitoring 4. Board of Directors Decree No. 179/SK/DIR/2021 on Environmental Policy of PT Bank
reports submitted to the Board of Directors Central Asia Tbk
and Board of Commissioners. Progress on the 5. Board of Directors Decree No. 268/SK/DIR/2021 on Plantation and Palm Oil Industry
Sustainable Finance implementation, including the Financing Policy
realization of the SFAP, is also discussed in analyst 6. Board of Directors Decree No. 198/SK/DIR/2022 on Environmental, Social, and
meetings as a form of transparency to external Governance (ESG) Policy for Coal Mining Sector Financing
stakeholders. The management of the green loan 7. Board of Directors Decree No. 203/SK/DIR/2022 on Environmental, Social, and
portfolio is under the direct supervision of the Governance (ESG) Policy for Financing Toll Road Development Sector
Director of Planning and Finance, who ensures 8. Board of Directors Decree No. 212/SK/DIR/2022 on Environmental, Social, and
that the quality of the portfolio is maintained and Governance (ESG) Policy for Timber and Forest Products Industry Sector Financing
aligned with the Bank's sustainability strategy in 9. Board of Directors Decree No. 213/SK/DIR/2022 on Environmental, Social, and
2025. The realization of the green portfolio has Governance (ESG) Policy for Financing the Cement and Basic Iron and Steel
again exceeded the SFAP target, demonstrating Industries
BCA's commitment to strengthening sustainable 10. Board of Directors Decree No. 179/SK/DIR/2024 on Sustainability Linked Loan
financing. 11. Board of Directors Decree No. 119/SK/DIR/2025 on Green Loan Scheme
12. Board of Directors Decree No. 216/SK/DIR/2025 on Environmental, Social, and
Governance (ESG) Policy on Oil and Gas Industries
Anti-corruption and Anti-fraud
Why it matters: Trust is fundamental in running the banking business, making anti-corruption and anti-fraud practices a critical element
of attention.
score score
Positive Impact: Negative Impact:
Enhancing anti-corruption and anti-fraud policies provides BCA with Corruption and fraud pose a major risk to BCA as a trust-based
opportunities to strengthen governance, improve transparency, and institution. Any incident can damage its reputation, trigger financial
maintain business integrity. Multi-layered monitoring systems, ethics losses, and erode the trust of customers and investors. Threats
training, and effective reporting mechanisms further build public trust may come from both internal and external sources, including social
and support BCA's long-term stability. engineering and potential abuse by partners.
score score
Opportunities: Risk:
Reputation is maintained so that it can support stable business Fraud and corruption incidents will impact the Bank's reputation,
growth. which could affect its share price and access to funding.
Commitment and Targets: Policies:
Zero corruption. 1. Board of Directors Decree No. 778/SK/DIR/1995 dated August
24, 1995 on BCA Banker Code of Ethics
Evaluation of Topic Management Effectiveness: 2. Board of Directors Decree No. 219/SK/DIR/2003 dated
BCA strengthens its anti-corruption and anti-fraud management October 10, 2003 on Provisions for Conflict of Interest
through regular dissemination of information on integrity policies, 3. Board of Directors Decree No. 146/SK/DIR/2017 dated
gratification control, and fraud prevention. The Bank also November 1, 2017 on the Implementation of Whistleblowing
implements a Whistleblowing System (WBS) and a three lines System in BCA
of defense internal control system that comprises prevention, 4. Board of Directors Decree No.139/SK/DIR/2020 dated July 20,
investigation, and monitoring. The effectiveness of policies is 2020 on Anti-Fraud Declaration and Integrity Pact
evaluated through periodic audits at least every three years, with 5. Board of Directors Decree No. 114/SK/DIR/2021 dated June 17,
monitoring results reported regularly to management to ensure 2021 on Adjustment of Anti-Fraud Strategy Policy
optimal control. 6. Board of Directors Decree No. 269/SK/DIR/2021 dated
December 31, 2021 on Anti-Corruption and Gratification
Control Policy
7. Board of Directors Decree No. 233/SK/DIR/2024 on Anti-
Money Laundering, Counter- Financing of Terrorist, and
Counter-Proliferation Financing of Weapons of Mass
Destruction (AML-CFT and CPF) Program
8. Board of Directors Decree No. 234/SK/DIR/2024 on Provisions
for the Implementation of Anti-Money Laundering, Countering
the Financing of
9. Terrorism, and the Counter-Proliferation Financing of Weapons
of Mass Destruction (AML-CFT and CPF) Program Collective
Labor Agreement (CLA)
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O u r S u s t a i n a b i l i t y
Climate Action
Why it matters: Climate change-related risks can affect the continuity of business activities in the long term. Therefore, the Bank needs
to take climate-related risk mitigation measures in its financing activities, given that the debtor's business activities may contribute to
greenhouse gas (GHG) emissions.
score score
Positive Impact: Negative Impact:
Proactive climate action opens opportunities for BCA to expand green financing, Climate change poses physical and transition risks
support low-emission sectors, and attract investors who are more aware of ESG that could affect the quality of BCA's loan portfolio
aspects. This strategy increases BCA's contribution to national decarbonization if not managed properly. Failure to anticipate these
targets while creating new economic value. risks could potentially lead to financial losses and
erode investor confidence.
score score
Opportunities: Risk:
Supporting the government in achieving its NZE targets, while attracting The impact of climate change can pose a risk
investors to invest, especially those that support green financing to credit quality, especially in sectors that are
vulnerable to climate change.
Commitment and Targets: Policies:
1. Manage GHG emissions. 1. Board of Directors Decree No. 179/SK/DIR/2021
2. Improve energy efficiency in bank operations. dated September 22, 2021 on PT Bank Central
3. Contribute to the achievement of SDG - Goal 13 on climate action by 2030 Asia Tbk Environmental Policy
and support Indonesia to achieve Net Zero Emission by 2060. 2. Board of Directors Decree No. 197/SK/
DIR/2021 dated October 6, 2021 on Community
Evaluation of Topic Management Effectiveness: Empowerment Policy of PT Bank Central Asia Tbk.
The Director of Finance and Planning leads the integration of climate action 3. Board of Directors Decree No. 212/SK/DIR/2022
across the organization, supported by relevant units that implement Sustainable dated November 29, 2022 on Environmental,
Finance. In the financing process, BCA has begun assessing debtors based on Social, and Governance (ESG) Policy for Financing
environmental management and climate mitigation and adaptation readiness, the Timber and Forest Products Industry Sector
referring to the Indonesian Green Taxonomy and Indonesian Sustainable Finance
Taxonomy. The bank continues to increase its green portfolio, conducting GHG
emissions inventories for scopes 1, 2, and 3, and strengthening climate risk
analysis to understand its impact on financial performance. This year, BCA is
committed to increasing decarbonization actions to support the achievement of
operational NZE targets.
34 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 37
Our Support for Sustainable
Development Goals (SDGs)
BCA consistently supports all Sustainable Development Goals (SDGs) by contributing to various sectors in line with the
company's business areas and capabilities. BCA mainly focuses on areas that align with the company's vision and mission.
SUPPORT FOR SDG PRIORITY
Goal 2025 Achievement Strategy 2026 Target
• Zero major workplace accidents • Providing health education • Zero major accidents in the
• 815 cataract surgery patients through health campaigns workplace
• 12,061 people received general • Conducting social service • Ensuring all employees have
medical treatment & contraceptive activities become members of BPJS and
services through BCA-assisted • Educating the public about private health systems
clinics health through seminars or • Conducting regular health
• 2,100 blood bags from employee webinars education and campaigns
blood donation program • Carrying out social services for
cataract surgery and assisted
clinics
• Conducting employee blood
donations
• 98% of employees received training • Developing e-learning • 60% of BCA employees receive
• 146 employees received Bachelor’s programs, in-class training, and advanced family planning training
and master's degree scholarships collaborate with educational • Conducting BCA Bakti Scholarship
• 38,134 employees participated in institutions Program
Sustainable Finance training • Selecting and providing • Conducting PPBP and PPTI
• 700 students received Bakti BCA scholarships to students programs
Scholarship according to the criteria and • BCA employees receive training
• 575 participants of the Business providing soft skills training. and education programs
& Banking Education Program • PPBP strategy: recruit and • Organizing regular Cultural
(PPBP) and Informatics Engineering conduct dissemination to Preservation Award Program
Education Program (PPTI) leading high schools/vocational
• >169,000 people (including students schools across Indonesia
and university students) received • Organizing intensive training on
financial literacy education blended learning and softskills
training for teachers with
competition methods
• Organizing financial literacy
education nationwide that has a
positive impact in accordance
with OJK SNLKI by prioritizing
volunteer programs carried out
by employees
• 61.4% of female employees from • Implementation of the • No remuneration gap between
total employees were promoted Collective Labor Agreement female and male employees
• 16.7% of women occupied Director (CLA) in the Preamble section • Zero cases of violation of equal
positions and article 59 paragraph 2 rights and discrimination against
• 61.6%female employees occupied letter i on equal rights and no employees
middle to senior management discrimination of any kind is • Zero reports of discrimination
allowed against employees. against customers
• Providing equal opportunities • Maintaining an equal percentage
in career advancement to of female and male employees in
managerial level or higher the opportunity to hold managerial
• Providing training and level positions.
assignments to women weavers
to improve life skills/welfare
Sustainability Report 2025 | PT Bank Central Asia Tbk 35
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O u r S u s t a i n a b i l i t y
Goal 2025 Achievement Strategy 2026 Target
• 11.7% increase in sustainable • Mapping out mitigation • Support the implementation and
financing portfolio strategies to reduce CO2 development of CRMS scenario
• 51 buildings utilize solar panels emissions in BCA buildings framework
• Emission calculation covers 100% of gradually • 8% increase in Sustainable
BCA Head Office, Data Center, and • Developing adaptive behavior in Financing portfolio, including
Branch Offices. smart buildings, the application environmentally friendly debtors
• 82 Branch offices applying green of environmentally friendly • Replacing R22 to R32 air
building features technology and sustainability conditioners in branches
• Conducting GHG inventory of scope culture • Installation of solar panels in
3 emissions from financing • Lending to debtors with buildings owned by BCA
• Participating in the Climate Risk environmentally friendly
Stress Testing (CRST) businesses
• 26,435 people recruited as BCA • Creating jobs to support BCA • Increase in KUR disbursement by
employees digitalization and relationships 8%
• Remuneration of employees at the • Developing the role and • Consistent implementation of
lowest level in Jakarta is higher than capabilities of BCA's frontliners Occupational Health and Safety
the Jakarta Provincial Minimum to provide more comprehensive (no major incidents in the work
Wage solutions to customers environment)
• 1,593 workers in 28 Bakti BCA • Expanding channeling • Recruiting employee and Bakti
assisted villages cooperation with anchors BCA interns
• 5,244 interns recruited through the • Mentoring and assisting Branch • Organizing UMKM Fest
Bakti BCA program Offices in KUR disbursement
• 9.6% increase in MSME financing • Expanding the line of business
• Rp657 billion KUR realization financed by KUR
• Workshop for MSMEs • Mapping of banking services to
• Facilitate MSME entrepreneurs for people who are categorized as
halal certification unbankable
• More than 1,400 MSME sellers joined • Cooperating with village
UMKM Fest administrators, local
communities, and local
government
• Recruiting prospective Bakti
BCA interns
• 4.88 Branch Service Quality (BSQ) • Developing digital innovation • Minimum BSQ Index 4.5
index on a scale of 5 • Applying machine learning and • Minimum CE Index4.5
• 4.78 Customer Engagement (CE) artificial intelligence • Zero major frauds
index on a scale of 5, based on • Implementing Data Loss • Zero complaints related to data
survey conducted by a global-class Prevention (DLP) and two-factor privacy and security
independent third party authentication systems for
securing electronic information
• Educating and conducting
dissemination on data security
and digital banking to customers
• Meeting compliance indicators • Evaluation of all business • Meeting compliance indicators
including Minimum Capital activities in compliance with • Zero report of corruption
Adequacy Ratio (CAR), Net Non- regulations committed by the company
Performing Loan (NPL), Maximum • Ensuring the effectiveness of the • Minimum bank soundness level is 2
Legal Lending Limit (LLL), Rupiah & whistleblowing system • No material and significant legal
Forex Statutory Reserves (GWM), • Implementing good corporate cases and/or disputes with
Macroprudential Liquidity Buffer governance customers
(MPLB), Net Open Position (NOP), • Complying with laws and • Conducting business risk and
Macroprudential Inclusive Financing regulations on capital market human rights due diligence with
Ratio (RPIM), and Liquidity Coverage • Adopting relevant best practice independent parties
Ratio (LCR). standards • Issuing a policy of non-
• The bank's soundness level 1 discrimination in the workplace
• All employees have signed an • Zero corruption cases/reports
integrity pact • Compliance risk at “low to
• All employees have signed code of moderate” level
conduct • All employees sign integrity pact
• All employees of echelon 5 and and code of ethics
above have signed the annual • All employees of echelon 5
• disclosure and above must sign an annual
• Zero corruption cases disclosure
• Conducting Human Rights Due
Diligence
36 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 39
CONTRIBUTION TO OTHER SDGs
Goal Supporting Activities
• Providing wages/salaries in compliance with government regulations
• Providing interest-free loan facilities for a certain nominal amount to BCA employees
• Vacancies are available for employees and interns of the Bakti BCA program
• Registering employees with BPJS Employment
• Disbursing financing to smallholder agricultural businesses
• Supporting the stunting reduction program (Partnership to Accelerate Stunting Reduction in Indonesia)
• Disbursing financing to clean water management and wastewater treatment businesses
• Providing assistance for sanitation
• Shuttle bus facilities to employees at BLI-Sentul
• Assistance in infrastructure development programs, public facilities and social facilities of the government, as well
as BCA-assisted villages
• Establishing a household waste recycling program for BCA employees
• Changing the use of HVS paper from 80 gsm to 75 gsm
• Initiative to turn off lights in work areas during lunch hours
• Using digital approval mechanism to reduce paper usage in approval process
• Waste recycling from operational activities
• Planting a total of 51,000 trees
• Planting 1,000 mangroves
• Environmental training to 7,959 participants.
• Collaborating with BOSF for orangutan protection and tree planting monitoring
• Collaborating with Nusantara Institute and SENA WANGI for activities to preserve the Indonesian art, culture and
traditions
• Collaborating with SPBK Perdami, the Health Agency, Bakti Media Clinic, and Duri Utara Clinic to support the
community's health promotion
• Collaborating with the Indonesian Natural Dye Association (WARLAMI) for the development of natural dye
• Collaborating with Save the Indonesian Nature and Threatened Species (SINTAS) to conduct initial phase of javan
leopard conservation
Sustainability Report 2025 | PT Bank Central Asia Tbk 37
Page 40
S u s t a i n a b l e B a n k i n g
02
02
Sustainable
Banking
38 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 41
Best Service for Our Customers
SUSTAINABLE FINANCE PRODUCT principles, and service ethics. The Bank provides e-learning
AND SERVICE RESPONSIBILITY programs that can be accessed by all employees, including
mandatory e-learning modules on Consumer Financial
BCA continues to offer financial products and services that Protection and Personal Data Protection, as well as periodic
foster business growth and support sustainable development. training for relevant employees through service forums,
By leveraging digital innovation, expanding financial inclusion, service dialogues, and regional coordination meetings. This
and implementing social and environmental responsibility program is designed to ensure that service competencies
principles, the Bank continuously enhances the convenience are always updated in accordance with the regulator's
and security of its services for customers. These initiatives requirements, developments in consumer protection
strengthen BCA's role in building a sustainable financial standards, and the dynamics of customer needs. Annual
ecosystem and creating long-term value for society. training covers refresher courses on service standards,
complaint management, product information transparency
Innovation and Development of principles, and customer communication ethics. In 2025, the
Sustainable Finance Products and Services number of training participants reached 16,847 employees.
BCA continues to boost Sustainable Finance innovation through
cross-business unit collaboration, including the Corporate Debt Collection Policy
Banking, Transaction & Finance Group, Commercial & SME BCA implements a Debt Collection Policy as part of its credit
Banking Division, and Consumer Credit Division. Each unit plays risk management to maintain the health of its portfolio and the
a role in designing products and services that meet customer sustainability of the Bank's operations. The entire collection
needs and support environmental and social sustainability. process is carried out professionally, in compliance with
regulations, and upholds ethics and the protection of debtor
BCA fosters a culture of internal innovation through its rights. This policy refers to OJK regulations on consumer
annual BCA Innovation Convention and Kaizen Championship protection and bank asset quality requirements, and serves as
programs, which provide a platform for employees to explore a guideline for all units in handling past due or non-performing
innovative ideas and solutions that can be implemented across loans. To ensure that the collection process runs in accordance
all lines of business. This approach reflects BCA's commitment with established procedures, BCA provides training, both in-
to providing innovative financial solutions that are value- class and e-learning, to all relevant employees, including the
oriented and in line with ESG principles. Credit Recovery Group and Business/Customer Relationship
Officer. During 2025, a total of 373 employees completed
Assessment of Financial the training.
Products and Services
Every financial product and service developed at BCA In practice, BCA implements an integrated approach to
undergoes a rigorous oversight process to ensure compliance handling non-performing loans (Criticized Exposure/CE) in
with regulations and prudential principles. Before launch, all all loan segments, including productive loans, mortgages,
products must obtain approval from Bank Indonesia and the credit cards, and consumer loans. The collection process is
Financial Services Authority (OJK). The Transaction Banking carried out through legal and ethical communication channels,
Product Development Division (DPD) and the Operation which provide clarity and solutions for the appropriate
Strategy & Development Group (POL) are responsible for settlement of obligations. The bank may also appoint third
product management and development. BCA conducts a multi- parties that meet professional standards to support the
layered evaluation process, starting with a risk assessment by collection process, ensuring that all interactions are free from
the Risk Management Division (MRK), followed by a compliance intimidating and discriminatory practices and that customer
test by the Compliance Division (DCP), and direct supervision data confidentiality is maintained.
by the Compliance Director. In addition, BCA also implements
user acceptance tests and certification processes before BCA offers loan modification options including income-based
products are released to the public. Throughout 2025, there consideration to restructure using comprehensive evaluation
were no financial products or services that were withdrawn of the debtor's business prospects. Several restructuring
after launch. options include one or a combination of the following:
1. Lowering loan interest rates
Employee Training on Consumer 2. Extending loan terms
Financial Protection 3. Relief from arrears, penalties, or fines
To strengthen consumer financial protection, BCA provide 4. Adding credit facilities
training for all relevant customer facing employees to have 5. Converting loans into temporary capital participation.
an adequate understanding of consumer rights, transparency
Sustainability Report 2025 | PT Bank Central Asia Tbk 39
Page 42
S u s t a i n a b l e B a n k i n g
The process of handling non-performing loans is carried out Advertising and marketing activities at BCA are part of
with the principles of prudence and good governance, and is the implementation of the Board of Directors' strategic
monitored and reported to the Board of Directors and Board directives to ensure that the openness and transparency
of Commissioners to ensure effective implementation. BCA's of information related to products and/or services comply
credit collection policy can also be accessed via the link with the regulator's requirements, industry best practices,
https://bca.id/policies and internal company guidelines. At the managerial level, the
Business Development and Banking Transaction Marketing
Marketing Communication & Division is responsible for directing, reviewing, and approving
Advertisement Policy all marketing communication materials for BCA products
BCA implements a marketing and advertising communication and services.
policy as stipulated in Board of Directors Decree No. 156/SK/
DIR/2024 on Consumer Protection, and can be accessed via As part of structured supervision, marketing and advertising
the link https://bca.id/policies. This policy ensures that all communications are monitored through a tiered approval
information regarding products and services is conveyed scheme, starting from the Head of Work Unit level up to the
in an honest, accurate, and transparent manner, covering Board of Directors. This process ensures that all marketing and
relevant benefits, costs, and risks. All promotional materials advertising communications have been thoroughly reviewed
are prepared with consideration for communication ethics and are in line with the Company's strategic direction and
and the prudential principle to avoid misunderstandings or governance policies. During 2025, there were no incidents
misinterpretations between customers and the Bank. In all of non-compliance related to marketing communications
advertising activities, BCA consistently maintains integrity practices within BCA.
by complying with advertising codes of ethics and applicable
regulations to protect the interests of customers and the BCA organizes training for capacity building for all employees
public. relevant to marketing communications and advertising,
including ethics and communication procedures related to
products and/or financial services provided by BCA. Training
can take the form of workshops, e-learning, or internal division
training.
Training related to Marketing Communications & Advertisement in 2025
Number of Training Sessions Number of Training Hours Training Participants
55 Modules 91,866 Hours 7,925 Participants
KNOW YOUR CUSTOMER
BCA manages operational risk with an approach that focuses on understanding the financial profile and activities of each
customer to ensure compliance with Anti-Money Laundering (AML), Counter-Terrorism Financing (CTF), and Counter-
Proliferation Financing (CPF) principles. This process includes collecting basic identity data, such as name, address, date of
birth, and official documents, accompanied by regular transaction monitoring to detect potential anomalies or indications
of suspicious activity. This approach also aims to strengthen the internal control system.
Increasing Customer Awareness and Engagement
BCA consistently implements various educational programs and campaigns to expand service access and raise customer
awareness of transaction security in the digital era. Through campaigns such as #TolakDenganAnggun, #DontKnowKasihNo,
and #AwasModus, BCA encourages the public to be more vigilant against digital fraud and not to share sensitive data such
as PINs or OTPs with other parties. These initiatives also strengthen understanding of the anti-money laundering, counter
financing of terrorism, and counter proliferation financing of weapons of mass destruction (AML, CFT, CPF).
In addition to security aspects, BCA continues to deliver service innovations, including online account opening features on
BCA Mobile and myBCA, which allow customers to open accounts anytime without having to visit a branch. These efforts
reflect BCA's commitment to providing secure, accessible, and innovative financial services, while strengthening financial
literacy and inclusion among the public amid the acceleration of digital transformation.
40 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 43
Implementation of AML, CFT, and CPF
The implementation of Anti-Money Laundering (AML), Counter-Financing of Terrorism (CFT), and Counter- Proliferation Financing
of Weapons of Mass Destruction (CPF) policies is an integral part of responsible banking governance. More comprehensive
policies related to AML, CFT, and CPF can be accessed at https://bca.id/aml-cft. AML, CFT, and CPF procedures include:
Customer Due Diligence (CDD) Covering customer acceptance and identification policies (prospective, existing,
and walk-in), inquiries for supporting data and documents, identity verification,
and initial risk assessment.
Enhanced Due Diligence (EDD) More in-depth risk assessment for high-risk customers or products.
Politically Exposed Person (PEP) and High Risk PEP category determination and customer grouping based on country, business
Customer background, or products with a high risk of money laundering or terrorist financing.
The decision to continue or reject a business relationship with such customer
categories must be approved by a senior management of BCA (at least the Head
of the Main Branch Office).
Non-face-to-face CDD This verification is performed using software and hardware owned by the Bank
or trusted third parties, as well as devices used by prospective customers. In this
process, the Bank utilizes population data and applies multi-factor authentication
principles, including:
1. something you are, i.e., physical or biometric characteristics such as facial
recognition, fingerprints, or retina/iris patterns; and
2. something you have, such as an electronic ID card validated with an OTP,
digital signature, or other equivalent form of authentication.
The application of this mechanism ensures that the verification process remains
reliable, secure, and compliant with regulatory requirements even when it is
conducted remotely.
Document Archiving All records related to AML CFT and CPF will be stored for a minimum period of 5
years from:
1. The end of the business relationship/transaction with the customer
2. The finding of a transaction that is inconsistent with economic and/or business
objectives
Sustainable Monitoring and Assessment The implementation of the AML, CFT, and CPF programs at BCA is also evaluated
through an annual independent assessment conducted by an external party each
year. This independent assessment ensures that the Bank's policies, processes,
and implementation remain in line with regulatory standards and are capable of
responding to evolving risk dynamics.
During 2025, there were no significant findings in the assessment of the
implementation of AML, CFT, and CPF, both by internal and external assessors.
All employees regularly participate in education and training programs to improve their understanding and awareness of AML,
CFT, and CPF practices. Information is also disseminated through various internal channels, such as email blasts and company
communication media. BCA also requires all employees to participate in the AML-CFT e-learning program, which is regularly
updated as part of a continuous learning program. All new employees are also required to complete the AML-CFT e-learning
during onboarding to ensure that 100% of employees have a basic understanding of the AML-CFT. In addition, BCA strictly
monitors financial transactions to ensure compliance and the effectiveness of internal control systems.
AML, CTF and CPF Training based on Position Level
Total employees
Position Level
2025
Senior Officers (including the Board of Commissioners and the Board of Directors) 192
Manager 13,365
Staff 11,810
Non staff 9,464
Total 34,831
Sustainability Report 2025 | PT Bank Central Asia Tbk 41
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S u s t a i n a b l e B a n k i n g
Providing Equal Services and
Access For All
DIGITALIZATION AND EASE OF SOLUTIONS
In line with digital developments, BCA continues to strengthen its digital transformation to provide easy, efficient, and sustainable
banking services. Digital banking has provided customers with ease of transaction while contributing to the reduction of paper
usage and carbon footprint. BCA's digital services, including myBCA with its Poket Valas, Wealth Management, Paylater, QRIS
cross-border, OneKlik, Sakuku, Virtual Account, and Merchant Apps features, have facilitated a convenient and practical
transaction experience for customers. E-banking channels such as KlikBCA and BCA Mobile continue to be strengthened. In
addition, BCA is also expanding its digital services at branches through CS Digital, eService, and Video Banking to facilitate
the customers' independent transactions.
Digital Transaction Frequency
YoY
million
17%
2025
41,890
2024
35,919
2023
29,794
In the corporate segment (B2B2C), BCA provides an online human rights of all customer segments, both individuals
business banking platform that supports real-time payment and institutions. To maintain service quality, BCA regularly
management, fund collection, and financial information, conducts training on product knowledge, communication
including bulk payment, utilities, tax, and payroll features. ethics, cybersecurity, and customer service. This training is
Meanwhile, in the B2C segment, BCA is expanding its digital conducted continuously to ensure that all employees can
payment ecosystem with a merchant point-of-sale (POS) adapt to changes in customer behavior and maintain an
network and merchant applications that accelerate the excellent and inclusive service experience.
onboarding of new merchants and increase QRIS transactions
by 92% compared to the previous year. All of these innovations Hybrid Banking
solidify BCA's position as an adaptive digital bank, promoting BCA has adopted a hybrid banking concept by integrating
financial inclusion and contributing to the implementation of digital services and in-person experience at its branches.
sustainable finance in Indonesia. While digitalization continues to develop, branches remain
an important element in strengthening personal relationships
EQUAL SERVICE and providing humanistic services. BCA's transformation to
hybrid branches enables frontliners to provide fast, secure,
Every BCA employee has a responsibility to provide the and solution-oriented services. Customers can now make
best service by applying the SMART SOLUTION standards reservations through eBranch to save time, as well as utilize
(Heedful, Attractive, Enthusiastic, Friendly, Thorough, the Cash Recycling Machine (CRM) and Digital CS facilities for
Attentive, Open-minded, Complete, Prioritizing customer various self-service transactions such as printing or replacing
needs, Telling solutions, Initiative, and on-time follow-up) ATM cards. This approach has proven to increase operational
to maintain customer trust and satisfaction across the entire efficiency and strengthen the role of branches as centers of
BCA network. In every interaction, BCA ensures that services interaction and financial education that focus on customer
are provided equally without discrimination, respecting the convenience.
42 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 45
CUSTOMER COMPLAINT HANDLING
Complaint Handling Mechanism [2-25]
Customer complaint mechanism flow
Customer Halo BCA
Customer Data Complaint Reporting System
Complaint Report Verification (Customer Relationship Management)
No
Complaint Recipient Escalation?
Customer complaint channel Yes
• Call center 1500888
• Apps HaloBCA
• Email : halobca@bca.co.id
• Branch Office BCA Solutions by Halo BCA Related Working Unit
Monitoring & Oversight
Reported quarterly to
• Vice President Director No
Ombudsman (LAPS-SJK)
• Commissioners
Customer satisfaction
Certified in accordance with Yes
ISO 9001:2025 – Quality Resolved
Management System
BCA has an integrated complaint handling system to ensure that every customer feedback is handled quickly and appropriately.
Complaints can be submitted through various official channels, such as the Call Center at 1500888, the Halo BCA app, or at
BCA branch offices. Every incoming report is recorded and managed through the Customer Relationship Management (CRM)
application in order to monitor the follow-up process transparently. To ensure customer satisfaction, the complaint mechanism
at Halo BCA has been certified under ISO 9001:2015 regarding Quality Management Systems (QMS). Complaint handling is
coordinated by the Contact Center & Digital Services (CDG) Division, better known as Halo BCA. The results of monitoring
and follow-up are reported quarterly to the Vice President Director and Commissioners as part of the oversight mechanism.
Complaint Resolution
Halo BCA, as one of our interactive service channels, continues to be developed to enhance customer experience. Halo BCA
agents, or Customer Care Officers (CCOs), are trained professionals equipped with communication and complaint resolution
skills, enabling them to handle the complex needs of customers while building positive relationships. This enhancement of
competencies is also part of our efforts to maintain service integrity and mitigate the Bank's reputational risk.
The complaint handling process will be followed up in accordance with the established Service Level Agreement (SLA). If no
agreement is reached on the resolution of the complaint from BCA, customers can pursue mediation through the Alternative
Dispute Resolution Institution for the Financial Services Sector (LAPS-SJK) as a form of Customer Ombudsman, in accordance
with OJK Regulation No. 22 of 2023 concerning Consumer and Public Protection in the Financial Services Sector. This approach
ensures that customer rights remain protected and that dispute resolution is conducted fairly and transparently.
As part of its commitment to providing the best service to customers, BCA consistently publishes its customer complaint
handling procedures at least once a year. This is in accordance with SEOJK Number 17 /SE.OJK.07/2018 concerning Guidelines
for the Implementation of Consumer Complaint Services in the Financial Services Sector.
Number of Complaints Complaints Resolved Resolved Percentage
Year
(in thousand) (in thousand) (%)
2025 1,139 1,113 97.7%
2024 1,178 1,148 97.4%
2023 1,261 1,226 97.3%
Sustainability Report 2025 | PT Bank Central Asia Tbk 43
Page 46
S u s t a i n a b l e B a n k i n g
Financial Complaint Reporting
In handling complaints related to financial aspects, BCA fulfills its obligation to report regularly to regulators. Every quarter,
BCA submits reports on the handling of complaints related to payment systems to Bank Indonesia through the Antasena-BI
platform, as well as financial complaint reports to the Financial Services Authority (OJK) every semester through the siPeduli-
OJK system. All complaint handling is carried out by the Contact Center & Digital Services (Halo BCA) with documented
procedures and measurable resolution time targets, including corrective follow-up to prevent similar complaints from
recurring. This approach ensures that customer rights are protected and disputes are resolved fairly and transparently.
CUSTOMER SATISFACTION SURVEY
Year Branch Service Quality Survey Customer Engagement Survey
2025 4.88 4.78
2024 4.88 4.77
2023 4.88 4.75
BCA continues to focus on improving service excellence and customer engagement through various customer satisfaction-
oriented service initiatives. Based on a Gallup International survey, BCA's Customer Engagement level in 2025 was in the 91st
percentile, surpassing the global average. BCA also regularly measures Branch Service Quality (BSQ) to maintain consistent
service quality across its branch network, while service quality monitoring is conducted through internal surveys and the
survey feature in the Halo BCA application. The results of these surveys are used as a basis for continuous improvement to
ensure that customer experience remains superior and in line with the best service standards in the banking industry.
ACCESS AND AFFORDABILITY
Access to Product and Service Information
BCA strengthens financial inclusion by expanding access to banking products and services through a digital banking strategy
that relies on advanced technology and is easily and conveniently accessible anytime, anywhere. All information regarding
products and services, including benefits, fees, interest rates, and requirements, is transparently communicated through the
official website www.bca.co.id, the myBCA application, and the branch office network. For direct interaction, customers
can contact Halo BCA to get information and service assistance. In addition, to strengthen relationships with potential
customers, Contact Center & Digital Services (CDG) provides the Solution Assistant (SOLA) service, which plays an active
role in providing personalized and responsive banking solutions.
Access to Branch Offices and Banking Service Facilities
139 38
Main Branch Offices (KCU) Provinces
913 247
BCA Branch Sub-Branch Offices (KCP) Cities/Regencies
Office Network
218 65
Cash Offices (KCP-Kas) Remote Branch
20,163 >772k
ATM EDC
Electronic 11 Cities
myBCA store distribution
Network Distribution
44 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 47
Access for People with Disabilities [FS14, FS15]
BCA's inclusive banking services are also available to people with disabilities. For visually impaired customers, Talking ATMs
are equipped with audible instructions and are available at 3,644 locations in 240 cities in Indonesia. Meanwhile, the HearMe
Program supports the Deaf community in utilizing technology to facilitate communication between deaf customers and BCA
staff. This program also involves staff trained in sign language to assist with transactions and consultations.
Financial Inclusion [FS13, FS14] [FN-CB-240a.3]
BCA continues to work on expanding access and affordability of banking services for all segments of society to reach people
who are not familiar with banking services (unbanked), located in an area that has not been touched by banking services
(underbanked), and those who are underserved. This is in line with Presidential Regulation No. 114 of 2020 concerning the
National Strategy for Financial Inclusion (SNKI).
This effort is realized by expanding the service network to remote areas in Indonesia. BCA operates 65 remote branches spread
across various remote areas to ensure the availability of banking services for people who live far from economic centers.
In addition to remote branches, BCA is also supported by its partnership with ATM Bersama, as well as its extensive network
of partners such as Indomaret and Alfamart, which are located in various regions, both in urban and remote areas. As part
of its financial inclusion efforts, BCA also serves micro and small businesses through the People's Business Credit (KUR).
This makes it easier for micro and small businesses to obtain access to capital to drive local economic growth, especially in
remote areas and regions that were previously underserved.
BCA also offers various types of financial inclusion products to reach people who are unbanked or underbanked, such as
TabunganKu, Simpanan Pelajar, and Tahapan Xpresi. TabunganKu is intended for low-income communities with no administration
fees. Simpanan Pelajar helps foster a saving habit among students from an early age, while Tahapan Xpresi offers digital
services with creative designs for the younger generation.
Number of Inclusion Savings Account
Savings Products Number of Accounts (in thousands) Transaction Volume (in thousands)
TabunganKu 2,281 155,316
Simpanan Pelajar 223 325
Tahapan Xpresi 20,700 3,811,406
BCA Digital channels play an important role as mobile/online
distribution channels for financial inclusion, including:
As a one-stop financial platform that makes it
easy for customers to manage all BCA accounts
and products in one application.
Number of Users Total Transaction Transaction Volume
12.9 12,749 Rp4,213
million million trillion
Support MSMEs and merchants in making digital
payment transactions easily and securely.
Number of Users Total Transaction Transaction Volume
668 2,085 Rp519
thousand million trillion
Digital platform for business customers
that enables efficient, fast, and integrated
management of company transactions.
Sustainability Report 2025 | PT Bank Central Asia Tbk 45
Page 48
S u s t a i n a b l e B a n k i n g
Information Technology Resilience
INFORMATION SYSTEM GOVERNANCE
Protecting customer data and privacy is BCA's top priority in its banking operations. To maintain information security, the
Bank adheres to banking codes of ethics, internal policies, and relevant government regulations. Data management is carried
out using a reliable and regularly updated information technology system to anticipate potential cyber risks and strengthen
stakeholder trust in BCA.
The Board of Commissioners, Board of Directors, IT Management, Risk Management, Compliance, and all work units are
actively involved in the governance of information technology security. This governance framework is reinforced through
the establishment of an Information Technology Steering Committee based on Board of Directors Decree No. 131/SK/
DIR/2025, which defines its main functions, authority, structure, responsibilities, decision-making, and performance evaluation
mechanisms.
