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BERDAYA BERSAMA
MELALUI KEUANGAN
BERKELANJUTAN UNTUK
MASA DEPAN
Empowering Together Through Sustainable
Finance for the Future
Dalam pengimplementasian keuangan In the implementation of sustainable finance,
2024 berkelanjutan, PT Bank Mandiri Taspen
(selanjutnya disebut Bank Mandiri Taspen)
PT Bank Mandiri Taspen (hereinafter referred
to as Bank Mandiri Taspen) continuously
Laporan Keberlanjutan selalu berupaya untuk memberdayakan strives to empower communities and
Sustainability Report komunitas dan nasabah melalui pelaksanaan customers through the execution of flagship
program-program unggulan yang diluncurkan programs designed to make a positive
untuk memberikan kontribusi positif dalam contribution toward building a more stable
menciptakan masyarakat dan lingkungan and prosperous society and environment in
Indonesia yang lebih stabil dan sejahtera. Indonesia. One of these flagship initiatives is
Salah satu program unggulan yaitu Program the Retention Program, specifically designed
Retention yang ditujukan khusus untuk para for retirees, known as the 3 Pilar Mantap
pensiunan, yang dikenal dengan nama Program Indonesia Program, which consists of Mantap
3 Pilar Mantap Indonesia yaitu Mantap Sehat, Sehat (Healthy), Mantap Aktif (Active), and
Mantap Aktif, dan Mantap Sejahtera. Mantap Sejahtera (Prosperous).
Melalui Pilar Mantap Sehat, Bank Mandiri Through the Mantap Sehat pillar, Bank
Taspen telah meningkatkan kesadaran para Mandiri Taspen has raised awareness among
nasabah, khususnya para pensiunan untuk its customers—particularly retirees—about
memahami bagaimana menjaga kesehatan the importance of maintaining good health
melalui sosialisasi, edukasi, dan kegiatan by organizing outreach activities, educational
pemeriksaan kesehatan yang rutin bagi para programs, and regular health check-ups.
pensiunan. Melalui Pilar Mantap Aktif, Bank The Mantap Aktif pillar aims to cultivate
Mandiri Taspen menciptakan pensiunan yang retirees who are active, productive, resilient,
aktif, produktif, serta tangguh dan bahagia. and happy. Through the Mantap Sejahtera
Melalui Pilar Mantap Sejahtera, Bank Mandiri pillar, Bank Mandiri Taspen has enhanced
Taspen telah meningkatkan kesejahteraan the well-being of the community, especially
masyarakat, khususnya pensiunan dengan retirees, by creating opportunities for
membuka jalan bagi para pensiunan untuk entrepreneurship, fostering independence,
menciptakan peluang usaha, membangun and enabling retirees to enjoy a meaningful
kemandirian, dan menikmati masa pensiun retirement. Through the 3 Pilar Mantap
yang bermakna. Melalui Program 3 Pilar Indonesia Program, Bank Mandiri Taspen
Mantap Indonesia, Bank Mandiri Taspen telah has embodied the concept of empowering
menerapkan konsep berdaya bersama melalui together through sustainable finance for the
keuangan berkelanjutan untuk masa depan. future.
PT Bank Mandiri Taspen
1
2024 Sustainability Report
Page 4
Daftar Isi
Table of Contents
1 Berdaya Bersama Melalui Keuangan Berkelanjutan Untuk Masa Depan /
Empowering Together Through Sustainable Finance for the Future
2 Daftar Isi / Table of Contents
TENTANG LAPORAN
About Report
7 Proses Penentuan Topik Material / 11 Pengelolaan Topik Material /
Material Topic Determination Process Material Topic Management
STRATEGI KEBERLANJUTAN
Sustainability Strategy
20 Penjelasan Strategi Keberlanjutan / 36 Proses untuk Memulihkan Dampak Negatif /
Description of Sustainability Strategy Recovery Processes for Negative Impacts
31 Policy Commitment / Policy Commitment
IKHTISAR KINERJA KEBERLANJUTAN
Sustainability Performance Highlight
40 Kinerja Aspek Ekonomi / 42 Kinerja Aspek Sosial /
Economic Performance Aspect Social Performance Aspect
40 Kinerja Aspek Lingkungan Hidup /
Environmental Performance Aspect
PROFIL PERUSAHAAN
Sustainability Performance Highlight
44 Identitas Perusahaan / Company Identity 57 Produk, Layanan dan Kegiatan Usaha yang Dijalankan
/ Product, Services, and Operated Business Activities
46 Visi, Misi, dan Nilai Keberlanjutan / Vision, Mission,
and Sustainability Values 58 Rantai Pasok dan Relasi Bisnis Lainnya / Supply Chain
and Other Business Relations
48 Skala Perusahaan / Company Scale
59 Keanggotaan Asosiasi / Association Memberships
48 Informasi Mengenai Karyawan / Information on
Employees 60 Perubahan Perusahaan yang Bersifat Signifikan Pada
Organisasi / Company’s Significant Changes Toward
54 Wilayah Operasional dan Pasar yang Dilayani / Organization
Operational Area and Markets Served
PT Bank Mandiri Taspen
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Laporan Keberlanjutan 2024
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PENJELASAN DIREKSI
Directors’ Explanation
70 Tanggung Jawab Laporan Keberlanjutan Tahun Buku 2023 /
Responsibility for the Sustainability Report of the 2023 Fiscal year
TATA KELOLA
Governance
74 Struktur dan Komposisi Tata Kelola / 84 Tata Kelola Keberlanjutan / Sustainability Governance
Governance Structure and Composition
84 Penanggung Jawab Penerapan Keuangan
76 Benturan Kepentingan / Conflict of Interest Berkelanjutan / Parties Responsible for
Sustainable Finance Implementation
78 Nominasi dan Seleksi Dewan Komisaris dan Direksi /
Nomination and Selection of the 88 Pengembangan Kompetensi Terkait Keuangan
Board of Commissioners and Directors Berkelanjutan / Competency Development Related
to Sustainable Finance
79 Penilaian Kinerja Dewan Komisaris dan Direksi /
Performance Assessment of the Board of 95 Manajemen Risiko atas Penerapan Keuangan
Commissioners and Board of Directors Berkelanjutan / Risk Management of Sustainable
Finance Implementation
80 Kebijakan Remunerasi Dewan Komisaris dan Direksi /
Remuneration Policy for the Board of Commissioners 98 Hubungan dengan Pemangku Kepentingan /
and Directors Relationship with Stakeholders
100 Permasalahan Terhadap Penerapan Keuangan
Berkelanjutan / Issues In Sustainable Finance
Implementation
KINERJA KEBERLANJUTAN
Sustainability Performance
102 Kegiatan Membangun Budaya Keberlanjutan / 111 Nilai Ekonomi Langsung yang Dihasilkan dan
Activities for Developing Culture of Sustainability Didistribusikan / Direct Economic Values Generated
and Distributed
104 Kinerja Ekonomi / Economic Performance
112 Kewajiban Program Pensiun Manfaat Pasti dan
104 Perbandingan Target dan Kinerja Produksi, Program Pensiun Lainnya / Defined Benefit Plan
Portofolio, Target Pembiayaan, atau Investasi, Obligations and Other Pension Plans
Pendapatan dan Laba Rugi / Comparison of Target
and Production Performance, Portfolio, Financing 113 Bantuan Finansial dari Pemerintah /
Target, or Investment, Revenue and Profit and Loss Financial Assistance from the Government
104 Perbandingan Target dan Kinerja Portofolio, 113 Dampak Ekonomi Tidak Langsung /
Target Pembiayaan, atau Investasi Pada Instrumen Indirect Economic Impacts
Keuangan atau Proyek yang Sejalan dengan
Keuangan Berkelanjutan / Comparison of Target 116 Anti Korupsi / Anti-Corruption
and Portfolio Performance, Financing Target, or
Investment In Financial Instrument or Project in 118 Perilaku Anti Persaingan / Anti-Competitive
Line With Sustainable Finance Behavior
106 Persentase dari Portofolio untuk Lini Bisnis
Menurut Wilayah, Ukuran, dan Sektor / Portfolio
Percentage for Business Line According to Area,
Size, and Sector
PT Bank Mandiri Taspen
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2024 Sustainability Report
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119 Kinerja Lingkungan Hidup / Environmental 148 Praktik Keamanan / Security Practices
Performance
149 Aspek Masyarakat / Community Aspect
119 Aspek Umum / General Aspect
173 Privasi dan Keamanan Data Nasabah /
119 Aspek Material / Material Aspect Customer Data Privacy and Security
120 Aspek Energi / Energy Aspect 176 Tanggung Jawab Pengembangan Produk dan/atau
Jasa Keberlanjutan / Responsibility for Sustainable
124 Aspek Air / Water Aspect Product and/or Service Development
124 Aspek Keanekaragaman Hayati / Biodiversity 176 Inovasi dan Pengembangan Produk/Jasa Keuangan
Aspect Berkelanjutan / Innovation and Development of
Sustainable Financial Product/Service
125 Aspek Emisi / Emission Aspect
178 Produk/Jasa yang Sudah Dievaluasi Keamanannya
128 Aspek Limbah dan Efluen / Waste and Effluent Bagi Nasabah / Products/Services Evaluated for
Aspects Customer Safety
129 Aspek Pengaduan Terkait Lingkungan Hidup / 178 Dampak Produk/Jasa / The Impact of Product/
Complaint Aspects Related to the Environment Service
130 Kinerja Sosial / Social Performance 179 Jumlah Produk yang Ditarik Kembali /
Number of Withdrawn Products
130 Komitmen untuk Memberikan Layanan atas
Produk dan/atau Jasa yang Setara Kepada 179 Survei Kepuasan Nasabah Terhadap Produk dan/
Konsumen / Commitment to Providing Equal atau Jasa / Customer Satisfaction Survey on
Products and/or Services to Consumers Products and/or Services
133 Aspek Ketenagakerjaan / Manpower Aspect
VERIFIKASI TERTULIS DARI LEMBAR UMPAN BALIK TANGGAPAN TERHADAP
PIHAK INDEPENDEN Feedback Sheet UMPAN BALIK LAPORAN
Written Verification from KEBERLANJUTAN TAHUN 2023
Independent Party Response to Feedback of the
2023 Sustainability Report
DAFTAR
PENGUNGKAPAN
INDEKS
SESUAI PERATURAN
SUSTAINABILITY
OTORITAS JASA INDEKS ISI ACCOUNTING
KEUANGAN NOMOR CONSOLIDATED SET OF STANDARDS (SASB) TAUTAN STANDAR GRI
51/POJK.03/2017 GRI STANDARD BANK - COMMERCIAL DENGAN TPB
List of Disclosure in Consolidated Contents BANK GRI Standards link with
List of Disclosures Index Set of GRI Sustainability SDGs
Accounting Standards
According to Financial Standard
(SASB) Bank -
Services Authority Commercial Bank Index
Regulation Number 51/
POJK.03/2017
PT Bank Mandiri Taspen
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Laporan Keberlanjutan 2024
Page 7
01
Tentang
Laporan
About Report
[GRI 2-2, 2-3, 2-4]
PT Bank Mandiri Taspen
5
2024 Sustainability Report
Page 8
Laporan Keberlanjutan Bank Mandiri Taspen tahun 2024 disusun Bank Mandiri Taspen 2024 Sustainability Report was prepared in
dengan mengacu pada Peraturan Otoritas Jasa Keuangan reference to the Financial Services Authority Regulation (POJK)
(POJK) Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Number 51/POJK.03/2017 on the Implementation of Sustainable
Berkelanjutan Bagi Lembaga Jasa Keuangan, Emiten, dan Finance for Financial Service Institutions, Issuers, and Public
Perusahaan Publik, dan Surat Edaran Otoritas Jasa Keuangan Companies, and the Circular Letter of the Financial Services
Republik Indonesia 16/POJK.04/2021 tentang Bentuk dan Isi Authority of the Republic of Indonesia Number 16/POJK.04/2021
Laporan Tahunan Emiten atau Perusahaan Publik. Laporan on the Form and Content of the Annual Report of Issuers or
Keberlanjutan ini juga disusun sesuai dengan (“in accordance to”) Public Companies. This Sustainability Report is also prepared
standar internasional yaitu Consolidated Set of GRI Standards, GRI in accordance with international standards, including the
G4 Sector Disclosures Financial Services, Sustainability Accounting Consolidated Set of GRI Standards, GRI G4 Sector Disclosures for
Standard Board (SASB) Standards Commercial Bank, serta Financial Services, the Sustainability Accounting Standards Board
International Financial Reporting Standards (IFRS) S1 dan S2. (SASB) Standards for Commercial Bank, and the International
Financial Reporting Standards (IFRS) S1 and S2.
Laporan Keberlanjutan Bank Mandiri Taspen tahun 2024, The Bank Mandiri Taspen 2024 Sustainability Report covers
mencakup informasi yang berasal dari seluruh wilayah operasional information from all operational areas of Bank Mandiri Taspen.
Bank Mandiri Taspen. Sampai dengan akhir Desember 2024, As of the end of December 2024, Bank Mandiri Taspen does not
Bank Mandiri Taspen tidak memiliki entitas anak, sehingga have any subsidiaries, therefore there is no difference in the scope
tidak terdapat perbedaan lingkup entitas Laporan Keberlanjutan of entities between the Sustainability Report and the Financial
dengan Laporan Keuangan. Report.
Laporan Keberlanjutan Bank Mandiri Taspen diterbitkan pada The Bank Mandiri Taspen Sustainability Report is published
setiap tahunnya bersamaan dengan Laporan Tahunan Bank. annually alongside the Bank’s Annual Report. This Sustainability
Laporan Keberlanjutan Bank Mandiri Taspen disusun untuk Report covers the period from January 1 to December 31, 2024,
periode 1 Januari sampai 31 Desember 2024, sesuai dengan in line with the Bank’s financial reporting period. The report was
periode Laporan Keuangan Bank. Laporan Keberlanjutan Bank published on April 29, 2025.
Mandiri Taspen dipublikasikan pada tanggal 29 April 2025.
Di dalam Laporan Keberlanjutan ini terdapat informasi yang This Sustainability Report includes restated information,
disajikan kembali yaitu jumlah pendapatan bunga bersih specifically the amount of net interest income, due to a corporate
dikarenakan adanya restrukturisasi Perusahaan. Hal ini berdampak restructuring. This restructuring has resulted in an increase in net
pada peningkatan pendapatan bunga bersih yang juga berdampak interest income, which in turn has contributed to a decrease in
pada penurunan intensitas energi dan emisi. energy intensity and emissions.
Para pemangku kepentingan dapat memperoleh informasi Stakeholders can obtain further information related to this
lebih lanjut terkait dengan Laporan Keberlanjutan ini dengan Sustainability Report through following contact:
menghubungi:
DIVISION HEAD CORPORATE SECRETARY & LEGAL DIVISION HEAD CORPORATE SECRETARY & LEGAL
Errinto Sahat Pahala Pardede Errinto Sahat Pahala Pardede
PT Bank Mandiri Taspen PT Bank Mandiri Taspen
Kantor Pusat Bank Mandiri Taspen Head Office of Bank Mandiri Taspen
Graha Mantap Graha Mantap
Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng, Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng,
Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320 Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320
Telepon : (62-21) 21231772 Telepon : (62-21) 21231772
Fax : (62-21) 21231984 Fax : (62-21) 21231984
E-mail : corporate.secretary@bankmandiritaspen.co.id E-mail : corporate.secretary@bankmandiritaspen.co.id
PT Bank Mandiri Taspen
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Laporan Keberlanjutan 2024
Page 9
Tentang Laporan
About Report
Proses Penentuan Topik Material [GRI 3-1, 3-2]
Material Topic Determination Processses
Berdasarkan hasil identifikasi dan proses telaah yang dilakukan Based on the identification results and review process conducted
oleh Manajemen Bank Mandiri Taspen bersama stakeholder dan by Bank Mandiri Taspen Management in collaboration with
ahli/expert, serta telah disetujui oleh Direksi, maka ditetapkan stakeholders and experts, and as approved by the Board of
bahwa topik material terpilih yang dilaporkan dalam Laporan Directors, a total of 11 material topics have been determined and
Keberlanjutan 2024 yaitu berjumlah 11 topik. Namun, terdapat reported in the 2024 Sustainability Report. However, there is a
perbedaan dengan topik yang material di tahun 2023 yaitu difference from the material topics reported in 2023—the topic
masyarakat lokal yang sudah tidak menjadi isu signifikan di of local communities is no longer considered a significant issue
tahun 2024. Hal ini dikarenakan Bank Mandiri Taspen telah in 2024. This is because Bank Mandiri Taspen has consistently
melaksanakan pelibatan masyarakat lokal dengan secara rutin engaged with local communities through regular implementation
melaksanakan aktivitas TJSL. Aktivitas TJSL telah menjadi salah of Social and Environmental Responsibility (TJSL) activities.
satu KPI Bank dan pelaksanaan kegiatan TJSL telah sesuai diatur TJSL activities have become one of the Bank’s key performance
dalam Rencana Aksi Keuangan Berkelanjutan (RAKB) yang juga indicators (KPIs), and their implementation is governed by the
telah menjadi salah satu target kegiatan prioritas Bank. Sustainable Finance Action Plan (RAKB), which has also been
designated as one of the Bank’s priority activity targets.
Proses penentuan topik material telah melewati tahapan-tahapan The process of determining material topics has gone through the
yaitu: following stages:
Penelaahan isu Identifikasi dampak
keberlanjutan (ekonomi, aktual dan potensial
lingkungan, sosial termasuk (ekonomi, lingkungan, Melakukan Prioritasi
hak asasi manusia) sosial termasuk hak asasi Dampak Signifikan yang
terhadap aktivitas dan manusia) terkait aktivitas Penilaian Signifikansi akan Dilaporkan dalam
relasi bisnis Bank dan relasi bisnis Bank Dampak Laporan Keberlanjutan
A review of sustainability issues Identification of actual and Impact Significance Prioritizing significant
(economic, environmental, potential impacts (economic, Assessment impacts to be reported in the
and social, including human environmental, and social, sustainability report
rights) in relation to the including human rights)
Bank’s activities and business related to the Bank’s activities
relationships. and business relationships.
Tujuan
Pemangku
Topik Kepentingan yang
Pembangunan
Material Isu Utama
Terdampak
Alasan Bersifat Material Berkelanjutan
Material Main Issue
Affected
Material Reasons Sustainable
Topics Stakeholders
Development
Goals
Kinerja Ekonomi • Nilai ekonomi langsung yang dihasilkan • Pemegang Saham Bank Mandiri Taspen senantiasa
Economic dan didistribusikan oleh Bank Mandiri • Pemerintah mengelola kinerja ekonomi
Performance Taspen • Pegawai dengan baik. Keberhasilan Bank
• Implikasi finansial serta risiko dan peluang • Mitra Kerja/ Mandiri Taspen dalam mengelola
lain akibat dari perubahan iklim Pemasok kinerja ekonomi tercermin dengan
• Kewajiban program pensiun manfaat • Shareholder pertumbuhan laba operasional Bank
pasti dan program pensiun lainnya dalam 5 (lima) tahun terakhir.
• Government
• Bantuan keuangan yang diterima Bank Bank Mandiri Taspen continues to
• Employees
dari Pemerintah
• Work Partners/ manage its economic performance
• Direct economic value generated and Suppliers well. Bank Mandiri Taspen’s success
distributed by Bank Mandiri Taspen in managing economic performance
• Financial implications and other risks is reflected in the growth of the
and opportunities resulting from climate Bank’s operating profit in the last 5
change (five) years.
PT Bank Mandiri Taspen
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2024 Sustainability Report
Page 10
Tujuan
Pemangku
Topik Kepentingan yang
Pembangunan
Material Isu Utama
Terdampak
Alasan Bersifat Material Berkelanjutan
Material Main Issue
Affected
Material Reasons Sustainable
Topics Stakeholders
Development
Goals
• Defined benefit pension plan obligations
and other pension plans
• Financial assistance received by the Bank
from the Government
Anti Korupsi • Kegiatan operasional Bank Mandiri • Pegawai Bank Mandiri Taspen memiliki
Anti-Corruption Taspen yang memiliki risiko kecurangan • Investor komitmen penuh dalam menerapkan
• Sosialisasi dan pelatihan anti korupsi • Pemegang saham budaya anti korupsi di seluruh level
• Insiden korupsi yang terbukti serta • Pemerintah organisasi. Hal ini berdampak positif
langkah nyata yang diambil oleh Bank • Employees berupa tidak adanya insiden korupsi
Mandiri Taspen yang terbukti selama tahun 2024.
• Investor
• Bank Mandiri Taspen’s operational • Shareholder Bank Mandiri Taspen is fully
activities have a risk of fraud • Government committed to implementing an anti-
• Anti-corruption outreach and training corruption culture at all levels of
• Proven incidents of corruption and the organization. This has a positive
concrete steps taken by Bank Mandiri impact in the form of no proven
Taspen incidents of corruption during 2024.
Energi • Konsumsi energi Perseroan • Pegawai Dalam menjalankan aktivitas
Energy • Upaya Perseroan dalam melakukan • Masyarakat operasionalnya, Bank Mandiri
efisiensi energi dan penggunaan energi • Staff Taspen memanfaatkan energi
baru terbarukan listrik dan BBM. Bank Mandiri
• Community
• The Company’s energy consumption Taspen memiliki komitmen untuk
melakukan efisiensi penggunaan
• The Company’s efforts in energy
energi. Sepanjang tahun 2024,
efficiency and the use of new renewable
Bank Mandiri Taspen berhasil
energy menurunkan penggunaan energi
sebesar 4.307,42 gigajoule.
In carrying out its operational
activities, Bank Mandiri Taspen
utilizes electricity and fuel energy.
Bank Mandiri Taspen is committed
to energy efficiency. Throughout
2024, Bank Mandiri Taspen
managed to reduce energy use by
4,307.42 gigajoules.
Emisi • Emisi GRK Langsung (Cakupan 1) • Karyawan Energi yang digunakan dalam
Emission • Emisi GRK Tidak Langsung (Cakupan 2) • Pemberi Kerja menunjang aktivitas operasional
• Emisi GRK tidak langsung lainnya • Masyarakat Bank, tidak terlepas dari timbulnya
(Cakupan 3) • Pemerintah emisi yang dihasilkan. Namun
• Intensitas Emisi GRK • Mitra kerja demikian, Bank Mandiri Taspen
• Pengurangan Emisi GRK • Employees senantiasa melakukan upaya reduksi
• Pengendalian Emisi Penipis Lapisan Ozon • Employers emisi yang sejalan dengan upaya
• Nitrogen Oksida (NOx), Sulfur Oksida • Communities efisiensi energi. Sepanjang tahun
(SOx), dan Emisi Udara Signifikan Lainnya • Government 2024, Bank Mandiri Taspen berhasil
• Direct GHG Emissions (Scope 1) • Partners melakukan reduksi emisi GRK yang
• Indirect GHG Emissions (Scope 2) dihasilkan melalui penggunaan
• Other Indirect GHG Emissions (Scope 3) kendaraan listrik yaitu sebesar
• GHG Emissions Intensity 8.497,94 KgCO2eq atau 0,04%.
• GHG Emissions Reductions Energy used in supporting the
• Control of Ozone Layer Depleting Bank’s operational activities is
Emissions inseparable from the resulting
• Nitrogen Oxides (NOx), Sulfur Oxides emissions. However, Bank Mandiri
(SOx), and Other Significant Air Emissions Taspen always makes efforts to
reduce emissions in line with energy
efficiency efforts. Throughout 2024,
Bank Mandiri Taspen succeeded in
reducing GHG emissions generated
through the use of electric vehicles,
which amounted to 8,497.94
KgCO2eq or 0.04%.
PT Bank Mandiri Taspen
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Laporan Keberlanjutan 2024
Page 11
Tentang Laporan
About Report
Tujuan
Pemangku
Topik Kepentingan yang
Pembangunan
Material Isu Utama
Terdampak
Alasan Bersifat Material Berkelanjutan
Material Main Issue
Affected
Material Reasons Sustainable
Topics Stakeholders
Development
Goals
Kepegawaian • Perekrutan pegawai baru dan turnover Pegawai Bank Mandiri Taspen berkomitmen
Employment karyawan Employees untuk memberikan hak yang sama
• Tunjangan yang diberikan kepada pada seluruh calon pegawai untuk
pegawai purnawaktu yang tidak diberikan bekerja di Perusahaan. Selain itu,
kepada karyawan pada kurun waktu Bank Mandiri Taspen juga senantiasa
tertentu atau paruh waktu memberian hak kepada seluruh
• Cuti melahirkan karyawan dalam memperoleh
• New hires and employee turnover tunjangan serta hak cuti. Hal ini
• Benefits provided to full-time employees akan senantiasa meningkatkan
that are not provided to part-time produktivitas pegawai.
employees Bank Mandiri Taspen is committed
• Maternity leave to providing equal rights to all
prospective employees to work in
the Company. In addition, Bank
Mandiri Taspen also always gives
rights to all employees in obtaining
benefits and leave rights. This
will always increase employee
productivity.
Kesehatan Dan • Sistem manajemen keselamatan dan • Pegawai Kesehatan dan keselamatan kerja
Keselamatan kesehatan kerja • Nasabah senantiasa diterapkan pada seluruh
Kerja • Pengidentifikasian Bahaya, Penilaian • Mitra Kerja aktivitas operasional Bank yang
Risiko, dan Investigasi Insiden • Masyarakat bertujuan untuk menciptakan rasa
Occupational
• Layanan kesehatan yang dimiliki Bank • Regulator aman bagi seluruh pegawai dalam
Health and
• Partisipasi, konsultasi, dan komunikasi • Employees bekerja. Bank Mandiri Taspen
Safety
pekerja pada kesehatan dan keselamatan • Customers senantiasa memastikan bahwa
kerja • Partners seluruh aktivitas operasionalnya
• Pelatihan pekerja tentang kesehatan dan • Community tidak terjadi kecelakaan kerja. Atas
keselamatan kerja • Regulators komitmen Bank dalam menerapkan
• Peningkatan kualitas kesehatan pekerja budaya K3, maka sepanjang
• Pencegahan dan mitigasi dampak- tahun 2024 tidak terdapat insiden
dampak keselamatan dan kesehatan kerja kecelakaan kerja serta tidak terdapat
yang secara langsung terkait hubungan karyawan yang sakit akibat kerja.
bisnis Occupational health and safety is
• Pekerja yang tercakup dalam sistem always applied to all operational
manajemen keselamatan dan kesehatan activities of the Bank which aims
kerja to create a sense of security for all
• Kecelakaan kerja yang terjadi pada employees at work. Bank Mandiri
periode pelaporan Taspen always ensures that all
• Penyakit akibat kerja yang dialami oleh operational activities do not occur
karyawan Bank work accidents. Due to the Bank’s
• Occupational safety and health commitment to implementing an
management system OHS culture, throughout 2024 there
• Hazard Identification, Risk Assessment, were no work accident incidents and
and Incident Investigation no employees who were sick due to
• Bank-owned health services work.
• Worker participation, consultation, and
communication on occupational health
and safety
• Worker training on occupational health
and safety
• Worker health quality improvement
• Prevention and mitigation of occupational
safety and health impacts directly related
to business relationships
• Workers covered by the occupational
safety and health management system
• Occupational accidents that occurred
during the reporting period
• Occupational diseases experienced by
Bank employees
PT Bank Mandiri Taspen
9
2024 Sustainability Report
Page 12
Tujuan
Pemangku
Topik Kepentingan yang
Pembangunan
Material Isu Utama
Terdampak
Alasan Bersifat Material Berkelanjutan
Material Main Issue
Affected
Material Reasons Sustainable
Topics Stakeholders
Development
Goals
Pelatihan Dan • Informasi terkait rata-rata jam pelatihan • Pegawai Bank Mandiri Taspen menganggap
Pendidikan per tahun per karyawan • Nasabah bahwa pegawai merupakan aset
Training and • Program untuk meningkatkan • Masyarakat penting untuk senantiasa dikelola
Education keterampilan karyawan dan program • Employees agar berdampak positif bagi
bantuan peralihan menjelang pensiun • Customers keunggulan kompetitif Bank. Bank
• Persentase karyawan yang menerima • Community Mandiri memberikan kesempatan
tinjauan rutin terhadap kinerja dan pada seluruh pegawainya dalam
pengembangan karir mengikuti pelatihan dan pendidikan.
• Information on average training hours per Peningkatan kompetensi pegawai
year per employee juga senantiasa meningkatkan
• Employee upskilling programs and pendapatan Bank Mandiri Taspen.
retirement assistance programs Bank Mandiri Taspen considers its
• Percentage of employees receiving regular employees to be an important asset
performance and career development to be managed in order to positively
reviews impact the Bank’s competitive
advantage. Bank Mandiri provides
opportunities for all employees
to participate in training and
education. Increasing employee
competence also increases Bank
Mandiri Taspen’s revenue.
Keberagaman Keberagaman dan kesempatan setara Pegawai Bank Mandiri Taspen senantiasa
Dan Kesempatan mencakup keberagaman Dewan Komisaris, Staff memberikan kesempatan yang
Setara Direksi maupun karyawan, serta kesetaraan setara bagi seluruh pegawai dalam
dalam remunerasi antara pria dan wanita. meningkatkan jenjang karir serta
Diversity
Diversity and equal opportunity comprise kesetaraan dalam memperoleh
and Equal
diversity of the Board of Commissioners, haknya. Oleh karenanya, hal ini
Opportunity
Directors, or employee as well as equality of akan berdampak positif dalam
remuneration between male and female meningkatkan motivasi pegawai
sehingga akan meningkatkan
produktivitas pegawai.
Bank Mandiri Taspen always
provides equal opportunities for
all employees in improving career
paths and equality in obtaining
their rights. Therefore, this will
have a positive impact in increasing
employee motivation so that it will
increase employee productivity.
Non Diskriminasi Non-Diskriminasi mencakup informasi • Pegawai Bank Mandiri Taspen senantiasa
Non- terkait insiden diskriminasi dan tindakan • Nasabah menjunjung kesetaraan bekerja
Discrimination perbaikan yang dilakukan. • Staff agar tidak terjadi diskriminasi di
Non-Discrimination involves information • Customer tempat kerja. Upaya Bank Mandiri
related to discrimination incident and Taspen dalam menerapkan prinsip
improvement actions that are performed non diskriminasi memberikan
dampak positif pada peningkatan
produktivitas pegawai yang
pada akhirnya berdampak pada
peningkatan pendapatan Bank.
Bank Mandiri Taspen always
upholds equality at work so that
there is no discrimination in the
workplace. Bank Mandiri Taspen’s
efforts in applying the principle of
non-discrimination have a positive
impact on increasing employee
productivity which ultimately has
an impact on increasing the Bank’s
income.
PT Bank Mandiri Taspen
10
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Tentang Laporan
About Report
Tujuan
Pemangku
Topik Kepentingan yang
Pembangunan
Material Isu Utama
Terdampak
Alasan Bersifat Material Berkelanjutan
Material Main Issue
Affected
Material Reasons Sustainable
Topics Stakeholders
Development
Goals
Privasi Privasi nasabah mencakup pengaduan • Nasabah Bank Mandiri Taspen senantiasa
Pelanggan nasabah yang diakibatkan oleh adanya • Pegawai berkomitmen untuk terus
Customer pelanggaran privasi dan hilangnya data • Customer meningkatkan pengelolaan data
Privacy nasabah. • Staff nasabah. Hal ini memberikan
Customer privacy consists of customer dampak positif dengan tidak
complaint due to privacy violence and data terjadinya kasus terkait pelanggaran
loss of customer. data nasabah selama tahun 2024.
Bank Mandiri Taspen is committed
to continuously improving customer
data management. This has had
a positive impact with no cases
related to customer data breaches
during 2024.
Pengelolaan Topik Material [GRI 3-3]
MATERIAL TOPICS MANAGEMENT
Kinerja Ekonomi Economic Performance
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen
Taspen berkomitmen untuk menjaga pertumbuhan positif kinerja is committed to maintaining positive growth in its economic
ekonomi Bank. Pengelolaan kinerja ekonomi yang dilakukan performance. The Bank’s effective economic performance
Bank Mandiri Taspen memberikan dampak positif terhadap nilai management has had a positive impact on the company’s value,
perusahaan, reputasi Bank, serta meningkatkan kepercayaan strengthened the Bank’s reputation, and increased the trust of all
seluruh pemangku kepentingan. stakeholders.
Komitmen Bank Mandiri Taspen dalam melakukan pengelolaan Bank Mandiri Taspen’s commitment to managing economic
kinerja ekonomi tertuang dalam Standar Prosedur Rencana Kerja performance is outlined in the Standard Operating Procedure
dan Anggaran Perusahaan (RKAP) dan Rencana Bisnis Bank (RBB) for the Corporate Work Plan and Budget (RKAP) and the Bank
PT Bank Mandiri Taspen Edisi 2 Nomor SP/065/XII/2024 tanggal Business Plan (RBB) of PT Bank Mandiri Taspen, Edition 2, Number
27 Desember 2024 yang disusun secara matang dan realistis SP/065/XII/2024, dated December 27, 2024. These documents
berdasarkan prinsip kehati-hatian dan penerapan manajemen are prepared thoroughly and realistically based on the principles
risiko. Di dalam RKAP dan RBB tertera berbagai target baik jangka of prudence and the application of risk management. The RKAP
pendek maupun jangka panjang yang hendak dicapai Bank. and RBB contain various short-term and long-term targets that
Kinerja ekonomi berada di bawah tanggung jawab Divisi SPM & the Bank aims to achieve. Economic performance falls under the
Accounting. responsibility of the SPM & Accounting Division.
Berdasarkan RKAP yang terlah disusun, Bank Mandiri Taspen Based on the established RKAP, Bank Mandiri Taspen consistently
senantiasa melaporkan realisasi RKAP kepada pemegang saham reports the realization of the RKAP to shareholders as a reference
sebagai bahan pertimbangan dalam penyusunan RKAP tahun for preparing the following year’s RKAP. Meanwhile, the realization
berikutnya. Sedangkan, realisasi RBB disampaikan kepada OJK of the RBB is submitted to the Financial Services Authority (OJK)
PT Bank Mandiri Taspen
11
2024 Sustainability Report
Page 14
untuk mendapatkan masukkan dalam menyusun RBB pada to receive input for the preparation of the next RBB period. Bank
periode selanjutnya. Bank Mandiri Taspen juga senantiasa Mandiri Taspen also regularly evaluates the achievement of the
melakukan penilaian ketercapaian target yang ditetapkan di targets set in the RBB. Any shortfalls in achieving these targets are
dalam RBB. Sedangkan, kekurangan atas pencapaian target, used by the Bank as input for continuous improvement.
digunakan oleh Bank Mandiri Taspen untuk melakukan perbaikan
secara berkesinambungan (continous improvement).
Atas komitmen Bank Mandiri Taspen dalam mengelola kinerja As a result of this commitment to managing economic
ekonomi, sepanjang tahun 2024 Bank Mandiri Taspen berhasil performance, throughout 2024 Bank Mandiri Taspen successfully
mencapai target Dana Pihak Ketiga (DPK) sebesar 101,4% dan achieved 101.4% of its Third-Party Funds (DPK) target and
Laba Tahu Berjalan sebesar 100,1%. 100.1% of its Current Year Profit target.
Anti Korupsi Anti Corruption
Bank Mandiri Taspen memiliki komitmen penuh untuk mencegah Bank Mandiri Taspen is fully committed to preventing all forms
segala bentuk tindakan ataupun perbuatan-perbuatan yang of actions or behaviors that may lead to conflicts of interest,
dapat menimbulkan konflik kepentingan, korupsi, kolusi maupun corruption, collusion, or nepotism. The Bank recognizes that
nepotisme. Bank Mandiri Taspen menyadari bahwa apabila Bank failing to uphold an anti-corruption culture can negatively impact
tidak menerapkan budaya anti korupsi, maka akan berdampak its reputation. Therefore, Bank Mandiri Taspen continuously
negatif pada reputasi Bank. Oleh karenanya, Bank Mandiri Taspen promotes the implementation of an anti-corruption culture through
senantiasa meningkatkan penerapan budaya anti korupsi yang awareness campaigns on anti-bribery and gratuity policies. These
dilakukan melalui sosialisasi terkait Anti Penyuapan dan Gratifikasi, efforts include publishing articles and other information related to
di antaranya melalui penayangan artikel maupun informasi lain gratuities on the Bank’s website, distributing messages across all
terkait dengan Gratifikasi pada website Bank, yang disampaikan offices, internal media via the Bank Mandiri Taspen portal, Circular
pada seluruh kantor, media internal melalui portal Bank Mandiri Letters to all Divisions/Units, as well as informational leaflets on
Taspen, Surat Edaran kepada segenap Divisi/Satuan/Unit, maupun gratuities.
leaflet mengenai Gratifikasi.
Komitmen Bank Mandiri Taspen dalam menerapkan budaya anti The Bank’s commitment to upholding an anti-bribery and anti-
suap atau korupsi tertuang dalam Petunjuk Teknis Anti Penyuapan corruption culture is outlined in the Anti-Bribery and Gratuity
dan Gratifikasi Nomor PT/118/X/2024 tanggal 23 Oktober 2024, Technical Guidelines No. PT/118/X/2024 dated October, 23
Arsitektur Kebijakan PT Bank Mandiri Taspen No. KEB/002/X/2024 2024, 2021, the Policy Architecture of PT Bank Mandiri Taspen
tanggal 1 Oktober 2024, serta Standar Prosedur Manajemen No. KEB/002/X/2024 dated October 1, 2024, and the Quality,
Mutu, Kepatuhan dan Anti Penyuapan. Di dalam kebijakan Compliance, and Anti-Bribery Management Standard Procedures.
tersebut dijelaskan bahwa Bank Mandiri Taspen harus senantiasa These policies emphasize that Bank Mandiri Taspen must
mewujudkan Budaya Anti Suap guna meminimalisasi risiko consistently cultivate an Anti-Bribery Culture to minimize the risk
penyuapan dan gratifikasi di lingkungan Bank serta diharapkan of bribery and gratuity within the Bank. It is expected that all levels
seluruh jajaran Bank dapat memiliki pemahaman yang sama agar of the organization understand and act in accordance with these
dapat mengambil tindakan sesuai ketentuan yang berlaku. policies.
Bank Mandiri Taspen senantiasa melakukan evaluasi penerapan Bank Mandiri Taspen also regularly evaluates the implementation
sistem manajemen anti korupsi dengan melakukan pertemuan of its anti-corruption management system through meetings with
dengan seluruh karyawan maupun pemegang saham untuk employees and shareholders to discuss progress and compliance.
melakukan pembahasan terkait penerapannya. Efektivitas The effectiveness of this system is reflected in the Bank’s
penerapan sistem manajemen anti korupsi tercermin dengan certification under ISO 37001:2016 for Anti-Bribery Management
telah dimilikinya ISO 37001:2016 tentang Sistem Manajemen Anti Systems (ABMS).
Penyuapan (SMAP).
Sebagai bentuk komitmen Bank dalam menerapkan sistem As part of its commitment to implementing the anti-corruption
manajemen anti korupsi, Bank Mandiri Taspen juga telah memiliki management system, Bank Mandiri Taspen has established a
Department Strategi Anti Fraud & Investigasi yang berperan dalam Department Strategi Anti Fraud & Investigation. This unit plays a
membangun nilai-nilai tata kelola yang baik dan menanamkan key role in promoting good governance values and instilling the
PT Bank Mandiri Taspen
12
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Tentang Laporan
About Report
value integrity, guna memastikan penerapan kebijakan dapat value of integrity to ensure proper policy implementation. It also
berjalan dengan baik terhadap insan Bank agar tidak menerima ensures that Bank personnel do not accept or offer gratuities
dan/atau memberikan gratifikasi yang berhubungan dengan that relate to their position and conflict with their duties or
jabatannya dan berlawanan dengan kewajiban atau tugasnya. responsibilities. The Bank has also provided a whistleblowing
Bank Mandiri Taspen juga telah menyediakan saluran pengaduan system as a channel for reporting matters related to ethics,
whistleblowing system yang digunakan untuk menyampaikan hal- integrity, norms, and alleged violations.
hal yang berkaitan dengan etika, integritas, norma-norma, dan
dugaan pelanggaran.
Atas komitmen Bank Mandiri Taspen dalam menerapkan sistem Due to Bank Mandiri Taspen’s strong commitment to its anti-
manajemen anti korupsi, sepanjang tahun 2024 tidak terdapat corruption management system, there were no proven corruption
insiden korupsi pada Bank Mandiri Taspen yang terbukti yang incidents in 2024 that resulted in employee dismissal or
mengakibatkan karyawan diberhentikan atau dihukum, kontrak punishment, termination of contracts with business partners, or
dengan mitra bisnis diakhiri serta kasus korupsi yang diajukan oleh publicly filed corruption cases.
publik.
