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FY25 Results Presentation PT Bank Tabungan Negara (Persero) Tbk . Jakarta, 9 February 2026
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IMPORTANT : The following forms part of, and should be read in conjunction with, the other material
in this presentation
This presentation contains privileged information and has been prepared solely for the recipient(s) . By accepting a copy (or the contents) of this
presentation, you are deemed to have acknowledged and agreed to the provisions appearing hereinafter . The existence of this presentation and the
contents thereof should not be disclosed, reproduced, copied or otherwise disseminated to any other person or published, in whole or in part, without
prior consent of PT Bank Tabungan Negara (Persero) Tbk . (“BTN” or the “Company”) .
This presentation does not constitute or form part of any offer for sale or invitation, or solicitation of an offer, to subscribe for or purchase any securities
and neither this document nor anything contained herein shall form the basis of or be relied on in connection with any contract or commitment whatsoever .
Any decision to purchase or subscribe for securities should be made only on the basis of the information contained in a prospectus or offering circular
issued by the Company in connection with any such offering .
Information and opinions contained in this presentation are provided for reference of the recipients only and are not to be relied upon as authoritative or
without the recipient’s own independent verification or taken in substitution for the exercise of the recipient’s own judgment . Any reference to past
performance should not be taken as an indication of future performance . In furnishing the presentation, the Company has not undertaken to provide the
recipient(s) with access to any additional information or updates . None of the Company warrant or guarantee whatsoever that this presentation will lead to
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Accordingly the Company disclaims any liability whatsoever in connection therewith and with any decisions that might be taken upon the basis of this
presentation, directly or indirectly . In particular, the Company owe no duty to the recipient (except as required by applicable laws) to exercise any
judgment on its behalf as to the merits or suitability of any transaction . The recipient agrees that the merits or suitability of any such transaction to its
particular situation will be independently determined by the recipient including consideration of the legal, tax, accounting, regulatory, financial and other
related aspects there of .
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BTN’s Overview : 2021 – 2025 Performance
Net Profit Total Loan & Financing Total Deposits
(IDR Tn) (IDR Tn) (IDR Tn)
+16.4%
+11.9 % +14.6%
3.5 3.5 437
3.0 3.0 400 382
334 358 350
2.4 298 296 322
275
12M21 12M22 12M23 12M24 12M25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
Net Interest Margin NPL Gross Capital Adequacy Ratio
(%) (%) (%)
- 8 bps +242 bps
+133 bps
4.4 4.2 20.9
4.0 3.7 20.2 20.1
3.8 3.4 19.1
3.0 3.2 3.1 18.5
2.9
12M21 12M22 12M23 12M24 12M25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
4
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Macroeconomics & Management Highlights
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Macroeconomic Highlights
Indonesia’s GDP Remains Resilient.. …with Inflation Rate Stays on Target Rebound on Consumer Confidence Index
(% yoy ) GDP c.25: 5.1% yoy (% ) CPI mom (LHS) CPI yoy (RHS) (% )
CCI Average CCI
2.0 5.4 6.0
1.6 130 127.1 127.7
1.5 5.0
5.4
4.0 123.8 123.5 123.5
5.2 5.1 5.1 5.1 1.0 3.0 2.9 125
5.0 5.0 5.0 0.6 2.8 0.4 3.0 122.4
0.5 1.6
5.0 0.6 2.0 120 121.7
5.0 4.9 5.0 4.9 0.4 119.9
-
1.0
115
-0.5 - 115.0
1.0
-1.0 -1.0 110
Mar-25
Mar-23
Mar-24
Mar-25
Mar-23
Mar-24
Dec-25
Dec-22
Sep-25
Dec-23
Sep-23
Jun-25
Dec-24
Dec-25
Jun-23
Sep-24
Dec-22
Sep-25
Dec-23
Jun-24
Sep-23
Jun-25
Dec-24
Jun-23
Sep-24
Jun-24
1Q25
1Q23
1Q24
2Q25
3Q25
2Q23
3Q23
4Q25
4Q22
2Q24
4Q23
3Q24
4Q24
Deficit Remains Under Control below Threshold.. .. Targeted 8 Economic’s Priority Key Takeaways
(IDR Tn) (% ) (IDR Tn) ▪ In 4 Q25 , GDP recorded at ~ 5 .4 % level driven by
Deficit Deficit (% of GDP) 2025 Outlook 2026 Budget 5 .1% yoy growth from household consumption .
800.0 3.50 757.8 ▪ Inflation reached 2 .9 % yoy in December 2025 and
2.9 690.1
700.0 2.7 3.00 expected to pick - up in 1Q26 due to a low based
600.0 2.4 2.3 effect from discount on electricity tariff in 1Q25 .
2.50 508.2
500.0 468.1 ▪ The Consumer Confidence Index (CCI) rose to 123 .5
1.6 2.00 in Dec - 25 , exceeding its 4 years average, signaling
400.0
1.50 recovery towards 2026 .
300.0 244
210.6
1.00 155.2 164.4
▪ Indonesia’s 2026 fiscal policy remains on the
200.0
expansionary mode, with a 2 .7% projected deficit of
100.0 0.50 35.2 33.5 GDP, still below the 3 % legal threshold . The
460.4 337.3 509.2 695.1 638.8
- - government continues to support the housing
2022 2023 2024 2025 2026F Food Education Health Social FLPP sector through both fiscal and monetary incentives .
Security Protection
Source : Bloomberg, Bank Indonesia, Statistics Indonesia 6
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Banking Sector Highlights
L oan Growth Recovered by the End of 2025… … Supported by Investment Loan Lead to higher Loan to Deposit Ratio
(% yoy ) (% yoy ) Working Capital Investment (% )
Loan Growth Deposit Growth
Consumer Total Loan
20.5 89.1 89.2
11.7
11.0
10.4
8.4 10.4 12.6
11.7
9.3
11.5 10.5 9.3
11.0
9.7
9.4 6.4
7.4
84.0
4.4
Mar-25
Mar-25
Mar-25
Mar-24
Mar-24
Mar-24
Oct-25
Nov-25
Dec-25
Dec-25
Dec-25
Sep-25
Sep-25
Sep-25
Dec-22
Dec-22
Dec-22
Dec-23
Dec-23
Dec-23
Jun-25
Jun-25
Jun-25
Dec-24
Dec-24
Dec-24
Sep-24
Sep-24
Sep-24
Jun-24
Jun-24
Jun-24
Higher CASA Growth Should Help
F unding C osts A head Key Takeaways
(% yoy ) M2 CASA Total Deposits
13.2 ▪ Deposit growth continues to outpace loan growth, reaching 10 .4 % yoy in December 2025 ,
12.4
signaling ample liquidity in 2026 .
9.9 10.4
▪ Loan growth saw a slight improvement to 9 .3 % yoy , driven by a rebound across all
8.4
9.6 9.6 segments . Nevertheless, consumer loan remained relatively soft at 6 .4 % yoy , while
investment loan surged by 20 .5% yoy in 2025 .
3.5
4.8
▪ As a result, loan to deposit ratio increased to 89 .2 % in December 2025 .
2.8
1.6 ▪ Broad money (M 2 ) grew by 9 .6 % yoy in December 2025 , while CASA and total deposits grew
by 13.2 % yoy and 10.4 % yoy respectively, indicating adequate system liquidity .
Mar-25
Mar-24
Dec-25
Dec-22
Sep-25
Dec-23
Jun-25
Dec-24
Sep-24
Jun-24
Source : Bank Indonesia (SEKI) 7
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Liquidity Highlights
SRBI yields softens, reflecting liquidity improvement DXY vs IDR
(IDR)
Weighted Average SRBI Rate BI Rate IDRG10Y DXY (LHS) USD/IDR (RHS)
8.0 115.0 15,000
7.5 15,200
7.5 7.2
110.0 15,400
7.0 6.7 15,600
105.0 15,800
6.5 6.9 6.25 6.1
16,000
6.0 6.4 6.4 100.0 98.0 16,200
5.5 5.75 6.0 16,680 16,400
5.75 4.9 95.0 16,600
5.0 4.75 16,800
4.5 90.0 17,000
4.6
Mar-25
Mar-24
Dec-25
Sep-25
Dec-23
Sep-23
Jun-25
Dec-24
Sep-24
Jun-24
Mar-25
Mar-24
Dec-25
Sep-25
Dec-23
Sep-23
Jun-25
Dec-24
Sep-24
Jun-24
SRBI outstanding rebounds yet remains below peak level Key Takeaways
(IDR Tn) ▪ SRBI rate showed a downward trend reaching 4 .9 % by the end of 2025 ,
960.7
969.2
reflecting lower liquidity cost .
927.6
923.5
920.8
894.0
893.4
891.1
881.8
867.4
860.3
783.0 ▪ SRBI's outstanding stood at IDR 731 .7 Tn as of Dec - 25 , indicating liquidity
740.8
731.7
723.2
721.1
715.6
709.1
705.8
being reabsorbed back from the system, yet still below its peak
558.2
outstanding at IDR 969 .2 Tn in Nov - 24 ).
410.7
405.0
399.4
350.0
▪ Bank Indonesia maintained the BI Rate at 4 .75 % in Dec - 25 (vs 6 .00 % in
254.5
197.7
Jan - 25 ).
130.2
71.5
▪ Throughout 2025 , DXY weakened, while Rupiah was maintained at IDR
16,680 by the end of 2025 .
Mar-25
Mar-24
Dec-25
Sep-25
Dec-23
Sep-23
Jun-25
Dec-24
Sep-24
Jun-24
Source : Bank Indonesia (SEKI), Bloomberg, processed . 8
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BTN House Price Index (HPI) as of December 2025
National House Price Index HPI Type 36
BTN-HPI QoQ YoY
BTN-HPI QoQ YoY 267.83
12 240.36 300 12 267.8 300
240.4
10 250 10203.6 250
8 185.8 8.2 200 8 7.7 200
6.8 6.4 7.0 7.6
6 5.4 150 6 6.2 6.1 150
4 4.9 5.1 100 5.1
4 100
2 1.6 1.8 1.4 1.7 1.9 50 2.7 50
0.6 2 1.9 1.7 1.8
0 0 1.1
0 0.2 0
Dec-21
Mar-25
Mar-22
Mar-23
Mar-24
Dec-25
Dec-22
Sep-25
Dec-23
Sep-22
Sep-23
Jun-25
Dec-24
Jun-22
Sep-24
Jun-23
Jun-24
Dec-21
Mar-25
Mar-22
Mar-23
Mar-24
Dec-25
Sep-25
Dec-22
Dec-23
Sep-22
Sep-23
Jun-25
Dec-24
Jun-22
Jun-23
Sep-24
Jun-24
HPI Type 45 HPI Type 70
BTN-HPI QoQ YoY BTN-HPI QoQ YoY
212.88
212.9 215.1 250
215.10
13 250
13
167.9 200 168.1 200
10 9.2 10 10.5
7 150 150
6.6 7 6.0 4.8
5.9 5.6
4 3.5 4.4 4.6 4.3 100 4 3.6 100
1.8 2.0 1.6 1.1 50 2.7 1.9 0.9
1 0.9 1.4 1 1.0 1.3 50
-2 0 -2 0.7 0
Dec-21
Dec-21
Mar-25
Mar-25
Mar-22
Mar-22
Mar-23
Mar-23
Mar-24
Mar-24
Dec-25
Dec-25
Sep-25
Sep-25
Dec-22
Dec-22
Dec-23
Dec-23
Sep-22
Sep-22
Sep-23
Sep-23
Jun-25
Jun-25
Dec-24
Dec-24
Jun-22
Jun-22
Sep-24
Sep-24
Jun-23
Jun-23
Jun-24
Jun-24
Source : BTN HPI FY 25
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Embarking on a New Journey through Ecosystem - driven Business Approach
Education
Tap Beyond Mortgage on
ituti ESG Initiatives
st
l In Go
a ve
ci
Expanding and diversifying loan
portfolio to non - housing Launched “Pay
n
rn
na
ecosystems “First bank to Your Mortgage
m
Fi
Installments with
en
upgrade ESG MSCI
Waste” Program
t
Acquiring institutional Rating to AA ”
~ 42 22.6 k
partnership to tap into their
regional Bale Korpora Scale - up ”Low
ecosystem government Users “First Social Bond
Emission
partnerships Issuance with a total
Supporting MSMEs through Housing” Project
of IDR 300 Bn
KUR Housing Program ~ 635 k
9 Payroll accounts
Sales Center
Healthcare
new core
banking system
Integrated Ecosystem &
Unique Lifestyle
Comprehensive Digital
Targeting Less Crowded > 10,000 > 256 k Ecosystem
Developers merchants
Segment
Splitting retail customers into
3.7 Mn 24
different segmentations Digital Stores
Bale users
Increasing CASA acquisition
for a sustainable funding base
Capturing middle institutions
for lower funding cost
rs
etaile
R
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Selected Ecosystem - Driven Business Approach
Unlocking Opportunities in the Expanding Partnership Ecosystem within
Tapping into Ancol Ecosystem HKBP Ecosystem Regional Government Ecosystem
▪ HKBP Nommensen Church is part of the
HKBP Foundation ecosystem .