The Information Technology Steering Committee is responsible for privacy and data security including ensuring information
security, recommending IT strategic plans, conducting periodic evaluations of IT performance, and aligning IT policies and
priorities with BCA's corporate plans. The IT Steering Committee is formed by and reports to the Board of Directors.
General Meeting of Shareholders
Board of Commissioners Board of Directors
Other Board of Information
Other Units Executive
Commissioners Technology Steering
Committee
Committee Committee
Position Membership Voting Rights Status
Chairperson (also a member) Director of Strategic Information Technology √
Secretary Head of IT Management Office -
Members Director of Risk Management √
Director of Regional & Branch Banking Management
Executive Vice President Strategic Information Technology Group
Head of Risk Management Division
Head of Compliance Division
Executive Vice President Operation Strategy & Development Group
Head of the Main IT User Work Unit
Head of Internal Audit -
BCA has a designated IT Security Group (ISG) led by a Chief Information Security Officer (CISO) who is responsible for the
information security management system and data protection across BCA's entire operational network, including Branch
46 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 49
Offices, Head Office, and Data Centers. ISG has a strategic attacks on IT systems. BCA also implements adversarial attack
mandate to draft policies, implement standards, and oversee simulation programs and tabletop exercises, conducted
compliance with information security principles across all regularly at least once a year, to prepare the IT Security team
business lines and support functions. The ISG organizational and the Information Security Incident Response Team (ISIRT)
structure consists of functions that manage information in handling cyber incidents and emergencies.
security policies, cybersecurity, network security, and real-
time threat monitoring through the Security Monitoring Center All ISG personnel receive training and professional certification
(SMC). in cybersecurity to ensure their competence, readiness, and
responsiveness in maintaining the overall resilience of BCA's
Information Security Management information systems.
System [FN-CB-230a.2]
BCA is committed to continuously improving its information All of the employees' awareness and capabilities are also
security system by implementing a comprehensive critical aspects in maintaining the security of the company's
Information Security Management System (ISMS) to ensure data and information. Therefore, BCA has defined the
the confidentiality, integrity, and availability of customer data individual responsibilities of all employees in maintaining data
and internal company information. This policy is implemented and information security. BCA regularly conducts phishing
based on the principle of Privacy by Design, with the email simulations for all employees to assess their ability to
application of various security technologies such as data identify cyber threats. Employees who fail a series of phishing
masking, data encryption, information rights management, email simulations are required to retake the data security and
and access control at every stage of data processing. All privacy e-learning course.
new system and application developments must undergo
security review, validation, and penetration testing before As part of its privacy and information security controls
being released to the public to ensure that all BCA digital covering both internal and external parties (e.g., vendors/
functions meet data security and privacy standards. suppliers), BCA ensures that all third parties entering into
cooperation agreements comply with its information security
In 2025, BCA strengthened its IT architecture by implementing requirements. This includes risk assessments, service provider
several technologies to support system integration and evaluations, and contractual arrangements regarding data
operational efficiency. To improve attack detection and protection and incident handling.
prevention, BCA uses Artificial Intelligence (AI) and Machine
Learning (ML) that can automatically recognize unusual Data Management and IT Security System
activities, including user behavior and new malware attacks Certification
in real time. Database Activity Monitoring (DAM) technology As a form of integrity towards service reliability and
is also used to detect access abuse and suspicious activity information security, most of BCA's owned operations are
within the system. certified to widely accepted standards.
BCA maintains and ensures data integrity and protection The implementation of these standards demonstrates BCA's
by implementing various security mechanisms, including commitment to maintaining the integrity and security of
Data Loss Prevention (DLP), Database Activity Monitoring customer data, ensuring the sustainability of reliable and
(DAM), Information Rights Management (IRM), and data efficient digital banking services, and complying with global
classification to prevent unauthorized access to sensitive best practices.
information. Network security is strengthened through a
secure web gateway, API security, Web Application Firewall,
and BOT detection integrated with the data protection
ISO/IEC 27001:2013 ISO/IEC 27001:2022
system. Digital activities are monitored in real-time by the
Data center operation IT security management
Security Monitoring Center (SMC), which operates 24 hours services system
a day to detect cyber attacks, data breaches, and advanced
persistent threats (APTs), as well as to ensure a quick and
effective response to any potential threats.
In addition, the security system is also strengthened by the ISO/IEC 27701:2019
ISO/IEC 9001:2015
IT architecture, data
implementation of multi-factor authentication (MFA), One Data center network
management & service
Time Password (OTP), and end-to-end encryption to secure services
quality group (ADQ)
access, transactions, and data exchange. Additional security
measures are applied to work devices and accounts with
special access rights (privilege ID monitoring) to prevent
misuse.
PCI DSS 3.2.1
ISO/IEC 20000-1:2018
Payment card
To monitor and respond to information security threats, BCA Data center system
data security
has IT Security Monitoring Center (SMC) team that operates
24/7 to conduct threat hunting and analyze the methods,
techniques, tactics, procedures, impacts, and trends of cyber
Sustainability Report 2025 | PT Bank Central Asia Tbk 47
Page 50
S u s t a i n a b l e B a n k i n g
Data and Information Management Customer Data Protection Policy
[2-25, 418-1] [FN-CB-230a.1] BCA implements a Consumer Data Protection Policy that
BCA manages customer, partner, and employee data centrally can be accessed by the public through the official website
through data centers and physical archives at branch offices https://bca.id/policies. The privacy policy and data
in accordance with Information Security Policy No. 196/SK/ protection procedures are integrated into the operational
DIR/2024 and Centralized Archive Management Policy No. risk management and compliance framework across all BCA
149/SE/POL/2024. Digital archives are managed by ISG, while entities, making privacy management an integral part of the
physical archives are managed centrally and non-centrally. company's overall risk monitoring and control system.
Customer data is classified and stored without retention to
ensure availability when needed. Customers have the right to access, rectify and delete their
individual data. The rights of customers as personal data
All employees are required to maintain data confidentiality subjects can be seen at following link https://www.bca.
in accordance with the Code of Conduct and are prohibited co.id/en/informasi/Kebijakan
from sharing information without the customer's consent,
unless required by law. Privacy risks are monitored as part Privacy violations can be reported through the Whistleblowing
of operational and reputational risks. System, which is handled by the Anti-Fraud Bureau (BAF)
under the Risk Management Division (MRK). If necessary, BCA
BCA does not rent, sell, or provide personal data to third may temporarily block customer accounts to protect data
parties for purposes other than completing transactions/ security. During the reporting period, there were no cases
services, or as stipulated in Indonesian Personal Data of customer data violations or leaks that had a significant
Protection Law. impact on operations.
Data Privacy and Security Policy [2-25, 418-1] Employees who are proven to have violated customer
BCA implements a customer data and privacy protection privacy will be subject to sanctions in accordance with
policy that applies to all employees at every level. Based on employment regulations based on the Violation Case Handling
the Collective Labor Agreement (CLA) Chapter 20 Article 58 Guidelines (Board of Directors Decree No. 021/SK/DIR/2012)
paragraph 1.e and the Code of Conduct, every BCA employee and reported through the ORMIS-LED system by the Risk
is required to maintain data confidentiality and is prohibited Management Division. Compliance audits of privacy policies
from disclosing or trading customer information, information are conducted periodically at least every three years by the
management systems, employee data, supplier or partner Internal Audit Division, with the last audit conducted in 2023
information, and agreements with the government. and the next scheduled no later than 2026.
In order to ensure the protection of personal data, BCA has CYBER SECURITY
appointed designated person from management-level to
act as DPO as the point of contact in place for escalation Cyber Security Risk
of privacy issues. The DPO is responsible for monitoring Management [FN-CB-230a.2]
regulatory compliance, managing risk, and coordinating The implementation of cyber security governance includes
personal data processing issues. Data management is cyber risk and resilience management across all lines of
carried out in accordance with the principle of privacy by business, based on the Cyber Security Risk Management
design, including the use of internal data for activities such as Policy. This process is carried out through a three lines
cross-selling or cooperation with subsidiaries, while ensuring of defense mechanism involving strategic oversight and
compliance with applicable privacy policies and regulations. operational evaluation to ensure the effectiveness of data
protection and information systems.
Throughout the reporting year, there were no incidents of data
breaches, either from internal sources or from third parties Board of Governance
or vendors. Any potential privacy violations can be reported The Board of Commissioners plays an active oversight role in
through the WBS and will be followed up by the Anti-Fraud the implementation of cybersecurity risk management, while
Bureau (BAF) after undergoing a validation and investigation the Board of Directors is fully responsible for its application
process according to applicable regulations. and ensures that all policies are implemented consistently
across all work units.
48 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Three Lines of Defenses
1. First Line of Defense
This function is performed by the independent Information Technology Security Group (ISG), which handles
cybersecurity and resilience. The ISG is responsible for inventorying and assessing IT and non-IT assets,
monitoring potential vulnerabilities, and conducting regular security tests
2. Second Line of Defense
The Cyber Security Risk Management (CSM) subdivision is responsible for developing, monitoring, and reviewing
the effectiveness of cyber security risk management implementation as part of the governance process. CSM
also develops cybersecurity policies, strategies, and frameworks, and conducts cyber resilience testing to
ensure system readiness against threats
3. Third Line of Defense
The Internal Audit Division (DAI) ensures that the first and second layers function optimally. As an independent
unit, the DAI assesses the effectiveness of internal controls, evaluates audit results, and monitors follow-up
on findings related to cybersecurity risk management.
Cybersecurity oversight responsibilities are carried out cross-directorate, with specific monitoring by the Risk Management
Committee, Integrated Risk Management Committee, Risk Monitoring Committee, and Integrated Governance Committee.
Cybersecurity evaluations are conducted every three months in accordance with SEOJK No. 29/SEOJK.03/2022 concerning
Cybersecurity and Resilience for Commercial Banks.
Cybersecurity Development: People, Process, and Technology
People
Increasing employee awareness and
Process Technology
Compliance with regulations and System strengthening is carried out through
capacity building is conducted through
laws concerning cybersecurity the IT Security Monitoring Center, which
e-learning, phishing simulations, videos,
is applied in all operational operates 24/7, and the formation of an
and morning briefings for frontliners, as
activities involving customer Information Security Incident Response
well as the annual Cyber Security Month
data. Team (ISIRT) to handle cyber incidents and
campaign. Technical training, such as
conduct regular resilience tests to keep the
penetration testing, ethical hacking,
system protected from digital threats.
and cyber defense, is also provided,
including for third parties cooperating
with the company.
Technology Resilience in Supporting Cybersecurity
The resilience of information technology infrastructure and architecture is the main foundation for maintaining the security,
stability, and operational sustainability of digital banking. Through a resilience technology approach, BCA's security system
is designed to protect the entire value chain, from applications and networks to data, from potential threats such as viruses,
malware, vulnerability exploits, and data leaks due to internal control weaknesses.
As part of cyber risk management, the ISG team has implemented mitigations to manage cyber resilience and security at
the operational level, including mitigations against virus attacks, malware, vulnerability exploits, and internal controls that
could lead to data breaches.
To anticipate incidents related to information security, BCA has established Business Continuity Management and a Business
Continuity Plan (BCP) and regularly performs tests to ensure their effectiveness. BCA implements structured information
security incident handling procedures in four stages:
1 2 3 4
Preparation Detection Detention, Post-Incident
which includes and Analysis Eradiction & Activities
identification of to identify incidents Recovery through reporting,
critical assets, and assess their response strategies, root cause analysis,
protection, and impact containment and system
vulnerability analysis & remediation, improvement.
system assessment
recovery
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S u s t a i n a b l e B a n k i n g
Monitoring is carried out by the Security Monitoring Center leading the IT Security Group (ISG) as the first line of defense,
(SMC), which operates 24 hours a day, and the Information while further supervision is carried out by the risk management
Security Incident Response Team (ISIRT), which regularly subdivision as the second line, in accordance with SEOJK
conducts attack simulations (adversarial simulations No. 29/SEOJK.03/2022 concerning Cyber Resilience and
and tabletop exercises) at least once a year to ensure Security for Commercial Banks.
preparedness. In addition, threat hunting activities are
carried out to analyze emerging attack trends, tactics, and Information Security System Monitoring
techniques. The internal and external audit teams regularly evaluate
the information security system to ensure that the data
BCA also adopts a high availability design to ensure system management system is running effectively and in accordance
reliability and minimize downtime. The infrastructure is with standards. ISO 27001 assessment is part of the
equipped with multi-layered monitoring mechanisms, evaluation and is conducted annually. BCA also conducts
annual capacity planning, and automated disaster recovery security audits in compliance with Bank Indonesia and OJK
strategies for critical systems. regulations. The audits are conducted at least every three
years by independent auditors, in collaboration between the IT
Every new procurement through vendors or technology Security and IT Procurement units. In addition, BCA conducts
partners must undergo cybersecurity due diligence and cybersecurity due diligence on third parties before entering
security screening with scanning tools to ensure compliance into cooperation, to ensure their readiness and compliance
with internal security standards. During 2025, there were with BCA standards.
no data breaches, including from third parties, due to the
implementation of data masking, end-to-end encryption, and An external audit of information systems is conducted
layered access controls in every application development. annually. The 2025 audit was conducted by Public Accounting
Firm Rintis, Jumadi, Rianto & Partners, a member of the PwC
IT architecture development refers to the TOGAF (The global network, focusing on risk assessment, asset security,
Open Group Architecture Framework) framework, which detection controls, potential data leaks, and backup and
serves as a guide for efficiently designing, managing, and recovery processes. The audit results were reported to the
integrating technology systems. In managing cybersecurity, Board of Directors for follow-up by the relevant units in
BCA adopts the NISD (Network and Information Systems accordance with the recommendations.
Directive) framework as a reference for best practices in
critical infrastructure protection and incident response. The assessment of cybersecurity maturity level is conducted
In terms of applications, BCA implements a microservices annually in accordance with OJK standards. In 2025, BCA
architecture approach to ensure the flexibility and scalability achieve rank 1 (the best). The development of information
of its digital systems. security systems is also carried out with the support of
external consultants to formulate a three-year plan for
BCA has appointed a Chief Information Security Officer security improvement.
(CISO) as the officer responsible for information security and
Privacy & Data Security Training
All BCA employees, including contractors, regularly attend training and receive updates on privacy & data security to
strengthen their awareness and resilience against digital threats. Permanent, contract, and outsourced employees participate
in education through mandatory e-learning on cybersecurity and phishing simulation campaigns. Employees identified in
phishing simulations are required to undergo cybersecurity training again to enhance safe habits in digital transactions.
In addition, BCA holds Cyber Security Awareness Month every October, with activities such as webinars, dissemination,
and cybersecurity culture assessments involving all employees, including contract employees. The cybersecurity team also
regularly participates in technical training and receives professional certifications in cybersecurity and ethical hacking, such
as CompTIA Security+, CEH, CISSP, OSCP, and eCPPT, to ensure reliable technical readiness and competence in facing the
constantly evolving cyber threats.
2025 2024 2023
Number of Privacy & Data
Security E-Learning Participants 34,475 33,741 32,625
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Sustainable Banking
BCA made a positive contribution to national economic growth throughout 2025, as reflected in its solid financial and
operational performance that met the set targets. This improvement also supported the stability of the Indonesian banking
sector through the disbursement of productive loans and sustainable operational efficiency. During the reporting period,
BCA did not receive any financial assistance from the government, reflecting the company's financial independence and
resilience in carrying out its operations. [201-4]
2025 Achievements and Targets
Performance Achievements vs Targets
Description 2025 Target 2025 Achievement 2024 2023
Credit Growth 6% -8% 7.7% 13.8% 13.9%
Cost to Income (CIR) 33% -34% 30.7% 31.3% 33.9%
Return on Asset (ROA) 3.6% -3.8% 3.9% 3.9% 3.6%
Return on Equity (ROE) 21% -23% 23.3% 24.6% 23.5%
Economic Value Generated and Distributed [201-1]
BCA continues to create value through sound and competitive operational activities. The economic value generated reflects
solid financial performance and tangible contributions to stakeholders through the distribution of value to employees,
shareholders, the government, and the wider community. Through responsible business management, BCA aims to maintain
a balance between economic value creation and social and environmental responsibility to support inclusive and sustainable
national economic growth.
Economic Value Generated and Distributed (in billon rupiah) [201-1]
Description 2025 2024 2023
A. Economic Value Generated
Interest Income and Sharia 98,913 94,796 87,207
Insurance Income and Interest - Net 145 1,356 1,235
Other Operating Income 26,313 22,932 20,555
Other Comprehensive Income (Expense) 1,346 (345) (1,106)
Total Economic Value Generated 126,717 118,739 107,891
B. Economic Value Distributed
Interest Expenses and Sharia 13,365 12,532 12,269
Operating Expense 36,734 36,300 35,492
Impairment losses on assets a)
4,011 2,034 1,056
Dividend Payments 37,595 34,209 26,196
Payments to Government 13,698 13,367 11,522
Community Investment (Bakti BCA) 160 170 153
Total Economic Value Distributed 105,563 98,612 86.688
C. Economic Value Retained (A-B) 21,154 20,127 21.203
Note:
a) Including Foreclosed Collateral (AYDA)
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S u s t a i n a b l e B a n k i n g
Tax Management [201-4, 207-1, 207-2, 207-3] The company's tax data is also publicly accessible in the
Audited Financial Statements attached to the Annual Report
BCA fulfills its tax obligations in a compliant, transparent on the company's website.
manner and in accordance with applicable laws and
regulations. Based on Law No. 7 of 2021 concerning BCA provides reporting channels through a whistleblowing
Harmonization of Tax Regulations, BCA meets the system mechanism for all stakeholders, as well as through
requirements as a Public Company with a minimum of 40% a call center and branch network for customers or external
public shares, thus entitling it to a Corporate Income Tax parties who have enquiries related to tax compliance. All
incentive of 3% lower than the general rate of 22%. In 2025, incoming reports are handled through various approaches,
BCA paid Rp13,698 billion in taxes to the government as a including consultation with external tax consultants or
contribution to state revenue. discussions with tax authorities through official consultation
channels.
Tax management strategies are integrated with business
operations by aligning operational activities with applicable BCA takes a professional approach when interacting with tax
tax regulations. This strategy also includes tax-related risk authorities, especially when it is necessary, such as during
management, covering identification, monitoring, and audits or requests for information. Aside from that, BCA also
periodic reconciliation to ensure compliance and reporting engages in limited proactive communication to discuss the
accuracy. BCA's tax strategy is managed by executive implementation of new regulations, aligning understanding
management and the Accounting and Tax Division. Under of tax treatment, and providing input related to regulatory
the authority of the Board of Directors, tax management implementation. The Bank is involved in public policy
documentation is annually reviewed and approved. advocacy through industry associations, with the principles of
transparency through official forums, involvement of relevant
In terms of risk management, BCA implements comprehensive regulators, and submission of proposals that comply with
procedures that include transaction analysis, monitoring applicable laws and regulations.
regulatory changes, policy updates, internal controls, and
staff training. Monitoring is conducted monthly through a Tax authorities and investors are external stakeholders that
data review and reconciliation process, with a separation influence BCA's taxation policies. Follow-up on input is
of operational and supervisory functions to maintain conducted through consultation with external tax consultants
independence. The implementation of governance and discussions through industry association forums to ensure
compliance oversight and tax audit processes is carried out that every view expressed is handled appropriately and in
by external auditors, with proof provided in the form of an compliance with regulations.
Independent Auditor's Report submitted to our shareholders.
52 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Sustainable Finance Practices
BCA plays an active role in supporting the transition towards a national and global low-carbon economy through the
implementation of sustainable finance principles throughout its business operations. This implementation aims to ensure long-
term business sustainability, manage financial risks due to climate change, strengthen reputation, and increase the bank's
competitiveness. Through sustainable financing strategies, green product innovations, and the integration of ESG aspects
into decision-making, BCA contributes to the achievement of the Sustainable Development Goals (SDGs) and Indonesia's
Net Zero Emissions (NZE) commitment.
SUSTAINABLE FINANCE ACTION PLAN (SFAP)
BCA prepares and submits its Sustainable Finance Action Plan (SFAP) to the OJK, which includes increasing financing for
Sustainable Business Activities (KUB), developing internal capacity, and making adjustments to its organization, risk management,
governance, and/or standard operating procedures (SOPs). The ESG subdivision regularly monitors and verifies sustainability
performance reports from each work unit to ensure accuracy, program implementation effectiveness, and achievement
of established targets. At least every three years, BCA conducts periodic sustainability audits to assess the alignment of
policy implementation and performance with the targets in the SFAP. During this reporting period, BCA's SFAP realization
has exceeded the targets set for 2025.
In brief, the 2025 SFAP targets include:
1. Increased Sustainable Financing:
a. Setting a target of 6% annual growth in sustainable financing.
b. Increasing the portion of sustainable financing in the portfolio to at least 20% of the bank's total loans.
c. Actively seeking opportunities for sustainable financing in environmentally friendly sectors such as the development
of special programs for MSMEs, electric vehicles (EVs), and offer sustainability-linked loans (SLL).
2. Internal Capacity Building:
a. Providing advanced sustainability training to 40% of employees related to sustainable financing.
b. Making sustainability training mandatory for all employees who are promoted to certain levels.
c. Organizing refreshment programs for management.
3. Adjustments to organization, risk management, and standard operating procedures:
a. Developing new policies and systems related to green taxonomy, a mutually respectful work environment, and ESG-
based business partnerships.
b. Conducting internal campaigns to raise awareness of ESG (Environment, Social, Governance).
c. Conducting climate risk stress tests on 100% of the portfolio and developing climate risk management.
d. Completing the company's carbon footprint calculations, including emissions from financing activities.
RESPONSIBLE FINANCING
BCA integrates environmental, social, and governance (ESG) principles into its business strategy to ensure sustainable
financing growth and create long-term value for all stakeholders. This commitment is realized through the expansion of
its sustainable financing portfolio (KKUB), which covers green financing (KUBL) and Micro, Small, and Medium Enterprises
(MSMEs). By expanding its support for environmentally friendly sectors, BCA is contributing to the transition towards a low-
carbon economy in Indonesia.
Sustainable Financing Portfolio
Description Unit 2025 2024 2023
Number of products meeting the sustainable financing categories
1. Funding Number of Products - - -
2. Lending Number of Products 3 3 3
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S u s t a i n a b l e B a n k i n g
Description Unit 2025 2024 2023
Total earning assets for sustainable business activities
3. Total SF Loans/Financing Rp billion 255,383 228,566 203,086
4. Total Non-SF Loans/Non-Financing Rp billion 735,642 694,294 613,160
Total Bank Loans/Financing Rp billion 991,025 922,860 816,246
Percentage of total sustainable loans/financing to total % 25.8 24.8 24.9
Bank loans/financing (%)
Note:
Products for channeling sustainable financing funds are integrated with BCA’s existing loan/financing products.
Sustainable Financing Portfolio Outstanding Composition based on Business Segment [FS6]
2025 2024 2023
Description
Rp billion % Rp billion % Rp billion %
Green Financing Portfolio 113,075 44.3 98,765 43.2 87,048 42.9
Corporate 105,959 41.5 92,236 40.4 82,502 40.6
Commercial 2,505 1.0 2,927 1.3 1,900 1.0
Consumer 2,771 1.1 1,967 0.8 1,011 0.5
Green bonds/Sukuk 1,839 0.7 1,635 0.7 1,635 0.8
MSME financing portfolio 142,308 55.7 129,801 56.8 116,038 57.1
Total Sustainable Financing Portfolio 255,383 100 228,566 100.0 203,086 100.0
In 2025, BCA recorded a sustainable financing portfolio of Rp255.4 trillion, increased 11.7% from the previous year's
Rp229 trillion. This growth rate surpasses the 6% target set for sustainable financing. The sustainable financing portfolio
includes green financing at 44.3% and MSME financing at 55.7%. The total sustainable loan portfolio is equivalent to 25.8%
of the total portfolio in 2025. [FS10]
The increase in the sustainable financing portfolio was driven by growing stakeholder awareness of climate change issues,
which led to opportunities for businesses based on green solutions. The integration of ESG aspects into financing has become
one of BCA's key strategies to increase its contribution to a low-carbon economy, including through the implementation of a
Sustainability-Linked Loan (SLL) scheme. In the SLL scheme, debtors set Key Performance Indicators (KPIs) and Sustainability
Performance Targets (SPTs) that are relevant to their business sector, such as sustainability certification or greenhouse gas
emission reduction targets. Debtors who achieve their targets are entitled to incentives as agreed. By the end of 2025, the
outstanding value of SLL financing reached Rp2.6 trillion.
Proactive Client Engagement Through TKBI Awareness Campaigns
BCA believes that proactive engagement is key to supporting our debtors' sustainability journey. Through dissemination
sessions on the Indonesian Taxonomy for Sustainable Finance (TKBI) held in September 2025, BCA opened an interactive
forum with its corporate debtors. This initiative, attended by over 300 participants from priority sectors such as Energy,
AFOLU (Agriculture, Forestry, and Land-Use), CRE (Commercial Real Estate), and T&S (Transportation and Storage),
was designed as a core part of our client engagement strategy to collectively identify and better understand the
sustainability-linked risks and opportunities specific to each business sector.
During these sessions, BCA not only informed participants about the TKBI framework and roadmap but also facilitated
in-depth discussions on the technical screening criteria relevant to each Indonesian Standard Industrial Classification
(KBLI/Klasifikasi Baku Lapangan Usaha Indonesia). This step is a concrete demonstration of BCA’s support in helping
debtors manage their transition challenges and providing a foundation for them to begin developing effective transition
plans, which will ultimately strengthen their long-term business resilience.
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Green Financing Portfolio
Green Financing Portfolio based on Business Sector (Rp billion) [FS6, FS8]
Sustainable Business Sector 2025 2024 2023
Renewable energy 6,199 2,993 2,189
Energy Efficiency 539 254 74
Pollution Prevention and Control 78 35 30
Management of Living Natural Resources and Sustainable 77,499 69,561 67,848
Land Use
Eco-friendly Transportation 10,198 9,447 8,030
Sustainable Water and Wastewater Management 4,709 4,058 1,388
Eco-friendly Products 4,090 4,530 5,572
Green Buildings 5,624 5,694 75
Other Environmentally Friendly Activities 4,139 2,193 1,843
Total 113,075 98,765 87,048
A complete explanation of the loan portfolio based on business sector and segment (corporate, commercial & SME, and
consumer) can be accessed in the Annual Report. [FN-CB-000.B]
Financing for Certified Palm Oil Industry Companies [FS10]
2025 2024 2023
ISPO & RSPO
Certification Status Number of Outstanding Number of Outstanding Number of Outstanding
Companies (Rp billion) Companies (Rp billion) Companies (Rp billion)
ISPO Certified 28 16,837 32 13,679 28 12,562
RSPO Certified 18 21,112 20 20,828 22 22,405
ISPO and RSPO Certified 34 4,701 16 5,267 13 5,477
Total 80 42,649 68 39,774 63 40,444
Note:
The certified companies are predominantly corporate debtors with 70% of the total outstanding engaged in the Palm Oil Plantation and Palm Oil Industry sectors. [FS11]
Green financing distribution to the Sustainable Natural Resource Management and Land Use sector, has the largest outstanding
amount with a total of Rp77.5 trillion by the end of 2025. To encourage responsible business practices, BCA urges debtors to
obtain sustainability certifications such as ISPO and RSPO for the palm oil industry, FSC and PEFC for timber processing, and
UTZ Certification for coffee and cocoa commodities. In addition, through Board of Directors Decree No. 268/SK/DIR/2021,
BCA implements a strict policy on financing the palm oil sector to ensure that there is no support for deforestation or human
rights violations.
In its implementation, BCA engage with all (100%) of its debtors regarding environmental and social issues. These discussions
begin at the pre-screening stage, which includes requesting and reviewing relevant environmental documents such as AMDAL
or UKL-UPL, in accordance with the debtor's business characteristics and scale. Furthermore, during the monitoring and
annual review stage, BCA conducts further evaluation by tracking public information and media reports on environmental and
social issues, as well as conducting site visits to ensure the debtor's business practices are in alignment with the established
sustainability commitments.
Micro, Small, and Medium Enterprise Financing [FS6, FS7, FS8] [FN-CB-240a.1]
BCA continues to expand its support for the Micro, Small, and Medium Enterprises (MSME) sector by disbursing financing
amounting to Rp142.3 trillion or 55.7% of its total loan portfolio in 2025. Through various sustainable initiatives, BCA not only
provides access to capital but also offers training to enhance business capacity, financial literacy, and competitiveness
among MSMEs, enabling them to level up and achieve sustainable growth.
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S u s t a i n a b l e B a n k i n g
MSME Financing Programs and Innovations
BCA continues to provide tangible support for the development of small, micro, and medium enterprises in Indonesia. In 2025,
BCA introduced a new product, Merdeka Multipurpose Business Credit (KMU), for businesses in the materials, developer, and
contractor sectors to support the government's national program to provide 3 million homes. This program is expected to
have a multiplier effect on employment and local economic growth. In addition, BCA offers the KPR Sejahtera program, a
mortgage facility that provides Low-Income Communities (MBR) with access to first-time homeownership through a fixed
interest rate for the entire loan tenure.
In addition, BCA continues to carry out several flagship programs that have proven to have a positive impact, such as:
1. KMU Kartini, which focuses on empowering women entrepreneurs by increasing access to financing and entrepreneurship
training;
2. BCA Bangga Lokal, which is now more than 1,800 MSMEs participating; and
3. BCA UMKM Fest, a digital promotion event that helps businesses expand their market reach.
BCA's Pillars of Support for MSMEs
To foster the sustainable growth and development of MSMEs, BCA applies a comprehensive framework centered on three
key pillars: Financing, Development, and Transactions. This framework is designed to provide end-to-end support for MSMEs,
ranging from business capacity building and convenient transactions to inclusive financing access.
1. Financing Pillar
BCA provides various financing solutions tailored to the needs and characteristics of MSMEs, including Business Capital
Loans (KMU), People's Business Loans (KUR), and other financing products. This pillar aims to expand access to capital,
support business expansion, and strengthen the financial resilience of MSMEs.
2. Development Pillar
Through the guidance pillar, BCA actively provides assistance to MSME players through coaching programs, business
incubation, business matching, and product promotion. This guidance program is also realized through various initiatives
such as BCA Bangga Lokal, BCA UMKM Fest, Bakti BCA UMKM, and the UMKM Go Export program, which aim to increase
the competitiveness and capabilities of business players in the domestic and global markets.
3. Transaction Pillar
To support business efficiency and digitalization, BCA provides various non-cash transaction solutions for MSMEs, including
through QRIS BCA, the BCA Merchant application, and digital service integration through myBCA. This transaction pillar
makes it easier for MSME players to receive payments, manage transactions, and expand market access digitally.
Through the implementation of these three pillars, BCA is committed to supporting the sustainable growth of MSMEs,
strengthening the business ecosystem, and encouraging the contribution of MSMEs to the national economy.
Distribution of People's Business Credit (KUR) [FS5, FS6, FS7] [FN-CB-240a.1]
Bank BCA provides direct distribution of the People's Business Credit (KUR) program to BCA customers and non-customers
who meet the KUR financing criteria. In addition to BCA branch offices, KUR applications can also be submitted online
through https://www.bca.co.id/en/bisnis/produk/pinjaman-bisnis/Kredit-Usaha-Rakyat. This program aims to increase
access to financing for Micro-MSMEs, strengthen capital, and drive economic growth and employment. Throughout 2025,
the distribution of People's Business Credit (KUR) reached Rp656.7 billion.
KUR Disbursements in 2025 [FS6, FS7][FN-CB-240a.1, FN-CB-240a.2]
Composition
Type of KUR Number of Debtors Disbursed Loans (Rp billion)
(%)
Micro 60 4.5 0.7
Retail 1,945 652.2 99.3
Total 2,005 656.7 100
Note: As end of December, 2025, BCA recorded there were arrears from KUR worth Rp44.3 billion. [FN-CB-240a.2]
KUR Disbursement in 2025 based on Gender
Gender Number of Debtors Total Realized Credit Limit (Rp billion)
Male 997 310.7
Female 598 195.3
Total 1,595 506.0
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Mentoring, Financial Literacy, and Level up Furthermore, BCA continues to update its loan portfolio
BCA reaffirms its commitment to supporting MSMEs by mapping based on the Indonesian Disaster Risk Index (IRBI/
actively strengthening financial literacy and inclusion through Indeks Risiko Bencana Indonesia) to identify assets that are
the MSME Corner, MSME Go Export training, mentoring and vulnerable to physical risks.
issuing free halal certification, digital marketing training,
and business financial management. All of these activities Implementation of CRMS and
are part of BCA's sustainability program to assist MSMEs in TCFD Framework [FN-CB-550a.2]
transforming from unbankable to bankable and gradually BCA has integrated climate risk management through the
level up. Mentoring is carried out by PIC Relationship Officers Climate Risk Management & Scenario Analysis (CRMS)
in the form of loan quality monitoring, including payment implementation, developed in accordance with the guidelines
monitoring and financing facility conditions. from OJK and fundamentally aligned with the Task Force on
Climate-related Financial Disclosures (TCFD), which serves to
CLIMATE-RELATED RISK identify, measure, and assess the impacts of climate change
MANAGEMENT [201-2] on the bank's financial performance and strategic risks. The
implementation of CRMS and its reporting to regulators covers
BCA continuously enhances its capabilities to identify, 100% of outstanding loans and financing, demonstrating
measure, monitor, and manage climate risks comprehensively BCA's robust resilience to climate risks and highlights its
to mitigate the negative impacts of climate change potential to strengthen its transition strategy, particularly in
while capturing opportunities in the transition to a low- national priority sectors such as mining, energy, construction,
carbon economy. This approach is part of BCA's long- transportation, agriculture, and manufacturing.
term sustainability strategy, aligned with the Indonesian
government's commitment to achieve Net Zero Emissions Governance
(NZE) by 2060. The implementation of climate risk BCA is committed to managing climate risk impacts under the
management is overseen by the Board of Directors and the supervision of the Chief Financial Officer (CFO) to ensure the
Board of Commissioners through periodic reports, conducted integration of climate risk into business strategies and credit
at least twice a year, to ensure the seamless integration of decision-making processes. The Board of Directors, as the
climate risk into the company's corporate governance. highest authority, convenes at least twice a year to discuss
climate and decarbonization strategies, ensuring effective
Identification and Impact Analysis of understanding and oversight. The achievements than
Climate Change Risk [FN-CB-550a.2] transparently reported through Sustainability Reports, Annual
BCA conducted Climate Risk Stress Test (CRST) to assess the Reports, public exposes, and the Annual General Meeting
resilience of the company's financing portfolio to physical for Shareholders (AGMS). This commitment is reinforced
and transition risks caused by climate change, in line with the through the establishment of Key Performance Indicators
Network for Greening the Financial System (NGFS) framework. (KPIs) that cover Environmental, Social, and Governance (ESG)
The transition risk analysis covers assessments of shifts in aspects, as well as Sustainable Finance. At the implementation
climate policies and regulations, advancements in low-carbon level, the ESG Subdivision collaborates with with the Risk
technology, and changes in market preferences that could Management Division (MRK), Corporate Banking, Transaction
impact the company's risk profile and strategic direction. & Finance Group (GBKF), and other relevant work units to
Meanwhile, the physical risk analysis focuses on the potential align financing policies with Sustainable Finance principles.
impacts of extreme natural disasters, such as floods and
droughts, which could disrupt operations and elevate the Strategy
costs of damage recovery and adaptation. As part of its strategy to ensure long-term sustainability, BCA
has developed a Climate Change Strategy Roadmap to guide
Based on the stress test conducted by the Bank using NZE its internal transition towards a low-carbon portfolio. This
and national macroeconomic parameters, in accordance strategy specifically addresses both transition and physical
with OJK guidelines, early implementation of risk awareness risks by focusing on implementing mitigation measures in
has minimized the impact of climate change risks on the priority sectors identified as have high concentrations of
Bank's credit, market, liquidity, and operational risks to an climate risk, strengthening climate scenario analysis to test
immaterial level. the resilience of its business model, and adjusting business
processes and credit decision making it in line with OJK
To anticipate long-term impacts, BCA pursues the following policy and the national NZE targets. To facilitated effective
strategic measures: [FN-CB-410a.2] implementation and monitoring, the entire strategy is
1. improving the quality and integration of climate risk data designed to be fully aligned with OJK policy direction and
into internal analysis systems; to support the achievement of the national NZE targets.