Energi Energy
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri Taspen In carrying out its operational activities, Bank Mandiri Taspen
menggunakan energi BBM yang digunakan sebagai penunjang utilizes fuel energy (BBM) to support the Bank’s operational
kendaraan operasional Bank, energi listrik yang digunakan sebagai vehicles, electricity to support office activities, and aviation energy
penunjang aktivitas perkantoran, serta energi yang digunakan for official business travel. The Bank recognizes that inefficient
pesawat sebagai penunjang perjalanan dinas Bank. Bank Mandiri energy use can negatively impact the environment, particularly
Taspen menyadari bahwa penggunaan energi yang tidak efektif through high levels of greenhouse gas (GHG) emissions. Therefore,
akan berdampak negatif pada laingkungan yaitu berupa tingginya Bank Mandiri Taspen is committed to making efforts to increase
tingkat emisi GRK yang dihasilkan. Oleh karenanya, Bank energy efficiency, including the use of LED lighting and electric
Mandiri Taspen berkomitmen untuk melakukan upaya efisiensi vehicles.
penggunaan energi di antaranya melalui penggunaan lampu LED
dan penggunaan kendaraan listrik.
Komitmen Bank Mandiri Taspen dalam melakukan efisiensi energi Bank Mandiri Taspen’s commitment to energy efficiency is outlined
tertuang dalam Standar Prosedur Aksi Keuangan Berkelanjutan in the Sustainable Finance Action Standard Procedure of PT Bank
PT Bank Mandiri Taspen Nomor SP/020/XII/2022 tanggal 16 Mandiri Taspen No. SP/020/XII/2022 dated December 16, 2022,
Desember 2022 dan Arsitektur Kebijakan PT Bank Mandiri Taspen and in the Policy Architecture of PT Bank Mandiri Taspen No.
No. KEB/002/X/2024 tanggal 1 Oktober 2024. Di dalam kebijakan KEB/002/X/2024 dated October 1, 2024. These policies state that
tersebut disebutkan bahwa seluruh insan Bank agar melakukan all Bank personnel are expected to contribute to efficient use of
efisiensi penggunaan listrik maupun BBM. Bank Mandiri Taspen electricity and fuel. Bank Mandiri Taspen routinely holds meetings
senantiasa melakukan pertemuan dengan seluruh karyawan with all employees to discuss the effectiveness of energy efficiency
Bank untuk membahas efektivitas penerapan efisiensi energi dari implementation across each of the Bank’s work units.
masing-masing unit kerja Bank.
Evaluasi efektivitas penerapan efisiensi energi dilihat dengan The effectiveness of energy efficiency efforts is evaluated by
membandingkan penggunaan energi tahun 2024 dengan tahun comparing energy usage in 2024 with that of 2023. As a result of
2023. Atas komitmen dalam melakukan efisiensi penggunaan the Bank’s commitment to improving energy efficiency, in 2024
energi, sepanjang tahun 2024 terdapat penurunan intensitas there was a decrease in energy use intensity per revenue, reaching
penggunaan energi per pendapatan menjadi sebesar 0,027 0.027 gigajoules per million rupiah, down from 0.028 gigajoules
gigajoule/juta rupiah menurun dibandingkan tahun 2023 yang per million rupiah in 2023.
sebesar 0,028 gigajoule/juta rupiah.
PT Bank Mandiri Taspen
13
2024 Sustainability Report
Page 16
Emisi Emission
Berdasarkan penggunaan energi, tentunya tidak terlepas dari Energy use is inevitably associated with the generation of
timbulnya emisi GRK yang dihasilkan. Penggunaan energi yang greenhouse gas (GHG) emissions. Inefficient energy consumption
tidak efektif akan berdampak negatif berupa tingginya emisi has a negative impact in the form of higher GHG emissions
GRK yang dihasilkan melalui aktivitas operasional Bank. Oleh resulting from the Bank’s operational activities. Therefore, Bank
karenanya, Bank Mandiri Taspen memiliki komitmen untuk Mandiri Taspen is committed to making emission reduction efforts
melakukan upaya reduksi emisi yang sejalan dengan upaya that align with its ongoing energy efficiency initiatives.
efisiensi energi yang dilakukan.
Komitmen Bank Mandiri Taspen dalam melakukan reduksi emisi Bank Mandiri Taspen’s commitment to emission reduction is
tertuang dalam Standar Prosedur Aksi Keuangan Berkelanjutan outlined in the Sustainable Finance Action Standard Procedure
PT Bank Mandiri Taspen Nomor SP/020/XII/2022 tanggal 16 of PT Bank Mandiri Taspen No. SP/020/XII/2022 dated December
Desember 2022 dan Arsitektur Kebijakan PT Bank Mandiri Taspen 16, 2022, and the Policy Architecture of PT Bank Mandiri Taspen
No. KEB/002/X/2024 tanggal 1 Oktober 2024. Bank Mandiri No. KEB/002/X/2024 dated October 1, 2024. The Bank also
Taspen juga senantiasa melakukan evaluasi atas penerapan upaya continuously evaluates the implementation of energy efficiency
efisiensi penggunaan energi dengan melakukan pembahasan measures through discussions held with all of its work units.
bersama dengan seluruh unit kerja Bank.
Efektivitas penerapan upaya reduksi emisi terlihat melalui The effectiveness of the Bank’s emission reduction efforts is
penurunan intensitas emisi GRK. Sepanjang tahun 2024, intensitas reflected in the decrease in GHG emission intensity. Throughout
emisi GRK cakupan 1, 2, dan 3 mengalami penurunan menjadi 2024, the intensity of Scope 1, 2, and 3 GHG emissions decreased
sebesar 3,67 Ton CO2-eq/Pegawai menurun dibandingkan tahun to 3.67 tons of CO₂-equivalent per employee, down from 4.81
2023 yang sebesar 4,81 Ton CO2-eq/Pegawai. tons of CO₂-equivalent per employee in 2023.
Kepegawaian Employment
Bank Mandiri Taspen senantiasa berkomitmen untuk melakukan Bank Mandiri Taspen remains committed to effective employee
pengelolaan pegawai dengan baik. Hal ini dikarenakan, Bank management, recognizing that employees are vital resources
Mandiri Taspen menganggap bahwa pegawai merupakan sumber that play a key role in the Bank’s success. Effective employee
daya yang memiliki peran penting dalam mencapai berbagai management has a positive impact, including improved employee
keberhasilan Bank. Dampak positif atas pengelolaan pegawai productivity.
yang efektif yaitu dapat meningkatkan produktivitas pegawai.
Komitmen Bank Mandiri Taspen dalam melakukan pengelolaan The Bank’s commitment to employee management is reflected in
pegawai tertuang dalam Kebijakan Sumber Daya Manusia Edisi the Human Resources Policy 4th Edition No. KEB/009/X/2024 dated
4 Nomor KEB/009/X/2024 tanggal 1 Oktober 2024, Standar October 1, 2024, the 5th Edition of the Human Resources Standard
Prosedur Sumber Daya Manusia edisi ke 5 Nomor SP/064/XII/2024 Procedure No. SP/064/XII/2024 dated December 27, 2024, and
tanggal 27 Desember 2024, dan Petunjuk Teknis Sumber Daya the 2nd Edition of the Human Resources Technical Guidelines
Manusia edisi kedua nomor PT/129/X/2024 tanggal 30 Oktober No. PT/129/X/2024 dated October 30, 2024. These policies
2024. Dalam kebijakan tersebut menyebutkan bahwa Bank state that Bank Mandiri Taspen is committed to providing equal
Mandiri Taspen senantiasa memberikan kesempatan yang sama opportunities for all prospective employees, ensuring equal rights
bagi seluruh calon pegawai untuk bekerja di Bank, memberikan to salary and benefits for all employees, and granting maternity
hak atas gaji dan tunjangan yang sama bagi seluruh Insan Bank, leave rights.
serta memberikan hak dalam mendapatkan cuti melahirkan.
Pengelolaan pegawai di Bank Mandiri Taspen berada di bawah Employee management at Bank Mandiri Taspen is the responsibility
tanggung jawab Divisi Human Capital. Efektivitas pengelolaan of the Human Capital Division. The effectiveness of employee
pegawai di Bank Mandiri Taspen dapat terlihat melalui tingkat management can be seen in the Bank’s turnover rate. In 2024, the
turnover Bank. sepanjang tahun 2024, tingkat turnover rate employee turnover rate at the head office decreased to 3.25%,
PT Bank Mandiri Taspen
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Tentang Laporan
About Report
karyawan di kantor pusat mengalami penurunan menjadi sebesar down from 4.05% in 2023. This indicates an increase in employee
3,25% menurun dibandingkan tahun 2023 yang sebesar 4,05%. loyalty to the Bank.
Hal ini menunjukkan adanyanya peningkatan loyalitas karyawan
terhadap Bank.
Kesehatan dan Keselamatan Kerja Occupational Health and Safety
Bank Mandiri Taspen senantiasa memastikan bahwa seluruh Bank Mandiri Taspen consistently ensures that all employees carry
pegawai melakukan aktivitas operasionalnya denga aman out their operational activities in a safe and comfortable manner.
dan nyaman. Bank Mandiri Taspen menjamin kesehatan dan The Bank guarantees the health and safety of all employees.
keselamatan kerja bagi seluruh insan Bank. Pengelolaan aspek The management of Occupational Health and Safety (OHS)
kesehatan dan keselamatan kerja (K3) memberikan dampak positif has a positive impact by creating a comfortable workplace and
berupa terciptanya tempat kerja yang nyaman dan meningkatkan improving employee productivity, which in turn contributes to
produktivitas pegawai, sehingga akan meningkatkan pendapatan increasing the Bank’s revenue.
Bank.
Komitmen Bank dalam mengelola aspek K3 tertuang dalam The Bank’s commitment to managing OHS aspects is outlined in
Kebijakan Sumber Daya Manusia Bank Mandiri Taspen the Bank Mandiri Taspen Human Resources Policy (KSDMBMTP),
(KSDMBMTP), Standar Prosedur Sumber Daya Manusia edisi ke the 5th Edition of the Human Resources Standard Procedure
5 Nomor SP/064/XII/2024 tanggal 27 Desember 2024, Standar No. SP/064/XII/2024 dated December 27, 2024, the Business
Prosedur Business Continuity Management dengan perubahan Continuity Management Standard Procedure (latest revision No.
terakhir Nomor SP/012/V/2024 tanggal 30 April 2024, Standar SP/012/V/2024 dated April 30, 2024), the Risk Management
Prosedur Manajemen Risiko Nomor SP/011/IV/2024 tanggal 30 Standard Procedure No. SP/011/IV/2024 dated April 30, 2024,
April 2024, Petunjuk Teknis Sumber Daya Manusia edisi kedua the 2nd Edition of the Human Resources Technical Guidelines
nomor PT/129/X/2024 tanggal 30 Oktober 2024 dan Petunjuk No. PT/129/X/2024 dated October 30, 2024, and the Business
Teknis Business Continuity Plan (BCP) Nomor PT/024/V/2024 Continuity Plan (BCP) Technical Guidelines No. PT/024/V/2024
tanggal 31 Mei 2024. Dalam kebijakan kebijakan tersebut dated May 31, 2024. These policies regulate mechanisms for
mengatur tentang mekanisme untuk melindungi kesehatan dan protecting the health and safety of employees and the teams
Keselamatan pegawai serta unit atau tim yang terlibat dari Kantor involved, from Head Office to Branch Offices.
Pusat sampai dengan Kantor Cabang.
Bank Mandiri Taspen memberikan fasilitas jaminan kesehatan Bank Mandiri Taspen provides health insurance facilities for
kepada para pegawai, baik pegawai tetap maupun tidak employees both permanent and non-permanent as well as for
tetap, serta bagi keluarga pegawai. Bank Mandiri Taspen juga their families. The Bank also enrolls all employees, along with
memberikan jaminan kesehatan dengan mengikutsertakan BPJS their legal spouse and up to three children, in the national
Kesehatan bagi seluruh karyawan beserta istri/suami yang sah dan healthcare program (BPJS Kesehatan). Additionally, the Bank
maksimal 3 (tiga) orang anak. Selain itu, Bank Mandiri Taspen regularly conducts awareness programs for employees regarding
senantiasa melakukan sosialisasi kepada pegawai terkait dengan fire hazard procedures, implements training and procedures for
prosedur dalam menangani bahaya kebakaran, melaksanakan the use of fire extinguishers (APAR), conducts fire evacuation and
prosedur dan pelatihan penggunaan Alat Pemadam Api Ringan emergency response drills, provides APARs at all office networks
(APAR), melaksanakan simulasi evakuasi dan penanganan bahaya and maintains them regularly, and ensures routine and periodic
kebakaran, menyediakan APAR di seluruh jaringan kantor dan maintenance of mechanical and electrical systems (ME), fire
pemeliharaan secara rutin, serta pemeliharaan Mechanical hydrants, fire alarm systems, electrical installations, telephone
Electrical (ME), hidran, alarm tanda bahaya kebakaran dan jaringan systems, and grounding systems (lightning rods).
instalasi listrik, instalasi telepon, dan grounded (penangkal petir)
dilakukan pemeliharaan secara rutin dan berkala.
Selama tahun 2024, Bank Mandiri Taspen menunjukkan bahwa Throughout 2024, Bank Mandiri Taspen recorded zero work-
tidak terdapat insiden kecelakaan kerja pada pegawai serta tidak related accidents and no cases of occupational disease among
terdapat pegawai yang menderita penyakit akibat kerja. employees.
PT Bank Mandiri Taspen
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2024 Sustainability Report
Page 18
Pelatihan dan Pendidikan Training and Education
Bank Mandiri Taspen menjadikan pegawai sebagai sumber daya Bank Mandiri Taspen views employees as key resources in ensuring
yang memiliki peran penting untuk menjaga keberlanjutan bisnis the sustainability of the Bank’s business. The Bank is committed to
Bank. Bank Mandiri Taspen senantiasa memberikan kesempatan providing equal opportunities for all employees to access training
yang sama kepada sleuruh insan Bank dalam memperoleh and education. These initiatives positively contribute to improving
pelatihan dan pendidikan. Pelatihan dan pendidikan memberikan employee productivity, enhancing competitive advantage, and
dampak positif berupa peningkatan produktivitas pegawai, increasing the Bank’s revenue.
keunggulan kompetitif, dan peningkatan pendapatan Bank.
Komitmen Bank Mandiri Taspen dalam melaksanakan program Bank Mandiri Taspen’s commitment to implementing training
pelatihan dan pendidikan tertuang dalam Kebijakan Sumber Daya and education programs is outlined in the Bank Mandiri Taspen
Manusia Bank Mandiri Taspen (KSDMBMTP), Standar Prosedur Human Resources Policy (KSDMBMTP), the 5th Edition of the
Sumber Daya Manusia edisi ke 5 Nomor SP/064/XII/2024 tanggal Human Resources Standard Procedure No. SP/064/XII/2024 dated
27 Desember 2024 dan Petunjuk Teknis Sumber Daya Manusia December 27, 2024, and the 2nd Edition of the Human Resources
edisi kedua nomor PT/129/X/2024 tanggal 30 Oktober 2024. Di Technical Guidelines No. PT/129/X/2024 dated October 30, 2024.
dalam kebijakan tersebut, Bank memberikan kesempatan yang These policies ensure equal opportunities for all employees to
sama kepada para pegawai dalam untuk mengikuti prorgam participate in competency development programs across all levels
kompetensi karyawan di semua level organisasi. Pengembangan of the organization. The competency development initiatives
kompetensi karyawan yang dilaksanakan meliputi pengembangan include both In-House Training and Public Training programs.
kompetensi In House Training dan Public Training.
Bank Mandiri Taspen senantiasa melakukan pertemuan Bank Mandiri Taspen regularly conducts meetings with all
dengan seluruh karyawan untuk mendapatkan masukan terkait employees to gather feedback regarding the implementation
pelaksanaan program pelatihan dan pendidikan yang akan of training and education programs. The Bank also routinely
dilaksanakan selanjutnya. Bank Mandiri Taspen senantiasa evaluates the effectiveness of employee performance to assess
melakukan evaluasi efektivitas terkait kinerja seluruh karyawan skills, strengths, and areas for improvement accurately. Identified
dalam rangka mengevaluasi keterampilan, kekuatan dan areas of improvement then serve as the basis for providing
kekurangan karyawan secara tepat dan akurat. Kekurangan yang appropriate development opportunities to enhance employee
ditemukan pada seseorang pegawai kemudian dapat menjadi competencies.
acuan dalam pemberian pengembangan yang tepat untuk
meningkatkan kompetensi pegawai.
Hasil evaluasi kinerja menjadi dasar bagi Bank Mandiri Taspen Performance evaluation results form the basis for determining
dalam menetapkan reward and punishment. Di tahun 2024, Bank reward and punishment. In 2024, Bank Mandiri Taspen granted
Mandiri Taspen memberikan promosi bagi 93 pegawai meningkat promotions to 93 employees an increase compared to 38
dibandingkan tahun 2023 yang sebesar 38 pegawai. employees in 2023.
Keberagaman dan Kesempatan Setara Diversity and Equal Opportunity
Bank Mandiri Taspen senantiasa memberikan kesempatan yang Bank Mandiri Taspen always provided equal opportunities
sama pada seluruh pegawai dalam memperoleh peningkatan for employees to achieve career advancement and obtain their
jenjang karir dan memperoleh haknya. Bank Mandiri Taspen rights. Bank Mandiri Taspen, then, ensured equal employment
juga memastikan adanya kesetaraan kesempatan kerja bagi opportunities for employees, despite gender differences. This
seluruh karyawan, tanpa memandang perbedaan gender. Hal action had a positive impact on increasing employee productivity,
ini memberikan dampak positif pada peningkatan produktivitas which had also impacted on increasing the Bank’s income.
pegawai yang akan berdampak juga pada penignkatan
pendapatan Bank.
Komitmen Bank Mandiri Taspen dalam memberikan kesempatan Bank Mandiri Taspen’s commitment to provide equal opportunities
yang sama tertuang dalam Kebijakan Sumber Daya Manusia Bank was stated in Bank Mandiri Taspen’s Human Resources Policy
Mandiri Taspen (KSDMBMTP), Standar Prosedur Sumber Daya (KSDMBMTP), the 5th edition of Human Resources Standard
Manusia edisi ke 5 Nomor SP/064/XII/2024 tanggal 27 Desember Operating Procedures Number SP/064/XII/2024 dated
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Tentang Laporan
About Report
2024, Standar Prosedur Tata Kelola Perusahaan PT Bank Mandiri December 27, 2024, the Third Amendment of PT Bank Mandiri
Taspen Perubahan ketiga Nomor SP/044/X/2024 tanggal 28 Taspen Corporate Governance Standard Procedures Number
Oktober 2024, dan Arsitektur Kebijakan PT Bank Mandiri Taspen SP/044/X/2024 dated October 28, 2024, and PT Bank Mandiri
No. KEB/002/X/2024 tanggal 1 Oktober 2024. Dalam kebijakan Taspen’s Policy Architecture No. KEB/002/X/2024 dated October
tersebut menyebutkan komitmen Bank Mandiri Taspen dalam 1, 2024. The policy stated Bank Mandiri Taspen’s commitment to
memberikan hak yang sama bagi seluruh insan Bank dalam provide equal rights for Bank employees in obtaining career levels,
memperoleh jenjang karir, gaji dan tunjangan. salaries, and benefits.
Bank Mandiri Taspen senantiasa melakukan pertemuan dengan Moreover, Bank Mandiri Taspen always held meetings with
seluruh pegawai untuk memperoleh informasi terkait penerapan employees to obtain information related to the implementation of
kesetaraan pada tiap-tiap unit kerja. Efektivitas penerapan equality in each work unit. The effectiveness of the implementation
keberagaman dan kesempatan setara yaitu dengan melakukan of diversity and equal opportunities was by conducting employee
survei kepuasan pegawai dan survei keterikatan pegawai. Kedua satisfaction surveys and employee engagement surveys. Both
survei tersebut merupakan salah satu Key Performance Indicator surveys were one of the Key Performance Indicators (KPIs) of the
(KPI) dari Divisi Human Capital yang harus dipertanggungjawabkan Human Capital Division that had to be accounted annually. Due
setiap tahun. Atas komitmen Bank Mandiri Taspen dalam to Bank Mandiri Taspen’s commitment to implement diversity and
menerapkan keberagaman dan kesempatan setara, di tahun 2024 equal opportunities in 2024, the employee engagement index
indeks keterikatan karyawan meningkat menjadi sebesar 85,9% increased to 85.9%, increasing than 2023, which was 84%.
meningkat dibandingkan tahun 2023 yang sebesar 84%.
Non Diskriminasi Non-Discrimination
Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen To perform its business activities, Bank Mandiri Taspen upheld the
menjunjung prinsip non diksriminasi di seluruh aktivitas bisnis principle of non-discrimination in the Bank’s business activities. The
Bank. Penerapan prinsip non diskriminasi memberikan dampak application of the principle of non-discrimination had a positive
positif berupa rasa nyaman dan aman pada karyawan saat impact, such as a sense of comfort and security for employees,
bekerja, serta kenyamanan seluruh pemangku kepentingan dalam while working, and stakeholders in interacting with the Bank.
berinteraksi dengan Bank.
Komitmen Bank Mandiri Taspen dalam menerapkan prinsip non Bank Mandiri Taspen’s commitment to implement the principle
diskriminasi tertuang dalam Kebijakan Sumber Daya Manusia of non-discrimination was stated in the Bank Mandiri Taspen’s
Bank Mandiri Taspen (KSDMBMTP), Standar Prosedur Sumber Human Resources Policy (KSDMBMTP), the 5th edition of Human
Daya Manusia edisi ke 5 Nomor SP/064/XII/2024 tanggal 27 Resources Standard Operating Procedures Number SP/064/
Desember 2024, dan Arsitektur Kebijakan PT Bank Mandiri Taspen XII/2024 dated December 27, 2024, and PT Bank Mandiri Taspen’s
No. KEB/002/X/2024 tanggal 1 Oktober 2024. Kebijakan yang Policy Architecture No. KEB/002/X/2024 dated October 1, 2024.
disusun telah merujuk kepada Undang-Undang Nomor 39 tahun These policies that had been prepared referred to Law Number 39
1999 tentang Hak Asasi Manusia. of 1999 concerning Human Rights.
Untuk melakukan evaluasi atas penerapan kebijakan pemberian Evaluating the implementation of the equal employment
kesempatan kerja yang sama, Bank Mandiri Taspen secara berkala opportunity policy, Bank Mandiri Taspen periodically conducted
melakukan survei kepuasan karyawan dan survei keterikatan employee satisfaction surveys and employee engagement surveys,
karyawan yang juga sebagai media untuk mendapat masukan which were also a medium to obtain input from employees on the
dari para pegawai atas kebijakan SDM yang telah diterapkan. HR policies that had been implemented. The implementation of
Pelaksanaan survei keterikatan karyawan dilakukan dengan the employee engagement survey was performed in coordination
berkoordinasi dengan pihak ketiga yang membidangi perihal with a third party taking in charge of human resources so that
sumber daya manusia sehingga penilaian memiliki acuan the assessment had a good parameter reference and index in
parameter dan indeks yang baik dalam menentukan hasil determining the results of employee satisfaction and engagement.
kepuasan dan keterikatan karyawan.
Atas komitmen Bank Mandiri Taspen dalam menerapkan prinsip Due to Bank Mandiri Taspen’s commitment to implement the
non diskriminasi, sepanjang tahun 2024 tidak terdapat insiden principle of non-discrimination along 2024, none of the incidents
terkait diskriminasi yang terjadi di Bank Mandiri Taspen. related to discrimination occurred in Bank Mandiri Taspen.
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2024 Sustainability Report
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Privasi Nasabah Customer Privacy
Perkembagan teknologi yang terus meningkat senantiasa A continuous improvement of technology development always
memberikan dampak positif berupa kemudahan bagi seluruh provided a positive impact, such as convenience for customers
nasabah dalam melakukan pengaksesan informasi terkait in accessing banking information and facilitating the Bank in
perbankan, serta memudahkan Bank dalam melakukan penyaluran distributing financing. However, rapid technological developments
pembiayaan. Namun demikian, perkembangan teknologi yang also had a negative impact, such as accessibility for irresponsible
pesat juga membawa dampak negatif berupa kemudahan bagi parties in misusing customer personal data information. Therefore,
pihak yang tidak bertanggungjawab dalam menyalahgunakan Bank Mandiri Taspen always prioritized protecting customer data
informasi data pribadi nasabah. Oleh karenanya, Bank Mandiri privacy as part of protecting human rights (HAM) since customers
Taspen senantiasa memprioritaskan perlindungan privasi data opened their Bank account. The Bank protected customers’
nasabah sebagai bagian dari perlindungan hak asasi manusia personal information through technological, process and
(HAM) sejak nasabah membuka rekening Bank. Bank melindungi administrative, organizational, and physical security measures. The
informasi pribadi nasabah melalui langkah-langkah keamanan Bank continuously developed a code of ethics/business conduct,
teknologi, proses dan administratif, organisasi, dan fisik. Bank including standards on how employees had to protect customer
senantiasa mengembangkan kode etik/perilaku bisnis termasuk information.
standar tentang bagaimana karyawan harus melindungi informasi
nasabah.
Bank Mandiri Taspen’s commitment to maintain the confidentiality
Komitmen Bank Mandiri Taspen dalam menjaga kerahasiaan of customer data was drafted in the Privacy Policy, Standard
data nasabah tertuang dalam Kebijakan Privasi, Standar Prosedur Operating Procedure for Personal Data Protection of PT Bank
Pelindungan Data Pribadi PT Bank Mandiri Taspen Nomor Mandiri Taspen Number SP/048/XI/2024 dated November
SP/048/XI/2024 tanggal 28 November 2024, Standar Prosedur 28, 2024, Standard Operating Procedure for Consumer and
Perlindungan Konsumen dan Masyarakat PT Bank Mandiri Taspen Community Protection of PT Bank Mandiri Taspen No. SP/016/
No. SP/016/VIII/2024 tanggal 19 Agustus 2024, dan Standar VIII/2024 dated August 19, 2024, and Standard Operating
Prosedur Pengaduan Nasabah PT Bank Mandiri Taspen No. SP/021/ Procedure for Customer Complaints of PT Bank Mandiri Taspen
VIII/2024 tanggal 30 Agustus 2024. Dalam kebijakan tersebut No. SP/021/VIII/2024 dated August 30, 2024. These policies stated
menyatakan bahwa Bank Mandiri Taspen sangat mengutamakan that Bank Mandiri Taspen prioritized the security of Customer
keamanan Data Pribadi Nasabah. Semua langkah yang dilakukan Personal Data. All measures taken by Bank Mandiri Taspen in
Bank Mandiri Taspen dalam mengelola data pribadi nasabah telah managing customer personal data referred to Law Number 27 of
mengacu pada Undang-Undang Nomor 27 Tahun 2022 tentang 2022 concerning Personal Data Protection and its amendments,
Pelindungan Data Pribadi beserta perubahannya, yang lebih better known as “Law of PDP”, and applicable and relevant laws
dikenal sebagai “UU PDP,” serta peraturan perundang-undangan and regulations.
yang berlaku dan relevan.
Bank Mandiri Taspen senantiasa melakukan pertemuan dengan Bank Mandiri Taspen always held meetings with customers to
nasabah untuk membahas tingkat kenyamanan nasabah terhadap discuss the level of customer comfort regarding data security
keamanan data dalam menggunakan layanan Bank Mandiri in utilizing Bank Mandiri Taspen services. The effectiveness
Taspen Efektivitas pengelolaan data nasabah tercermin dengan of customer data management was reflected in the ISO/IEC
telah dimilikinya Sertifikasi ISO/IEC 27001:2013 tentang Sistem 27001:2013 Certification on Information Security Management
Manajemen Keamanan Informasi. Evaluasi efektivitas pengelolaan Systems. Evaluation of the effectiveness of customer data
data nasabah juga dilakukan melalui survei kepuasan nasabah management was also performed through regular customer
secara berkala. Atas komitmen yang dimiliki, sepanjang tahun satisfaction surveys. Due to its commitment throughout 2024,
2024 tidak terdapat informasi tentang kebocoran, pencurian atau none of information regarding any leaks, theft or loss of customer
kehilangan data nasabah di Bank Mandiri Taspen. data at Bank Mandiri Taspen occurred.
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02 Strategi
Keberlanjutan
Sustainability Strategy
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2024 Sustainability Report
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Penjelasan Strategi Keberlanjutan [OJK A.1, FS1]
Description of Sustainability Strategy
Bank Mandiri Taspen senantiasa mengimplementasikan keuangan Bank Mandiri Taspen always implemented and integrated
berkelanjutan dan mengintegrasikannya ke dalam strategi sustainable finance into the Bank’s strategy and business
maupun proses bisnis Bank. Bank Mandiri Taspen telah memiliki processes. Bank Mandiri Taspen had sustainability pillars, which
pilar keberlanjutan yang merupakan implementasi atas visi dan were the implementation of the Bank’s vision and mission in
misi Bank dalam menerapkan keuangan berkelanjutan. Pilar implementing sustainable finance. The Sustainability Pillars
Keberlanjutan yang dimiliki meliputi Pilar Sustainable Business, included the Sustainable Business Pillar, Sustainable Operation,
Sustainable Operation, dan Sustainability Beyond Banking. Pilar and Sustainability Beyond Banking. Bank Mandiri Taspen’s
keberlanjutan Bank Mandiri Taspen senantiasa digunakan Bank sustainability pillars were always used by the Bank in formulating
dalam merumuskan strategi keberlanjutan. Pengintegrasian sustainability strategies. The integration of sustainable finance
prinsip keuangan berkelanjutan ke dalam strategi maupun proses principles into the Bank’s strategy and business processes
bisnis Bank berlandaskan pada prinsip integritas, transparansi, was based on the principles of integrity, transparency, and
dan akuntabilitas. 3 Pilar keberlanjutan yang dimiliki Bank Mandiri accountability. The sustainability 3 pillars owned by Bank Mandiri
Taspen sebagai berikut. Taspen are as follows.
“Menjadi Mitra Terbaik dan
Vision
Terpercaya dalam Memberdayakan dan
Mensejahterakan“
“Becoming the Best and Most Trusted Partner in
Empowering and Prospering”
“Menjadi Mitra Terbaik dan Terpercaya dalam Memberdayakan dan Mensejahterakan“
“Becoming the Best and Most Trusted Partner in Empowering and Prospering”
PILAR I PILAR II PILAR III
SUSTAINABLE SUSTAINABLE SUSTAINABLILITY
Pillars
BUSINESS OPERATION BEYOND BANKING
Lead Indonesia’s Net Zero Emissions Catalyzing Multiple
Transition to Low Carbon On Operational Growth for Social Impact
Economy by 2030 to Achieve SDGs
Commitment
Penyerapan produk ESG Integration in Society & Community
keuangan berkelanjutan Operational Activities: Empowerment melalui
dengan 6 KKUB pelaksanaan program 3 Pilar
Uptake of sustainable E : GHG Emission Mantap Indonesia dan CSR
financial products with 6 Reduction Society and Community
KKUB S : Equality and Diversity Empowerment through the
G : Data Privacy and Security implementation of the 3
pillars of Mantap Indonesia
and CSR programs
ENABLER: ESG Governance, Capability Development, and Disclosure
SDGs
1 | 6 | 7 | 8 | 9 | 11 | 12 | 13 | 14 | 15 | 17 3 | 4 | 5 | 6 | 7 | 8 | 10 | 11 | 12 | 13 | 16 1 | 2 | 3 | 4 | 5 | 8 | 9 | 10 | 11 | 13 | 17
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Strategi Keberlanjutan
Sustainability Strategy
Pilar I Sustainable Business Pillar I of Sustainable Business
Mengintegrasikan aspek ESG ke dalam Proses Bisnis Perusahaan It integrated ESG aspects into the Company’s Business Process
serta mengembangkan produk dan jasa keuangan berkelanjutan and developed sustainable financial products and services in
sesuai POJK 51/2017 tentang Penerapan Keuangan Berkelanjutan accordance with POJK 51/2017 concerning the Implementation
Bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik. of Sustainable Finance for Financial Services Institutions, Issuers,
Dalam mengembangkan bisis yang berkelanjutan terdapat and Public Companies. In terms of developing sustainable
beberapa faktor yang menjadi fokus Bank yaitu peningkatan businesses, one of the determining factors that were the focus
penyaluran pembiayaan ada 6 (enam) Kategori Kegiatan Usaha of the Bank was increasing financing distribution. There were 6
Berkelanjutan (KKUB) yang telah diidentifikasi yaitu: (six) Sustainable Business Activity Categories (KKUB) that had been
identified, as follows:
1. Pengelolaan Sumber Daya Alam Hayati dan Pengginaan 1. Management of Natural Resources and Sustainable Land Use
Lahan yang Berkelanjutan
2. Konservasi Keanekaragaman Hayati Darat dan Laut 2. Conservation of Terrestrial and Marine Biodiversity
3. Pengelolaan Air dan Air Limbah yang Berkelanjutan 3. Sustainable Water and Wastewater Management
4. Produk yang dapat Mengurangi Penggunaan Sumber Daya 4. Reducible and Less-Pollution Products of Resource Utilization
dan Menghasilkan Lebih Sedikit Polusi (Eco-Efficient) (Eco-Efficient)
5. Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan 5. Business Activities and/or Other Green Activities
Lingkungan Lainnya
6. Kegiatan UMKM 6. MSME Activities
Pilar II Sustainable Operation Pillar II of Sustainable Operation
Upaya menurunkan emisi GRK antara lain melalui aktivitas Some efforts to reduce GHG emissions included energy efficiency
energy efficiency, menciptakan lingkungan kerja yang inklusif; activities, creating an inclusive work environment, and aligning
penyelarasan kebijakan terkait privasi dan keamanan data. Dalam policies related to privacy and data security. Strengthening its
mengukuhkan operasi yang berkelanjutan, Bank memastikan sustainable operations, the Bank ensured the integration of
terintegrasinya prinsip ESG di seluruh kegiatan operasional ESG principles in operational activities, including aspects of
mencakup aspek awareness, operasional ramah lingkungan, serta awareness, green operations, and the application of technology
penerapan teknologi yang menjaga pelindungan data pribadi that maintained the protection of customers’ personal data.
nasabah. Selain itu, juga mencakup mitigasi risiko atas perubahan In addition, the operational activities also included mitigating
iklim hingga pengelolaan sumber daya manusia (SDM) yang risks from climate change to human resource management (HR)
memperluas keberagaman dan kesetaraan (diversity & equality) that expanded diversity and equality in the work environment.
pada lingkungan kerja. Operasional yang berkelanjutan juga Sustainable operations were realized by the Bank by developing
direalisasikan Bank dengan mengembangkan sistem kerja yang an equal work system for employees regardless of ethnicity,
setara untuk pegawai tanpa memandang suku, agama, gender, religion, gender, race/ethnicity or physical limitations and every
ras/suku atau keterbatasan fisik dan setiap pegawai memiliki employee had the same opportunity to develop their potential
kesempatan yang sama untuk mengembangkan potensi diri according to their abilities.
sesuai kemampuan yang dimiliki.
Di sisi lain, untuk meningkatkan loyalitas, Bank membuat beberapa Meanwhile, to increase loyalty, the Bank had created several
program, seperti sarana konseling melalui aplikasi “Naluri”, yang programs, such as counseling facilities through the “Naluri”
merupakan tempat bagi pegawai untuk dapat berkonsultasi dan application, which was a place for employees to consult and
menyampaikan berbagai keluhan yang dihadapi seperti kesehatan convey various complaints faced such as physical health and
fisik maupun kesehatan mental. Program yang lain, Bank mental health. Another program that the Bank performed for a
melaksanakan wellbeing series dengan menghadirkan pembicara- wellbeing series was by presenting quality speakers to motivate
pembicara yang berkualitas untuk memotivasi pegawai seperti employees, such as in the health, financial management, and
bidang kesehatan, pengelolaan keuangan maupun motivasi untuk motivation sectors to develop themselves.
mengembangkan diri.
Bank juga telah melakukan pengembangan dan penguatan The Bank had also developed and strengthened information
information technology (IT) untuk perlindungan data pribadi technology (IT) for personal data protection through several
melalui beberapa aktivitas, seperti membentuk Data Protection activities, such as forming a Data Protection Officer (DPO), building
Officer (DPO), membangun IT security awareness kepada seluruh IT security awareness for all employees, implementing a policy
pegawai, menerapkan kebijakan pelindungan informasi rahasia to protect customer confidential information, and developing a
nasabah, hingga mengembangkan sistem penerimaan pengaduan complaint acceptance system in collaboration with independent
bekerja sama dengan pihak ketiga yang independen melalui third parties through the Whistleblowing System (WBS) channel.
saluran Whistleblowing System (WBS).
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2024 Sustainability Report
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Sehubungan dengan aktivitas operasional, Bank dituntut untuk In relation to operational activities, the Bank had to anticipate and
mengantisipasi dan memitigasi perubahan iklim sehingga mitigate climate change so that the Bank’s operations could run
operasional Bank dapat tetap berjalan dengan baik, sehingga well and had structured management. The activities taken by the
Bank harus memiliki pengelolaan manajemen yang terstruktur. Bank related to climate change mitigation included:
Adapun kegiatan yang diambil Bank terkait mitigasi perubahan
iklim di antaranya:
a. Memiliki Business Continuity Management (BCM) yang rutin a. Having a Business Continuity Management (BCM) that
menyusun strategi Business Continuity Plan serta berinteraksi routinely prepared Business Continuity Plan strategies and
aktif dengan lembaga independen dalam analisis iklim untuk actively interacted with independent institutions in climate
mengindentifikasi early action plan, termasuk sosialisasi analysis to identify early action plans, including socialization
ke seluruh karyawan untuk menjamin keberlangsungan to employees to ensure the continuity of business operations;
operasional bisnis;
b. Menempatkan data center di beberapa lokasi berbeda sebagai b. Positioning data centers in several different sites to reduce
upaya mengurangi risiko dan mitigasi gangguan kenyaman risk and mitigate disruption to customer convenience in
nasabah dalam bertransaksi serta sebagai manajemen risiko transactions and as risk management for data loss caused by
atas kehilangan data yang diakibatkan perubahan iklim. climate change.
Pilar III Sustainability Beyond Banking Pillar III of Sustainability Beyond Banking
Sebagai penggerak kemajuan masyarakat melalui program It was a driver of community progress through CSR and
CSR dan Empowering Community melalui 3 (tiga) Pilar Empowering Community programs through the 3 (three) Pillars
Mantap Indonesia, serta mendorong kebijakan pemerintah of Mantap Indonesia as well as encouraging government policies
dan peningkatan kapabilitas terkait aspek ESG. Bank memiliki and increasing capabilities related to ESG aspects. The Bank had
program khusus dalam rangka meningkatkan kesejahteraan para a special program to improve the welfare of customers, mainly
nasabah, khususnya pensiunan melalui program 3 (tiga) Pilar retirees through the 3 (three) Pillars of Mantap Indonesia program,
Mantap Indonesia yaitu Mantap Sehat, Mantap Aktif dan Mantap such as Mantap Sehat, Mantap Aktif and Mantap Sejahtera. The
Sejahtera. Ketiga pilar secara konsisten dikembangkan sehingga three pillars were consistently developed so it provided optimal
memberikan manfaat secara optimal kepada anggota masyarakat benefits to members of the community, who had retired, and
yang telah menjalani purna tugas serta memberikan penghasilan served additional income to retirees with business activities that
tambahan kepada para pensiunan dengan kegiatan usaha yang were adjusted to their abilities.
disesuaikan dengan kemampuannya.
Sejalan dengan itu, sebagai wujud tanggung jawab kepada In line with the CSR program and a form of responsibility to
masyarakat, Bank juga menyalurkan program CSR kepada the community, the Bank also distributed CSR programs to the
masyarakat yang dilaksanakan secara selektif agar tepat sasaran. community, which were implemented selectively so that they
Bersamaan dengan itu, dalam upaya meningkatkan pengetahuan entitled to target. At the same time, to increase public knowledge
masyarakat terkait perbankan maupun kewaspadaan terkait regarding banking and awareness regarding online loans, online
pinjaman online, judi online maupun penipuan investasi, Bank gambling and investment fraud, the Bank annually created
setiap tahun membuat program edukasi di berbagai daerah yang educational programs in various regions aimed at increasing
bertujuan untuk meningkatkan literasi masyarakat, khususnya public literacy, mainly retirees.
para pensiunan.