▪ Currently, HKBP oversees around 3 ,526 BTN strengthens its strategic collaboration with
PROPERTY churches and operates two universitie s in Local Governments (Pemda ) and Provincial
Medan & Pematang Siantar . Governments (Pemprov ) to support regional
▪ Since Dec - 25 , BTN has acquired a total of development and expand BTN's role as a
▪ In Nov - 25 , BTN signed a strategic partnership 1,353 accounts with an average balance of comprehensive consumer bank .
with PT Pembangunan Jaya Ancol Tbk & PT IDR 3 .5 Mn .
Taman Impian Jaya Ancol . ▪ BTN recorded a total of 26 institutional Key Areas of Collaboration :
▪ This partnership opens a door for BTN to accounts (Universities & Churches) in Dec - ▪ Management of regional government
capture the ecosystem, starting from 25 only, with a total transaction value of IDR accounts and treasury services
merchant, culinary, resort, property to 12.1 Bn done through Bale Korpora . ▪ Mortgage and consumer financing for civil
tourism area . servants and local communities
▪ BTN has acquired a total of 932 users with an Potential Customers from Two Universities ▪ Financing for regional strategic projects and
regional - owned enterprises (BUMD)
average acquisition of 15 – 17 users per day . UHN Medan
▪ Bale Korpora recorded a total transaction ▪ Payroll, cash management, and digital
247 Faculty Members
value of IDR 50 .0 Bn from 752 transactions in payment solutions
7 Tho Students ▪ Support for affordable housing and
the last 2 months of 2025 . 127 Staff sustainable development programs
UHN Pematang Siantar
170 Faculty Members This collaboration should strengthen BTN’s
3.5 Tho Students funding base, broaden its consumer banking
ecosystem, and reinforce its contribution to
inclusive economic growth .
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Cost Of Deposits Performance Throughout 2025
Achievements of CASA Low Cost vs High Cost of The initiative carried out succeeded in reducing the Cost of
Deposits to decline during 2025 Deposits
(Bank only) In the last six months, BTN has managed to reduce interest expense month - to-
date ± Rp 250 billion, through the implementation of repricing down and
switching institutional funds to retail
6.3 6.4 6.4 6.3
6.1
6.0 6.2 5.9
5.3
4.7
4.3 4.2 4.2
4.1 4.1 4.1
4.0 3.9 4.3
3.6
3.2
2.9
1.9 2.0 2.3
1.9 2.1 2.0
1.9 2.3 2.2
1.6 1.2
2.4 2.4 2.0 2.1 2.1 2.0
1.9 1.7 1.6 1.5
Low Cost 1.5
Savings : < 3.75% Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Oct-25 Nov-25 Dec-25
Current account : < 3.00% Saving Acc. Time Deposits
Current Acc.
Total Deposits (RHS)
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Shareholder's Strong Support to Strengthen the Capital
Additional Tier - 1 Capital Issuance Subordinated Tier - 2 Capital Issuance
Higher Capital Capacity for Future Expansion The Biggest Subordinated Bonds Issuance in Indonesia
▪ Issuing a perpetual instrument ,
recognizing it as Additional Tier 1 capital IDR 2 Tn ▪ Obtained OJK’s approval for a total
under POJK regulations, fully absorbed of IDR 5 Tn to be disbursed in the
by ultimate shareholder, with a transaction next 2 years .
value of IDR 2 .0 Tn . ▪ Proceeds used for loan expansion .
IDR 2 Tn ▪ Supporting
development
national
to drive
housing
and expand
IDR 5 Tn
▪ A total of IDR 2 Tn has been fully
allocated across multiple loan
homeownership access for the people segments .
and its ecosystem
▪ Preserving strong capital buffers to
support stability over the long term . The first tranche offering
The Impact on BTN's Capital 5 Years BTN’s RWA Density
BTN has achieved a total capital ratio of 20.9%, ensuring sufficient
40.0%
36.1% 35.5% 37.1% 35.8%
capacity to support future loan expansion . 34.7%
20.9% 35.0%
(IDR Bn) 18.6%
39,568 30.0%
34,066 25.0%
2,000 1,209 337 35,289 20.0%
31,743
15.0%
Tier 1
Capital 10.0%
5.0%
Tier 2 2,000 0.0%
2,323 4,279
Capital - 45 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
Sep - 25 Capital Issuance Net Profit OCI/Others amortization Dec - 25
1313
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Bank Syariah Nasional : Establishing Indonesia’s Second - Largest Islamic Bank through
Strategic Spin - Off
Over Two Decades of Expertise in Extending Financial Services
Beyond the Housing Sector Robust financial profile (as of FY25)
Advancing National Housing Development
▪ Diversifying beyond
300 thousand+ of mortgage units IDR 73.0 Tn IDR 54.9 Tn IDR 58.7 Tn
mortgages to build a
financed since 2005 comprehensive financial Total Assets Total Financing Total Deposits
services ecosystem across
housing and non - housing 4.1 % 1.0 % 40.6 %
sectors . NIM ( eqv .) CoC CAR
▪ Focusing on the retail
segment to drive sustainable 93.4 % 60.6 % 2.6 %
and long - term growth . FDR CASA NPF (Gross)
Expanding Reach Driving Sharia Economic Development through Digital Innovation
through Product
Innovation Bale Syariah enables fast,
▪ Sharia - Compliant secure, and seamless digital
Micro and SME transaction through a
Financing (KUR / comprehensive sharia - compliant
KPP) banking platform .
▪ Gold - Based
product The platform integrates Islamic
development lifestyle features , including
▪ Cash Waqf –Linked prayer time, azan notifications
deposit products and Qibla direction, enhancing
daily customer engagement .
Extensive Digital Nationwide Business Partner
Innovation Network A scalable digital ecosystem ,
Introducing Bale Syariah, a digital banking ▪ 500+ partnerships with supports product diversification
platform with fast, comprehensive and “a comprehensive suite and sustainable growth across
property developers
seamless financial transactions , and of sharia compliant retail and SME segments .
▪ 3,000+ notaries nationwide financial solutions .”
integrated Islamic Lifestyle (prayer time,
azan notifications, and Qibla direction .
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BTN’s 2026 Guidance - Consolidated
12M25 Guidance 2025 Guidance 2026
Loan Growth 11.9% 7 – 9% 8 – 10%
*)
Deposits Growth 14.6 % 8 – 10% 7 – 9%
Cost of Credit 1.6 % >1.5 % 1.0 – 1.2 %
NPL Gross 3.1% <3.1 % <3.0 %
*) 8.1% if exclude IDR25 Tn of Gov't fund placement
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2025 : Strengthening E ngine for S ustainable F unding
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BTN’s FY25 Journey: Strengthening E ngine for S ustainable F unding
Higher Middle Institution Contribution Lead to a
Developing a Full - Fledged Retail Products
More Manageable CoF
Total Deposits Avg. Product Non - banking “Potential higher
product of total FUM non - banking Middle Institution
1.2 Holding products Large & Middle Institution Portion (% ) showing sustain growth
IDR Tn contribution from
(Dec - 25) 4.4x 43.1% BTN Private (IDR Tn)
segment”
28.9% 28.2% 31.4% 35.2% 63.4T
35.7% 72.1 T
D ec - 24 Dec - 25
# of Customers Total Deposits Avg. Product Non - banking
product of total Cost of Fund (CoF ) from
34.4 34.6 36.7 36.3 Holding FUM
Thou Thou IDR Tn IDR Tn 71.8% Middle Institution lower by
(Dec - 24) (Dec - 25) (Dec - 24) (Dec - 25)
3.2x 31.4%
71.1% 68.6% 64.3% *) 64.8% *)
~ 190 bps than the Large
Institution
# of Customers Total Deposits Avg. Product Non - banking Large Middle
Holding product of total Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Institution Institution
53.3 71.0 8.5 9.6 FUM
Thou Thou IDR Tn IDR Tn Large Institution Middle Institution 6.2 % *) vs 4.3 %
(Dec - 24) (Dec - 25) (Dec - 24) (Dec - 25)
1.5x 1.6% *) E xclude IDR25 Tn of Gov't fund placement 12M25 12M25
Unlocking Potential through Seamless Transactions High Quality Funds for a Manageable CoF
balé by BTN app has been growing at a decent pace while strengthening its
market presence. 6.3 6.4 6.4 6.3
38% 6.1
6.0 6.2 5.9
5.3
3.7 Mn of new customer acquisition
through Online Onboarding
(OLOB) channels 4.1 4.3 4.1 4.1 4.2 4.2
4.7
4.3
User Acquisition 4.0 3.9
3.6
2.0 2.3 3.2
IDR 103.6 Tn Lifestyle Feature Development 1.9
2.4 2.4
1.9
2.0
* 1.9
1.9
2.1
2.1
2.0
2.1 2.0
2.3
1.7
2.2
1.6
2.9
1.2
Value of Transaction 1.6 1.5 1.5
2.2 Bn Dec-23 Mar-24 Jun-24 Sep-24
CA
Dec-24
SA
Mar-25
TD
Jun-25 Sep-25
Total Deposits
Oct-25 Nov-25 Dec-25
Amount of Transaction
17
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BTN’s FY25 Journey: Enhancing Loan Processes and Loan Origination
Revamping Branches to Upgrade Customer
Transforming Branch Operational System
Experience
Efficiency & Improvements Bringing new experience to the people Implementing New Core Banking Scaling up Sales Workforce to drive
▪ Expanding partnership ecosystem , System sustainable funding
CS Digital Implementation
including major brands such as Digimap ▪ Enhancing customer experience Shifting workforce composition with
Card replacement is and coffee shops . through faster service time, flexible higher business functions to support
less than 2 minutes ▪ Locating at higher traffic spots (ex . system infrastructure, and expedite sustainable business growth, while
Open account is less shopping malls) . process time . Operation roles support a smooth and
than 5 minutes ▪ Strengthening value - added offerings in ▪ Improving operational efficiency faster process of execution and settlement
BTN Digital Stores . across branch banking operations . from the frontliners .
Superstaff ▪ Leveraging user - friendly technology
Up to 39% cost platforms to support frontline 52% 50% 47%
reduction productivity .
48% 50% 53%
All - in- one service 83 2026
solution branches Full scale implementation 2023 2024 2025
Sunyi ReJuve Vending Recharge across all sub - branches
Rolled out across Indonesia Business Operation
Coffee Machine Station
Enhancing Collection Practices to Drive Efficiency Improving Loan Origination through Loan Factory
Progress in Cluster Collection in Jatim New Cluster Collection in Jakarta I, Optimizing Loan Processing Shifting from manual to automated
Bali Nusra Regional Office (Phase 1) Jakarta II, West Java (Phase 2) process engine
1 Monthly visit/collectors improve On Development Time to Yes (Loan approval)
288 338 within 5 days
(Before Piloting) (After Piloting)
Time to Disburse within 13 days
2 Operation cost efficiency
623 Mn 562 Mn Loan Factory
IDR
(Before Piloting)
IDR 9.8%
(After Piloting) On Development
3 Upgrade NPL to PL This Phase of transformation representing BTN have centralized consumer loan
Substandard 46.3% of total consumer loan processing and portfolio risk • Document checking
IDR 11.2 Bn IDR 24.4 Bn 117.1% management by enhancing service & data input
Doubtful & Loss BTN will roll out in all regional offices , quality, driving efficiency, and • Officer idle time minimized
IDR 17.9 Bn IDR 20.8 Bn 16.4 % supported by cluster mapping and human ensuring process excellence, with
(Before Piloting) (After Piloting) resource allocation . minimal human intervention . • Gen - AI verification
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Expanding Loan through KUR Housing Program (KPP)
Scheme Supply Side Demand Side Newly Launched KPP Program ▪ KPP, launched in late
Loan Limit IDR 500 Mn - IDR 5 Bn IDR 10 - 500 Mn October 2025 , supports
the “3 Million Housing
Working Capital Loan: Max 4 Years Investment Loan : Depends on Agreement
Tenor
Investment Loan: Max 5 Years Supply Demand Program” by expanding
between Banks and Customers
MSMEs (IDR Bn)
access to affordable
2,574.8
▪ Developers: build, renovate, and housing for both supply
purchase houses for sale 260.0 and demand .