2. strengthening risk governance through cross-functional
work units; Risk Management
3. integrating climate risk assessment results into the BCA's climate risk management is conducted through the
financing decision-making process; Climate Risk Management & Scenario Analysis (CRMS)
4. developing products and services that support clean framework that identify and assess physical and transition
energy transition and green finance.
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S u s t a i n a b l e B a n k i n g
risks based on actual data from December 2024. This process uses NGFS methodology and internal models that utilize a
diverse range of data inputs, including historical data, NZE parameters, and IRBI data, with a scenario analysis extends across
short (2025-2027), medium (2030-2040), and long-term (2050-2060) horizons.
The implementation of CRMS serves as the basis for assessing the impact of climate change on the bank's principal risks,
including loan, market, liquidity, and operations. This process enables BCA to understand potential disruptions to collateral
values and debtor credit quality, as well as the technological risks of sustainable IT infrastructure investments. Thus, this
stress test is a fundamental step in developing a framework that integrates climate risk into risk decision-making across the
organization.
Beyond risk management, the same scenario analysis process is also utilized to identify and prioritize climate-related
opportunities. An understanding of transition scenarios allows BCA to capture new market growth potential, particularly in
sustainable financing for projects such as renewable energy, energy efficiency, and green infrastructure.
Metrics and Targets
To ensure a focused approach, BCA's climate risk management is prioritized on sectors with significant emissions intensity and
transition risks. In line with the guidelines established by OJK, BCA has identified six high-emission priority sectors, namely
1. Mining and Quarrying;
2. Procurement of Electricity, Gas, Steam/Hot Water, and Cold Air;
3. Construction;
4. Transportation and Warehousing;
5. Agriculture, Forestry, and Fisheries; and
6. Processing Industry (with a focus on the metal industry, paper industry, chemical industry, and textile industry subsectors).
The results of CRMS implementation indicates that GHG emissions are concentrated in these priority sectors, forming
the basis for BCA in the process of setting medium-term targets for reducing emissions from financing in priority sectors.
These targets are designed to support the national decarbonization commitment and manage the long-term risk profile of
the portfolio. To support the effectiveness of this policy, BCA continuously improves its data capacity, refines its emissions
calculation methodology in accordance with the GHG Protocol, and conducts internal training. These measures ensure
consistency between stress test results and applied risk management practices.
Summary of Climate Change Risk Identification and Impact Analysis Results on BCA Assets
Type of Risk Driver Impact on BCA Time Horizon
Credit Physical and • NPL credit quality maintained at < 5% Short (2025-2027), medium
transition risks • CAR maintained at > 20% level (2030-2040), and long-term
(2050-2060)
Market Physical and • Affects unrealized profit/loss
transition risks • Changes in the Fair Value Through Profit or Loss
(FVTPL) portfolio, risk weight for credit spread risk
calculation, and default risk charge
Liquidity Transition risk • Decrease in High Quality Liquid Asset (HQLA)
• Increase in Net Charge-off Rate (NCO)
Physical risk • High Quality Luquid Asset (HQLA) at a stable level
• Increase in Net Charg-off Rate (NCO)
Operational Transition risk Potential increase in investment costs on:
• Infrastructure and buildings
• IT infrastructure development
• CSR activities
• ESG-oriented capacity building
Physical risk • Potential costs from damage/decrease in asset value
• Implications for the disruption/stoppage of the
bank's operational activities/services
BCA has identified and analyzed the potential impact of climate change risks on its business, financing portfolio, and banking
operations. In line with the agenda to implement Sustainability Disclosure Standards 1 and 2, which will be effective in 2027,
BCA emphasizes the importance of integrating climate risk into its corporate governance and strategy, covering financial,
operational, and long-term sustainability aspects.
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One of the main focuses is transition risk, particularly in terms of technology and infrastructure. Sustainable technological
transformation may cause operational impacts and an increase in investment costs, especially for the development of green
and energy-efficient IT infrastructure. However, this investment is a strategic step to strengthen digital resilience, support
operational efficiency, and ensure alignment with ESG principles.
In response to the dynamics of policy changes and sustainability reporting expectations, BCA has taken proactive steps to
improve the quality of data and the annual reporting system to ensure readiness in fulfilling disclosures in line with requirements
of sustainability disclosure (SPK 2/Standar Pengungkapan Keberlanjutan), in line with IFRS S2 regarding climate-related
disclosure standards. These efforts not only focus on mitigating potential financial losses but also support the low-carbon
development agenda and the achievement of national Sustainable Development Goals (SDGs).
Financial Implications of Climate Change Risks and Opportunities [201-2]
BCA recognizes that climate change poses significant risks and opportunities to financial stability and business direction.
At the operational level, BCA proactively implements various initiatives, such as energy efficiency, digitalization of services
or processes, and management of resources, to support national emission reduction targets. In its financing activities,
BCA actively promotes transition to a low-carbon economy by expanding its green and sustainable financing portfolio
and applying prudential principles in high-risk sectors. From a financial risk perspective, BCA assesses that financing that
disregards ESG considerations could potentially lead to an increase in Non-Performing Loans (NPLs) and a decrease in the
value of debtor assets, particularly in carbon-intensive sectors facing regulatory and reputational pressures. On the other
hand, financing that incorporates sustainability principles creates new business opportunities, which includes access to
global green financing and sustainable financial instruments that can strengthen the bank's Capital Adequacy Ratio (CAR)
and enhance its appeal to investors.
ESG Risk Integration in Financing Activities
ESG RISK MANAGEMENT IN FINANCING
ACTIVITIES [2-23, FS1, FS2, FS3] [FN-CB-410A.2]
Stage 1: Assessment & Risk Analysis
General Approach and Policy
BCA comprehensively integrates Environmental, Social, and
1 2
Governance (ESG) risk management in all financing activities
as part of its commitment to supporting the government's Pre-selection & Initial Credit & ESG
policy towards a low-carbon economy. This commitment is Due Diligence Risk Analysis
realized through the implementation of a series of fundamental
policies, including BCA's Environmental Policy, BCA's Human
Rights Policy, Sustainability Governance Guidelines, and
Stage 2: Credit Decision & Governance
Sectoral Financing Policy.
3 4
The sectoral policy specifically addresses high-ESG risk
sectors, including palm oil, coal mining, timber and forestry, Legal & Compliance
Credit Committee Forum
toll road construction, the cement and basic steel industries, Review
as well as oil and gas. As a strategic measure, BCA is currently
formulating a financing policy for the electricity sector to 5 6
strengthen the implementation of sustainability aspects.
Credit Approval Credit Documentation
ESG risk management is carried out systematically by the Risk
Management Division (MRK), encompassing identification,
measurement, monitoring, and reporting of risks to the
Board of Directors and the Board of Commissioners. This Stage 3: Execution & Sustainable Monitoring
process is an integral part of the bank's risk management
system, ensuring that every credit decision is made is made
7 8
in consideration of sustainability principles. As a form of
accountability, BCA also reports its Sustainable Finance Sustainable Credit
Credit Disbursement
Action Plan (SFAP) annually to regulators. Monitoring
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S u s t a i n a b l e B a n k i n g
Risk Assessment and Analysis [FN-CB-410a.2, FN-CB-550a.2]
The assessment and analysis process is the main gateway where creditworthiness and compliance with sustainability principles
are evaluated simultaneously and inseparably. At this stage, BCA conducts a comprehensive risk identification and evaluation,
covering both financial and non-financial aspects, including Environment, Social, and Governance (ESG) factor, to ensure that
only prospective debtors who meet BCA's eligibility standards and sustainability principles can proceed to the next stage.
1. Pre-selection & Due Diligence
The application of ESG principles is integrated into a rigorous pre-selection and due diligence process. The Marketing
Team proactively ensures that prospective debtors meet all established criteria, including the application of the Know Your
Customer (KYC) principle and Anti-Money Laundering and Counter-Financing of Terrorism (AML/CFT) analysis. With a multi-
layered screening process, BCA not only verifies the identity and legality of prospective borrowers but also understands
the nature and risks of their business activities, including ensuring that these activities are not included in the exclusion
list. This ensures that BCA only provides loans to individuals and companies with sound business and robust governance.
The flow of ESG risk assessment in the pre-selection stage
Qualified Qualified
Exclusion List ESG Eligibility
Loan Analysis
Screening Screening
Fulfilled
Unqualified Corrective
Actions
Not Fulfilled
Unqualified
Rejected
2. Credit Analysis and ESG Risk c. Compliance and Sectoral Standards Verification
After passing the pre-selection stage, Credit Analysts Conducting mandatory compliance verifications
conduct an in-depth analysis of the proposals. This stage such as AMDAL, UKL-UPL, and PROPER, as well as
is the core of the structured engagement process, where considering sectoral sustainability certifications
ESG principles are integrated into the credit assessment to (e.g., RSPO, FSC, ISCC) to assess the environmental
open a dialogue on sustainability risks and opportunities. performance of debtors.
The entire analysis process is based on the Bank's Basic d. Sustainability Classification
Credit Policy (KDPB), in which ESG risk analysis is an Classify the debtor's business activities using the
integral component that determines the eligibility and Indonesian Taxonomy for Sustainable Finance (TKBI/
credit quality of a debtor or prospective debtor. Taksonomi untuk Keuangan Berkelanjutan Indonesia) to
determine the Sustainable Business Activity Category
The integration of ESG risk analysis is realized through the (KKUB / Kategori Kegiatan Usaha Berkelanjutan). This
application of a series of assessment instruments: classification is the basis for the identification and
a. Internal Framework Application reporting of sustainable financing.
Using the Environmental & Social Risk Management
(ESRM) Guidelines and Environmental & Social Risk Credit Decisions and Governance
Assessment (ESRA) instruments to structurally measure As a manifestation of BCA's commitment to prudential
ESG risks. principles and integrated governance, financing proposals
b. Physical Risk Analysis on Collateral that have successfully passed the assessment and analysis
BCA proactively considers physical risks due to climate phase proceed to the review stage, where each credit
change. One of the implementations is through the approval is decided objectively and collectively, and is
analysis of collateral vulnerability to disasters such formalized through robust legal documentation to ensure
as floods, as stated in the Collateral Valuation Report full accountability.
(BAP/Berita Acara Penilaian) .
3. Legal and Compliance Review
A credit proposal must be reviewed by the Compliance
Unit and Legal Unit before it is brought to the decision-
making forum. This stage serves as a crucial checks and
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balances mechanism, ensuring that decision makers Execution and Monitoring
in the forum, such as the Credit Committee, receive The final stage of the credit-granting process serves to
proposals that are not only viable in terms of business ensure that credit decisions are implemented appropriately
and risk but also verified for compliance with all applicable and that the performance of debtors and their sustainability
regulations. Thus, this process not only mitigates legal risk commitments are monitored continuously, fulfilling BCA's
at the transaction level but also maintains the integrity post-financing responsibility to maintain portfolio quality
and reputation of the institution as a whole. and ensure a sustainable positive impact.
4. Credit Committee Meeting 7. Loan Disbursement
As part of the risk escalation mechanism, decisions on The loan disbursement process is carried out by the
financing proposals with complex scales or risk profiles, Executing Branch and related operating units. Funds
including significant ESG risks, will be brought to a can only be disbursed after all requirements in the loan
collective decision-making forum, the Credit Committee agreement, including the fulfillment of initial requirements,
Meeting. This forum involves representatives from the have been verified and met. This stage is the final execution
Business Unit, Credit Risk Analysis Group, as well as gate that ensures all legal and administrative foundations
other related work units and relevant leaders, where all are complete before the loan is disbursed to the debtor.
insights and analysis results, including ESG risk findings,
serve as the basis for holistic evaluation discussions to 8. Sustainable Credit Monitoring
ensure a balance between business considerations and After financing is in progress, BCA conducts consistent,
risk mitigation. active, and continuous monitoring. This process is a
collaborative effort involving the Business Unit, Credit
5. Credit Approval Analysts, Risk Management Division (MRK), and Internal
Final approval of credit proposals is given by the Audit Division. Monitoring is not limited to financial
Decision Maker in accordance with internally established performance and credit quality, but also includes a
authority. For financing with a high scale or risk profile, continuous dialogue on the fulfillment of agreed ESG
an escalation mechanism up to the Board of Directors commitments, including discussions to assist debtors in
level is implemented as part of BCA's risk management developing transition plans where necessary. The aim is to
framework to ensure multi-layered supervision and detect potential risks early and determine the necessary
accountability. anticipatory measures to maintain the overall quality of
the financing portfolio.
6. Credit Documentation
Through collaboration between the Implementing Branch
and the Business Unit, all decisions, terms, and conditions,
including commitments related to ESG aspects that
may be required, are outlined in a legally binding loan
agreement. This documentation stage serves as the legal
basis that ensures all agreements can be enforced during
the financing period.
ESG CREDIT POLICY AND RISK MITIGATION IN SUSTAINABLE PORTFOLIO
As the foundation of responsible financing, BCA implements a comprehensive, multi-layered ESG policy and risk mitigation
framework. This framework is designed to ensure that every financing decision is aligned with the company's sustainability
commitments and applicable regulations.
Exclusion List [FN-CB-550a.2]
BCA's ESG risk mitigation framework begins by defining a clear and non-negotiable boundaries. The Exclusion List is a
demonstration of BCA's fundamental commitment to not engage in business activities that are deemed to have unacceptable
negative impacts on the environment and society, or that are contrary to ethical principles and good governance, such as:
1. Illegal Logging & Unsustainable Forestry
2. Human Rights Violations, Forced Labor, & Child Exploitation
3. Illegal Arms Trade
4. Illegal Drug Production & Trade
5. Destruction of World Heritage Sites & Protected Areas
6. Violation of Indigenous/Local Community Rights
7. Illegal Wildlife Trade
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S u s t a i n a b l e B a n k i n g
General Mitigation Framework and Strategy
To ensure that all financing activities align with the company's sustainability commitments, BCA upholds prudential principles
in its lending practices, in accordance with the Bank's Credit Manual and the Basic Bank Credit Policy (KDPB/Kebijakan Dasar
Perkreditan Bank) Furthermore, ESG risk is guided by the ESG Integration Implementation Guidelines for Banks, as well as
the provisions of Law No. 32 of 2009 concerning Environmental Protection and Management.
The operational application of the above principles at the transaction level includes the following mitigation criteria:
Environment Social
• Taking into account the debtor's efforts • Implement employment policies, at least in the form of Company
to preserve the environment through the Regulations (PP) and/or Collective Labor Agreements (CLA).
Environmental Impact Assessment (AMDAL) • No child labor
document, Environmental Management • No forced labor
Efforts and Environmental Monitoring
Efforts (UKL-UPL), as well as the results of
the Company Performance Rating Program
in Environmental Management (PROPER)
assessment issued by the Ministry of Governance
Environment. • Implement the Three Lines of Defense concept in the risk management
• Require large-scale and/or high-risk system to ensure effective layers of supervision from the business
debtors to submit an Environmental Impact unit, risk management, up to internal audit.
Assessment (AMDAL) document. • Assess the quality of debtor governance, which includes consideration
• Request follow-up information from of the composition and experience of the Board of Directors.
debtors if the PROPER assessment results • Require and monitor the submission of Audited Financial Statements
do not meet environmental requirements for debtors in accordance with regulatory requirements as a basis for
and monitor subsequent PROPER results. financial analysis. For public companies, BCA also considers published
• Monitor debtors' commitments and sustainability reports as evidence of transparency and the debtor's
risk mitigation plans regarding climate ESG performance.
change, forest destruction, and significant • Implement a debtor risk rating system through Internal Credit Risk
biodiversity loss through periodic progress Rating/Scoring, consisting of eleven risk rating categories ranging
reports. from RR1 to RR10, with RR1 being the best and RR10 being the worst
(loss).
ESG Policy for Priority Sector Credit [FN-CB-410a.2]
To complement its general mitigation framework, BCA implements sectoral financing policies specifically for industries with
high Environmental, Social, and Governance (ESG) risk profiles. All financing applications within these sectors are subject to
an initial review process to ensure compliance with pre-established criteria. The priority sectors include:
Mining Sector
1. Possess complete documents for Industries that utilize and manage wood sources, legality of wood
sources, business activities, as well as environmental and social permit documents in accordance with
applicable laws and regulations.
2. Comply with laws and regulations, government regulations, and government policies applicable to
the (prospective) debtor, especially those concerning occupational health and safety, manpower, the
environment, and social responsibility.
3. Have clear policies and management systems related to environmental management.
4. Possess certificates related to environmental aspects, as well as occupational health and safety aspects.
5. Prevent and avoid illegal logging in its business processes, and carry out prevention and control of forest
and land fires.
6. Manage and improve environmental conditions from industrial activities, including through land rehabilitation,
implementation of sustainable forest management practices, and other efforts.
7. Use raw materials from certified sustainable forests.
8. Conduct efforts to reduce the impact of environmental, water, air, and land pollution by adopting the best
management techniques in the management of air emissions, water, solid waste, hazardous materials,
and liquid waste.
9. Respect human rights, the rights of surrounding and/or indigenous communities and ensure all land used
for non-conflict activities and minimize other social risks in the company's operating areas.
10. Conduct empowerment and development programs for surrounding communities to improve their quality
of life.
11. Implementing Free, Prior and Informed Consent (FPIC) or its local equivalent, Persetujuan Dengan Informasi
Awal Tanpa Paksaan (PADIATAPA), with neighboring and/or indigenous communities before conducting
operational activities.
12. No clearance by burning.
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Agricultural Sector
1. Possess complete documents related to readiness criteria, legal documents for land used for business, and
related environmental and social permit documents, such as Principle License, Location Permit, Plantation
Business Permit (IUP), Environmental Impact Analysis (AMDAL) permit or Environmental Management and
Monitoring Efforts (UPL-UKL) under applicable laws.
2. Comply with laws and regulations, government regulations, and government policies applicable to
(prospective) debtors, especially those concerning human rights, manpower, the environment, and social
responsibility.
3. Finish the process of obtaining land certificates (Cultivation Rights Title/Building Rights Title) for uncertified
land.
4. Obtain certification (ISPO/RSPO/other similar certifications) under applicable regulations.
5. Adopt the principles of No-Deforestation, No-Peat, No-Exploitation (NDPE) and Free, Prior, and Informed
Consent (FPIC).
6. Consider high conservation value (HCV) and high carbon stock (HCS) in new planting activities.
7. Have a Standard Operating Procedure (SPO) for Land Fire Prevention and Handling.
8. Implement best practices in peatland and water management, circular economy, low carbon energy use,
climate change adaptation and mitigation efforts.
9. Establish good relationships and improve the quality of life of local communities, including through effective
and efficient social and economic empowerment.
Biodiversity Sector
1. Possess the required documents in accordance with the industry, according to the applicable laws and
regulations.
2. Comply with laws and regulations, government regulations, and government policies applicable to the
(prospective) debtor, especially those related to occupational safety and health, labor, the environment,
and applicable social responsibility.
3. Have clear policies and management systems related to environmental management.
4. Have certifications related to environmental aspects, as well as occupational health and safety aspects.
5. Have clear and transparent grievance channels and processes related to ESG aspects.
6. Carry out empowerment programs and mentoring for surrounding communities to improve their quality of life.
7. Carry out efforts to reduce the impact of environmental, water, air, and land pollution in accordance with
applicable laws and regulations.
8. Manage and improve environmental conditions from the impact of the company's business activities, such
as through biodiversity conservation or land rehabilitation and other efforts.
9. Implement utilization and management practices by minimizing the risk of occupational health and safety
aspects, minimizing and controlling the impact of environmental damage, respecting and protecting the
rights of surrounding and/or indigenous communities and employees.
Oil & Gas Sector
1. Possess all documents required by oil and gas sector regulations, in accordance with the type of financing
and business activities.
2. Comply with laws and regulations related to the environment, occupational health and safety, employment,
and corporate social responsibility.
3. Submit PROPER assessment results and follow up if the results do not meet the requirements, if required
to participate in PROPER.
4. For unconventional oil and gas exploration/production and LNG activities, compliance with energy and
mineral resources regulations and other relevant provisions is mandatory.
5. Possess adequate environmental policies, certifications, or management systems.
6. Manage operations with environmental protection and control measures.
7. Undertake efforts to reduce pollution and emissions in accordance with applicable provisions.
8. Develop environmental quality aspects in accordance with the Indonesian Sustainable Finance Taxonomy.
9. Respect human rights and minimize social risks in the area of operations.
10. Fulfill workers' rights, including the implementation of occupational health and safety in accordance with
regulations.
11. Reduce social risks in accordance with the criteria of the Indonesian Sustainable Finance Taxonomy.
12. Implement the principles of Good Corporate Governance (GCG).
13. Minimize potential Environmental, Social, and Governance (ESG) risks due to non-compliance.
14. Conduct ESG impact assessments to ensure no regulatory violations occur.
15. Have transparent ESG complaint mechanisms that are accessible to all stakeholders.
Notes:
Complete information on BCA's policies regarding ESG and sustainability can be accessed at https://bca.id/policies
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S u s t a i n a b l e B a n k i n g
SUSTAINABLE FINANCE FRAMEWORK [FN-CB-410A.2]
In 2025, BCA developed a Sustainable Finance Framework (SFF) as a strategic step to reinforce its commitment to responsible
banking. This framework functioned as the foundation to improve transparency and accountability, while also acting as the
compass for all BCA’s financial activities to supporting the national development priorities and aligning with international
best practices.
Sustainable finance at BCA is integrated into vision, mission, core values, and sustainability pillars. SFF of BCA provides various
financial instruments tailored to meet the growing market demand while supporting the bank's sustainability goals. These
instruments are designed to address ESG challenges through innovative financing mechanisms that comply with various
regulations and standards, including:
1. Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017
2. Green Loan Principles (Loan Market Association / LMA)
3. Social Loan Principles (LMA)
4. Sustainability Linked-loan Principles (LMA)
By offering a wide range of financing options, BCA can serve various stakeholders, including institutional investors, corporations,
and local communities, thereby maximizing the impact of sustainable financing in Indonesia's development landscape. These
instruments also provide BCA with the flexibility to effectively allocate resources to projects that deliver environmental and
social benefits.
POSITIVE AND NEGATIVE IMPACTS OF IMPLEMENTING SUSTAINABLE FINANCE
BCA's commitment to sustainable banking aims to create long-term value for all stakeholders, including supporting the
national development agenda. This commitment is realized through a strategy that fundamentally integrates Environmental,
Social, and Governance (ESG) principles into the framework of governance, risk management, and product and service
development. Proactively, the Bank continues to refine its policies, strengthen its internal capacity, and innovate to respond
to the challenges of the transition to a low-carbon economy. This increasingly structured implementation has resulted in a
number of measurable positive impacts, while also giving rise to new dynamics and challenges that need to be managed in
a sustainable manner.
Product Innovation & Strengthening Governance Improved Resilience &
Market Empowerment & Risk Management Operational Capacity
• Directing financing to MSMEs and the • Implementation of sectoral policies • CRMS implementation improves the
green sector promotes inclusive and motivates debtors to mitigate and Bank's ability to measure climate risk
sustainable economic growth. adapt against ESG risks. and develop adaptation strategies.
POSITIVE
• Encouraging the development of • Improved reporting transparency • Investing in technology and
inclusive products and services and strengthened ESG governance cybersecurity strengthens operational
expands financial access for the enhance accountability and resilience.
community. stakeholder trust.
• Gaps in understanding the urgency • Limited availability and quality • The significant investment required
of ESG among stakeholders of ESG data from borrowers for ESG transition and adaptation has
hinder consistent and equitable pose challenges for accurate risk the potential to affect short-term
implementation. analysis and reporting. resource allocation.
NEGATIVE
• Increasing public expectations • T h e e vo l v i n g d y n a m i c s of
and the complexity of ESG issues regulations and sustainability
create reputational risks related standards require constant
to greenwashing that need to be adaptation of systems and
managed. resources.
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Ethics and Integrity In Banking Services
Financial institutions play an important role in maintaining reporting period, BCA continued to comply with all applicable
economic stability and sustainability in every country. regulations in Indonesia and did not receive any sanctions or
Accordingly, BCA is committed to being a responsible banking fines related to violations of fair operating practices.
institution that provides financial products and services to
all segments of society. In carrying out its operations, BCA RESPONSIBLE SUPPLY CHAIN
upholds the principles of ethical, transparent, accountable,
and sustainable bank governance to create long-term value BCA establishes transparent, ethical, and mutually supportive
for all stakeholders. business relationships with all partners and suppliers. These
relationships focus not only on transactions, but also on
FAIR OPERATING PRACTICES [2-27][FS15] collaboration to build a responsible and sustainable supply
chain.
The implementation of ethical operating practices is an
integral part of BCA's corporate social responsibility. These To realize this commitment, BCA has developed the Good
values are manifested through various policies, including the Procurement Practices Guideline (GPPG) to guide its suppliers
enforcement of a banking code of ethics, the conduct of and partners in conducting business activities that are legally
fair operating practices, and a commitment to political non- compliant, ethical, and sustainable. This guideline covers
involvement and non-interference in government policy. BCA regulatory compliance principles in the areas of business
also strives to strengthen its good corporate governance, ethics (including anti-corruption, anti-bribery, anti-money
which includes tax compliance, respect for intellectual laundering, and data protection), labor practices (including
property rights, as well as engaging in fair competition and the prohibition of child labor, forced labor, and modern
remain free from anti-competitive practices. Furthermore, slavery), the application of occupational health and safety
BCA consistently upholds good governance practices (OHS) standards, and a commitment to be free from practices
through anti‑corruption, anti‑fraud, and gratification‑control that harm the environment.
principles, while ensuring the sustainability of its value chain
by prioritizing data security, human rights, and environmental To enforce these guidelines, all partners are required to sign
considerations. To ensure the implementation of these fair an Integrity Pact, affirming their adherence to sustainability
operating practices, BCA assigns the responsibility for policy standards and regulations. This includes upholding anti-
oversight and implementation to several key work units, such corruption and anti-bribery principles, the prohibition of child
as: and forced labor, and the implementation of OHS practices
1. The Compliance Division, which responsible for ensuring in the workplace. Furthermore, BCA ensures that specific
compliance with regulatory provisions and applicable laws, anti-corruption and anti-bribery clauses, as well as provisions
including those related to anti-corruption, gratification for data security and confidentiality, are explicitly included in
control, and anti-money laundering; all partnership agreements. Specifically, for scopes of work
2. The Anti-Fraud Bureau, which monitors the implementation with identified risks, these standard Partnership Agreements
and progress of the bank-wide anti-fraud strategy, also mandate compliance with relevant OHS criteria.
covering prevention, detection, investigation, reporting,
sanctions, monitoring, evaluation, and follow-up; BCA actively empowers partners and suppliers to improve
3. The Integrated Corporate Governance Bureau, which their sustainability practices. In 2025, BCA held a dissemination
supports the integrated application of Good Corporate session with partners, inviting expert to share insights on
Governance (GCG) principles; the benefits and practical steps in building a sustainable
4. The Human Capital Management and Learning & business. This initiative is designed to enhance BCA's and its
Development Divisions, which support the internalization partners' comprehension and proficiency in implementing
of ethical policies and the protection of human rights. ESG principles in their operations. BCA also establishes
communication and good relationships with active vendors
BCA's commitment to fair operating practices is formalized through a vendor gathering agenda that is held regularly
in various publicly disclosed policies and guidelines, including every two years. This event serves as a platform to foster
the BCA Code of Ethics, the Good Corporate Governance collaboration, strengthen mutual commitment, and express
Guidelines, the Anti-Fraud and Anti-Corruption Policy, and appreciation for partners' performance.
the Sustainability Policy, which are accessible on BCA's
official website at: https://bca.id/GCG-policy. During the
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S u s t a i n a b l e B a n k i n g
As part of its ongoing supervision, BCA also conducts periodic evaluations and field visits to assess the compliance of its
partners' practices with applicable standards. For example, evaluations of cleaning and security service providers are
conducted every two years to ensure compliance with labor, OHS, and work ethic requirements.
Proportion of Supplier Engagement based on Number of Business Entities
Number of Suppliers/Business Partners
Type of Supplier/Business Partner
2025 2024 2023
Local 2,537 3,916 3,852
Overseas 13 35 35
Total 2,550 3,951 3,887
Proportion of Supplier Engagement based on Procurement Value
Value of Services Procurement
Value of Goods Procurement (Rp billion)
(Rp billion)
Type of Supplier/Business Partner
2025 2024 2023 2025 2024 2023
Local 2,657 2,587 4,129 1,468 902 1,742
Overseas 395 148 72 24 52 48
Total 3,052 2,735 4,201 1,492 954 1,790
In its supply chain, BCA prioritizes the involvement of in conducting ethical and responsible business activities.
local partners to drive national economic growth. In 2025, Complete information about these policies can be accessed
BCA collaborated with 2,537 local partners, with the through the official BCA website (https://bca.id/GCG-policy).
procurement value reaching 90.8% of total goods and In addition, anti-corruption, gratification control, and anti-
services procurement. fraud enforcement are also applied in the BCA supply chain.
BCA's partners are required to sign a compliance statement
TRANSPARENCY AND indicating their commitment to ethical principles and to
CREDIBILITY OF REPORTING refrain from corruption, gratification, and fraud. These legal
provisions are also stipulated in writing in BCA partnership
Throughout 2025, BCA strengthened its sustainability agreements with all partners.
communication governance to ensure the accuracy of
information and prevent potential greenwashing. All forms Anti-Corruption and Gratification
of public communications, whether related to banking Control Practices [205-1, 205-2]
solutions, sustainability performance, or environmental and BCA consistently strengthens its anti-bribery and anti-
social claims, undergo a review and approval process by the corruption culture throughout the organization by
relevant divisions before publication. All reports are prepared implementing an integrated framework of policies and
based on the principles of transparency, accountability, mechanisms. This commitment is anchored by the Company's
and data reliability, and are verified by independent parties Code of Ethics, which provides the foundational principles
to maintain the credibility of the information presented to for all BCA personnel in upholding professional conduct with
stakeholders. customers, debtors, suppliers, and other business partners.
To safeguard business interactions against conflicts of
ANTI-CORRUPTION, GRATIFICATION interest and unethical practices, all members of the Board of
CONTROL, AND ANTI-FRAUD Commissioners, the Board of Directors, and all employees are
required to submit an Annual Conflict of Interest Disclosure.
BCA upholds a culture of integrity and trust by rejecting These values of integrity are continuously reinforced through
all forms of corruption, collusion, nepotism, and fraud. The various programs, including mandatory e-learning modules,
implementation of anti-corruption and gratification control awareness campaigns, and regular communications via
policies refers to Board of Directors Decree No. 269/SK/ internal channels.
DIR/2021 dated December 31, 2021 and Circular Letter No.
336/SE/POL/2022 dated September 15, 2022, while the Upholding its commitment to political neutrality, BCA strictly
anti-fraud strategy policy is based on Board of Directors prohibits any form of corporate political contributions. This
Decree No. 009/SK/DIR/2025 dated January 20, 2025. These prohibition extends to funds, donations, or any support that
three policies serve as guidelines for all BCA employees could be perceived as an attempt to influence policy or
create exposure to risks such as money laundering, bribery,
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and collusion. This core principle is formally codified in the BCA continuously strengthens its governance and control
Company's Corporate Governance Guidelines, underscoring systems to prevent and combat fraud. Mitigation efforts are
BCA's dedication to operating with transparency, carried out through improvements to information security
accountability, and the highest standards of integrity. systems, digital surveillance, and the implementation of risk-
based audits. The commitment to clean business practices
As part of its integrity control measures, BCA has designated is also reflected in the Collective Labor Agreement (CLA)
the Compliance Division as its Gratification Control Unit (UPG/ specifically Article 60, governing sanctions for violations of
Unit Pengendali Gratifikasi). This unit is the central body Article 56 (Work Rules) and Article 59 (Prohibitions), including
responsible for formulating anti-corruption and gratification prohibitions on corruption, gratification, and all forms of fraud.
control policies, conducting awareness programs for all The penalty system is applied in stages, ranging from Warning
employees and stakeholders, and centrally managing all Letters I–III or demotion, to termination of employment for
related reports. The UPG submits a comprehensive report repeat violations.
on the program's implementation to the Board of Directors
at least annually. This report enables the Board of Directors The entire disciplinary process is carried out transparently in
monitor policy effectiveness, assess associated risks, and accordance with applicable procedures. Through this policy,
ensuring accountability in the implementation of gratification BCA affirms its zero tolerance towards corruption and fraud,
control. To facilitate reporting, BCA provides readily while strengthening a work culture of integrity, ethics, and
accessible internal channels for employees, complemented responsibility.
by a formal Whistleblowing System (WBS) for reporting
broader allegations of misconduct, including corruption Incident Management and
and fraud. Follow-up [205-3][FN-CB-510a.1]
Throughout 2025, BCA recorded 93 cases of internal fraud
Anti-fraud Enforcement [205-1, 205-2] with potential losses amounting to Rp10.92 billion, as well as
The anti‑fraud policy is implemented comprehensively, external fraud with potential losses reaching Rp81.14 billion. As
covering aspects of prevention, detection, investigation, of December 2025, all cases (100%) have been addressed in
and follow‑up, including: accordance with disciplinary procedures, including sanctions
1. The President Director signs the Anti-Fraud Declaration, such as termination of employment and other administrative
which is acknowledged by all levels of the BCA measures as stipulated in the CLA. All incidents have been
organization. appropriately resolved, and there have been no cases of
2. All members of the Board of Directors, the Board of fraud or corruption that have had a significant impact on the
Commissioners, and all employees are required to sign company's operational continuity or reputation.
an Integrity Pact, affirming their individual commitment
to the highest standards of ethical conduct. Whistleblowing System [FN-CB-510a.2]
3. Oversight is provided by the Anti-Fraud Bureau, a dedicated BCA implements a whistleblowing system (WBS) as a
unit responsible for monitoring the implementation of anti- mechanism for reporting alleged violations of ethics, corrupt
fraud policies and strategies. The Bureau oversees the practices, fraud, and other violations of the code of conduct.
effectiveness of the entire fraud management lifecycle, Reports can be submitted through the official BCA website
which includes prevention, detection, investigation, by including information in accordance with the 4W1H
reporting, evaluation, and follow-up actions. principle (What, Who, When, Where, and How). All reports
4. Compliance audits are conducted at least once in three are received and verified by the WBS administrator, with
years, performed both internally by the Internal Audit full assurance of the confidentiality of the whistleblower's
Division and externally by an independent third party. identity. Whistleblowers are also protected against retaliation
These audits cover key regulatory areas, including AML- or any unfavorable treatment, ensuring a sense of security
CFT and CPF. and trust in the reporting process.