Pilar keberlanjutan yang dimiliki oleh Bank Mandiri Taspen Bank Mandiri Taspen’s sustainability pillars were, then, integrated
kemudian diintegrasikan ke dalam target keberlanjutan baik into the sustainability targets for both short-term (1 year) and
jangka pendek (1 tahun) maupun jangka panjang (5 tahun) sejak long-term (5 years), where, since 2025-2029, it has been outlined
tahun 2025-2029 yang telah dituangkan oleh Bank Mandiri Taspen by Bank Mandiri Taspen in the RAKB. RAKB was part of the Bank’s
di dalam RAKB. RAKB merupakan bagian dari rencana bisnis business plan or strategic planning. The RAKB contained selected
atau perencanaan strategis Bank. Di dalam RAKB telah berisikan programs in accordance with the principles of sustainable business
program-program terpilih sesuai dengan prinsip kegiatan usaha activities and was included in the criteria for sustainable projects/
berkelanjutan dan termasuk ke dalam kriteria proyek/kegiatan/ activities/products/services. The 2024 short-term targets of Bank
produk/jasa berkelanjutan. Adapun Target jangka pendek Bank Mandiri Taspen included as follows:
Mandiri Taspen di tahun 2024 meliputi:
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Strategi Keberlanjutan
Sustainability Strategy
Target Kegiatan Prioritas Indikator Keberhasilan
Priority Activity Targets Achievement Indicators
Penyaluran kredit hijau Pencapaian target pada tahun 2024 sebesar Rp34.864.077 juta
Distribution of green loans The 2024 target achievement was IDR 34,864,077 million
Peningkatan penerapan green office • Penurunan konsumsi energi (listrik, air, BBM dan kertas)
Improvement of green office implementation • Peningkatan penggunaan aplikasi Administrasi Digital (E-Office, E-Hukum, dan SBS)
• Peningkatan perilaku yang mendukung perlindungan terhadap lingkungan
• Reduction in energy consumption (electricity, water, fuel and paper)
• Increasing the utilization of Digital Administration applications (E-Office, E-Law, and SBS)
• Improving behavior that supported environmental protection
Pengembangan penyaluran CSR melalui Program Komunitas Memberikan CSR kepada Komunitas Mantap Indonesia (KMI) berupa sarana usaha
Mantap Indonesia (KMI) dengan pilot project 3 (tiga) jenis kegiatan usaha KMI
Development of CSR distribution through the Mantap Providing CSR to the Mantap Indonesia Community (KMI), such as business facilities
Indonesia Community Program (KMI) with a pilot project of 3 (three) types of KMI business activities.
Konversi Mobil Operasional menjadi Mobil Listrik Peralihan kendaraan operasional jenis konvensional menjadi kendaraan (mobil) listrik
Conversion of Operational Cars into Electric Cars Transition from conventional operational vehicles to electric vehicles (cars)
Sedangkan, terkait dengan rencana jangka panjang yang menjadi Furthermore, the long-term plans that became Bank Mandiri
fokus Bank Mandiri Taspen yaitu: Taspen’s priorities are as follows:
Tahun Target Kegiatan Prioritas Indikator Keberhasilan
Year Priority Activity Targets Achievement Indicators
Meningkatkan penyaluran kredit hijau Implementasi portofolio berkelanjutan mengalami peningkatan sebesar Rp4.123.306
Improving distribution of green loans juta atau 12% dari jumlah pembiayaan berkelanjutan per 31 Desember 2024.
The implementation of the sustainable portfolio increased by IDR 4,123,306 million
or 12% of the total sustainable financing as of December 31, 2024.
Meningkatkan penerapan green office 1. sebanyak 80% lampu kantor pusat dan kantor cabang sudah menggunakan
Improvement of green office implementation lampu LED.
2. Terpasangnya sebanyak minimal 2 (dua) titik lampu panel surya di kantor-kantor
cabang Bank utamanya kantor yang relokasi maupun pembangunan baru,
3. Sebanyak 100% supir di Kantor Pusat sudah mengikuti pelatihan eco driving.
4. Mengingkatkan penggunaan apliasi e-office untuk persuratan dan e-hukum
untuk akses peraturan internal perusahaan, sehingga penggunaan kertas dapat
menurunkan penggunaan kertas dari tahun sebelumnya.
1. 80% of head office and branch office lights already used LED lights.
2. Installation of at least 2 (two) solar panel lights in Bank branch offices, especially
offices that were relocated or newly built,
3. 100% of drivers at the head office had participated in eco-driving training.
4. Increasing the utilization of e-office applications for correspondence and e-legal
for access to internal company regulations so that paper use could be reduced
from the previous year.
2025
Mengoptimalkan program CSR melalui KMI Bank memberikan sebanyak 3 (tiga) program CSR kepada KMI untuk
Optimizing CSR programs through KMI memberdayakan dan mendukung keberlanjutan ekonomi masyarakat dengan
usaha yang memperhatikan aspek lingkungan hidup.
The Bank provided 3 (three) CSR programs to KMI to empower and support the
sustainability of the community’s economy with businesses that considered to
environmental aspects.
Meningkatkan konversi mobil operasional berbahan Melakukan konversi mobil operasional di kantor pusat (berbahan bakar minyak)
bakar minyak menjadi mobil listrik menjadi mobil listrik sebanyak 30 unit.
Increasing the conversion of operational cars fueled Converting operational cars at the head office (fueled with oil) to electric cars as
by natural oil to electric cars many as 30 units.
Menyusun Roadmap Net Zero Emission Bank Mandiri Bank menerbitkan Roadmap Net Zero Emission Bank Mandiri Taspen tahun 2025
Taspen tahun 2025 – 2030 – 2030 dengan baseline 2024 beserta target penurunan emisi per tahun serta
Preparing the Net Zero Emission Roadmap for Bank program-program yang diambil untuk mencapai target, termasuk program spesifik
Mandiri Taspen in 2025 – 2030 tahun 2025.
The Bank issued the Bank Mandiri Taspen Net Zero Emission Roadmap for 2025
- 2030 with a baseline of 2024 along with annual emission reduction targets and
programs taken to achieve the target, including specific programs for 2025.
PT Bank Mandiri Taspen
23
2024 Sustainability Report
Page 26
Tahun Target Kegiatan Prioritas Indikator Keberhasilan
Year Priority Activity Targets Achievement Indicators
Menjalankan program carbon offset
melalui Bank melakukan penanaman pohon sebanyak minimal 200 bibit dan bekerjasama
penanaman pohon dengan beberapa mitra untuk mengimbangi emisi karbon yang dihasilkan dalam
Running a carbon offset program through tree operasional Bank.
planting The Bank had planted at least 200 seedlings and collaborated with several partners
to offset carbon emissions generated in the Bank’s operations.
Melakukan sosialisasi Undang-undang Perlindungan Telah dilakukan sosialisasi terkait implementasi UU PDP di lingkungan kerja Bank
Data Pribadi (UU PDP) untuk internal pegawai.
Conducting socialization of the Personal Data Socialization had been performed regarding the implementation of the PDP Law in
Protection Law (UU PDP) the Bank’s work environment for internal employees.
Melakukan kajian untuk penerapan Climate Risk Telah dilakukan kajian dalam mempersiapkan CRST dalam analisa penyaluran
Stress Testing (CRST) bagi analis kredit kredit.
Conducting a study for the implementation of Climate A study had been conducted in preparing CRST in credit distribution analysis.
Risk Stress Testing (CRST) for credit analysts
a. Penyusunan rencana transisi menuju ekonomi Telah dilakukan penyusunan rencana transisi menuju renddah karbon dan
rendah karbon melalui perencanaan strategis melakukan revamp pada aplikasi E-Office untuk digitalisasi persuratan pada kantor
secara internal dan manajemen risiko. pusat dan kantor cabang. Selain itu, telah dilakukan kajian dan benchmarking
b. Digitalisasi persuratan menggunakan E-Office untuk menerapkan inisiasi kantor pusat dan kantor cabang yan hasilnya akan
untuk kantor pusat dan kantor cabang digunakan sebagai pedoman green procurement Bank Mandiri Taspen.
c. Melakukan kajian terkait penerapan green A transition plan towards low carbon had been prepared and an E-Office
procurement application had been revamped for digitizing correspondence at the head office
2026
a. Preparation of a transition plan towards a low- and branch offices. In addition, a study and benchmarking had been conducted to
carbon economy through internal strategic implement the head office and branch office initiatives. The results were used as
planning and risk management. guidelines for Bank Mandiri Taspen’s green procurement.
b. Digitalization of correspondence using E-Office for
head office and branch offices
c. Conducting studies related to the implementation
of green procurement
a. Sebagian analis kredit telah mengikuti Sebanyak 50% analis kredit telah mengikuti pelatihan dalam analisis kredit,
pengembangan kompetensi mengenai pedoman terutama bagi sektor yang rentan terhadap risiko lingkungan dan sosial serta
investasi hijau bagi industri perbankan dalam telah dilakukan implementasi green procurement berdasarkan hasi kajian dan
rangka mewujudkan ekonomi ramah lingkungan benchmarking tahun sebelumnya.
dan mencegah greenwashing 50% of credit analysts had attended training in credit analysis, especially for sectors
2027 b. Penerapan green procurement vulnerable to environmental and social risks, and implemented green procurement
a. Some credit analysts had participated in based on the results of studies and benchmarking in the previous year.
competency development on green investment
guidelines for the banking industry in order to
realize a green economy and prevent greenwashing
b. Implementation of green procurement
Sebagian besar analis kredit telah mengikuti Sebanyak 70% analis kredit telah mengikuti pelatihan dalam analisis kredit,
pengembangan kompetensi mengenai pedoman terutama bagi sektor yang rentan terhadap risiko lingkungan dan sosial.
investasi hijau bagi industri perbankan dalam rangka 70% of credit analysts had received training in credit analysis, especially for sectors
mewujudkan ekonomi ramah lingkungan dan vulnerable to environmental and social risks.
2028 mencegah greenwashing
Most credit analysts had participated in competency
development on green investment guidelines for the
banking industry in order to realize a green economy
and prevent greenwashing.
Peningkatan penyaluran portfolio green financing Penyaluran green financing dengan peningkatan kualitas usaha nasabah yang
Increasing the distribution of green financing portfolio telah mempertimbangkan risiko lingkungan berdasarkan hasil dari implementasi
CRMS dan CRST
2029
Distribution of green financing by improving the quality of customer businesses
that have considered environmental risks based on the results of CRMS and CRST
implementation.
Selain menetapkan program-program prioritas dalam RAKB, In addition to determine priority programs in the RAKB, Bank
Bank Mandiri Taspen telah melakukan penyesuaian klasifikasi Mandiri Taspen had adjusted the classification of business activities
kegiatan usaha yang dijalankan Perseroan dengan kriteria performed by the Company with the Criteria and Category of
dan Kategori Kegiatan Usaha Berkelanjutan (KKUB). Kegiatan Sustainable Business Activities (KKUB). Business activities included
usaha mencakup proyek/kegiatan/produk/jasa berkelanjutan sustainable projects/activities/products/services by prioritizing
dengan mengutamakan upaya efisiensi dan efektivitas efforts for efficiency and effectiveness in the utilization of natural
penggunaan sumber daya alam secara berkelanjutan, mencegah/ resources in a sustainable manner, preventing/limiting/reducing/
membatasi/mengurangi/memperbaiki kerusakan lingkungan repairing environmental damage, increasing pollution, waste,
PT Bank Mandiri Taspen
24
Laporan Keberlanjutan 2024
Page 27
Strategi Keberlanjutan
Sustainability Strategy
hidup, peningkatan polusi, limbah, kerusakan ekosistem, dan ecosystem damage, and social injustice/inequality or providing
ketidakadilan/kesenjangan sosial atau memberikan solusi bagi solutions for communities facing the impacts of climate change.
masyarakat yang menghadapi dampak perubahan iklim. Adapun The criteria for sustainable projects were as follows:
kriteria proyek berkelanjutan adalah sebagai berikut:
1. Efisiensi dan efektivitas 1. Efficiency and effectiveness
Mengutamakan upaya efisiensi dan efektivitas penggunaan Prioritizing efforts for efficiency and effectiveness in the
sumber daya alam secara berkelanjutan, termasuk efisiensi utilization of natural resources in a sustainable manner,
penggunaan material input dan penggunaan alternatif including efficient utilization of input materials and the use of
material input, penggunaan energi bersih secara efektif, alternative input materials, effective utilization of clean energy,
penghematan air dan penggunaan sumber air inkonvensional. water conservation and the utilization of unconventional
water sources.
2. Mitigasi 2. Mitigation
Mencegah/membatasi/mengurangi/memperbaiki kerusakan Preventing/limiting/reducing/repairing environmental
lingkungan hidup, peningkatan polusi, limbah, kerusakan damage, increased pollution, waste, ecosystem damage,
ekosistem, dan ketidakadilan/kesenjangan sosial, termasuk and social injustice/disparities, including prevention and
pencegahan dan penanganan polusi/limbah, tidak memicu management of pollution/waste, not triggering and having
dan berdampak pada konflik sosial, berdampak pada an impact on social conflict, having an impact on increasing
peningkatan kesejahteraan masyarakat, perlindungan community welfare, environmental protection and low carbon
lingkungan hidup dan proses produksi rendah karbon. production processes.
3. Adaptasi 3. Adaptation
Memberikan solusi bagi masyarakat yang menghadapi Providing solutions for communities facing the impacts of
dampak perubahan iklim, termasuk pembaruan teknologi climate change, including upgrading energy-efficient and
hemat energi dan rendah emisi, konservasi sumber daya low-emission technologies, resource conservation, recycling,
dan daur ulang, perbaikan kesejahteraan masyarakat yang and improving the welfare of affected communities.
terdampak.
Berdasarkan target yang telah ditetapkan di dalam RAKB, Along 2024, based on the targets set in the RAKB, Bank Mandiri
sepanjang tahun 2024 Bank Mandiri Taspen berhasil merealisasikan Taspen succeeded in realizing 4 (four) priority programs as
4 (empat) program prioritas sebagai berikut. follows:.
Program
No
Prioritas Indikator Keberhasilan Progress Persentase
Priority Achievement Indicators Progress Percentage
Activity
1 Penyaluran Kredit Pencapaian target pada tahun Per 31 Desember 2024, kredit hijau telah disalurkan pada 5
Keberlanjutan 2024 sebesar Rp34.864.077 juta (lima) KKUB dan UMKM sebesar Rp35.629.657.315.919 dari
target Rp34.863.970.378.671 atau tercapai 102% dari target
Sustainable Loans Target achievement in 2024
dengan rincian portofolio Green Rp5.733.969.115.812 dan Sosial
Distribution was IDR 34,864,077 million
Rp29.895.688.200.107, yang disalurkan ke:
1. Pengelolaan Sumber Daya Alam Hayati dan Penggunaan Lahan yang
Berkelanjutan Rp5.403.559.168.403
2. Konservasi Keanekaragaman Hayati Darat dan Air
Rp326.644.890.729
3. Pengelolaan Air dan Air Limbah yang Berkelanjutan Rp180.528.501
4. Produk yang dapat Mengurangi Penggunaan Sumber Daya dan
Menghasilkan Lebih Sedikit Polusi (Eco-efficient) Rp2.875.521.025
5. Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan
Lingkungan Lainnya Rp709.007.154
6. UMKM Rp29.895.688.200.107
As of December 31, 2024, green credit was distributed to 5 (five) 102%
KKUB and MSMEs as of IDR 35,629,657,315,919 from the target of
IDR 34,863,970,378,671 or 102% of the target had been achieved
with details of the Green portfolio of IDR 5,733,969,115,812 and Social
portfolio as of IDR 29,895,688,200,107, which were distributed to:
1. Management of Biological Natural Resources and Sustainable Land
Use as of IDR 5,403,559,168,403
2. Conservation of Terrestrial and Aquatic Biodiversity as of IDR
326,644,890,729
3. Sustainable Water and Wastewater Management as of IDR
180,528,501
4. Reducible and Less-Pollution Products of Resource Utilization (Eco-
efficient) as of IDR 2,875,521,025
5. 5. Other Environmentally Aware Business Activities and/or Activities
Rp709,007,154
6. 6. MSMEs IDR29,895,688,200,107
PT Bank Mandiri Taspen
25
2024 Sustainability Report
Page 28
Program
No
Prioritas Indikator Keberhasilan Progress Persentase
Priority Achievement Indicators Progress Percentage
Activity
2 Peningkatan 1. Internalisasi Green Office dan 1. Sosialisasi dan himbauan kepada seluruh internal pegawai terkait
Penerapan Green membuat surat himbauan efisiensi energi dan mengurangi penggunaan plastik untuk kegiatan
Office dan penegasan untuk meeting maupun event internal perusahaan.
melaksanakan penghematan/ 2. Penerapan green office, seperti mematikan lampu pada jam istirahat
Improvement
efisiensi energi listrik, air, (12.00 – 13.00), menggunakan AC dengan suhu 23-25°C, serta
of Green Office
BBM, dan penggunaan melakukan konversi mobil konvensional berbahan bakar minyak
Implementation
lampu LED kepada seluruh menjadi mobil listrik sebanyak 9 (sembilan) unit.
unit kerja di Kantor Pusat dan 3. Sebanyak 37% surat internal telah menggunakan e-office sebagai
Kantor Cabang media persuratan dan akan terus ditingkatkan menjadi full processs
2. Internalisasi peningkatan seiring akan dijalankan revamp e-office pada tahun 2025
penggunaan aplikasi e-office, 4. Bekerja sama dengan PlasticPay sebagai upaya mengurangi jejak
e-hukum di seluruh unit emisi perusahaan dengan pengadaan 1 (satu) buah Reverse Vending
kerja pada Kantor Pusat dan Machine (RVM) yang digunakan untuk mendaur ulang botol plastik.
Smart Branch System (SBS) di Sampai dengan 31 Desember 2024, telah terkumpul sebanyak
seluruh Kantor Cabang 26.415 pcs botol plastik (493,96 kg) yang setara dengan 2.615,085
3. Memberikan himbauan kg jejak karbon yang berhasil dikurangi atau sama dengan 417,36
kepada seluruh unit kerja (KP m² lahan yang terselamatkan.
dan KC) untuk melakukan 1. Socialization and appeal to internal employees regarding energy
pemadaman lampu pada jam efficiency and reducing the utilization of plastic for meetings and
istirahat (pukul 12.00 – 13.00) internal company events. 100%
1. Internalization of Green 2. Implementation of green office, such as turning off lights during
Office and making letters break time (12.00 - 13.00), using AC with a temperature of 23-25°C,
of appeal and affirmation and converting 9 (nine) conventional fuel-powered cars into electric
to implement savings / cars.
efficiency of electricity, 3. 37% of internal letters had used e-office as a medium for
water, fuel, and utilization correspondence and was continuously increased to full processes as
of LED lights to work units at the e-office revamp, implemented in 2025
the Head Office and Branch 4. Collaborating with PlasticPay as an effort to reduce the company’s
Offices emission footprint by procuring 1 (one) Reverse Vending Machine
2. Internalization of increasing (RVM), which was used to recycle plastic bottles. As of December
the utilization of e-office 31, 2024, a total of 26,415 plastic bottles (493.96 kg) were
and e-legal applications collected, equivalent to 2,615,085 kg of carbon footprint that had
in work units at the Head been reduced or equal to 417.36 m² of land saved.
Office and Smart Branch
System (SBS) in branch
offices
3. Providing an appeal to work
units (KP and KC) to turn-off
the lights during break time
(12.00 – 13.00)
3 Penyaluran CSR Memberikan CSR kepada 1. CSR kepada KMI Jember bidang Usaha Hidroponik pada tanggal 15
CSR Distribution Komunitas Mantap Indonesia Juni 2024
(KMI) berupa sarana usaha 2. CSR Kepada KMI bidang usaha ikan nila di Cirebon tanggal 26
dengan Pilot Project 3 jenis Agustus 2024
kegiatan usaha KMI 3. CSR Kepada KMI bidang usaha Jamuar Tiram di Pekanbaru tanggal
Providing CSR to the Mantap 16 Desember 2024
66%
Indonesia Community (KMI), 1. CSR to KMI Jember in the Hydroponic Business sector dated June
such as business facilities with 15, 2024
a pilot project of 3 types of KMI 2. CSR to KMI in the Tilapia business sector in Cirebon dated August
business activities. 26, 2024
3. CSR to KMI in the Oyster Mushroom business sector in Pekanbaru
dated December 16, 2024
4 Konversi Mobil Peralihan kendaraan operasional Telah dilakukan konversi mobil konvensional menjadi mobil listrik
Operasional jenis konvensional menjadi sejumlah 9 (sembilan) unit dari rencana 5 (lima) mobil
berbahan bakar kendaraan (mobil) listrik A total of 9 (nine) conventional cars had been converted into electric
fosil menjadi Transition from conventional cars out of a planned 5 (five) cars.
bahan bakar listrik operational vehicles to electric 180%
Conversion of vehicles (cars)
Operational Cars
from Fossil Fuel to
Electric Fuel
PT Bank Mandiri Taspen
26
Laporan Keberlanjutan 2024
Page 29
Strategi Keberlanjutan
Sustainability Strategy
Khusus berkaitan penyerapan produk Bank Mandiri Taspen yang Specifically, related to Bank Mandiri Taspen’s products
sesuai dengan keuangan berkelanjutan tahun 2024 sebagai engagement that was in accordance with the 2024 sustainable
berikut. finance is as follows.
Tabel Kategori Kegiatan Usaha Berkelanjutan
Table of Sustainable Business Activity Category (dalam Rupiah Penuh / in Full IDR)
Uraian Kategori Kegiatan Usaha Berkelanjutan
Description Category of Sustainable Business Activity
2024
a. Penghimpunan dana
-
a. Funds collecting
b. Penyaluran dana
-
b. Funds distribution
Total Aset Produktif Kegiatan Usaha Berkelanjutan
35.629.657.315.919
Total Productive Assets of Sustainable Business Activities
a. Total Kredit/Pembiayaan Kegiatan Usaha Berkelanjutan (Dalam Jutaan Rupiah)
35.629.657.315.919
a. Total Credit/Financing of Sustainable Business Activities (IDR)
b. Total Non- Kredit/Pembiayaan Non-Kegiatan Usaha Berkelanjutan (Rp)
-
b. Total Non-Credit/Financing of Non-Sustainable Business Activities (IDR)
Jumlah dan kualitas kredit/pembiayaan berdasarkan kategori kegiatan usaha berkelanjutan
n (Rp)
Amount and quality of credit/financing by category of sustainable business activities
Energi Terbarukan
a. -
Renewable Energy
Efisiensi Energi
b. -
Energy Efficiency
Pencegahan dan Pengendalian Polusi
c. -
Pollution Prevention and Control
Pengelolaan Sumber Daya Alam Hayati dan Penggunaan Lahan yang Berkelanjutan
d. 5.403.559.168.403
Biodiversity Resources Management and Sustainable Land Usage
Konvervasi Keanekaragaman Hayati Darat dan Air
e. 326.644.890.729
Land and Water Biodiversity Conservation
Transportasi Ramah Lingkungan
f. -
Green Transportation
Pengelolaan Air dan Air Limbah yang Berkelanjutan
g. 180.528.501
Sustainable Water and Wastewater Management
Adaptasi Perubahan Iklim
h. -
Climate Change Adaptation
Produk yang Dapat Mengurangi Penggunaan Sumber Daya dan Menghasilkan Lebih Sedikit Polusi
i. (Eco-efficient) 2.875.521.025
Reducible Products of Resources Usage and Eco-Efficient Products
Bangunan Berwawasan lingkungan yang Memenuhi Standar atau Sertifikasi yang Diakui Secara
Nasional, Regional atau Internasional
j. -
Green Buildings Satisfying Nationally, Regionally, or Internationally Recognized Certification or
Standards.
Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan Lingkungan Lainnya
k. Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan Lingkungan Lainnya 709.007.154
Other Green Activities or Business Activities
Kegiatan UMKM
l. 29.895.688.200.107
MSMEs Activities
PT Bank Mandiri Taspen
27
2024 Sustainability Report
Page 30
Strategi dalam Pengelolaan Risiko Strategy In Risks and Opportunities
dan Peluang Terkait Keberlanjutan Management Related to Sustainability
[IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC [IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC
AND TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK AND TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK
MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2] MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2]
Dalam mengembangkan strategi keberlanjutan, Bank Mandiri Taspen Developing its sustainability strategies, Bank Mandiri Taspen
senantiasa mempertimbangkan risiko dan peluang keberlanjutan always considered sustainability risks and opportunities, including
termasuk perubahan iklim dengan mengacu pada IFRS S1 dan S2. climate change by referring to IFRS S1 and S2. Bank Mandiri
Bank Mandiri Taspen menyadari bahwa risiko keberlanjutan termasuk Taspen realized that sustainability risks, including climate change
risiko perubahan iklim harus senantiasa dikelola dengan baik melalui risks, had always be well-managed through the Bank’s risk
sistem manajemen risiko yang dimiliki Bank. Di samping itu, Bank management system. In addition, Bank Mandiri Taspen had a party
Mandiri Taspen juga telah memiliki pihak penanggungjawab keuangan taking in charge for sustainable finance, which was presented in
berkelanjutan yang disajikan pada bagian Tata Kelola Keberlanjutan. the Sustainability Governance section. Bank Mandiri Taspen also
Bank Mandiri Taspen juga telah menetapkan metrik dan target set sustainability metrics and targets, which were presented in the
keberlanjutan yang disajikan dalam kinerja keberlanjutan Bank. Bank’s sustainability performance.
Di tahun 2024, Bank Mandiri Taspen telah melakukan In 2024, Bank Mandiri Taspen identified sustainability risks and
identifikasi atas risiko dan peluang keberlanjutan termasuk opportunities, including climate change. However, Bank Mandiri
perubahan iklim. Namun demikian, Bank Mandiri Taspen belum Taspen had not measured the financial impact of sustainability
melakukan pengukuran dampak finansial atas risiko dan peluang risks and opportunities, including climate change. Climate
keberlanjutan termasuk perubahan iklim. Perubahan iklim dapat change could have negative impacts, including triggering floods,
memberikan dampak negatif di antaranya memicu terjadinya landslides, forest fires, heat waves and others. Nonetheless,
banjir, longsor, kebakaran hutan, gelombang angin panas dan until the end of 2024, Bank Mandiri Taspen had not measured
lainnya. Namun demikian, sampai dengan akhir tahun 2024 Bank the impact of climate change on the Bank’s business activities,
Mandiri Taspen belum mengukur dampak atas perubahan iklim income, or expenses.
terhadap aktivitas bisnis, pendapatan, maupun pengeluaran Bank.
Bank Mandiri Taspen turut serta dalam berkontribusi dalam Bank Mandiri Taspen also participated in contributing to manage
penanganan perubahan iklim. Kontribusi tersebut diwujudkan climate change. This contribution was realized by saving energy
dengan penghematan penggunaan energi, penggunaan utilization, using electric vehicles, planting trees, and having
kendaraan listrik, penanaman pohon, serta memiliki produk products or distributing financing to green business activities. The
atau melakukan penyaluran pembiayaan pada kegiatan usaha risks and opportunities that had been identified are as follows.
yang berwawasan lingkungan. Adapun risiko dan peluang yang
berhasil diidentifikasi sebagai berikut.
Tabel Risiko Keberlanjutan
Table of Sustainability Risk
Potensi Dampak
Tipe Deskripsi Finansial Pengelolaan Risiko
Type Description Potential Financial Risk Management
Impact
Ekonomi
Economic
Risiko Kredit Risiko kredit merupakan risiko yang terjadi Penurunan Pendapatan Bank Dalam melakukan pengelolaan risiko kredit, Bank berfokus
Credit Risk akibat kegagalan debitur dan/atau pihak Decrease in Bank Revenue pada beberapa unsur utama yang meliputi sumber daya risiko
lain dalam memenuhi kewajibannya yang sadar risiko, kebijakan dan prosedur perkreditan yang
kepada Bank. mengutamakan prinsip kehati-hatian, proses persetujuan
Credit risk refers to the risk arising from kredit yang transparan dan berjenjang oleh Komite Kredit,
the failure of debtors and/or other parties kriteria dan alat ukur risiko yang jelas, penyebaran risiko yang
to fulfill their obligations to the Bank. merata, administrasi dan dokumentasi yang lengkap serta
pengawasan kredit secara berkesinambungan untuk menjaga
kualitas kredit yang diberikan.
In managing credit risk, the Bank focuses on several key
elements, which include risk-aware human resources, credit
policies and procedures that prioritize prudential principles, a
transparent and tiered credit approval process by the Credit
Committee, clear risk criteria and measurement tools, evenly
distributed risk exposure, comprehensive administration and
documentation, as well as continuous credit monitoring to
maintain the quality of the loans extended.
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Sustainability Strategy
Potensi Dampak
Tipe Deskripsi Finansial Pengelolaan Risiko
Type Description Potential Financial Risk Management
Impact
Risiko Risiko likuiditas merupakan risiko akibat Peningkatan Biaya Pengelolaan risiko likuiditas antara lain dilakukan melalui upaya
Likuiditas ketidakmampuan Bank untuk memenuhi Operasional Bank peningkatan pelayanan kepada nasabah penyimpan dalam
Liquidity Risk liabilitas yang jatuh tempo dari sumber Increase in Bank Operating rangka menjaga stabilitas dan kontinuitas jumlah simpanan,
pendanaan arus kas dan/atau dari aset Costs kebijakan penempatan dana pada instrumen yang aman dan
likuid berkualitas tinggi yang dapat likuid, kebijakan contingency funding plan, dan pemantauan
diagunkan, tanpa mengganggu aktivitas posisi likuiditas secara harian serta evaluasi posisi likuiditas
dan kondisi keuangan Bank. melalui rapat Asset Liability Committee (ALCO) secara rutin.
Liquidity risk refers to the risk arising from Liquidity risk management is carried out through efforts to
the Bank’s inability to meet its maturing enhance services for deposit customers to maintain the stability
liabilities through cash flow funding and continuity of deposit levels, policies on placing funds in
sources and/or from high-quality liquid safe and liquid instruments, a contingency funding plan policy,
assets that can be pledged, without daily monitoring of liquidity positions, and regular evaluations
disrupting the Bank’s operations and of liquidity positions through Asset Liability Committee (ALCO)
financial condition. meetings.
Risiko Pasar Komponen utama kewajiban Bank Peningkatan Biaya ALCO secara berkala memantau perkembangan pasar dan
Market Risk Mandiri Taspen yang sensitif terhadap Operasional Bank menyesuaikan tingkat suku bunga simpanan dan kredit yang
pergerakan tingkat suku bunga adalah Increase in Bank Operating diberikan. Bank Mandiri Taspen menentukan tingkat suku
simpanan nasabah serta surat berharga Costs bunga simpanan berdasarkan kondisi pasar dan persaingan
yang diterbitkan, sedangkan aset Bank dengan memantau pergerakan tingkat suku bunga acuan dan
Mandiri Taspen yang sensitif adalah surat suku bunga yang ditawarkan oleh Bank pesaing dalam rangka
berharga yang dimiliki, penempatan Bank mendukung target bisnis dengan tetap memperhatikan prinsip
Lain dan kredit yang diberikan. Sampai kehatian-hatian. Bank Mandiri Taspen telah memiliki Pedoman
saat ini faktor yang mempengaruhi Kebijakan dan prosedur Treasury. Selain itu agar pengelolaan
tingkat risiko pasar adalah suku bunga. risiko pasar berjalan efektif, Bank Mandiri Taspen berpedoman
The main liability components of Bank pada Kebijakan dan Prosedur internal. Bank melakukan
Mandiri Taspen that are sensitive to monitoring secara harian terhadap parameter risiko.
interest rate fluctuations include customer The Asset and Liability Committee (ALCO) regularly monitors
deposits and issued securities, while the market developments and adjusts deposit and lending interest
interest rate-sensitive assets include rates accordingly. Bank Mandiri Taspen determines its deposit
held securities, placements with other interest rates based on market conditions and competition,
banks, and loans disbursed. To date, by tracking benchmark interest rate movements and the rates
interest rates remain the primary factor offered by competitor banks, in order to support its business
influencing market risk levels. targets while adhering to prudent banking principles. The bank
has established Treasury Policy Guidelines and procedures.
Furthermore, the bank follows its internal policies and
procedures to ensure effective market risk management. The
bank also conducts daily monitoring of risk parameters
Risiko Risiko operasional adalah risiko Bank telah meningkatkan fungsi kontrol dalam pemrosesan
Operasional akibat ketidakcukupan dan/atau tidak transaksi yang dilakukan dengan cara antara lain dengan
Operational berfungsinya proses internal, kesalahan menerapkan prosedur yang menjamin ketepatan waktu
Risk manusia, kegagalan sistem, atau adanya penyelesaian transaksi, melakukan penyesuaian metode
problem eksternal yang mempengaruhi akuntansi sesuai standar yang berlaku, memelihara dokumen
operasional Bank. dan arsip secara tertib, mengamankan akses terhadap aset
Operational risk refers to the risk arising dan data. Selain itu Bank juga meningkatkan fungsi dari
from inadequate and/or failed internal Satuan Kerja Audit Intern yang secara regular akan melakukan
processes, human errors, system failures, pemeriksaan terhadap kegiatan operasional perbankan.
or external events that impact the Bank’s The Bank has enhanced its control functions in transaction
operations. processing by, among other things, implementing procedures
that ensure timely transaction settlement, adjusting accounting
methods under applicable standards, maintaining proper
documentation and records, and securing access to assets
and data. Additionally, the Bank has strengthened the role
of the Internal Audit Unit, which regularly reviews the Bank’s
operational activities.
Lingkungan
Environmental
Risiko Fisik Risiko fisik di antranya yaitu terjadinya Peningkatan Biaya 1. Bank Mandiri Taspen melakukan pengurangan sampah
Physical Risk banjir sebagai akibat hujan terus menerus, Operasional Bank plastik dengan Plasticpay
cuaca ekstrim, serta kebakaran sebagai Increase in Bank Operating 2. Pemeliharaan Mechanical Electrical (ME), hidran, alarm
dampak perubahan iklim. Costs tanda bahaya kebakaran dan jaringan instalasi listrik,
Physical risks include events such as instalasi telepon, dan grounded (penangkal petir) dilakukan
flooding caused by prolonged rainfall, pemeliharaan secara rutin dan berkala
extreme weather conditions, and fires 1. Bank Mandiri Taspen reduces plastic waste through the
resulting from climate change. Plasticpay initiative
2. Routine and periodic maintenance is carried out on
mechanical and electrical systems (ME), fire hydrants, fire
alarm systems, electrical installations, telephone lines, and
lightning protection (grounding systems).
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Potensi Dampak
Tipe Deskripsi Finansial Pengelolaan Risiko
Type Description Potential Financial Risk Management
Impact
Sosial
Social
Risiko Reputasi Risiko reputasi adalah risiko akibat Penurunan Pendapatan Bank Implementasi manajemen risiko reputasi mengacu pada
Reputational menurunnya tingkat kepercayaan Decrease in Bank Revenue Pedoman Penerapan Manajemen risiko serta kebijakan dan
Risk pemegang saham yang bersumber dari prosedur lainnya. Proses yang dilakukan dalam mengelola
persepsi negatif terhadap Bank. risiko reputasi antara lain melakukan monitoring dan evaluasi
Reputational risk refers to the risk arising terhadap keluhan, komentar dan masukan yang berkembang
from a decline in shareholder trust due to di media massa dan pemilihan strategi dalam merespon opini
negative public perception of the Bank. yang berkembang.
The implementation of reputational risk management is guided
by the Risk Management Implementation Guidelines, along with
related policies and procedures. The process includes monitoring
and evaluating complaints, comments, and feedback circulating in
mass media, as well as developing appropriate response strategies
to address emerging public opinions.
Tata Kelola
Governance
Risiko Hukum Risiko hukum adalah risiko akibat tuntutan Peningkatan Biaya Pengelolaan risiko hukum antara lain dilakukan dengan
Legal Risk hukum dan/atau kelemahan aspek yuridis. Operasional Bank mendokumentasi, mengelola kelengkapan dan keabsahan
Legal risk refers to the risk arising from Increase in Bank Operating dokumen, meminimalisasi kerugian/biaya yang terkait dengan
legal claims and/or weaknesses in legal Costs kasus hukum dan menghindari pelanggaran terhadap regulasi
aspects. perbankan dan ketentuan hukum.
Legal risk management is carried out through activities such
as documenting and ensuring the completeness and validity
of legal documents, minimizing losses or costs associated with
legal cases, and preventing violations of banking regulations
and legal provisions.
Risiko Stratejik Risiko stratejik adalah risiko akibat Peningkatan Biaya Pengelolaan risiko stratejik antara lain dilakukan dengan
Strategic Risk ketidaktepatan dalam pengambilan dan/ Operasional Bank mengoptimalkan sumber daya yang ada dan melakukan
atau pelaksanaan suatu keputusan stratejik Increase in Bank Operating pengawasan terhadap realisasi Rencana Bisnis Bank (RBB),
serta kegagalan dalam mengantisipasi Costs dan melakukan penyesuaian kebijakan dan prosedur terhadap
perubahan lingkungan bisnis. perubahan eksternal.
Strategic risk refers to the risk arising Strategic risk management includes optimizing existing
from inaccuracies in making and/or resources, monitoring the implementation of the Bank’s
implementing strategic decisions, as well Business Plan (RBB), and adjusting policies and procedures in
as the failure to anticipate changes in the response to external changes.
business environment.
Risiko Risiko kepatuhan adalah risiko akibat Peningkatan Biaya Risiko kepatuhan melekat pada risiko Bank yang terkait pada
Kepatuhan Bank tidak mematuhi dan/atau tidak Operasional Bank peraturan perundang-undangan dan ketentuan lainnya yang
Compliance melaksanakan peraturan perundang Increase in Bank Operating berlaku seperti Batas Maksimum Pemberian Kredit (BMPK),
Risk undangan dan ketentuan yang berlaku. Costs restrukturisasi kredit, Know Your Customers (KYC) dan
Compliance risk refers to the risk arising komitmen terhadap ketentuan tertentu.
from the Bank’s failure to comply with Compliance risk is inherent in the Bank’s exposure to applicable
and/or implement applicable laws, laws and regulations, such as the Legal Lending Limit (LLL),
regulations, and provisions. credit restructuring, Know Your Customer (KYC) requirements,
and commitments to specific regulatory provisions.