Applicant ▪ Construction Services: Consultant MSMEs ▪ The program reflects
or Constructor 1,315.8
▪ Building Material Suppliers: 18.1 government’s
2,314.7
wholesaler and retailer commitment to improve
1,297.6
28.7 public welfare , support
Purchasing, building, or renovating houses 0.4
that serves as : 28.3 job creation , and
1. Land acquisition
• Business & residence (home office) Oct-25 Nov-25 Dec-25 strengthen MSME
Purpose 2. Purchase building materials
• Storage warehouse for business & competitiveness .
3. Procurement of goods and services residence
• Online or Offline businesses & residence
Loan KPP by Region (IDR Bn)
IDR 5 Bn/cycle, up to 4 cycles IDR 10 Mn to IDR 500 Mn, one cycle
Withdrawal
• 5.99% for new borrowers Supply Side Demand Side ▪ In 2025 , BTN led the
Interest Rate Borrowers pay 6% market with a total
• 8 – 9% for existing borrowers Java Java
1,329 196
• 10% (plafond: IDR 10 – 100 Mn) disbursement of IDR 2 .6
5% for 4 – 5 years (depend on loan Sumatra 437 Sumatra 23
Subsidy Rate • 5.5% (plafond: IDR 100 – 500 Mn) Tn, contributing 46 .5% of
type) Sulawesi 262 Kalimantan 17
• Max 5 years subsidy rate
the national disburse - ment .
Kalimantan 167 Sulawesi 10 ▪ KPP disbursement is
Total • 10.99% for new borrowers • 16% (plafond: IDR 10 – 100 Mn) Nusa Tenggara 82 Bali 7 primarily concentrated in
Lending Rate • 13 – 14% for existing borrowers • 11.5% (plafond: IDR 100 – 500 Mn) Bali 20 Nusa Tenggara 5 Java, in line with
▪ Proof of Tax Identification Number – NPWP & Business Registration Number – NIB Papua 19 Papua 2 Indonesian economic
– business running min. 6 months Maluku 0 Maluku 1 distribution .
▪ Non existing KUR borrowers or other government loan programs ▪ KPP offers a higher yield
▪ May already obtain commercial loan under current category (collectability 1) compared to subsidized
Eligibility
▪ Financial Information Service System (SLIK), business feasibility, and background
check
IDR 2,315 Bn IDR 260 Bn mortgage
▪ Capital: max IDR 10 Bn & Annual Revenue: max IDR 50 Bn
▪ Registered in KUR Database – SIKP
Source : Ministry of Finance Policy, Ministry of Housing and Residential Area Policy, Coordinating Ministry for Economic Affairs Policy
1919
Page 20
Digital Initiatives
Page 21
Digital Initiative & Partnership Highlights
Bale 3S : Santap, Santai, Sehat —Powering Bale Sport: Increasing Company exposure Balé Ayu: Powering Indonesia’s Creative
Everyday Transactions with BTN through sport collaboration Lifestyle with Seamless Digital Banking
▪ BTN’s 2025 GlamLocal
sponsorship strengthened brand
relevance among lifestyle - driven
segments and accelerated digital
acquisition through on - ground
activations that converted event
traffic into new users and
transactions .
▪ By embedding BTN payments and
▪ Embed daily lifestyle spend : Dining, leisure, and ▪ Awareness at scale : Club partnerships amplify BTN’s
digital journeys into the GlamLocal
wellness to drive repeat transactions . brand visibility and accelerate digital customer experience, we expanded
▪ Scale merchant ecosystem : Broader acceptance and acquisition through highly engaged fan communities . merchant engagement and
bundled partnerships to boost acquisition and usage . ▪ New revenue lanes : We monetize the sports reinforced BTN’s position as a
ecosystem via cashless ticketing, matchday modern, everyday banking
▪ Sustain monetization : Higher frequency transactions
transactions, and branded commerce —supporting partner for Indonesia’s growing
to strengthen fee - based income and ecosystem value . creative economy .
sustainable fee - based growth .
Balé Connect The World: Powering BTN’s Balé Ngopi : Every coffee moment, seamless
Cross - Border Ecosystem Balé Hype: Leveraging High Traffic Spots
BTN payments.
▪ In Q4 2025 , BTN launched Balé Ngopi , a nationwide
▪ Expand cross - border ecosystem : Enables seamless café partnership program to accelerate everyday
international transactions to broaden BTN’s ecosystem digital payments adoption across Indonesia .
▪ BTN’s 2025 concert sponsorships expanded top - of -
reach through QRIS Crossborder and debit card . ▪ The program has onboarded 455 cafés ,
funnel awareness and accelerated digital acquisition
▪ Unlock recurring monetization : Drives fee - based demonstrating strong merchant traction and scalable
by converting high - traffic audiences into new app users
income via FX, remittance, and cross - border ecosystem reach .
through onsite activations and cashless journeys .
payments .
▪ By integrating BTN payments into ticketing and on - ▪ Balé Ngopi generated more than 339 thousand
▪ Increase customer stickiness : Strengthens
ground transactions , we strengthened everyday transactions and delivered IDR 25 .7 billion in sales
engagement and retention through end - to- end global
transaction behavior, deepened merchant collaboration, volume , indicating high customer engagement and
use cases .
and supported sustainable fee - based income growth . repeat usage behavior .
21
Page 22
balé by BTN to boost Low - Cost Funding Growth
Bal é By BTN Registered Users ( Mn Users) Total Saving Balance of Users (IDR Tn )
66.1% yoy 15.3% yoy
3.7 22.8
19.7
2.2
11.8
1.1
Dec-23 Dec-24 Dec-25 Dec-23 Dec-24 Dec-25
Highest ever Bale by BTN Transactions Volume
# of Transaction 79.2 % yoy Transaction Value 2 7.7% yoy
(Mn Transaction ) (IDR Tn)
2,216.3 103.6
81.1
Since its launch in February
1,236.6 57.5
2025 , balé by BTN has
delivered strong and sustained 37.3
growth performance . 341.9
174.0
FY22 FY23 FY24 FY25 FY22 FY23 FY24 FY25
22
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balé Merchant, balé Agen dan balé Properti Performances
balé Merchant Merchant
balé Agen Agen
balé Properti Properti
Total Merchant s *) 256 Tho Avg. Balance IDR 15.7 Mn Total Agents 6,251 Avg. Balance IDR 115.9 Mn Total Member 986 Tho Total Visitors 27 Mn
Total Merchants 99.4 % yoy Total Agent 26.1 % yoy Online Application (Thousand ) 56.9 % yoy
QRIS BTN was launched in Feb - 23
256,396 6,251 62.6
4,956
128,568 39.9
2,523 2,988 27.6
18.4
1,176 17,525
Dec-22 Dec-23 Dec-24 Dec-25 Dec-22 Dec-23 Dec-24 Dec-25 Dec-22 Dec-23 Dec-24 Dec-25
Number of Trx (Mn Times ) 190.6 % yoy Number of Trx (Thousand Times ) Loan Disbursement (Tho Unit) 18.4% yoy
66.3 40.0 % yoy
17.1
1,379.1 13.9 14.4
954.7 883.0 10.2
22.8 426.0
8.4
2.8
12M22 12M23 12M24 12M25 12M22 12M23 12M24 12M25 12M22 12M23 12M24 12M25
Trx Value (IDR Tn ) 120.6 % yoy Outstanding Balance (IDR Bn ) 77.9 % yoy Loan Disbursement (IDR T n) 15.5% yoy
5.3
724.4 2.8
2.2 2.4
2.4 407.2 1.5
295.8
1.2
0.6 51.0
Dec-22 Dec-23 Dec-24 Dec-25 Dec-22 Dec-23 Dec-24 Dec-25 Dec-22 Dec-23 Dec-24 Dec-25
*) Merchant EDC & QRIS
23
Page 24
Bal é Korpora : Transforming Wholesale Banking with a Single Digital Access
Point
Thematic Industry Solution
Education Government Financial Inst. Energy
Employee Solution FX Solution
Payroll Cross Currency Payment
Collection Solution Payment Solution
Superior Features
• BTN Virtual Account to Support Client’s Business • Financial Dashboard
• Multi Debit Transaction • BTN Primo Account
Liquidity Solution Trade Finance Solution
▪ Cash Pooling & Distribution ▪ E - Guarantee
▪ Loan Management ▪ Financial Supply Chain
▪ BTN Healthcare ▪ Trade Finance
24
Page 25
Empowering Businesses through Seamless Transactions and Smart Cash
Management through bal é Korpora
Wholesale transactions showed significant progress in both transaction frequency and value, driven by
an increase in the number of users
Transaction Frequency Transaction Value 21.8 % yoy Bal é Korpora Users 28.7% yoy
11.7% yoy
(Mn Transaction ) (IDR T n) (Thousand Users )
265.9
3.3 218.3
3.0 22.6
164.2 17.6
14.7
1.4 11.9
88.2
0.9
FY22 FY23 FY24 FY25 FY22 FY23 FY24 FY25 Dec-22 Dec-23 Dec-24 Dec-25
Fee Based Income (IDR Bn)
74.7 yoy
57.1
30.7
24.8
7.8
FY22 FY23 FY24 FY25
https://korpora.btn.co.id/
25
Page 26
BTN Financial Highlights
Page 27
Financial Snapshots - Consolidated
Financial Highlights Dec - 21 Dec - 22 Dec - 23 Dec - 24 Dec - 25 yoy Growth (%)
Asset/ Liabilities
Total Assets (IDR Bn) 371,868 402,148 438,750 469,615 527,793 12.4% yoy
Total Loan & Financing (IDR Bn) 274,835 298,282 333,698 357,973 400,576 11.9% yoy
Total Deposits (IDR Bn) 295,976 321,937 349,933 381,667 437,398 14.6% yoy
Profitability
Net Profit (IDR Bn) 2,376 3,045 3,501 3,007 3,501 16.4% yoy
NIM 4.0% 4.4% 3.8% 2.9% 4.2% 133 bps
CIR 48.2% 46.7% 45.3% 57.1% 49.3% (782) bps
RoE (Tier - 1) 13.6% 16.4% 13.9% 10.8% 11.7% 90 bps
RoRWA – after tax 1.8% 2.2% 2.4% 1.8% 1.9% 12 bps
RoA (Return on Asset) 0.8% 1.0% 1.1% 0.8% 0.9% 9 bps
Asset Quality
NPL (Gross) 3.7% 3.4% 3.0% 3.2% 3.1% (8) bps
Loan at Risk (LAR) 26.8% 23.2% 21.1% 19.7% 19.4% (29) bps
NPL Coverage 141.8% 155.7% 155.2% 115.4% 123.9% 856 bps
Cost of Credit (CoC) 1.3% 1.4% 1.2% 0.6% 1.6% 107 bps
Liquidity
LDR 92.9% 92.7% 95.4% 93.8% 91.6% (221) bps
LFR 81.0% 81.8% 83.2% 83.2% 82.5% (63) bps
CASA 44.3% 48.5% 53.7% 54.1% 48.7% (534) bps
Capital
CAR (Tier 1) 13.8% 16.1% 17.5% 17.1% 18.7% 156 bps
Total CAR 19.1% 20.2% 20.1% 18.5% 20.9% 242 bps
27
Page 28
Balance Sheet
Balance Sheet Summary
Dec - 22 Dec - 23 Dec - 24 Sep - 25 Dec - 25 qoq yoy % Assets
(IDR Bn)
Total Earning Assets 360,379 389,827 428,794 453,284 473,771 4.5% 10.5% 89.8%
Term Deposit with BI 4,578 12,149 2,810 4,445 8,260 85.8% 194.0% 1.6%
Total Loan & Financing 298,282 333,698 357,973 381,030 400,576 5.1% 11.9% 75.9%
Securities 53,688 41,200 61,015 62,972 61,843 - 1.8% 1.4% 11.7%