Settlement of Violation Complaint Reports [205-3]
Year Status Total Remarks on Resolved Complaints
2025 In process (open) 1
Proven (5), not proven (4), incomplete data (26), information
(13), customer complaints (7)
Completed (closed) 55
2024 In process (open) 0
Proven (9), not proven (7), incomplete data (26), information
(9) customer complaints (8)
Resolved (closed) 59
2023 In process (open) 0
Proven (6), not proven (4), incomplete data (25), customer
information/complaints (20)
Resolved (closed) 55
Note:
Complete information regarding WBS is available in the Annual Report and Whistleblowing Report at https://bca.id/whistleblowing
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S u s t a i n a b l e B a n k i n g
Classification of Proven WBS Reports
Breaches of the Codes of Conduct 2025
Corruption or Bribery 0
Harassment 0
Customer Privacy Data 1
Conflicts of Interest 0
Money Laundering or Insider Trading 0
Others 4
Dissemination and Education Program
To increase awareness and understanding among all employees, BCA regularly holds dissemination and training sessions on the
implementation of the BCA code of conduct, particularly regarding anti-corruption, gratification control, anti-fraud, and the
mechanism for reporting violations through WBS. The following are capacity-building programs provided for all employees:
1. E-learning & Video Learning on Banker Code of Ethics
2. E-learning on Anti- Fraud Awareness
3. E-learning on Anti-Corruption & Gratification Control Policy
4. E-learning on Anti-Money Laundering, Countering the Financing of Terrorism, and Countering the Financing of Proliferation
of Weapons of Mass Destruction (AML-CFT and CPF)
In 2025, a total of 34,772 employees, including Bakti BCA interns, participated in these training sessions. In addition, education
was also provided through internal communication channels to ensure that all employees had the same understanding of the
code of conduct, including the company's anti-fraud policy.
Code of Ethics Training Data
Banker Code of Ethics Training 2025 2024 2023
e-Learning 339 691 1,767
Note:
Training is provided to all employees who have not previously received training on the Code of Ethics.
Anti-corruption and Anti-fraud Training Data [205-2]
Anti-corruption and Anti-fraud Training 2025 2024 2023
e-Learning 34,772 35,299 35,172
In Class Training - - 3,446
Note:
Starting in 2024, training has been conducted entirely through e-learning.
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03
Sustainability
Culture
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S u s t a i n a b i l i t y C u l t u r e
BCA Employees
In managing and empowering human capital, BCA is committed to upholding human rights principles by ensuring equality,
fairness, and a non-discriminatory work environment.
BCA conducts fair and integrated human capital management, from recruitment, talent development, career planning, up to
retirement preparation, enabling every employee to contribute optimally to BCA's long-term growth and sustainability. All
BCA employees are Indonesian citizens. In respect for the value of diversity, BCA does not marginalize its employees based
on race, ethnicity, or any particular group. In addition, BCA participates in the employment of permanent and non-permanent
workers, all of whom are reported to the manpower authority.
EMPLOYEE PROFILE [2-7]
Total Employees and the Management based on Gender and Employment Status [2-7]
2025 2024 2023
Employee Status
Male Female Male Female Male Female
Permanent (including probation) 9,596 15,185 9,627 15,220 9,397 14,975
Non-permanent (contract) 513 715 495 748 597 773
Trainee 185 241 190 252 565 608
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand total 26,435 26,532 26,915
Note:
2023 and 2024 data is restated.
Total Employees and the Management based on Gender and Position Level [2-7]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Board of Commissioners 5 0 5 0 5 0
Board of Directors 10 2 10 2 10 2
Senior Manager 116 94 115 97 108 94
Middle Manager 942 1,002 926 963 925 934
Line Manager 4,155 7,304 4,053 7,067 3,905 6,742
Staff 4,790 7,291 4,828 7,563 5,124 8,070
Non-Staff 276 448 375 528 482 514
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand total 26,435 26,532 26,915
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Total Employees and the Management based on Gender and Length of Service [2-7]
2025 2024 2023
Length of Service
Male Female Male Female Male Female
> 20 Years 2,115 3,721 2,517 4,223 2,932 4,730
> 15–20 Years 348 484 327 448 297 403
> 10–15 Years 1,575 3,197 1,163 2,190 815 1,446
> 5–10 Years 1,872 2,920 1,981 3,698 1,986 4,008
> 1–5 Years 3,475 4,568 3,593 4,592 2,493 3,335
≤ 1 Years 909 1,251 731 1,069 2,036 2,434
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand Total 26,435 26,532 26,915
Total Employees and the Management based on Gender and Work Area [2-7]
2025 2024 2023
Work Area
Male Female Male Female Male Female
Greater Jakarta 6,543 8,568 6,445 8,606 6,277 8,399
West Java (excluding Greater 675 1,278 710 1,320 1,117 1,723
Jakarta)
Central Java and Yogyakarta 548 1,205 560 1,199 569 1,204
East Java 1,107 2,105 1,129 2,127 1,122 2,106
Sumatra 701 1,453 738 1,441 734 1,402
Kalimantan 266 534 264 531 247 513
Eastern Indonesia 454 998 466 996 493 1,009
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand Total 26,435 26,532 26,915
Total Employees and the Management based on Gender and Education Level [2-7]
2025 2024 2023
Education Level
Male Female Male Female Male Female
Doctoral degree 10 3 9 4 10 4
Master’s degree 675 667 622 634 589 576
Bachelor’s degree 8,685 13,736 8,568 13,572 8,585 13,531
Associate degree (Diploma 1-4) 199 680 242 773 309 861
High School (and below) 725 1,055 871 1,237 1,066 1,384
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand Total 26,435 26,532 26,915
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S u s t a i n a b i l i t y C u l t u r e
Total Employees and the Management based on Gender and Age Group [2-7]
2025 2024 2023
Age Group
Male Female Male Female Male Female
≤ 25 Years old 1,524 1,940 2,001 2,376 2,315 2,663
> 25–30 Years old 3,311 4,426 2,632 3,862 2,371 3,602
> 30–35 Years old 1,795 3,452 1,810 3,620 1,835 3,730
> 35–40 Years old 1,154 2,085 998 1,692 819 1,270
> 40–45 Years old 399 590 345 554 349 650
> 45–50 Years old 620 1,345 858 1,703 1,023 2,010
> 50 Years old 1,491 2,303 1,668 2,413 1,847 2,431
Total based on gender 10,294 16,141 10,312 16,220 10,559 16,356
Grand total 26,435 26,532 26,915
Non-permanent Employees [2-8] insights into careers in the banking industry. BCA also conducts
In 2025, BCA employed 1,228 non-permanent workers, BCA Special Hiring, an event aimed at final-year students,
a figure equivalent to 4.65% of its permanent employee fresh graduates, and job seekers. This initiative provides a
base, to support various operational functions. Additionally, platform for participants to gain in-depth career information
the company engaged 18,359 outsourced personnel for and directly enter BCA's recruitment pipeline. Additionally,
operational support in areas such as administration, security, to foster creativity and analytical skills among university
cleaning, and sales. students, BCA holds the BCA Business Case Competition. This
event provides an opportunity for undergraduate participants
FAIR RECRUITMENT [401-1] to propose solutions for assigned business challenges. The
competition serves as a key channel for BCA to identify
To cultivate a high-caliber workforce rooted in integrity, BCA and attract young talent who demonstrate critical thinking,
implements a comprehensive talent management strategy innovation, and a solution-oriented mindset.
that spans the entire employee lifecycle, from recruitment
to retirement. Talent acquisition is executed through diverse BCA also carries out various career acceleration programs,
development programs designed to build a leadership such as the Management Development Program (MDP) and
pipeline, preparing candidates from entry-level roles to Wealth Management Program (WMP), which are designed
become leaders who are aligned with BCA's values and to prepare fresh graduates to become future leaders and
culture. All recruitment processes are governed by principles professionals at BCA. In addition, BCA has a Relationship
of transparency, fairness, and non-discrimination that are Officer (RO) program to train fresh graduates to become
strictly competency-based and champion equal opportunity professionals in sales and marketing, as well as an IT Engineer
and inclusivity. In 2025, BCA hired 971 men and 1,359 women track for technology talents who want to contribute to
through its fair and non-discriminatory selection process, the development of BCA's digital services and banking
with an average cost per hire of Rp2,768,768. innovations.
Talent Attraction Furthermore, the Magang Bakti BCA program offers high
To ensure the sustainable regeneration of high-caliber talent school, vocational school, and Bachelor's degree graduates
that aligns with company's values and culture, BCA executes the opportunity to gain hands-on operational experience
a comprehensive talent acquisition strategy. This strategy through an apprenticeship. The PPBP and PPTI Scholarship
is aim to attract and nurture a diverse talent pool of young Program supports high-achieving high school and vocational
professionals by engaging them through a variety of career school graduates in pursuing higher education and developing
outreach, recruitment, and early development initiatives. technical competencies relevant to the banking industry. The
BCA Internship Program, meanwhile, serves as a platform
As part of its youth engagement efforts, BCA hosts BCA Sapa for active university students to gain exposure to the
Karir, a series of seminars and webinars designed to equip professional workplace and strengthen their practical skills
attendees with skills for workforce readiness and provide before graduation.
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New Employees and the Management based on Gender and Position [401-1]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Board of Commissioners 0 0 0 0 0 0
Board of Directors 0 0 0 0 0 0
Senior Manager 0 2 5 2 3 5
Middle Manager 3 4 4 2 11 5
Line Manager 12 6 9 9 34 19
Staff 865 1,111 649 853 2,106 2,368
Non-Staff 91 236 138 298 142 257
Total based on gender 971 1,359 805 1,164 2,296 2,654
Grand total 2,330 1,969 4,950
New Employees and the Management based on Gender and Age Group [401-1]
2025 2024 2023
Age Group
Male Female Male Female Male Female
< 30 Years 891 1,196 682 921 2,150 2,467
30–50 Years 77 154 116 232 135 175
> 50 Years 3 9 7 11 11 12
Total based on gender 971 1,359 805 1,164 2,296 2,654
Grand Total 2,330 1,969 4,950
New Employees and the Management based on Gender and Work Area [401-1]
2025 2024 2023
Work Area
Male Female Male Female Male Female
Greater Jakarta 627 730 497 685 1,323 1,245
West Java (excluding Greater 208 281 217 283 667 735
Jakarta)
Central Java and Yogyakarta 21 78 15 47 69 119
East Java 58 126 33 57 101 203
Sumatra 20 60 16 42 59 167
Kalimantan 14 24 12 19 23 59
Eastern Indonesia 23 60 15 31 54 126
Total based on gender 971 1,359 805 1,164 2,296 2,654
Grand Total 2,330 1,969 4,950
In 2025, BCA also opened recruitment for several positions at certain levels for internal hires, amounting to 80.82% of total
recruitment.
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S u s t a i n a b i l i t y C u l t u r e
Employee Turnover
BCA maintains employee retention through fair and sustainable employment management. These efforts include providing
competitive remuneration, performance bonuses, regular training, career development, as well as providing safe work
facilities and HR complaint channels.
Employee Turnover Rates [401-1] Voluntary Employee Turnover Rates
2025 2024 2023 2025 2024 2023
3.4% 3.4% 3.6% 2.8% 2.6% 2.8%
In 2025, a total of 860 permanent employees left the company due to resignation, early retirement, or passing away. Based
on the number of employees joining and leaving the company, BCA's turnover rate was recorded at 3.4%.
Employees and the Management Leaving based on Gender and Position Level [401-1]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Board of Commissioners 0 0 0 0 0 0
Board of Directors 0 0 0 0 0 0
Senior Manager 0 1 1 1 1 1
Middle Manager 8 17 15 13 10 13
Line Manager 103 211 122 171 97 219
Staff 202 309 238 291 206 306
Non-Staff 9 0 4 1 15 0
Total based on gender 322 538 380 477 329 539
Grand Total 860 857 868
Note:
2024 data is restated.
Employees and the Management Leaving based on Gender and Age Group [401-1]
2025 2024 2023
Age Group
Male Female Male Female Male Female
< 30 Years old 195 263 213 225 174 243
30–50 Years old 68 166 91 140 80 198
> 50 Years old 59 109 76 112 75 98
Total based on gender 322 538 380 477 329 539
Grand Total 860 857 868
Note:
2024 data is restated.
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Employees and the Management Leaving based on Gender and Work Area [401-1]
2025 2024 2023
Work Area
Male Female Male Female Male Female
Greater Jakarta 196 302 232 270 206 312
West Java (excluding Greater Jakarta) 42 74 82 76 62 84
Central Java and Yogyakarta 13 24 10 28 12 16
East Java 22 65 23 37 24 41
Sumatra 27 34 16 36 9 24
Kalimantan 12 14 6 11 5 9
Eastern Indonesia 10 25 11 19 11 53
Total based on gender 322 538 380 477 329 539
Grand Total 860 857 868
Note:
2024 data is restated.
PERFORMANCE EVALUATION AND ASSESSMENT [404-3]
KPI – Performance Appraisal Stages
Descriptions
1 Directorate KPI determination
1
2 Division KPI determination
6 2
3 Individual KPI determination
4 Performance Management
Implementation Steps
KPI – Performance – Reward Cycle • Planning
• Competency Assessment
• Coaching 1
5 3
• Coaching 2
• Annual Review
4 5 Periodic Promotion Proposal
6 Salary Increase and Bonus Proposal via
Enterprise Compensation Management
(ECM)
BCA consistently conducts performance evaluations and assessments for all employees, both individually and as a team.
Semi-annual evaluations are conducted each semester through a coaching mechanism that involves two-way dialogue
between employees and their superiors regarding performance target achievement, obstacle identification, and development
planning. This process is complemented by an agile conversation approach, enabling more frequent and informal evaluations
to address dynamic development and performance adjustments throughout the year. Furthermore, annual performance
evaluations are based on both KPI achievement and the demonstration of individual and team values. This is done through
two primary methods, Performance Appraisal (PA) and Performance Management (PM), customized for specific job functions
and seniority levels. The assessment process begins with self-assessment, followed by evaluation by the direct supervisor
(Assessor 1) and verification by the next level of management (Assessor 2). This multi-layered approach ensures objectivity
and reduces potential bias in the evaluation process.
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S u s t a i n a b i l i t y C u l t u r e
Within the performance review cycle, BCA focuses not only on achieving business objectives by overcoming challenges, but
also on cultivating the professional growth of its employees. The evaluation results directly inform key decisions regarding
remuneration adjustments, bonuses, and career advancement. Throughout 2025, 100% of eligible employees completed a
comprehensive performance review.
Promoted Employees Based on Gender and Work Area
2025 2024 2023
Work Area
Male Female Male Female Male Female
Head Office 726 673 641 659 605 612
Branch & Regional Offices 527 1,193 437 1,053 476 1,129
Total by gender 1,253 1,866 1,078 1,712 1,081 1,741
Grand Total 3,119 2,790 2,822
COMPETENCY DEVELOPMENT AND ADAPTIVE WORK CULTURE [404-1, 404-2]
BCA continuously develops talent under the coordination of the Learning and Development Division to build a competent,
ethical, and adaptable human capital. The human capital development program includes scholarships, training, and education,
which are evaluated using the Kirkpatrick Model and reported periodically to the Director of Human Resources.
We implement a comprehensive and adaptive learning ecosystem, combining digital methods (e-learning, gamification,
microlearning) with interactive approaches such as coaching and mentoring (buddy system). To foster learning through
collaborative networks, BCA also provides events and opportunities such as the KAIZEN & BCA Innovation Championship,
which encourage employees to form teams and develop innovative ideas that enhance quality, efficiency, and services at
BCA.. The training curriculum is dynamically designed to respond to business needs and market trends, encompassing the
enhancement of hard skills (such as artificial intelligence, digital services, data analysis, and sustainable finance) and soft
skills (such as leadership, communication, and strategic thinking) that apply to all employees.
BCA supports all relevant employees to receive certification programs designed to meet the employee competency
requirements in accordance with the applicable standards in each field. Some of these include:
Certification
Certification Objective Participants
Type
Risk Management • To ensure compliance with regulatory requirements for Risk Directors, Commissioners, Executives, and Non-
Certification Management competence, as stipulated in SEOJK No. 28/ Executive Officers who make and implement
SEOJK.03/2022 concerning Risk Management Certification decisions on risks, including credit/financing,
for Bank Executives. treasury, information technology, and finance.
• To enhance professional competence in the field of risk
management.
Payment Systems • To comply with regulatory standards for competence in Directors, Executive Officers, and other
Payment Systems, in accordance with PBI No. 5/2024 key personnel involved in Payment System
concerning Competency Standardization in the Payment operations.
Systems Sector.
• To advance professional expertise in payment systems.
Treasury To meet the mandatory competency requirements for Treasury The Board of Directors, executives (PE), non-
Certification Dealers, as mandated by PBI No. 6/2024 concerning the Money executive officers two levels below the Board
Market and Foreign Exchange Market. of Directors, and other employees who carry out
treasury activities.
Audit Certification To formally recognize the knowledge, skills, and competencies Internal auditors who meet the eligibility criteria
of internal auditors in performing their professional duties, for certification.
benchmarked against both global standards (e.g., Certified
Internal Auditor/CIA, Certified Information Systems Auditor/
CISA) and national certifications (BNSP - Bank Internal Auditor
Certification).
Broker Trader To ensure the required competence for personnel involved in All employees who carry out investment product
Certification the marketing of capital market products, such as mutual funds marketing activities.
(WPPE) and bonds.
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Certification
Certification Objective Participants
Type
Financing To validate and ensure competence in the application of All employees who carry out the financing
Emissions globally recognized Partnership for Carbon Accounting emissions calculation and reporting activities.
Calculation Financials (PCAF) emission accounting standards.
Certification
In 2025, all employees were required to participate in training related to anti-fraud, cybersecurity, human rights, and AML/
CFT, to strengthen the foundations of governance and ethics. BCA ensured the effectiveness of all training programs through
pre- and post-test measurement mechanisms to assure improvements in capabilities for business sustainability.
As a testament to its commitment to sustainable human capital development, BCA actively forges strategic partnerships
with a diverse range of external partners. Partnerships with educational institutions such as Trisakti Sustainability Center
(TSC), Universitas Bina Nusantara, and Universitas Prasetiya Mulya, as well as with regulatory bodies like the Financial Services
Authority (OJK) and the Indonesia Stock Exchange (IDX), are designed to deliver high-quality, relevant training and competency
development programs for all BCA personnel. This commitment to talent development extends to a scholarship program
that supports eligible employees to pursue formal Bachelor's (S1) and Master's (S2) degrees at leading partner institutions,
including Universitas Bina Nusantara, Universitas Prasetiya Mulya, and PPM School of Management. As of December 2025,
24 employees were pursuing Bachelor's degrees and 122 were pursuing Master's degrees through this scholarship initiative.
Training Realization [404-1]
Description 2025 2024 2023
Training expenses (Rp million) 333,665 353,627 372,815
Total participants 62,329 74,416 59,323
Male 24,898 29,999 24,100
Female 37,431 44,417 35,223
Total training hours per year 898,169 1,156,101 1,183,950
Male 367,335 503,727 504,320
Female 530,834 652,374 679,630
Average training hours per employee per year 33.98 44,5 44,0
Male 35.7 48.8 47.8
Female 32.9 40.2 41.5
Employees and the Management Training based on Gender and Position Level
2025 2024 2023
Position Level
Male Female Male Female Male Female
Board of Commissioners 4 0 1 0 2 0
Director 10 2 10 2 7 2
Senior Manager 115 94 115 97 107 93
Middle Manager 2,324 3,028 2,297 2,917 2,196 2,785
Line Manager 2,768 5,270 2,680 5,109 2,628 4,886
Staff 4,773 7,277 4,821 7,551 5,117 8,062
Non-Staff 119 51 180 46 230 52
Total based on gender 10,113 15,722 10,104 15,722 10,287 15,880
Grand Total 25,835 25,826 26,167
Note: Data from internal training programs conducted by the Learning and Development Division.
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The Quantitative Business Impact of Employee Development
Program/Indicator Quantitative Impacts
Leadership Program • BCA's Leadership & Career Development Program is designed to ensure leadership succession
through a structured and grow-from-within approach. During 2025, approximately 2,526
employees participated in over 60 training cohorts, which saw a completion rate of more than
99%.
• 98.16% of leadership positions are filled internally.
• 1,679 innovation projects initiated by program participants.
• Customer Engagement Score of 4.78/5.00, reflecting leadership focused on service excellence.
Digital Transition • The UX & Design Thinking Program generated 23 projects focused on enhancing product quality
and customer experience, in partnership with the MICO BCA team.
• The Data Analytic Incubator Program yielded 28 AI/ML projects covering areas such as predictive
systems, business recommendations, Large Language Models (LLMs), and process efficiency
improvements.
• The Qliksense Training resulted in 22 dashboard projects designed to streamline business data
analysis, monitoring, and reporting.
• The Power Automate Desktop Training led to the creation of 226 projects aimed at automating
administrative tasks across various business units.
Cultivation of Work Culture Team Engagement Score 4.67/5.00 (2024), above the global benchmark (4.50).
Overarching Business Impact • Retention Rate: 61.4% of employees have more than 5 years of service, with turnover
decreasing from 4.86% (2022) to 3.4% (2025).
• Net Profit: Reached a record Rp57.6 trillion, supported by high-performing and reliable
employees.
Career Development Program [404-2]
BCA implements targeted and sustainable career development strategies and programs to strengthen sustainability in
developing future leaders. Each employee has an individual development plan tailored to their potential and competencies,
as part of efforts to prepare future leadership successors.
The tiered career development program that has been implemented consists of the Primary Development (Pratama) Program
for supervisor candidates, the Junior Manager Development 1 and 2 Programs for middle management, and the Intermediate
Manager Development Program for senior management, as well as the Principal Manager Development Program for general
management. All of these programs are designed to enhance critical soft competencies such as problem-solving & decision-
making, business improvement, and leadership & collaboration, equipping future leaders to grasp the strategic business
landscape, navigate challenges, and drive innovation that supports long-term sustainable performance.
Through this approach, 98.16% of leadership positions at BCA currently come from the company's internal resources,
demonstrating the effectiveness of a long-term talent development strategy that is integrated with the corporate culture.
Leadership Program [404-2]
BCA implements a leadership culture through the “BCA LEADER+” initiative, which is governed by Board of Directors Decree
No. 234/SK/DIR/2022, as part of its efforts to strengthen a leadership culture that is aligned with the company's values.
This guide serves as a reference for all BCA leaders in fostering adaptive, collaborative, and results-oriented leadership
characteristics, covering the 10 key characteristics of BCA leaders.
In 2025, BCA strengthened its leadership succession strategy by implementing two acceleration programs. The BCA Leader+
Accelerator was designed for newly promoted leaders, while the Advisory Program focused on internalizing the leadership
values of BCA LEADER+. Both programs facilitate the transfer of knowledge and experience from more experienced leaders
or top leaders to ensure solid leadership continuity at BCA. In addition, BCA also conducts BCA LEADER+ training and various
soft competency development programs such as Self Development, Change Management, and Leading Across Generations
to support the internalization of leadership characteristics at all levels of the organization.
As part of developing future leaders, high-potential employees also have the opportunity to participate in the BCA scholarship
program to pursue a master's degree at a reputable university, as a form of long-term investment in building outstanding
leadership talent.
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EMPLOYMENT MANAGEMENT Minimum Working Age and Working Hours
Policy
BCA consistently upholds responsible employment practices BCA is committed to maintaining ethical employment
across all areas of operation, covering permanent employees, practices in accordance with laws and regulations. Based
contract employees, and business partners. The responsible on CLA Article 7, paragraph 2, letter b, a minimum working
employment practices are realized through a fair and age has been set to ensure that there are no child workers
performance-based remuneration system, a work culture at BCA. In addition, regulations regarding working hours,
that support work-life balance, and a strict enforcement of rest periods, and annual leave entitlements are also clearly
the equality and non-discrimination principles. BCA believes stipulated to prevent forced labor and maintain a work-life
that an inclusive, healthy, and fair work environment is a key balance.
pillar in driving performance and collective growth.
BCA's working hours are set at five working days per week,
Employment Policy with eight working hours per day or a maximum of 40 hours
per week, from Monday to Friday, with operating hours from
Collective Labor Agreement (CLA) and 8:00 a.m. to 5:00 p.m. or 8:30 a.m. to 5:30 p.m., including a
Industrial Relations [2-30] one-hour break. BCA ensures that there is no forced labor
As a manifestation of its commitment to human rights and or modern slavery. All overtime work is performed with the
fair labor practices, BCA formalizes the terms of employment approval of a supervisor and is compensated in accordance
and the mutual rights and obligations between the Company, with the provisions of Articles 13, 14, 19, 20, and 21 of the
its employees, and the Labor Union within a Collective Labor Collective Labor Agreement (CLA). All overtime hours are
Agreement (CLA). systematically recorded, and 100% of overtime compensation
for 2025 that meets the criteria has been paid monthly along
The CLA encompasses a wide range of employment aspects, with salary payments.
including objective and fair performance appraisals, policies
on promotion and competency development, arrangements To support employee well-being and work flexibility, BCA
for working hours and leave, equitable remuneration, and the provides flexible working hours for eligible employees, as
guaranteed right to freedom of association. The scope of well as offering BCA Touchpoint as an alternative workspace
the CLA covers all (100%) permanent employees, while the outside the main office. Through the BCA Touchpoint
rights and obligations of contract workers are governed by app, employees can register, reserve a spot, and arrange
prevailing laws and regulations. collaboration and team coordination days.
BCA guarantees its employees the freedom to unionize, All BCA employees are entitled to fully paid leave. These
assemble, and openly express their aspirations. There are entitlements cover a range of circumstances, including
seven active labor unions at BCA. The largest of these by menstrual leave, maternity and paternity leave, miscarriage
membership is KOMNAS SP NIBA BCA, with 12,782 members, leave, and annual leave. Special permits are also granted for
representing 52.27% of the total permanent workforce, significant life events such as marriage, religious observances,
as of the latest verification in 2025. Labor unions act as and bereavement involving immediate family. Employees
Management partners in CLA negotiations and serve as a are required to take at least one block of five consecutive
communication forum between the company and employees workdays as part of their annual leave entitlement.
on labor-related issues. The CLA is drafted in accordance
with national regulations and international labor standards, Employee Engagement
and is updated every two years. The most recent round of BCA recognizes that employee engagement is one of the key
negotiations took place at the end of 2025 with the aim of factors in building a collaborative, healthy, and productive
formulating the BCA CLA for the 2026-2028 period. work environment. BCA is committed to implementing
this principle through a structured cyclical approach to
BCA regularly holds meetings with employee representatives systematically measure, understand, and improve employee
at least twice a year to discuss constructive input regarding engagement. This process centers on two main initiatives, the
the employee budget, salary increases, incentives, and other Team Engagement Survey and its follow-up program, Team
formal and informal non-routine meetings to maintain good Engagement Action Action Action (TEAAA).
partnership relations. The company voluntarily provides
financial and non-financial assistance to the Labor Union, This cycle begins with quantitative measurement of
such as lending rooms, providing transportation facilities, engagement every two years through a Team Engagement
and equipment to carry out Labor Union activities, such as Survey that includes 25 questions related to sense of
meetings, congresses, consultative meetings, and other belonging, job satisfaction, work purpose and internal
organizational activities. motivation, as well as employee happiness and well-being
levels. The latest survey was conducted in 2024, involving
23,449 employees (99% of the total eligible employees). The
survey results showed a score of 4.67 out of 5.00, reflecting
a stable level of engagement since 2022.
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The survey results are then transformed into tangible actions through the TEAAA BCA program, an initiative focused on
continuous improvement that empowers each leader and their respective team to analyze their specific survey results, identify
priorities, and design relevant improvement initiatives. This approach ensures that improvements are not merely top-down
directives but also grow organically from each work unit, strengthening collaboration and addressing specific challenges.
To ensure a genuine impact, the success of these initiatives is evaluated qualitatively, looking beyond performance metrics
to observe real changes in team dynamics.
The integrated process, linking large-scale quantitative measurements with localized qualitative actions, ensures that BCA's
commitment to employee engagement is consistently realized through concrete and sustainable improvements across the
organization.
Equal Opportunity and Diversity
Gender Equality
In 2025, BCA's employee composed of 38.9% men and 61.1% women. In managing its employees, BCA upholds the principles
of equality and diversity and has zero tolerance on any form of discrimination based on gender, ethnicity, religion, race, or
class. The application of these principles is supported by the BCA Code of Ethics, Collective Labor Agreement (CLA), Human
Rights Policy (Board of Directors Decree No. 214/SK/DIR/2021), and Respectful Workplace Policy (Board of Directors Decree
No. 038/SK/DIR/2025).
BCA also continues to promote the role of women in leadership, both at the managerial and executive levels. The current
corporate governance structure also reflects diversity in terms of gender, age, education, experience, and expertise, as a
manifestation of our commitment to inclusiveness and equal opportunities in the workplace. As of 2025, 61.6% of managerial
positions at BCA were held by women, exceeding the target of 35%.
Women's Representation
Position 2025 2024 2023
Total female employees 61.1% 61.1% 60.8%
Female employees at all management levels 61.6% 61.4% 61.1%
(including junior, middle, and top management)
Female employees at the junior management level 63.7% 63.6% 63.3%
Female employees at the top management level 38.5% 39.1% 37.7%
Female employees at the management level in 64.3% 64.5% 64.2%
revenue-generating functions
Female employees in positions related to STEM 25.4% 25.6% 24.9%
(Science, Technology, Engineering, and Mathematics)
Career Opportunities for People with Disabilities
As part of its commitment to human rights and the principle of inclusive diversity, BCA offers job opportunities for people
with disabilities, including individuals with physical impairments. By December 2025, BCA hired 29 outsourced workers with
disabilities in its Contact Center & Digital Services (HaloBCA) unit, which provides customer service. In addition to creating
equal employment opportunities, BCA also provides supporting facilities such as disability-friendly toilets, wheelchairs,
and elevators to ensure accessibility and comfort for all employees. This initiative reflects BCA's commitment to building an
inclusive and respectful work environment, while supporting the implementation of equal employment opportunity principles
in accordance with the applicable laws and regulations.
Employee Wellbeing [401-2]
Employee Benefit and Remuneration Policy [401-2]
BCA is committed to implementing a fair, competitive, and equitable remuneration framework as a key pillar in supporting
employee well-being and maintaining the company's competitiveness. BCA determines employee compensation and
remuneration based on job level and performance, upholding the principles of fairness and equality without discrimination
based on gender, ethnicity, race, religion, or social group. BCA is committed to ensuring that all employees, including those
at the lowest level, receive wages that are at least 49.73% higher compared to the Regional Minimum Wage (UMR/Upah
Minimum Regional) in DKI Jakarta and in accordance with applicable laws and regulations.
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BCA also regularly conducts annual benchmarking of its existing compensation structure against the market. The review is
conducted by participating in a banking industry salary survey organized by independent consultant, Willis Towers Watson
(WTW). This participation provides crucial market data and insights, which serve as a strategic basis to ensure that BCA's
remuneration package remains competitive in the Indonesian banking sector, as well as a benchmark to ensure that the wages
offered are adequate and sufficient above the current cost of living standards. The survey results, along with other factors
such as the minimum wage, inflation rate, and alignment with national labor cost management, are used as considerations
for determining the annual salary/wage scale stated in the Collective Labor Agreement (CLA).
BCA's remuneration package comprises of base salary, allowances, and cash bonuses, which include both performance-based
and tenure-based awards. The package also features an employee equity program, where parts of employees' bonuses are
given in the form of shares and vest after a three-year period. These incentives are designed to enhance employee motivation
and foster a long-term sense of ownership in the company.
Employee Remuneration Based on Employment Status
Type of Allowance Permanent Employees Contract Employees Trainee
Base Salary √ √ √
Allowance
Religious Holiday allowance √ √ √
Year-end allowance √ - √
Special Religious Holiday allowance √ - √
Functional allowance √ - -
Other allowances √ √ √
Bonus
Performance Bonus (Performance and Length of Service √ - -
Bonuses)
In realizing the principle of equal remuneration for work of equal value, BCA actively monitors and controls potential gender
pay gaps. BCA ensures that there are no differences in allowances and salaries between male and female employees (1:1 ratio).
An example of this commitment is the annual Periodic Salary Increase mechanism, which serves as a proactive monitoring
tool. This process is systematically designed to ensure objectivity, wherein the determination of salary increases for each
eligible employee is based purely on measurable individual performance and contribution evaluations, regardless of gender.
We thus ensure that the principle of equal remuneration is not only a policy, but also a practice consistently applied and
upheld at all levels of the organization.
Salary Comparison between Female and Male Employees
Permanent Employees Contract Employees
Position Level
Male Female Male Female
Staff 11,689,417 11,928,587 8,935,740 8,784,823
Non-Staff (non-managerial) 11,160,140 11,403,500 5,662,143 5,435,253
Data coverage (% of total employees) 48.4% 48.4% 48.4% 48.4%
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Wellbeing Program 3. Recreational facilities in the form of a recreation budget
As a core component of its commitment to employee well- coordinated in respective work units.
being, BCA offers a comprehensive Wellbeing program 4. Counseling services to support the employees' mental
structured around four key pillars: Career, Financial, Social, health.
and Physical & Mental Wellbeing. This holistic initiative is 5. Sports and arts facilities managed by the Sports, Arts, and
designed to foster a healthy work-life balance and support Hobbies Coordination Agency (BAKORSENI) to support
the long-term productivity and success of all employees. healthy lifestyle for employees.
6. Offering the MySaku app, a points-based system where
To support physical and mental health, BCA offers a range employees earn rewards for participating in wellness
of activities, including online health seminars, expert-led activities, redeemable for well-being-focused products
health talks, and on-site services like basic health screenings and services.
and medical check-ups (MCUs). Professional counseling 7. Providing lactation rooms for the comfort of female
services are also made available to all employees. In addition, employees during breastfeeding.
specialized programs are offered, such as the BCA Go weight 8. Flexible Benefit program for employees to exchange the
management program and posture screening days to address health portion of the benefits provided by the company
the ergonomic health of employees in sedentary roles. for other benefits that better suit their individual needs.
In the financial pillar, BCA provides flexible benefits for the Parental and Family Leave Entitlements [401-3]
purchase of medical equipment and additional insurance. All In line with the provisions of its Collective Labor Agreement
BCA branches have access to this wellbeing program, while (CLA), BCA provides comprehensive parental and family
activities are carried out at specific locations as needed. leave as one of its non-pay benefits. Female employees are
entitled to three months of maternity leave and, in the event
Other wellbeing programs that are already running include: of a medical miscarriage, are granted up to one and a half
1. Flexible working hours policy for employees at the Head months of leave. Male employees receive three working
Office from non-operational service work units. days of paternity leave following the birth of their child and
2. Working from BCA Touchpoint (official work locations four working days of leave in the event of their spouse's
outside the main office) for employees at the Head Office miscarriage. All of these leaves are provided in addition to
from non-operational customer service work units. an employee's annual leave entitlement, reflecting BCA's
commitment to supporting family well-being and promoting
a healthy work-life balance. BCA also offers a special family
care leave of three to five days for employees to support an
immediate family member requiring hospitalization.
Description 2025 2024 2023
Employees who are entitled to take maternity leave 13,582 13,975 14,347
- Female 8,702 8,904 9,051
- Male 4,880 5,071 5,296
Employees who take maternity leave 1,181 1,245 1,211
- Female 856 917 882
- Male 325 328 329
Employees who return after taking maternity leave 1,147 1,209 1,178
- Female 828 884 853
- Male 319 325 325
Percentage of employees returning to work 97.12% 97.11% 97.27%
Percentage of employees remaining employed after 12 months 96.86% 96.69% 96.43%
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RETIREMENT BENEFITS The policy is formulated with reference to human rights
standards, as well as the national and international labor
Retirement Training [404-2] regulations, and serves as a supplement to BCA's internal
BCA has established a maximum retirement age of 55, with Human Rights Policy. The implementation of the RWP covers all
various preparation programs to help employees transition forms of employment relationships and business interactions
productively. Employees aged 50 can participate in the involving BCA, including relationships between employees
Ring the Bell program, while those aged 54 are eligible (permanent, contract, outsourced, interns, or trainees),
for the Beautiful Life program. Both programs provide relationships with customers, and relationships with third
training on health, investment, financial management, and parties such as business partners, vendors, and suppliers.
entrepreneurial skills as provisions for post-retirement life. Any proven violations will be subject to sanctions, ranging
from disciplinary action to termination of employment, in
In addition, BCA continues to value the contributions of accordance with company regulations and applicable laws
employees who wish to continue working by providing post- and regulations.
retirement employment opportunities, such as acting as
representatives in the signing of credit agreements, providing Responsibility for implementing the RWP is divided according
guidance and sharing experiences with the next generation, to the governance structure and management levels, to
or contributing to learning activities as instructors, examiners, ensure that each role has responsibilities that are aligned with
mentors, or tutors. Retirees at the managerial level can its scope of duties. The BCA Board of Directors is responsible
also resume their roles as expert staff under the Board of for effectively implementing this policy through monitoring,
Commissioners, based on their needs and performance during evaluation, and periodic reviews, as well as making necessary
their service period. This initiative reflects BCA's commitment adjustments to maintain its relevance and effectiveness in
to ensuring the continuity of employees' careers and well- supporting a work environment that values each individual.
being even after retirement.