Tabel Peluang Terkait Perubahan Iklim dan Potensi Dampak Finansial Table of Opportunities Related to Climate Change and Potential
Financial Impact
Tipe Peluang Perubahan Iklim Potensi Dampak Finansial
Type Climate Change Opportunity Potential Financial Impact
Ekonomi
Economic
Pendapatan Peningkatan pendapatan bunga bersih Peningkatan Pendapatan Bank
Revenue Increase in net interest income Increase in Bank Revenue
Laba Tahun Berjalan Peningkatan laba tahun berjalan Peningkatan Pendapatan Bank
Current Year Profit Increase in current year profit Increase in Bank Revenue
Penyaluran Pembiayaan Berdasarkan Peningkatan penyaluran pembiayaan berdasarkan kategori kegiatan
Kategori Kegiatan Usaha Berkelanjutan usaha berkelanjutan Peningkatan Pendapatan Bank
Distribution of Financing on Sustainable Increased financing disbursement in sustainable business activity Increase in Bank Revenue
Business Activity categories
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Tipe Peluang Perubahan Iklim Potensi Dampak Finansial
Type Climate Change Opportunity Potential Financial Impact
Lingkungan
Environmental
Efisiensi Sumber Daya Penggunaan kendaraan listrik untuk mengurangi emisi GRK Penurunan Biaya Operasional
Resource Efficiency Use of electric vehicles to reduce GHG emissions Reduction in Operating Costs
Sumber Energi Memanfaatkan pencahayaan sinar matahari dari jendela gedung kantor Penurunan Biaya Operasional
Energy Sources Utilizing sunlight through office building windows for lighting Reduction in Operating Costs
Produk dan Jasa Penyaluran kredit hijau Peningkatan Pendapatan Bank
Products and Services Disbursement of green credit Increase in Bank Revenue
Pasar Bank Mandiri Taspen masuk ke dalam pasar baru Peningkatan Pendapatan Bank
Market Entry of Bank Mandiri Taspen into new markets Increase in Bank Revenue
Ketahanan Partisipasi dalam pengurangan emisi dari daur ulang limbah plastik Penurunan Biaya Operasional
Resilience Participation in emissions reduction through plastic waste recycling Reduction in Operating Costs
Sosial
Social
Kepuasan Karyawan Peningkatan indeks kepuasan karyawan Peningkatan Pendapatan Bank
Employee Satisfaction Increase in employee satisfaction index Increase in Bank Revenue
Policy Commitment [GRI 2-23, GRI 2-24]
Policy Commitment
Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen In conducting its business activities, Bank Mandiri Taspen
senantiasa memastikan bahwa aktivitas operasionalnya telah sesuai consistently ensures that its operational activities comply with
dangan aturan internasional, khususnya terkait ketenagakerjaan international standards, particularly those related to labor issued
yang dikeluarkan oleh International Labor Organization (ILO) yang by the International Labour Organization (ILO), which have been
telah di adopsi ke dalam undang-undang sebagai berikut: adopted into the law as follows:
1. Undang-Undang Nomor 21 Tahun 1999 tentang Pengesahan 1. Law Number 21 of 1999 concerning the Ratification of
ILO Convention No. 111 Concerning Discrimination in Respect ILO Convention No. 111 Concerning Discrimination in
of Employment and Occupation (Konvensi ILO Mengenai Respect of Employment and Occupation (ILO Convention on
Diskriminasi dalam Pekerjaan dan Jabatan) Discrimination in Employment and Occupation)
2. Undang-Undang Republik Indonesia Nomor 20 Tahun 1999 2. Republic of Indonesia Law Number 20 of 1999 concerning the
tentang Pengesahan ILO Convention No. 138 Concerning Ratification of ILO Convention No. 138 Concerning Minimum
Minimum Age for Admission to Employment (Konvensi ILO Age for Admission to Employment (ILO Convention on the
Mengenai Usia Minimum Untuk Diperbolehkan Bekerja) Minimum Age for Employment)
3. Undang-Undang Republik Indonesia Nomor 1 Tahun 2000 3. Republic of Indonesia Law Number 1 of 2000 concerning
tentang Pengesahan ILO Convention No. 182 Concerning the Ratification of ILO Convention No. 182 Concerning the
the Prohibition and Immediate Action for The Elimination Prohibition and Immediate Action for The Elimination of The
of The Worst Forms of Child Labour (Konvensi ILO No. 182 Worst Forms of Child Labour (ILO Convention No. 182 on the
Mengenai Pelarangan dan Tindakan Segera Penghapusan Worst Forms of Child Labour)
Bentuk-Bentuk Pekerjaan Terburuk untuk Anak)
4. Undang-Undang Republik Indonesia Nomor 19 Tahun 1999 4. Republic of Indonesia Law Number 19 of 1999 concerning
Tentang Pengesahan ILO Convention No.105 Concerning the Ratification of ILO Convention No. 105 Concerning the
the Abolition of Forced Labour (Konvensi ILO Mengenai Abolition of Forced Labour (ILO Convention on the Abolition
Penghapusan Kerja Paksa). of Forced Labour).
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Di samping itu, Bank Mandiri Taspen senantiasa mematuhi In addition, Bank Mandiri Taspen consistently complies with
berbagai aturan nasional yang meliputi: various national regulations, which include:
1. Undang-Undang Republik Indonesia No. 10 tahun 1998 1. Law of the Republic of Indonesia No. 10 of 1998 concerning
tentang perubahan atas Undang-Undang No. 7 tahun 1992 amendments to law No. 7 of 1992 concerning Banking.
tentang Perbankan.
2. Undang-Undang Republik Indonesia No. 40 tahun 2007 2. Law of the Republic of Indonesia No. 40 of 2007 concerning
tentang Perseroan Terbatas. Limited Liability Companies.
3. Peraturan Otoritas Jasa Keuangan No. 17 Tahun 2023 tentang 3. Financial Services Authority Regulation No. 17 of 2023
penerapan Tata Kelola bagi Bank Umum dan Surat Edaran concerning the Implementation of Governance for
Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 tentang Commercial Banks and Financial Services Authority Circular
Penerapan Tata Kelola bagi Bank Umum Letter No. 13/SEOJK.03/2017 concerning the Implementation
of Governance for Commercial Banks
4. Peraturan Otoritas Jasa Keuangan No. 17/POJK.03/2014 4. Financial Service Authority Regulation No. 17/POJK.03/2014
tentang Penerapan Manajemen Risiko Terintegrasi bagi concerning the Implementation of Integrated Risk
Konglomerasi Keuangan. Management for Financial Conglomerates.
5. Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014 5. Financial Service Authority Regulation No. 18/POJK.03/2014
tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi concerning the Implementation of Integrated Governance for
Keuangan. Financial Conglomerates.
6. Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 6. Financial Service Authority Regulation No.21/POJK.04/2015
tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka. concerning the Implementation of Public Company
Governance Guidelines.
7. Peraturan Otoritas Jasa Keuangan No.4/POJK.03/2016 7. Financial Service Authority Regulation No. 4/POJK.03/2016
tentang Penilaian Tingkat Kesehatan Bank Umum. concerning Health Level Assessment of Commercial Banks.
8. Peraturan Otoritas Jasa Keuang No. 51/POJK.03/2017 tentang 8. Financial Services Authority Regulation No. 51/POJK.03/2017
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa concerning the Implementation of Sustainable Finance
Keuangan (LJK), Emiten, dan Perusahaan Publik. for Financial Services Institutions (FSIs), Issuers, and Public
Companies.
9. Peraturan Presiden Republik Indonesia Nomor 59 tahun 9. Presidential Regulation of the Republic of Indonesia Number
2017 tentang Pelaksanaan Pencapaian Tujuan Pembangunan 59 of 2017 concerning Implementation of the Achievement
Berkelanjutan of Sustainable Development Goals
10. Peraturan Presiden Republik Indonesia Nomor 111 tahun 10. Presidential Regulation of the Republic of Indonesia Number
2022 tentang Pelaksanaan Pencapaian Tujuan Pembangunan 111 of 2022 concerning Implementation of the Achievement
Berkelanjutan of Sustainable Development Goals
11. Undang-undang Nomor 32 tahun 2009 tentang Perlindungan 11. Law Number 32 of 2009 concerning Environmental Protection
dan Pengelolaan Lingkungan Hidup and Management
12. Undang-undang Nomor 20 tahun 2008 tentang Usaha Mikro, 12. Law Number 20 of 2008 concerning Micro, Small and Medium
Kecil dan Menengah Enterprises
13. Undang-Undang Nomor 27 Tahun 2022 tentang Pelindungan 13. Law No. 27 of 2022 concerning Personal Data Protection.
Data Pribadi.
14. Peraturan Presiden Republik Indonesia Nomor 98 tahun 14. Presidential Regulation of the Republic of Indonesia Number
2021 tentang Penyelenggaraan Nilai Ekonomi Karbon 98 of 2021 concerning Implementation of the Economic Value
untuk Pencapaian Target Kontribusi yang Ditetapkan secara of Carbon to Achieve Nationally Determined Contribution
Nasional dan Pengendalian Emisi Gas Rumah Kaca dalam Targets and Control of Greenhouse Gas Emissions in National
Pembangunan Nasional Development
15. Undang-undang Republik Indonesia Nomor 4 tahun 2023 15. Law of the Republic of Indonesia Number 4 of 2023
tentang Perdagangan Karbon melalui Bursa Karbon concerning Carbon Trading through the Carbon Exchange
16. Surat Edaran Otoritas Jasa Keuangan Republik 16. Circular Letter of the Financial Services Authority of
Indonesia Nomor 12/SEOJKk.04/2023 tentang Tata Cara the Republic of Indonesia Number 12/SEOJKk.04/2023
Penyelenggaraan Perdagangan Melalui Bursa Karbon concerning Procedures for Organizing Trading Through the
Carbon Exchange
17. SEOJK No 16/POJK.04/2021 tentang Bentuk dan Isi Laporan 17. SEOJK No 16/POJK.04/2021 concerning Form and Content of
Tahunan Emiten atau Perusahaan Publik. Annual Reports of Issuers or Public Companies.
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Bank Mandiri Taspen juga senantiasa memastikan bahwa aktivitas Bank Mandiri Taspen also consistently ensures that its operational
operasionalnya telah sesuai dengan standar internasional yang activities comply with international standards, as reflected in
tercermin dengan telah dimilikinya sertifikasi International the possession of International Organization for Standardization
Standard Organization yang meliputi: certifications, which include:
1. ISO/IEC 27001:2013 tentang Sistem Manajemen Keamanan 1. ISO/IEC 27001:2013 Information Security Management
Informasi System
2. ISO 37301:2021 tentang Sistem Manajemen Kepatuhan 2. ISO 37301:2021 Compliance Management Systems
3. ISO 37001:2016 tentang Sistem Manajemen Anti Penyuapan 3. ISO 37001:2016 Anti-bribery Management System
4. ISO 9001:2015 tentang Kualitas Sistem Manajemen 4. ISO 9001:2015 Quality Management System
5. ISO 22301:2019 tentang Business Continuity Management 5. ISO 22301:2019 Business Continuity Management (BCM)
(BCM)
6. ISO 27001:2022 tentang Sistem Manajemen Keamanan 6. ISO 27001:2022 Information Security Management System
Informasi
Dari aturan nasional maupun internasional, kemudian diturunkan The national and international regulations are further translated
pada kebijakan internal Bank. Kebijakan internal Bank masing- into the Bank’s internal policies. Each of the Bank’s internal policies
masing telah dilengkapi oleh uji tuntas. Uji tuntas yang melekat is equipped with due diligence procedures. The purpose of these
pada masing-masing kebijakan bertujuan untuk memastikan due diligence processes is to ensure that various business decisions
bahwa berbagai keputusan bisnis tidak memberikan dampak sosial do not cause negative social and environmental impacts. The
dan lingkungan yang negatif. Uji tuntas yang telah dilaksanakan due diligence procedures that have been implemented by Bank
oleh Bank Mandiri Taspen yaitu: Mandiri Taspen include:
Kebijakan Uji Tuntas Penanggungjawab Kebijakan
Policy Due Diligence Policy Supervisor
Kebijakan Manajemen Risiko ISO 9001:2015 tentang Kualitas Sistem Manajemen Direktur Finance, Risk & Operations
Risk Management Policy ISO 9001:2015 Management System Quality Finance, Risk, & Operations Director
Kebijakan Perkreditan Evaluasi berkala atas efektivitas penerapan Kebijakan Perkreditan Direktur Finance, Risk & Operations
Credit Policy Periodic evaluation of the effectiveness of the Credit Policy implementation. Finance, Risk, & Operations Director
Evaluasi berkala atas efektivitas penerapan Kebijakan Operasional
Kebijakan Operasional Direktur Finance, Risk & Operations
Operational Policy Periodic evaluation of the effectiveness of the Operational Policy Finance, Risk, & Operations Director
implementation.
Evaluasi berkala atas efektivitas penerapan Kebijakan Corporate Secretary
Kebijakan Corporate Secretary Direktur Finance, Risk & Operations
Corporate Secretary Policy Periodic evaluation of the effectiveness of the Corporate Secretary Finance, Risk, & Operations Director
Policy implementation.
Kebijakan Anti Pencucian Uang dan
Evaluasi berkala atas efektivitas penerapan Kebijakan APU dan PPT
Pencegahan Pendanaan Terorisme Direktur Compliance & Control
Periodic evaluation of the effectiveness of the APU and PPT Policy Compliance & Control Director
Anti-Money Laundering and Counter-
implementation
Financing of Terrorism Policy
Evaluasi berkala atas efektivitas penerapan kebijakan pengadaan
Kebijakan Procurement Direktur Finance, Risk & Operations
Procurement Policy Periodic evaluation of the effectiveness of the Procurement Policy Finance, Risk, & Operations Director
implementation
Evaluasi berkala atas efektivitas Penerapan Kebijakan Dana dan Jasa
Kebijakan Dana dan Jasa Direktur Business
Funds and Services Policy Periodic evaluation of the effectiveness of the Funds and Services Policy Business Director
implementation
Evaluasi berkala atas efektivitas penerapan Kebijakan Treasury
Kebijakan Treasury Direktur Business
Treasury Policy Periodic evaluation of the effectiveness of the Treasury Policy Business Director
implementation
Kebijakan Kepatuhan ISO 37301:2021 tentang Sistem Manajemen Kepatuhan Direktur Compliance & Control
Compliance Policy ISO 37301:2021 Compliance Management System Compliance & Control Director
Kebijakan Hukum ISO 37301:2021 tentang Sistem Manajemen Kepatuhan Direktur Compliance & Control
Legal Policy ISO 37301:2021 Compliance Management System Compliance & Control Director
Kebijakan Sumber Daya Manusia Kepuasan Karyawan Direktur Utama
Human Resources Policy Employees Satisfaction President Director
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Kebijakan Uji Tuntas Penanggungjawab Kebijakan
Policy Due Diligence Policy Supervisor
Kebijakan Remunerasi Kepuasan Karyawan Direktur Utama
Remuneration Policy Employees Satisfaction President Director
Kebijakan Teknologi Informasi ISO/IEC 27001:2013 tentang Sistem Manajemen Keamanan Informasi Direktur IT & Digital
Informasi Information Technology Policy ISO/IEC 27001:2013 Information Security Management System IT & Digital Director
Kebijakan Akuntansi Pelaksanaan Audit Direktur Finance, Risk & Operations
Accounting Policy Audit Implementation Finance, Risk, & Operations Director
Kebijakan Internal Audit Pelaksanaan Audit Direktur Utama
Internal Audit Policy Audit Implementation President Director
Perlindungan Hak Asasi Manusia dan pelaksanaan bisnis yang beretika
Arsitektur Kebijakan Direktur Compliance & Control
Policy Architecture Protection of Human Rights and the implementation of ethical business Compliance & Control Director
practices
Di samping pelaksanaan uji tuntas, Bank Mandiri Taspen juga In addition to conducting due diligence, Bank Mandiri Taspen
senantiasa menerapkan prinsip kehati-hatian yang bertujuan agar consistently applies the principle of prudence to ensure
seluruh aktivitas bisnis yang dijalankan tidak berdampak negatif that all business activities do not have negative impacts on
pada aspek ekonomi, lingkungan dan sosial. Penerapan prinsip economic, environmental, and social aspects. The application
kehati-hatian dilakukan melalui prosedur dalam mengidentifikasi, of this prudence principle is carried out through procedures for
mengukur, memantau dan mengendalikan risiko atas penerapan identifying, measuring, monitoring, and controlling risks related
keuangan berkelanjutan. Manajemen risiko juga diterapkan to the implementation of sustainable finance. Risk management
secara terintegrasi dalam setiap tahapan operasional Bank, is also integrated into every stage of the Bank’s operations,
termasuk pada saat pengeluaran produk baru. Penjelasan including during the issuance of new products. A detailed
setiap risiko atas produk tercantum dalam dokumen yang harus explanation of the risks associated with each product is included
ditandatangani oleh nasabah, terutama pada saat melakukan in documents that must be signed by customers, particularly when
investasi. Berkaitan dengan upaya untuk menghadirkan standar making investments. In its efforts to establish risk management
manajemen risiko terkait keuangan berkelanjutan, di tahun 2022 standards related to sustainable finance, in 2022 Bank Mandiri
Bank Mandiri Taspen telah melakukan pemetaan regulasi internal, Taspen conducted a mapping of internal regulations and carried
dan melakukan pengkajian untuk penyesuaian kebijakan dan out a review to adjust relevant policies and their derivatives. In
turunannya. Dalam menerapkan prinsip kehati-hatian, Bank juga implementing the principle of prudence, the Bank also optimized
mengoptimalkan fungsi pengendalian internal, antara lain, Komite its internal control functions, including the Risk Monitoring
Pemantau Risiko, Komite Audit, dan Satuan Kerja Audit Internal Committee, the Audit Committee, and the Internal Audit Business
(SKAI). Kehati-hatian juga dilakukan Bank dengan senantiasa Unit (SKAI). The Bank further upholds prudence by consistently
berpegang teguh pada prinsip kehati-hatian di dunia perbankan adhering to the principles of prudential banking as well as the
(prudential banking) serta aturan atau regulasi yang berlaku bagi applicable rules and regulations governing the banking industry
industri perbankan di Indonesia. in Indonesia.
Selain penerapan prinsip kehati-hatian, Bank Mandiri Taspen In addition to applying the principle of prudence, Bank Mandiri
senantiasa menjunjung penghormatan terhadap hak asasi Taspen consistently upholds the respect for human rights, as
manusia yang tertuang dalam Buku Arsitektur Kebijakan PT outlined in the Policy Architecture Book of PT Bank Mandiri
Bank Mandiri Taspen Nomor KEB/002/X/2024 tanggal 1 Oktober Taspen Number KEB/002/X/2024 dated October 1, 2024. The
2024. Kebijakan yang disusun telah merujuk kepada Undang- policy has been developed with reference to Law Number 39
Undang Nomor 39 tahun 1999 tentang Hak Asasi Manusia. Hal of 1999 concerning Human Rights. This reflects Bank Mandiri
tersebut menunjukkan komitmen Bank Mandiri Taspen dalam Taspen’s commitment to upholding human rights across all of
penegakan Hak Asasi Manusia untuk seluruh aktivitas bisnis dan its business and operational activities. As a bank with a business
operasionalnya. Sebagai Bank dengan fokus bisnis pengelolaan focus on pension management, the Bank is committed to serving
pensiunan, Bank memiliki komitmen untuk melayani para its customers in accordance with their specific needs. In line with
nasabahnya sesuai dengan kebutuhan dari para nasabah. Atas this commitment to human rights, throughout the year 2024,
komitmen Bank Mandiri Taspen dalam menjunjung tinggi hak Bank Mandiri Taspen was not involved in any human rights-
asasi manusia, selama tahun 2024 Bank Mandiri Taspen tidak related cases.
terlibat dalam kasus terkai hak asasi manusia.
Berbagai kebijakan yang dimiliki oleh Bank Mandiri Taspen, telah The various policies established by Bank Mandiri Taspen have
ditandatangani oleh Direksi dan berlaku bagi seluruh pegawai, been signed by the Board of Directors and are applicable to
mitra bisnis, dan pemangku kepentingan lainnya. Sosialisasi all employees, business partners, and other stakeholders.
kebijakan kepada pegawai dilakukan melalui Portal Internal Bank The dissemination of these policies to employees is carried
PT Bank Mandiri Taspen
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Strategi Keberlanjutan
Sustainability Strategy
Mandiri Taspen yaitu E-Hukum, sedangkan sosialisasi kepada out through the Bank Mandiri Taspen internal portal,
mitra bisnis dilakukan melalui pertemuan dengan mitra bisnis known as E-Hukum. Meanwhile, dissemination to business
serta melalui perjanjian kerja sama antara Bank dengan para partners is conducted through meetings with business
mitra bisnis. Bank Mandiri Taspen juga telah melakukan sosialisasi partners as well as through cooperation agreements between
atas Kebijakan Manajemen Risiko melalui website resminya yaitu the Bank and its partners. Bank Mandiri Taspen has also
www.bankmandiritaspen.co.id yang bertujuan untuk memberikan published its Risk Management Policy on its official website,
awareness kepada seluruh pemangku kepentingan Bank. Bank www.bankmandiritaspen.co.id, to raise awareness among all
Mandiri Taspen juga telah melakukan sosialisasi kebijakan kepada stakeholders. Bank Mandiri Taspen has also conducted policy
mitra bisnis yang dilakukan. socialization to business partners.
Kebijakan-kebijakan yang dimiliki, kemudian diturunkan pada The policies established by the Bank are further elaborated into
Standard Operational Procedure (SOP) sebagai pedoman Standard Operating Procedures (SOPs), which serve as guidelines
bagi seluruh karyawan dalam melaksanakan pekerjaan yang for all employees in carrying out their duties. These policies are
dikelompokkan ke dalam 3 (tiga) kelompok besar yaitu kebijakan categorized into three main groups: business policies, operational
bisnis, kebijakan operasional dan support, dan kebijakan and support policies, and control policies. To ensure effective
pengendalian. Agar kebijakan-kebijakan tersebut dapat implementation of these policies, Bank Mandiri Taspen has
dilaksanakan dengan baik, Bank Mandiri Taspen telah melakukan provided training to its employees, including:
memberikan pelatihan kepada karyawan, di antaranya:
1. Pemberitahuan Update Manual Produk (MP) Kredit Mikro 1. Notification of the Update to the Micro Credit Product Manual
kepada Distribution Head Wilayah I s.d IX, seluruh Kepala (MP) to the Distribution Heads of Regions I to IX, all Branch
Cabang dan Seluruh Kepala Cabang Pembantu tanggal 11 Managers, and all Sub-Branch Managers on November 11,
November 2024 2024
2. Pemberitahuan Penerbitan Standar Prosedur Kredit Pensiun 2. Notification of the Issuance of the Pension Credit Standard
Edisi Edisi 2 (2024) kepada Divisi Compliance, Divisi Central Procedure Edition 2 (2024) to the Compliance Division,
Operation, Divisi Corporate Secretary & Legal, Divisi Credit Central Operation Division, Corporate Secretary & Legal
Operation, Divisi Distribution and Portofolio Management, Division, Credit Operation Division, Distribution and Portfolio
Divisi Internal Audit, Divisi Pension & Loyalty Management, Management Division, Internal Audit Division, Pension &
Divisi Risk Business Control, Divisi Risk Management, Divisi Loyalty Management Division, Risk Business Control Division,
SPM & Accounting, Seluruh Distribuitin dan Seluruh KC/KC In Risk Management Division, SPM & Accounting Division, all
Branch/KCP yang dilaksanakan tanggal 2 Mei 2024 Distribution Units, and all Branch/Sub-Branch Offices, carried
out on May 2, 2024
3. Pemberitahuan Penerbitan Manual Produk Kredit Pensiun Edisi 3. Notification of the Issuance of the Pension Credit Product
9 (2024) kepada Divisi Compliance, Divisi Central Operation, Manual Edition 9 (2024) to the Compliance Division, Central
Divisi Consumer Business & Recovery, Divisi Corporate Operation Division, Consumer Business & Recovery Division,
Secretary & Legal, Divisi Credit Operation, Divisi Distribution Corporate Secretary & Legal Division, Credit Operation
and Portofolio Management, Divisi Internal Audit, Divisi Division, Distribution and Portfolio Management Division,
Operational Excellence & Customer Experience, Divisi Pension Internal Audit Division, Operational Excellence & Customer
& Loyalty Management, Divisi Risk Business Control, Divisi Risk Experience Division, Pension & Loyalty Management Division,
Management, Divisi SPM & Accounting, Seluruh Distribuitin Risk Business Control Division, Risk Management Division,
dan Seluruh KC/KC In Branch/KCP yang dilaksanakan tanggal SPM & Accounting Division, all Distribution Units, and all
28 Oktober 2024 Branch/Sub-Branch Offices, carried out on October 28, 2024
4. Pemberitahuan Penerbitan Petunjuk Teknis Collection & 4. Notification of the Issuance of the Technical Guidelines
Recovery Kredit Pensiun dan Kredit Serbaguna Mantap Edisi for Collection & Recovery of Pension Credit and Mantap
2 (2024) kepada Divisi Compliance, Divisi Consumer Business Multipurpose Credit Edition 2 (2024) to the Compliance
& Recovery, Divisi Corporate Secretary & Legal, Divisi Credit Division, Consumer Business & Recovery Division, Corporate
Operation, Divisi Distribution and Portofolio Management, Secretary & Legal Division, Credit Operation Division,
Divisi Internal Audit, Divisi Risk Business Control, Divisi Risk Distribution and Portfolio Management Division, Internal Audit
Management, Divisi SPM & Accounting, Seluruh Distribuitin Division, Risk Business Control Division, Risk Management
dan Seluruh KC/KC In Branch/KCP yang dilaksanakan tanggal Division, SPM & Accounting Division, all Distribution Units,
18 November 2024 and all Branch/Sub-Branch Offices, carried out on November
18, 2024
5. Sosialisasi dan Reminder Pelaksanaan Standar Proses 5. Socialization and Reminder on the Implementation of the
Pengajuan Permohonan Penambahan Menu pada Sistem BM- Standard Process for Submitting Menu Addition Requests in
One (Petunjuk Teknis Penambahan Menu pada Sistem BM- the BM-One System (Technical Guidelines for Menu Addition
One) kepada seluruh divisi tanggal 24 Januari 2024. in the BM-One System) to all divisions on January 24, 2024.
PT Bank Mandiri Taspen
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2024 Sustainability Report
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6. Sosialisasi Ketentuan Internal Divisi CISO PT Removable 6. Socialization of Internal Provisions from the CISO Division of
Media – Pelaksanaan Standar Proses Pengajuan Permohonan PT on Removable Media – Implementation of the Standard
Pembukaan Akses Removable Media kepada seluruh Divisi Process for Submitting Access Request for Removable Media
Kantor Pusat, Seluruh Distribution Head, Seluruh Kepala to all Head Office Divisions, all Distribution Heads, all Branch
Kantor Cabang, Seluruh Kepala Kantor Cabang Pembantu Managers, and all Sub-Branch Managers on April 19, 2024
tanggal 19 April 2024
7. Sosialisasi Ketentuan Internal Divisi CISO PT Data Loss 7. Socialization of Internal Regulations by the CISO Division of
Prevention (DLP) – Pelaksanaan Standar Proses Pengajuan PT on Data Loss Prevention (DLP) – Implementation of the
Bypass Exception, dan Permohonan Recovery Key Enkripsi Standard Process for Submitting Bypass Exception Requests
MNE DLP kepada seluruh Divisi Kantor Pusat, Seluruh and Recovery Key Encryption MNE DLP Requests to all Head
Distribution Head, Seluruh Kepala Kantor Cabang, Seluruh Office Divisions, all Distribution Heads, all Branch Managers,
Kepala Kantor Cabang Pembantu tanggal 10 September and all Sub-Branch Managers on September 10, 2024.
2024.
8. Sosialisasi Ketentuan Internal Divisi CISO Memorandum 8. Socialization of Internal Provisions from the CISO Division
Prosedur (MO) Permohonan Akses Privileged Acces Memorandum of Procedure (MO) on Requests for Access to
Management (PAM) Tools – Pelaksanaan Standar Proses Privileged Access Management (PAM) Tools – Implementation
Pengajuan Permohonan Pembuatan Akses PAM Tools kepada of the Standard Process for Submitting PAM Tools Access
seluruh Divisi Kantor Pusat tanggal 7 November 2024. Creation Requests to all Head Office Divisions on November
7, 2024.
9. Penyampaian Perubahan Petunjuk Teknis Production Change 9. Notification of Changes to the Technical Guidelines for
kepada seluruh Divisi Kantor Pusat tanggal 18 November Production Change to all Head Office Divisions on November
2024. 18, 2024.
10. Penyampaian Perubahan pada Petunjuk Teknis (PT) Pengajuan 10. Notification of Changes to the Technical Guidelines (PT) for
Klaim & Subrogasi Kredit Usaha Rakyat (KUR) pada Divisi Submitting Claims & Subrogation for the Micro Business Loan
Distribution & Portofolio Management tanggal 11 September (KUR) to the Distribution & Portfolio Management Division on
2024 September 11, 2024
11. Sosialisasi Petunjuk Teknis Imbal Jasa Penjaminan (IJP) & 11. Socialization of Technical Guidelines for Guarantee Fee (IJP)
Penagihan Subsidi Bunga Kredit Usaha Rakyat (KUR) kepada & Interest Subsidy Collection for Micro Business Loan (KUR)
Divisi Credit Operation dan Divisi SPM & Accounting tanggal to the Credit Operation Division and the SPM & Accounting
14 Oktober 2024. Division on October 14, 2024.
12. Sosialiasi Change Request (CR) Sistem Finacle Pencatatan 12. Socialization of Change Request (CR) for the Finacle System
Trading Book kepada Divisi SPM & Accounting, Divisi Risk – Trading Book Recording to the SPM & Accounting Division,
Management, Divisi IT Planning & Development, Divisi IT Risk Management Division, IT Planning & Development
Operation dan Divisi Central Operation pada tanggal 29 Juli Division, IT Operation Division, and Central Operation Division
2024. on July 29, 2024.
Proses untuk Memulihkan Dampak Negatif [GRI 2-25]
Recovery Processes for Negative Impacts
Bank Mandiri Taspen memiliki komitmen untuk senantiasa Bank Mandiri Taspen is committed to continuously creating a
memberikan dampak positif bagi seluruh pemangku positive impact for all of its stakeholders through its business
kepentingannya melalui aktivitas bisnisnya. Namun demikian, activities. However, the Bank’s operational activities are not
aktivitas operasional Bank tidak terlepas dari adanya potensi exempt from the potential negative impacts related to customer
dampak negatif terkait keamanan data nasabah. data security.
Dalam hal terjadi dampak negatif, Bank berkomitmen untuk In the event of a negative impact, the Bank is committed to
memulihkan dampak negatif dengan cara menyusun rencana mitigating and recovering from such impacts by preparing a
pemulihan (Recovery Plan) serta telah dilaporkan kepada Otoritas Recovery Plan, which was reported to the Financial Services
PT Bank Mandiri Taspen
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Strategi Keberlanjutan
Sustainability Strategy
Jasa Keuangan pada tanggal 24 November 2024 dengan surat Authority (OJK) on November 24, 2024, through letter Number
Nomor DIR/647/2024, yang mencakup hal-hal sebagai berikut: DIR/647/2024, which includes the following matters:
- Identifikasi Risiko: melakukan analisis menyeluruh terhadap - Risk Identification: conducting a comprehensive analysis of
potensi risiko yang dapat mengganggu operasional bank, baik potential risks that may disrupt the Bank’s operations, including
risiko internal (kesalahan manusia, kegagalan sistem) maupun both internal risks (human error, system failure) and external risks
eksternal (bencana alam, serangan siber, krisis ekonomi). (natural disasters, cyberattacks, economic crises).
- Menyusun Business Impact Analysis (BIA): Identifikasi - Conducting a Business Impact Analysis (BIA): Identifying
proses bisnis kritikal dan dampaknya terhadap operasional critical business processes and assessing their impact on the
dan keuangan bank jika terjadi gangguan. bank’s operations and finances in the event of a disruption.
- Menyiapkan Strategi Pemulihan: dengan mengembangkan - Developing Recovery Strategies: Establishing clear and
strategi yang jelas dan terukur untuk memulihkan setiap measurable strategies to restore each critical business process
proses bisnis kritikal dalam jangka waktu yang ditetapkan within a predetermined timeframe (Recovery Time Objective/
(Recovery Time Objective/RTO). RTO).
- Membuat Prosedur Detail: dengan menysusun demi - Establishing Detailed Procedures: Creating step-by-
langkah yang harus diikuti oleh setiap unit kerja dalam situasi step procedures to be followed by each work unit during
darurat. emergencies.
- Membentuk Tim Tanggap Darurat yang terlatih dan - Establishing a Trained Emergency Response Team:
bertanggung jawab untuk melaksanakan rencana pemulihan. Forming a dedicated team responsible for executing the
recovery plan in the event of a crisis.
- Menyusun skema atau flow Komunikasi: mempersiapkan - Developing a Communication Flow or Scheme: Preparing
rencana komunikasi yang efektif untuk memberitahu an effective communication plan to inform employees,
karyawan, nasabah, regulator, dan pihak terkait lainnya customers, regulators, and other relevant stakeholders about
mengenai situasi dan langkah-langkah pemulihan yang the situation and the recovery measures being implemented.
diambil.
- Pengujian dan Pembaruan: Lakukan pengujian rutin - Testing and Updating: Conducting regular tests of the
terhadap rencana pemulihan melalui simulasi dan drill untuk recovery plan through simulations and drills to identify
mengidentifikasi kelemahan dan memastikan efektivitasnya. weaknesses and ensure its effectiveness. Updating the plan
Perbarui rencana secara berkala sesuai dengan perubahan periodically to reflect changes in operations and emerging
operasional dan risiko. risks.
Terhadap dampak negatif yang timbul dari kegiatan bisnis, Bank In response to negative impacts arising from business activities,
melakukan service recovery serta menetralisir pemberitaan dengan the Bank implements service recovery measures and mitigates
menyampaikan komunikasi resmi terkait keadaan Perseroan serta unfavorable publicity by issuing official communications regarding
mempublikasikan berita atau kegiatan yang positif. the Company’s condition and disseminating positive news or
activities.
Untuk mencegah dan menangani terjadinya dampak negatif, Bank To prevent and manage potential negative impacts, the Bank
bekerjasama dengan unit kerja internal dengan berkoordinasi collaborates with internal work units and coordinates with
dengan unit pembina sistem pengaduan nasabah, Pemegang the customer complaint management unit, shareholders, and
Saham, Regulator (OJK, BI dan LPS) serta melibatkan media untuk regulators (OJK, BI, and LPS), while also engaging the media to
publikasi pemberitaan yang positif tentang Bank. Adapun PIC publish positive news about the Bank. The designated personnel
Unit Kerja yang bertugas dalam melayani dan menyelesaikan in charge of handling and resolving customer complaints at
penanganan pengaduan konsumen adalah Customer Service (CS) branch offices are the Customer Service (CS) staff and the Branch
dan Kepala Cabang di Kantor Cabang. Selain Kantor Cabang, Managers. In addition to branch offices, the unit responsible for
PIC Unit Kerja yang berfungsi dalam melayani dan menyelesaikan managing customer complaints submitted via telephone is the
pengaduan yang diajukan oleh konsumen melalui telefon Contact Center Unit. The Contact Center Unit is also responsible
dilakukan oleh Unit Contact Center. Unit Contact Center juga for handling complaints received through WhatsApp Banking,
berfungsi dalam menghandle pengaduan yang masuk melalui email, and social media platforms.
Whatsapp Banking, Email serta pengaduan melalui media sosial.
Bank melibatkan Divisi yang tergabung dalam unit kerja Reviewer The Bank involves several divisions within the Reviewer work unit,
yaitu Divisi Compliance, Divisi Risk Management, Divisi Internal including the Compliance Division, Risk Management Division,
Audit serta Unit Kerja Legal, dan sebagai penanggung jawab Internal Audit Division, and the Legal Unit, with the Operational
utama yaitu Divisi Operational Excellence & Customer Experience Excellence & Customer Experience Division serving as the primary
untuk merancang, meninjau, melaksanakan, dan meningkatkan division responsible for designing, reviewing, implementing, and
kualitas mekanisme pengaduan. enhancing the quality of the complaint handling mechanism.
PT Bank Mandiri Taspen
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2024 Sustainability Report
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Apabila terdapat pengaduan, maka penanganan pengaduan In the event of a complaint, the Customer Complaint Resolution
dilaksanakan oleh Unit Penyelesaian Pengaduan Nasabah, Unit carries out the handling process, which refers to the relevant
yaitu Unit kerja terkait, yang memiliki domain dalam masalah work unit with expertise in the issue raised by the customer.
yang disampaikan oleh nasabah, merupakan unit kerja yang This unit is responsible for resolving complaints that have been
bertanggungjawab menyelesaikan pengaduan nasabah yang forwarded by the Customer Complaint Receiving Unit. The
diteruskan oleh Unit Penerima Pengaduan Nasabah. Yang Complaint Resolution Unit may consist of Business Units (Divisions
dimaksudkan sebagai Unit Penyelesaian adalah Unit Bisnis under the Directorate of Business) or Support Units (Divisions
(Divisi yang berada dibawah Direktorat Bisnis) maupun Unit under the Directorate of Finance, Risk & Operations), including
Support (Divisi yang berada di bawah Direktorat Finance, Risk & the Legal Unit, insofar as they are directly related to the issue
Operation) termasuk Unit Legal yang berkaitan langsung dengan submitted by the customer.
permasalahan yang disampaikan oleh nasabah.
Dampak negatif yang telah terjadi, dilakukan upaya remediasi For negative impacts that have occurred, remediation efforts are
dengan cara melakukan service recovery oleh Unit Kerja Penerima undertaken through service recovery by the Customer Complaint
Pengaduan Nasabah dalam standar penerimaan pengaduan Receiving Unit, in accordance with the standard procedures for
nasabah sebagai berikut: handling customer complaints, as follows:
a. Menyampaikan permintaan maaf, empati dan ucapan terima a. Expressing an apology, empathy, and appreciation;
kasih;
b. Memastikan penyelesaian pengaduan nasabah secara tuntas; b. Ensuring the thorough resolution of customer complaints;
c. Memberikan recovery treatment untuk pengaduan tertentu; c. Providing recovery treatment for certain types of complaints;
d. Melakukan follow up tingkat kepuasan nasabah d. Conducting follow-ups to assess customer satisfaction
Untuk recovery treatment dilakukan dengan ketentuan sebagai Recovery treatment is carried out under the following provisions:
berikut:
a. Bank dapat memberikan recovery treatment sebagai ungkapan a. The Bank may provide recovery treatment as an expression of
empati dan perhatian kepada nasabah serta sebagai bagian empathy and care for the customer, as well as part of efforts to
dari upaya memperbaiki hubungan dan mengembalikan restore the relationship and rebuild the customer’s perception
persepsi nasabah terhadap Bank. Dengan demikian, of the Bank. This initiative aims to maintain customer loyalty in
diharapkan nasabah tetap loyal dalam menggunakan produk using the Bank’s products and services. The types of recovery
dan layanan Bank. Jenis recovery treatment yang dapat treatment that may be offered include:
diberikan adalah sebagai berikut:
1) Recovery Letter yang ditandatangani oleh pejabat yang 1) A Recovery Letter signed by an authorized official; and/or;
berwenang, dan atau;
2) Kompensasi finansial yang terkait dengan pengaduan 2) Financial compensation related to the customer’s
nasabah, dan atau; complaint; and/or;
3) Pemberian produk Bank, merchandise Bank/ gift lainnya, 3) The provision of Bank products, Bank merchandise, or
dan atau; other gifts; and/or;
4) Pemberian layanan khusus, seperti Layanan Kunjungan 4) Special services, such as Customer Visit Services, and
Nasabah dan sebagainya others
b. Pemberian recovery treatment harus dilakukan dengan b. The provision of recovery treatment must be carried out with
memperhatikan prinsip transparansi, kriteria yang jelas, tidak due regard to the principles of transparency, clear criteria,
bersifat diskriminatif, dan sejalan dengan ketentuan yang non-discrimination, and alignment with applicable regulations
berlaku
Mekanisme penanganan pengaduan senantiasa dievaluasi oleh The complaint handling mechanism is continuously evaluated
Unit Pengelola Pengaduan Nasabah dalam hal ini oleh Divisi by the Customer Complaint Management Unit, in this case, the
Operational Excellence & Customer Experience sebagai pembina Operational Excellence & Customer Experience Division, as the
sistem Pengelolaan Pengaduan Nasabah dengan melaksanakan supervisor of the Customer Complaint Management System.
pemantauan, evaluasi, dan pelaporan kinerja terkait Layanan This is done through monitoring, evaluation, and performance
Pengaduan yang disampaikan kepada Direksi mengenai proses reporting related to Complaint Services, which is submitted to the
Layanan Pengaduan, serta memberikan rekomendasi untuk Board of Directors. The division also provides recommendations
perbaikan dan pengembangan proses Layanan Pengaduan. for the improvement and development of the complaint handling
Unit Pengelola Pengaduan nasabah juga melakukan evaluasi process. In addition, the Customer Complaint Management
dan review atas implementasi strategi penyelesaian pengaduan Unit conducts evaluations and reviews of the implementation of
nasabah di cabang maupun kantor pusat agar sejalan dengan complaint resolution strategies at branch offices and head office
budaya (culture) dan citra (brand) Bank. to ensure alignment with the Bank’s culture and brand image.