Other Earning Assets 3,831 2,780 6,997 4,836 3,091 - 36.1% - 55.8% 0.6%
Provision on Earning Asset (15,679) (15,641) (13,063) (14,536) (15,316) 5.4% 17.3% - 2.9%
Total Non Earning Assets 57,449 64,563 53,883 72,109 69,339 - 3.8% 28.7% 13.1%
Total Assets 402,148 438,750 469,615 510,857 527,793 3.3% 12.4% 100.0%
CASA 156,202 188,007 206,358 202,826 213,127 5.1% 3.3% 40.4%
Current Account 114,007 143,535 160,848 160,072 169,242 5.7% 5.2% 32.1%
Saving Account 42,195 44,472 45,510 42,755 43,884 2.6% - 3.6% 8.3%
Time Deposits 165,736 161,927 175,309 227,099 224,271 - 1.2% 27.9% 42.5%
Third Party Deposits 321,937 349,933 381,667 429,925 437,398 1.7% 14.6% 82.9%
Securities issued *) 8,652 6,835 5,445 3,730 5,977 60.3% 9.8% 1.1%
Deposits from Other Banks 179 1,300 105 113 123 8.8% 17.3% 0.0%
Repurchase Agreements 0 0 3,409 342 349 2.0% - 89.8% 0.1%
Borrowings 33,979 42,875 39,813 35,044 41,492 18.4% 4.2% 7.9%
Non Interest Bearing Liabilities 11,491 7,327 6,604 7,020 6,244 - 11.0% - 5.4% 1.2%
Total Liabilities 376,239 408,271 437,043 476,174 491,583 3.2% 12.5% 93.1%
Total Equity 25,909 30,479 32,572 34,683 36,210 4.4% 11.2% 6.9%
Total Liabilites & Equity 402,148 438,750 469,615 510,857 527,793 3.3% 12.4% 100.0%
*) Subordinated Bonds (Tier - 2 Capital) are classified as securities issued by Dec - 25 28
Page 29
Loan Mix
Dec - 22 Dec - 23 Dec - 24 Sep - 25 Dec - 25
Loan Type (IDR Bn) qoq yoy
Outs % Outs % Outs % Outs % Outs %
Housing Loan 261,705 87.7% 284,617 85.3% 305,590 85.4% 322,539 84.6% 328,387 82.0% 1.8% 7.5%
Subsidized Mortgage 145,860 48.9% 161,746 48.5% 173,844 48.6% 186,585 49.0% 191,185 47.7% 2.5% 10.0%
Non - Subsidized Mortgage 87,824 29.4% 96,175 28.8% 105,956 29.6% 111,338 29.2% 113,041 28.2% 1.5% 6.7%
Other Housing Loan 6,970 2.3% 7,871 2.4% 8,652 2.4% 8,954 2.3% 9,092 2.3% 1.5% 5.1%
Construction Loan 21,051 7.1% 18,826 5.6% 17,138 4.8% 15,661 4.1% 15,069 3.8% - 3.8% - 12.1%
Non - Housing Loan 36,576 12.3% 49,081 14.7% 52,382 14.6% 58,492 15.4% 72,189 18.0% 23.4% 37.8%
Consumer Loan 7,010 2.4% 7,264 2.2% 7,813 2.2% 7,731 2.0% 8,237 2.1% 6.5% 5.4%
Commercial Loan 11,563 3.9% 12,901 3.9% 15,237 4.3% 12,103 3.2% 13,887 3.5% 14.7% - 8.9%
Corporate Loan 18,004 6.0% 28,916 8.7% 29,332 8.2% 38,657 10.1% 50,066 12.5% 29.5% 70.7%
Total Loan & Financing 298,282 100.0% 333,698 100.0% 357,973 100.0% 381,030 100.0% 400,576 100.0% 5.1% 11.9%
Mortgage 233,684 78.3% 257,921 77.3% 279,800 78.2% 297,924 78.2% 304,226 75.9% 2.1% 8.7%
Gross Loan (IDR Tn) Composition by Business Segment
11.9% yoy Housing Loan
Non Housing Loan
400.6
358.0 10.9% 12.3% 14.7% 14.6%
333.7 18.0%
298.3
274.8
89.1%
87.7%
85.3%
85.4%
82.0%
Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
29
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Loan Composition
Loan Mix by Segment (IDR Bn) Loan Growth Strategy
% yoy Main contributors for growth
Focusing on housing - related higher yield whilst
400,576
Total Loan 11.9% excelling in mortgages
Corporate Loan 70.7% Continuing to build up corporate segment with
357,973 50,066 key focus on the housing - related sectors
29,332 13,887
8,237
15,237 9,092 Targeting high - growth SME sectors (KUR) within the
7,813
Commercial Loan - 8.9 % housing ecosystem
8,652
Tapping captive mortgage market with extensive soft
Consumer Loan 5.4% loan (KRING) offers also optimizing Payroll - based
loans with several new institutions
13.1%
Optimizing home equity loans (KAR) from existing
Other Housing 5.1% performing mortgage customers through tele sales,
Loan upselling and cross selling for existing customers
304,226
279,800
▪ Pursuing a sustainable growth in housing loans
with subsidized mortgages as the main driver
8 .7% ▪ Disbursing selectively on non - subsidized
Mortgage
mortgage to non - fixed income individuals,
focusing more on the emerging affluent segment
through Sales Center
Construction Reprofiling Construction Loan Portfolio
- 12.1% Focus on landed house and selected TOD high - rise
Loan
17,138 15,069 housing projects
Dec-24 Dec-25
30
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Loan Disbursement
Loan by Segment (IDR Bn) 12M21 12M22 12M23 4Q24 3Q25 4Q25 QoQ yoy 12M24 12M25 yoy
Housing Loan 35,399 47,559 56,893 12,031 13,103 13,834 5.6% 15.0% 57,142 53,127 - 7.03%
Subsidized Mortgage 18,409 24,332 25,632 4,447 7,962 8,186 2.8% 84.1% 24,915 31,756 27.5%
Non - Subsidized Mortgage 10,969 14,363 19,073 4,537 2,517 2,883 14.5% - 36.5% 19,808 11,332 - 42.8%
Other Housing Loan 1,069 1,349 2,378 679 454 465 2.4% - 31.5% 2,399 1,681 - 29.9%
Construction Loan 4,952 7,516 9,810 2,369 2,170 2,301 6.0% - 2.9% 10,020 8,359 - 16.6%
Non - Housing Loan 24,206 40,036 36,794 9,164 11,675 34,011 191.3% 271.1% 34,038 69,486 104.1%
Consumer Loan 7,182 8,530 3,853 973 931 1,071 15.1% 10.1% 3,216 3,260 1.4%
Commercial Loan 9,036 20,807 14,573 4,645 4,519 9,437 108.8% 103.1% 19,436 24,254 24.8%
Corporate Loan 7,988 10,698 18,368 3,546 6,225 23,503 277.6% 562.9% 11,385 41,972 268.7%
Total Loan & Financing 59,605 87,595 93,687 21,195 24,778 47,844 93.1% 125.7% 91,180 122,613 34.5%
Mortgage 29,378 38,695 44,705 8,984 10,480 11,068 5.6% 23.2% 44,723 43,088 - 3.7%
31
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Total Deposits
Customer Deposits (IDR Tn) Cumulative Cost of Deposits (%)
By Segments Dec - 21 Dec - 22 Dec - 23 Dec - 24 Dec - 25 YoY
6.1 6.1 6.1 6.2 6.1 6.1 6.1
6.0 5.9
CASA 131.1 156.2 188.0 206.4 213.1 3.3% 4.2 4.1 4.1 4.1 5.8
5.3 4.1 4.1
4.1 4.1
4.0
Current Account 79.2 114.0 143.5 160.8 169.2 5.2%
3.9
Savings Account 51.9 42.2 44.5 45.5 43.9 - 3.6% 3.7
Time Deposits 164.9 165.7 161.9 175.3 224.3 27.9% * 2.1
1.8 2.0 2.0 2.0 2.1 2.2 2.2 2.2 2.2 2.1
**
Total 296.0 321.9 349.9 381.7 437.4 14.6%
2.2 2.5 2.3 2.2 2.1 2.2 2.1 2.0 2.0 1.9 1.9
*13.7 % if exclude IDR25 Tn of Gov't fund placement
** 8 .1% if exclude IDR25 Tn of Gov't fund placement
12M23 3M24 6M24 9M24 12M24 3M25 6M25 9M25 10M25 11M25 12M25
CASA and Cost of Fund (%) Monthly Cost of Deposits (%)
3.7% 4.1% 3.9%
3.1% 2.6%
6.1 6.3 6.4 6.4 6.3
6.0 6.2 5.9
TD 5.3
4.1 4.3 4.1 4.1 4.2 4.2
46.3% 45.9% 4.0 3.9 4.7
55.7% 51.5% 51.3% CASA 3.6 4.3
3.2
CoF (ytd ) 2.9
1.9 2.0 1.9 2.1 2.0 2.3
1.9 2.3 2.2 1.6 1.2
48.5% 53.7% 54.1% 48.7% 2.4 2.4 2.0 1.9 2.1 2.1 2.0 1.7
44.3% 1.6 1.5 1.5
Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Oct-25 Nov-25 Dec-25
Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Current Acc. Saving Acc. Time Deposits
Total Deposits (RHS)
32
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Capital
Capital Full Year Of
Growth
(IDR Bn)
2021 2022 2023 2024 2025
Tier – 1 Capital 18,532 22,533 27,154 29,834 35,289 18.3% yoy
Tier – 2 Capital 7,175 5,635 4,076 2,439 4,277 75.4% yoy
Total Capital 25,707 28,168 31,230 32,273 39,566 22.6% yoy
Total RWA 134,341 139,631 155,590 174,445 189,133 8.4% yoy
RWA – Credit Risk 110,020 114,318 136,692 149,288 163,884 9.8% yoy
RWA – Market Risk 2,407 1,373 942 6,102 4,901 - 19.7% yoy
RWA – Operational Risk 21,914 23,939 17,956 19,056 20,389 7.0% yoy
CAR Tier 1 (Tier 1/Total RWA) 13.8% 16.2% 17.5% 17.1% 18.7% 156 bps
CAR Tier 2 5.3% 4.0% 2.6% 1.4% 2.3% 86 bps
CAR BI ((Tier 1+2)/Total RWA) 19.1% 20.2% 20.1% 18.5% 20.9% 242 bps
Capital Conservation Buffer 0.0% 2.5% 2.5% 2.5% 2.5% - bps
Countercyclical Buffer 0.0% 0.0% 0.0% 0.0% 0.0% - bps
Capital Surcharge (D - SIB) 1.0% 1.0% 1.0% 1.0% 1.0% - bps
33
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Profit and Loss
PL Summary (IDR Bn) 4Q24 3Q25 4Q25 QoQ YoY 12M24 12M25 YoY
Interest Income 7,184 8,079 9,760 20.8% 35.8% 29,550 36,339 23.0%
Interest Expense (4,373) (4,664) (4,096) - 12.2% - 6.3% (17,848) (17,914) 0.4%
Net Interest Income 2,811 3,415 5,663 65.8% 101.5% 11,702 18,425 57.5%
Non - Interest Income 1,846 1,244 1,027 - 17.5% - 44.4% 4,612 4,174 - 9.5%
Other Operating Expense (Exclude Provision) (2,798) (3,102) (3,402) 9.7% 21.6% (10,440) (11,930) 14.3%
Pre - Provision Operating Profit (PPOP) 1,859 1,557 3,288 111.2% 76.9% 5,874 10,669 81.6%
Provision (668) (819) (1,694) 106.7% 153.7% (2,023) (6,170) 205.1%
Profit From Operations 1,191 738 1,594 116.1% 33.8% 3,851 4,499 16.8%
Non - Operating Income (Expense) (35) (6) (74) 1201.8% 114.6% (78) (117) 49.3%
Profit Before Tax 1,156 732 1,520 107.7% 31.4% 3,773 4,382 16.1%
Net Profit 925 596 1,198 101.0% 29.6% 3,007 3,501 16.4%
34
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Profit and Loss Composition (1/3)
Interest Income
% portion
Interest Income (IDR Bn) 4Q24 3Q25 4Q25 QoQ YoY 12M24 12M25 YoY
of 12M25
Placement with Bank Indonesia 70 89 176 98.4% 153.0% 539 441 - 18.2% 1.2%
Placement with other bank 4 4 8 103.8% 111.7% 27 27 - 1.1% 0.1%
Securities 597 660 1,082 63.9% 81.3% 2,394 3,032 26.6% 8.3%
Loan 5,620 6,392 8,015 25.4% 42.6% 23,185 29,636 27.8% 81.6%
Others 28 5 5 - 8.0% - 83.2% 100 26 - 74.2% 0.1%
Income from Syariah 866 929 474 - 48.9% - 45.2% 3,305 3,178 - 3.8% 8.7%
Total 7,184 8,079 9,760 20.8% 35.8% 29,550 36,339 23.0% 100.0%
Interest Expense
% portion
Interest Expense (IDR Bn) 4Q24 3Q25 4Q25 QoQ YoY 12M24 12M25 YoY
of 12M25
Deposits from Other Banks 54 5 7 24.6% - 87.3% 257 34 - 86.6% 0.2%
Deposits from Non - Banks 3,704 4,163 3,469 - 16.7% - 6.3% 14,919 15,670 5.0% 87.5%
Securities Issued 76 46 46 - 1.3% - 39.7% 393 242 - 38.4% 1.4%
Fund Borrowings 522 442 563 27.6% 8.0% 2,190 1,914 - 12.6% 10.7%
Others 17 7 11 61.6% - 36.1% 90 53 - 41.2% 0.3%
Total 4,373 4,664 4,096 - 12.2% - 6.3% 17,848 17,914 0.4% 100.0%
35