As a proactive measure for education and prevention, in
Pension Fund Program [201-3] 2025 BCA launched a mandatory e-learning program for all
BCA provides a company-sponsored Pension Fund program employees on Human Rights and Respectful Workplace. This
for its employees. Under this plan, employees contribute 3% initiative is designed to ensure that all employees understand
of their salary, which is complemented by a 5% contribution and uphold the principles of a work environment built on
from the company. The fund is professionally administered mutual respect, free from all forms of discrimination and
by the Bank Central Asia Pension Fund, and its total value is harassment.
disclosed in BCA's Annual Report.
Violence and Harassment Prevention
All employees are also enrolled in the national social security As a preventive and responsive measure to the issue of sexual
system, BPJS Ketenagakerjaan, which includes the Old- violence in the workplace, BCA issued Board of Directors
Age Security (JHT/Jaminan Hari Tua) and Pension Security Decree No. 076/SK/DIR/2024 on the Establishment of a Task
(JP/Jaminan Pensiun) programs. Contributions for the JHT Force for the Prevention and Handling of Sexual Violence in the
program are made by the company (3.7%) and the employee Workplace. Establishing this task force is a realization of BCA's
(2%), while JP contributions are made by the company (2%) commitment to follow up on the Minister of Manpower Decree
and the employee (1%). These contribution rates are set in No. 88 of 2023 concerning guidelines for the prevention and
accordance with government regulations. handling of sexual violence in the workplace. Through this
initiative, BCA strives to create a safe, comfortable, inclusive,
DECENT AND SAFE WORKING and free from all forms of sexual violence in the workplace.
ENVIRONMENT
Occupational Health and Safety
Respectful Workplace Policy (OHS) [403-1, 403-7, 403-8]
BCA is committed to creating a healthy, safe, productive, The safety and health of employees are always a priority
and mutually respectful work environment. BCA has zero for BCA. This is implemented through the Occupational
tolerance against any form of discrimination, harassment, Health and Safety Management System (OHSMS) Policy
or violence, whether sexual or non-sexual, as well as other and Procedures, established through Board of Directors
unethical behavior. As a concrete step, BCA has developed Decree No. 165/SK/DIR/2019 dated October 22, 2019 as
and implemented a Respectful Workplace Policy (RWP) to the main guideline for maintaining the safety and well-being
strengthen an inclusive, fair, and safe work culture across all of employees. This policy is formulated with reference to
lines of the organization. applicable laws and regulations and can be accessed through
BCA's official portal. In addition, employee protection is also
stipulated in the Collective Labor Agreement (CLA) in effect,
to ensure occupational health and safety (OHS) in order to
increase productivity.
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The implementation of the OHSMS is applied across all BCA entire work environment. BCA routinely reports its OHS
offices and is coordinated by the Occupational Health & activities and implementation every three months to the
Safety (OHS) Bureau, which is part of the Business Continuity DKI Jakarta Manpower, Transmigration, and Energy Agency
Management Sub-Division under the Risk Management (Disnakertransgi).
Division, and collaborates with the Logistics Division,
Human Capital Management Division, as well as the OHS Hazard Identification, Incident Investigation,
Implementation Team in Head Office and Regional/Branch and OHS Risk Prevention [403-2, 403-4, 403-7, 403-9]
Office work units. All stakeholders within the BCA environment BCA implements the Occupational Health and Safety
are encouraged to play an active role in preventing incidents Management System (OHSMS) to manage risks related to
and maintaining workplace safety. The OHS Bureau is work-related accidents and health issues in the workplace.
responsible for developing, implementing, and monitoring Through the OHS Bureau, BCA identifies occupational health
the OHSMS implementation throughout all BCA entities. and safety risks associated with physical, chemical, biological,
OHS performance evaluations and reports are submitted ergonomic, and psychosocial hazards, which are documented
annually to the Director who oversees the Risk Management in the Hazard Identification, Risk Assessment, and Determining
function, as a form of active oversight to ensure that policies Control (HIRADC) as a reference for determining control
are implemented effectively and sustainably. measures. The identification of these risks forms the basis
for the implementation of preventive actions carried out
This policy includes the company's main commitments to: in coordination with the Logistics & Building Management
1. Consultation and Participation of Workers: Actively Division and Security Officers to ensure office facilities
involving workers and management representatives, are maintained in safe conditions, free from technical
including through the Occupational Health and Safety damage, and supported by safety facilities such as light fire
Committee (P2K3) and the Emergency Response Team. extinguishers (APAR). As part of emergency preparedness,
2. Planning and Targets: Establishing priorities, action plans, BCA conducts regular fire and earthquake drills in office
and quantitative targets to mitigate and control operational buildings, supported by early warning alarm systems to
risks such as work-related accidents (KAK), occupational assist employees in responding to emergency situations.
diseases (PAK), and controlling the procurement process The implementation of OHS measures is monitored as part
for goods and services by considering OHS elements. of ongoing OHS management, including routine checks and
3. Continuous Improvement: Promoting continuous internal inspections of facilities and safety equipment to
improvement of OHS performance and the OHSMS support safe workplace conditions.
through certification, training for the firefighting team
and First Aid Officers (P3K), and online dissemination Furthermore, the Emergency Response Team from the
regarding OHS awareness in the workplace. relevant work unit is responsible for planning, training, and
testing emergency response procedures to ensure they are
understood by all employees, including outsourced personnel.
OHSMS Certification for Wisma The implementation of the OHSMS aims to create a safe,
BCA Foresta conducive, and productive work environment, as well as to
BCA obtained a Gold certification for its Occupational reduce employee absenteeism rates.
Health and Safety (OHS) Management System (OHSMS) in
accordance with Government Regulation No. 50 of 2012, BCA also has incident investigation and handling procedures
achieving a score of 90.16% with a "Satisfactory" rating. regulated in the OHSMS Procedure Manual. In the event of
an accident, the OHS Officer provides first aid and ensures
the victim receives further medical treatment and assistance
OHS Committee (P2K3) [403-4] with the insurance claim process. The Incident Investigation
As part of its commitment to creating a safe, healthy, Team is tasked with determining the cause, providing
and sustainable work environment, BCA has formed an recommendations for corrective action, and reporting the
the Occupational Health and Safety (OHS) Committee findings to the unit and management leaders. Throughout
(P2K3), which has been officially authorized by the Head 2025, BCA recorded no fatal workplace accidents.
of the relevant Provincial Manpower Agency (Disnaker) in
accordance with applicable laws and regulations. The P2K3 For employees in the expedition and courier fields,
plays a crucial role in assisting management to develop and BCA provides safety equipment such as SNI-standard
implement strategic OHS programs across all BCA work helmets, jackets, raincoats, and work bags, and provides
units. The team's organizational structure, responsibilities, reimbursement for the cost of obtaining or renewing a driver's
and working mechanisms are clearly defined in the OHSMS license (SIM), as a form of support for safety on the road.
Policy. The existence of the P2K3 not only ensures compliance
with national regulations but also contributes to building a
safe, healthy, and productive work culture throughout the
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Access to Health Facilities and Consultation EMPLOYMENT GRIEVANCES
[403-3, 403-4, 403-6, 403-10]
BCA recognizes that employee health plays a crucial role in Communication Channels and Grievance
maintaining productivity and work quality. Therefore, the Mechanisms for Employment Issues
company provides safe and proper health facilities, including BCA handles employment issues through grievance
BPJS Kesehatan (Social Security Administrator for Health), mechanisms and communication channels. In accordance
health insurance, psychological counseling services, and with Article 75 of the Collective Labor Agreement (CLA),
health education programs. All these facilities are managed the mechanism for resolving issues and complaints from
by the Human Capital Management (HCM) Division and can be employees related to employment relationships, working
utilized by employees and their families, including outpatient conditions, or employment conditions is recommended
and inpatient services, maternity care, dental and eye care, to begin with a discussion with the immediate superior.
laboratory examinations, and periodic health check-ups such Employees may also discuss matters further with the Business
as medical check-ups and pap smears. Partner team dedicated to each work unit or the Industrial
Relations team through the communication channels provided
As a preventive measure against occupational diseases (PAK), by management.
BCA ensures an ergonomic work environment by providing
standard-compliant chairs and desks, as well as education Employees who experience, witness, or become aware of
through videos, posters, and guides on stretching at the a violation are encouraged to use formal communication
workplace. Employees aged 40 and above are also entitled channels. These include the internal Halo SDM hotline
to an annual medical check-up (MCU) at BCA's partner health (6690000) and email (halo_sdm@bca.co.id), as well as the
facilities, as part of the company's commitment to long-term company's Whistleblowing System. For reporting specific
employee health and well-being. concerns such as ethical breaches or cases of sexual and
non-sexual harassment, the WBS serves as the designated
independent channel, which guarantees the confidentiality
of the reporter's identity, fairness, and non-retaliation.
Employee Absentee Rate Percentage
All reports received will be verified and followed up on
2025
1.2% according to procedures. BCA imposes strict sanctions for
any violations, ranging from warning letters to termination of
employment. This policy is in line with BCA's commitment to
2024
1.0%
creating a safe, inclusive work environment, that is free from
any form of discrimination or harassment.
2023
1.4%
As a preventive measure, BCA regularly conducts
dissemination and education regarding anti-discrimination,
anti-harassment, and professional work ethics policies.
OHS Communication and Training [403-5]
OHS awareness is the responsibility of all employees. BCA Complaint Handling and
consistently enhances employee awareness of OHS through Escalation Procedure
online socialization, e-learning, and in-person training for BCA has a comprehensive reporting system to handle
the Emergency Response Team and First Aid Officers. This various forms of employment complaints, including cases
training aims to ensure that all employees understand OHS of discrimination, harassment, and other work ethic violations.
procedures, are able to identify potential hazards, and can All reports received through Halo SDM, the Whistleblowing
take preventive actions independently. System (WBS), or other internal channels will be verified and,
if further action is required, escalated to the the Personnel
Furthermore, BCA actively promotes a healthy lifestyle Settlement Committee KPKK/Komite Pertimbangan Kasus
and mental balance through various programs managed by Kepegawaian.
Coordination Board for Sports, Arts, and Hobbies (BAKORSENI),
including sports activities and health campaigns. In 2025, BCA This committee is under the supervision of the Board of
organized a series of health education sessions with topics Directors and is led by the Head of the Human Capital
such as "Behind an Upright Body, There's a Struggling Spine," Management (HCM) Division. The KPKK provides independent
"Unlocking the Secrets of Healthy Living," and "Cervical recommendations to the Board of Directors in resolving cases
Cancer," which is also part of the Healthy and Productive based on the principles of fairness, equality, and objectivity,
Female Workers Movement (GP2SP), as part of the company's including examining violations or misconduct committed by
effort to create a healthy and productive work environment. employees.
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Building Harmony And Equality
HUMAN RIGHTS POLICY AND COMMITMENT
BCA is committed to respecting human rights in accordance with international standards, including the Universal Declaration
of Human Rights (UDHR), UN Guiding Principles on Business and Human Rights (UNGP), International Bill of Rights, and
Fundamental Conventions of the International Labor Organization (ILO). BCA has a Human Rights Policy that applies to all
operational activities (employees, direct activities, and products/services), as well as suppliers and business partners. This
policy provides guidance and expectations for the protection of human rights and aims to reduce the impact of human rights
violations. BCA's human rights policy is publicly accessible on the company's official website as a form of transparency and
accountability through the link https://bca.id/humanrights
The scope and context of BCA's human rights policy, including its commitment to preventing human rights violations, includes:
1. Human trafficking
2. Forced labor
3. Child labor
4. Freedom of association
5. The right to collective bargaining
6. Equal remuneration
7. Discrimination
8. Right to privacy protection
As a concrete manifestation of the company's commitment to create a safe, inclusive, and respectful workplace environment,
BCA conducted communication and training programs for all levels of the organization, including training for the Board of
Directors, Commissioners, and Executive Committees. In 2025, BCA provided mandatory human rights e-learning based
training for all employees to be completed within one year of its release. By December 2025, a total of 34,669 or 95% of
employees have fulfilled the passing grade in the training.
HUMAN RIGHTS DUE DILIGENCE
BCA conducted Human Rights Due Diligence (HRDD) process to identify and assess potential impacts and risks relating to
human rights at least every three years, or whenever there are significant changes to the company's operations.
The HRDD developed and implemented in accordance with the UN Guiding Principles on Business and Human Rights (UNGPs)
and globally recognized Human Rights Due Diligence practices.
BCA ensures that all business activities and relationships, including those in the supply chain, are conducted with respect for
individual rights and in support of responsible business practices. The HRDD process is carried out in a structured manner with
the following key stages: identification of human rights risks, prioritization, mitigation measures, monitoring, and reporting
of results.
1. Human Rights Risk Identification
The first stage of HRDD is conducted by identifying business areas and working relationships that have the potential to
impact human rights, either directly or indirectly. This analysis covers actual and potential risks, taking into account the
characteristics of the banking industry, national conditions, and stakeholder expectations.
In this process, BCA utilizes internal data, audit reports, publications, and external references related to human rights
violations in the financial sector, both at the national and global levels. BCA also maps the most affected stakeholders,
such as internal workers, suppliers, debtors, and financial service users, to ensure more targeted mitigation measures. This
approach enables BCA to identify risks early on, strengthen internal controls, and reinforce its commitment to protecting
human rights across the company's value chain.
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Identification of Human Rights Risks to Stakeholder Groups
Stakeholder Group Vulnerable Group Actual and Potential Risk of Violation
• BCA Employees • Women • Forced labor
• Customers • Children • Human trafficking
• Employees of business partners, • Third party employees • Child labor
suppliers, and vendors • Persons with disabilities • Freedom of association
• Debtor employees • Pregnant women • Right to collective bargaining
• Investors and shareholders • Elderly • Discrimination
• Local communities • The right to health
• The right to safety at work
• The right to an adequate standard of
living
2. Risk Priority Assessment HUMAN RIGHTS ASSESSMENT
After risks have been identified, BCA assesses their
severity and likelihood using a heat map (5x5) matrix As part of the implementation of the National Strategy on
approach. This process covers all of BCA's operational Business and Human Rights (Stranas BHAM) under Presidential
activities, value chains, and new business relationships Regulation No. 60 of 2023 and the UNGPs, BCA continues to
(mergers and acquisitions). The mapping of risk priorities strengthen its human rights risk assessment and management
for identified issues is reviewed systematically and mechanisms across all business lines, operations, and value
periodically to ensure a more accurate assessment chains. Since 2021, assessments have been conducted at
according to current conditions. Based on the mapping least every three years to identify and reduce potential human
results, three main risks are prioritized for human rights rights violations, including forced labor, discrimination, and
management at BCA, namely: abuse of workers. The last human right assessment conducted
a. Risks of privacy and data security breaches involving in 2024. The evaluations including identifying, assessing,
employees and customers, in line with the increasing preventing, and mitigating potential human rights violations
digitalization of financial services. in 100% of operational areas, covering the employment,
b. Risks of worker rights violations or modern slavery procurement, and financing activities.
among suppliers, including potential forced labor,
discrimination, and poor working conditions. The human rights assessment of customers and vendors
c. Risks of worker rights violations among debtors, aims to avoid company's direct or indirect involvement in
such as child labor, harassment, discrimination, or activities that violate human rights, such as human trafficking,
inadequate wages, in the financing sector supported forced labor, and child labor. This assessment also aims to
by BCA. pay attention to the company's business risks related to
human rights violations and make every effort to prevent
These three risks are considered to have a significant and minimize human rights related risks that may occur.
potential impact on reputation, public trust, and business
sustainability. Therefore, BCA has established a mitigation The results of the human rights assessment identified that
plan that includes regular training for employees and company's operational areas are exposed to potential
partners, strengthening supplier screening, and applying human rights risks at varying levels of potential severity and
sustainability criteria in the financing process. likelihood depending on the risk event, stakeholders, number
of vulnerable groups, and business activities undertaken.
3. Monitoring and Evaluation
BCA regularly monitors the effectiveness of human rights Human Rights Mitigation and Remediation
risk management through reporting to management and BCA ensures that preventive and corrective measures are
annual internal evaluations. The results of the assessment taken to prevent human rights violations and minimize any
are used to adjust sustainability strategies and HR policies, negative impact on human rights that may arise from business
as well as to provide input for the improvement of the SFAP activities, either directly or indirectly.
and ESG management framework. BCA is also committed
to increasing transparency in the disclosure of human
rights issues, including reporting on due diligence results,
case follow-ups, and achievements in human rights-
related training in the next sustainability report.
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1. Risk Prioritization and Mitigation
BCA prioritizes three main risk groups based on the results of its human rights due diligence: (1) the privacy rights of
employees and customers, (2) the rights of employees in the supply chain, and (3) the rights of debtors’ employees.
Mitigation measures are implemented systematically to reduce potential violations and strengthen human rights-based
governance.
a. Employee & Customer Privacy:
The risk of personal data misuse is anticipated through data protection training, information security education, and
the implementation of non-disclosure agreements (NDA) and procurement policies that guarantee data security in
the entire supply chain.
b. Supply Chain & Workers:
Potential violations of workers' rights and improper working practices in the supply chain are addressed by developing
sustainable procurement guidelines that include mandatory human rights clauses for suppliers.
c. Debtors & Financing:
To prevent the risk of human rights violations from financing activities, BCA implements ESG-based credit assessment
guidelines, ensures that debtors apply fair employment standards, and conducts regular dissemination related to
social and environmental responsibility.
2. Complaints and Communication
BCA provides an official complaint channel through the Whistleblowing System to report risks and alleged violations of
human rights, which can be accessed by all stakeholders, including employees, customers, business partners, and other
parties. All reports are guaranteed to be confidential and handled professionally in accordance with applicable procedures.
BCA's Whistleblowing System can be accessed via the link https://bca.id/form-whistleblowing
3. Remediation
BCA maintains effective monitoring and evaluation through internal and external control mechanisms, including establishing
clear indicators and systematic data collection, with responsibilities assigned for each operational activity across all
work units.
Reports of alleged human rights violations are reviewed by the Anti-Fraud Bureau in accordance with the complaint
handling mechanism. Investigations are conducted to assess the severity and determine remedial measures for the
affected parties. BCA is committed to taking structured corrective and remedial actions, such as issuing a formal apology
to the affected individuals and the public, providing adequate and fair compensation, both financial and non-financial,
as well as legal remedies.
All reports accompanied by relevant evidence are thoroughly investigated. If validated, appropriate sanctions are imposed
in accordance with applicable regulations and internal mechanisms.
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Building a Sustainability Culture
CARBON FOOTPRINT CONTROL
To strengthen its climate resilience, BCA undertakes various initiatives to foster environmentally friendly banking operations,
involving all employees as agent of change. These efforts focus on reducing the carbon footprint generated from operational
and business activities. This commitment is supported by the implementation of an internal Environmental Policy as stipulated
in Board of Directors Decree Number 179/SK/DIR/2021.
BCA's environmental stewardship extends beyond its internal operations to involve stakeholders across the company's value
chain. A culture of sustainability has become part of the collective responsibility of all BCA personnel, which is embodied
in the spirit of #BCAforSustainability. BCA's focus includes the development of sustainable digital banking products and
solutions, waste management and recycling initiatives, the construction of environmentally friendly buildings, and biodiversity
conservation as a tangible contribution to climate change mitigation and preserving the earth for future generations.
Operational Emissions Inventory [305-1, 305-2, 305-3]
BCA continuously collects, calculates, compiles, and monitors greenhouse gas (GHG) emissions data to ensure the quality
and consistency of reporting on the company's emission reduction performance. This inventory process adheres to the
Greenhouse Gas (GHG) Protocol and the Indonesian Green Calculator (Kalkulator Hijau Bank Indonesia) issued by Bank Indonesia.
Scope 1 Emissions Scope 2 Emissions Scope 3 Emissions
Measured on owned and controlled Derived from electricity consumption Measured from the value chain activities
sources of the company, with emission across the entire office network, utilizing not directly controlled by the company,
factors from: emission factors and GWP sourced from with emission factors based of:
• Kalkulator Hijau Bank Indonesia Kalkulator Hijau Bank Indonesia and • DEFRA 2023
• IPCC Guidelines AR 6 electricity producers' report. • US EPA Supply Chain v1.2
• Kalkulator Hijau Bank Indonesia
Operational GHG Emissions [305-1, 305-2, 305-3]
GHG Emissions (tCO2e) 2025 2024 2023
Scope 1
Stationary combustion 1,813 857 848
Mobile combustion 11 10 6
Fugitive emissions 4,208 4,430 4,641
Total 6,032 5,297 5,495
Scope 2
Purchased electricity 147,851 144,972 136,269
Scope 3
Category 1. Purchased goods and services 67,667 81,065 60,544
Category 2. Capital goods 6,793 59,455 41,051
Category 3. Fuel- and energy-related activities not included in scope 22,451 21,903 20,383
1 or scope 2
Category 5. Waste generated in operations 2,321 2,366 2,323
Category 6. Business travel 9,854 11,867 10,493
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GHG Emissions (tCO2e) 2025 2024 2023
Category 8. Upstream leased assets 34,491 35,593 40,761
Category 12. End-of-life treatment of sold products 607 667 667
Total 144.184 212,916 176,221
Total GHG Emissions (Scope 1 + 2 + 3) 298,067 363,185 317,985
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2023 and 2024 are restated with the actual figures for those year
Operational Emissions Intensity Scope 1 & 2
Description 2025 2024 2023
Scope 1 + 2 Emissions (tCO2e) 153,883 150,269 141,764
Emissions Intensity (tCO2e/IDR billion operating revenue) 1.37 1.39 1.44
Change in Emissions Intensity (YoY, %) 0.98 3.58 10.82
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2023 and 2024 are restated with the actual figures for those year
Financed Emissions Inventory [305-1,305-2, 305-3] [FN-CB-410b.1, FN-CB-410b.3, FN-CB-410b.4]
As part of the Company's sustainability commitment, BCA is expanding the scope of its GHG emissions inventory coverage
to capture emissions from 100% of its productive loan portfolio. The quantification of the financed emission is a strategic
action to identify, measure, and manage transition-related opportunities within the company's credit portfolio. The inventory
process is conducted in alignment with the OJK's Climate Risk Management & Scenario Analysis (CRMS) guidelines and by
adopting a globally recognized methodology, the Partnership for Carbon Accounting Financials (PCAF). In compliance with
PCAF standards, the measurement is tailored to the availability and quality of data per sector, utilizing data obtained from
debtors and credible secondary data sources. This ensures that the methodology applied is structured, consistent, and
internationally comparable.
In 2024, BCA's total financed GHG emissions amounted to 37.43 million tCO2e. This figure reflects 100% of the Company's
productive credit portfolio, a significant increase from the 50% coverage in 2023. This expansion in scope, methodology,
and reporting is part of the phased implementation in accordance with the OJK's CRMS guidelines. Furthermore, the
emission intensity is measured based on the outstanding loan value per sector, which serves as an indicator to assess the
risks and opportunities of carbon transition from financing activities. BCA also continues to strengthen its due diligence and
environmental-social risk assessment processes for corporate customers as a mitigation measure to encourage sustainable
financing and support the transition to a low-carbon economy.
GHG Emission from BCA's Financial Activities
2024 2023
Antasena Sector
Absolute Emission Emission Intensity Absolute Emission Emission Intensity
(million tCO2e) (tCO2e/Rp million) (million tCO2e) (tCO2e/Rp million)
Agriculture, Forestry, and Fisheries 2.45 0.07 2.06 0.06
Mining and Quarrying 4.61 0.17 1.73 0.11
Procurement of Electricity, Gas, Steam/ 0.60 0.02 0.40 0.03
Hot Water, and Cold Air
Construction 0.74 0.02 0.62 0.02
Transportation and Warehousing 1.41 0.04 0.81 0.03
Processing Industry 22.49 0.12 23.28 0.13
Others 5.13 0.02 - -
Total 37.43 0.05 28.90 0.10
Note:
Emission intensity was calculated based on the outstanding of each financing sector, in accordance with the Partnership for Carbon Accounting Financials (PCAF) methodology.
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Supporting Indonesia's 2060 NZE Target ENVIRONMENTALLY FRIENDLY
BCA recognizes the strategic role of banking in the transition OPERATIONAL PRACTICES
to a low-carbon economy. Aligned with the Indonesian
government's target of achieving Net Zero Emissions (NZE) Digital Technology Optimization
by 2060 or sooner, BCA continuously strives to align the BCA continues to strengthen its digital capabilities to
Company's operational and business strategies with low- accelerate adaptive and sustainable banking transformation.
carbon principles. The company is undertaking a gradual By 2025, 99.8% of customer transactions were conducted
and comprehensive decarbonization journey, begins with through digital channels, marking a significant shift towards
managing emissions from its internal operations while seamless service. Various digital innovations continue to
simultaneously promoting transition awareness within its be developed by BCA to enhance customer comfort and
financing portfolio. All these measures are guided by a security in conducting transaction by adding features such
quantifiable roadmap designed to contribute to the global as OTP code sending settings for online transactions, myBCA
effort of mitigating global warming. Keyboard, QRIS Tap accessible through the NFC Pay menu,
and protection features in myBCA. BCA has also optimized
Key Strategies for Operational and Portfolio service accessibility by launching myBCA on smartwatches
Decarbonization for the convenience of customers in their daily activities. The
1. Energy Efficiency Optimization & Digitalization NFC Pay feature is also available on smartwatches, providing a
BCA strengthens its low-carbon operations with strict more practical and modern payment alternative. The reliability
energy efficiency standards. This include setting targets of BCA's digital system has also driven customer growth to
for Energy Consumption Intensity ECI) to support the 34.3 million (increased by 4% YoY) with an average of 114.8
company's long-term goals and applying a Power million transactions per day (increased by 17% YoY).
Usage Effectiveness (PUE) target for its data centers.
These measure are further enhanced by a transition to Digital transformation is not only applied to customer services,
environmentally friendly cooling systems and accelerated but also to internal work processes through the adoption of
digitalization to minimize material waste. the digital workplace concept. BCA implements technologies
2. Gradual Utilization of Renewable Energy such as digital approval mechanisms for internal purposes,
As a tangible step towards environmentally friendly work-from-hub policy, an IT Hub, and shared desks to increase
operations, BCA is deploying clean energy directly in work flexibility, optimize resource efficiency, and reduce
BCA offices and buildings. The installation of solar panels paper usage. Besides, cross-unit collaboration is strengthened
is prioritized based on the Company's internal strategy, through a shared services model with subsidiaries, which
dependent on infrastructure readiness and applicable improves operational effectiveness and strengthens synergy
regulations. within the BCA ecosystem.
3. Low Carbon Financing Portfolio Transition
BCA recognizes that emissions from financed activities are Responsible Energy Usage
an important part of the banking sector's carbon footprint. As part of its commitment to efficient and responsible use
Therefore, BCA emphasizes the importance of a dialogue of resources, BCA continues to improve energy efficiency
and education approach. BCA proactively encourages across its entire operational network. Despite an increase in
debtors, especially those in the priority sectors, to begin total electricity consumption in 2025 due to the expansion of
developing low-carbon business transition plans and its office network and digital services, BCA has managed to
discuss financing solutions that support climate mitigation. reduce its electricity consumption intensity to the “Efficient”
4. Transparency in Climate Reporting and Governance category based on the Indonesian National Standard (SNI)
The implementation of this decarbonization strategy is 03-6196-2000 standard on Energy Consumption Intensity
overseen by the Director of Finance and Planning, with in Buildings in Indonesia.
progress on decarbonization and efficiency reported
annually in accordance with POJK standards, monitored BCA implements various integrated initiatives to improve
through the ESG Dashboard to measure emissions and the energy efficiency and reduce carbon emissions. These efforts
effectiveness of environmental initiatives in a measured include the gradual replacement of air conditioners R32-type
and sustainable manner. units, which are more energy efficient, across all branch
offices, regularly monitoring Energy Consumption Intensity
(IKE), and optimizing cooling systems in data centers.
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Furthermore, BCA replaces conventional lights with LED lights and implements smart building system to reduce electricity
load. The commitment to sustainability is also demonstrated through consistent participation in Earth Hour since 2020, the use
of solar panels in a number of operational buildings, and the addition of a fleet of hybrid vehicles to support environmentally
friendly mobility. All of these measures are part of BCA's efforts to support the transition to low-carbon banking operations,
without compromising service quality or business growth.
Energy Intensity of Electricity based on Building Area [302-1, 302-3]
Description 2025 2024 2023
Total electricity consumption (kWh) 193,043,553 188,477,499 172,492,313
Building area (m²) 1,473,663 1,269,905 1,122,130
Energy consumption intensity per room area (kWh/m²) 131 148 154
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2024 are restated with the actual figures for that year.
Energy Intensity of Electricity based on Number of Employees [302-1, 302-3]
Description 2025 2024 2023
Total electricity consumption (kWh) 193,043,553 188,477,499 172,492,313
Number of employees 26,435 26,532 26,915
Intensity of energy use per employee (kWh/employee) 7,303 7,104 6,409
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2024 are restated with the actual figures for that year.
Energy Intensity of Electricity Based on Number of Transactions [302-1, 302-3]
Description 2025 2024 2023
Total electricity consumption (kWh) 193,043,553 188,477,499 172,492,313
Number of transactions (million) 41,973 36,016 29,888
Intensity of energy use per transaction (kWh/number of 0.0046 0.0052 0.0058
transactions)
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2024 are restated with the actual figures for that year.
Fuel Consumption for Company Operations [302-1]
Description 2025 2024
Fuel consumption (liter gasoline) 690,992 856,282
Fuel consumption (liter diesel fuel) 341,774 478,481
Total fuel consumption (liter) 1,032,766 1,334,763
Note:
The 2025 calculation is annualized based on January-September 2025 data, while 2024 are restated with the actual figures for that year.
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Solar Panels
51 1,308 MWh
BCA office buildings utilize Renewable energy utilized
solar panels during 2025
1,413 kWp 1,033 tCO e 2
The total peak capacity of all Potential emission avoidance
solar panels at BCA from renewable energy
utilization
Note:
Utilization of renewable energy during January–September 2025.
Fuel Efficiency for a Sustainable Supply Chain
In an effort to build more sustainable operations, BCA aims to reduce its dependence on fossil fuels and improve
efficiency in document delivery logistics. For this reason, BCA partners with one of transportation service providers
that offer innovative services to reduce carbon footprints. The impact of this collaboration is reflected in the use of
sustainable aviation fuel (SAF), reaching 43.1% of total shipments by air with associated transport service partners
in 2025. Furthermore, BCA prioritized efficient route selection and the use of environmentally friendly vehicles for
land transportation. Through this collaboration, BCA has the potential to reduce 10,501 kgCO2e emissions in 2025.
Responsible Water Usage [303-1, 303-2]
To support efficient and sustainable operations, BCA sources clean water from the Local Water Supply Utility (PDAM) and
local water providers in each operational area. Water is used wisely through routine maintenance of installations, the use of
water-saving faucets and eco-washers, as well as the installation of rain harvesting tanks in several buildings. In addition,
BCA consistently carries out water conservation campaigns to raise employee awareness of water resource conservation.
As part of its environmental responsibility, BCA also operates sewage treatment plants (STP) in a number of buildings under
its direct management. The treated water is reused for secondary purposes, such as watering plants and flushing toilets,
while the domestic waste produced meets environmental quality standards and does not contain hazardous substances.
Throughout 2025, there were no incidents of spills, leaks, or contamination of waste water, chemicals, or hazardous liquid
waste in BCA's operational areas.
2025 2024 2023
Water Consumption
(m3) 271,744 307,377 403,748
Note:
Water usage data for 2025 is annualized based on January-September 2025 data, covering 64% of BCA office buildings. Meanwhile, data for 2024 is restated based on actual data for
that year, covering 70% of BCA office buildings, and data for 2023 covers 62% of BCA office buildings.
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Green Buildings
BCA is committed to operating green buildings. A concrete
proof of this commitment is the achievement of the Wisma
BCA Foresta building in becoming the first building in Indonesia
to receive the Green Mark Super Low Energy Building
certification from the Building and Construction Authority
of Singapore in 2024. At the national level, this commitment
is demonstrated by earning the Platinum-level Greenship
certification for the BSB Semarang Building from the Green
Building Council Indonesia (GBCI) in the same year. The building
has implemented modern and environmentally friendly
technologies such as a building automation system (BAS),
water-cooled chillers, double low-e glass, CO & CO₂ sensors,
natural lighting optimization, energy-efficient elevator
systems (VVVF), internal staircases, open workspaces, and
public electric vehicle charging station (SPKLU).
Environmentally Friendly Building
As part of its commitment to reducing emissions and supporting adaptation to climate change, BCA continues to expand
the application of green building concepts across its entire operational network. By the end of 2025, 82 office buildings had
implemented environmentally friendly principles through various energy efficiency and resource conservation features,
such as the use of LED lighting, automatic air conditioning and lighting systems, more environmentally friendly R32 air
conditioners, solar panels, waste recycling systems, and the use of high-efficiency water-cooled chillers. In addition, BCA
also provides portable tap water to reduce bottled water consumption, public electric vehicle charging station (SPKLU),
as well as sewage treatment plant (STP) and rain harvest tank facilities in several buildings. Monitoring of electricity, water,
and refrigerant consumption is carried out regularly using an energy dashboard that can be monitored by all branch offices
and relevant head office work units.
Operational Waste Management [306-1, 306-2, 306-3, 306-4]
Through the BCA Daur Harapan program, BCA continuously implements various waste management initiatives to minimize
negative impacts. One of these initiatives is regulated in Circular Letter No. 037/SE/POL/2025 dated January 31, 2025 which
stipulates that all fixed assets that cannot be reused or are fully depreciated must be assessed for their recycling potential.
Throughout 2025, BCA collaborated with various local partners in recycling activities, aiming to reduce waste ending up
in the landfill (TPA) while supporting local economic empowerment. In addition, this initiative also had a positive impact on
social aspects through the distribution of economic value from waste management to the Bakti BCA Foundation to support
the educational scholarships for children of BCA employees in need.
As part of its operational activities, BCA generates various types of waste, including domestic waste and electronic waste
from devices that are no longer in use. In managing domestic waste, BCA carries out a program to sort and recycle domestic
waste in a number of locations. The next process is the management of waste into useful products such as recycled paper,
recycled plastic pellets, and compost. Moreover, BCA also actively identifies waste that has the potential to have a significant
impact, such as hazardous waste (B3), and implements appropriate mitigation measures to ensure safe and responsible
waste management.