PT Bank Mandiri Taspen
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Laporan Keberlanjutan 2024
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03
Ikhtisar Kinerja
Keberlanjutan
Sustainability Performance Highlight
[OJK B]
PT Bank Mandiri Taspen
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2024 Sustainability Report
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Ikhtisar Kinerja Keberlanjutan [OJK B]
Sustainability Performance Highlight
Kinerja Aspek Ekonomi [OJK B.1]
Economic Performance Aspect
Produk dan Jasa
Products and Services
Dana Pendapatan Laba Tahun
Penyaluran Kredit
Pihak Ketiga (DPK) Bunga Bersih Berjalan
Loan Distribution
2024 Third-Party Funds Net Interest Income Current year Profit
• 10 produk dana / fund products
• 19 produk kredit / loan products
• 10 jasa layanan / services
2023 2024 2024 2024 2024
• 8 produk dana / fund products 48.824.547 46.261.415 3.441.586 1.577.550
• 13 produk kredit / loan products
• 6 jasa layanan / services
2023 2023 2023 2023
2022 44.976.616 41.728.370 3.387.481*) 1.409.403
• 7 produk dana / fund products 2022 2022 2022 2022
• 13 produk kredit / loan products
• 6 jasa layanan / services 40.664.296 36.910.969 3.221.705 1.206.112
Kategori Produk Dalam Jutaan Rupiah Dalam Jutaan Rupiah Dalam Jutaan Rupiah Dalam Jutaan Rupiah
Product Category In Million Rupiah In Million Rupiah In Million Rupiah In Million Rupiah
Kinerja Aspek Lingkungan Hidup
Environmental Performance Aspect [OJK B.2]
2024 2023 2022
Penggunaan Energi Listrik
Electricity Usage
10.734.387 12.241.780 11.393.918 kWh
38.643,79 44.070 41.018 Gigajoule
2024 2023 2022
Penggunaan BBM
1.530.597 1.529.084 4.093.418 Liter / Litre
Use of Fuel
52.346 52.294 139.995 Gigajoule
2024 2023 2022
Penggunaan air PDAM
PDAM Water Usage 90.151 67.209 71.866 m3
2024 2023 2022
Penggunaan Kertas
Paper Use 41.480* 33.672* 2.130 Rim
2024 2023 2022
Pengurangan limbah
Waste reduction - - - Ton
Keterangan / Note:
*) Tahun 2023 dan 2024 mencakup penggunaan kertas di Kantor Pusat dan Kantor Cabang
*) 2023 and 2024 cover paper usage at Head Office and Branch Offices
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Laporan Keberlanjutan 2024
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Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlight
2024 2023 2022
Penyaluran Pembiayaan Berdasarkan Kategori Kegiatan
Usaha Berkelanjutan 34.865.077 32.239.706 29.184.225***)
Distribution of Financing Based on Sustainable Business Activity Categories
Dalam Jutaan Rupiah / In Million Rupiah
Jumlah produk /jasa ramah lingkungan** )
Number of environmentally friendly products/ services** ) 1 1 2
Kegiatan Usaha / Business Activity
Jumlah Pemasok Lokal
Number of Local Suppliers 763 305 290
Perusahaan/mitra / Company/Partner
Biaya TJSL
2.090 1.797 1.431
TJSL Fees
Dalam Jutaan Rupiah / In Million Rupiah
Return on Equity (ROE)
Return on Equity (ROE) 22,89 25,23 27,55
%
* Disajikan kembali
** Produk ramah lingkungan yaitu Tabungan siMantap Reward (produk tabungan yang hadiahnya berupa mobil listrik yang dapat mengurangi emisi karbon)
*** Terdapat pemetaan ulang kategori pembiayaan keuangan berkelanjutan
* Restatement
** Eco-friendly products are siMantap Reward Savings (savings products of which prizes are electric cars that can reduce carbon emissions)
*** There is a remapping of sustainable financial financing categories
Pengurangan Emisi Cakupan 1 dan 2 Pengurangan Intensitas Emisi Cakupan 1 dan 2
Scope 1 and 2 Emission Reductions Scope 1 and 2 Emission Reduction
2024 2.428,59 2024 1,18
2023 5.285,71 2023 1,72
2022 - 2022 -
Ton CO2eq Ton CO2eq/Orang / Ton CO2eq/Person
Pelestarian keanekaragaman hayati Pengaduan lingkungan
Biodiversity Conservation Environmental complaints
Program / Program Kasus / Case
Pelestarian Penyu dengan Program Budidaya
2024 2024 2023 2022
Penyu melalui mesin penetas penyu:
intan & sari box
Nihil / Nil Nihil / Nil Nihil / Nil
Turtle Conservation through a Turtle Hatchery
Program using turtle incubator machines:
intan & sari box
Penanaman 220 Bibit Pohon Kayu Merah di Hutan
2023
Panbil, Batam
Planting 220 Redwood Tree Seedlings in Panbil
Forest, Batam
2022 Gerakan Penanaman 1.000 Pohon untuk Negeri
A Movement to Plant 1000 Trees for the Country
PT Bank Mandiri Taspen
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2024 Sustainability Report
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Kinerja Aspek Sosial [OJK B.3]
Social Performance Aspect
Dampak Positif
2024 2023 2022
Positive Impact
Jumlah Pegawai
Total Number of Employees 3.397 3.136 3.121
Orang / Person
Biaya Tenaga Kerja
Labor Cost 872.052 849.714 910.260
Juta Rupiah / Million Rupiah
Biaya Pengembangan Kompetensi
Competency Development Cost 24.755 29.588 41.269
Juta Rupiah / Million Rupiah
Indeks Kepuasan Karyawan
4,3 4,2 4,1
Employee Satisfaction
Skala 5 / Scale 5
Kepuasan Karyawan
Employee Engagement 85,9 84 82
Persentase / Percentage
Kepuasan Nasabah
Customer Satisfaction 4,26 4,26 4,17
Skala 5 / Scale 5
Dampak Negatif
Negative Impact
Dampak yang ditimbulkan atas kegiatan operasional Bank Mandiri Taspen The impacts arising from the operational activities of Bank Mandiri Taspen
meliputi transaksi di ATM uang tidak keluar namun rekening terdebet. include instances where money is not dispensed from the ATM but the
Upaya penanganan yang dilakukan yaitu dengan melakukan pemeriksaan account is debited. The mitigation efforts include inspecting the condition of
kondisi ATM Bank Mandiri Taspen. Sedangkan, terkait transfer di ATM the Bank Mandiri Taspen ATM. Additionally, there are cases of transfers made
namun rekening terdebet, tidak sampai tujuan, dan transaksi pembelian via ATM that are debited but not successfully transferred, failed transactions
gagal melalui mesin EDC namun rekening terdebet, transaksi gagal melalui through EDC machines but with the account debited, and failed transactions
melalui Mobile Banking. Upaya mitigasi yang dilakukan Bank Mandiri through Mobile Banking. The mitigation measures taken by Bank Mandiri
Taspen yaitu dengan melakukan konfirmasi pada Bank tujuan, serta BI Taspen include confirming with the destination bank, utilizing BI Fast, and
Fast dan melakukan pengecekan dalam sistem internal Bank. Terdapat conducting checks within the Bank’s internal system. There are also negative
pula dampak negatif akibat nasabah tidak memahami terkait karakteristik impacts due to customers not fully understanding the characteristics of certain
produk (terkait tabungan dan kredit). Adapun mitigasi yang dilakukan products (related to savings and credit). The mitigation actions involve branch
adalah petugas di Kantor Cabang wajib memberikan informasi yang baik staff being required to provide clear information about the Bank’s products
terhadap produk bank dan penyampaian informasi produk melalui sarana and delivering product information via official social media channels, as well
sosial media resmi bank serta fliyer dan iklan di setiap Kantor Cabang. as through flyers and advertisements in each branch office. The customer
Pengaduan nasabah yang disampaikan sebagai berikut. complaints are presented as follows.
2024 2023 2022
Pengaduan Nasabah
Pengaduan
Customer Complaint 5.994 5.732 16.484 Complaint
PT Bank Mandiri Taspen
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04 Profil
Perusahaan
Company Profile
[OJK C]
PT Bank Mandiri Taspen
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2024 Sustainability Report
Page 46
Visi, Misi, Dan Nilai Keberlanjutan [OJK C.1]
Vision, Mission, and Sustainability Values
VISI KEBERLANJUTAN
SUSTAINABILITY VISION
Bank Mandiri Taspen telah Menjadi Mitra Terbaik dan
memiliki Visi dan Misi Perusahaan Terpercaya dalam Memberdayakan dan
yang telah selaras dengan Mensejahterakan
Keberlanjutan. To be the best and reliable partner
in empowering and
Bank Mandiri Taspen has established
improving the welfare.
a company Vision and Mission that
are aligned with Sustainability.
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Profil Perusahaan
Company Profile
MISI KEBERLANJUTAN
SUSTAINABILITY MISSIONS
Menciptakan pertumbuhan bisnis dan kesejahteraan melalui produk dan layanan keuangan terbaik.
To create business growth and prosperity through the best financial products and services.
• Peningkatan bisnis pensiun sebagai engine of growth. • Increasing the pension business as an engine of growth.
• Fokus penghimpunan dana melalui retail funding, • Focusing on raising funds through retail funding,
commercial funding dan priority banking. commercial funding and priority banking.
• Pengembangan Low cost network dan national • Developing Low cost network and national expansion.
expansion.
• Memberikan layanan dan produk-produk yang • Providing competitive services and products.
kompetitif.
Fokus pada kebutuhan UMKM dan Pensiunan dengan menyelaraskan kepentingan ekonomi, sosial dan lingkungan.
Focus on the needs of MSMEs and retirees by aligning economic, social and environmental interests.
• End to end layanan pensiun dan peningkatan layanan • End to end retirement services and improvement of
nasabah mikro dan ritel. micro and retail customer service.
• Merekrut, melatih dan mengembangkan sumber daya • Recruiting, training and developing human resources to
manusia untuk mendukung bisnis pensiun dan UMKM. support pension and MSME businesses.
• Memahami kebutuhan nasabah khususnya segmen • Understanding the needs of customers, especially the
pensiun dan UMKM. pension and MSME segments.
• Menciptakan produk dan layanan keuangan • Creating financial products and services for the pension
segmen pensiun dan UMKM dengan menyelaraskan and MSME segments by aligning economic, social and
kepentingan ekonomi, sosial dan lingkungan. environmental interests.
NILAI-NILAI KEBERLANJUTAN SUSTAINABILITY VALUES
Nilai-nilai keberlanjutan diwujudkan dalam semangat Bank Mandiri Taspen untuk
mengelola keuangan berkelanjutan dengan mengedepankan prinsip triple bottom
line (people,profit, dan planet/3P) dalam kegiatan usaha Bank dengan menyeleraskan
Lingkungan, Sosial, dan Tata Kelola (LST).
Sustainability values are embodied in the spirit of Bank Mandiri Taspen to manage
sustainable finance by prioritizing the triple bottom line (people, profit and planet/3P)
principles in the Bank’s business activities by harmonizing Environment, Social and
Governance (LST).
PT Bank Mandiri Taspen
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Identitas Perusahaan [OJK C.2, GRI 2-1, GRI 2-6]
Company Identity
[OJK C.2, GRI 2-1] Nama Perusahaan
Company Name
PT Bank Mandiri Taspen
Nama Panggilan Dasar Hukum Pendirian
Branding Name Legal Basis of Establishment
Bank Mandiri Taspen Didirikan berdasarkan akta No.4 Tanggal
3 November 1992 dihadapan Notaris Ida Bagus Alit
Sudiatmika, SH, dan telah memperoleh keputusan
Tanggal Pendirian Menteri Kehakiman Republik Indonesia tanggal
Date of Estabilishment 2 Juni 1993 No.C2-4581 HT.01.01.TH93
3 November 1992 / November 3, 1992 Established pursuant to Deed No. 4 dated November
3, 1992 made before Notary Ida Bagus Alit
Sudiatmika, SH and has obtained approval of the
Bidang Usaha [GRI 2-6] Minister of Justice of the Republik Indonesia dated
Line of Business June 2, 1993 No. C2-4581 HT.01.01.TH93
Perbankan / Banking
Pencatatan di Bursa Efek Indonesia
Listing on the Indonesia Stock Exchange
Jumlah Pegawai
Perusahaan Tercatat di Bursa Efek Indonesia dengan
Number of Employees menerbitkan obligasi, efektif tanggal 21 Juni 2017
3,397 orang per 31 Desember 2024 / dan Obligasi Berkelanjutan Tahap I, efektif tanggal 18
people as of December 31, 2024 November 2019, serta Obligasi Berkelanjutan Tahap II,
terbit tanggal 28 April 2021.
Modal Dasar Listed Company on the Indonesia Stock Exchange
Authorized Capital by issuing bonds, effective June 21, 2017 and Phase I
Continuous Bonds, effective November 18, 2019, as well
819,650,816,000
Rp as Phase II Continuous Bonds, issued April 28, 2021.
Modal Ditempatkan dan Disetor Penuh Kepemilikan
Issued and Paid-Up Capital Ownership
PT Bank Mandiri (Persero) Tbk 51.098%
819,304,352,500
Rp
PT Taspen (Persero) 48.437%
Status Perusahaan Ida Bagus Made Putra Jandhana 0.465%
Company Status
Perseroan Terbatas Tertutup /
State-Owned Enterprises (BUMN)
Kode Emiten
Issuer Code
BMTP
Data Jaringan Kantor
Office Network Data
1 Kantor Pusat / Headquarter
39 Kantor Cabang / Brach Offices
250 Kantor Cabang Pembantu / Sub-Brach Offices
1 Kantor Fungsional / Functional Offices
PT Bank Mandiri Taspen
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Profil Perusahaan
Company Profile
Akses Informasi [OJK C.2, GRI 2-1]
Information Access
Contact Address Alamat Kantor Pusat
Contact Address Head Office Address
Situs Web: Graha Mantap
https://www.bankmandiritaspen.co.id/ Jl. Proklamasi No.31
Call Center Kecamatan Menteng, Kota Jakarta Pusat,
Mantap Call 14024 Daerah Khusus Ibukota Jakarta 10320 -
Whatsapp Resmi Bank / Bank Official Whatsapp Indonesia
0811 8857 770
Media Sosial / Social Media:
Sekretaris Perusahaan
Bank Mandiri Taspen
Corporate Secretary
@mandiritaspen
Errinto Sahat Pahala Pardede
@bank.mandiritaspen
Bank Mandiri Taspen : (021) 21231772
Bank Mandiri Taspen
: (021) 21231984
: corporate.secretary@bankmandiritaspen.co.id
PT Bank Mandiri Taspen
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2024 Sustainability Report
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Skala Perusahaan [OJK C.3]
Company Scale
Uraian Satuan
Description Unit
2024 2023 2022
Total Aset [OJK C.3] Dalam Jutaan Rupiah
66.232.344 60.542.415 53.915.055
Total Assets In Million Rupiah
Total Liabilitas [OJK C.3] Dalam Jutaan Rupiah
58.444.320 54.125.690 48.831.547
Total Liabilities In Million Rupiah
Total Ekuitas [OJK C.3] Dalam Jutaan Rupiah
7.788.024 6.416.725 5.083.508
Total Equity In Million Rupiah
Total Kapitalisasi (Liabilitas, Hak
Minoritas, dan Ekuitas) [OJK C.3] Dalam Jutaan Rupiah
66.232.344 60.542.415 53.915.055
Total Capitalization (Liabilities, In Million Rupiah
Minority Interests and Equity)
Jumlah Pegawai [OJK C.3, GRI 2-7] Orang
3.397 3.136 3.121
Number of Employees People
• PT Bank Mandiri (Persero) • PT Bank Mandiri (Persero) • PT Bank Mandiri (Persero)
Tbk 51,098% Tbk 51,098% Tbk 51,098%
• PT Taspen (Persero) • PT Taspen (Persero) • PT Taspen (Persero)
48,437% 48,437% 48,437%
Nama Pemegang Saham dan • Ida Bagus Made Putra • Ida Bagus Made Putra • Ida Bagus Made Putra
Persentase [OJK C.3] Jandhana 0,465% Jandhana 0,465% Jandhana 0,465%
Name of Shareholders and • PT Bank Mandiri (Persero) • PT Bank Mandiri (Persero) • PT Bank Mandiri (Persero)
Percentage Tbk 51,098% Tbk 51,098% Tbk 51,098%
• PT Taspen (Persero) • PT Taspen (Persero) • PT Taspen (Persero)
48,437% 48,437% 48,437%
• Ida Bagus Made Putra • Ida Bagus Made Putra • Ida Bagus Made Putra
Jandhana 0,465% Jandhana 0,465% Jandhana 0,465%
• 10 produk dana
• 19 produk kredit
• 8 produk dana • 7 produk dana
beserta dengan produk
• 13 produk kredit • 13 produk kredit
Produk/unit layanan turunannya
Jumlah produk dan jasa [OJK C.3] • 6 jasa layanan • 6 jasa layanan
Products/ service • 10 jasa layanan
Number of products and services • 8 fund products • 7 fund products
units • 10 fund products • 13 loan products • 13 loan products
• 19 credit products along • 6 services • 6 services
with derivative products
• 10 services
Informasi Mengenai Karyawan Information On Employees
[OJK C.3, GRI 2-7, 2-8] [OJK C.3, GRI 2-7, 2-8]
Sampai dengan 31 Desember 2024, jumlah total pegawai Bank As of December 31, 2024, the total number of employees at
Mandiri Taspen adalah 3.397 orang, yang terdiri atas 2.657 orang Bank Mandiri Taspen was 3,397, consisting of 2,657 permanent
pegawai tetap dan 740 orang pegawai kontrak. Pegawai tetap employees and 740 contract employees. Permanent employees
merupakan pegawai yang dipekerjakan untuk waktu yang tidak are those hired for an indefinite period, with a permanent
ditentukan, dengan hubungan kerja yang bersifat permanen. employment relationship. Meanwhile, contract employees are
Sedangkan, pegawai kontrak merupakan pegawai yang hired based on a fixed-term employment agreement. All employees
dipekerjakan berdasarkan perjanjian kerja dengan jangka waktu of Bank Mandiri Taspen are full-time employees. The Bank does
tertentu. Seluruh pegawai Bank Mandiri Taspen merupakan not classify its employees as full-time or part-time, and it does
pegawai penuh waktu. Bank tidak membagi pegawai berdasarkan not employ any non-guaranteed hours employees. In addition to
penuh waktu dan paruh waktu serta tidak mempekerjakan permanent and contract employees, Bank Mandiri Taspen also
PT Bank Mandiri Taspen
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Profil Perusahaan
Company Profile
pegawai non-guaranted hours employee. Selain pegawai tetap engages 1,690 outsourced workers and 231 interns. Outsourced
dan kontrak, Bank Mandiri Taspen juga mempekerjakan sebanyak workers are assigned to roles such as security, administration,
1.690 orang pekerja alih daya dan 231 orang pekerja magang. housekeeping, driving, call center, and technical services. Interns
Pekerja alih daya ditempatkan pada pekerjaan security, admin, are placed in frontliner and administrative positions.
pramubakti, driver, call center, dan teknisi. Pekerja magang
ditempatkan pada bagian frontliner dan admin.
Metode penyajian laporan menggunakan in head count pada The reporting method used is based on headcount as of the end of
akhir periode pelaporan. Jumlah pegawai tahun 2024 bertambah the reporting period. The number of employees in 2024 increased
261 orang atau 8,32% dibanding tahun 2023. Tidak terdapat by 261 individuals or 8.32% compared to 2023. There were no
fluktuasi yang signifikan terkait jumlah pegawai selama periode significant fluctuations in the number of employees during the
pelaporan. Posisi jumlah karyawan per 31 Desember tahun 2022, reporting period. The employee headcount as of December 31
2023, dan 2024. Demografi karyawan selengkapnya disajikan for the years 2022, 2023, and 2024 is presented below. Detailed
dalam tabel-tabel berikut: employee demographics are provided in the following tables.
Komposisi Pegawai Berdasarkan Jenis Composition of Employees Based on
Kelamin Gender
Tabel Komposisi Pegawai Berdasarkan Jenis Kelamin
Table of Employees Composition Based on Gender (dalam satuan orang / in units of people)
Jenis Kelamin
Gender
2024 2023 2022
Pria
1.691 1.694 1.708
Male
Wanita
1.700 1.442 1.413
Female
Jumlah
3.397 3.136 3.121
Total
Komposisi Pegawai Berdasarkan Level Composition of Employees Based on the
Organisasi dan Jenis Kelamin Organization Level and Gender
Tabel Komposisi Pegawai Berdasarkan Level Organisasi dan Jenis Kelamin
Table of Employees Composition Based on the Organization Level and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Level Organisasi
Organization Level Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Non Grade - - - - - - - - -
Grade A 18 1 19 22 1 23 21 1 22
Grade PP1-PP3 776 1 189 1 965 842 1.046 1.888 844 1026 2.714
Grade PM1-PM3 109 105 214 51 52 103 51 55 106
Grade PS1-PS3 18 13 31 19 13 32 19 14 33
Grade D0-D4 699 372 1.036 694 317 1.011 707 304 1.011
Grade E1-E3 77 20 97 13 66 79 66 13 79
Jumlah
1.697 1.700 3.397 1.641 1.495 3.136 1.708 1.413 3.121
Total
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Komposisi Pegawai Berdasarkan Usia dan Composition of Employees Based on Age
Jenis Kelamin Range and Gender
Tabel Komposisi Pegawai Berdasarkan Usia dan Jenis Kelamin
Table of Employees Composition Based on age Range and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Usia
Age Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
<26 tahun
137 462 599 110 265 375 142 322 464
<26 years old
26 – 30 tahun
419 585 1.004 463 604 1.067 546 611 1157
26 – 30 years old
31 – 35 tahun
493 409 902 477 339 816 427 275 702
31 – 35 years old
36 – 40 tahun
277 113 390 289 107 396 269 99 368
36 – 40 years old
41 – 45 tahun
208 76 284 198 78 276 184 63 247
41 – 45 years old
46 – 50 tahun
87 35 122 73 30 103 64 22 86
46 – 50 years old
51 – 55 tahun
40 14 54 45 11 56 44 12 56
51 – 55 years old
56 – 60 tahun
35 6 41 34 6 40 27 7 34
56 – 60 years old
>60 tahun
1 0 1 5 2 7 5 2 7
>60 years old
Jumlah
1.697 1.700 3.397 1.694 1.442 3.136 1.708 1.413 3.121
Total
Komposisi Pegawai Berdasarkan Tingkat Composition of Employees Based on
Pendidikan dan Jenis Kelamin Education Level and Gender
Tabel Komposisi Pegawai Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Table of Employees Composition Based on Education Level and Gender (dalam satuan orang / in units of people)
Tingkat 2024 2023 2022
Pendidikan
Education Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Level Male Female Male Female Male Female
SMP
1 1 2 1 1 2 1 1 2
Junior High School
SMA
50 37 87 62 43 105 70 49 119
Senior High School
Diploma
133 184 317 143 160 303 155 153 308
Diploma
Sarjana
1.466 1.442 2.908 1.438 1.211 2.649 1443 1186 2629
Bachelor
Pasca Sarjana
47 36 83 50 27 77 39 24 63
Postgraduate
Jumlah
1.697 1.700 3.397 1.694 1.442 3.136 1.708 1.413 3.121
Total
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Profil Perusahaan
Company Profile
Komposisi Pegawai Berdasarkan Status Composition of Employees Based on
Kepegawaian dan Jenis Kelamin Employment Status and Gender
Tabel Komposisi Pegawai Berdasarkan Status Kepegawaian dan Jenis Kelamin
Table of Employees Composition Based on Employment Status and Gender (dalam satuan orang / in units of people)
Status
2024 2023 2022
Kepegawaian
Pria Wanita Pria Wanita Pria Wanita
Employment Status Total Total Total
Male Female Male Female Male Female
Pegawai Tetap
1.450 1.207 2.657 1.361 1.094 2.455 1.251 992 2.243
Permanent Employee
Pegawai Tidak Tetap
(Kontrak)
247 493 740 333 348 681 457 421 878
Non-Permanent Employee
(Contract)
Jumlah
1.697 1.700 3.397 1.694 1.442 3.136 1.708 1.413 3.121
Total
Komposisi Pegawai Berdasarkan Wilayah Composition of Employees Based on Work
Kerja dan Jenis Kelamin Area and Gender
Tabel Komposisi Pegawai Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Employees Composition Based on Work Area and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 142 174 316 152 135 287 187 161 348
Distribution 2 117 124 241 125 94 219 257 191 448
Distribution 3 132 143 275 117 117 234 319 260 579
Distribution 4 121 97 218 124 81 205 188 242 430
Distribution 5 152 170 322 156 124 280 160 192 352
Distribution 6* 160 163 323 156 143 299 106 71 177
Distribution 7* 169 236 405 176 225 401 114 70 184
Distribution 8** 105 104 209 113 79 192 - - -
Distribution 9** 159 194 353 155 182 337 - - -
Kantor Pusat
440 295 735 420 262 682 377 226 603
Head Office
Grand Total 1.697 1.700 3.397 1.694 1.442 3.136 1.708 1.413 3.121
* Distribution 6 dan Distribution 7 terbentuk pada tahun 2022 * Distribution 6 and Distribution 7 were formed in 2022
** Distribution 8 dan Distribution 9 terbentuk pada tahun 2023 ** Distribution 8 and Distribution 9 were formed in 2023
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2024 Sustainability Report
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Komposisi Pegawai Tetap Berdasarkan Composition of Permanent Employee
Wilayah Kerja dan Jenis Kelamin Based on Work Area and Gender
Tabel Komposisi Pegawai Tetap Berdasarkan Wilayah Wilayah Kerja dan Jenis Kelamin
Table of Permanent Employee Composition Based on Work Area and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 118 112 20 120 92 212 128 105 233
Distribution 2 99 76 175 98 67 165 181 125 306
Distribution 3 106 91 197 88 77 165 239 185 424
Distribution 4 98 63 161 91 58 149 163 222 385
Distribution 5 124 100 224 126 89 215 107 111 218
Distribution 6* 136 121 257 124 110 234 78 48 126
Distribution 7* 158 198 356 164 208 372 70 39 109
Distribution 8** 77 54 131 77 48 125 - - -
Distribution 9** 129 135 264 118 128 246 - - -
Kantor Pusat
405 257 662 355 217 572 287 158 445
Head Office
Grand Total 1.450 1.207 2.657 1.361 1.094 2.455 1.253 993 2.246
* Distribution 6 dan Distribution 7 terbentuk pada tahun 2022 * Distribution 6 and Distribution 7 were formed in 2022
** Distribution 8 dan Distribution 9 terbentuk pada tahun 2023 ** Distribution 8 and Distribution 9 were formed in 2023
Komposisi Pegawai Tidak Tetap (Kontrak) Composition of Contract Employee Based
Berdasarkan Wilayah Kerja dan Jenis on Work Area and Gender
Kelamin
Tabel Komposisi Pegawai Tidak Tetap (Kontrak) Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Contract Employee Composition Based on Work Area and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 24 62 86 32 43 75 59 56 115
Distribution 2 18 48 66 27 27 54 76 66 142
Distribution 3 26 52 78 29 40 69 80 75 155
Distribution 4 23 34 57 33 23 56 25 20 45
Distribution 5 28 70 98 30 35 65 53 81 134
Distribution 6* 24 42 66 32 33 65 28 23 51
Distribution 7* 11 38 49 12 17 29 44 31 75
Distribution 8** 28 50 78 36 31 67 - - -
Distribution 9** 30 59 89 37 54 91 - - -
Kantor Pusat
35 38 73 65 45 110 90 68 158
Head Office
Grand Total 247 493 740 333 348 681 455 420 875
* Distribution 6 dan Distribution 7 terbentuk pada tahun 2022 * Distribution 6 and Distribution 7 were formed in 2022
** Distribution 8 dan Distribution 9 terbentuk pada tahun 2023 ** Distribution 8 and Distribution 9 were formed in 2023
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Profil Perusahaan
Company Profile
Komposisi Karyawan Non Pegawai Composition of Non-Employee (Internship
(Magang dan Alih Daya) Berdasarkan And Outsourcing) Based on Work Area and
Wilayah Kerja dan Jenis Kelamin Gender
Tabel Komposisi Pekerja Magang Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Internship Composition based on Work Area and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 3 26 29 4 43 47 4 44 48
Distribution 2 1 13 14 4 29 33 11 60 71
Distribution 3 5 15 20 5 31 36 15 87 102
Distribution 4 3 26 29 5 36 41 2 15 17
Distribution 5 3 24 27 6 42 48 4 55 59
Distribution 6* 4 43 47 5 57 62 2 25 27
Distribution 7* - 7 7 4 21 25 2 29 31
Distribution 8** - 12 12 1 29 30 - - -
Distribution 9** 5 40 45 5 63 68 - - -
Kantor Pusat
1 - 1 1 4 5 - 4 4
Head Office
Grand Total 25 206 231 40 355 395 40 319 359
* Distribution 6 dan Distribution 7 terbentuk pada tahun 2022 * Distribution 6 and Distribution 7 were formed in 2022
** Distribution 8 dan Distribution 9 terbentuk pada tahun 2023 ** Distribution 8 and Distribution 9 were formed in 2023
Tabel Komposisi Pekerja Alih Daya Berdasarkan Wilayah Penempatan dan Jenis Kelamin
Table of Outsourced Worker Composition based on Work Area and Gender (dalam satuan orang / in units of people)
2024 2023 2022
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 163 12 175 169 16 185 185 19 204
Distribution 2 127 7 134 127 8 135 248 20 268
Distribution 3 137 7 144 135 8 143 352 22 374
Distribution 4 132 6 138 131 7 138 215 15 230
Distribution 5 184 16 200 187 14 201 207 5 212
Distribution 6* 165 14 179 168 12 180 108 8 116
Distribution 7* 222 21 243 222 20 242 100 14 114
Distribution 8** 110 13 123 106 14 120 - - -
Distribution 9** 215 6 221 214 5 219 - - -
Kantor Pusat
101 32 133 103 25 128 107 15 122
Head Office
Grand Total 1.556 134 1.690 1.562 129 1.691 1.522 118 1.640
* Distribution 6 dan Distribution 7 terbentuk pada tahun 2022 * Distribution 6 and Distribution 7 were formed in 2022
** Distribution 8 dan Distribution 9 terbentuk pada tahun 2023 ** Distribution 8 and Distribution 9 were formed in 2023
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2024 Sustainability Report
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Wilayah Operasional
dan Pasar yang Dilayani
Operational Area and Markets Served [OJK C.2, OJK C.3, GRI 2-1]
Per 31 Desember 2024, Bank Mandiri Taspen
memiliki 1 (satu) Kantor Pusat Operasional, 39
Kantor Cabang, 250 Kantor Cabang Pembantu,
dan 12.892 jaringan ATM yang telah tersebar
di seluruh wilayah di Indonesia. Alamat kantor
cabang dan kantor perwakilan dapat dilihat
pada bab Profil Perusahaan pada Laporan
Tahunan.
As of December 31, 2024, Bank Mandiri
Taspen operated 1 (one) Head Office, 39
Branch Offices, 250 Sub-Branch Offices, and
12,892 ATM networks across various regions
throughout Indonesia. The addresses of branch
offices and representative offices can be found
in the Company Profile section of the Annual
Report.
Tabel Jaringan Kantor Bank Mandiri Taspen 5 (Lima) Tahun Terakhir
Table of the Last 5 Years Bank Mandiri Taspen’s Office Network
Jenis Kantor 2024 2023 2022 2021 2020 Office Type
Kantor Pusat Operasional 1 1 1 1 1 Operational Headquarters
Koordinator Wilayah 9 9 7 5 5 Regional Coordinator
Kantor Cabang 39 39 40 41 41 Branch Office
Kantor Cabang Pembantu 250 251 247 240 64 Sub-branch Office
Kantor Kas* - - - - 112 Cash Office*
Kantor Fungsional 1 1 3 3 56 Functional Office
Kantor Cabang Pembantu Mobile *
- - 148 148 152 Mobile Sub-Branch Office *
ATM **
12,892 15,344 13,068 15,344 15,344 ATM**
*
Sesuai Peraturan otoritas Jasa Keuangan (POJK) Nomor 12/POJK.03/2021 tentang Bank Umum, Kantor kas dan Kantor Cabang Pembantu Mobile dicatatkan sebagai KCP.
In accordance with OJK Regulation Number 12/POJK.03/2021 concerning Commercial Banks, Cash Offices and Mobile Sub-Branch Offices are registered as KCP.
**
Pada tahun 2016 Bank Mandiri Taspen mulai memanfaatkan jaringan ATM Bank Mandiri.
In 2016 Bank Mandiri Taspen began to utilize the Bank Mandiri ATM network.
Keterangan: Bersamaan dengan pemindahan alamat Kantor Pusat Ke Jakarta dari Bali, Ijin KPO dipisah menjadi KP dan KC sesuai dengan ketentuan pemindahan alamat KP
Note: in conjunction with the relocation of the Head Office address to Jakarta from Bali, the KPO license was separated into Head Office (HO) and Branch Office (BO) in accordance
with the KP address transfer provisions
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Profil Perusahaan
Company Profile
Data Jaringan Kantor per Provinsi Tahun 2024
Table of Office Network Data per Province in 2024
Izin Kantor
Office Permit
Distribution
Provinsi
Province Grand
KPO KC KCP KF
Total
Nanggroe Aceh Darussalam 0 0 0 0 0
Sumatera Utara / North Sumatera 0 2 14 0 16
Distribution 1 Sumatera Barat / West Sumatera 0 1 7 0 8
Riau 0 1 6 0 7
Kepulauan Riau 0 1 1 0 2
Jambi 0 1 4 0 5
Bengkulu 0 1 4 0 5
Distribution 2 Sumatera Selatan / South Sumatera 0 1 6 0 7
Lampung 0 1 6 0 7
Bangka Belitung 0 0 2 0 2
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Izin Kantor
Office Permit
Distribution
Provinsi
Province Grand
KPO KC KCP KF
Total
Banten 0 1 5 0 6
Distribution 3
DKI Jakarta (JABODEBEK) 1 2 17 0 20
Distribution 4 Jawa Barat / West Java 0 3 24 0 27
Daerah Istiwewa Yogyakarta 0 1 5 0 6
Distribution 5
Jawa Tengah / Central Java 0 4 30 0 34
Distribution 6 Jawa Timur / East Java 0 4 35 0 39
Bali 0 2 21 1 24
Distribution 7 Nusa Tenggara Barat 0 1 6 0 7
Nusa Tenggara Timur 0 1 7 0 8
Kalimantan Barat / West Kalimantan 0 1 5 0 6
Kalimantan Selatan / South Kalimantan 0 1 4 0 5
Distribution 8 Kalimantan Tengah / Central Kalimantan 0 1 4 0 5
Kalimantan Timur / East Kalimantan 0 1 3 0 4
Kalimantan Utara / North Kalimantan 0 0 2 0 2
Sulawesi Utara / North Sulawesi 0 1 4 0 5
Gorontalo 0 0 1 0 1
Sulawesi Barat / West Sulawesi 0 0 2 0 2
Sulawesi Selatan / South Sulawesi 0 1 9 0 10
Sulawesi Tengah / Central Sulawesi 0 1 4 0 5
Sulawesi Tenggara / Southeast Sulawesi 0 1 4 0 5
Maluku 0 1 2 0 3
Distribution 9
Maluku Utara / North Maluku 0 0 1 0 1
Papua Barat / West Papua 0 1 0 0 1
Papua 0 1 2 0 3
Papua Tengah / Central Papua 0 0 1 0 1
Papua Pegunungan / Papua Mountain 0 0 0 0 0
Papua Selatan / South Papua 0 0 1 0 1
Papua Barat Daya / Southwest Papua 0 0 1 0 1
Grand Total 1 39 250 1 291
KPO : Kantor Pusat Operasional / Operational Headquarters KCP : Kantor Cabang Pembantu / Sub-branch Office
KC : Kantor Cabang / Branch Office KF : Kantor Fungsional / Functional Office
KPO : Kantor Pusat Operasional / Operational Headquarters KCP : Kantor Cabang Pembantu / Sub-branch Office
KC : Kantor Cabang / Branch Office KF : Kantor Fungsional / Functional Office
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Profil Perusahaan
Company Profile
Produk, Layanan dan Kegiatan Usaha
yang Dijalankan [OJK C.4, GRI 2-6]
Products, Services, and Operated Business Activities
Bank Mandiri Taspen telah menjalankan kegiatan usahanya dalam Bank Mandiri Taspen has conducted its business activities in the
bidang bank umum sesuai dengan pasal 3 Anggaran Dasar. field of commercial banking in accordance with Article 3 of its
Seluruh kegiatan usaha menurut Anggaran Dasar telah dijalankan Articles of Association. All business activities stipulated in the
oleh Bank Mandiri Taspen. Informasi mengenai kegiatan usaha Articles of Association have been carried out by Bank Mandiri
Bank sesuai Anggaran Dasar telah disajikan secara lengkap pada Taspen. Detailed information regarding the Bank’s business
Bagian Profil Perusahaan Laporan Tahunan. activities as stated in the Articles of Association is presented in the
Company Profile section of the Annual Report.
Produk dan jasa yang dimiliki oleh Bank Mandiri Taspen terdiri The products and services offered by Bank Mandiri Taspen consist
atas: of:
Jenis Produk Nama Produk
Product Type Product Name
• Tabungan siMantap • Tabungan siMantap
• Tabungan siMantap Pensiun • Tabungan siMantap Pensiun
• Tabungan siMantap Berjangka (TSB) • Tabungan siMantap Berjangka (TSB)
Produk Dana • Tabungan siMantap Reward (SMARD) • Tabungan siMantap Reward (SMARD)
Fund Products • TabunganKu • TabunganKu
• Deposito • Deposito
• Deposito Pro • Deposito Pro
• Giro • Giro
• Kredit Mantap Pensiun (KMP) • Kredit Mantap Pensiun (KMP)
• Kredit Mantap Pra Pensiun (KMPP) • Kredit Mantap Pra Pensiun (KMPP)
• New Kredit Mantap Pra Pensiun (New KMPP) • New Kredit Mantap Pra Pensiun (New KMPP)
• Kredit Mantap Pra Pensiun Usaha (KMPP Usaha) • Kredit Mantap Pra Pensiun Usaha (KMPP Usaha)
• New Kredit Mantap Pra Pensiun Usaha (New KMPP Usaha) • New Kredit Mantap Pra Pensiun Usaha (New KMPP Usaha)
• Kredit Mantap Usaha Pensiun (KMUP) • Kredit Mantap Usaha Pensiun (KMUP)
• Kredit Serbaguna Mantap (KSM) • Kredit Serbaguna Mantap (KSM)
• Kredit Serbaguna Mantap Perjanjian Kerja Waktu Tertentu • Kredit Serbaguna Mantap Perjanjian Kerja Waktu Tertentu
(KSM-PKWT) (KSM-PKWT)
Produk Kredit • Kredit Usaha Mantap (KUM) • Kredit Usaha Mantap (KUM)
Loan Products • Kredit Komunitas Mantap (KKM) • Kredit Komunitas Mantap (KKM)
• Kredit Mantap Sejahtera (KMS) • Kredit Mantap Sejahtera (KMS)
• Kredit Usaha Rakyat (KUR) Mikro • Kredit Usaha Rakyat (KUR) Mikro
• Kredit Modal Kerja Retail Mantap (KMK-RM) • Kredit Modal Kerja Retail Mantap (KMK-RM)
• Kredit Investasi Retail Mantap (KI-RM) • Kredit Investasi Retail Mantap (KI-RM)
• Kredit Konsumtif Retail Mantap (KK-RM) • Kredit Konsumtif Retail Mantap (KK-RM)
• Kredit Agunan Tunai • Kredit Agunan Tunai
• Kredit Tanpa Agunan Pegawai Tetap Aktif • Kredit Tanpa Agunan Pegawai Tetap Aktif
• Kredit Tanpa Agunan Pegawai Kontra Aktif • Kredit Tanpa Agunan Pegawai Kontra Aktif
• Kredit Kendaraan Bermotor Joint Financing • Kredit Kendaraan Bermotor Joint Financing
• Mantap Cash Management • Mantap Cash Management
• Movin by Bank Mandiri Taspen • Movin by Bank Mandiri Taspen
• Referensi Bank • Bank Reference
Jasa Layanan • Transfer • Transfer
Services • Layanan Pembayaran (Online Payment) • (Online Payment)
• Inkaso • Inkaso
• Agen Penjual Efek Reksa Dana • Mutual Fund Securities Selling Agent
• WhatsApp Banking • WhatsApp Banking
Informasi terkait penjelasan produk dan jasa telah disajikan Information related to product and service explanations has been
secara rinci pada Laporan Tahunan bagian Profil Perusahaan. presented in detail in the Annual Report, Company Profile section.
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Rantai Pasok dan Relasi Bisnis Lainnya [GRI 2-6]
Supply Chain and Other Business Relations
Dalam menjalankan operasionalnya, Bank Mandiri Taspen bekerja In carrying out its operations, Bank Mandiri Taspen collaborates
sama dengan berbagai pemasok barang dan jasa untuk memenuhi with various suppliers of goods and services to meet its needs. The
kebutuhannya. Bank berupaya memilih pemasok lokal yang Bank strives to select local suppliers located near its operational
berlokasi dekat dengan kantor operasional, sehingga selain dapat offices, which not only empowers the local economy but also
memberdayakan perekonomian lokal, juga memungkinkan untuk allows for more affordable pricing due to geographical proximity.
mendapatkan harga yang lebih terjangkau berkat kedekatan In addition, by partnering with local suppliers, the Bank also
geografis. Selain itu, dengan menggandeng pemasok lokal, Bank contributes to reducing its carbon footprint—namely, greenhouse
turut berkontribusi dalam mengurangi jejak karbon, yaitu emisi gas emissions, including carbon dioxide—generated during the
gas rumah kaca, termasuk karbondioksida, yang dihasilkan dalam procurement of goods and services. The procurement process
proses pengadaan barang dan jasa. Proses pengadaan barang at Bank Mandiri Taspen refers to the Procurement Standard
dan jasa Bank Mandiri Taspen mengacu pada Standar Prosedur Procedure Number SP/060/XII/2024 dated December 20, 2024.