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Profit and Loss Composition (2/3)
Non - interest Income
Non - interest Income (IDR Bn) 4Q24 3Q25 4Q25 QoQ YoY 12M24 12M25 YoY
Non - Recurring Income 1,406 816 455 - 31.9% - 60.5% 3,071 2,451 - 17.6%
Gain from Treasury Transaction 310 396 269 - 32.0% - 13.0% 1,098 1,409 28.3%
Recovery 795 159 256 61.2% - 67.8% 1,238 *) 727 - 41.3%
Others 301 261 30 - 88.6% - 90.1% 735 394 - 46.4%
Recurring Income 440 429 471 10.0% 7.1% 1,541 1,723 6.7%
Loan Related Transaction 124 103 122 17.5% - 2.1% 455 416 - 8.7%
Deposits & Banking Service Related 290 293 274 - 6.5% - 5.7% 984 1,054 7.2%
Sharia Related Transaction 26 32 76 134.6% 196.3% 102 174 70.7%
Total 1,846 1,244 1,027 - 17.5% - 44.4% 4,612 4,174 - 9.5%
*) Include one - off recovery from asset sales transaction
12M25 Non - interest Income Breakdown (%)
Non - interest Income
(IDR Bn) 4.2%
4,612
4,174
3,922 Treasury
1,541
Recovery
1,500 1,723 25.3% 33.7%
2,488 Others
2,233
1,227 Loan Related
1,377 3,071
2,422 2,451 Deposits & Banking Service
1,261 10.0%
857 Sharia Related
9.4% 17.4%
2021 2022 2023 2024 2025
Non Recurring Recurring Income
36
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Profit and Loss Composition (3/3)
Other Operating Expense (exclude Provisions)
Other Operating Expense (IDR Bn) % portion
4Q24 3Q25 4Q25 QoQ YoY 12M24 12M25 YoY
Excluding Provision of 12M25
Salaries & Employee Benefit 1,025 1,260 1,335 5.9% 30.3% 4,345 4,869 12.0% 40.8%
General Administration 535 476 494 3.7% - 7.7% 1,594 1,649 3.5% 13.8%
Others 35 63 41 - 34.9% 15.8% 191 199 4.7% 1.7%
Rent, Service & Maintenance 266 296 371 25.5% 39.5% 860 1,142 32.8% 9.6%
Depreciation 194 209 285 36.1% 47.0% 747 890 19.2% 7.5%
Promotion 144 146 189 29.4% 30.7% 552 640 16.0% 5.4%
Collector Fees & Consultant 347 358 472 31.8% 36.0% 1,239 1,516 22.4% 12.7%
Insurance Premium 199 221 223 0.9% 12.3% 754 871 15.5% 7.3%
Training 17 45 39 - 14.4% 131.5% 100 132 31.4% 1.1%
Research & Development 5 1 3 285.5% - 40.3% 7 5 - 32.8% 0.0%
Other Taxes 2 2 2 - 19.3% 26.4% 15 16 9.2% 0.1%
Loss (transaction spot, derivative, and forex) 1 24 (51) - 313.3% 7 - 0.0%
Marked to Market 29 0 0 - 101.2% 29 - 0.0%
Total 2,798 3,102 3,402 9.7% 21.6% 10,440 11,930 14.3% 100.0%
3737
Page 38
Key Financial Ratios
RO RW A 1 – After Tax ROA 2 – After Tax
2.4% 0.9%
2.2% 0.8%
1.9% 0.7% 0.7%
1.8% 1.8% 0.6%
Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
1Calculated based on net profit/average of Total Credit Risk-Weighted asset (RWA)
2Calculated based on net profit/average total asset
ROE 3 – Tier 1 Capital ROE 4 – Balance Sheet
16.4% 11.8%
11.1% 11.5%
13.6% 13.9% 10.3%
9.6%
10.8% 11.7%
Dec-21 Dec-22 Dec-23 Dec-24 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
3Calculated based on net profit/average Tier 1 Capital based on Bank Indonesia regulation 4Calculated based on net profit/total stakeholder’s equity
38
Page 39
Asset Quality
Page 40
Update on Risk Management Initiatives
Enhancing collection practices to a more advanced stage Developing the Loan Factory as a strategic refinement
to drive greater process effectiveness. to improve loan origination.
Through Loan Factory, BTN have centralized consumer loan processing
Collection’s Business Process
and portfolio risk management by enhancing service quality, driving
Improvement with Clustering Based Model
efficiency, and ensuring process excellence , with minimal human
❑ Shifting from branch - based allocation intervention .
to a regional cluster approach in
collection area management . Before After
❑ Delivers higher efficiency and better
collection teams' productivity . 1 Regionalized 1 Centralized
Progress in Cluster Collection in Jatim
Bali Nusra Regional Office (Phase 1 ) What’s Next?
1 Monthly Visit/collectors Improved BTN will gradually expand the
business process in other
17.4% regional offices .
288 338 2 Regional Based Model 2 Segment Based Model
(Before) (After) Loan Factory implements
Analysis and underwriting within centralized and standardized
the loan origination process are processes , with loan origination
2 Asset Sales per Month executed at each regional areas managed separately for
through RLPC . Subsidized, Non - Subsidized, and
Increased by
222.7 % West Java Jakarta I
Consumer segments .
Jakarta II 3 Monoline Organization Establishing New
3
3 Upgrade NPL to PL Structure Organization Structure
Cluster Collection Project be Loan Factory
Retail Risk Regional
implemented in 3 Regional
Improved by
55.2 % Offices .
Division
Credit
Retail Risk
Regional Loan
Operational
Risk Control
Risk Head
Loan Factory
Operation Processing Opt. Head
Division Center
40
Page 41
Loan Quality
Dec - 2 1 Dec - 22 Dec - 23 Dec - 24 Sep - 25 Dec - 25
Collectibility
IDR Bn % IDR Bn % IDR Bn % IDR Bn % IDR Bn % IDR Bn %
Current 252,244 91.8 % 268,077 89. 9 % 297,251 89.1% 312,598 87.3% 328,349 86.2% 350,674 87.5%
Special Mention 12,412 4.5% 20,134 6. 8 % 26,399 7.9% 34,057 9.5% 39,533 10.4% 37,545 9.4%
Performing Loan (PL) 264,656 96. 3 % 288,211 96.6% 323,649 97.0% 346,655 96.8% 367,881 96.5% 388,219 96.9%
Substandard 222 0. 1% 580 0. 2 % 571 0.2% 872 0.2% 1,078 0.3% 614 0.2%
Doubtful 484 0. 2 % 888 0.3% 678 0.2% 1,940 0.5% 1,597 0.4% 869 0.2%
Loss 9,47 3 3.4% 8,60 2 2. 9 % 8,800 2.6% 8,506 2.4% 10,474 2.7% 10,874 2.7%
Non Performing Loan (NPL) 10,185 3.7% 10,070 3. 4 % 10,049 3.0% 11,318 3.2% 13,149 3.4% 12,357 3.1%
Total Loan & Financing 274,841 100.0% 298,282 100.00% 333,698 100.0% 357,973 100.0% 381,030 100.0% 400,576 100.0%
NPL Gross 3.7 0 % 3. 38 % 3.01 % 3.16% 3.45% 3.08 %
NPL Nett 1.2 0 % 1.3 2 % 1.32 % 1.89% 2.00% 1.70%
NPL Breakdown by Segment Quarterly SML Trend
By Segment (%) Dec - 21 Dec - 22 Dec - 23 Dec - 24 Sep - 25 Dec - 25
Housing Loan 3.5% 3.4% 3.2% 3.3% 3.8% 3.5%
Subsidized Mortgage 0.8% 0.9% 1.5% 1.7% 1.6% 1.4%
Non - Subsidized Mortgage 2.6% 1.9% 2.0% 3.7% 5.7% 5.3%
Other Housing Loan 3.4% 2.9% 3.7% 4.4% 4.6% 3.9%
Construction Loan 21.3% 26.2% 23.8% 16.0% 16.2% 16.4%
10.6%
10.4%
10.4%
9.7%
9.5%
9.5%
9.4%
9.4%
9.1%
9.3%
8.8%
Non - Housing Loan 5.2% 3.4% 1.9% 2.4% 1.4% 1.1%
7.9%
Consumer Loan 1.2% 1.1% 1.6% 1.5% 1.6% 1.2%
Commercial Loan 15.3% 9.4% 6.2% 7.3% 5.6% 4.8%
Corporate Loan 0.2% 0.6% 0.1% 0.1% 0.0% 0.0%
Mar Jun Sep Dec
Total Loan & Financing 3.7% 3.4% 3.0% 3.2% 3.4% 3.1%
Mortgage 1.5% 1.3% 1.7% 2.5% 3.2% 2.9% 2023 2024 2025
41
Page 42
NPL, Cost of Credit and New Loan Booking Quality
NPL & NPL Coverage Day Past Due (DPD) of 12 - months Loan Booking
141.8% 155.7% 155.2% 115.4% 123.9%
3.7% 3.4% 3.0% 1.0%
0.9%
0.8%
3.2% 3.1%
15.7 15.6 15.3 0.7% 0.7%
14.4 13.1 12.4
10.2 10.1 10.0 11.3 0.5%
0.7% 0.7% 0.7%
0.7%
0.5% 0.3%
0.4%
Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
Provision Amount (IDR Tn) NPL Amount (IDR Tn) Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
NPL Coverage (%) NPL (%)
Cost of Credit Day Past Due (DPD) of 24 - months Loan Booking
Annualized Provision Charge (IDR Tn) Cost of Credit (%)
10.4%
1.3% 1.4% 1.6% 9.9%
1.2% 10.0%
0.6% 9.2%
8.7%
6.2 8.4%
9.0% 8.0%
7.8%
3.6 4.0 3.7 7.3%
8.2%
2.0 7.7% 6.5%
FY21 FY22 FY23 FY24 FY25 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
42
Page 43
LAR and Total Restructured by Segment
LAR & LAR Coverage Total Restructured Loan by Segment
26.8%
23.2% 22.1% 23.5% 19.4% 16.8% 16.2%
15.4% 15.8%
19.7% 20.7% 19.8%
22.6%
21.1% (IDR Bn)
19.6% 18.6% 18.5% 19.4%
(IDR Bn)
64,463 63,093
294 61,895
78,738 77,545 104
3,094
57,829
56,194 5,346
55,236 5,401
70,406 70,344 5,438 5,379 3,642 93 1,875
69,315 2,574 14,334 4,829 86 1,899
66,540 360 2,634 2,990 6,211 5,282
5,181
294 3,642 4,992 6,211 6,458 326 91
6,315 3,276 1,768
3,629 3,495 3,751 2,142 85 2,563 1,781
236 259 298 3,053 2,086 68
319 2,537 12,255
6,949 8,795 6,053
14,472 13,384 9,930
1,760 1,448
1,937 1,957 1,666
2,194 23,830 25,157
2,789 29,993 30,513
23,167
22,412 24,311 19,378
19,084 18,976
22,011
23,576
31,772 30,292 23,615 23,673
24,328 27,086 27,741 20,932 18,568 19,515
21,544 17,808
Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25
Subsidized Mortgages Non-Subsidized Mortgages Other Housing Subsidized Mortgages Non-Subsidized Mortgages Other Housing
Construction Loan Consumer Loan Commercial Loan Construction Loan Consumer Loan Commercial Loan
Corporate Loan Total % LAR Corporate Loan Total Loan % of Total Loan
% LAR Coverage 43
Page 44
LAR and Restructured Loans
LAR by Collectability (%) Total Restructured Loan by Collectability (%)
9.7% 12.1% 11.6% 13.1% 13.5% 12.2%
13.8% 14.5% 14.3% 16.0% 16.7% 15.9% 11.3%
20.3% 27.9%
16.9%
29.0% 40.6% 44.4% 44.0%
37.5%
47.6% 50.2% 48.4%
79.0%
67.6% 60.4%
69.3%
56.4% 46.3% 42.1% 43.8%
48.2%
36.4% 33.1% 35.6%
Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25
Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25
LAR by Collectability (IDR Bn) Total Restructured Loan by Collectability (IDR Bn)
78,738 77,545 64,463 63,093
73,519 61,895
69,315 70,406 70,344 57,829 56,194
13,149 6,266 55,236 7,667
12,357 8,362
10,179 7,268 7,002
10,070 10,049 11,280 6,546 7,258
12,412 11,717
20,134 15,689 27,477 27,782
26,399 39,533 37,545 22,402
33,489
50,928
50,928 39,110
39,110 33,959
33,959 25,576 26,057 27,643
25,576 26,057 27,643
Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25 Dec-21 Dec-22 Dec-23 Dec-24 Sep-25 Dec-25
Current SML NPL
44
Page 45
ESG Update
Page 46
BTN ESG Journey
BTN aims to establish a sustainable business processes by integrating environmental, good governance, and social values in a comprehensive
ESG framework .