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BCA's Operational Waste Achievement in 2025
Total Waste Managed Emission Avoidance Scholarship Value Generated
from Waste Management
656.8 ton 1,047 tCO2e Rp356.9 million
392.9 ton 9.1 ton
Archived Paper Waste ATM and ID Card Waste
116.7 ton 8.4 ton
Types of Waste Inorganic Waste Building Materials Waste
managed
55.8 ton 5.2 ton
ATM Cartridge Waste Organic Waste
53.5 ton 5.0 ton
Plastic Money Wrapper Waste Electronic and Hard Disk Waste
10.1 ton 0.1 ton
EDC Machines and KeyBCA Hazardous Waste (B3)
Token Waste
Initiatives to Increase Green Lifestyle Awareness
BCA continuously implements awareness raising programs for both customers and employees to encourage active participation
in the application of sustainability practices.
BCA EXPO 2025 Potential carbon
avoidance of
8.5 ton of three days' waste was fully managed 17.7 tCO₂e
BCA introduces a waste‑sorting initiative through the provision of waste stations to encourage Reduction of landfill area
visitors to sort their waste according to its type, as well as waste educators who educate usage of
visitors about waste sorting and the overall waste management process.
26 m3
CALENDAR RECYCLING Watch the story GREEN CHAMPION PROGRAM
PROGRAM GREEN CHAMPION
PROGRAM
8.5 ton 70.7 ton
A household waste recycling program for BCA employees, in which
Through the expired calendar management program, BCA encourages employees sort their waste, submit a pickup request, and the waste
customers and employees to collect calendars for recycling, where is then collected by a vendor for proper processing to prevent it
they are processed into paper pulp and repurposed. from ending up in the landfill.
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04
Social
Value Creation
Page 99
Bakti BCA
BAKTI BCA PROGRAM
As part of its commitment to sustainable development, BCA runs community assistance programs to promote sustainable
independence under the Bakti BCA program. Through Bakti BCA, BCA has launched initiatives to create shared value (CSV) for
the community in various strategic programs that focus on improving the quality of individual lives, community empowerment,
and ecosystem preservation. The implementation of the Bakti BCA program is divided into three main pillars:
1. Bakti program for Individual Empowerment: improving the quality and competitiveness of Human Resources through
educational services (Bakti Pendidikan) and health services (Bakti Kesehatan).
2. Bakti program for Community Empowerment: improving the economic welfare of communities through Bakti BCA Villages
and MSMEs, as well as Bakti Budaya.
3. Bakti program for Ecosystem Preservation: preserving the environment through Bakti Lingkungan.
BCA believes that empowered individuals are the foundation of strong and resilient communities, which in turn are capable
of making tangible contributions to environmental sustainability and ecological balance. This approach creates a virtuous
circle, a self-reinforcing cycle where social well-being, economic empowerment, and environmental stewardship drive one
another forward. Through its Bakti BCA program, BCA strives to create lasting value that extends beyond its core business
operations, aiming to generate a broader positive impact on sustainable development in Indonesia.
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S o c i a l V a l u e C r e a t i o n
Genera-Z Berbakti
BCA, through the Corporate Communication & Social Responsibility Division, strengthens its image as a key contributor
to sustainable development by communicating the Bakti BCA program through an integrated storytelling strategy
across various media channels. Bringing this strategy to life, in 2025 BCA launched its flagship program, “Genera-Z
Berbakti,” focused on youth empowerment.
The program is structured as a 'call for proposals', inviting university students nationwide to submit innovative
community development ideas to be implemented during an immersive field program at a designated Bakti BCA
Village. Proposals were required to align with five key sustainability pillars: sustainable tourism & MSMEs, education,
health, environment, and culture. Following a rigorous evaluation by an expert panel, four winning teams with the
most impactful proposals were selected to receive funding and intensive mentorship from Bakti BCA. Through this
initiative, BCA provides a platform for the next generation to put their knowledge into practice and contribute directly
to community advancement.
Further information about this program can be found at the following link: https://bca.id/genzjuara
1 2 3
4 5 6
1) Genera-Z Berbakti Judging.
2) Briefing for Genera-Z Berbakti winners prior to their service in the village.
3) Sharing Session and final service report from Genera-Z Berbakti winning students.
4) Implementation of Tsunami Detection Tools by UNILA Students in Bakti BCA Village - Kiluan Village.
5) Genera-Z Berbakti winners announcement.
6) Education on the Local Rainfall Prediction Tool (SiCuhal) by UI Students to Residents of Wonokitri Village, East Java (Bakti BCA Village).
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Bakti Pendidikan
Through Bakti BCA various educational programs are carried out to expand access to knowledge, skills, and competency
development. This initiative not only focuses on improving academic capacity but also builds character and financial literacy
among the community to better prepare them for future economic challenges.
Distribution of Bakti Pendidikan Programs in 2025
Bakti BCA Scholarship 2025 Bakti BCA Schools 2025 Financial Literacy 2025
1. North Sumatra 1. Bengkulu 1. North Sumatra
Universitas Sumatra Utara SDN 61 Kota Bengkulu 2. Riau
2. West Sumatra 2. Bengkulu 3. Riau Island
Universitas Andalas SDN 73 Kota Bengkulu 4. West Sumatra
3. South Sumatra 3. Bengkulu 5. Jambi
Universitas Sriwijaya SDN 40 Kota Bengkulu 6. South Sumatra
4. DK Jakarta 4. Bengkulu 7. Lampung
Universitas Indonesia SDN 36 Kota Bengkulu 8. Bangka Belitung Island
5. DK Jakarta 5. East Kalimantan 9. Bengkulu
Universitas Nahdlatul Ulama Indonesia SMAN 3 Penajam Paser Utara 10. Lampung
6. West Java 6. East Nusa Tenggara 11. Banten
Institut Teknologi Bandung SD Inpres Nunumeu 12. DK Jakarta
7. West Java 7. East Nusa Tenggara 13. West Java
Universitas Padjadjaran SD Inpres Oebesa 14. Central Java
8. West Java 8. East Nusa Tenggara 15. DI Yogyakarta
IPB University SD Katolik Yaswari V Soe 16. East Java
9. Central Java 9. East Nusa Tenggara 17. Bali
Universitas Diponegoro SD Inpres Soe 18. West Nusa Tenggara
10. DI Yogyakarta 10. Southwest Papua 19. East Nusa Tenggara
Universitas Gadjah Mada SDN 35 Kota Sorong 20. West Kalimantan
11. East Java 11. Southwest Papua 21. North Kalimantan
Institut Teknologi Sepuluh Nopember SDN 22 Kota Sorong 22. Central Kalimantan
12. East Java 12. Southwest Papua 23. South Kalimantan
Universitas Airlangga SDN 13 Kota Sorong 24. East Kalimantan
13. East Java 25. West Sulawesi
Universitas Brawijaya 26. North Sulawesi
14. East Java BCA Berbagi Ilmu 2025 27. Central Sulawesi
Universitas Muhammadiyah Malang 28. Southeast Sulawesi
15. Bali 29. South Sulawesi
Universitas Udayana 1. West Sumatra 30. Gorontalo
16. West Kalimantan Universitas Andalas 31. Maluku
Universitas Tanjungpura 2. Banten 32. North Maluku
17. East Kalimantan Universitas Multimedia Nusantara 33. Papua
Universitas Mulawarman 3. DK Jakarta 34. South Papua
18. North Sulawesi Universitas Indonesia 35. Southwest Papua
Universitas Sam Ratulangi 4. West Java
19. South Sulawesi IPB University
Universitas Hasanuddin 5. Central Java Other Programs
20. Papua Universitas Muhammadiyah Surakarta
Universitas Cendrawasih 6. DI Yogyakarta
Universitas Gadjah Mada 1. PPBP/PPTI
7. East Java 2. Bakti BCA Internship
Universitas Brawijaya 3. BCA Cash Management Academy
8. East Java 4. Empowering Disabilities
Universitas Katolik Widya Mandala 5. Scholarship Partnership
9. West Nusa Tenggara
Universitas Nahdlatul Ulama NTB
Bakti BCA Schools Watch the story
Through the Bakti BCA School program, BCA is committed to supporting the improvement of primary and secondary
education quality in various regions of Indonesia. As of 2025, BCA has supported 32 partner schools through its
development program. Of this total, 20 schools across Lampung, Banten, Gunung Kidul, and Banyuwangi have
successfully completed the program's intervention phase, demonstrating achievement levels in literacy, numeracy,
and character development that exceed the national average.
BCA continues its commitment to creating a competitive generation through a development program for 12 Bakti Schools in
Bengkulu, East Kalimantan, East Nusa Tenggara, and Southwest Papua. This 2.5-year holistic program is designed to integrally
enhance school leadership, educator capabilities, and infrastructure. The vision is to establish model schools that demonstrate
excellence in Character, Science, and Digital Literacy, ensuring they are equipped to meet future challenges.
Educational Collaboration
As part of its educational collaboration, Bakti BCA supports the Pandai Berhitung (Proficient at Arithmetic) program, which
uses the GASING (Gampang, Asik, dan Menyenangkan – Easy, Fun, and Enjoyable) method. This program aims to improve
national numeracy skills through an interactive and easy-to-understand learning approach. In 2025, this activity involved 96
participants, consisting of 64 students and 32 teachers in 11 schools in Wonokitri Village and the Tosari District, East Java.
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Teacher Tech Championship Watch the story
In 2025, BCA launched the Teacher Tech Championship, a program for senior high school educators
in Eastern Indonesia, with a specific focus on the Maluku and Papua regions. This initiative uniquely
blends an innovative competition with a robust Teacher Professional Development program.
Through intensive training and mentorship, participants are equipped with skills in computational
thinking, coding, and the application of Artificial Intelligence (AI). The program empowered
these educators to develop learning innovations aligned with the principles of Education for
Sustainable Development (ESD), enabling them to create more interactive and impactful learning
experiences in the classroom.
147 16 16
semifinalist teams participated in prototypes of AI-based learning
teams registered Teacher Professional Development innovation and coding were produced
BCA Bakti Scholarship
3 Categories 700
• Financial Support Bakti Champions
• Academic Achievement (Recipients of the Bakti BCA Scholarship)
• Non-Academic Achievement
Rp7.54 billion 20 70
Projects of Bakti
Total financial aid funds Partner Universities
Champions Movement
Since its inception in 1999, BCA's scholarship program has supported over 8,500 recipients. Through this initiative, BCA
expands access to quality higher education and promotes educational equity. The program is designed to nurture a generation
of high-achieving, principled young leaders who can contribute to the nation's progress. This is achieved through a series of
development programs, including the Transformational Workshop, Bakti Champions Movement, National Summit, Company
Visit, and Financial Literacy E-learning.
National Summit – Every Champion is Unique,
The Champion is You!
The National Summit is the culminating event that concludes the series of
development and training activities for the 2025 Bakti BCA Scholarship
recipients. This event was attended by all Bakti Champions in a hybrid
format, featuring inspirational sessions from Vera Eve
Lim, a Director of BCA, and Nicholas Saputra, Bakti BCA
Ambassador. This program underscores Bakti BCA's
commitment to enhancing the competitiveness of
the younger generation, preparing Bakti Champions
for future challenges in their professional and personal
lives. Watch the story
Scholarship Collaboration
BCA also collaborates on long-term scholarships with the following organizations:
1. Karya Salemba Empat Foundation: Since 2011, 247 university students have received scholarships from BCA
2. Pelita Harapan University (UPH): Full scholarships for 8 medical students from Eastern Indonesia
3. Pendidikan Kader Bangsa Foundation: Full scholarships for 2 outstanding high school students
4. Indonesian Aquatic Federation: Scholarship assistance for outstanding swimmer Liquor Harrison Andoko.
BCA Knowledge Sharing
Featuring BCA Directors as speakers, this youth development initiative explored key topics such as leadership, technology,
and personal development. The program was delivered as a series of public lectures across 9 universities, reaching over
6,300 students. Additionally, BCA hosted "Banking Tour & Sharing" sessions at its branch and head offices, engaging more
than 250 participants from 5 high schools and universities.
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MUA Tuli Bakti BCA (Make Up Artist with Hearing Disabilities)
Through the Disability Empowerment Program, BCA is committed to supporting the improvement of individual
competitiveness and creating an inclusive space for Friends with Disabilities. In two years, BCA has empowered 15
makeup artists with hearing disabilities (MUA Tuli) various training and skillset workshops, such as makeup, hairstyling,
and nail art.
From 2024 to 2025, there was an increase in income of up to 250% and more than 125% increase in
the number of clients per makeup artist per month.
MUA Tuli Bakti BCA also had the opportunity to perform at various BCA and partner events, including
makeup at the Puteri Indonesia 2025 pageant, Gebyar BCA Merah Putih, BCA Expoversary, BCA
Award, Indonesia Knowledge Forum, and the Kawan Nusantara “Identitas” celebration from Tulola.
Watch the story
Business & Banking Education Program and Information Technology Education Program
The Business & Banking Education Program (PPBP) and the Information Technology Education Program (PPTI) are delivered in
partnership with several of Indonesia's leading universities, which provide the academic faculty. Graduates of these programs
are not only equipped with a comprehensive academic curriculum but also have the opportunity for a direct pathway to
employment at BCA.
Program Year Participants Alumni Alumni Joining BCA Percentage
PPBP 2025 266 85 83 97%
2024 264 88 87 99%
2023 265 132 131 99%
PPTI 2025 309 101 98 97%
2024 308 101 100 99%
2023 307 60 60 100%
Note:
Participants in 2024 consisted of 6 active PPBP batches and 9 active PPTI batches. As for PPBP graduates in 2023 were consist of PPA graduates.
Bakti BCA Internship
BCA provides the Bakti BCA Internship program for high school, vocational school, and university graduates who are interested
in the banking sector. The positions offered in this program are customer service officer and teller.
2025 2024 2023
Number of New BCA Internship
Participants 5,244 3,982 3,915
BCA Cash Management Academy
The BCA Cash Management Academy is a "Teaching Factory" program designed to prepare Vocational High School (SMK)
students for careers in the cash-in-transit (CIT) and ATM management industry. Through this initiative, BCA equips schools
with practical banking facilities, including dummy money, currency counters and sorters, ATMs, CRMs, and operational
cash-delivery vehicles, to facilitate hands-on learning. In 2025, the program engaged 2,255 students from which 305 top-
performing participants were selected to undertake a six-month internship at BCA's partner vendors.
Financial Literacy [FS16] [FN-CB-240a.4]
As an financial intermediary, BCA consistently develops financial literacy and inclusion initiatives to reach unbankable,
underbanked, and underserved communities. These initiatives are beneficial to the community as they promote financial
independence and sustainably strengthen the national economy. With a good understanding of financial management, people
are expected to be able to manage their personal finances, develop their businesses, and plan for the future more wisely.
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To expand the reach of education, BCA launched the Financial Literacy e-learning platform (https://literasikeuangan.id/) in
2024 as a digital learning tool that is easily accessible to the public and is expected to reach all levels of society in Indonesia.
>169,000 244 652
People Have Been Educated in Branches Implementing Number of Employees as Financial
financial literacy Financial Literacy Literacy Ambassadors
BCA's commitment to financial education is demonstrated by its successful outreach to unbankable, underbanked, and
underserved communities, that are designated as priority targets within the National Strategy for Financial Literacy by the
Financial Services Authority (OJK), including:
1. Students and youth 6. Communities
2. Professionals 7. Micro, small, and medium enterprises (MSMEs)
3. Farmers and fishermen 8. People with disabilities
4. Migrant workers and prospective migrant workers 9. Employees
5. Communities in remote, isolated, and disadvantaged areas 10. Women
Through these various initiatives, BCA not only strengthens financial inclusion but also helps those who are unbankable to
understand the benefits and ease of access to the formal financial system. By doing so, BCA plays an active role in building
a more inclusive, robust, and sustainable economic ecosystem.
In 2025, BCA, through Bakti BCA, recorded another proud achievement by winning four awards at the KEJAR &
Financial Literacy Award 2025 event organized by OJK. The awards include:
1. Financial Services Business Actor (PUJK) with the Best Financial Literacy Program
2. GENCARKAN Jingle Video
3. Best KEJAR Implementation Bank – Conventional Commercial Bank Subcategory
4. Best OJK Financial Literacy Ambassador (OJK Peduli)
Financial Management Training for MSMEs and Bakti Villages
To strengthen the financial management of MSMEs and Desa Bakti, BCA conducted advanced financial and institutional
training and assistance, which was attended by 114 participants from 16 MSMEs, 14 villages, and 4 House of Living Food (RPH/
Rumah Pangan Hidup) groups, with 18 modules and 28 hours of learning. This program resulted in a 23.6% increase in financial
statement analysis knowledge among financial teams and their leaders, 100% digitization of financial reports, a 26.2%
improvement in the discipline of financial record-keeping, an 11.5% improvement in financial report transparency, a 49.5%
improvement in group accountability, and a 71.4% improvement in the trust that Tourism Awareness Group (POKDARWIS)
members have in their financial team.
1 2 3
4 5 6 7
1) BCA Director, Haryanto Budiman and Bakti BCA Ambassador, Nicholas Saputra gave a public lecture entitled BCA Berbagi Ilmu (BCA Sharing Knowledge) at Brawijaya
University, Malang.
2) Talk show with BCA Director, Lianawaty Suwono and renowned designer Didit Maulana at the MUA Tuli Bakti BCA Graduation Day event.
3) BCA Bakti STEM Festival at Sorong City.
4) Two teachers from SMAN 2 Sorong, West Papua, won first place in the Papua regional Teacher Tech Championship Bakti BCA 2025.
5) Inspirational Talk at the National Summit Beasiswa Bakti BCA with BCA Director, Vera Eve Lim.
6) 15 Bakti BCA's hearing-impaired makeup artist collaborated in a fashion show with IKAT Indonesia and TULOLA.
7) BCA received the Financial Literacy Award and KEJAR Award 2025 from OJK.
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Bakti Kesehatan
Stunting Reduction Program
BCA reaffirmed its commitment to accelerating the reduction of stunting by 2025 through two strategic
initiatives. The PASTI (Partnership to Accelerate Stunting Reduction in Indonesia) program continued in West
Kalimantan and East Java with a multisectoral approach. From 2023 to 2025, BCA has disbursed USD777,272
of its total commitment of USD1 million (2023–2026). Additionally, the “Ayo Cegah Stunting” prevention
program implemented in West Sumatra and West Nusa Tenggara focuses on community empowerment
through strengthening health cadres, youth education, and assistance for families with toddlers. Watch the story
PASTI achievements through multi-stakeholder
collaboration for the 2023–2025 period
6,070 35,008 3,934 26
children under two were educated on nutrition integrated health post cadres model villages were implemented as
received nutrition awareness and healthy received capacity building pilot villages for integrated nutrition
intervention parenting intervention
Achievements of ‘Ayo Cegah Stunting”
1,050 54 2 pilot integrated 2
families & integrated health
health posts &
1,432 29,215 nutritious food
1
plant seeds demonstration
service post & adolescents
97 expectant monitoring of
were educated
distributed to plots (plant-
mothers received 22 health workers integrated health
service posts and
on stunting
strengthen family
food security and
based and
animal-based)
nutritional received capacity prevention
toddlers nutrition for toddlers
assistance building
Eye Care Program
Since 2001, BCA has demonstrated a long-standing commitment to improving eye health in Indonesia
through its partnership with the Cataract Blindness Prevention Section of the Indonesian Ophthalmologist
Association (SPBK Perdami). In 2025, this collaboration provided free cataract surgeries to 815 beneficiaries
across Bengkulu, West Java, Central Kalimantan, West Nusa Tenggara, and North Maluku. For students,
BCA launched the "Mata Cemerlang, Prestasi Gemilang" (Bright Eyes, Brilliant Achievements) initiative.
Watch the story Under this program, 2,110 students from five schools in the Greater Bandung area underwent vision
screenings to detect impairments at an early stage. Following the screenings, 306 students were provided
with corrective eyewear and eye vitamins. The initiative also included educational sessions on the
importance of maintaining eye health to support their academic success.
815
cataract patients successfully underwent 2,110 100 306
surgery, including those of productive age students received adults received reading students received
and/or who were highly dependent on eye examinations glasses corrective glasses
others
Assisted Clinics and Bakti Social Healthcare Service
BCA's efforts to expand access to affordable health care are realized through partnerships with two assisted clinics, Praktik
Dokter Duri Utara in Tambora, West Jakarta, and Bakti Medika Clinic in Mangga Dua Selatan, Central Jakarta. Both clinics
offer general medical services and contraceptive services with subsidized rates for the surrounding community.
1,593 10,468 675
Patients Received Patients Received General patients received checkups for
Contraceptive Service Medical Treatment Fee hypertension, diabetes, cholesterol,
Fee Waivers. Waivers. and uric acid.
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S o c i a l V a l u e C r e a t i o n
Blood Donation
BCA consistently collaborates with the Indonesian Red Cross (PMI) to organize blood donation activities as part of the
company's commitment to supporting national blood availability. In 2025, BCA collected more than 2,100 blood bags through
various donation activities carried out at the BCA Tower head office, Regional Office 4, KCU Yogyakarta, and a number of
other locations. BCA expanded the reach of these activities through the “Gen Z Berani Donor Darah” initiative, which was
held at the University of Indonesia Campus and the BCA Learning Institute to encourage young donors to get involved.
1 2 4
3
5
1) Free Cataract Surgery Program.
2) Free Eye Examinations for Students.
3) BCA Employee Blood Donation Program.
4) "Isi Piringku" Field School as part of the "Ayo Cegah Stunting" Program.
5) Social Service Program at the BCA Duri Utara Clinic.
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Bakti Budaya
Cultural Preservation Program
BCA is committed to supporting the preservation of Indonesian arts, traditions, and local wisdom through various initiatives,
including cultural heritage and local community empowerment, to ensure that culture remains relevant and continues to
develop sustainably.
Natural Dyeing Training
After establishing the foundations of natural dyeing techniques in South Central Timor (TTS), Baduy, and Sumba, Bakti
Budaya BCA expanded its textile preservation program to North Sumatra in 2025. In collaboration with Indonesian
Natural Colors Association (WARLAMI) , this program trained 32 weavers from five Malay songket communities in
Deli Serdang and Batu Bara Regencies. The training focused on improving the quality of natural dyes to maintain
sustainability and preserve cultural heritage, while continuing to further develop the capacity of existing groups.
Watch the story
Map of Natural Dyeing Distribution
North Sumatra
Baduy, West Java
South Central Timor, NTT
Sumba, NTT
Extended Training for Sumba Weavers
In the Sumba weaving community, this year's training focuses on strengthening product quality, institutional capacity, and
governance. Weavers participated in extended training that focused on exploring motifs and developing derivative products
to make natural-colored weavings more relevant to the fashion market. Through this assistance process, the community has
successfully formed a Multi-Business Cooperative unit that serves as a shared platform for more structured and sustainable
production, marketing, and financial management.
Expanding Market Access and Exposure for Weavers' Work
By 2025, the work of weavers from TTS, Baduy, and Sumba will be promoted through collaborations between Kawan Nusantara
and Tulola in Jakarta and Bali and marketed sustainably through BCA Expoversary and BCA Expo 2025, enabling them to reach
a wider urban market and creative ecosystem. Through these various channels, weavers' additional income reached more than
Rp367 million (growing 34%YoY) in 2025, including fabrics produced through training and derivative products facilitated by BCA.
1 2 3
1) Development of natural-colored Malay songket woven fabrics.
2) Exposure of WARLAMI weavers at the Kawan Nusantara TULOLA event.
3) Product variants from the Bakti BCA Natural-Colored Fabric MSME.
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CREATING VALUE FOR THE COMMUNITY
BCA implements local economic empowerment programs through business coaching and assisted villages that focus on
promoting and supporting market access expansion, as well as upskilling human resources and strengthening institutions
(capacity building) in a sustainable manner to improve community independence and welfare. BCA emphasizes improving
the community's quality of life through a needs analysis and collaborative approach to ensure that each program is relevant,
has a real impact, and is long-term, even when faced with challenges in the field. In 2025, Bakti BCA has assisted 28 Villages
and more than 5,000 MSMEs.
Bakti BCA Villages [203-1, FS13] [FN-CB-240a.3]
As of 2025, the Bakti BCA Village program encompasses 28 villages, consists of 27 tourism villages and one village focused
on a coffee plantation revitalization program. The tourism village development component is delivered in partnership with the
Ministry of Tourism and Creative Economy of the Republic of Indonesia. This program is designed to bolster local economies
by creating income-generating opportunities and employment in the tourism and creative economy sectors.
Bakti BCA Villages
Java Sumatra Kalimantan
DKI Jakarta West Sumatra Kalimantan Barat
Tourism Village Pecinan Glodok Tourism Village Kampung Desa Wisata Kampong Melayu
Adat Nagari Sijunjung Benua Melayu Laut
West Java
Tourism Village Situs Gunung Padang West Sumatra East Kalimantan
Tourism Village Nagari Silokek Tourism Village Derawan Island
West Java
Cikoneng Coffee Plantation, Tugu Utara Village Riau
Tourism Village Dayun
Banten Sulawesi
Tourism Village Saba Budaya Baduy Bangka Belitung
Creative Tourism Village Terong
DI Yogyakarta North Sulawesi
Tourism Village Pentingsari Bangka Belitung Tourism Village Kakaskasen Dua
Peramun Hill
DI Yogyakarta
Wayang Dusun Pucung Wukirsari Tourism Bangka Belitung
Tourism Village Kelubi Maluku
DI Yogyakarta
Pindul Cave Tourism Bangka Belitung
Tourism Village Limbongan
Central Java Maluku
Lampung Tourism Village Negeri Laha
Tourism Village Patakbanteng
Tourism Village Kiluan Negeri
Central Java
Doesoen Kopi Sirap
Bali & Nusa Tenggara
Central Java
Gemah Sumilir Batik Village
East Java Bali
Tourism Village Tamansari Tourism Village Taro
East Java NTB
Tourism Village Semen Tourism Village Hijau Bilebante
East Java NTT
Tourism Village Edelweiss Wonokitri Tourism Village Kampung Prai Ijing/Tebara
27 Tourism Villages
The development of Tourism Villages refers to official guidelines, such as Regulation of the Minister of Tourism and Creative
Economy No. 9 of 2021, Decree of the Minister of Tourism of the Republic of Indonesia No. KM.143/KD.00/MENPAR/2019,
and the Global Sustainable Tourism Council (GSTC) standards to ensure the implementation of sustainable tourism practices.
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Indicators 2025 Targets Description
Number of Visitors to Bakti 282,473 The total number of visitors to the 14 BCA Bakti Villages, where according to the data,
BCA Villages Visitors Tamansari Tourism Village contributed more than 201 thousand visitors (71.2%); the
cumulative total for 2023–2025 reached 1.2 million visitors.
Number of BCA Bakti 1,593 people Employment in the 28 villages covered by Bakti BCA includes 99.6% of workers of
Village Workers productive age and 33% of female workers.
Total Revenue of Bakti Rp10.2 Billion The income of 14 Bakti BCA villages continues to increase, with a total five-year
BCA Village accumulation reaching Rp37.7 billion.
Number of Awards & 23 16 International & National Awards
Sustainable Certifications Awards & 6 Sustainable Tourism Village Certifications
Certification 1 Best Homestay Award from Booking.com
Various Development Programs in 27 Tourism Villages
Throughout 2025, BCA has conducted 194 training modules with total of 247 learning hours attended by 458 community
members and local entrepreneurs, focused on improving human resource upskilling and institutional strengthening (capacity
building) as well as promoting and supporting market access expansion.
Promotion and Support for Expanding Market Access for Tourism Villages
BCA expanded market access for nine Bakti BCA Villages through BCA Lifestyle and other digital platforms, yielding over
Rp277 million in revenue. Furthermore, the company organized familiarization trips and sales missions, inviting travel agents,
tour operators, customers, media, and BCA employees to the villages. This initiative resulted in a combined transaction and
exposure value of Rp1.4 billion. International market access was also broadened through participation in global events such
as ITB Berlin and the Wonderful Indonesia Travel Fair. These events connected the villages with 456 potential buyers and
secured Rp536 million in revenue.
The growth of these tourism villages also spurs the development of local entrepreneurs. To enhance promotional access, a
collaboration was established with Tulola, a prominent Indonesian jewelry brand that champions local culture. This partnership
has successfully brought Taro Village's silver crafts to the global market, resulting in the sale of 11 artisanal pieces. The full
Rp83.5 million in revenue from these sales was received directly by the local craftspeople.
ITB Berlin 2025 Bakti BCA X Tulola
Watch the story Watch the story
Human Resource Upskilling and Institutional Strengthening (Capacity Building)
1. Professional Certification, Human Resource Development, and Sustainable Tourism Village Certification
Bakti BCA enhances the competence of tourism professionals by facilitating professional certification from the National
Agency for Professional Certification (BNSP) for 30 individuals, comprising 20 ecotourism guides and 10 adventure
guides. To further support sustainable tourism at the village level, BCA also facilitated the Sustainable Tourism Village
certification process, administered by the Indonesia Sustainable Tourism Council (ISTC), a quasi-governmental body
under the Ministry of Tourism and Creative Economy. As a result, six of BCA's partner villages successfully earned this
certification: Pentingsari (DI Yogyakarta), Taro (Bali), Dayun (Riau), Terong (Bangka Belitung), Bilebante (West Nusa Tenggara),
and Tamansari (East Java).
This three-year certificate validates that the villages have met comprehensive criteria across four pillars: Sustainable
Management, Socio-Economic Sustainability, Cultural Sustainability, and Environmental Sustainability. Crucially, these
national standards are recognized by the Global Sustainable Tourism Council (GSTC), ensuring that the sustainable tourism
practices in these villages are on par with global standards.
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S o c i a l V a l u e C r e a t i o n
International Tourism Destination Governance Development
Two Bakti BCA villages, Taro Tourism Village and Bilebante Green Tourism Village, have the potential
to become the Best Tourism Village. Therefore, the two villages received direct assistance
from UN Tourism, with several stages of mentoring, such as Preliminary Assessment, Field Visit,
Formulation of Recommendation Report, and Masterclass. Furthermore, local village champions
also attended the UN Tourism international conference in Hoi An, Vietnam, with the theme “The
Tourism for Rural Development Program” to expand their global network and conduct comparative Watch the story
studies with the world's best tourism villages.
2. Rumah Pangan Hidup Program and Eco-Friendly Initiatives in Tourism Villages
In 2025, BCA continued the Rumah Pangan Hidup (RPH) program in four BCA Bakti villages by building four greenhouses.
To ensure the sustainability of the program, four RPH institutions were established in each village, integrated into the
Village Tourism institutions, and training was provided to 15 local champions. This program involved 267 participants (79%
women) who produced vegetable crops worth Rp101.8 million and Rp7.3 million from livestock, while reducing household
food expenditure by 41.7% (vegetables) and 16.3% (animal products). The program also managed 49.3 tons of organic
waste and 895.7 tons of inorganic waste into planting media and natural fertilizers. Bakti BCA also initiated an eco-friendly
tourism movement by implementing green lifestyle, including conserving water and electricity, reducing plastic waste,
disposing of waste properly, and taking only enough food at three tourist villages, namely Pentingsari Tourism Village in
Yogyakarta, Wayang Dusun Pucung Wukirsari Tourism Village in Yogyakarta, and Bilebante Green Tourism Village in NTB.
Bakti Village Cikoneng Coffee Plantation
Throughout 2025, Bakti BCA will continue to provide guidance to 13 farmers who are members of the Lestari Maju Bersama
and Cikoneng Lestari farmer groups on more than 10 hectares of coffee plantation land in Cikoneng, Tugu Utara, Cisarua,
Bogor Regency.
2025 Facility Assistance Human Resource Development
Environmentally Light & Heavy Pest & Disease
Friendly Fertilization Production Pruning Control
Solid organic Liquid organic Liquid organic
fertilizer fertilizer fertilizer
40 tons 120 L 1,440 L
Selective
Harvesting
Rorak
Production
Financial
Literacy
Through this program, cherry production doubled to 22,884 kg with a total income of more than Rp320 million, an increase
of 2.3x YoY. In addition to infrastructure assistance, 50 farmers participated in field school training and experienced a 6.4%
increase in human resource capacity. Financial literacy training was also provided to improve farmers' financial management
skills and mitigate the risk of excessive spending after harvest.
Watch the story
Tourism Village Achievements
The year 2025 was a milestone because for Bakti BCA Villages that has gained both national and international
recognitions. The achievements of Bakti BCA Village include:
ASEAN Tourism Award 2025 – ASEAN Tourism
No. Name of Assisted Tourism Village Province Type of Award
1 Nagari Sijunjung Traditional Tourism Village West Sumatra ASEAN Homestay Award
2 Terong Creative Tourism Village Kep Bangka Belitung ASEAN Community-Based
Tourism Award
3 Semen Tourism Village East Java ASEAN Community-Based
Tourism Award
4 Taro Tourism Village Bali ASEAN Community-Based
Tourism Award
5 Glodok Chinatown Tourism Village DKI Jakarta ASEAN Public Toilet Award
6 Bilebante Green Tourism Village West Nusa Tenggara ASEAN Public Toilet Award)
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Wonderful Indonesia Award 2025 – Ministry of Tourism of the Republic of Indonesia
No. Name of Tourism Village Province Type of Award
1 Bilebante Tourism Village West Nusa Tenggara Overall Champion in the Tourism Village category
2 Prai Ijing/Tebara Traditional Tourism Village East Nusa Tenggara 2nd Place in the Tourism Awareness Group
category
3 Glodok Chinatown Tourism Village DKI Jakarta 3rd Place in the Culture-Based Tourism Village
category
Visitor Satisfaction Survey
To maintain the quality of the tourist experience, every visitor to Desa Bakti BCA is encouraged to provide reviews through
various digital platforms, one of which is Google Rating with an average score of 4.6 out of 5. In 2025, the average service
satisfaction rating at Desa Bakti BCA reached 4.6 out of 5.
Collaboration and Mentoring of BCA-Assisted MSMEs
BCA consistently supports the empowerment of Micro, Small, and Medium Enterprises (MSMEs) to improve their competitiveness
and economic independence through collaboration between Bakti BCA and the Commercial & SME Banking Division. This
support includes facilitating halal certification, business mentoring, and expanding domestic and foreign market access for
MSMEs with export potential. A total of 1,829 MSMEs participated in the training, which consisted of 43 training modules
and 52 hours of learning.
1. Promotion and Market Access Expansion
Bakti BCA expands market access for assisted MSMEs through participation in national exhibitions and promotions such
as BCA Expoversary, UMKM Festival, Pagelaran Sabang Merauke, and Jakarta Fair. In addition to booths and pop-up
stores, BCA also utilizes digital media such as e-flyers and online catalogs. By 2025, 27 businesses were involved with
the employment of up to 450 workers. MSMEs from 28 Bakti BCA villages marketed their signature products, such as
batik, woven fabrics, coffee, palm sugar, processed foods, and handicrafts, with total revenues reaching Rp446 million.
2. Halal Certification Mentoring and MSME Training
During 2025, more than 1,744 MSMEs received mentoring to obtain halal certification and the issuance
of Business Identification Numbers (NIB). More than 820 halal certificates have been issued in 23 cities/
regencies in 15 provinces. Through this activity, BCA not only assists with mentoring and halal certificate
issuance, but also provides training in MSME capacity building through 3 pillars, namely actors, markets
& products, and canvas business models which increase participants' knowledge by 31%.
Watch the story
3. UMKM Go Export
The BCA UMKM Go Export program continues to support businesses in penetrating international markets. By 2025, the BCA
UMKM Go Export program opened networks to 33 countries with an export potential of Rp110.9 billion through business
matching and networking events like Trade Expo Indonesia. Through business matching and intensive coaching, a number
of MSMEs have successfully exported goods worth more than Rp13 billion, mainly coffee, chocolate, spices, edamame,
onions, and coconut sugar to European and Asian markets. This accomplishment underscores the program's effectiveness
in preparing MSMEs to compete and meet the standards of the global market. Capacity building for human resources
in the MSMEs Go Export program is provided through 31 training modules and 42 hours of learning. During the learning
period, there was an 8% increase in understanding, and MSMEs' readiness in export administration improved by 88%.