Procurement Nomor SP/060/XII/2024 tanggal 20 Desember 2024.
Dalam laporan ini, pemasok lokal merujuk pada pemasok yang In this report, local suppliers refer to those domiciled and operating
berdomisili dan menjalankan usahanya di Indonesia. Sementara in Indonesia. Meanwhile, suppliers domiciled and operating
itu, pemasok yang berdomisili dan beroperasi di luar Indonesia outside of Indonesia are categorized as foreign suppliers. Based
akan digolongkan sebagai pemasok luar negeri. Berdasarkan on these categories, the following is the number of suppliers and
kategori tersebut, berikut adalah jumlah pemasok dan nilai the value of their contracts over the past three years.
kontraknya selama tiga tahun terakhir.
Tabel Pemasok Barang dan Jasa tahun 2022-2024
Table of Suppliers of Goods and Services for 2022-2024
Jumlah Pemasok Nilai Kontrak (Dalam Jutaan Rupiah)
Keterangan Number of Suppliers Contract Value (In Million Rupiah)
Description
2024 2023 2022 2024 2023 2022
Pemasok Lokal
763 305 270 388.740 535.907 167.007
Local Suppliers
Pemasok Luar Negeri
2 0 0 1.787 0 0
Overseas Suppliers
Jumlah
765 305 270 390.527 535.907 167.007
Total
Tabel Jenis Pemasok
Table of Supplier Type
Jumlah Pemasok
Keterangan Number of Suppliers
Description
2024 2023 2022
IT 306 268 220
Non-IT 349 295 212
Konstruksi
110 102 90
Construction
Jumlah
765 665 522
Total
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Profil Perusahaan
Company Profile
Pada tahun 2024, Bank Mandiri Taspen telah melakukan survei In 2024, Bank Mandiri Taspen conducted a vendor/supplier
kepuasan vendor/pemasok untuk tahun 2024 yang bertujuan satisfaction survey aimed at assessing the level of satisfaction
untuk mengetahui tingkat kepuasan pemasok/vendor terhadap among suppliers regarding the cooperation established. The result
kerja sama yang terjalin. Adapun hasil survei kepuasan pemasok of the 2024 supplier satisfaction survey was 105.5, which falls
di tahun 2024 yaitu sebesar 105,5 atau masuk ke dalam kategori into the “Strong” category. This result shows an improvement
“Strong”. Hasil survei kepuasan ini meningkat dibandingkan compared to 2023, which recorded a score of 105. As of
dengan tahun 2023 yaitu sebesar 105. Sampai dengan 31 December 31, 2024, Bank Mandiri Taspen does not have any
Desember 2024, Bank Mandiri Taspen tidak memiliki entitas hilir. downstream entities.
Selain dengan berbagai pemasok, Bank Mandiri Taspen menjalin In addition to collaborating with various suppliers, Bank Mandiri
kerja sama dengan PT ASABRI yang merupakan BUMN pengelola Taspen also partners with PT ASABRI, a state-owned enterprise
asuransi dan pembayaran pensiun khusus untuk Prajurit TNI, that manages insurance and pension payments specifically for
Anggota Polri, PNS Kementerian Pertahanan Republik Indonesia members of the Indonesian National Armed Forces (TNI), the
dan POLRI. Di samping itu, Bank Mandiri Taspen juga menjalin National Police (Polri), and State Civil Apparatus of the Ministry of
kerja sama dengan Dapen BUMN sebagai institusi pengelola Defense and the National Police. In addition, Bank Mandiri Taspen
pembayaran manfaat pensiun untuk pensiunan pegawai BUMN. cooperates with SOE Pension Funds (Dapen BUMN) as institutions
that manage pension benefit payments for retired employees of
state-owned enterprises.
Keanggotaan Asosiasi [OJK C.5, GRI 2-28]
Association Memberships
Sebagai lembaga jasa keuangan, Bank Mandiri Taspen turut As a financial services institution, Bank Mandiri Taspen is a
bergabung dan aktif dalam berbagai asosiasi atau lembaga member of and actively participates in various associations or
yang relevan dengan bidang usaha utama perusahaan. Dengan organizations relevant to the company’s core business. Through
keanggotaan ini, Bank dapat mengikuti perkembangan terkini, this membership, the Bank is able to stay up to date with current
isu atau topik yang sedang hangat, serta saling berbagi informasi developments, trending issues or topics, as well as exchange
dan memberikan saran atau masukan demi kemajuan bersama. information and provide input or suggestions for mutual
Sepanjang tahun 2024, Bank Mandiri Taspen terdaftar dalam advancement. Throughout 2024, Bank Mandiri Taspen was
asosiasi, perhimpunan, atau lembaga nasional berikut: registered with the following national associations, organizations,
or institutions:
Nama Asosiasi Cakupan Asosiasi
Status
Association Name Association Coverage
BMPD (Badan Musyawarah Perbankan Daerah) Bali Nasional Anggota
BMPD (Regional Banking Consultative Body) Bali National Member
Perbanas Nasional Anggota
Perbanas National Member
Ikatan Bankir Indonesia (IBI) Nasional Anggota
Indonesian Bankers Association (IBI) National Member
Badan Musyawarah Perbankan Daerah (BMPD) Nasional Anggota
Regional Banking Consultative Body (BMPD) National Member
Forum Komunikasi Lembaga Jasa Keuangan (FKLJK) Nasional Anggota
Communication Forum for Financial Services Institution (FKLJK) National Member
Lembaga Alterntif Pernyelesaian Sangketa Perbankan Indonesia (LAPSI) Nasional Anggota
Alternative Indonesian Banking Dispute Resolution Institution (LAPSI) National Member
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Nama Asosiasi Cakupan Asosiasi
Status
Association Name Association Coverage
Asosiasi Sistem Pembayaran Indonesia (ASPI) Nasional Anggota
Indonesian Payment System Association (ASPI) National Member
Forum Komunikasi Direktur Kepatuhan Perbankan (FKDKP) Nasional Anggota
Banking Compliance Director Communication Forum (FKDKP) National Member
Forum Komunikasi Direktur Operasional Perbankan (FKDOP) Nasional Anggota
Banking Operations Director Communication Forum (FKDOP) National Member
Ikatan Akuntan Indonesia (IAI) Nasional Anggota
Indonesian Accountants Association (IAI) National Member
Association Cambiste Internationale (ACI) Internasional Anggota
Association Cambiste Internationale (ACI) International Member
Perubahan Perusahaan yang Bersifat Signifikan
Pada Organisasi [OJK C.6, GRI 2-6]
Company’s Significant Changes Toward Organization
Hingga akhir periode pelaporan, terdapat perubahan yang bersifat By the end of the reporting period, there were significant changes
signifikan pada perusahaan yaitu dengan adanya penutupan 1 within the company, including the closure of one (1) sub-branch
(satu) kantor cabang pembantu, perubahan 1 (satu) kantor cabang office, the upgrading of one (1) sub-branch office to a branch
pembantu menjadi kantor cabang, dan perubahan 1 (satu) kantor office, and the downgrading of one (1) branch office to a sub-
cabang menjadi kantor cabang pembantu. branch office.
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05
Penjelasan
Direksi
Directors’ Explanation
[OJK D.1, GRI 2-22]
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Penjelasan Direksi
Directors’ Explanation
Pemegang saham dan
pemangku kepentingan yang
kami hormati,
Puji syukur tak lupa kami
panjatkan atas kehadirat
Tuhan yang Maha Esa, karena
atas berkah dan karunia-Nya
Bank Mandiri Taspen mampu
melewati tahun 2024
dengan baik. Selama tahun
2024, Bank Mandiri Taspen
berhasil mencapai beberapa
prestasi dan keberhasilan
keberlanjutan yang tidak
lepas dari dukungan dan
kepercayaan para pemangku
kepentingan kepada Bank,
serta kerja keras dari seluruh
insan Bank.
Distinguished Shareholders and
Stakeholders,
First and foremost, we offer our
highest praise and gratitude to God
Almighty, for it is by His blessings and
grace that Bank Mandiri Taspen was
able to successfully navigate the
year of 2024. Throughout 2024, Bank
Mandiri Taspen achieved several
accomplishments and sustainability
milestones—achievements that would
not have been possible without the
support and trust of our stakeholders,
Elmamber Petamu Sinaga as well as the dedication and hard
work of all members of the Bank.
Direktur Utama / President Director
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Penjelasan Direksi
Directors’ Explanation
Pada kesempatan ini, izinkan kami menyampaikan kebijakan On this occasion, allow us to present the policies we have
yang kami implementasikan untuk merespon tantangan dalam implemented in response to the challenges in fulfilling sustainability
pemenuhan strategi keberlanjutan, penerapan keuangan strategies, implementing sustainable finance, and achieving the
berkelanjutan, dan strategi pencapaian target Bank Mandiri strategic targets of Bank Mandiri Taspen throughout 2024.
Taspen selama tahun 2024.
Kebijakan untuk Merespon Tantangan Policies to Respond to Challenges in
dalam Pemenuhan Strategi Fulfilling the Sustainability Strategy
Keberlanjutan
Bank Mandiri Taspen senantiasa mengimplementasikan nilai-nilai Bank Mandiri Taspen consistently implements sustainability values
keberlanjutan di seluruh level organisasi. Nilai-nilai keberlanjutan at all levels of the organization. These values are reflected in the
diwujudkan dalam semangat Bank Mandiri Taspen untuk Bank’s commitment to managing sustainable finance by upholding
mengelola keuangan berkelanjutan dengan mengedepankan the triple bottom line principles—People, Profit, and Planet (3P)—
prinsip triple bottom line (people,profit, dan planet/3P) dalam across its business activities, aligning them with Environmental,
kegiatan usaha Bank dengan menyeleraskan Lingkungan, Sosial, Social, and Governance (ESG) aspects.
dan Tata Kelola (LST).
Nilai-nilai keberlanjutan yang dimiliki Bank mandiri Taspen The sustainability values upheld by Bank Mandiri Taspen are
senantiasa dikembangkan dan diimplementasikan oleh seluruh continuously developed and implemented by all members of the
insan Bank. Bentuk komitmen Bank Mandiri Taspen dalam Bank. The Bank’s commitment to applying these sustainability
menerapkan nilai-nilai keberlanjutan tertuang dalam RAKB yang values is reflected in the RAKB (Sustainability Policy), which has
telah ditandatangani oleh Dewan Komisaris Bank Mandiri Taspen. been signed by the Board of Commissioners of Bank Mandiri
Taspen.
Dalam menerapkan nilai-nilai keberlanjutan, masih terdapat In implementing sustainability values, there are still several areas
beberapa hal yang harus senantiasa ditingkatkan penerapannya that Bank Mandiri Taspen must continuously improve, particularly
oleh Bank Mandiri Taspen yaitu terkait keamanan data nasabah. regarding customer data security. However, Bank Mandiri Taspen
Namun demikian, Bank Mandiri Taspen telah memiliki upaya has already established mitigation efforts to address this issue,
mitigasi dalam menghadapi isu tersebut yaitu dengan melakukan such as implementing recovery treatments as a form of empathy
recovery treatment sebagai ungkapan empati dan perhatian and care for customers, as well as part of efforts to rebuild
kepada nasabah serta sebagai bagian dari upaya memperbaiki relationships and restore customer perception of the Bank. In
hubungan dan mengembalikan persepsi nasabah terhadap Bank. providing recovery treatments, Bank Mandiri Taspen always
Dalam memberikan recovery treatment Bank Mandiri Taspen adheres to the principles of transparency, clear criteria, non-
senantiasa memperhatikan prinsip transparansi, kriteria yang jelas, discrimination, and compliance with applicable regulations.
tidak bersifat diskriminatif, dan sejalan dengan ketentuan yang
berlaku.
Bank Mandiri Taspen memiliki berupaya untuk terus memberikan Bank Mandiri Taspen strives to continue delivering positive impacts
dampak positif pada seluruh pemangku kepentingan maupun to all stakeholders as well as the environment. This is in line
lingkungan hidup. Hal ini dilakukan Bank sejalan dengan upaya with the Bank’s efforts to support the Sustainable Development
Bank Mandiri Taspen dalam mendukung Tujuan Pembangunan Goals (SDGs). Bank Mandiri Taspen has established sustainability
Berkelanjutan (TPB). Bank Mandiri Taspen memiliki pilar pillars that consistently drive the SDGs. Under Pillar I: Sustainable
keberlanjutan yang senantiasa mendorong TPB. Pada Pilar I Business, Bank Mandiri Taspen is committed to becoming a
Sustainable Business, BANK Mandiri Taspen memiliki komitmen Leader in Indonesia’s Transition to a Low Carbon Economy. This
menjadi Lead Indonesia’s Transition to Low Carbon Economy. commitment is carried out through the absorption of sustainable
Komitmen tersebut dilakukan dengan penyerapan produk financial products with six KKUB (Sustainable Finance Criteria).
keuangan berkelanjutan dengan 6 KKUB. Hal ini mendukung TPB This supports SDG 1 (No Poverty), SDG 6 (Clean Water and
1 No Poverty, TPB 6 Clean Water and Sanitation, TPB 7 Affordable Sanitation), SDG 7 (Affordable and Clean Energy), SDG 8 (Decent
and Clean Energy, TPB 8 Decent Work and Economic Growth, Work and Economic Growth), SDG 9 (Industry, Innovation, and
TPB 9 Industry, Innovation and Infrastructure, TPB 11 Sustainable Infrastructure), SDG 11 (Sustainable Cities and Communities), SDG
Cities and Communities, TPB 12 Responsible Consumption and 12 (Responsible Consumption and Production), SDG 13 (Climate
Production, TPB 13 Climate Action, TPB 14 Life Below Water, TPB Action), SDG 14 (Life Below Water), SDG 15 (Life on Land), and
15 Life on Land, dan TPB 17 Partnership for The Goals. SDG 17 (Partnership for the Goals).
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Pada Pilar II Sustainable Operation, Bank Mandiri Taspen memiliki Under Pillar II: Sustainable Operations, Bank Mandiri Taspen is
komitmen untuk mencapai Net Zero Emission on Operational committed to achieving Net Zero Emissions in Operations by 2030.
by 2030. Komitmen tersebut diimplementasikan dengan This commitment is implemented by integrating Environmental,
mengintegrasikan aspek lingkungan, sosial, dan tata kelola (ESG) Social, and Governance (ESG) aspects into the Bank’s operational
ke dalam aktivitas operasional Bank. Hal ini mendukung TPB 3 activities. This supports SDG 3 (Good Health and Wellbeing), SDG
Good Health and Wellbeing, TPB 4 Quality Education, TPB 5 Gender 4 (Quality Education), SDG 5 (Gender Equality), SDG 6 (Clean
Equality, TPB 6 Clean Water and Sanitation, TPB 7 Affordable and Water and Sanitation), SDG 7 (Affordable and Clean Energy),
Clean Energy, TPB 8 Decent Work and Economic Growth, TPB 10 SDG 8 (Decent Work and Economic Growth), SDG 10 (Reduced
Reduced Inequalities, TPB 11 Sustainable Cities and Communities, Inequalities), SDG 11 (Sustainable Cities and Communities), SDG
TPB 12 Responsible Consumption and Production, TPB 13 Climate 12 (Responsible Consumption and Production), SDG 13 (Climate
Action, dan TPB 16 Peace, Justice and Strong Institution. Action), and SDG 16 (Peace, Justice, and Strong Institutions).
Pada Pilar III Sustainability Beyond Banking, Bank Mandiri Taspen Under Pillar III: Sustainability Beyond Banking, Bank Mandiri Taspen
memiliki komitmen yaitu Catalyzing Multiple Growth for Social is committed to Catalyzing Multiple Growth for Social Impact to
Impact to Achieve SDGs. Hal ini diimplementasikan Bank Mandiri Achieve the SDGs. This commitment is implemented through
Taspen melalui pemberdayaan masyarakat dan komunitas melalui community empowerment and engagement via the execution
pelaksanaan program 3 (tiga) pilar Mantap Indonesia dan CSR. of the 3 Pillars of Mantap Indonesia program and CSR initiatives.
Hal ini mendukung TPB 1 No Poverty, TPB 2 Zero Hunger, TPB This supports SDG 1 (No Poverty), SDG 2 (Zero Hunger), SDG 3
3 Good Health and Wellbeing, TPB 4 Quality Education, TPB 5 (Good Health and Wellbeing), SDG 4 (Quality Education), SDG 5
Gender Equality, TPB 8 Decent Work and Economic Growth, (Gender Equality), SDG 8 (Decent Work and Economic Growth),
TPB 9 Industry, Innovation and Infrastructure, TPB 10 Reduced SDG 9 (Industry, Innovation, and Infrastructure), SDG 10 (Reduced
Inequalities, TPB 11 Sustainable Cities and Communities, TPB 13 Inequalities), SDG 11 (Sustainable Cities and Communities), SDG
Climate Action dan TPB 17 Partnership for The Goals. 13 (Climate Action), and SDG 17 (Partnership for the Goals).
Atas komitmen Bank Mandiri Taspen dalam menerapkan Thanks to Bank Mandiri Taspen’s commitment to implementing
keuangan berkelanjutan, sepanjang tahun 2024 Bank Mandiri sustainable finance, the Bank achieved several performance
Taspen berhasil mencapai berbagai capaian kinerja. Pada aspek milestones throughout 2024. In the economic aspect, Bank
ekonomi, Bank Mandiri Taspen berhasil meningkatkan pendapatan Mandiri Taspen successfully increased its net interest income to
bunga bersih menjadi sebesar Rp3.441.586 juta, meningkat IDR 3,441,586 million, an increase from IDR 3,387,481 million in
dibandingkan tahun 2023 yang sebesar Rp3.387.481 juta. Bank 2023. The Bank also succeeded in boosting its net profit for the
Mandiri Taspen berhasil meningkatkan laba tahun berjalan year to IDR 1,577,550 million, up from IDR 1,409,403 million in
menjadi sebesar Rp1.577.550 juta, meningkat dibandingkan 2023. Additionally, Bank Mandiri Taspen successfully increased its
tahun 2023 yang sebesar Rp1.409.403 juta. Bank Mandiri Taspen financing distribution based on KKUB to IDR 34,865,077 million,
berhasil meningkatkan penyaluran pembiayaan berdasarkan KKUB an increase from IDR 32,239,706 million in 2023.
menjadi sebesar Rp34.865.077 juta, meningkat dibandingkan
tahun 2023 yang sebesar Rp32.239.706 juta.
Pada aspek lingkungan, Bank Mandiri Taspen berhasil menurunkan In the environmental aspect, Bank Mandiri Taspen successfully
penggunaan energi listrik menjadi sebesar 38.643,79 gigajoule reduced its electricity consumption to 38,643.79 gigajoules, a
menurun dibandingkan tahun 2023 yang sebesar 44.070 gigajoule. decrease from 44,070 gigajoules in 2023. The Bank also succeeded
Bank Mandiri Taspen berhasil menurunkan intensitas emisi GRK in lowering its greenhouse gas (GHG) emissions intensity to 3.78
menjadi sebesar 3,78 Ton CO2eq/pegawai, menurun dibandingkan tons CO2eq/employee, down from 4.81 tons CO2eq/employee
tahun 2023 yang sebesar 4,81 Ton CO2eq/pegawai. Pada aspek in 2023. In the social aspect, Bank Mandiri Taspen improved its
sosial, Bank Mandiri Taspen berhasil meningkatkan indeks kepuasan employee satisfaction index in 2024 to 4.3 out of 5, an increase
karyawan di tahun 2024 menjadi sebesar 4,3 dari skala 5, meningkat from 4.2 in 2023.
dibandingkan tahun 2024 yang sebesar 4,2.
Dalam mencapai berbagai keberhasilan tersebut tidak terlepas dari Achieving these successes would not have been possible without
adanya tantangan yang dihadapi Bank selama tahun 2024. Bank the challenges faced by the Bank throughout 2024. Bank Mandiri
Mandiri Taspen menghadapi tantangan berupa belum optimalnya Taspen encountered the challenge of suboptimal understanding
pemahaman tentang keuangan berkelanjutan pada setiap of sustainable finance among its employees. However, the
pegawai. Namun demikian, Bank Mandiri Taspen telah memiliki Bank has taken mitigation efforts to address this challenge.
upaya mitigasi dalam menghadapi tantangan tersebut. Bank Bank Mandiri Taspen implemented these efforts by periodically
Mandiri Taspen melakukan upaya mitigasi melalui peningkatan enhancing employee capacity through self-learning as well as
kapasitas secara berkala melalui self learning maupun melibatkan involving external institutions/instructors.
lembaga/pengajar eksternal.
Tantangan lain yang dihadapi Bank Mandiri Taspen yaitu Another challenge faced by Bank Mandiri Taspen was the
pandangan terkait isu lingkungan yang belum menjadi prioritas perception that environmental issues have not become a priority
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bagi nasabah UMKM dan pensiunan dengan usaha produktif. for SME and retired individuals with productive businesses. The
Upaya mitigasi yang dilakukan yaitu dengan mengubah pola pikir mitigation effort implemented was to shift the mindset of business
pelaku usaha dengan memanfaatkan sumber daya manusia yang actors by utilizing the Bank’s human resources as facilitators.
dimiliki Bank sebagai fasilitator.
Penerapan Keuangan Berkelanjutan Implementation of Sustainable Finance
Komitmen nyata Bank Mandiri Taspen dalam Bank Mandiri Taspen’s genuine commitment to implementing
mengimplementasikan keuangan berkelanjutan tercermin sustainable finance is reflected in the achievement of the
atas pencapaian target keberlanjutan yang telah ditetapkan di sustainability targets set in the RAKB related to sustainability. Bank
dalam RAKB terkait keberlanjutan. Bank Mandiri Taspen berhasil Mandiri Taspen successfully achieved the target for sustainable
mencapai target penyaluran kredit keberlanjutan sebesar credit distribution, reaching IDR 35,629,657 million, surpassing
Rp35.629.657 juta dari yang ditargetkan sebesar Rp34.863.970 the target of IDR 34,863,970 million, thus achieving 102% of the
juta, sehingga berhasil mencapat target 102%. Bank Mandiri target. The Bank also successfully met the target for Third-Party
Taspen berhasil mencapai target penghimpunan Dana Pihak Funds (DPK) collection, which was set at IDR 48,128,400 million
Ketiga (DPK) yang ditargetkan sebesar Rp48.128.400 juta dan and realized at IDR 48,824,547 million, achieving 101.4% of the
terealisasi sebesar Rp48.824.547 juta, sehingga pencapaian target.
target sebesar 101,4%.
Bank Mandiri Taspen berhasil mencapai target laba tahun berjalan Bank Mandiri Taspen successfully achieved its net profit target
dengan target Rp1.575.280 juta dan terealisasi sebesar Rp1.577.550 for the year, which was set at IDR 1,575,280 million and realized
juta, sehingga pencapaian target 100,1%. Bank Mandiri Taspen at IDR 1,577,550 million, achieving 100.1% of the target. The
berhasil mencapai target penerapan green office sebesar 100%. Bank Bank also successfully met its green office implementation target
Mandiri Taspen berhasil mencapai target konversi mobil konvensional at 100%. In addition, Bank Mandiri Taspen exceeded its target
menjadi mobil listrik sejumlah 9 (sembilan) unit dari target 5 (lima) for converting conventional vehicles to electric vehicles, achieving
mobil, sehingga berhasil mencapai target sebesar 180%. Pada aspek 9 units from the target of 5 units, thus surpassing the target with
sosial, Bank Mandiri Taspen telah melakukan pengecekan kesehatan 180% chievement. In the social aspect, Bank Mandiri Taspen
gratis yang bekerja sama dengan Kimia Farma untuk pensiunan. conducted free health checkups in collaboration with Kimia Farma
Kegiatan ini telah terlaksana di 155 titik layanan yang tersebar di 39 for retirees. This initiative took place at 155 service points spread
Kantor Cabang, 250 Kantor Cabang Pembantu. across 39 Branch Offices and 250 Sub-Branch Offices.
Atas komitmen Bank Mandiri Taspen dalam menerapkan As a result of Bank Mandiri Taspen’s commitment to implementing
keuangan berkelanjutan, Bank Mandiri Taspen juga berhasil sustainable finance, the Bank also successfully received the
mendapat penghargaan sebagai berikut: following awards:
1. 6th Anniversary Indonesia CSR Brand Equity Awards 2024 in 1. 6th Anniversary Indonesia CSR Brand Equity Awards 2024 in
Pension Fund Category pada acara 6th Anniversary Indonesia the Pension Fund Category at the 6th Anniversary Indonesia
CSR Awards 2024 “Mangrove Planting & SMES Show Case CSR Awards 2024 “Mangrove Planting & SMES Showcase
yang diselenggarakan oleh The Iconomics. event organized by The Iconomics.
2. Errinto Pardede as The Winner of Indonesia 50 PR Person Awards 2. Errinto Pardede as The Winner of Indonesia 50 PR Person
2024 pada acara Errinto Pardede as The Winner of Indonesia 50 Awards 2024 at the Indonesia 50 PR Person Awards 2024
PR Person Awards 2024 pada acara The Iconomics. event organized by The Iconomics.
3. Best Digital Finance 2024 for Developing Digital Products 3. Best Digital Finance 2024 for Developing Digital Products
and Services with Customer Convenience Orientation pada and Services with Customer Convenience Orientation at the
acara Indonesia Best Digital Finance Awards 2024 pada acara Indonesia Best Digital Finance Awards 2024 event.
Indonesia Best Digital Finance Awards 2024.
4. The Best Performance Bank In KBMI 2 pada acara 29th 4. The Best Performance Bank in KBMI 2 at the 29th Infobank
Infobank Awards 2024 yang diselenggarakan oleh Infobank. Awards 2024 organized by Infobank.
5. The Excellent Performance Bank In 10 Consecutive Years 5. The Excellent Performance Bank in 10 Consecutive Years
2013 – 2023 pada acara 29th Infobank Awards 2024 yang 2013 – 2023 at the 29th Infobank Awards 2024 organized by
diselenggarakan oleh Infobank. Infobank.
6. Prestasi Dalam Membangun Digital Public Relations pada 6. Achievement in Building Digital Public Relations at the
acara Indonesia TOP Digital PR Award 2024 pada acara Info Indonesia TOP Digital PR Award 2024 organized by Info
Ekonomi yang diselenggarakan oleh Info Ekonomi. Ekonomi.
7. Most Efficient Bank KBMI II pada acara Bisnis Indonesia Finance 7. Most Efficient Bank KBMI II at the Bisnis Indonesia Finance
Awards 2024 yang diselenggarakan oleh Bisnis Indonesia. Awards 2024 organized by Bisnis Indonesia.
8. Best Corporate Social and Environment Responsibility Awards 8. Best Corporate Social and Environmental Responsibility
2024 for Supporting Public Health Service Accesibility and Awards 2024 for Supporting Public Health Service Accessibility
Economic Empowerment pada acara Indonesia CSR Awards and Economic Empowerment at the Indonesia CSR Awards
2024 yang diselenggarakan oleh Warta Ekonomi. 2024 event organized by Warta Ekonomi.
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9. Kategori BUMN Keuangan pada acara Annual Report (ARA) 9. Financial SOEs Category at the Annual Report (ARA)
Awards 2023 yang diselenggarakan oleh OJK, Kementerian Awards 2023, organized by Financial Services Authority, the
Koordinator Bidang Perekonomian, Kementerian BUMN, Coordinating Ministry for Economic Affairs, the Ministry of
Direktorat Jenderal Pajak-Kementerian Keuangan, BEI, KPEI, State-Owned Enterprises, the Directorate General of Taxes-
KSEI, KNKG dan (IAI). Ministry of Finance, IDX, KPEI, KSEI, KNKG, and IAI.
10. Brand Creative Communication & Activation pada acara 10. Brand Creative Communication & Activation at the 12th BUMN
BUMN Branding & Marketing Award yang ke-12 yang Branding & Marketing Award, organized by BUMN Track.
diselenggarakan oleh BUMN Track.
11. The Most Trusted Companies pada acara Indonesia Good 11. Most Trusted Companies at the Indonesia Good Corporate
Corporate Governance Award (CGPI Award) 2024 yang Governance Award (CGPI Award) 2024, organized by SWA
diselenggarakan oleh Majalah SWA dan Indonesia Institute Magazine and Indonesia Institute for Corporate Governance
for Corporate Governance (IICG). (IICG).
12. Elmamber Petamu Sinaga as Bankers of The Year 2024 pada 12. Elmamber Petamu Sinaga as Bankers of The Year 2024 at
acara Infobank Top 100 CEO and The 200 Future Leaders the Infobank Top 100 CEO and The 200 Future Leaders 2024
2024 yang diselenggarakan oleh Infobank. event organized by Infobank.
Strategi Pencapaian Target Target Achievement Strategies
Dalam menerapkan keuangan berkelanjutan, Bank Mandiri Taspen In implementing sustainable finance, Bank Mandiri Taspen
tidak terlepas dari adanya risiko yang dihadapi. Bank Mandiri acknowledges the risks involved. The Bank has conducted
Taspen telah melakukan identifikasi atas risiko yang dihadapi an identification of the risks faced during 2024, as well as the
selama tahun 2024 serta upaya pengelolaan yang dilakukan. Bank management efforts undertaken. Bank Mandiri Taspen recognizes
Mandiri Taspen menyadari atas pentingnya pengelolaan risiko the importance of risk management related to economic,
terkait aspek ekonomi, lingkungan dan sosial. environmental, and social aspects.
Pada aspek ekonomi, Bank Mandiri Taspen menghadapi risiko In the economic aspect, Bank Mandiri Taspen faces credit risk,
kredit, risiko likuiditas, risiko pasar, dan risiko operasional. Upaya liquidity risk, market risk, and operational risk. Bank Mandiri
Bank Mandiri Taspen dalam memitigasi risiko kredit yaitu Bank Taspen’s efforts to mitigate credit risk focus on several key
berfokus pada beberapa unsur utama yang meliputi sumber daya elements, including: risk-aware human resources, credit policies
risiko yang sadar risiko, kebijakan dan prosedur perkreditan yang and procedures that prioritize the principle of prudence, a
mengutamakan prinsip kehati-hatian, proses persetujuan kredit transparent and tiered credit approval process by the Credit
yang transparan dan berjenjang oleh Komite Kredit, kriteria dan alat Committee, clear risk criteria and measurement tools, even risk
ukur risiko yang jelas, penyebaran risiko yang merata, administrasi distribution, complete administration and documentation, and
dan dokumentasi yang lengkap serta pengawasan kredit secara continuous credit monitoring to maintain the quality of the credit
berkesinambungan untuk menjaga kualitas kredit yang diberikan. extended. Bank Mandiri Taspen’s efforts to mitigate liquidity
Upaya Bank Mandiri Taspen dalam memitigasi risiko likuiditas yaitu risk include improving services to deposit customers in order to
melalui upaya peningkatan pelayanan kepada nasabah penyimpan maintain the stability and continuity of deposit amounts, policies
dalam rangka menjaga dengan stabilitas dan kontinuitas jumlah for placing funds in safe and liquid instruments, a contingency
simpanan, kebijakan penempatan dana pada instrumen yang aman funding plan, daily liquidity position monitoring, and liquidity
dan likuid, kebijakan contingency funding plan, dan pemantauan position evaluation through regular Asset Liability Committee
posisi likuiditas secara harian serta evaluasi posisi likuiditas melalui (ALCO) meetings.
rapat Asset Liability Committee (ALCO) secara rutin.
Upaya Bank Mandiri Taspen dalam memitigasi risiko pasar yaitu Bank Mandiri Taspen’s efforts to mitigate market risk include the
ALCO secara berkala memantau perkembangan pasar dan ALCO (Asset Liability Committee) regularly monitoring market
menyesuaikan tingkat suku bunga simpanan dan kredit yang developments and adjusting deposit and credit interest rates
diberikan. Bank Mandiri Taspen menentukan tingkat suku bunga accordingly. The Bank sets deposit interest rates based on market
simpanan berdasarkan kondisi pasar dan persaingan dengan conditions and competition, monitoring the movements of
memantau pergerakan tingkat suku bunga acuan dan suku bunga benchmark interest rates and rates offered by competing banks in
yang ditawarkan oleh Bank pesaing dalam rangka mendukung order to support business targets while maintaining the principle
target bisnis dengan tetap memperhatikan prinsip kehatian- of prudence. As for mitigating operational risk, Bank Mandiri
hatian. Sedangkan, upaya Bank Mandiri Taspen dalam memitigasi Taspen strengthens its control functions in transaction processing
risiko operasional yaitu dengan meningkatkan fungsi kontrol by implementing procedures that ensure timely transaction
dalam pemrosesan transaksi yang dilakukan dengan cara antara completion, adjusting accounting methods in accordance with
lain dengan menerapkan prosedur yang menjamin ketepatan applicable standards, maintaining orderly documents and
waktu penyelesaian transaksi, melakukan penyesuaian metode archives, and securing access to assets and data. In addition, the
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akuntansi sesuai standar yang berlaku, memelihara dokumen dan Bank enhances the role of its Internal Audit Business Unit, which
arsip secara tertib, mengamankan akses terhadap aset dan data. regularly conducts examinations of banking operational activities.
Selain itu Bank juga meningkatkan fungsi dari Satuan Kerja Audit
Intern yang secara regular akan melakukan pemeriksaan terhadap
kegiatan operasional perbankan.
Pada aspek lingkungan, Bank Mandiri Taspen menghadapi risiko In the environmental aspect, Bank Mandiri Taspen faces physical
fisik yang di antaranya berupa risiko terjadinya banjir, cuaca risks, including the risk of floods, extreme weather, and fires as a
ekstrem, serta kebakaran sebagai dampak perubahan iklim. result of climate change. The mitigation efforts carried out by Bank
Upaya mitigasi yang dilakukan Bank Mandiri Taspen yaitu dengan Mandiri Taspen include reducing plastic waste through Plasticpay
melakukan pengurangan sampah plastik dengan Plasticpay dan and regular maintenance of mechanical and electrical systems,
pemeliharaan ME, hidran, alarm tanda bahaya kebakaran dan fire hydrants, fire alarms, electrical installations, telephone
jaringan instalasi listrik, instalasi telepon, dan grounded (penangkal installations, and grounding systems (lightning rods), all of which
petir) dilakukan pemeliharaan secara rutin dan berkala. are maintained routinely and periodically.
Pada aspek sosial, Bank Mandiri Taspen menghadapi risiko reputasi. In the social aspect, Bank Mandiri Taspen faces reputational risk.
Upaya Bank Mandiri Taspen dalam memitigasi risiko tersebut yaitu The Bank’s efforts to mitigate this risk include the Department
Department Marketing Communication melakukan manajemen Marketing Communication managing news coverage, monitoring
pemberitaan, melakukan pengelolaan dalam monitoring opini/ public opinions/comments in the media, and managing customer
komentar di media massa dan melakukan pengelolaan komplain/ complaints/ feedback.
keluhan nasabah.
Pada aspek tata kelola, Bank Mandiri Taspen menghadapi risiko In the governance aspect, Bank Mandiri Taspen faces legal risks,
hukum, risiko stratejik, dan risiko kepatuhan. Upaya Bank Mandiri strategic risks, and compliance risks. The Bank’s efforts to mitigate
Taspen dalam memitigasi risiko hukum yaitu dilakukan dengan legal risk include documenting, managing the completeness
mendokumentasi, mengelola kelengkapan dan keabsahan dokumen, and validity of documents, minimizing losses/costs related to
meminimalisasi kerugian/biaya yang terkait dengan kasus hukum legal cases, and avoiding violations of banking regulations and
dan menghindari pelanggaran terhadap regulasi perbankan dan legal provisions. The Bank mitigates strategic risk by optimizing
ketentuan hukum. Upaya Bank Mandiri Taspen dalam memitigasi available resources, monitoring the implementation of the Bank’s
risiko stratejik yaitu dilakukan dengan mengoptimalkan sumber Business Plan (RBB), and adjusting policies and procedures in
daya yang ada dan melakukan pengawasan terhadap realisasi response to external changes. Regarding compliance risk, the Bank
Rencana Bisnis Bank (RBB), dan melakukan penyesuaian kebijakan acknowledges that compliance risk is inherent in the risk related to
dan prosedur terhadap perubahan eksternal. Sedangkan, terkait regulations and other applicable provisions, such as the Maximum
risiko kepatuhan, risiko kepatuhan melekat pada risiko Bank yang Credit Limit (BMPK), credit restructuring, Know Your Customers
terkait pada peraturan perundang-undangan dan ketentuan lainnya (KYC), and commitment to specific regulatory requirements.
yang berlaku seperti Batas Maksimum Pemberian Kredit (BMPK),
restrukturisasi kredit, Know Your Customers (KYC) dan komitmen
terhadap ketentuan tertentu.
Bank Mandiri Taspen optimis dalam menangkap peluang serta Bank Mandiri Taspen is optimistic about seizing opportunities and
memiliki prospek yang baik di masa yang akan datang. Bank has a promising outlook for the future. The Bank sees opportunities
Mandiri Taspen memiliki peluang masuk ke new business Dana in entering the new business of Pension Funds (Dapen) for both
Pensiun (Dapen) BUMN dan swasta yang mempunyai karakteristik state-owned enterprises (SOE) and private sectors, which have
seperti segmen ASN dan pensiunan, branding mulai dikenal characteristics similar to segments such as State Civil Apparatus
dan dilirik oleh pencari kerja baik fresh graduate maupun yang (ASN) and pensioners. The Bank’s branding is becoming more
telah berpengalaman, segmen pembiayaan kredit mikro, Usaha recognized, attracting both fresh graduates and experienced job
Mikro Kecil Menengah (UMKM), pra pensiun dan pensiunan di seekers. Additionally, segments such as microfinance, small and
Indonesia yang masih memiliki potensi pasar yang besar, Untuk medium enterprises (MSMEs), and the large potential market of
meningkatkan komposisi funding retail, Bank Mandiri Taspen pre-retirement and pensioners in Indonesia still offer significant
juga berpeluang untuk mengoptimalkan potensi segmen senior growth opportunities. To increase its retail funding composition,
citizen usia > 40 tahun, segmen pembiayaan kredit pensiunan Bank Mandiri Taspen also has the potential to optimize the senior
yang lebih resistance terhadap dampak lesunya perekonomian, citizen segment (ages 40 and above), as well as the pension
peluang memberikan layanan perbankan yang lebih baik hingga loan segment, which tends to be more resistant to economic
ke berbagai pelosok daerah melalui pemanfaatan jaringan yang downturns. Moreover, there are opportunities to provide better
dimiliki entitas induk, serta sources pegawai dari kalangan banking services to remote areas through the utilization of the
millennial akan membantu bank dalam mengantisipasi perubahan parent company’s existing network. The Bank also sees the benefit
ke arah digitalisasi. of sourcing employees from the millennial generation, which will
help the Bank adapt to the digitalization shift.
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Bank Mandiri Taspen optimis bahwa kekuatan internal Bank dapat Bank Mandiri Taspen is confident that the Bank’s internal strengths
menangkap seluruh peluang yang dimiliki. Kekuatan internal yang will allow it to capture all the opportunities available. The internal
dimiliki Bank Mandiri Taspen meliputi: strengths of Bank Mandiri Taspen include:
1. Bank Mandiri Taspen memiliki entitas induk dengan 1. Bank Mandiri Taspen has a parent entity with its own
keunggulannya masing-masing yang berfungsi untuk advantages that function to develop the business of Bank
mengembangkan bisnis Bank Mandiri Taspen yaitu: Mandiri Taspen, including:
a. Bank Mandiri sebagai bank terbesar di Indonesia yang a. Bank Mandiri, the largest bank in Indonesia, with expertise
memiliki expertise dalam pengelolaan operasional dan in managing operations and banking services.
layanan bank.
b. PT Taspen memiliki akses kepada captive market b. PT Taspen, which has access to a captive market of
pensiunan sehingga dapat menambah database calon pensioners, allowing the addition of a database of
debitur pensiunan. potential pensioner debtors.
c. Dukungan pendanaan dari grup Pemegang Saham. c. Funding support from the Shareholder Group.
2. Kerjasama dengan PT ASABRI yang merupakan BUMN 2. Pension for TNI Soldiers, Police Officers, Civil Servants in the
pengelola asuransi dan pembayaran pensiun khusus untuk Ministry of Defense of the Republic of Indonesia, and Police.
Prajurit TNI, Anggota Polri, PNS Kementerian Pertahanan
Republik Indonesia dan Polri.
3. Kerjasama dengan Dapen BUMN sebagai institusi pengelola 3. Collaboration with Dapen BUMN, as an institution managing
pembayaran pensiun pensiunan pegawai BUMN. pension payments for retired SOE employees.