2025
2025
2023
2023 ▪ Obtaining an upgraded ESG MSCI
▪ Establishing ESG framework, Rating from BBB to AA
roadmap, and initiative ▪ Launching ”Pay Your Mortgage
strategies in 2023 - 2028 to Installment With Waste ” program
Become an ESG Champion ▪ Scaling up the low emission
▪ Forming a dedicated ESG Unit housing program to 10,000 units
(Enterprise & ESG Risk ▪ Hosting Queen Maxima visit to
Management Division) and BTN’s houses that supports
establishing an ESG committee inclusivity and accessibility for low
▪ Joining UNEPFI Signatory to middle income communities
▪ Publishing Sustainable Finance
Framework and Social Finance
2019 2024
2024 Framework
▪ Issuing Social Bonds
▪ Publishing BTN’s 1st ▪ Launching 1,000 low emission
sustainability report housing program
▪ Obtaining Platinum Green
Building certification for BTN
Tower 2
▪ Implementing a uniform
recycling program (repurposing
old corporate logo uniforms into
souvenirs)
46
Page 47
BTN ESG Framework : The Future of Finance
BTN aims to establish a sustainable business processes by integrating environmental, good governance, and social values in a comprehensive ESG
framework .
The Future of Finance
BTN’s ESG Roadmap
ESG in Value Chain Accelerate Phase
(2026 – 2028 )
Climate Change & Ecosystem
Advance Phase
(2025 – 2026)
Sustainable Finance People & Community
Stakeholder Inclusiveness
Action
Integrated GRC
Phase
(2023 –
2025)
BTN seeks to improve ESG
practices that accelerate
Governance Risk Compliance positive impacts on the
environment, economy,
and society through BTN’s
ESG Roadmap.
Integrated GRC
47
Page 48
Indonesia’s Housing Landscape and the Sustainability Challenge
As BTN enables millions to achieve home ownership, households remain the largest source of national waste, underscoring the
urgency to embed sustainability within the housing ecosystem.
Empowering Indonesia’s Housing Sector Transforming Households into Sustainability Agents
As a key player in the housing market, BTN empowers millions of Households remain the largest contributors to Indonesia’s total waste,
Indonesians to achieve their dream home, while supporting a resilient and generating ~ 46 .3 % of the national waste , yet only 31.3 % is managed
sustainable housing ecosystem . through formal waste handling systems .
Waste Generation
34.1 Mn ton /year
Waste Management
10.7 Mn ton /year
Key Housing Achievement Mortgage Portfolio Composition
Household wastes comes from:
Borrowers
Food Waste Other Waste
>2,2 Mn
37%
Clusters
38.2% 61.8%
154,3
Thousand According to the Ministry of Environment and Forestry (KLHK), over 270
63%
million Indonesian people produce around 0 .7 – 1.0 kg of waste each day .
Developers This emphasizes the urgent need for waste management and BTN’s role
in fostering environmentally responsible communities .
10,9 Subsidized Non Subsidized
Thousand
Source : Ministry of Environment and Forestry
48
48
Page 49
Positioning BTN at the Heart of Indonesia’s Circular Economy
Through its role as a financial institution in the housing sector, BTN bridges stakeholders across the circular economy, tran sfo rming household waste into
into economic value through “ Pay Your Mortgage Installment With Waste” and “Low - emission Housing ” programs.
9 Important Actors in Championing Circular Economy
Source: Lucia Karina, 2019.
ernment
As one of Indonesia’s leading financial institutions, BTN plays an
Gov demia Ke
Aca y essential role in advancing the circular economy agenda through
Le O
a the housing sector .
Inclu
pi rs
s
nio
de
ircular E ive
co
n
C Together with families, waste management partners, suppliers, and
ducer
no
developers, BTN develops collaborative solutions that address
my
P u b li c
waste challenges comprehensively , from upstream through "Pay
Pro
Your Mortgage with Waste" program to downstream through "Low -
emission Housing" program .
h
NG T ec t or
M edia O Se c
BTN launches flagship programs to solve waste problem in housing eco from upstream to downstream
Invaluable Waste
Eco - friendly Housing
material supplier Developers
Household Waste “Pay Your Mortgage
With Waste” Start - Up Waste
Valuable Waste ‘Low - emission
Program Management
Goes to Waste housing” Program
Market
Upstream Downstream 49
Page 50
Integrating ESG Principle within the Housing Ecosystem
BTN introduced ”Pay Your Mortgage Installment With Waste” program as a way to integrate ESG priciples into housing clusters to reduce household
waste . This program help borrowers reduce monthly mortgage installments with valuable waste and utilize non - valuable waste into recycled materials .
Subsidized Mortgage V isit & Massive Subsidized
1 Point = IDR 1
Interview S ession Mortgage Disbursement
As of Dec 2025
716
Kilogram
Total waste
collected
21
Cluster
Total Cluster
with waste
management
services
50
50
Page 51
Low Emission Housing Project
BTN developed a “Low Emission Housing” roadmap , with a total target of 150,000 housing units by 2029.
Number of Low Emission Houses Disbursed & Emissions
Low Carbon Emission Roadmap
Reduced
Advance Phase Accelerate Phase Low Carbon Total Total Waste
Action Phase Total Supplier Total Emission
• 15% Eco Material • 30% Eco Material • 30% Eco Material Emission Houses Housing Unit Avoided
Reduction
• 10.000 Housing Pilot • 30 .000 Housing Pilot • 50.000 Housing Pilot
Projects Projects Projects
5 Suppliers 22 Developers 11,412
Units
57
Ton*
157.6 2,627
2027 Trees/year ***
2025 2026 2028 2029 tCO 2 e**
Jabodetabek , West Jabodetabek , West
5 51
**) 1kg plastic waste used can avoid 2.7625kg CO 2e
Advance Phase Accelerate Phase
Java, and Central
Java
Java, and Central
Java
*) 1 housing unit uses 5kg 1 tree planting:
***) CO2 sequestration from
plastic waste 0.06 TCO2e / tree / year
• 20% Eco Material • 30% Eco Material
• 20 .000 Housing Pilot Projects • 40.000 Housing Pilot
Projects
• Air circulation by increasing List of Suppliers
Energy ventilation
Efficiency • Window to wall ratio 15% to 30%
• Using low flow faucets
Water • Proper sanitation
Low Efficiency management
• Having an infiltration well
Carbon • Using PDAM for water supply
Emission
House Waste Conducting waste sorting with
appropriate waste bins These suppliers offers
Management
interlock bricks, paving
• Have carbon absorbing plants blocks, and floor decks
(1tree per house)
Pollution • Eco - friendly materials minimum
made of recycled
Reduction 15% per house materials .
• Green and open spaces in house
and public facilities minimum 10%
51
51
Page 52
BTN ESG Development Plan in the Future
BTN aims to broaden the geographic coverage of the “Low - Emission Housing ” and “Pay Your Mortgage Installment With Waste ” initiatives across
Indonesia .
North Sumatra
▪ Medan BTN will expand the “Low -
East Kalimantan Emission Housing” and “Pay
Your Mortgage Installments with
▪ Balikpapan
Waste” programs to 8 provinces
and 15 regencies/cities across
Indonesia .
West Sumatra
Bali
▪ Padang
▪ Denpasar
Banten
West java
▪ Tangerang
▪ Serang ▪ Bogor Central Java Implemented in 2025
▪ Bekasi East Java
▪ Kendal Expanding to more geographical areas in 2026
▪ Karawang ▪ Surabaya
▪ Bandung ▪ Madura
▪ Cirebon ▪ Situbondo
▪ Purwakarta 52
Page 53
Real Impacts on Environmental Sustainability
BTN’s sustainability initiatives have translated into real reductions in emissions, energy use, and paper consumption across ope rations.
Less Carbon Footprint
Green Transportation Green Premises through Digital Application
Electric vehicles for ▪ Internal letter distribution through
40 operational
(10 electric cars, 2 hybrid
cars, & 29 electric
8 Installed Solar panels
and targeting minimum 15%
of Branch Offices by 2026
digital apps
▪ Mortgage applications through
BTN Properti
motorcycles) and 30 % by 2028 . ▪ Management fees , parking fees ,
will be increased around and other housing maintenance
200 units by 2029 through BTN Smart Residence
Transportation Emission Solar Panel Efficiency Paperless
Reduction
137,143 liters 214,969 kWh 3,318,019
As of Dec 2025 Sheet
As of Dec 2025
Paper reduction
53
~ 331,4
53
5,523 ~197.3 3,287 53 ~ 199.1
tCO2e
3,318
tCO2e Trees/year
Trees/year Trees/year
tCO2e Saved* saved
saved
*) CO2 sequestration from tree planting: 0.06 TCO2e Environmental
/ tree / year Sustainability 53
Page 54
Advancing Social Impact through Inclusive Housing
BTN expands equitable housing access, uplifts living standards, and nurtures sustainable communities across Indonesia.
Segment by Ages
Reducing Housing Backlogs Affordable Energy Access
21 - 35 years 36 - 50 years > 51 years
Deliver targeted housing Provide houses with
financing programs for low - electricity at adjusted, 0.4% 0.6% 0.6% 0.7%
middle income segments to affordable rates for eligible ▪ ~ 77 % of BTN
20.4% 21.7% 21.8% 22.0% Subsidized
bridge the housing gap . income groups
mortgage
79.2% 77.7% 77.6% 77.3% customers are
Subsidized Mortgage Millennials
2022 2023 2024 2025
Segment by Wages ▪ As of April 2025,
the government
up to IDR 4 Mn IDR 4 - 8 Mn IDR 8 - 14 Mn updated the key
1.7% eligibility criteria,
setting the
Sustainable Communities Clean Water & Sanitation maximum monthly
Develop inclusive, safe, resilient, 53.1% 62.1% 60.2% 61.0%
Ensure reliable access to clean income to IDR 12
and sustainable neighborhoods water and proper sanitation Mn for single -
within subsidized housing facilities, managed sustainably . 46.9% 37.9% 39.8% 37.4% income and 14 Mn
complexes .
2022 2023 2024 2025
for joint income in
Jabodetabek area.
191 Subsidized
Mortgage
174 Loan
Segment by Gender
Male Female
162 Outstanding
146
(IDR Tn) ▪ All genders
33.0% have the same
% of 34.8% 35.4% 36.3%
Subsidized opportunity to
Mortgage of own a
48.9% 48.5% 48.6% 47.7% total BTN Loan
67.0% 65.2% 64.6% 63.7% subsidized
Portfolio house
2022 2023 2024 2026
2022 2023 2024 2025
Social Welfare 54
Page 55
Sustainable Finance Portfolio
Our sustainable finance portfolio reflects BTN’s journey in turning sustainability commitments into real, measurable impact f or people, planet, and the
economy.