Bakti BCA MSMEs Trade Expo
Go Export 2025 Indonesia 2025
Incubation Program
Watch the story Watch the story
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S o c i a l V a l u e C r e a t i o n
1 2 4
3
5 6 7
1) Expansion of international market access for Desa Bakti BCA at the ITB Berlin 2025 event.
2) Field assessment of sustainable tourism village certification in Desa Taro.
3) Community activities to care for vegetable seedlings in the Rumah Pangan Hidup program.
4) Grand Harvest at the Cikoneng Coffee Plantation.
5) Collaboration between Taro Village silver craftsmen and TULOLA.
6) Bakti BCA Village reaps achievements at the Wonderful Indonesia Awards 2025.
7) Minister of Tourism Widiyanti Putri Wardhana attends the 2025 MSME & Bakti BCA Village Coordination Meeting.
Bakti Lingkungan
BCA remains committed to nature conservation and improving environmental quality through various targeted and sustainable
programs. All initiatives are carried out in collaboration with local partners, educational institutions, and the government to
strengthen environmental management and encourage community participation in preserving the ecosystem.
Conservation of Rare and Protected Animals
1. Orangutan Rehabilitation and Reintroduction
In 2025, BCA continued its orangutan conservation efforts in collaboration with the East Kalimantan Natural Resources
Conservation Agency (BKSDA) and the Borneo Orangutan Survival Foundation (BOSF) through the rehabilitation of six
orangutans, including the adoption of one baby orangutan, and the release of five other orangutans who had
been declared ready to return to their natural habitat. As part of enhancing the rehabilitation process, BCA
also supports the improvement of Forest School II to provide space for orangutans to practice exploring,
recognizing predators, and gaining independence before returning to the wild. The Student Goes to
Nature (SGTN) program was also held again at Samboja Lestari, involving 200 junior high and high school
students who participated in conservation education, financial literacy, and the planting of 200 trees in
Watch the story
the conservation area.
Orangutan Conservation Program 2025
6 5 1 200
Orangutans Orangutans Forest school Junior high and high school students participated in
rehabilitated reintroduced improvement the Student Goes to Nature (SGTN) program
2. Sea Turtle Conservation
In 2025, BCA continued its turtle conservation efforts in Banyuwangi, Kerobokan Beach (Bali), and Goa Cemara Beach
(Yogyakarta) through egg relocation, hatchling release, facility upgrades, and integrated public education. BCA held the
2025 BCA Sea Turtle Conservation Synergy Forum, which brought together conservation communities, academics, and
other stakeholders to synchronize standards and technical capacities for sea turtle conservation.
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In 2025, the enhancement of public education was also realized through the inauguration of a conservation facility at
Goa Cemara Beach, which was developed as a learning showcase for the community, students, and tourists. Located in
a tourist area, this facility offers educational tours, hatchling releases, and an introduction to local cultural values to raise
awareness of the importance of coastal ecosystem conservation.
Various efforts throughout 2025 resulted in the relocation of 34,404 eggs from 425 nests, the release of 24,161 hatchlings,
and the education of 7,759 students and community members on the importance of coastal ecosystem conservation.
3. Java-Wide Leopard Survey (JWLS)
BCA, together with the Ministry of Forestry and SINTAS Indonesia, continued the Java-Wide Leopard Survey (JWLS) in
Bromo Tengger Semeru National Park (TNBTS) in support of the preparation of the Java Leopard Conservation Strategy
and Action Plan (SRAK). The survey conducted in 2024 in the southern region of TNBTS identified the presence of eight
individuals and became the initial basis for understanding the population in this area. In 2025, activities were expanded
to the northern region through the installation of additional surveillance cameras, analysis of fecal samples, and capacity
building for field officers to support more comprehensive population mapping.
Preservation of Natural Ecosystems and Climate Change Mitigation
Social and environmental responsibility is an important part of BCA's sustainability strategy. BCA strives to increase resource
efficiency, reduce environmental impact, and strengthen resilience to climate change through various initiatives as part of
the company's long-term commitment.
Tree Planting Program
As part of BCA's commitment to environmental conservation, the tree planting program continues in various regions of
Indonesia to support carbon sequestration, increase groundwater absorption, strengthen local ecosystems, and provide
economic benefits to the community.
By 2025, this program will involve more than 423 communities in planting activities that support the sustainable recovery of
ecosystems and the collective restoration of springs. The types of plants have been selected based on the characteristics
of each region's environment, including Multi-Purpose Tree Species (MPTS) such as avocado, durian, and other trees with
economic value, as well as ecologically valuable trees such as bamboo and banyan trees, which play an important role in
maintaining soil stability and improving water absorption.
Number
Planting
of Tree Species Environmental & Socio-economic Impact
Location
Trees
Sidodadi Village, 21,000 Bamboo Trees, • Restoration of 1 water source and protection of 4 water sources.
Malang Coffee • Planting bamboo and MTPS in social forestry land.
Durian, Avocado, • Community education & involvement of KTH regarding the importance of
Orange, and protecting water sources and surrounding vegetation cover, implementing
Kaliandra simple water conservation practices, tree care & water source restoration,
becoming the main actors of conservation rather than just beneficiaries.
Temurejo Village, 13,000 Guava, • Restoration of 1 water source and protection of 2 water sources.
Banyuwangi Sawo, Mango, • Planting of bamboo and MTPS under a community forest management
Bamboo, scheme (PHBM).
Avocado, • Community education & involvement of forest farmer groups on the
Sonokeling, and importance of protecting water source areas and surrounding vegetation
Petai trees cover, implementing simple water source conservation practices, tree care
& water source restoration, so that the community becomes the main actors
in conservation, not just beneficiaries.
Hiang Customary 16,000 Durian, Avocado, • Rehabilitation of customary forests in utilization zones.
Forest, Jambi Meranti, Jengkol, • Protection of protected animal habitats and water sources for communities
Petai, Surian, and in two districts.
Sembulun Trees • Strengthening local wisdom through community-based forest management.
• Planting economically valuable trees to support sustainable livelihoods.
Kerobokan Village, Bali 1,000 Mangroves Rehabilitation of a 2-hectare mangrove area Orangutan Conservation Area
Orangutan 200 Multi purpose Restoration of areas for orangutan conservation activities
Conservation Area tree species
Samboja Lestari, East (MPTS)
Kalimantan
Tree growth monitoring is conducted periodically with expert partners to ensure the program's effectiveness and sustainability.
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S o c i a l V a l u e C r e a t i o n
In 2025, trees planted from 2023 to 2025 were estimated to absorb 182.85 tCO2e, with a survival rate of 99.4%.
Estimated Carbon Absorption (tCO2e)
MPTS Tree Planting
2025 2028 2033 2038
2023 120.60 2,686.20 6,146.99 9,073.85
2024 29.55 1,415.15 8,960.67 14,828.64
2025 32.70 913.76 10,318.86 19,451.44
Total 182.85 5,015.11 25,426.52 43,353.93
To strengthen the 2024–2025 tree planting program, BCA is integrating spring restoration to improve hydrological functions
around the planting area. Activities include cleaning water sources, arranging supporting vegetation, and constructing simple
filtration systems to maintain the quality of water used by the community. Flow measurements at five spring restoration points
in Gambuhan Village (Pemalang), Sidodadi Village (Malang), and Temurejo Village (Banyuwangi) show improved water flow
as an initial response to restoration efforts.
Water Debit Change Indicator in 2025
Number of
Location Debit before (L/second) Debit after (L/second) Debit change (L/s)
Point
Gambuhan Village, Pemalang 3 2 2.5 0.5
Sidodadi Village, Malang 5 2 3 1.0
Temurejo Village, Banyuwangi 3 0 0.3 0.3
Reverse Vending Machine (RVM)
In an effort to encourage behavioral change in plastic waste management, BCA continues to utilize Bakti BCA Reverse Vending
Machines (RVMs) as a means of education and habit cultivation in waste sorting. A total of 3 RVMs have been placed on campus
grounds at the Bandung Institute of Technology and Padjadjaran University. Throughout 2025, more than 700 members of
the academic community have participated in using RVMs to sort plastic bottle waste. One RVM unit has also been placed in
the Pentingsari Tourism Village, a village assisted by Bakti BCA, to maintain the cleanliness of the tourism village and support
education and awareness of waste management.
Bakti BCA's RVM is also present at public events such as BCA Expoversary and BCA Expo 2025 to expand education on the
importance of sorting and recycling as part of the circular economy and efforts to reduce single-use plastic waste.
Achievements of the Bakti BCA RVM Program in 2025
51,131 5.06 tCO e 2
Plastic bottles collected through Carbon sequestration
Bakti BCA's RVM
Solar Panel Charging Station
As part of its emission reduction efforts, BCA has introduced the Bakti BCA Solar Panel Charging Station to support the
green campus initiative. In 2025, two facilities were built at Diponegoro University (UNDIP) and Institut Pertanian Bogor (IPB).
These facilities provide access to clean energy for the academic community to charge their devices, while also serving as
a strategic move by BCA to raise awareness and encourage the adoption of environmentally friendly solutions among the
younger generation.
Environmental Complaints [413-2]
BCA continually demonstrates its commitment to environmental preservation through the implementation of various
environmental responsibility programs that focus on sustainability and responsible management of operational impacts. As
of 2025, BCA did not receive any complaints related to environmental impacts caused by its banking activities. This reflects
112 Sustainability Report 2025 | PT Bank Central Asia Tbk
Page 115
the effectiveness of the application of the prudent principles, operational efficiency, and BCA's commitment to maintaining
a balance between business performance and environmental sustainability.
1 2 3
4 5
(1 & 2). Water Source Restoration and Tree Planting in Sidodadi Village, Ngantang, Malang Regency, East Java.
3) Student Goes to Nature (SGTN) Program at Samboja Lestari.
4) Javan Leopard Conservation Program at Bromo Tengger Semeru National Park.
5) Sea Turtle Release Program.
Natural Disaster Relief
BCA provided disaster relief to communities affected by floods and landslides in Sumatra. In the immediate
aftermath of the disaster, Bakti BCA, in collaboration with the Indonesian National Armed Forces (TNI),
dispatched emergency aids, including staple foods, medicine, blankets, and essential supplies for evacuees,
such as tents and portable beds. To address critical sanitation and clean water needs for displaced
communities, Bakti BCA also provided infrastructure support, including the construction of public sanitation
Watch the story facilities (MCK), the installation of solar panels, and the drilling of new water wells. Bakti BCA's disaster
relief efforts in Sumatra were focused on the following four locations:
1. Junjung Sirih Subdistrict, Solok Regency, West Sumatra
2. Batang Toru Subdistrict, South Tapanuli Regency, North Sumatra
3. Kuala Simpang Subdistrict, Aceh Tamiang Regency, Aceh
4. Gajah Putih District, Bener Meriah Regency, Aceh
1 2 3
1) Symbolic handover of donations for flood and landslide disasters in Sumatra.
2) Assistance with infrastructure for public toilets and clean water wells in Batang Toru District, South Tapanuli, North Sumatra.
3) Residents utilizing clean water from the BCA Bakti Facility
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S o c i a l V a l u e C r e a t i o n
Philanthropy
Throughout 2025, BCA is committed to donating to organizations that demonstrate dedication and integrity in the development
of education, the environment, culture, social issues, sports, and health. In the field of education, BCA supports the Inspiration
Factory 2025 Program, which offers non-formal education for marginalized children aged 6 to 12 in Jakarta. Focusing on the
development of soft skills, self-esteem, and discipline through interactive activities, this program aims to help these children
dare to dream and become the best version of themselves.
Through its philanthropy program, BCA is committed to contributing to better and more sustainable community development.
EVALUATION AND IMPACT MEASUREMENT STUDY OF THE PROGRAM [413-1]
Bakti BCA serves as an umbrella strategy for the implementation of various BCA social initiatives that focus on creating
sustainable social value. In 2025, BCA evaluated the Bakti BCA program using the evaluative Social Return on Investment
(SROI) method conducted by The SMERU Research Institute. Using the SROI method, the net value of social, economic,
environmental, and psychological well-being benefits felt by both beneficiaries and various stakeholders involved in the
program can be calculated monetarily. Program evaluation activities were carried out on six Bakti BCA Programs, namely:
Bakti BCA Scholarship 2024, MUA Tuli Bakti BCA 2024, UMKM Go Export 2023 – 2025, Desa Bakti BCA in Desa Wisata Bilebante
2022 – 2025, Tenun Warna Alam 2024 – 2025, and Konservasi Penyu 2024 – 2025. The results of the program impact evaluation
can be seen in the table below. In general, the six BCA Bakti programs have an SROI value above 1, indicating the success of
the programs in generating social impact value that exceeds the investment costs incurred.
The results of the SROI calculation for the Bakti BCA Program are as follows:
SROI
Program name Description
Value
Bakti BCA 1.30 Every Rp1 invested by the Company generates Rp1.30 in social value. This program has had a positive
Scholarship 2024 impact and generated social value exceeding the value of the investment, through supporting the
continuity of students' studies and alleviating the burden of educational costs (economic), as well as
encouraging the improvement of the competencies (soft skills) of students participating in the program
(social). Strengthening this social aspect also improves the students' wellbeing, particularly their
confidence in campus activities and their more optimistic outlook on the future.
MUA Tuli Bakti BCA 2.19 Every Rp1 invested by the Company generates a social value of Rp2.19. This program is in line with
the main objective of the BCA Deaf MUA Program, which is to improve access to a more decent and
sustainable life for people with deaf disabilities. This program also provides a space for MUA Tuli to
actualize themselves as it can strengthen motivation, increase self-confidence, and serve as a forum to
promote equality and reduce stigma against people with disabilities (well-being).
MSMEs Go Export 8.86 Every Rp1 invested by the Company generates a social value of Rp8.86. This program has had a positive
2023 – 2025 and socially viable impact, particularly in facilitating MSMEs to acquire the knowledge, skills, and
confidence to export, strengthen business networks and business communication capabilities, which
ultimately results in increased export value.
Bakti BCA Village in 2.59 Every Rp1 invested by the Company generates a social value of Rp2.59. This program has had a positive
Bilebante Village impact through human resource capacity building, market access expansion, sustainable tourism
2022 – 2025 implementation, and increased community income and welfare. The program also contributes to
strengthening social and environmental sustainability through savings in household vegetable needs for
the Kelompok Rumah Pangan Hidup (RPH) community group.
Natural Dyeing 1.87 Every Rp1 invested by the Company generates a social value of Rp1.87. This program creates social
Training 2024 – value that exceeds the value of the investment through improving the economic welfare of artisans,
2025 strengthening the capacity and social role of the community, preserving the cultural heritage of weaving,
and implementing more environmentally friendly natural dyeing practices.
Turtle 1.40 Every Rp1 invested, the program generates Rp1.40 in social value. Overall, the program has demonstrated
Conservation a significant positive impact by contributing to the preservation of the sea turtle population and creating
2024 - 2025 new income opportunities for the local community through conservation-based edu-tourism.
The results of the Bakti BCA program evaluation are used as an important reference in developing corporate strategies to
increase its positive impact on individuals, communities, and ecosystems. Through this evaluation, BCA can identify factors
that play a major role in achieving sustainability goals and formulate more targeted measures. With a deeper understanding
of the contributions that have been made, BCA can continue to strengthen its role in supporting the progress of society and
the surrounding environment, while ensuring that every initiative is oriented towards achieving long-term sustainable goals.
114 Sustainability Report 2025 | PT Bank Central Asia Tbk
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05
Sustainability
Report In Brief
05
xx xx
Sustainability Report in Brief Independent Verification
xx
Approval Sheet for the 2025
Sustainability Report
Sustainability
Report In Brief
Sustainability Report 2025 | PT Bank Central Asia Tbk 115
Page 118
S u s t a i n a b i l i t y R e p o r t
i n B r i e f
Sustainability Report In Brief
REPORT PROFILE [2-2, 2-3, 2-4, 2-5] The assurance of the report was conducted by PT Sejahtera
Rambah Asia using the AccountAbility 1000 Assurance
The 2025 Sustainability Report of PT Bank Central Asia Tbk Standard (AA1000AS v3) – Type II with a moderate level of
(BCA) covers the period from January 1 to December 31, assurance. The verification activities included confirmation
2025, and is a continuation of the previous report published in and review of data from various relevant units, and the results
February 2025. The preparation of this report demonstrates were included in an independent statement that is part of
BCA's commitment to maintaining transparency and this report.
integrating sustainability principles into its strategies and
operational activities. RESPONSE TO FEEDBACK FROM
THE PREVIOUS YEAR'S REPORT
This report refers to various national and international
regulations and standards, including: BCA values feedback from stakeholders, including investors,
1. OJK Regulation No. 51/POJK.03/2017 on Sustainable regulators, and rating agencies, to improve the quality of its
Finance. sustainability disclosures. Some of the key concerns include
2. Global Reporting Initiative (GRI) Standards 2021, with a increasing the portion of green financing, improving climate
level of compliance in accordance with. risk strategies, disclosing greenhouse gas emissions from
3. GRI-G4 Sector Disclosures: Financial Services Sector financing activities (scope 3), as well as IT resilience and
Supplement (FSSS). data security systems. The feedback has been followed up
4. Sustainability Accounting Standards Board (SASB) for through policy improvements, strategy development, and
Commercial Banks category. more comprehensive reporting in BCA’s 2025 Sustainability
5. ASEAN Corporate Governance Scorecard (ACGS) as a Report.
reference for best governance practices in the ASEAN
region. CONTACT [2-3]
The data and information in this report are sourced from BCA's
operational activities and consolidated financial statements
covering all subsidiaries, such as PT BCA Finance, BCA Finance
Limited, PT Bank BCA Syariah, PT BCA Sekuritas, PT Asuransi
Umum BCA (BCA Insurance), PT Asuransi Jiwa BCA (BCA Life), Company Website Call Center
PT Central Capital Ventura (CCV), and PT Bank Digital BCA
(BCA Digital). Data from the previous year is also presented to www.bca.co.id Halo BCA 1500888
provide a basis for comparison, after undergoing an internal
validation process and obtaining approval from the Board of
Directors and Board of Commissioners prior to publication. Corporate Secretary –
Investor Relation & ESG Division
INDEPENDENT PARTY VERIFICATION
Menara BCA, 20th Floor
Grand Indonesia
To maintain the credibility of the report, BCA appointed Jl. M.H. Thamrin No.1
an independent party with expertise in sustainability Jakarta 10310, Indonesia
assurance and a deep understanding of the banking sector. Tel. (62-21) 2358 8000
The verification process was conducted objectively and Fax. (62-21) 2358 8300
E-mail: corcom_bca@bca.co.id
transparently to avoid potential conflicts of interest. The
Investor_relations@bca.co.id
appointment of the independent party was monitored and esg_group@bca.co.id
approved by BCA's Director of Finance and Planning.
116 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Sustainability Report Approval
Sheet 2025
Approval Sheet of the Board of Commissioner and the Board of Director
on the 2025 Sustainability Report of PT Bank Central Asia Tbk
We, the undersigned, hereby declare that all information in the Sustainability 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
Sustainability Report in compliance with POJK No. 51/POJK.03/2017.
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
Sustainability Report 2025 | PT Bank Central Asia Tbk 117
Page 120
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KƵƌƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐƚŽƚŚĞDĂŶĂŐĞŵĞŶƚĂƌĞƚŽĞǀĂůƵĂƚĞƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͕ĐŽŵĞƵƉǁŝƚŚĨŝŶĚŝŶŐƐĂŶĚ
ƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͕ĂŶĚŝƐƐƵĞƚŚĞ^ƚĂƚĞŵĞŶƚ͘tĞĂƌĞĂůƐŽƌĞƐƉŽŶƐŝďůĞĨŽƌĐŽŵŝŶŐƵƉǁŝƚŚĐŽŶĐůƵƐŝŽŶƐ
ĂŶĚƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐďĂƐĞĚŽŶƚŚĞĂŐƌĞĞĚƐƚĂŶĚĂƌĚƐ͕ŵĞƚŚŽĚƐ͕ĂŶĚĂƉƉƌŽĂĐŚĞƐ͘,ĞŶĐĞ͕Wd^ĞũĂŚƚĞƌĂ
ZĂŵďĂŚƐŝĂŝƐŽŶůLJĞǀĂůƵĂƚĞĚĨŽƌƚŚĞůĂƚĞƐƚƌĞĐĞŝǀĞĚĞĚŝƚŽƌŝĂůĂŶĚĚĂƚĂŽŶƚŚĞĨŝŶĂůĚƌĂĨƚĂƐŽĨ:ĂŶƵĂƌLJ
ϮϴƚŚ͕ϮϬϮϲ͘Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂŝƐŽŶůLJƌĞƐƉŽŶƐŝďůĞĨŽƌĚĞůŝǀĞƌŝŶŐĂƐƐƵƌĂŶĐĞǁŽƌŬ͕EKdĂŶĂƵĚŝƚ͕
ďLJĨŽůůŽǁŝŶŐƚŚĞEŽŶͲŝƐĐůŽƐƵƌĞŐƌĞĞŵĞŶƚ͕ƚŚĞƐƐƵƌĂŶĐĞ ŶŐĂŐĞŵĞŶƚŐƌĞĞŵĞŶƚ͕ZĞƉƌĞƐĞŶƚĂƚŝŽŶ
>ĞƚƚĞƌ͕ĂŶĚ^ƵďƐĞƋƵĞŶƚ ǀĞŶƚdĞƐƚŝŶŐ͘dŚĞDĂŶĂŐĞŵĞŶƚŚĂƐŝƚƐƐŽůĞƌĞƐƉŽŶƐŝďŝůŝƚLJĨŽƌƚŚĞƉƌĞƐĞŶƚĂƚŝŽŶ
ŽĨĚĂƚĂ͕ŝŶĨŽƌŵĂƚŝŽŶ͕ĂŶĚĚŝƐĐůŽƐƵƌĞƐŝŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘dŚĞƌĞĨŽƌĞ͕ĂŶLJƉĂƌƚŝĞƐǁŚŽĚĞƉĞŶĚŽŶƚŚĞ
ZĞƉŽƌƚĂŶĚƚŚŝƐ^ƚĂƚĞŵĞŶƚƐŚĂůůďĞĂƌĂŶĚŵĂŶĂŐĞƚŚĞŝƌƌŝƐŬƐ͘
/ŶĚĞƉĞŶĚĞŶĐĞ͕/ŵƉĂƌƚŝĂůŝƚLJ͕ĂŶĚŽŵƉĞƚĞŶĐLJ
Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂĐŽŶĨŝƌŵƐEKƌĞůĂƚŝŽŶƐŚŝƉƐďĞƚǁĞĞŶƚŚĞĂƐƐƵƌŽƌƚĞĂŵĂŶĚƚŚĞĐůŝĞŶƚƐƚŚĂƚ
ĐĂŶ ŝŶĨůƵĞŶĐĞ ƚŚĞŝƌ ŝŶĚĞƉĞŶĚĞŶĐĞ ĂŶĚ ŝŵƉĂƌƚŝĂůŝƚLJ ƚŽ ĐŽŶĚƵĐƚ ƚŚĞ ĂƐƐĞƐƐŵĞŶƚ ĂŶĚ ŐĞŶĞƌĂƚĞ ƚŚĞ
^ƚĂƚĞŵĞŶƚƐ͘dŚĞĂƐƐƵƌŽƌƚĞĂŵŝƐŵĂŶĚĂƚĞĚƚŽĨŽůůŽǁĂƉĂƌƚŝĐƵůĂƌĂƐƐƵƌĂŶĐĞƉƌŽƚŽĐŽůĂŶĚƉƌŽĨĞƐƐŝŽŶĂů
ĞƚŚŝĐĂůĐŽĚĞŽĨĐŽŶĚƵĐƚƚŽĞŶƐƵƌĞƚŚĞŝƌŽďũĞĐƚŝǀŝƚLJĂŶĚŝŶƚĞŐƌŝƚLJ͘tĞĐĂƌƌŝĞĚŽƵƚĂƉƌĞͲĞŶŐĂŐĞŵĞŶƚ
ĂƐƐĞƐƐŵĞŶƚďĞĨŽƌĞ ƚŚĞ ĂƐƐƵƌĂŶĐĞ ǁŽƌŬǁĂƐ ƚĂŬĞŶ ƚŽ ǀĞƌŝĨLJ ƚŚĞƌŝƐŬƐ ŽĨ ĞŶŐĂŐĞŵĞŶƚĂƐ ǁĞůů ĂƐ ƚŚĞ
Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϲ͕ƉĂŐĞϭŽĨϰ
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ŝŶĚĞƉĞŶĚĞŶĐĞĂŶĚŝŵƉĂƌƚŝĂůŝƚLJŽĨƚŚĞƚĞĂŵ͘dŚĞĂƐƐƵƌŽƌƚĞĂŵŵĞŵďĞƌƐŚĂǀĞŬŶŽǁůĞĚŐĞŽĨ/^KϮϲϬϬϬ͕
ϭϬϬϬ ĐĐŽƵŶƚďŝůŝƚLJ ƐƚĂŶĚĂƌĚƐ ĂŶĚ ƉƌŝŶĐŝƉůĞƐ͕ ĂŶĚ ĂůƐŽ ŚĂǀĞ ĞdžƉĞƌŝĞŶĐĞ ŝŶ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ƌĞƉŽƌƚ
ĂƐƐĞƐƐŵĞŶƚďĂƐĞĚŽŶǀĂƌŝŽƵƐƌĞƉŽƌƚŝŶŐƌĞŐƵůĂƚŝŽŶƐ͕ƐƚĂŶĚĂƌĚƐ͕ĂŶĚƉƌŝŶĐŝƉůĞƐ͘
dLJƉĞĂŶĚ>ĞǀĞůŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞ
ϭ͘ dLJƉĞϭĂƐƐƵƌĂŶĐĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘
Ϯ͘ dLJƉĞϮĂƐƐƵƌĂŶĐĞŽŶƵƐƚŽŵĞƌĂƚĂWƌŽƚĞĐƚŝŽŶĂŶĚ/d^LJƐƚĞŵZĞƐŝůŝĞŶĐĞĂŶĚ^ĞƌǀŝĐĞ džĐĞůůĞŶĐĞ͘
ϯ͘ ŵŽĚĞƌĂƚĞůĞǀĞůŽĨĂƐƐƵƌĂŶĐĞƚŽƚŚĞƉƌŽĐĞĚƵƌĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂŶĚĞǀŝĚĞŶĐĞ͕ǁŚĞƌĞƚŚĞ
ƌŝƐŬƐŽĨŝŶĨŽƌŵĂƚŝŽŶĂŶĚĐŽŶĐůƵƐŝŽŶƐŽĨƚŚĞZĞƉŽƌƚďĞŝŶŐĞƌƌŽƌŝƐƌĞĚƵĐĞĚ͕ďƵƚŶŽƚƚŽǀĞƌLJůŽǁ͕ďƵƚ
ŶŽƚnjĞƌŽ͘
^ĐŽƉĞĂŶĚ>ŝŵŝƚĂƚŝŽŶŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞ
ϭ͘ ĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶŝŶƚŚĞZĞƉŽƌƚĨŽƌƚŚĞƉĞƌŝŽĚŽĨ:ĂŶƵĂƌLJϭƐƚƚŽĞĐĞŵďĞƌϯϭƐƚ͕ϮϬϮϱ͘
Ϯ͘ DĂƚĞƌŝĂů ƚŽƉŝĐƐ ƉƌĞƐĞŶƚĞĚ ŝŶ ƚŚĞ ZĞƉŽƌƚ͗ ƵƐƚŽŵĞƌ ĂƚĂ WƌŽƚĞĐƚŝŽŶ Θ /d ^LJƐƚĞŵ ZĞƐŝůŝĞŶĐĞ͕
^ĞƌǀŝĐĞƐ džĐĞůůĞŶĐĞ͕ZĞƐƉŽŶƐŝďůĞ&ŝŶĂŶĐŝŶŐ͕ŶƚŝŽƌƌƵƉƚŝŽŶΘŶƚŝ&ƌĂƵĚ͕ĂŶĚůŝŵĂƚĞĐƚŝŽŶ͘
ϯ͘ ǀĂůƵĂƚŝŽŶ ŽĨ ƉƵďůŝĐůLJ ĚŝƐĐůŽƐĞĚ ŝŶĨŽƌŵĂƚŝŽŶ͕ ƐLJƐƚĞŵ͕ ĂŶĚ ƉƌŽĐĞƐƐ ŽĨ ƚŚĞ ŽŵƉĂŶLJ ƚŽ ĞŶƐƵƌĞ