4. Risiko pembiayaan kredit segmen pensiunan relatif lebih 4. Lower credit financing risk in the pensioner segment, as the
rendah karena sumber utama pembayaran angsuran kredit primary source of loan repayment comes directly from the
adalah dari manfaat pensiun debitur yang dipotong secara debtor’s pension benefits, which are automatically deducted.
langsung.
5. Budaya kerja Bank Mandiri Taspen yang kuat. 5. A strong work culture within Bank Mandiri Taspen.
6. Branding yang mencerminkan keunggulan masing-masing 6. Branding that reflects the strengths of each parent and
induk dan founder Bank Mandiri Taspen. founder of Bank Mandiri Taspen.
7. Mengutamakan SDM berasal dari wilayah setempat, sehingga 7. Prioritizing local human resources, allowing for more effective
penguasaan wilayah lebih optimal. regional dominance.
8. Mengembangkan pendidikan calon pegawai yang 8. Developing education for future employees, preparing them
dipersiapkan sebagai suksesor dalam jangka panjang. as long-term successors.
9. Produk unggulan 3 (tiga) pilar Mantap (Mantap Sehat, Mantap 9. The flagship products of the three pillars of Mantap (Mantap
Aktif dan Wirausaha Mantap Sejahtera) sebagai unique value Sehat, Mantap Aktif, and Wirausaha Mantap Sejahtera) as a
proposition Bank Mandiri Taspen dibanding kompetitor. unique value proposition for Bank Mandiri Taspen compared
to competitors.
Di samping memiliki kekuatan internal, Bank Mandiri Taspen In addition to having internal strengths, Bank Mandiri Taspen
harus senantiasa waspada dan mawas diri. Hal ini dikarenakan must remain vigilant and self-aware. This is due to the fact that
di tahun 2025-2027 masih akan dipenuhi berbagai tantangan the period of 2025–2027 will continue to be marked by various
yang challenging, khususnya dari aspek pencapaian market share, challenging conditions, particularly in terms of market share
profitabilitas dan nilai kapitalisasi pasar. Selanjutnya untuk terus achievement, profitability, and market capitalization value. To
dapat memberikan pertumbuhan positif, Bank Mandiri Taspen harus continue delivering positive growth, Bank Mandiri Taspen must
dapat menciptakan nilai tambah secara berkesinambungan, baik be able to create sustainable added value, both from its business
dari segi business unit maupun supporting unit, yaitu dengan selalu units and supporting units. This must always be oriented toward
berorientasi kepada pencapaian laba perusahaan dan pertumbuhan achieving corporate profitability, sustainable business growth,
bisnis secara berkelanjutan serta peningkatan produktivitas melalui and productivity enhancement through the 2024 Management
Kebijakan Manajemen di tahun 2024, yang meliputi sebagai berikut: Policies, which include the following:
1. Pertumbuhan Kredit, Dengan Portfolio Kredit Pensiunan 1. Credit Growth with an Increasing Pension Loan Portfolio
yang Meningkat
Secara keseluruhan target pertumbuhan kredit Bank Mandiri Overall, the credit growth target of Bank Mandiri Taspen was
sesuai dengan target untuk terus menaikkan pangsa pasar aligned with the target to continue increasing credit market
kredit, serta upaya untuk meningkatkan komposisi kredit share, as well as efforts to increase the composition of credit
segmen pensiunan. in the pension segment.
2. Pengelolaan Sumber Pendapatan 2. Revenue Source Management
Sumber pendapatan utama di tahun 2024 masih berupa The main source of income in 2024 remained interest income
pendapatan bunga kredit. Kontribusi pendapatan lain from loans. Other income contributions came from fee-
bersumber dari fee based income seperti admin deposit, based income such as deposit administration, payment point,
payment point, rebate asuransi, administrasi kredit, fee insurance rebate, loan administration, e-channel fees, and
e-channel dan jasa layanan bank lainnya. other banking service fees.
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3. Pengendalian Kualitas Aktiva Produktif 3. Control of Productive Asset Quality
Pengendalian kualitas aktiva produktif dilaksanakan The control of productive asset quality is carried out through
melalui beberapa tahapan untuk memastikan risk exposure several stages to ensure that risk exposure is always identified,
senantiasa teridentifikasi, terukur, termonitor, dan termitigasi. measured, monitored, and mitigated. These stages include the
Tahapan-tahapan tersebut mulai dari penerapan pendekatan implementation of an effective and prudent business process
proses bisnis yang efektif dan prudent (four eyes principle dan approach (four-eyes principle and Committee Meetings), the
Rapat Komite), variasi tools yang tepat guna, sumber daya appropriate use of tools, professional and effective human
profesional dan efektif, monitoring dan review dan ditekankan resources, monitoring and review, and an emphasis on
pada penguatan aktivitas collection. Bank Mandiri Taspen strengthening collection activities. Bank Mandiri Taspen is
akan sangat selektif dalam menjaga pertumbuhan, khususnya highly selective in maintaining growth, particularly credit in
kredit di Provinsi Bali serta akan fokus pada pengembangan Bali Province, and focuses on developing credit in the pension
kredit di segmen pensiunan. segment.
4. Pertumbuhan Dana 4. Funding Growth
Pertumbuhan dana sebesar 11,68% untuk mempertahankan Funding growth of 11.68% was targeted to maintain the
Loan to Funding Ratio (LFR) pada level 88%-92% yang Loan to Funding Ratio (LFR) at the level of 88%–92%, driven
didorong dari peningkatan Dana Pihak Ketiga (DPK), adanya by the increase in Third Party Funds (TPF), existing bonds,
obligasi existing, kerja sama bilateral loan serta alternatif bilateral loan cooperation, as well as alternative funding and
pendanaan maupun dukungan pendanaan dari grup usaha. funding support from the business group.
Manajemen Bank Mandiri Taspen juga senantiasa melakukan The management of Bank Mandiri Taspen also routinely evaluates
evaluasi secara rutin terkait kemampuan Bank untuk melanjutkan the Bank’s ability to maintain its business continuity in the future,
kelangsungan usaha di masa yang akan datang, diketahui and it is known that the Bank has no matters that could potentially
bahwa Bank tidak memiliki hal-hal yang berpotensi berpengaruh have a significant impact on its going concern.
signifikan terhadap kelangsungan usaha Bank Mandiri Taspen.
Apresiasi Appreciation
Berbagai keberhasilan dan prestasi keberlanjutan yang berhasil The various achievements and sustainability accomplishments
dicapai Bank Mandiri Taspen selama tahun 2024 merupakan reached by Bank Mandiri Taspen throughout 2024 are a tangible
wujud nyata komitmen Bank serta dukungan dari seluruh manifestation of the Bank’s commitment and the support of all
pemangku kepentingan. Bank Mandiri Taspen berharap seluruh stakeholders. Bank Mandiri Taspen hopes that all stakeholders will
pemangku kepentingan dapat terus bersama-sama memberikan continue to provide their trust and support so that the Bank may
dukungan dan kepercayaannya kepada Bank, agar Bank Mandiri consistently grow in a sustainable manne.
Taspen dapat secara konsisten untuk tumbuh berkelanjutan.
Kami atas nama jajaran Direksi Bank Mandiri Taspen, mengucapkan On behalf of the Board of Directors of Bank Mandiri Taspen, we
terima kasih yang sebesar-besarnya kepada seluruh pemangku extend our deepest gratitude to all stakeholders of the Bank.
kepentingan Bank.
Jakarta, 29 April 2025 / Jakarta, April 29, 2025
Elmamber Petamu Sinaga
Direktur Utama
President Director
PT Bank Mandiri Taspen
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Tanggung Jawab Laporan Keberlanjutan
Tahun Buku 2024 [GRI 2-14]
Responsibility for the Sustainability Report of the 2024 Fiscal Year
Kami yang bertandatangan dibawah ini telah melakukan peninjauan dan menyetujui berbagai informasi yang dilaporkan
dalam Laporan Keberlanjutan PT Bank Mandiri Taspen Tahun 2024, termasuk di dalamnya mencakup informasi topik material
Bank. Kami bertanggung jawab penuh atas kebenaran isi laporan yang telah sesuai dengan Peraturan Otoritas Jasa Keuangan
No. 51.POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa keuangan, Emiten dan Perusahaan Publik.
Jakarta, 29 April 2025
DIREKSI
Directors
Elmamber Petamu Sinaga
Direktur Utama
President Director
Maswar Purnama Resi Lora
Direktur Business Direktur Compliance & Control
Director of Business Director of Compliance & Control
Widi Nugroho Putu Apriyanto
Direktur IT & Digital Direktur Finance, Risk & Operations
Director of IT & Digital Director of Finance, Risk & Operations
PT Bank Mandiri Taspen
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Penjelasan Direksi
Directors’ Explanation
We, the undersigned, have reviewed and approved the information presented in the 2024 Sustainability Report of PT Bank Mandiri
Taspen, including material topic disclosures of the Bank. We assume full responsibility for the accuracy of the content in this report,
which complies with the OJK Regulation No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial
Service Institutions, Issuers, and Public Companies.
Jakarta, April 29, 2025
DEWAN KOMISARIS
Board of Commissioners
Mustaslimah
Komisaris Utama
President Commissioner
Hendrika Nora Osloi Sinaga Boedi Armanto
Komisaris Komisaris Independen
Commissioner Independent Commissioner
Suhajar Diantoro
Komisaris Independen
Independent Commissioner
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PT Bank Mandiri Taspen
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06
Tata
Kelola
Governance
PT Bank Mandiri Taspen
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Struktur dan Komposisi Tata Kelola [GRI 2-9, GRI 2-11]
Governance Structure and Composition
Sesuai dengan Undang-Undang Republik Indonesia Nomor 40 In accordance with the Republic of Indonesia Law Number 40
tahun 2007 tentang Perseroan Terbatas (UU PT), Organ Perseroan of 2007 concerning Limited Liability Companies (Company
terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Law), the Company’s organs consist of the General Meeting of
Komisaris dan Direksi. Sistem kepengurusan menganut sistem 2 Shareholders (GMS), the Board of Commissioners, and the Board
(dua) badan (two tier system), yaitu Dewan Komisaris dan Direksi, of Directors. The management system adopts a two-tier system,
yang memiliki wewenang dan tanggung jawab yang jelas sesuai namely the Board of Commissioners and the Board of Directors,
fungsinya masing-masing sebagaimana diamanahkan dalam which have clear authority and responsibilities according to their
anggaran dasar dan peraturan perundang-undangan. Bank juga respective functions as mandated in the articles of association and
memiliki organ penunjang baik di bawah Dewan Komisaris dan regulations. The Bank also has supporting organs both under the
Direksi dalam rangka mendukung efektivitas tugas dan tanggung Board of Commissioners and the Board of Directors to support the
jawab Organ Utama. effectiveness of the main organs’ tasks and responsibilities.
Dalam menjalankan tugasnya, Dewan Komisaris dibantu oleh In carrying out its duties, the Board of Commissioners is assisted
organ penunjang meliputi Komite Audit, Komite Pemantau Risiko, by supporting organs including the Audit Committee, the Risk
serta Komite Remunerasi dan Nominasi. Sedangkan, Direksi Monitoring Committee, and the Remuneration and Nomination
dibantu oleh Sekretaris Perusahaan, Satuan Kerja Kepatuhan, Committee. Meanwhile, the Board of Directors is assisted by the
Satuan Kerja Manajemen Risiko, Audit Internal dan Komite-Komite Corporate Secretary, the Compliance Unit, the Risk Management
di bawah Direksi yang meliputi Komite Manajemen Risiko, Komite Unit, the Internal Audit Unit, and Committees under the Board
Assets and Liabilities Committee (ALCO), Komite Information of Directors including the Risk Management Committee, the
Technology (IT), Komite Kredit, dan Komite Kebijakan Perkreditan. Assets and Liabilities Committee (ALCO), the Information
Dewan Komisaris dan Direksi merupakan ketua badan tata kelola Technology (IT) Committee, the Credit Committee, and the Credit
tertinggi dan bukan merupakan pejabat eksekutif. Policy Committee. The Board of Commissioners and the Board
of Directors serve as the highest governance body and are not
executive officers.
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Tata Kelola
Governance
Struktur Organ Bank Mandiri Taspen disajikan dalam bagan di The organizational structure of Bank Mandiri Taspen is presented
bawah ini. in the chart below.
RUPS
GMS
Tranparency
Check and
Balance
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Accountability Komite Audit Sekretaris Perusahaan
Audit Committee Corporate Secretary
Komite Pemantau Risiko
Risk Monitoring Committee
Responsibility
Komite Remunerasi & Nominasi
Remuneration and Nomination Committee
Independency
Satuan Kerja Kepatuhan Komite Manajemen Risiko
Compliance Work Unit Risk Management Committee
Satuan Kerja Manajemen Risiko
Risk Management Work Unit ALCO
Satuan Kerja Audit Internal Komite IT
Fairness Internal Audit IT Committee
Komite Kredit
Credit Committee
Komite Kebijakan Perkreditan
Credit Policy Committee
PEGAWAI / KARYAWAN NASABAH/PELANGGAN KOMUNITAS/MASYARAKAT
EMPLOYEES CUSTOMER COMMUNITY/SOCIETY
Informasi terkait Profil Dewan Komisaris dan Direksi mencakup Information related to the Profile of the Board of Commissioners and
komposisi badan tata kelola tertinggi termasuk Komisaris Board of Directors includes the composition of the highest governance
Independen, rangkap jabatan, masa jabatan, jenis kelamin telah body including Independent Commissioners, concurrent positions,
disajikan pada bab Profil Perusahaan Laporan Tahunan Bank terms of office, gender has been presented in the Company Profile
Mandiri Taspen. Sedangkan, profil komite-komite serta tugas dan chapter of the Bank Mandiri Taspen Annual Report. Meanwhile,
tanggung jawab badan tata kelola disampaikan pada bab Tata the profiles of the committees and the duties and responsibilities of
Kelola Perusahaan Laporan Tahunan Bank Mandiri Taspen. the governance body are presented in the Corporate Governance
chapter of the Bank Mandiri Taspen Annual Report.
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Benturan Kepentingan [GRI 2-15]
Conflict of Interest
Bank Mandiri Taspen senantiasa berkomitmen untuk menghindari Bank Mandiri Taspen remains committed to avoiding any conflict
segala benturan kepentingan yang terjadi. Bank memastikan of interest. The Bank ensures that every decision made is always
bahwa setiap keputusan yang diambil selalu berlandaskan pada based on the principles of transparency, integrity, and objectivity,
prinsip transparansi, integritas, dan objektivitas, demi kepentingan in the best interest of the company and its stakeholders. This
terbaik perusahaan dan para pemangku kepentingannya. commitment is outlined in the Corporate Governance Standard
Komitmen tersebut telah tercantum dalam Standar Prosedur Operating Procedure Edition III Number SP/044/X/2024 dated
Tata Kelola Perusahaan Edisi III Nomor SP/044/X/2024 Tanggal 28 October 28, 2024. In managing conflicts of interest within the
Oktober 2024. Dalam mengelola benturan kepentingan Dewan Board of Commissioners, Bank Mandiri Taspen has established the
Komisaris, Bank Mandiri Taspen telah menetapkan ketentuan following provisions:
sebagai berikut:
1. Setiap Dewan Komisaris berkewajiban menjaga dan 1. Each Board of Commissioners is obliged to maintain and
melindungi segala informasi yang menjadi kerahasiaan Bank protect all information that is confidential of the bank and
dan tidak mengungkapkannya kepada pihak ketiga tanpa not disclose it to third parties without the authority of the
kuasa dari Dewan Komisaris, demikian pula hasil kebijakan/ Board of Commissioners, as well as the results of policies and
keputusan rapat internal Dewan Komisaris dan Komlte resolutions of internal meetings of the Board Commissioners
di bawah Dewan Komisaris dan hal-hal lain yang patut and Commissioners under the Board of Commissioners and
dirahasiakan berdasarkan peraturan perundang-undangan other matters that should be kept confidential based on
yang berlaku. applicable laws and regulations.
2. Selama belum ditetapkan sebagai informasi atau fakta 2. As long as it has not been determined as open information or
yang terbuka atau selama belum diumumkan oleh facts or as long as it has not been announced by the Board
Dewan Komisaris, semua pihak yang terlibat wajib untuk of Commissioners, all parties involved are obliged to keep the
merahasiakan informasi tersebut. information confidential.
3. Setiap anggota Dewan Komisaris berkewajiban: 3. Each member of the Board of Commissioners shall:
a. Mengungkapkan kepemilikan sahamnya yang mencapai a. Disclose its share ownership of 5% (five percent) or
5% atau lebih, baik pada Bank yang bersangkutan more, both in the bank concerned and other banks and
maupun bank dan perusahaan lain yang berkedudukan di companies domiciled at home and abroad, as well as
dalam dan di luar negeri, serta hubungan keuangan serta financial relationships and family relationships with other
hubungan keluarga dengan anggota Dewan Komisaris members of the Board of Commissioners, members of the
lainnya, anggota Direksi dan/atau Pemegang Saham Board of Directors and/or Controlling Shareholders of the
Pengendali Bank. Bank.
b. Tidak memanfaatkan Bank untuk kepentingan pribadinya, b. Not utilize the Bank for his personal interests, including
termasuk untuk kepentingan keluarga dan/atau pihak for the benefit of family and/or other parties who harm or
pihak lain yang merugikan atau mengurangi keuntungan reduce the Bank’s profits.
Bank.
c. Tidak mengambil dan/atau menerima keuntungan pribadi c. Not take and/or receive personal benefits from the Bank
dari Bank selain remunerasi dan fasilitas lainnya yang other than remuneration and other facilities determined
ditetapkan RUPS sesuai dengan ketentuan yang berlaku. by the GMS in accordance with applicable regulations.
d. Mengungkapkan remunerasi dan fasilitas yang diterima d. Disclose the remuneration and facilities received in the
dalam Laporan Tata Kelola Perusahaan yang Baik (Good Good Corporate Governance Report (Good Corporate
Corporate Governance) Governance).
4. Setiap Dewan Komisaris dilarang menggunakan informasi 4. Each Board of Commissioners is prohibited from using Bank
Bank untuk kepentingan pribadi yang dapat menimbulkan information for personal interests that may cause a conflict of
benturan kepentingan baik secara langsung maupun tidak interest either directly or indirectly.
langsung
5. Setiap Dewan Komisaris dilarang terlibat dalam pengambilan 5. Each Board of Commissioners is prohibited from being
keputusan kegiatan operasional atau melakukan intervensi involved in making decisions on operational activities or
terhadap transaksi-transaksi operasional perbankan interfering in banking operational transactions based on
berdasarkan peraturan perundang-undangan dan ketentuan applicable laws and regulations.
yang berlaku.
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Tata Kelola
Governance
6. Setiap Dewan Komisaris dilarang menjadi sponsor rekanan 6. Each Board of Commissioners is prohibited from sponsoring
Bank, calon nasabah atau nasabah Bank yang dapat the Bank’s partners, prospective customers or, customers of
menimbulkan benturan kepentingan. the Bank that may cause a conflict of interest.
7. Setiap Dewan Komisaris dilarang merekomendasikan 7. Each Board of Commissioners is prohibited from
seseorang untuk menjadi pejabat Bank, diluar ketentuan yang recommending a person to become an officer of the Bank,
berlaku. outside of applicable provisions.
8. Setiap Dewan Komisaris dilarang memanfaatkan Bank untuk 8. Each Board of Commissioners is prohibited from utilizing
kepentingan pribadi, keluarga, perusahaan atau kelompok the Bank for personal, family, corporate, or business group
usahanya dengan cara yang bertentangan dengan peraturan interests in a manner that is contrary to the laws and
perundang-undangan dan kewajaran di bidang perbankan. regulations and fairness in the banking sector.
9. Pencatatan administrasi, dokumentasi dan pengungkapan 9. Administrative records, documentation, and disclosure of
benturan kepentingan dengan menuangkan dalam Surat conflicts of interest by stating in the Annual Statement Letter.
Pernyataan Tahunan.
Sedangkan, Pengelolaan benturan kepentingan bagi Direksi yang Meanwhile, management of conflicts of interest for the Board of
dilakukan Bank Mandiri Taspen sebagai berikut: Directors is carried out by Bank Mandiri Taspen as follows:
1. Direksi memiliki komitmen untuk menghindari segala bentuk 1. The Board of Directors is committed to avoiding all forms of
benturan kepentingan (conflict of interest) conflict of interest (conflict of interest).
2. Dalam hal anggota Direksi secara pribadi mempunyai 2. In the event that a member of the Board of Directors personally
kepentingan dalam suatu transaksi, kontrak atau kontrak has an interest in transactions, contract, or proposed contract
yang diusulkan dalam mana Bank menjadi salah satu pihak, to which the Bank is a party, it shall be stated the nature of
maka harus dinyatakan sifat kepentingannya dalam Rapat his interest at the Meeting of the Board of Directors and the
Direksi dan anggota Direksi yang bersangkutan tidak berhak member of the Board of Directors concerned shall not be
untuk mengambil suara entitled to vote.
3. Secara berkala sekurang-kurangnya 1 (satu) tahun sekali, 3. Periodically at least once every 1 (one) year, each member of
setiap anggota Direksi wajib membuat pernyataan mengenai the Board of Directors must make a statement regarding the
ada atau tidaknya conflict of interest dengan aktivitas Bank presence or absence of conflict of interest with the Bank’s
yang dilakukannya activities carried out by him.
4. Anggota Direksi tidak boleh merangkap jabatan sebagaimana 4. Members of the Board of Directors may not hold concurrent
diatur dalam peraturan yang berlaku untuk melindungi positions as stipulated in applicable regulations to protect the
kepentingan Pemegang Saham, Bank telah mengatur interests of Shareholders, the Bank has regulated conflicts of
mengenai benturan kepentingan dalam kebijakan intern interest in internal policies, namely:
yaitu:
a. Pengaturan mengenai penanganan benturan kepentingan a. Regulations regarding the handling of conflicts of
yang mengikat setiap pengurus dan pengawai Bank interest that bind every manager and employee of Bank
Mandiri Taspen yang dituangkan dalam Ketentuan Mandiri Taspen as outlined in the Provisions of the Policy
Arsitektur Kebijakan PT Bank Mandiri Taspen dan Standar Architecture of PT Bank Mandiri Taspen and the Standard
Prosedur Tata Kelola Perusahaan PT Bank Mandiri Taspen Procedures for Corporate Governance of PT Bank Mandiri
Perubahan Ketiga Nomor SP/044/X/2024 Tanggal 28 Taspen, Third Amendment Number SP/044/X/2024 Dated
Oktober 2024. October 28, 2024.
b. Pencatatan administrasi, dokumentasi dan pengungkapan b. Administrative records, documentation, and disclosure of
benturan kepentingan dengan menuangkan dalam Surat conflicts of interest by stating in the Annual Statement
Pernyataan Tahunan. Letter.
Informasi terkait pengelolaan benturan kepentingan Dewan Information regarding the management of conflicts of interest
Komisaris dan Direksi telah disampaikan secara rinci pada bagian between the Board of Commissioners and the Board of Directors
Tata Kelola Perusahaan Laporan Tahunan Bank Mandiri Taspen. is provided in the Corporate Governance section of the Bank
Mandiri Taspen Annual Report.
Hingga akhir tahun 2024, tidak terdapat hubungan afiliasi berupa As of the end of 2024, there were no affiliate relationships in the
hubungan keuangan, keluarga, dan kepengurusan antara Dewan form of financial, familial, or management ties between members
Komisaris dengan anggota Dewan Komisaris lainnya dan Direksi, of the Board of Commissioners and other members of the Board
maupun Direksi dengan Direksi lainnya dan Dewan Komisaris of Commissioners, or between the Board of Directors and other
serta pemegang saham pengendali. Seluruh anggota Dewan Directors, as well as the Board of Commissioners and controlling
Komisaris dan Direksi tidak memiliki hubungan kepengurusan shareholders. All members of the Board of Commissioners
pada perusahaan lain termasuk pemasok. Pemegang saham and the Board of Directors had no management roles in other
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pengendali Bank Mandiri Taspen adalah PT Bank Mandiri companies, including suppliers. The controlling shareholder of
(Persero) Tbk dengan persentase kepemiliki sebesar 51,098%. Bank Mandiri Taspen was PT Bank Mandiri (Persero) Tbk, with a
Dengan demikian, tidak terdapat pemegang saham pengendali shareholding percentage of 51.098%. Therefore, there were no
individu baik langsung maupun tidak langsung. Informasi terkait individual controlling shareholders, either directly or indirectly.
hubungan kepemilikan saham Dewan Komisaris dan Direksi telah Information regarding the shareholding relationships of the Board
disajikan secara rinci pada Laporan Tahunan bagian Tata Kelola of Commissioners and the Board of Directors is provided in the
Perusahaan. Corporate Governance section of the Annual Report.
Selain itu, seluruh Dewan Komisaris dan Direksi tidak memiliki Additionally, none of the members of the Board of Commissioners
saham pada Bank, Bank Lain, Lembaga Keuangan Non Bank, or the Board of Directors held shares in the Bank, other Banks,
maupun Perusahaan lain. Informasi kepemilikan saham Dewan Non-Bank Financial Institutions, or other companies. Information
Komisaris dan Direksi telah disajikan secara rinci pada Laporan regarding the shareholding of the Board of Commissioners and
Tahunan bagian Tata Kelola Perusahaan. Pada tahun 2024, tidak the Board of Directors is provided in the Corporate Governance
terdapat transaksi yang mengandung benturan kepentingan. section of the Annual Report. In 2024, there were no transactions
Informasi terkait transaksi benturan kepentingan telah involving conflicts of interest. Information related to conflicts of
disampaikan secara rinci pada Laporan Tahunan bagian Analisis interest transactions is provided in the Management Discussion
dan Pembahasan Manajemen. and Analysis section of the Annual Report.
Nominasi dan Seleksi Dewan Komisaris dan
Direksi [GRI 2-10]
Nomination and Selection of the Board of Commissioners and Directors
Kebijakan Nominasi Dewan Komisaris dan Direksi pada ketentuan The Nomination Policy of the Board of Commissioners and
internal mengacu pada Anggaran Dasar Bank Mandiri Taspen, Board of Directors on internal provisions refer to Bank Mandiri
Standar Prosedur Tata Kelola Perusahaan dan Piagam Komite Taspen’s Articles of Association, Standard Corporate Governance
Remunerasi dan Nominasi. Calon Dewan Komisaris dan Direksi procedures, and the Remuneration and Nomination Committee
yang dinominasikan harus memenuhi persyaratan yang ditentukan Charter. Nominated candidates for the Board of Directors
dalam Anggaran Dasar Bank dan peraturan perundang-undangan must meet the requirements specified in the Bank’s articles
yang berlaku dengan melakukan seleksi sesuai dengan yang of association and applicable laws and regulations by making
dipersyaratkan oleh peraturan tersebut. Di samping itu, proses selections in accordance with those required by these regulations.
nominasi juga mempertimbangkan pandangan dari pemangku In addition, the nomination process also considers the views of
kepentingan (termasuk pemegang saham), keberagaman, stakeholders (including shareholders), diversity, independence and
independensi, dan kompetensi yang relevan. relevant competencies.
Prosedur nominasi Dewan Komisaris dan Direksi dilakukan sebagai The nomination procedure for the Board of Commissioners and
berikut: Board of Directors is carried out as follows:
1. Komite remunerasi dan Nominasi mengidentifikasi calon yang 1. The Remuneration and Nomination Committee identifies
memenuhi kriteria. candidates who meet the criteria.
2. Dewan Komisaris atas dasar saran dari Komite Remunerasi 2. The Board of Commissioners on the basis of advice from the
dan Nominasi menyampaikan usulan calon kepada Pemegang Remuneration and Nomination Committee submits candidate
Saham. proposals to the Shareholders.
3. Pelaksanaan seleksi dilaksanakan sebelum masa jabatan 3. The selection is carried out before the end of the term of
berakhir atau diminta Dewan Komisaris. office or requested by the Board of Commissioners.
4. Calon yang direkomendasikan oleh Komite remunerasi 4. Candidates recommended by the Remuneration and
& Nominasi kepada Dewan Komsisaris setelah ditelaah Nomination Committee to the Board of Commissioners after
kemudian diusulkan kepada pemegang saham untuk diangkat review are then proposed to shareholders to be appointed or
atau ditetepkan dalam RUPS. determined at the GMS.
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Sementara itu, prosedur nominasi dan seleksi Komite-komite Meanwhile, the nomination and selection procedures for
di bawah Dewan Komisaris dilakukan melalui Rapat Dewan Committees under the Board of Commissioners are carried out
Komisaris. Prosedur nominasi dan seleksi dilakukan dengan through the Board of Commissioners’ Meeting. The nomination
memperhatikan rekomendasi dari Komite Remunerasi dan and selection procedures are carried out by taking into account
Nominasi, untuk keanggotaan Komite dari unsur keanggotaan the recommendations of the Remuneration and Nomination
Pihak Independen. Terhadap calon anggota komite yang telah Committee, for Committee membership from the element of
disetujui oleh Dewan Komisaris, selanjutnya disampaikan kepada membership of avn Independent Party. For prospective committee
Direksi untuk diangkat dan ditetapkan dalam suatu Keputusan members who have been approved by the Board of Commissioners,
Direksi. Sedangkan, prosedur nominasi dan seleksi komite di then submitted to the Board of Directors to be appointed and
bawah Direksi dilakukan melalui pembahasan dalam komite determined in a Directors Decree. While the nomination and
masing-masing untuk menentukan keanggotaan dari komite selection procedures for committees under the Board of Directors
tersebut. Selanjutnya atas calon anggota komite yang telah are carried out through discussions in the respective committees
disetujui direkomendasikan kepada Direksi untuk diangkat dan to determine the membership of the committee. Furthermore,
ditetapkan dalam suatu Keputusan Direksi. the candidates for committee members who have been approved
are recommended to the Board of Directors to be appointed and
determined in a Directors Decree.
Informasi terkait nominasi dan seleksi Dewan Komisaris dan Direksi Information regarding the nomination and selection of the Board
telah dijelaskan secara rinci pada bagian Tata Kelola Perusahaan of Commissioners and Directors has been elaborated in detail in
Laporan Tahunan Bank Mandiri Taspen. the Corporate Governance section of the Bank Mandiri Taspen
Annual Report.
Penilaian Kinerja Dewan Komisaris dan
Direksi [GRI 2-18]
Performance Assessment of the Board of Commissioners and
Board of Directors
Bank Mandiri Taspen telah menetapkan penilaian kinerja bagi Bank Mandiri Taspen had established performance assessments
Dewan Komisaris dan Direksi. Penilaian kinerja Dewan Komisaris for the Board of Commissioners and the Board of Directors. The
dilakukan oleh Pemegang Saham dalam RUPS Tahunan pada performance assessment of the Board of Commissioners was
saat penyampaian laporan tugas pengawasan Dewan Komisaris. conducted by the Shareholders during the Annual General Meeting
Berdasarkan laporan tersebut RUPS menyatakan serta memberikan (AGM) when presenting the supervisory report of the Board of
pembebasan sepenuhnya (acquit et de charge) kepada Dewan Commissioners. Based on this report, the AGM declared and fully
Komisaris atas tindakan pengawasan yang dilakukan dalam Tahun acquitted (acquit et de charge) the Board of Commissioners for
Buku yang berakhir pada akhir tahun. Kinerja Dewan Komisaris their supervisory actions during the fiscal year that ended at the
tercermin dari pencapaian realisasi Program Kerja atau Rencana end of the year. The performance of the Board of Commissioners
Kerja Tahunan Dewan Komisaris yang seluruhnya telah tercapai. is reflected in the realization achievements of the Work Program or
Salah satu kriteria penilaian kinerja Dewan Komisaris adalah Annual Work Plan of the Board of Commissioners, all of which had
pelaksanaan reviu dan tanggapan Rencana Bisnis Bank (RBB) yang been achieved. One of the criteria for assessing the performance
didalamnya terdapat Rencana Aksi Keuangan Berkelanjutan yang of the Board of Commissioners is the implementation of reviews
dapat memberikan dampak pada aspek ekonomi, lingkungan dan and responses to the Bank’s Business Plan (RBB), which include
sosial. the Sustainable Financial Action Plan that can have an impact on
economic, environmental, and social aspects.
Bank juga melakukan pengukuran atas pencapaian target The Bank also measures the achievement of performance targets
kinerja yang telah dilaksanakan oleh Direksi. Bank Mandiri that have been implemented by the Board of Directors. Bank
Taspen melakukan penilaian terhadap Direksi secara kolektif Mandiri Taspen evaluates the Board of Directors collectively and
maupun masing-masing anggota Direksi. Penilaian bagi Direksi each member of the Board of Directors. Assessment for the
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secara individu, dinilai setiap tahun untuk melihat kinerja Board of Directors individually is assessed annually to see the
masing-masing anggota Direksi dalam pelaksanaan tugas dan performance of each member of the Board of Directors in carrying
tanggungjawabnya. Penilaian tersebut dilaksanakan berdasarkan out their duties and responsibilities. The assessment is carried out
target yang ditetapkan dalam Key Performace Indicator (KPI) yang based on the targets set in the Key Performance Indicator (KPI)
telah disepakati bersama dari awal tahun sesuai pembidangannya which have been mutually agreed upon from the beginning of the
masing-masing. Salah satu indikator KPI adalah ketercapaian year according to their respective duties. One of the KPI indicators
Rencana Aksi Keuangan Berkelanjutan (RAKB) yang merupakan is the achievement of the Sustainable Financial Action Plan (RKAB),
bagian dari Rencana Bisnis Bank (RBB). which is part of the Bank’s Business Plan (RBB).
Proses evaluasi penilaian kinerja Dewan Komisaris dan Direksi The process of evaluating the performance appraisal of the
dilaksanakan secara berkala dan independen dengan penetapan Board of Commissioners and Board of Directors is carried out
akhir melalui mekanisme RUPS Tahunan, untuk memastikan periodically and independently with a final determination through
bahwa Bank memberikan manfaat terhadap aspek ekonomi, the mechanism of the Annual GMS, to ensure that the Bank
lingkungan, dan sosial. Hasil evaluasi terhadap kinerja Dewan provides benefits for economic, environmental and social aspects.
Komisaris dan Direksi secara keseluruhan dan kinerja masing- The evaluation results of the overall performance of the Board
masing anggota Dewan Komisaris dan Direwksi secara individu of Commissioners and the Board of Directors, as well as the
merupakan bagian tak terpisahkan dalam skema kompensasi atau performance of each member of the Board of Commissioners and
pemberian insentif bagi Dewan Komisaris dan Direksi serta dasar Directors individually, are an integral part of the compensation
pertimbangan bagi pemegang saham untuk memberhentikan scheme or incentives for the Board of Commissioners and
dan/atau menunjuk kembali Dewan Komisaris dan Direksi yang Directors, and a basis for consideration for shareholders to dismiss
bersangkutan. Pembahasan terkait penilaian kinerja Dewan and/or reappoint the respective Board of Commissioners and
Komisaris dan Direksi telah disajikan secara rinci pada bagian Tata Directors. Information related to the performance assessment of
Kelola Perusahaan Laporan Tahunan Bank Mandiri Taspen. the Board of Commissioners and Directors has been elaborated in
detail in the Corporate Governance section of the Bank Mandiri
Taspen Annual Report.
Kebijakan Remunerasi Dewan Komisaris dan
Direksi [GRI 2-19, GRI 2-20, GRI 2-21]
Remuneration Policy for the Board Of Commissioners and Directors
Kebijakan remunerasi Dewan Komisaris dan Direksi Bank Mandiri The remuneration policy for the Board of Commissioners and
Taspen mengacu pada Peraturan Otoritas Jasa Keuangan the Board of Directors of Bank Mandiri Taspen refers to the
Nomor 45/POJK.03/2015 tentang Penerapan Tata Kelola dalam OJK Regulation Number 45/POJK.03/2015 concerning the
Pemberian Remunerasi bagi Bank Umum serta Peraturan Implementation of Governance in Remuneration for Commercial
Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Banks, as well as the Regulation of the Minister of State-Owned
Nomor PER-13/MBU/09/2021 Tentang Perubahan Keenam Atas Enterprises of the Republic of Indonesia Number PER-13/
Peraturan Menteri Badan Usaha Milik Negara Nomor PER-04/ MBU/09/2021 on the Sixth Amendment to the Regulation of the
MBU/2014 Tentang Pedoman Penetapan Penghasilan Direksi, Minister of State-Owned Enterprises Number PER-04/MBU/2014
Dewan Komisaris, dan Dewan Pengawas Badan Usaha Milik concerning Guidelines for Determining the Income of the Board of
Negara yang juga diberlakukan untuk perusahaan anak BUMN. Directors, the Board of Commissioners, and the Supervisory Board
of State-Owned Enterprises, which also applies to the subsidiaries
of SOEs.
Dalam penetapan remunerasi bagi karyawan, Pejabat In determining remuneration for employees, Executive Officers,
Eksekutif, Direksi dan Dewan Komisaris, Komite Remunerasi Directors and the Board of Commissioners, the Remuneration
mempertimbangkan beberapa hal, antara lain: Committee considers several things, including:
1. Hasil benchmarking remunerasi karyawan, pejabat eksekutif, 1. Benchmarking results of employee remuneration, executive
anggota Direksi dan anggota Dewan Komisaris dengan officers, members of the Board of Directors, and members of the
industri sejenis (peer group). Board of Commissioners with similar industries (peer group).
2. Kompleksitas dari operasi perusahaan. 2. The complexity of the company’s operations.
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Tata Kelola
Governance
3. Remunerasi terdiri dari gaji atau honorarium dan benefit yang 3. Remuneration consists of salary or honorarium and benefits
bisa distandarisasi yaitu Tunjangan Hari Raya Cuti Tahunan that can be standardized, namely Holiday Allowance
(THR), Rumah Dinas, Kendaraan Dinas, Fasilitas Kesehatan (THR), Official House, Official Vehicle, Health facilities and
dan Utilities serta benefit lainnya. Sedangkan remunerasi yang Utilities and other benefits. Meanwhile, performance-based
berdasarkan kinerja adalah bonus/insentif untuk karyawan remuneration is a bonus/incentive for employees and bonuses
dan tantiem untuk Direksi dan Dewan Komisaris. for the Board of Directors and the Board of Commissioners.
Selain itu, penetapan remunerasi Dewan Komisaris dan Direksi Additionally, the determination of remuneration for the Board
mempertimbangkan kinerja penerapan keuangan berkelanjutan of Commissioners and the Board of Directors considers the
yang tercermin pada ketercapaian Rencana Aksi Keuangan performance in implementing sustainable finance, as reflected in
Berkelanjutan (RAKB) yang merupakan bagian dari Rencana Bisnis the achievement of the Sustainable Finance Action Plan (RAKB),
Bank (RBB). which is part of the Bank’s Business Plan (RBB).
Penetapan remunerasi Dewan Komisaris dan Direksi dilakukan The determination of remuneration for the Board of Commissioners
dengan tata cara sebagai berikut: and Board of Directors is carried out in the following procedures:
1. Komite Remunerasi dan Nominasi melakukan kajian 1. The Remuneration and Nomination Committee conducts
remunerasi bagi anggota Dewan Komisaris dan Direksi. a remuneration review for members of the Board of
Commissioners and Board of Directors.
2. Komite Remunerasi dan Nominasi melakukan koordinasi 2. The Remuneration and Nomination Committee coordinates
dengan Direktur dan Pejabat yang membidangi Human with the Director and Officer in charge of Human Capital
Capital serta unit kerja terkait dalam rangka menyusun usulan and related work units in order to prepare Remuneration
Remunerasi. proposals.
3. Dalam menetapkan kebijakan remunerasi paling kurang 3. In determining the remuneration policy, pay at least attention
memperhatikan: on :
a. Kinerja keuangan dan pemenuhan cadangan. a. Financial performance and reverse fulfillment
b. Prestasi kerja individual. b. Individual work performance
c. Kewajaran dengan peer division. c. Fairness with peer division
d. Pertimbangan sasaran dan strategi jangka panjang bank. d. Consideration of the bank’s long-term goals and strategies
4. Komite Remunerasi dan Nominasi berdasarkan kajian 4. The Remuneration and Nomination Committee based on the
menyusun rekomendasi remunerasi dan kemudian study prepares remuneration recommendations and then
disampaikan kepada Dewan Komisaris dan Direksi. submits them to the Board of Commissioners and Board of
Directors.
5. Dewan Komisaris menyampaikan usulan dan rekomendasi 5. The Board of Commissioners submits proposals and
atas dasar kajian Komite Remunerasi dan Nominasi kepada recommendations based on the review of the Remuneration
RUPS untuk memperoleh persetujuan. and Nomination Committee to the GMS for approval.