Green Financing Social Financing
% of total loan Loan Outstanding (IDR Bn) % of total loan Loan Outstanding (IDR Bn)
1.8% 50.1% 50.0%
49.5% 49.0%
1.4%
1.1% 7,014
196,432
0.6% 165,177 178,906
5,025 149,366
3,531
1,805
2022 2023 2024 2025 2022 2023 2024 2025
Sustainable Financing Highlight Social Bonds
Green Financing Strong Market Appetite Reaching 5.47x Oversubscription
Environmentally Sustainable Buildings Sustainable Water and Wastewater
Management 0.3 1 Affordable Housing
Aligned with National, Regional, and Financing and/or refinancing of mortgage or
International Certification Standards → IDR 485 Bn
home ownership with the FLPP scheme
→ IDR 945 Bn Environmentally Friendly
Energy Efficiency Transportation 2 Job Creation & Unemployment Programs
(SME and Microfinance Financing)
→ IDR 453 Bn
Renewable Energy
→ IDR 1,990 Bn
→ IDR 127 Bn
Sustainable Natural Resource
and Land Use Management
IDR 10 Tn
• SMEs and MSMEs
• Support MSMEs borrowers in times of need
→ IDR 3,014 Bn (ex . loan restructuring, natural disaster, etc .)
3 Basic Infrastructure
Social Financing Drinking water supply systems, including water
Job Creation & Unemployment Programs Affordable Housing A total of IDR 10 Tn have been approved
(SME and Microfinance Financing)
treatment facilities and distribution networks
→ IDR 191,185 Bn by the OJK to be disbursed in the next 2
→ IDR 5,247 Bn years. BTN have fully allocated IDR 300
Bn to finance loans for SMEs in 2025.
55
Page 56
Housing Finance Center (HFC) to Support Housing Industry in Indonesia
Through BTN Housing Finance Centre (HFC), BTN assists prospective new developers through a learning & advisory program and providing basic
education to prospective developers
Mini MBA in Property
Housing Finance Center (HFC) Collaboration with SBM ITB
for Mini MBA in Property
To become a leading center for research,
with a total of more than
education and consultancy on housing
800 participants in 24
finance
batches on a regular and 1
batch on request (in -
house) .
Implementing the HFC’s flagship work
program in seminars, workshops, and Advisory Clinic
Learning short courses both online and offline in
collaboration with well - known universities T he Advisory Clinic provides a
in Indonesia, Islamic boarding schools platform for participants to take
and other stakeholders . part in interactive discussions
and consultations with expert
Conducting collaboration, coaching, within the housing sector .
Advisory mentoring and carrying out advisory
functions with academics, practitioners,
government and community to training
Public Lecture & S cientific Speech
participants of HFC Program in property
sector ❑ BTN actively contributes as a speaker in
public lectures and scientific speeches on
Research implementation within the topics aligned with current developments &
Research property sphere through various studies conditions, such as Green Financing .
on the housing market and developing the These initiatives aim to provide financial &
House Price Index (HPI) . sustainable literacy within universities .
❑ Tapping into Universitas Diponegoro ,
Universitas Udayana, and Universitas
Negeri Padang .
Social Welfare 56
Page 57
Human Capital Composition and Policy
Respectful Workplace Policy Management Composition ESG Training & Culture
❑ Recognize and respect differences in diverse
work environment with a wide range of
Commissioner Composition
Commisioner Independent
16.7% In achieving the goal of becoming an
# ESGChampion , good internal support from the Bank
of the BOD is needed . BTN has implemented learning & training
ethnicities, races, nationalities, skin colors, composition are
ages, religions, genders, disabilities, or other related to ESG for internal Bank employees .
56% 50% 43% women
67%
characteristics and perspectives to promote a
productive environment . 57%
14.3% 9,975 16,100 5 8
44% 50% 33%
❑ Ensure that everyone is treated equally and of the Commissioner Completed Self - Completed ESG Employees ESG related
have the same opportunity accessing the composition are Learning ESG learning & training become BUMN cultural
2022 2023 2024 2025 awareness (delivered online & Green
women initiatives in
facilities and infrastructure . (delivered online) onsite) Ambassador 2024
❑ Create a working environment of mutual
Gender Diversity ESG Curriculum
respect , non - discrimination, and harassment in
any form . 1. Responsible Marketing and Product
7. AML/CFT
Activities
47% 48% 49% 50% 2. Data Privacy Governance 8. Tax Avoidance
Female
Diversity, Equity and Inclusion Policy
9. Compliance with International
3. Data Security Issues
53% 52% 51% 50% Male Regulations
BTN provides broad opportunities 10. Anti-Bribery and Anti-
4. ESG Risk Identification
Corruption
for all parties to contribute to BTN 2022 2023 2024 2025
by implementing policies related to 5. Mentorship 11. Code of Ethics
Diversity, Equity and Inclusion Employee Composition
6. Diversity and Guidelines
(DEI) in the company's Human
Capital operations . of the Top Management (as of Dec - 25)
> 19.9 % composition are women ESG Knowledge Portal
Top Management*)
Employee Wellbeing Program > 23 Disabled Employees Manager & Senior
2 .3 % The ESG Knowledge
Staff & Officer
By
Manager Portal is an internal
> platform integrated in
BTN implemented Employee Well - Being G rade 61.5% 36.1%
Framework mandated by BUMN to keep BTNBest as a
stakeholders healthy, safe, and happy as *) Consists of AVP, VP, SVP and EVP education channel
well as improve EVP, additional value, and accessed by the
performance of individuals and business > By Age ≤30 31 - 50 ≥51 employees regarding
units . 39.5% 53.8% 6.8% the importance of
ESG principles .
57
Page 58
Governance Sustainability Highlight
Gratification Data Privacy & Cyber Security ESG Aspect in Credit Analysis
The Gratification Data Privacy has become
To create impact through
Control Unit is a unit in BTN's main priority to
Sustainable Finance , BTN
the Compliance and protect customer and
is committed to provide
Governance Division internal data . In 2024 , 67
policies related to ESG
with a task to receive employees and 5 people
aspects in loan analysis .
gratification reports from IIKPA are given the
and reports to the Anti Corruption certi -
Komisi Pemberantasan fication .
Korupsi (KPK) .
Whistle Blowing System (WBS) Signatories Anti - Money Laundering
https://btnsiips.tioffs.info
Email : btnsiips@tipoffs.info BTN strengthens aspects
of corporate governance
by enhancing policies,
Msg./WA + 62 813 8870 1117 and implementing the
Telp. + 62 21 - 5092882/3 awareness related to
Anti - Money Laundering
The objective of the Company's WBS is to (APU) & Prevention of
strengthen internal control mechanisms to Terrorism Financing
support business growth, through : (PPT)
❑ Early detection and prevention of BTN has joined national and international
irregularities or violations ; environmental and social sustainability
❑ To build an open, sincere, honest, and communities .
responsible work climate .
58
Page 59
Governance Sustainability Highlight (2/2)
Compliance Management System Anti Anti Corruption Anti Bribery
BTN obtained ISO BTN has an Anti BTN implemented Anti
Certification 37301 :2021 Corruption Program Bribery Management
on Compliance Manage - and Forum consisted System (ISO 37001 :2016 ) in
ment System in 30 of 96 Certified 16 areas : Credit Risk,
December 2022 applied in Integrity Officer Commercial Banking,
the Compliance & (CIO) and 67 Anti Corporate Banking, MSME,
Governance Division, Correuption 6 MSME restructured units,
which includes Instructor (PAKSI) 4 Commercial Business
compliance, corporate certification across Center (CBC), Credit
governance, and money all units . Operations, and
laundering prevention procurement .
functions .
Anti Fraud Sub Committee ESG Committee ESG Principles
BTN established ESG BTN integrated ESG
BTN established an Anti principles to 76 internal
Fraud Sub Committee to Committee to supervise
and drive the polcies ensure ESG
supervise and implement principles are embedde d to
Anti Fraud Strategy implementation of ESG
principles on the Bank’s the Bank’s operational and
business . strategic framework .
59
Page 60
Multiple Accolades Awarded to BTN for its Excellence in Governance and Sustainability
Performance
ACGS Rating CSR HUB Refinitiv
Low
Top
Combined ESG Score B+
75
with overall score of
ESG Ranking (%) Bank BTN’s ESG
120.75 Compared Within
43,262 Companies
Environmental
Pillar Score
Social Pillar
Score
Governance
Pillar Score
performance ranked at
78 out of 1,158 Banking
Services Company as
Top 5 Indonesia PLCs assessed by Refinitiv
ASEAN Asset Class C A- B
Threshold
Corporate Governance Perception Index
MSCI ESG Rating Included in some ESG Indices
(CGPI)
(as of Sep - 25 )
IDX LQ45
Low Carbon Leaders
91.8 with overall score of
SRI Kehati Index
AA Leader
91.5
1. SRI Kehati
2. ESG Sector Leaders
90.0
90.5 91.8
3. ESG Quality 45 Category :
A company with a mixed or unexceptional “Most Trusted
track record of managing the most significant Company”
2025
2022
2023
2024
ESG risks and opportunities relative to Top 50 ASEAN PLCs
industry peers
Governance Sustainability 60
Page 61
Bank Only : Financial Highlights
Page 62
Financial Snapshots – BTN’s Bank Only
Financial Highlight *) Dec - 21 Dec - 22 Dec - 23 Dec - 24 Dec - 25 yoy Growth (%)
Asset/ Liabilities
Total Assets (IDR Bn) 371,868 402,148 438,750 469,615 462,463 - 1.5% yoy
Total Loan & Financing (IDR Bn) 274,835 298,282 333,698 357,973 345,703 - 3.4 % yoy
Total Deposits (IDR Bn) 295,976 321,937 349,933 381,667 378,712 - 0.8 % yoy
Profitability
Net Profit (IDR Bn) 2,376 3,045 3,501 3,007 3,425 13.9 % yoy
NIM 4.0% 4.4% 3.8% 2.9% 4.3% 138 bps
CIR 48.2% 46.7% 45.3% 57.1% 49.2% (795 ) bps
RoE (Tier - 1) 13.6% 16.4% 13.9% 10.8% 11.6% 82 bps
RoA (Return on Asset) 0.8% 1.0% 1.1% 0.8% 0.9% 6 bps
Asset Quality
NPL (Gross) 3.7% 3.4% 3.0% 3.2% 3.2% 0 bps
Loan at Risk (LAR) 26.8% 23.2% 21.1% 19.7% 20.5% 82 bps
NPL Coverage 141.8% 155.7% 155.2% 115.4% 127.6% 1,221 bps
Cost of Credit (CoC) 1.3% 1.4% 1.2% 0.6% 1.9 % 131 bps
Liquidity
LDR 92.9% 92.7% 95.4% 93.8% 91.3% (251) bps
LFR 81.0% 81.8% 83.2% 83.2% 82.3% (85 ) bps
CASA 44.3% 48.5% 53.7% 54.1% 46.9% (719) bps
Capital
CAR (Tier 1) 13.8% 16.1% 17.5% 17.1% 16.7% (43) bps
Total CAR 19.1% 20.2% 20.1% 18.5% 19.0% 52 bps
*) The numbers shown from 2021 – 2024 are at consolidated figures, while for 2025 numbers are including BTN’s Sharia Business Un it Pre Spin - Off (from 1 Jan 25 – 18 Dec 25).
62
Page 63
Initiatives in 2026
Page 64
CASAvolution : A Solution - Driven Strategy to Acquire Targeted Customers
Streamlining CASAvolution Diversifying Loan Portfolio & Fostering Partnerships
Reinforcing the bank’s funding base through CASA Optimizing loan portfolio through acquisition and leveraging partnerships
1 Tapping into new to bank (NTB) 3 Revitalizing borrower’s products Consumer Loan SME
acquisition
Leveraging existing borrower to
▪ Targeting lifestyle, payroll, and increase engagement, balance, and ▪ Focusing on partnerships with ▪ Leveraging potential databases of
entrepreneur segments . product holding . segmented developers to capture performing and fully settled KUR, as
▪ Weekly acquisition program to consumer loans also expanding well as non - fixed income mortgage
drive CASA inflows (3 savings + 1 4 Expanding payroll ecosystem supply and demand ecosystems . borrowers .
current account per branch) . Leveraging institutional ▪ Cross selling across existing ▪ Driving acquisition targeting
partnerships to capture and expand affluent, priority, and payroll business owner by deepening and
2 Optimizing existing consumer base payroll accounts and loan . maximizing developer partnership
segments .
▪ Accelerating acquisition and ▪ Accelerating market expansion ecosystems .
transaction volume across Bale
5 Capturing merchant ecosystem
through secondary market , while ▪ Unlocking growth through
by BTN & Bale Korpora platform . Transforming merchants into enhancing loan portfolio through monetization of the merchant
▪ Expanding product holdings transaction hubs and deposit top ups and refinancing initiatives . ecosystem as an additional lending
through loan facilities . generators through EDC and QRIS . and customer acquisition channel .