ĂĚŚĞƌĞŶĐĞŽĨƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚƚŽƚŚĞƌĞƉŽƌƚŝŶŐƉƌŝŶĐŝƉůĞƐ͘
ϰ͘ Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂĚŽĞƐEKdŝŶĐůƵĚĞĨŝŶĂŶĐŝĂůĚĂƚĂ͕ŝŶĨŽƌŵĂƚŝŽŶ͕ĂŶĚĨŝŐƵƌĞƐŝŶƚŚĞZĞƉŽƌƚ
ĐŽŶƚĞŶƚ͘tĞĂƐƐƵŵĞĚƚŚĂƚƚŚĞŽŵƉĂŶLJ͕ŝŶĚĞƉĞŶĚĞŶƚƉĂƌƚŝĞƐ͕ŽƌŽƚŚĞƌƉĂƌƚŝĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚ
ƚŚĞŽŵƉĂŶLJŚĂǀĞǀĞƌŝĨŝĞĚĂŶĚͬŽƌĂƵĚŝƚĞĚĨŝŶĂŶĐŝĂůƐƚĂƚĞŵĞŶƚƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶ͘
ϱ͘ ĚŚĞƌĞŶĐĞ ƚŽ ƚŚĞ ƌĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ͕ ƐƚĂŶĚĂƌĚƐ͕ ĂŶĚ ƌĞŐƵůĂƚŝŽŶƐ ŽĨ WK:< EƵŵďĞƌ
ϱϭͬWK:<͘ϬϯͬϮϬϭϳ ĂŶĚ ^ K:< EŽ͘ ϭϲͬ^ K:<͘ϬϰͬϮϬϮϭ͕ 'Z/ ^ƚĂŶĚĂƌĚ ϮϬϮϭ ŽŶƐŽůŝĚĂƚĞĚ͕ 'Z/
&ŝŶĂŶĐŝĂů^ĞƌǀŝĐĞƐ^ĞĐƚŽƌ^ƵƉƉůĞŵĞŶƚ͕^ƵƐƚĂŝŶĂďŝůŝƚLJĐĐŽƵŶƚŝŶŐ^ƚĂŶĚĂƌĚŽĂƌĚ;^^Ϳ&ŝŶĂŶĐŝĂů
^ĞĐƚŽƌŽŵŵĞƌĐŝĂůĂŶŬƐ͕ĂŶĚ^ EŽƌƉŽƌĂƚĞ'ŽǀĞƌŶĂŶĐĞ^ĐŽƌĞĐĂƌĚ;'^Ϳ͘
džĐůƵƐŝŽŶ
ϭ͘ dŚĞĞdžƉƌĞƐƐŝŽŶŽĨŽƉŝŶŝŽŶ͕ďĞůŝĞĨ͕ĞdžƉĞĐƚĂƚŝŽŶ͕ĂĚǀĞƌƚŝƐĞŵĞŶƚ͕ĂŶĚĂůƐŽĨŽƌǁĂƌĚͲůŽŽŬŝŶŐ
ƐƚĂƚĞŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐĨƵƚƵƌĞƉůĂŶŶŝŶŐŽĨƚŚĞŽŵƉĂŶLJĂƐƐƉĞĐŝĨŝĞĚŝŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘
Ϯ͘ ŶĂůLJƐŝƐŽƌĂƐƐĞƐƐŵĞŶƚĂŐĂŝŶƐƚƌĞŐƵůĂƚŝŽŶƐ͕ƉƌŝŶĐŝƉůĞƐ͕ƐƚĂŶĚĂƌĚƐ͕ŐƵŝĚĞůŝŶĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽƚŚĞƌ
ƚŚĂŶƚŚŽƐĞŝŶĚŝĐĂƚĞĚŝŶƚŚĞ^ƚĂƚĞŵĞŶƚ͘
ϯ͘ dŽƉŝĐƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶŽƵƚƐŝĚĞƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͕ŽƌŝŶƚŚĞƉƵďůŝĐĚŽŵĂŝŶŶŽƚĐŽǀĞƌĞĚ
ŝŶƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͘
ϰ͘ Financial performance data and information as presented in the Company’s financial statements
ĂŶĚĚŽĐƵŵĞŶƚƐ͕ŽƚŚĞƌƚŚĂŶƚŚŽƐĞŵĞŶƚŝŽŶĞĚŝŶƚŚĞZĞƉŽƌƚ͘
DĞƚŚŽĚŽůŽŐLJĂŶĚ^ŽƵƌĐĞŝƐĐůŽƐƵƌĞ
ϭ͘ &Žƌŵ ĂŶ ƐƐƵƌŽƌ dĞĂŵ ǁŚŽƐĞ ŵĞŵďĞƌƐ ĂƌĞ ĐĂƉĂďůĞ ŝŶ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ƌĞƉŽƌƚ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ
ĂƐƐƵƌĂŶĐĞ͘
Ϯ͘ WĞƌĨŽƌŵƚŚĞƉƌĞͲĞŶŐĂŐĞŵĞŶƚƉŚĂƐĞƚŽĞŶƐƵƌĞƚŚĞŝŶĚĞƉĞŶĚĞŶĐĞĂŶĚŝŵƉĂƌƚŝĂůŝƚLJŽĨƚŚĞƐƐƵƌŽƌ
dĞĂŵ͘
ϯ͘ ,ŽůĚĂŬŝĐŬͲŽĨĨŵĞĞƚŝŶŐĂŶĚŝŶŝƚŝĂůĂŶĂůLJƐŝƐŽĨƚŚĞZĞƉŽƌƚĚƌĂĨƚďĂƐĞĚŽŶƚŚĞWd^ĞũĂŚƚĞƌĂZĂŵďĂŚ
ƐŝĂWƌŽƚŽĐŽůŽŶƐƐƵƌĂŶĐĞŶĂůLJƐŝƐƌĞĨĞƌƐƚŽƚŚĞƐƚĂŶĚĂƌĚƐ͕ƉƌŝŶĐŝƉůĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽĨϭϬϬϬ^
ǀϯ͕ϭϬϬϬW^;ϮϬϭϴͿ͕ĂŶĚƐƚĂŶĚĂƌĚƐͬƌĞŐƵůĂƚŝŽŶƐƵƐĞĚŝŶƚŚĞZĞƉŽƌƚ͘
ϰ͘ ŝƐĐƵƐƐŽŶůŝŶĞƚŚĞƌĞƐƵůƚƐŽĨƚŚĞĂŶĂůLJƐŝƐǁŝƚŚƚŚĞDĂŶĂŐĞŵĞŶƚĂŶĚĚĂƚĂĐŽŶƚƌŝďƵƚŽƌƐ͘
ϱ͘ sĞƌŝĨLJĞǀŝĚĞŶĐĞĂŶĚƚƌĂĐĞĚĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶĂƐĐŽǀĞƌĞĚŝŶƚŚĞZĞƉŽƌƚ͘
ϲ͘ ŽŶĚƵĐƚĞĚ ƚŚĞ KŶͲ^ŝƚĞ ŶŐĂŐĞŵĞŶƚ ;K^ Ϳ ƚŚƌŽƵŐŚ ĚŝƌĞĐƚ ŝŶƚĞƌǀŝĞǁƐ ǁŝƚŚ ďŽƚŚ ŝŶƚĞƌŶĂů ĂŶĚ
ĞdžƚĞƌŶĂůƐƚĂŬĞŚŽůĚĞƌƐ͘
Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϲ͕ƉĂŐĞϮŽĨϰ
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ϳ͘ dŚĞŽŵƉĂŶLJŝŶĐŽƌƉŽƌĂƚĞĚŽƵƌƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐŝŶƚŚĞĚƌĂĨƚZĞƉŽƌƚĂŶĚƌĞůĞĂƐĞƚŚĞĨŝŶĂůZĞƉŽƌƚ
ĐŽŶƚĞŶƚ͘
ϴ͘ WƌĞƉĂƌĞƚŚĞ^ƚĂƚĞŵĞŶƚĂŶĚƐĞŶĚŝƚƚŽϭϬϬϬĐĐŽƵŶƚďŝůŝƚLJĨŽƌƌĞǀŝĞǁƚŽŐĞƚĂƉƉƌŽǀĂůďĞĨŽƌĞ
ƐƵďŵŝƚƚŝŶŐŝƚƚŽƚŚĞĂŶŬ͘
ϵ͘ WƌĞƉĂƌĞ Ă DĂŶĂŐĞŵĞŶƚ >ĞƚƚĞƌ ĚĞƚĂŝůŝŶŐ Ăůů ĂƐƉĞĐƚƐ ƐĞĞŶ͕ ƌĞĐŽƌĚĞĚ͕ ĂŶĚ ŽďƐĞƌǀĞĚ ĚƵƌŝŶŐ ƚŚĞ
ĂƐƐƵƌĂŶĐĞǁŽƌŬƚŽƚŚĞDĂŶĂŐĞŵĞŶƚŽĨƚŚĞŽŵƉĂŶLJĨŽƌĨƵƌƚŚĞƌŝŵƉƌŽǀĞŵĞŶƚŽĨƐƵƐƚĂŝŶĂďŝůŝƚLJ
ƉƌŽĐĞƐƐĞƐ͘
ĚŚĞƌĞŶĐĞƚŽϭϬϬϬW;ϮϬϭϴͿĂŶĚ'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚƐ
/ŶĐůƵƐŝǀŝƚLJ–dŚĞŽŵƉĂŶLJƐLJƐƚĞŵĂƚŝĐĂůůLJĞŶŐĂŐĞƐŝŶƚĞƌŶĂůĂŶĚĞdžƚĞƌŶĂůƐƚĂŬĞŚŽůĚĞƌƐŝŶĚĞƚĞƌŵŝŶŝŶŐ
ŵĂƚĞƌŝĂů ƚŽƉŝĐƐ ƚŚƌŽƵŐŚ &ŽĐƵƐ 'ƌŽƵƉ ŝƐĐƵƐƐŝŽŶƐ ;&'ƐͿ ĂŶĚ ŽŶůŝŶĞ ŝŶƚĞƌǀŝĞǁƐ͘ /ƐƐƵĞƐ ƌĂŝƐĞĚ ďLJ
ƐƚĂŬĞŚŽůĚĞƌƐĂƌĞĂŬĞLJĨŽĐƵƐĨŽƌƚŚĞŽŵƉĂŶLJ͕ǁŝƚŚĞĨĨĞĐƚŝǀĞŶĞƐƐĞǀĂůƵĂƚĞĚŝŶŝĚĞŶƚŝĨLJŝŶŐƌŝƐŬƐĂŶĚ
ŽƉƉŽƌƚƵŶŝƚŝĞƐ͕ǁŚŝůĞĞŶƐƵƌŝŶŐŝŶĐůƵƐŝǀĞĞŶŐĂŐĞŵĞŶƚŽĨŵĂƌŐŝŶĂůŝnjĞĚŽƌǀƵůŶĞƌĂďůĞƐƚĂŬĞŚŽůĚĞƌƐ͘
DĂƚĞƌŝĂůŝƚLJ – /Ŷ ĚĞƚĞƌŵŝŶŝŶŐ ŵĂƚĞƌŝĂůŝƚLJ͕ ƚŚĞ ŽŵƉĂŶLJ ĂƉƉůŝĞƐ Ă ŽƵďůĞ DĂƚĞƌŝĂůŝƚLJ ĂƉƉƌŽĂĐŚ ďLJ
ĐŽŶƐŝĚĞƌŝŶŐďŽƚŚŝŵƉĂĐƚŵĂƚĞƌŝĂůŝƚLJĂŶĚĨŝŶĂŶĐŝĂůŵĂƚĞƌŝĂůŝƚLJ͘dŚĞĂƐƐĞƐƐŵĞŶƚĂůƐŽƚĂŬĞƐŝŶƚŽĂĐĐŽƵŶƚ
ƐŚŽƌƚͲ͕ŵĞĚŝƵŵͲ͕ĂŶĚůŽŶŐͲƚĞƌŵƉĞƌƐƉĞĐƚŝǀĞƐ͘tĞƌĞĐŽŵŵĞŶĚƚŚĂƚƚŚĞŽŵƉĂŶLJĚĞƚĞƌŵŝŶĞŵĂƚĞƌŝĂů
ƚŽƉŝĐƐĚƵƌŝŶŐƚŚĞďƵĚŐĞƚƉůĂŶŶŝŶŐƐƚĂŐĞƚŽĞŶĂďůĞŵŽƌĞĞĨĨĞĐƚŝǀĞŝŶƚĞŐƌĂƚŝŽŶŽĨŵĂƚĞƌŝĂůƚŽƉŝĐƐŝŶƚŽ
ďƵĚŐĞƚŝŶŐ͕ĂĐƚŝŽŶƉůĂŶƐ͕ĂŶĚƌĞƉŽƌƚŝŶŐ͘
ZĞƐƉŽŶƐŝǀĞŶĞƐƐ–dŚĞŽŵƉĂŶLJĂĐƚŝǀĞůLJƌĞƐƉŽŶĚƐƚŽƚŚĞŶĞĞĚƐ͕ŝƐƐƵĞƐ͕ĐŽŶĐĞƌŶƐ͕ĂŶĚĞdžƉĞĐƚĂƚŝŽŶƐŽĨ
ŝƚƐ ƐƚĂŬĞŚŽůĚĞƌƐ͘ dŚĞƐĞ ƌĞƐƉŽŶƐĞƐ ĂƌĞ ŝŶƚĞƌŶĂůůLJ ĐŽŽƌĚŝŶĂƚĞĚ ĂŶĚ ĨŽůůŽǁĞĚ ƵƉ ƚŽ ĞŶƐƵƌĞ ĞĨĨĞĐƚŝǀĞ
ŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘dŽƐƵƉƉŽƌƚƚŚŝƐƉƌŽĐĞƐƐ͕ƚŚĞŽŵƉĂŶLJƉƌŽǀŝĚĞƐĐŽŵƉůĂŝŶƚͲŚĂŶĚůŝŶŐĐŚĂŶŶĞůƐƚŚĂƚĂƌĞ
ĂĐĐĞƐƐŝďůĞƚŽĂůůŝŶƚĞƌŶĂůĂŶĚĞdžƚĞƌŶĂůƐƚĂŬĞŚŽůĚĞƌƐ͕ŝŶĐůƵĚŝŶŐƚŚĞ,ĂůŽƐĞƌǀŝĐĞ͕ǁŚŝĐŚŝƐĐĞƌƚŝĨŝĞĚ
ƵŶĚĞƌ/^KϵϬϬϭ͗ϮϬϭϱ͘/ŶϮϬϮϱ͕ƚŚĞŽŵƉĂŶLJĚĞŵŽŶƐƚƌĂƚĞĚƐƚƌŽŶŐƉĞƌĨŽƌŵĂŶĐĞŝŶĐŽŵƉůĂŝŶƚŚĂŶĚůŝŶŐ͕
ƌĞĨůĞĐƚĞĚďLJĂŚŝŐŚƌĞƐŽůƵƚŝŽŶƌĂƚĞ͘
/ŵƉĂĐƚ–dŚĞŽŵƉĂŶLJŚĂƐƐLJƐƚĞŵĂƚŝĐĂůůLJŵĞĂƐƵƌĞĚ͕ĂƐƐĞƐƐĞĚ͕ĂŶĚŵĂŶĂŐĞĚƚŚĞŝŵƉĂĐƚƐĂƌŝƐŝŶŐĨƌŽŵ
ŵĂƚĞƌŝĂůƚŽƉŝĐƐ͘dŚŝƐƉƌŽĐĞƐƐŝƐƐƵƉƉŽƌƚĞĚďLJƚŚĞĂƐƐĞƐƐŵĞŶƚŽĨŝŵƉĂĐƚŵĂƚĞƌŝĂůŝƚLJ͕ďŽƚŚƉŽƐŝƚŝǀĞĂŶĚ
ŶĞŐĂƚŝǀĞ͕ĂƐ ǁĞůůĂƐ ĨŝŶĂŶĐŝĂů ŵĂƚĞƌŝĂůŝƚLJ͕ ǁŚŝĐŚ ŝŶĐůƵĚĞƐ ƌŝƐŬƐĂŶĚ ŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ &Žƌ ĞĂĐŚ ŵĂƚĞƌŝĂů
ƚŽƉŝĐ͕ƚŚĞŽŵƉĂŶLJŚĂƐŝĚĞŶƚŝĨŝĞĚƚŚĞŝŵƉĂĐƚƐƌĞƐƵůƚŝŶŐĨƌŽŵƌĞůĂƚĞĚƉĞƌĨŽƌŵĂŶĐĞ͕ĞŶƐƵƌŝŶŐĞĨĨĞĐƚŝǀĞ
ĂŶĚŵĞĂƐƵƌĂďůĞŵĂŶĂŐĞŵĞŶƚ͘
KŶ ^ŝƚĞ ŶŐĂŐĞŵĞŶƚ͗ KŶͲ^ŝƚĞ ŶŐĂŐĞŵĞŶƚ ;K^ Ϳ ĐŽŶƐƚŝƚƵƚĞƐ ŽŶĞ ŽĨ ŽƵƌ ƉƌŽĐĞĚƵƌĞƐ ƉĞƌĨŽƌŵĞĚ ƚŽ
assess the Company’s adherence to the AA1000 Principles (Inclusivity, Materiality, Responsiveness,
ĂŶĚ /ŵƉĂĐƚͿ͕ ďĂƐĞĚŽŶĂƐĂŵƉůĞŽĨŵĂƚĞƌŝĂů ƚŽƉŝĐƐ ĂŶĚƐŝŐŶŝĨŝĐĂŶƚ ƐƚĂŬĞŚŽůĚĞƌƐ͘ ĂƐ ĞĚ ŽŶ ƚŚĞK^
ƉĞƌĨŽƌŵĞĚ͕ǁĞĐŽŶĐůƵĚĞƚŚĂƚƚŚĞŽŵƉĂŶLJŚĂƐŝŵƉůĞŵĞŶƚĞĚƚŚĞƉƌŽĐĞƐƐŝŶĂŐĞŶĞƌĂůůLJƐƵĨĨŝĐŝĞŶƚĂŶĚ
ĂƉƉƌŽƉƌŝĂƚĞŵĂŶŶĞƌ͕ĐŽǀĞƌŝŶŐƚŚĞĂƐƉĞĐƚƐŽĨ/ŶĐůƵƐŝǀŝƚLJ͕DĂƚĞƌŝĂůŝƚLJ͕ZĞƐƉŽŶƐŝǀĞŶĞƐƐ͕ĂŶĚ/ŵƉĂĐƚĂƐ
ŝĚĞŶƚŝĨŝĞĚ͕ŵĂƉƉĞĚ͕ĂŶĚĂƉƉůŝĞĚŝŶŝƚƐĞŶŐĂŐĞŵĞŶƚǁŝƚŚƐƚĂŬĞŚŽůĚĞƌƐ͘
Statement of Use: “/ŶĐĐŽƌĚĂŶĐĞƚŽƚŚĞ'Z/^ƚĂŶĚĂƌĚƐ” –tĞĞǀĂůƵĂƚĞĚƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂĐĐŽƌĚŝŶŐ
ƚŽƚŚĞ'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚƐƉƌŝŶĐŝƉůĞƐ͕ĚŝƐĐůŽƐƵƌĞƐ͕ĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌƌĞƉŽƌƚŝŶŐ͘dŚĞĂŶŬŚĂƐ
ĐŽŵƉůŝĞĚ ǁŝƚŚ ŶŝŶĞ ƌĞƋƵŝƌĞŵĞŶƚƐ͗ ĂƉƉůLJ ƚŚĞ ƌĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ͕ ƌĞƉŽƌƚ ƚŚĞ ĚŝƐĐůŽƐƵƌĞƐ ŝŶ 'Z/ Ϯ͗
'ĞŶĞƌĂůŝƐĐůŽƐƵƌĞƐϮϬϮϭ͕ĚĞƚĞƌŵŝŶĞŵĂƚĞƌŝĂůƚŽƉŝĐƐ͕ƌĞƉŽƌƚƚŚĞĚŝƐĐůŽƐƵƌĞƐŝŶ'Z/ϯ͗DĂƚĞƌŝĂůdŽƉŝĐƐ
ϮϬϮϭ͕ƌĞƉŽƌƚĚŝƐĐůŽƐƵƌĞƐĨƌŽŵƚŚĞ'Z/dŽƉŝĐ^ƚĂŶĚĂƌĚƐĨŽƌĞĂĐŚŵĂƚĞƌŝĂůƚŽƉŝĐ͕ƉƌŽǀŝĚĞƌĞĂƐŽŶƐ ĨŽƌ
ŽŵŝƐƐŝŽŶĨŽƌĚŝƐĐůŽƐƵƌĞƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐƚŚĂƚƚŚĞŽƌŐĂŶŝnjĂƚŝŽŶĐĂŶŶŽƚĐŽŵƉůLJǁŝƚŚ͕ƉƵďůŝƐŚĂ'Z/
ĐŽŶƚĞŶƚŝŶĚĞdž͕ƉƌŽǀŝĚĞĂƐƚĂƚĞŵĞŶƚŽĨƵƐĞ͕ĂŶĚŶŽƚŝĨLJ'Z/͘
Wd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϲ͕ƉĂŐĞϯŽĨϰ
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'Z/^ƚĂŶĚĂƌĚƐWƌŝŶĐŝƉůĞƐ–ƐƚŚĞĂƐƐƵƌĂŶĐĞǁŽƌŬǁĂƐƚĂŬĞŶ͕ƚŚĞƌĞƉŽƌƚĐŽŶƚĞŶƚƐƵĨĨŝĐŝĞŶƚůLJŝŶĚŝĐĂƚĞƐ
ŝƚƐ ĂĚŚĞƌĞŶĐĞ ƚŽ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ƌĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ ;ĂĐĐƵƌĂĐLJ͕ ďĂůĂŶĐĞ͕ ĐůĂƌŝƚLJ͕ ĐŽŵƉĂƌĂďŝůŝƚLJ͕
ĐŽŵƉůĞƚĞŶĞƐƐ͕ƐƵƐƚĂŝŶĂďŝůŝƚLJĐŽŶƚĞdžƚ͕ƚŝŵĞůŝŶĞƐƐ͕ĂŶĚǀĞƌŝĨŝĂďŝůŝƚLJͿ͘dŚĞDĂŶĂŐĞŵĞŶƚƉƌŽǀŝĚĞĂĚĞƋƵĂƚĞ
ƐƵƉƉŽƌƚĚƵƌŝŶŐƚŚĞĂƐƐƵƌĂŶĐĞǁŽƌŬďLJƐƵďŵŝƚƚŝŶŐĞǀŝĚĞŶĐĞͬĚŽĐƵŵĞŶƚƐĂƐƌĞƋƵĞƐƚĞĚ͘
dLJƉĞ Ϯ ƐƐƵƌĂŶĐĞ – dŚĞ ŽŵƉĂŶLJ ŚĂƐ ŝŵƉůĞŵĞŶƚĞĚ Ă ƐƚƌŽŶŐ ŐŽǀĞƌŶĂŶĐĞ ĨƌĂŵĞǁŽƌŬ ĨŽƌ ĚĂƚĂ
ƉƌŽƚĞĐƚŝŽŶ͕ŝŶĨŽƌŵĂƚŝŽŶƐLJƐƚĞŵƐĞĐƵƌŝƚLJ͕ĂŶĚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͕ƐƵƉƉŽƌƚĞĚďLJĐůĞĂƌƐĞŐƌĞŐĂƚŝŽŶŽĨƌŽůĞƐ͕
ůĂLJĞƌĞĚĐLJďĞƌƐĞĐƵƌŝƚLJƌŝƐŬŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞƉŽůŝĐŝĞƐ͕ĂƵĚŝƚƐ͕ƚƌĂŝŶŝŶŐ͕ĂŶĚƚŚĞƵƐĞŽĨ
advanced technology, including Artificial Intelligence (AI). The Company’s commitment to/dƐLJƐƚĞŵ
ƌĞƐŝůŝĞŶĐĞ ŝƐ ƌĞĨůĞĐƚĞĚ ŝŶ ŝƚƐ njĞƌŽ ĚĂƚĂ ďƌĞĂĐŚ ƚĂƌŐĞƚ͕ ƚŚĞ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ZĞĐŽƌĚƐ ŽĨ WƌŽĐĞƐƐŝŶŐ
ĐƚŝǀŝƚŝĞƐ ;ZKWͿ͕ ĂŶĚ ƚŚĞ ĐŽŶĚƵĐƚ ŽĨ ĂƚĂ WƌŽƚĞĐƚŝŽŶ /ŵƉĂĐƚ ƐƐĞƐƐŵĞŶƚƐ ;W/Ϳ ƚŽ ŝĚĞŶƚŝĨLJ ĂŶĚ
ŵŝƚŝŐĂƚĞƉƌŝǀĂĐLJƌŝƐŬƐ͕ĂůŽŶŐƐŝĚĞĐŽŶƚŝŶƵŽƵƐƚĞĐŚŶŽůŽŐLJĞŶŚĂŶĐĞŵĞŶƚƐ͘/ŶƚĞƌŵƐŽĨƐĞƌǀŝĐĞĞdžĐĞůůĞŶĐĞ͕
ƚŚĞŽŵƉĂŶLJŽƉĞƌĂƚĞƐĂŶŝŶƚĞŐƌĂƚĞĚƐĞƌǀŝĐĞŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵĂůŝŐŶĞĚǁŝƚŚĐŽƌƉŽƌĂƚĞŐŽǀĞƌŶĂŶĐĞ͕
ƐƵƉƉŽƌƚĞĚďLJĐƵƐƚŽŵĞƌĐŽŵƉůĂŝŶƚŚĂŶĚůŝŶŐƚŚƌŽƵŐŚ,ĂůŽ͕ŽǀĞƌƐŝŐŚƚďLJDĂŶĂŐĞŵĞŶƚ͕ƚŚĞŽĂƌĚ
ŽĨ ŝƌĞĐƚŽƌƐ͕ ĂŶĚ ƚŚĞ ŽĂƌĚ ŽĨ ŽŵŵŝƐƐŝŽŶĞƌƐ͕ ĐŽŶƐŝƐƚĞŶƚůLJ ŚŝŐŚ ^ĞƌǀŝĐĞ >ĞǀĞů ŐƌĞĞŵĞŶƚ ;^>Ϳ
ĂĐŚŝĞǀĞŵĞŶƚ͕ ĂŶĚ ĐƵƐƚŽŵĞƌƐĂƚŝƐĨĂĐƚŝŽŶ ƐƵƌǀĞLJƐ͘KŶŐŽŝŶŐ ĂŶĂůLJƐŝƐ ŽĨ ƌĞĐƵƌƌŝŶŐ ĐŽŵƉůĂŝŶƚƐĂŶĚ ƚŚĞ
ĚĞǀĞůŽƉŵĞŶƚŽĨŚLJďƌŝĚďĂŶŬŝŶŐƐĞƌǀŝĐĞƐĞŶƐƵƌĞŝŶĐůƵƐŝǀĞĂĐĐĞƐƐĨŽƌĂůůĐƵƐƚŽŵĞƌƐĞŐŵĞŶƚƐĂŶĚƐƵƉƉŽƌƚ
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S u s t a i n a b i l i t y R e p o r t
i n B r i e f
Reference of POJK NO.51/POJK.03/2017 and
GRI Standard Index
FINANCIAL SERVICES AUTHORITY REGULATION (POJK) NUMBER 51/POJK.03/2017 -
FINANCIAL SERVICES AUTHORITY CIRCULAR LETTER (SEOJK) NUMBER 16/SEOJK.04/2021
No. Indicator Page
Sustainability Strategy
A.1 Explanation of Sustainability Strategy 21
Performance Overview on Sustainability Aspects
B.1 Economic Aspects 14-15
B.2 Environmental Aspects 15
B.3 Social Aspects 16
Company Profile
C.1 Vision, Mission and Values of Sustainability 22
C.2 Company Address 17
C.3 Business Scale 17-18
C.4 Products, Services, and Business Activity 19
C.5 Membership of Association 19
C.6 Significant Changes 19
Board of Director Statement
D.1 Board of Director Statement 11-13
Sustainability Governance
E.1 Responsible Party related to Sustainable finance Implementation 23-24
E.2 Competency Development related to Sustainable finance 26
E.3 Risk Assessment for the Application of Sustainable finance 24-26
E.4 Stakeholder Engagement 27-28
E.5 Problems Encountered on Sustainable finance 27
Sustainability Performance
F.1 Building a Sustainability Culture 23
Economic Performance
F.2 Comparison of Targets and Production Performance, Portfolio, Financing Targets, or 51
Investments, Income as Well as Profit and Loss
F.3 Comparison of Target and Portfolio Performance, Financing Targets, or Investments 53-56
in Financial Instruments or Projects That are in line with the Implementation of
Sustainable Finance
Environmental Performance
General Aspects
F.4 Environmental Costs 15
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No. Indicator Page
Material Aspect
F.5 Usage of Environmentally Friendly Materials 94
Energy Aspects
F.6 Amount and Intensity of Energy Consumed 91-92
F.7 Efforts and Achievement for Energy Efficiency and Renewable Energy Usage 91-93
Water Aspects
F.8 Water Usage 93
Biodiversity Aspects
F.9 Impacts from Operational Areas that are Near or Located in Conservation Areas or 110-112
Have Biodiversity
F.10 Biodiversity Conservation Efforts 110-112
Emission Aspects
F.11 Amount and Intensity of Emissions Generated by Type 89-90
F.12 Efforts and Achievements Made for Emission Reduction 90-91
Waste and Effluent Aspects
F.13 Amount of Waste and Effluent Generated by Type 94-95
F.14 Waste and Effluent Management Mechanism 94-95
F.15 Spill incident (if any) 93
Complaints Related to the Environment Aspects
F.16 Amount and Material of Environmental Complaints Received and Resolved 113
Social Performance
F.17 Commitment to Provide Services on Equal Products and/or Services to Consumers 42
Employment Aspects
F.18 Equal Employment Opportunities 70
F.19 Child Labor And Forced Labor 79
F.20 Regional Minimum Wage 80-81
F.21 A Decent and Safe Work Environment 83-85
F.22 Training and Development of Employee Skills 76-78
Community Aspects
F.23 Operations Impacts on Surrounding Communities 97
F.24 Community Complaints 43-44, 67-68
F.25 Corporate Social and Environmental Responsibility Activities 98-114
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S u s t a i n a b i l i t y R e p o r t
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No. Indicator Page
Responsibility for Sustainable Product/Service Development
F.26 Innovation and Development of Sustainable finance Products/Services 39
F.27 Products and Services that the Safety have been Evaluated for Customers 39
F.28 Products/Services Impacts 64
F.29 The Number of Products Withdrawn 39
F.30 Customer Satisfaction Survey of Sustainable finance Products and/or Services 44
Others
G.1 Written Verification from Independent Parties (if any) 118-121
G.2 Feedback Form 134
G.3 Responses to Previous Year’s Sustainability Report Feedback 116
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GRI Content Index
Statement of use PT Bank Central Asia Tbk has submitted information in accordance with the GRI Standards for
the period January 1 to December 31, 2025.
GRI 1 used GRI 1 : Fondation 2021
Applicable GRI Sector Standard(s) N/A
Omission
GRI Sector
GRI Standard Indicator Disclosure Location Standard
Requirement(s)
Reason Explanation Ref.No
Omitted
General Disclosure
GRI 2: General 2-1 Organizational details 17, 18
Disclosures
2021 2-2 Entities within the organization’s 116
sustainability reporting
2-3 Reporting period, frequency and 116
contact
2-4 Restatements of information 116
2-5 External assurance 116
2-6 Activities, value chain and other 19
business relationships
2-7 Employees 70, 71, 72
2-8 Workers who are not employees 72
2-9 Governance structure and 23
composition
2-10 Nomination and selection of the
highest governance body
Annual
Report
2-11 Chair of the highest governance
body
2-12 Role of the highest governance 24, 25
body in overseeing the
management of impacts
2-13 Delegation of responsibility for 23
managing impacts
2-14 Role of the highest governance 24, 25, 30
body in sustainability reporting
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S u s t a i n a b i l i t y R e p o r t
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Omission
GRI Sector
GRI Standard Indicator Disclosure Location Standard
Requirement(s)
Reason Explanation Ref.No
Omitted
2-15 Conflicts of interest
2-16 Communication of critical
concerns
2-17 Collective knowledge of the
highest governance body
Annual
2-18 Evaluation of the performance of
Report
the highest governance body
2-19 Remuneration policies
2-20 Process to determine
remuneration
2-21 Annual total compensation ratio
2-22 Statement on sustainable 21, 23
development strategy
2-23 Policy commitments 21, 24, 59
2-24 Embedding policy commitments 21, 23, 24
2-25 Processes to remediate negative 43, 48
impacts
2-26 Mechanisms for seeking advice Annual
and raising concerns Report
2-27 Compliance with laws and 65
regulations
2-28 Membership associations 19
2-29 Approach to stakeholder 27
engagement
2-30 Collective bargaining agreements 79
Material Topics
GRI 3: Material 3-1 Process to determine material 30
Topics 2021 topics
3-2 List of material topics 30, 31
Material Topic : Customer Data Protection and Information System Resilience
GRI 3: Material 3-3 Management of material topics 32
Topics 2021
GRI 418: 418-1 Substantiated complaints 48
Customer concerning breaches of customer
Privacy 2016 privacy and losses of customer
data
Material Topic : Service Excellence
GRI 3: Material 3-3 Management of material topics 32
Topics 2021
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Omission
GRI Sector
GRI Standard Indicator Disclosure Location Standard
Requirement(s)
Reason Explanation Ref.No
Omitted
GRI 413: Local 413-1 Operations with local 114
Communities community engagement, impact
2016 assessments, and development
programs
413-2 Operations that have or potentially 112
cause significant adverse impacts
on the local community
Material Topic : Responsible Financing
GRI 3: Material 3-3 Management of material topics 33
Topics 2021
GRI 201: 201-1 Direct economic value generated 51
Economic and distributed
Performance
2016
GRI 203: 203-1 Infrastructure investment and 106
Indirect services supported
Economic
Impacts 2016
Material Topic : Anti-corruption and Anti-fraud
GRI 3: Material 3-3 Management of material topics 33
Topics 2021
GRI 205: Anti- 205-1 Operations assessed for risks 66, 67
corruption related to corruption
2016
205-2 Communication and training 66, 67, 68
about anti-corruption policies and
procedures
205-3 Confirmed incidents of corruption 67
and actions taken
Material Topic : Climate Action
GRI 3: Material 3-3 Management of material topics 34
Topics 2021
GRI 201: 201-2 Financial implications due to 57, 59
Economic climate change
Performance
2016
GRI 305: 305-1 Direct (Scope 1) GHG emissions 89, 90
Emissions
2016
305-2 Energy indirect (Scope 2) GHG 89, 90
emissions
305-3 Other indirect (Scope 3) GHG 89, 90
emissions
Economic Performance
GRI 201: 201-3 Defined benefit plan obligations 83
Economic and other retirement plans
Performance
2016 201-4 Financial assistance received from 51, 52
government
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Omission
GRI Sector
GRI Standard Indicator Disclosure Location Standard
Requirement(s)
Reason Explanation Ref.No
Omitted
GRI 207: Tax 207-1 Approach to tax 52
2019
207-2 Tax governance, control, and risk 52
management
207-3 Stakeholder engagement and 52
management of concerns related
to tax
207-4 Country-by-country reporting -
Energy
GRI 302: 302-1 Energy consumption within the 92
Energy 2016 organization
302-3 Energy intensity 92
Water and Effluents
GRI 303: 303-1 Interactions with water as a 93
Water and shared resource
Effluents 2018
303-2 Management of water discharge- 93
related impacts
Waste
GRI 306: 306-1 Waste generation and significant 94
Waste 2020 waste-related impacts
306-2 Management of significant waste- 94
related impacts
306-3 Waste generated 94
306-4 Waste diverted from disposal 94
Employment
GRI 401: 401-1 New employee hires and 72, 73, 74,
Employment employee turnover 75
2016
401-2 Benefits provided to full-time 80
employees that are not provided
to
temporary or part-time
employees
401-3 Parental leave 82
Occupational Health and Safety
GRI 403: 403-1 Occupational health and safety 83
Occupational management system
Health and
Safety 2018 403-2 Hazard identification, risk 84
assessment, and incident
investigation
403-3 Occupational health service 85
403-4 Worker participation, consultation, 84, 85
and communication on
occupational health and safety
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Omission
GRI Sector
GRI Standard Indicator Disclosure Location Standard
Requirement(s)
Reason Explanation Ref.No
Omitted
403-5 Worker training on occupational 85
health and safety
403-6 Promotion of worker health 85
403-7 Prevention and mitigation of 83, 84
occupational health and safety
impacts linked by business
relationships
403-8 Workers covered by an 83
occupational health and safety
management system
403-9 Work-related injuries 84
403-10 Work-related ill health 85
Training and Education
GRI 404: 404-1 Average hours of training per year 76, 77
Training and per employee
Education
2016 404-2 Programs for upgrading employee 76, 78, 83
skills and transition assistance
programs
404-3 Percentage of employees 75
receiving regular performance and
career development reviews
GRI FINANCIAL SERVICES
Indicator Disclosure Page
FS1 Policies with specific environmental and social components applied to business lines 59
FS2 Procedures for assessing and screening environmental and social risks in business lines 59-60
FS3 Processes for monitoring clients’ implementation of and compliance with environmental and social requirements 60-61
included in agreements or transactions
FS4 Process(es) for improving staff competency to implement the environmental and social policies and procedures 26
as applied to business lines
FS5 Interactions with clients/ investees/business partners regarding environmental and social risks and opportunities 27-29, 56
FS6 Percentage of the portfolio for business lines by specific region, size (e.g. micro/SME/large) and by sector 14-15, 54-56
FS7 Monetary value of products and services designed to deliver a specific social benefit for each business line 55-56
broken down by purpose
FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business 14, 55-56
line broken down by purpose
FS9 Coverage and frequencies of audits to assess implementation of environmental and social policies and risk 24
assessment procedures
FS10 Percentage and number of companies held in the institution’s portfolio with which the reporting organization has 54-55
interacted on environmental or social issues
FS11 The percentage of assets subject to positive and negative environmental or social screening 55
FS12 Voting policy applied to environmental or social issues 25
FS13 Access points in low-populated or economically disadvantaged areas by type 45, 106-107
FS14 Initiatives to improve access to financial services for disadvantaged people 45
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S u s t a i n a b i l i t y R e p o r t
i n B r i e f
Indicator Disclosure Page
FS15 Policies for the fair design and sale of financial products and services 45
FS16 Initiatives to enhance financial literacy by type of beneficiary 101-102
SASB - Financials
Code Description Page
Activity Metrics
FN-CB-000.A (1) Number and (2) value of checking and savings accounts by segment: (a) personal 14, 18
and (b) small business
FN-CB-000.B (1) Number and (2) value of loans by segment: (a) personal and (b) small business 14, 55
Data Security
FN-CB-230a.1 (1) Number of data breaches, (2) percentage involving personally identifiable 48
information (PII), (3)
number of account holders affected
FN-CB-230a.2 Approach to addressing data security risks 47, 48
Financial Inclusion & Capacity Building
FN-CB-240a.1 (1) Number and (2) amount of loans outstanding qualified to programs designed to 55, 56
promote small business and community development
FN-CB-240a.2 (1) Number and (2) amount of past due and nonaccrual loans qualified to programs 56
designed to promote small business and community development
FN-CB-240a.3 Number of no-cost retail checking accounts provided to previously unbanked or 45, 106
underbanked customers
FN-CB-240a.4 Number of participants in financial literacy initiatives for unbanked, underbanked, or 101
underserved customers
Incorporation of Environmental, Social, and Governance Factors in Credit Analysis
FN-CB-410a.2 Description of approach to incorporation of environmental, social and governance 57, 59, 60, 62, 64
(ESG) factors in credit analysis
Financed Emissions
FN-CB-410b.1 Absolute gross financed emissions, disaggregated by (1) Scope 1, (2) Scope 2 and (3) 90
Scope 3
FN-CB-410b.2 Gross exposure for each industry by asset class -
FN-CB-410b.3 Percentage of gross exposure included in the financed emissions calculation 90
FN-CB-410b.4 Description of the methodology used to calculate financed emissions 90
Business Ethics
FN-CB-510a.1 Total amount of monetary losses as a result of legal proceedings associated with 67
fraud, insider trading, anti-trust, anti-competitive behavior, market manipulation,
malpractice, or other related financial industry laws or regulations
FN-CB-510a.2 Description of whistleblower policies and procedures 67
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SASB - Financials
Code Description Page
Risk Management System
FN-CB-550a.1 Global Systemically Important Bank (G-SIB) score, by category 19
FN-CB-550a.2 Description of approach to incorporation of environmental, social, and governance 57, 60, 61
(ESG) factors in credit analysis into capital adequacy planning, long-term corporate
strategy, and other business activities
ASEAN CORPORATE GOVERNANCE SCORECARD
The implementation of ACGS at BCA is presented in more detail on the BCA website https://www.bca.co.id/en/tentang-
bca/tata-kelola/acgs
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Feedback Form
PT Bank Central Asia Tbk (BCA) published this Sustainability Report to provide an overview of its sustainability performance
and the implementation of Sustainable Finance to stakeholders. We welcome your feedback, criticism, and suggestions
after reading this Sustainability Report by sending an email or submitting this form by mail.
Your Profile
Name (if possible) :
Institution/Company :
E-mail :
Phone/Mobile :
Stakeholder Group
Regulator
Investors and Shareholders
Employees
Customers
Business partners/Suppliers/Vendors
Public
Media
Others, please specify:
Please Select the Appropriate Answers in Response to the Questions Below
Yes No
1. This report is easily understood.
2. This report is useful for you.
3. This report portrays BCA's sustainability performance clearly.
4. This report discloses the material topics which are relevant to the Company.
Thank you for your participation.
132 Sustainability Report 2025 | PT Bank Central Asia Tbk
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Sustainability Report 2025 | PT Bank Central Asia Tbk 133
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O u r S u s t a i n a b i l i t y
PT Bank Central Asia Tbk
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
134 Sustainability Report 2025 | PT Bank Central Asia Tbk
Names mentioned 24 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Minister of Justice No. J.A.
p.19
unresolved
person
H. Thamrin
p.19
unresolved
org
Minister of Justice
p.19
unresolved
org
PT Dwimuria Investama Andalan.
p.19
unresolved
org
PT BCA
p.35
unresolved
org
Central Asia Tbk
p.35
unresolved
org
PT Bank Central
p.36
unresolved
org
Asia Tbk
p.36
unresolved
org
Bank Indonesia
p.41 ×3
unresolved
org
Financial Services Authority
p.41 ×4
unresolved
org
Rianto & Partners
p.52
unresolved
org
Bank BCA
p.58
unresolved
org
Bank Executives.
p.78
unresolved
org
Bank Internal Auditor Certification
p.78
unresolved
org
Indonesia Stock Exchange
p.79
unresolved
org
Bank Central Asia Pension Fund
p.85
unresolved
org
Minister of Manpower Decree
p.85
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