Strengthening BTN’s Position as a Consumer Bank Revamping PT Pos to Unlock Potential Business
Expanding beyond Building a resilient Orchestrating Demand ▪ Rebranding e’Batarapos savings ▪ Optimizing CASA growth by
mortgage funding base to Drive Expansion account to BTN Pos savings account leveraging the Post Office's
in January 2026 through logo infrastructure with fee sharing
changes, bank book, and debit card . scheme .
▪ Digitalizing Post Office process
▪ Identifying prioritized ▪ Redefining CASA into a ▪ Building a proactive by launching Cardless Post Office
sectors within each driver for prime loans . distribution network . feature on Bale by BTN and online
regions . ▪ Leveraging QRIS and ▪ Proactively generating account opening .
▪ Accelerating EDC by converting daily market demand . ▪ Utilizing the Post Office network
acquisition of top five transaction flows into ▪ Targeting top industry to further disburse BTN’s
sectors . recurring CASA players as ecosystem mortgage within their ecosystem .
▪ Tapping partnerships’ balances . anchors .
ecosystem .
64
Page 65
Strategic Theme: Broaden Product Propositions & Cross - Selling
Redesigning Branches with Customer - centric
Diversifying into Wider Banking Services
Orientation
Home KUR Housing Enhancing Branch Network Revamping and Sharpening
Equity Loan Personal Loan Program Classification Structure N etwork Organization
Initiatives Initiatives Initiatives ▪ Class IV Branch serves as a ▪ Area Head serves as a business
transitional hub to upgrade Sub - partner to branch offices within the
▪ Accelerating loan ▪ Introducing credit card ▪ Driving MSME Branches with large portfolio to assigned area .
origination through and pay later solutions . acquisition . Branch Class III, vice versa . ▪ Responsible for setting and breaking
data optimization . ▪ Expanding strategic ▪ Targeting a disburse - ▪ Support leadership development for down business targets for branches
▪ Promoting KAR partnerships through ment of IDR 10 Tn from Sub - Branch Head before appointed as under supervision .
product s within non - channeling, joint finance, the IDR 36 Tn national a Branch Head or Deputy Branch
fixed income and asset buy schemes . Regional
commitment Head .
segments . ▪ Accelerating loan ▪ Supply : IDR 8 Tn Branch I Branch II Branch III Area
▪ Driving customer origination through data ▪ Demand : IDR 2 Tn
acquisition through optimization and targeted Sub - Sub -
Branch IV Branch Sub - Branch
Branch I
digital channel . customer segmentation . Branch II
Building a Holistic Broadening the Wholesale Transforming Branches and Elevating
Housing Ecosystem Portfolio Customer Journey
▪ Boosting mortgage on ▪ Expanding non - housing Expanding Digital Store presence Targeting Diverse Segmentations
secondary houses commercial & corporate loan across Indonesia
through both digital and into private and non - SOE
offline marketing . segments (split into 70 % Accelerating Digital Store
▪ Diversifying loan housing & 30 % non - housing network expansion to ex Jakarta
portfolio from bank wide in the mid - term) . Universities Shopping One - Off
regions
secondary markets by ▪ Strengthening client Centers Events
expanding customer engagement through payroll Adding new 37 Digital Stores Penetrating diverse customer
acquisition and and Bale Korpora services . nationwide in top 20 cities . segments to drive engagement, boost
implementing digital ▪ Identifying and managing transaction volumes and new account
onboarding . risks by tailoring strategies acquisition, unlock cross - selling
▪ Expanding distribution to the unique characteristics Bringing a total of 61 Digital opportunities, and transform public
channels through of different segments . Stores by the end of 2026 . perception toward a new and modern
property portals . BTN .
65
Page 66
Appendix
Page 67
BTN’s Network and Distribution as of December 2025
Java Kalimantan Sulawesi
Regional Office 5 Regional Office 1 Regional Office 1
Branch Offices 49 Branch Offices 7 Branch Offices 8
National FY25 FY24 FY23
Sub - Branch Offices 389 Sub - Branch Offices 32 Sub - Branch Offices 30
Regional Office 8 8 6
Sharia Branch Offices 18 Sharia Branch Offices 3 Sharia Branch Offices 3
Branch Offices 82 82 81
Sharia Sub - Branch Offices 55 Sharia Sub - Branch Offices 4 Sharia Sub - Branch Offices 2
Sub - Branch Offices 548 536 541
ATM & CRM 1,415 ATM & CRM 133 ATM & CRM 133
Sharia Branch
35 35 34
Offices
Sharia Sub - Branch
Sumatera Bali dan Nusa Tenggara Maluku dan Papua Offices
83 75 75
Regional Office 1 Regional Office - Regional Office - Outlets 756 736 737
Branch Offices 11 Branch Offices 4 Branch Offices 3 ATM and CRM 2,090 2,071 2,150
Sub - Branch Offices 74 Sub - Branch Offices 15 Sub - Branch Offices 8
Sharia Branch Offices 10 Sharia Branch Offices 1 Sharia Branch Offices -
Sharia Sub - Branch Offices 21 Sharia Sub - Branch Offices 1 Sharia Sub - Branch Offices -
ATM & CRM 307 ATM & CRM 68 ATM & CRM 34
67
Page 68
BBTN’s Rating, Indices and Shareholder Structure
Current BTN Ratings From Various
Rating Agencies BBTN are included in some indices Geographics of BBTN Ownership (as of Dec - 25)
including ESG indices up to Dec - 25 (of total public Portion)
Upgraded Region Asia
Euro Region 86 .0 mn shares
As of October 2025 USA 479.1 mn shares
(1.5%)
824.5 mn shares (8.5 %)
Local Index : (14.7%)
Outlook : Stable • LQ 45
National Short - Term Rating : F1+ ( idn ) • IDX 80 Indonesia
National Long - Term Rating : AAA ( idn ) • IDXFINANCE 4,184 mn shares
Senior Unsecured : AAA • IDX BUMN 20 British Territory
(74.5%)
• IDX Small - Mid Cap (IDX SMC) Composite 0 .1 mn shares
• IDX Small - Mid Cap (IDX SMC) Liquid America ex USA (0.0%)
• MBX 4.0 mn shares
(0.1%) Australia
• Kompas 100 3 6 .1 mn shares
As of June 2025
• Infobank 15 (0.6%)
• IDX Value 30
• Investor 33
Outlook : Stable • ECONOMIC 30
Counterparty Risk Rating : Baa2/P - 2
• Tempo – IDX Financials 52 (High Dividend
Bank Deposits : Baa2/P - 2
Index) Shareholder Structure (as of Dec - 25)
Baseline Credit Assessment : ba2
Adj Baseline Credit Assessment : ba2 • SRI - KEHATI *
Counterparty Risk Assessment : Baa2 ( cr )/P - 2( cr ) • IDX LQ 45 Low Carbon Leaders * *)
• ESG Sector Leaders IDX Kehati * **)
• ESG Quality 45 IDX Kehati *
International Index :
• MSCI Indonesia
Government of Indonesia *) Public ***)
• MSCI Emerging Market (EM)
• MSCI EM Small Cap 60% 40%
As of August 2025 • MSCI EM Investable Market Index (IMI)
• FTSE All - World Ex US Small Cap Index
• FTSE Global All Cap Index Fund
Outlook : Stable • MSCI Total International Stock
Corporate Rating : F1+ ( idn )
National Long - Term Rating : AAA ( idn )
Senior Unsecured : AAA *) 1% (84 ,206 ,666 Shares) of Serie A Dwiwarna ownership by Government of Indonesia
**) 8 ,336 ,459 ,982 Shares of Serie B ownership by Danantara Asset Management
***) Includes 0 .01% share ownership by the Board of Commissioners and Directors
*ESG Indices
68
Page 69
Board of Commissioner
*) Effective following approval of Fit & Proper Test by Otoritas Jasa Keuangan (OJK)
Panangian Suryo Utomo Dwi Ary Purnomo Pietra Machreza Paloh
Ida Nuryanti Vice President Commissioner Independent Commissioner Fahri Hamzah
Independent Commissioner
Simanungkalit President Commissioner Didyk Choiroel *)
Independent Commissioner Commissioner Commissioner
Served as Head of Served as President Served as Directorate Currently serving as Served as Commissioner Currently serving as Vice
of PT Mandiri Energindo Currently serving as
Human Resources Director of Panangian General of Taxes of Assistant Deputy of Risk Minister of Ministry of
Sejahtera and Director Secretary General of
Department of Bank School of Property . Ministry of Finance . Management and Housing and Residential
Operations of PT Walinusa . Housing and Residential
Indonesia and Head of Compliance of Ministry of Area (Kementerian PKP) . Area (Kementerian PKP) .
Payment System State - Owned Enterprise
Management Department (SOE) .
of Bank Indonesia .
69
Page 70
Board of Director (1/2)
Hirwandi Gafar Nofry Rony Poetra Oni Febriarto Rahardjo Nixon L.P. Napitupulu Setiyo Wibowo Eko Waluyo
Director Consumer Banking Director Finance & Strategy Vice President Director President Director Director Risk Management Director Human Capital &
Compliance
Served as Subsidized Served as Vice President Served as Vice President Served as Consumer Credit Served as Human Capital
Served as Treasury Division
Mortgage Lending Division Director at Perum Perumnas Director and Director of Risk & Analytics Group Head Management Division Head
Head and Head of Regional
Head and Business and Director of Commercial Finance Planning and and Credit Portfolio Risk and Corporate Secretary
Office I at PT Bank Tabungan
Development of Subsidized Banking at PT Bank Tabungan Treasury at PT Bank Group Head at PT Bank Division Head at PT Bank
Negara (Persero) Tbk
Mortgage Dept Head at PT Negara (Persero) Tbk Tabungan Negara (Persero) Mandiri (Persero) Tbk Tabungan Negara (Persero)
Bank Tabungan Negara Tbk Tbk
(Persero) Tbk
70
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Board of Director (2/2)
*) Effective following approval of Fit & Proper Test by Otoritas Jasa Keuangan (OJK)
Tan Jacky Chen Hermita I Nyoman Sugiri Yasa Rully Setiawan Venda Yuniarti
Director Information Director Treasury &
Helmy Afrisa Nugroho *)
Director Commercial Banking Director Operations Director Network & Retail
Technology International Banking Director Corporate Banking
Funding
Served as Digital Banking Served as SEVP Consumer Served as SEVP Operations at Served as Interim President Served as Group Head Served as Group Head of
Product Development Division Banking at PT BPD Jawa PT Bank Rakyat Indonesia Director of PT Mandiri Utama Overseas Banking Network Corporate Banking 3 at PT
Head and Digital Banking Timur Tbk and SVP of Smart (Persero) Tbk . Finance and Director Finance and Group Head Financial Bank Mandiri (Persero) Tbk .
Division Head at PT Bank City, Business Optimalization and Risk Management of PT Institution at PT Bank Mandiri
Tabungan Negara (Persero) at PT Bank Negara Indonesia Mandiri Utama Finance . (Persero) Tbk .
Tbk . (Persero) Tbk .
71
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Thank You. Investor Relations PT Bank Tabungan Negara (Persero) Tbk. Menara BTN 16th Floor Jl. Gajah Mada No. 1 Jakarta 10130 Email: investor_ relations@btn.co.id Website: www.btn.co.id
Names mentioned 47 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Bank Indonesia
p.6 ×7
unresolved
org
Ministry of Finance Policy
p.19
unresolved
org
Ministry of Housing and Residential Area Policy
p.19
unresolved
org
Digital Initiative & Partners
p.21
unresolved
org
Ministry of Environment and Forestry
p.48 ×2
unresolved
person
Completed Self
· Commissioner
p.57
unresolved
org
Bank BTN’s ESG
p.60
unresolved
org
Bank Only Financial Highlight
p.62
unresolved
org
Bank Deposits
p.68
unresolved
—
Served
· Commissioner
p.69
unresolved
org
PT Mandiri Energindo
p.69
unresolved
org
Minister of Ministry
p.69
unresolved
org
Ministry of Finance
p.69
unresolved
org
PT Walinusa
p.69
unresolved
org
Kementerian PKP
p.69 ×2
unresolved
org
PT Bank Tabungan Development
p.70
unresolved
org
PT Bank Tabungan
p.70
unresolved
org
Negara (Persero) Tbk
p.70
unresolved
org
Mandiri (Persero) Tbk
p.70
unresolved
org
PT BPD Jawa
p.71
unresolved
org
PT Mandiri Utama
p.71
unresolved
org
Timur Tbk
p.71
unresolved
org
PT Bank Mandiri Tabungan
p.71
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