6. Usulan dan rekomendasi Dewan Komisaris kepada RUPS 6. Proposals and recommendations of the Board of
dapat berupa: Commissioners to the GMS may be in the form of:
a. Persetujuan mengenai bentuk dan besaran remunerasi. a. Agreement on the form and amount of remuneration
b. Persetujuan untuk diberikan kewenangan kepada Dewan b. Approval to be authorized to the Board of Commissioners
Komisaris dalam menetapkan bentuk dan besaran in determining the form and amount of remuneration
remunerasi.
Pemberian Remunerasi pada Dewan Komisaris dan Direksi juga In addition, in providing remuneration for the Board of
memperhatikan pada ketentuan remunerasi yang berlaku, yaitu Commissioners and Board of Directors, the Bank pays attention
dalam bentuk: to the applicable remuneration provisions, namely in the form of:
1. Remunerasi yang bersifat tetap, yaitu remunerasi yang 1. Fixed remuneration, namely remuneration that is linked to
tidak dikaitkan dengan kinerja dan risiko, antara lain gaji/ performance and risk, including salary/ honorarium, facilities,
honorarium, fasilitas, tunjangan perumahan, tunjangan housing allowance, health allowance, education allowance,
kesehatan, tunjangan pendidikan, tunjangan hari raya dan holiday allowance, and retirement benefit. Remuneration in
santunan purna jabatan. Remunerasi yang berupa Gaji/ the form of Salary/ Honorarium, Facilities, Allowances, and
Honorarium, Fasilitas, Tunjangan dan santunan purna jabatan retirement compensation is given in cash,
diberikan dalam bentuk tunai
2. Remunerasi yang bersifat variabel, yaitu remunerasi yang 2. Variable remuneration, which is remuneration associated with
dikaitkan dengan kinerja dan risiko, antara lain Bonus, Tantiem/ performance and risk, including Bonus, bonuses/Performance
Insentif Kinerja atau bentuk lainnya yang dipersamakan Incentive, or other forms likened to it. Remuneration in the
dengan itu. Remunerasi yang berupa Bonus, Tantiem, Insentif form of Bonuses, and Incentives can be given in cash, shares,
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dapat diberikan dalam bentuk tunai, saham, atau instrumen or share-based instruments issued by the Bank with special
yang berbasis saham yang diterbitkan oleh Bank dengan provisions for the Board of Commissioners to be given in
ketentuan khusus untuk Dewan Komisaris diberikan dalam cash to avoid elements of conflict of interest in carrying out
bentuk tunai untuk menghindari unsur benturan kepentingan supervision.
dalam menjalankan pengawasan.
Rincian mengenai struktur penetapan remunerasi Dewan Details regarding the remuneration determination structure of the
Komisaris dan Direksi di sampaikan pada tabel di bawah ini. Board of Commissioners and Board of Directors are described in
the table below.
Tabel Struktur Remunerasi Dewan Komisaris dan Direksi
Table of Remuneration Stucture of the Board of Commissioners and Directors
Ketentuan
Provisions
No
Jenis Pengasilan
Type of Income Dewan Komisaris Direksi
Board of Commissioners Directors
1 Honorarium/Gaji Besarnya faktor jabatan Komisaris Utama 43% dari Anggota Direksi 85% dari Direktur Utama
Honorarium or Salary Direktur Utama Komisaris 90% dari Komisaris Utama Members of the Board of Directors 85% of the
The size of the position factor President Commissioner President Director
43% of President Director Commissioner 90% of
President Commissioner
2 Tunjangan
Allowances
Tunjangan Hari Raya Keagamaan 1 (satu) kali honorarium 1 (satu) kali gaji
Religious holiday allowance 1 (one) time honorarium Religious holiday allowance
Tunjangan transportasi Sebesar 20% dari honorarium Tidak diberikan
Transportation allowance 20% of the honorarium Transportation allowance
Tunjangan Cuti Tahunan Tidak diberikan Tidak diberikan
Annual Leave Allowance Not given Annual Leave Allowance
Santunan Purna Jabatan Diberikan dalam bentuk asuransi purna jabatan Diberikan dalam bentuk asuransi purna jabatan
After-Service Compensation dengan maksimum 25% dari gaji dari honorarium dengan maksimum 25% dari gaji
Given in the form of after-service compensation with Given in the form of after-service compensation with
a maximum of 25% of salary or honorarium. a maximum of 25% of salary.
Tunjangan Perumahan Tidak diberikan Diberikan secara bulanan sebesar maksimal 40%
Housing Allowance Not given dari gaji
Given monthly for a maximum of 40% of the salary
Tunjangan Pakaian Dinas Tidak diberikan Tidak diberikan
Service Dress Allowance Not given Not given
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Tata Kelola
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Ketentuan
Provisions
No
Jenis Pengasilan
Type of Income Dewan Komisaris Direksi
Board of Commissioners Directors
3 Fasilitas
Facilities
Fasilitas Kendaraan Dinas Diberikan dalam bentuk tunjangan transportasi Diberikan 1(satu) kendaraan dinas yang diberikan
Official Vehicle Facilities sebesar 20% dari honorarium dalam bentuk sewa sesuai kriteria yang telah
Given in the form of a transportation allowance of ditetapkan
20% of the honorarium 1 (one) official vehicle is given in the form of a rental
according to predetermined criteria
Fasilitas Kesehatan Diberikan dalam bentuk asuransi kesehatan Diberikan dalam bentuk asuransi kesehatan
Medical Facility Provided in the form of health insurance Provided in the form of health insurance
Fasilitas Perkumpulan Profesi Tidak diberikan Maksimum 2 (dua) keanggotaan
Professional Association Facilities Not given Maximum 2 (two) membership
Fasilitas Bantuan Hukum Diberikan merujuk pada ketentuan tentang bantuan Diberikan merujuk pada ketentuan tentang bantuan
Legal Aid Facilities hukum bagi perusahaan BUMN sebagaimana diatur hukum bagi perusahaan BUMN sebagaimana diatur
dalam Peraturan menteri BUMN dalam Peraturan menteri BUMN
Given referring to the provisions regarding legal Given referring to the provisions regarding legal
assistance for BUMN companies as regulated in the assistance for BUMN companies as regulated in the
Miniter of BUMN Regulations Miniter of BUMN Regulations
Fasilitas Komunikasi At Cost At Cost
Communication Facilities At Cost At Cost
Selain itu, Bank Mandiri Taspen juga melaporkan rasio total gaji In addition, Bank Mandiri Taspen also reported the ratio of total
karyawan dengan level tertinggi (Kepala Divisi) terhadap total salary of the highest level employee (Head of Division) to the
gaji tahunan rata-rata untuk semua karyawan. Selain itu, Bank average total annual salary for all employees. In addition, Bank
Mandiri Taspen juga melaporkan rasio persentase kenaikan total Mandiri Taspen also reported the ratio of the percentage increase
gaji tahunan untuk karyawan dengan level tertinggi terhadap rasio in total annual salary for the highest level employee to the ratio of
peningkatan persentase median total gaji untuk semua karyawan. the median percentage increase in total salary for all employees.
Adapun rincian disajikan sebagai berikut. The details are presented as follows.
Uraian Rasio
Description Ratio
Rasio total gaji karyawan dengan level tertinggi terhadap total gaji tahunan rata-rata untuk semua karyawan
1 : 13,20
Ratio of the total salary of the highest-level employee to the average annual total salary for all employees
Rasio persentase kenaikan total gaji tahunan untuk karyawan dengan level tertinggi terhadap rasio peningkatan persentase
median total gaji untuk semua karyawan
1 : 0,79
Ratio of the percentage increase in annual total salary for the highest-level worker to the ratio of the percentage increase in
the median total salary for all employees
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Tata Kelola Keberlanjutan [OJK E]
Sustainability Governance
Penanggung Jawab Penerapan Parties Responsible for Sustainable
Keuangan Berkelanjutan [OJK E.1, GRI Finance Implementation [OJK E.1, GRI
2-9, 2-12, 2-13, 2-14, IFRS S1-GOVERNANCE, IFRS S2- 2-9, 2-12, 2-13, 2-14, IFRS S1-GOVERNANCE, IFRS S2-
GOVERNANCE] GOVERNANCE]
Dalam rangka meningkatkan penerapan Aksi Keuangan In order to enhance the implementation of the Sustainable
Berkelanjutan, sesuai dengan keputusan Rapat Direksi yang Finance Action Plan, in accordance with the decision of the Board
tertuang dalam Risalah Rapat Direksi Nomor RR.DIR/052/2023, of Directors as outlined in the Minutes of the Board of Directors
Bank Mandiri Taspen telah membentuk ESG Governance Structure Meeting Number RR.DIR/052/2023, Bank Mandiri Taspen
pada level Komisaris dan Direksi serta working group pada level has established an ESG Governance Structure at the Board of
Divisi Adapun struktur ESG Governance Structure, sebagai berikut. Commissioners and Board of Directors levels, as well as a working
group at the Division level. The structure of the ESG Governance
Structure is as follows.
Board of Commissioner Level Commitee
KOMITE PEMANTAU RISIKO
RISK MONITORING COMMITTEE
Board of Director Level Committee
RAPAT DIREKSI
BOARD OF DIRECTORS MEETING
Steering Committee Level
KOMITE MANAJEMEN RISIKO
RISK MANAGEMENT COMMITTEE
Director Level
DIREKTUR COMPLIANCE & CONTROL
DIRECTOR OF COMPLIANCE & CONTROL
Working Group Level
ESG WORKING GROUP
ESG WORKING GROUP
CORSEC & LEGAL (dhi. Unit SUSTAINABILITY & ASSURANCE)
ESG CONTRIBUTING MEMBER
• Strategy and Performance • Compliance
Management • Human Capital
• Risk Management • IT (IT Operation & IT Development)
• Internal Audit • CISO
• Business (Consumer Business and • Distribution & Portfolio
Pension Business) Management
• Risk Business Control • Network Development
• Procurement & Asset Management • Unit kerja lainnya sesuai kebutuhan/
Other work units as needed
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Pada level working group, ESG Working Group yang dikoordinir At the working group level, the ESG Working Group is coordinated
oleh Divisi Corporate Secretary & Legal, serta mendapat by the Corporate Secretary & Legal Division and is directly overseen
pengawasan langsung oleh Direksi dan Komisaris. Adapun by the Board of Directors and the Board of Commissioners. The
struktur ESG Working Group adalah sebagai berikut. structure of the ESG Working Group is as follows.
BOB & BOC LEVEL
ESG WORKING GROUP
Ketua / Chairman
Kepala Divisi Corporate Secretary & Legal
Head of Corporate Secretary & Legal Division
Wakil Ketua / Vice Chairman
- Kepala Divisi Risk Management
Head of Risk Management Division
Kepala Divisi SPM & Accounting
Head of Strategy and Performance Management & Accounting Division
Sekreterais / Secretary
Unit Sustainaiblity & Assurance
ESG CONTRIBUTING MEMBER
• Strategy and Performance Management • Compliance
• Risk Management • Human Capital
• Internal Audit • IT (IT Operation & IT Development)
• Business (Consumer Business and Pension Business) • CISO
• Risk Business Control • Distribution & Portfolio Management
• Procurement & Asset Management • Network Development
• Unit kerja lainnya sesuai kebutuhan/Other work units as
needed
Tugas dan tanggung jawab Direksi dan Komisaris terkait ESG: Responsibilities of the Board of Directors and Commissioners
related to ESG:
• Menetapkan arah Sustainability Bank Mandiri Taspen • Establishing the direction of Bank Mandiri Taspen’s
(Framework, Commitment, Strategy, Inisiatif, Roadmap). Sustainability (Framework, Commitment, Strategy, Initiatives,
Roadmap)
• Mengawasi implementasi ESG/Sustainability, pemenuhan • Overseeing the implementation of ESG/Sustainability, ensuring
target dan inisiatif sustainability berjalan dengan baik. the fulfillment of targets, and monitoring the progress of
sustainability initiatives
• Mengawasi tata kelola dan SOP Bank yang terintegrasi • Supervising governance and SOPs of the Bank integrated with
implementasi Sustainability di Bank Mandiri Taspen. the implementation of Sustainability at Bank Mandiri Taspen
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Tugas dan tanggung jawab Unit Terkait: Responsibilities of Relevant Units:
• Membangun framework, komitmen, roadmap dan target • Building frameworks, commitments, roadmaps, and targets
terkait ESG/Sustainability. related to ESG/Sustainability
• Monitoring Sustainability Portofolio Bank Mandiri Taspen • Monitoring Bank Mandiri Taspen’s Sustainability Portfolio (in
(sesuai kriteria POJK 51/2017) dan melaporkan Portofolio Bank accordance with the criteria of OJK Regulation 51/2017) and
Mandiri Taspen sesuai dengan Taksonomi Hijau Indonesia. reporting Bank Mandiri Taspen’s Portfolio according to the
Indonesian Green Taxonomy
• Mendorong pengembangan jasa/produk berkelanjutan. • Encouraging the development of sustainable services/products
• Internalisasi ESG awareness kepada seluruh pegawai. • Internalizing ESG awareness among all employees
• Memastikan alignment aspek ESG ke dalam seluruh proses • Ensuring alignment of ESG aspects into all business processes
bisnis dan ketentuan internal. and internal regulations
• Mengembangkan sistem IT yang diperlukan untuk mendukung • Developing necessary IT systems to support sustainability
sustainability.
Selain tugas dan tanggung jawab secara umum, sesuai struktur In addition to the general duties and responsibilities, in accordance
ESG Governance Structure, berikut merupakan pihak yang with the ESG Governance Structure, the following are the parties
menjadi penanggungjawab pelaksanaan program keuangan responsible for the implementation of the sustainable finance
berkelanjutan dari masing-masing unit kerja termasuk Standar program from each unit, including Standard Operating Procedures
Operasional Prosedur (SOP) serta tugas dan wewenangnya. (SOP) as well as their duties and authorities.
Standar Operasional Prosedur
Unit Kerja (SOP) Tugas dan Wewenang
Work Unit Standard Operating Tasks and Authorities
Procedures (SOP)
Corporate Secretary and Legal • Standar Prosedur (SP) Corporate • Mengkoordinasikan penyusunan RAKB.
Corporate Secretary and Legal Secretary • Melakukan alokasi dana CSR.
• Standar Prosedur Corporate Social • Menyusun Laporan Keberlanjutan.
Responsibility • Mengkoordinasikan pengembangan Standar Prosedur dan/atau petunjuk
• Standar Prosedur Aksi Keuangan teknis pembiayaan Keuangan Berkelanjutan.
Berkelanjutan • Menyampaikan laporan RAKB kepada Otoritas Jasa Keuangan (OJK).
• Corporate Secretary Standard • Coordinating the preparation of RAKB
Procedure (SP) • Allocating CSR funds
• Corporate Social Responsibility • Compiling Sustainability Reports
Standard Procedure • Coordinating the development of Standard Procedures and/or technical
• Sustainable Finance Action Standard guidelines for Sustainable Finance financing
Procedures • Submitting RAKB reports to OJK
Strategy and Performance Standar Prosedur Performance • Memastikan rencana strategis yang tertuang dalam RAKB sesuai
Management and Accounting Management Corporate Plan.
Strategy and Performance Performance Management Standard • Melakukan monitoring dan evaluasi implementasi inisiatif-inisiatif yang
Management and Accounting Procedure tertuang dalam RAKB.
• Melakukan pencapaian target kuantitatif portofolio Keuangan
Berkelanjutan.
• Ensuring that the strategic plans outlined in the RAKB align with the
Corporate Plan
• Monitoring and evaluating the implementation of initiatives outlined in
the RAKB
• Achieving quantitative targets for the Sustainable Finance portfolio
Risk Management SP Penerapan Manajemen Risiko • Mengembangkan metodologi manajemen risiko sesuai dalam mendukung
Risk Management Risk Management Implementation pelaksanaan Keuangan Berkelanjutan.
Standard Procedure (SP) • Mengembangkan analisis kelayakan pembiayaan Keuangan Berkelanjutan.
• Developing risk management methodologies to support the
implementation of Sustainable Finance
• Developing feasibility analyses for Sustainable Finance financing
Consumer Business & Recovery • Standar Prosedur Kredit Mikro • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Consumer Business & Recovery • Manual Produk Kredit Mikro Keuangan Berkelanjutan.
• Micro Credit Standard Procedures • Melakukan edukasi pada nasabah.
• Micro Credit Product Manual • Mengidentifikasi kesesuaian kriteria kegiatan usaha risiko.
• Pengembangan Standar Prosedur (SP), Manual Produk (MP) dan/atau
petunjuk teknis pembiayaan Keuangan Berkelanjutan.
• Melakukan sosialisasi SP dan MP dan/atau petunjuk teknis pembiayaan
Keuangan Berkelanjutan kepada petugas Bank yang terkait dengan
proses pembiayaan Keuangan Berkelanjutan.
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Tata Kelola
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Standar Operasional Prosedur
Unit Kerja (SOP) Tugas dan Wewenang
Work Unit Standard Operating Tasks and Authorities
Procedures (SOP)
• Implementing RAKB related to achieving Sustainable Finance financing
targets
• Conducting customer education
• Identifying the suitability of business activity risk criteria
• Developing Standard Procedures (SP), Product Manuals (MP), and/or
technical guidelines for Sustainable Finance financing
• Socializing SP and MP and/or technical guidelines for Sustainable Finance
financing to bank officers involved in the Sustainable Finance financing
process
Pension Business • Standar Prosedur Kredit Pensiun • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Pension Business • Manual Produk Kredit Pensiun Keuangan Berkelanjutan.
• Pension Credit Standard Procedure • Melakukan edukasi pada nasabah.
• Pension Credit Product Manual • Mengidentifikasi kesesuaian kriteria kegiatan usaha.
• Pengembangan SP, MP dan/atau petunjuk teknis pembiayaan Keuangan
Berkelanjutan
• Melakukan sosialisasi SP dan MP dan/atau petunjuk teknis pembiayaan
Keuangan Berkelanjutan kepada petugas Bank yang terkait dengan
proses pembiayaan Keuangan Berkelanjutan.
• Implementing RAKB related to achieving Sustainable Finance financing
targets
• Conducting customer education
• Identifying the suitability of business activity risk criteria
• Developing SP, MP, and/or technical guidelines for Sustainable Finance
financing
• Socializing SP and MP and/or technical guidelines for Sustainable Finance
financing to bank officers involved in the Sustainable Finance financing
process
Compliance Standar Prosedur tata Kelola Perusahaan • Melakukan review dan rekomendasi terkait kepatuhan program aksi
Compliance Corporate Governance Standard Procedure Keuangan Berkelanjutan terhadap regulasi.
• Melakukan monitoring atas pelaksanaan Keuangan Berkelanjutan.
• Reviewing and recommending compliance with Sustainable Finance
action program regulations
• Monitoring the implementation of Sustainable Finance
Human Capital Standar Prosedur Sumber Daya Manusia • Mengembangkan struktur organisasi (tugas, pokok dan fungsi) dalam
Human Capital Human Resources Standard Procedure rangka implementasi Keuangan Berkelanjutan
• Mengadakan pelatihan dan workshop terkait pengembangan kapasitas
sumber daya manusia dalam mendukung pelaksanaan Keuangan
Berkelanjutan
• Developing organizational structures (tasks, duties, and functions) for the
implementation of Sustainable Finance
• Conducting training and workshops related to capacity building for
human resources to support the implementation of Sustainable Finance
• Information Technology (IT) Standar Prosedur Tekonologi Informasi • Mengembangkan sistem IT yang diperlukan untuk mendukung
• CISO Information Technology Standard pelaksanaan Keuangan Berkelanjutan
• Information Technology (IT) Procedure • Developing necessary IT systems to support the implementation of
• CISO Sustainable Finance
Distribution and Portfolio • Standar Prosedur Kredit Pensiun • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Management • Standar Prosedur Kredit Mikro Keuangan Berkelanjutan.
Distribution and Portfolio • Manual Produk Kredit Pensiun • Memastikan kantor cabang berperan aktif dalam program green office.
Management • Manual Produk Kredit Mikro • Melakukan edukasi kepada nasabah.
• Pension Credit Standard Procedure • Melaksanakan kegiatan WMS.
• Microcredit Standard Procedure • Implementing RAKB related to achieving Sustainable Finance financing
• Pension Credit Product Manual targets
• Microcredit Product Manual • Ensuring branch offices actively participate in green office programs
• Conducting customer education
• Implementing WMS activities
Pengambilan keputusan dan pengawasan terkait penerapan Decision-making and oversight related to the implementation
keberlanjutan yang meliputi aspek ekonomi, lingkungan, dan of sustainability, covering economic, environmental, and social
sosial direncanakan melalui RAKB. RAKB dikoordinasikan oleh aspects, are planned through the Sustainable Finance Action
Corporate Secretary and Legal, yang bertanggungjawab kepada Plan (RAKB). RAKB is coordinated by Corporate Secretary and
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Direktur Compliance and Control yang memiliki wewenang dalam Legal, which is accountable to the Director of Compliance and
mengembangkan, menyetujui, dan memutakhirkan tujuan, visi, Control, who has the authority to develop, approve, and update
dan misi keberlanjutan, serta mengawasi penerapannya dengan sustainability goals, vision, and mission, as well as to oversee
melibatkan para pemangku kepentingan internal Bank. Corporate their implementation by involving internal stakeholders of the
Secretary and Legal sebagai penanggungjawab pelaksanaan Bank. Corporate Secretary and Legal, as the party responsible
program prioritas RAKB Bank Mandiri Taspen melakukan for the implementation of the priority RAKB programs of Bank
monitoring dan evaluasi secara berkala yaitu setiap semester. Mandiri Taspen, conducts regular monitoring and evaluation every
Selain bermanfaat untuk mengukur tingkat keberhasilan pada semester. In addition to being useful for measuring the success
setiap unit kerja dalam merealisasikan program-program prioritas, level of each unit in realizing the priority programs, this monitoring
monitoring dan evaluasi tersebut sekaligus menjadi sarana and evaluation also serves as a means to ensure that the process
untuk memastikan bahwa proses dan implementasi program and implementation of the priority programs are effective and
prioritas berlangsung secara efektif dan sejalan dengan indikator aligned with the established success indicators. Furthermore,
keberhasilan yang telah ditetapkan. Selain itu, melalui monitoring through this monitoring and evaluation, Bank Mandiri Taspen can
dan evaluasi tersebut, Bank Mandiri Taspen dapat merumuskan formulate risk mitigation and corrective actions if any deviations
mitigasi risiko dan langkah-langkah perbaikan apabila terjadi occur on the ground. Subsequently, the results of the monitoring
deviasi di lapangan. Selanjutnya, hasil monitoring dan evaluasi and evaluation are reported to the Director of Compliance and
tersebut dilaporkan kepada Direktur Compliance and Control Control for evaluation and corrective guidance.
untuk mendapatkan evaluasi dan arahan perbaikan.
Pengembangan Kompetensi Terkait Competency Development Related to
Keuangan Berkelanjutan [OJK E.2, GRI 2-17, Sustainable Finance [OJK E.2, GRI 2-17, FS4, IFRS
FS4, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE] S1-GOVERNANCE, IFRS S2- GOVERNANCE]
Bank Mandiri Taspen menyadari bahwa pengembangan Bank Mandiri Taspen recognizes that the development of
kompetensi keuangan berkelanjutan bagi Dewan Komisaris dan sustainable finance competencies for the Board of Commissioners
Direksi menjadi sangat penting. Sebagai pemimpin dan pengambil and the Board of Directors is crucial. As leaders and strategic
keputusan strategis di Bank Mandiri Taspen, Dewan Komisaris dan decision-makers at Bank Mandiri Taspen, the Board of
Direksi perlu memiliki pemahaman yang mendalam mengenai Commissioners and the Board of Directors need to have a
prinsip-prinsip keuangan berkelanjutan, serta kemampuan untuk deep understanding of sustainable finance principles, as well as
mengintegrasikan faktor-faktor lingkungan, sosial, dan tata kelola the ability to integrate environmental, social, and governance
(Environmental, Social, and Governance/ESG) dalam kebijakan (Environmental, Social, and Governance/ESG) factors into the
dan strategi bisnis perusahaan. company’s policies and business strategies.
Selama tahun 2024, Bank Mandiri Taspen telah mengikutsertakan During 2024, Bank Mandiri Taspen involved the Board of
Dewan Komisaris dan Direksi dalam berbagai pelatihan maupun Commissioners and the Board of Directors in various training and
seminar terkait keuangan berkelanjutan. Rincian disampaikan seminars related to sustainable finance. Details are provided in the
pada tabel di bawah ini. table below.
Tabel Pengembangan Kompetensi Keuangan Berkelanjutan bagi Dewan Komisaris
Table of Sustainable Financial Competency Development for the Board of Commissioners
Waktu dan Tempat
Nama Jabatan Materi Pengembangan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development Materials/Training Time and Place of Organizer
Implementation
Mustaslimah Komisaris Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024 Bank Mandiri Taspen dan/
Utama Cybersecurity and Defense Sharing Session by BSSN July 16, 2024 and BSSN
President
Penyelarasan Manajemen Risiko untuk Komisaris 17-18 Juli 2024
Commissioner BARa
Risk Management Alignment for Commissioners July 17-18, 2024
Sertifikasi Manajemen Risiko Perbankan Kualifikasi 6 22 Agustus 2024
LSPP
Banking Risk Management Certification - Qualification 6 August 22, 2024
Portfolio Management: Investment Strategies for Executives 09-13 Desember 2024 Chicago Booth School of
Portfolio Management: Investment Strategies for Executives December 9-13, 2024 Business
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Tata Kelola
Governance
Waktu dan Tempat
Nama Jabatan Materi Pengembangan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development Materials/Training Time and Place of Organizer
Implementation
Hendrika Komisaris Executive Overview: Asuransi dan Dana Pensiun 24-25 Februari 2024
LPPI
Nora Osloi Commissioner Executive Overview: Insurance and Pension Funds February 24-25, 2024
Sinaga
Executive Overview untuk Dewan Komisaris 16 & 26 Februari 2024
LPPI
Executive Overview for the Board of Commissioners February 16 & 26, 2024
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024 Bank Mandiri Taspen dan
Cybersecurity and Defense Sharing Session by BSSN July 16, 2024 BSSN
After Globalization? Leading the World Economy in an Age of
Turbulence 02-06 September 2024 ASEAN Global Leadership
After Globalization? Leading the World Economy in an Age of September 02-06, 2024 Programme
Turbulence
Suhajar Komisaris Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi 6
Diantoro* Commissioner Tanpa Berjenjang 1 Maret 2024
LSPP
Banking Risk Management Certification Exam – Qualification March 1, 2024
Level 6 (Non-Sequential Pathway)
Boedi Komisaris Connecting the Dots 11 Januari 2024
OJK
Armanto Independen Connecting the Dots January 11, 2024
Independent
Commissioner Peluang dan Tantangan Aset Digital di Indonesia 14 Maret 2024
OJK
Opportunities and Challenges of Digital Assets in Indonesia March 14, 2024
Strategi Mengakselerasi Pangsa Pasar Keuangan Syariah 21 Maret 2024
OJK
Strategies to Accelerate the Market Share of Islamic Finance March 21, 2024
Peran Taksonomi untuk Keuangan Berkelanjutan Indonesia
(TKBI) dalam Mendorong Transisi Energi Menuju Net Zero
Emission Indonesia 28 Maret 2024
OJK
The Role of the Indonesian Sustainable Finance Taxonomy March 28, 2024
(TKBI) in Promoting the Energy Transition Toward Net Zero
Emissions in Indonesia
How to Prevent Greenwashing in Sustainable Finance 16 Mei 2024
OJK
How to Prevent Greenwashing in Sustainable Finance May 16, 2024
Peran Innovative Credit Scoring (ICS) dalam Meningkatkan
Akses Pendanaan
27 Juni 2024
The Role of the Indonesian Sustainable Finance Taxonomy OJK
June 27, 2024
(TKBI) in Supporting the Energy Transition Toward Net Zero
Emissions
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024 Bank Mandiri Taspen dan
Cybersecurity and Cyber Defense Sharing Session by BSSN July 16, 2024 BSSN
Driving Corporate Performance through Artificial Intelligence 25 Juli 2024
OJK
Driving Corporate Performance through Artificial Intelligence July 25, 2024
Penyelarasan Manajemen Risiko untuk Komisaris 21-23 Agustus 2024
BARa
Risk Management Alignment for Commissioners August 21-23, 2024
How to Prevent Money Laundering and Terrorism Financing 05 September 2024
OJK
How to Prevent Money Laundering and Terrorism Financing September 05, 2024
Sertifikasi Manajemen Risiko Perbankan Kualifikasi 6 Tanpa
Berjenjang 19 September 2024
LSPP
Banking Risk Management Certification – Qualification Level September 19, 2024
6 (Non-Tiered Pathway)
Innovation and Entrepreneurship: Cutting-edge insight from
China 04-08 November 2024 ASEAN Global Leadership
Innovation and Entrepreneurship: Cutting-edge insight from November 04-08, 2024 Programme
China
*)
Diangkat berdasarkan putusan RUPS Tahunan tanggal 27 Juni 2023, pengalihan *)
Appointed based on the resolution of the Annual General Meeting of Shareholders
tugas dari Komisaris Independen menjadi Komisaris yang ditetapkan berdasarkan dated June 27, 2023, with a transfer of duties from Independent Commissioner to
Keputusan Sirkuler Pemegang Saham tertanggal 27 Juni 2024 dan efektif setelah uji Commissioner, as stipulated in the Shareholders’ Circular Resolution dated June 27,
kemampuan dan kepatutan dari OJK 2024, and effective upon passing the fit and proper test conducted by the Financial
Services Authority (OJK).
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Tabel Pengembangan Kompetensi Keuangan Berkelanjutan bagi Direksi
Table of Sustainable Financial Competency Development for Directors
Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training and Development Materials Time and Place of Organizer
Competence/Training Implementation
Elmamber Direktur Seminar Penyelarasan Manajemen Risiko untuk Direksi 19-20 Juni 2024,
Petamu Sinaga Utama Risk Management Alignment Seminar for the Board of Jakarta Bankers Association
President Directors June 19-20, 2024 for Risk Management
Director Jakarta
Webinar TELLS: Health at Work “All About Hypertension” 28 Juni 2024,
Webinar TELLS: Health at Work “All About Hypertension” Online
PT TASPEN (Persero)
June 28, 2024
Online
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024
Cybersecurity and Defense Sharing Session by BSSN Jakarta
Bank Mandiri Taspen
July 16, 2024
Jakarta
The Berkeley Executive Leadership Program 21-25 Oktober 2024
The Berkeley Executive Leadership Program Berkeley University of
October 21-25, 2024 California
Berkeley
Cyber Safety: Know The Risk and Take Action 26 November 2024
Cyber Safety: Know The Risk and Take Action Online
BSSN
November 26, 2024
Online
Atta Alva Direktur NIHIL
Wanggai* Finance, Risk NIL
& Operations NIHIL NIHIL
Director of NIL NIL
Finance, Risk
& Operations
Maswar Direktur Pembekalan Manajemen Risiko Perbankan Kualifikasi 7 4 Januari 2024
Purnama Business Banking Risk Management Training Qualification 7 Jakarta
LPPI
Director of January 4, 2024
Business Jakarta
Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi 7 20 Februari 2024
Banking Risk Management Certification Exam Qualification 7 Jakarta
LSPP
February 20, 2024
Jakarta
Workshop Alignment Penyusunan Corporate Plan Bank
Mandiri 2025-2029 Element 10: Continous Values from 02 Mei 2024
Subsidiaries Jakarta
Bank Mandiri
Workshop Alignment Penyusunan Corporate Plan Bank May 02, 2024
Mandiri 2025-2029 Element 10: Continous Values from Jakarta
Subsidiaries
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024
Cybersecurity and Defense Sharing Session by BSSN Jakarta
Bank Mandiri Taspen
July 16, 2024
Jakarta
Webinar Strategi Implemetasi Market Conduct Membangun
Kepercayaan dan Meningkatkan Kinerja LJK 08 Agustus 2024
Online
Webinar on Market Conduct Implementation Strategy: FKDKP
August 08, 2024
Building Trust and Enhancing the Performance of Financial Online
Service Institutions (LJK)
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Tata Kelola
Governance
Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training and Development Materials Time and Place of Organizer
Competence/Training Implementation
AI for Executive 09-11 September 2024
AI for Executive California
Berkeley ExecEd
September 9-11, 2024
California
Seminar Penyelarasan Manajemen Risiko untuk Direksi:
Meningkatkan Efektivitas Penerapan Manajemen Risiko untuk 14-15 November 2024
Mewujudkan Industri Perbankan yang Berkelanjutan Jakarta
BARa
Risk Management Alignment Seminar for the Board of November 14-15, 2024
Directors: Enhancing the Effectiveness of Risk Management Jakarta
Implementation to Achieve a Sustainable Banking Industry
Cyber Safety: Know The Risk and Take Action 26 November 2024
Cyber Safety: Know The Risk and Take Action Online
BSSN
November 26, 2024
Online
Refreshment Sertifikasi Treasury Jenjang 7 12 Desember 2024
Treasury Certification Refresher Level 7 Online
ACI FMA Indonesia
December 12, 2024
Online
Judhi Budi Direktur Pembekalan Manajemen Risiko Perbankan Kualifikasi 7 4 Januari 2024
Wirjanto** Compliance Banking Risk Management Training Qualification 7 Jakarta
LPPI
& Control xxx
Director of xxx
Compliance
& Control Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi 7 14 Maret 2024
Tanpa Berjenjang Jakarta
LSPP
Banking Risk Management Certification Exam Qualification 7 March 14, 2024
Without Leveling Jakarta
Finance of Board 26-27 April 2024
Finance of Board Lausanne
IMD
April 26-27, 2024
Lausanne
Diklat Manajemen Umum Dana Pensiun (MUDP) 14-16 Mei 2024
General Pension Fund Management Training (MUDP) Jakarta
ADPI
May 14-16, 2024
Jakarta
Ujian Sertifikasi Pengetahuan Dasar di Bidang Dana Pensiun 17 Mei 2024
(MUDP) Jakarta
LSPDP
Basic Knowledge Certification Exam in Pension Fund (MUDP) May 17, 2024
Field Jakarta
Workshop Manajemen Risiko Dana Pensiun (MRDP) 21-22 Mei 2024
Pension Fund Risk Management Workshop (MRDP) Jakarta
ADPI
May 21-22, 2024
Jakarta
Diskusi Pemberantasan Judi Online dan Pinjaman Online Ilegal 29 Mei 2024
Discussion on the Eradication of Online Gambling and Illegal Online
OJK
Online Loan May 29, 2024
Online
Ujian Manajemen Risiko Dana Pensiun 30 Mei 2024
Pension Fund Risk Management Exam Jakarta
LSPDP
May 30, 2024
Jakarta
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Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training and Development Materials Time and Place of Organizer
Competence/Training Implementation
Widi Direktur IT & Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi 7 30 Januari 2024
Nugroho*** Digital Tanpa Berjenjang Jakarta
LSPP
Director of IT Banking Risk Management Certification Exam Qualification 7 January 30, 2024
& Digital Without Leveling Jakarta
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024
Cybersecurity and Defense Sharing Session by BSSN Jakarta
Bank Mandiri Taspen
July 16, 2024
Jakarta
Penanganan Kejahatan Siber Termasuk Perjudian Daring 17 Juli 2024
sebagai Tindak Pidana asal Tindak Pidana Pencucian Uang Online
OJK
Handling Cybercrime, Including Online Gambling, as a July 17, 2024
Predicate Offense for Money Laundering Online
Digital Transformation: Leading Organizational Change in the 04-09 Agustus 2024
Age of AI Program (DTP) California
Stanford Business
Digital Transformation: Leading Organizational Change in the August 4-9, 2024
Age of AI Program (DTP) California
Seminar Penyelarasan Manajemen Risiko untuk Direksi:
Meningkatkan Efektivitas Penerapan Manajemen Risiko untuk 14-15 November 2024
Mewujudkan Industri Perbankan yang Berkelanjutan Jakarta
BARa
Risk Management Alignment Seminar for the Board of November 14-15, 2024
Directors: Enhancing the Effectiveness of Risk Management Jakarta
Implementation to Achieve a Sustainable Banking Industry
Cyber Safety: Know The Risk and Take Action 26 November 2024
Cyber Safety: Know The Risk and Take Action Online
BSSN
November 26, 2024
Online
Putu Direktur Pembekalan Manajemen Risiko 26-27 Februari 2024
Apriyanto**** Finance, Risk Risk Management Training Online
LPPI
& Operations February 26-27, 2024
Director of Online
Finance, Risk
Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi 7 26 Maret 2024
& Operations Tanpa Berjenjang Jakarta
LSPP
Banking Risk Management Certification Exam Qualification 7 March 26, 2024
Without Leveling Jakarta
Workshop Alignment Penyusunan Corporate Plan Bank
Mandiri 2025-2029 Element 10: Continous Values from 02 Mei 2024
Subsidiaries Jakarta
Bank Mandiri
Workshop Alignment Penyusunan Corporate Plan Bank May 02, 2024
Mandiri 2025-2029 Element 10: Continous Values from Jakarta
Subsidiaries
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024
Cybersecurity and Defense Sharing Session by BSSN Jakarta
Bank Mandiri Taspen
July 16, 2024
Jakarta
Visa Innovation and Immersion Program 02-07 September 2024
Visa Innovation and Immersion Program California
Bank Mandiri
September 02-07, 2024
California
UU Penguatan Sektor Keuangan dan Perlindungan Konsumen 19 September 2024
Law on Strengthening the Financial Sector and Consumer Jakarta
LPPI
Protection September 19, 2024
Jakarta
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Tata Kelola
Governance
Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training and Development Materials Time and Place of Organizer
Competence/Training Implementation
Workshop Implementasi Sinergi dan Kolaborasi Kementerian
Keuangan dengan LJK Sektor Perbankan 25 September 2024
Jakarta
Workshop on the Implementation of Synergy and Bank Mandiri Taspen
September 25, 2024
Collaboration between the Ministry of Finance and Financial Jakarta
Service Institutions in the Banking Sector
BSE CFO School 2024 - Mentoring Session 25 Oktober 2024
BSE CFO School 2024 - Mentoring Session Jakarta
Kementerian BUMN
October 25, 2024
Jakarta
Cyber Safety: Know The Risk and Take Action 26 November 2024
Cyber Safety: Know The Risk and Take Action Online
BSSN
November 26, 2024
Online
Resi Lora***** Direktur Banking Overview for BOD 09-10 Juli 2024
Compliance Banking Overview for BOD Jakarta
LPPI
& Control July 09-10, 2024
Director of Jakarta
Compliance
Pembekalan Manajemen Risiko Kualifikasi 7 11-12 Juli 2024
& Control
Risk Management Training Qualification 7 Jakarta
BARa
July 11-12, 2024
Jakarta
Sharing Session Keamanan dan Pertahanan Siber dari BSSN 16 Juli 2024
Cybersecurity and Defense Sharing Session by BSSN Jakarta
Bank Mandiri Taspen
July 16, 2024
Jakarta
Pelatihan Fungsi dan Risiko Kepatuhan Bank 20-21 Juli 2024
BankTraining on Bank Compliance Function and Risks Jakarta Peak Pratama
July 20-21, 2024 Indonesia
Jakarta
Sertifikasi Manajemen Risiko Kualifikasi 7 Tanpa Berjenjang 25 Juli 2024
Risk Management Certification Qualification 7 Without Leveling Jakarta
LSPP
July 25, 2024
Jakarta
Workshop Monitoring Implementasi ESG Mandiri Group 25 Juli 2024
Workshop Monitoring Implementasi ESG Mandiri Group Jakarta
Bank Mandiri
July 25, 2024
Jakarta
Webinar Strategi Implementasi Market Conduct Membangun
Kepercayaan dan Meningkatkan Kinerja LJK 08 Agustus 2024
Online
Webinar on Market Conduct Implementation Strategy: FKDKP
August 08, 2024
Building Trust and Enhancing the Performance of Financial Online
Service Institutions (LJK)
Pembekalan Fit & Proper Test OJK 21-22 Agustus 2024
Fit & Proper Test Preparation by Financial Services Authority Jakarta
LPPI
August 21-22, 2024
Jakarta
Leading for Impact: Strategic Business Leaders - Equipping 09-11 Oktober 2024
Leadership Development Program Bali
Bank Mandiri
Leading for Impact: Strategic Business Leaders - Equipping October 09-11, 2024
Leadership Development Program Bali
Mentoring Leading for Impact BOC 1 31 Oktober 2024
Mentoring Leading for Impact BOC 1 Online
Bank Mandiri
October 31, 2024
Online
PT Bank Mandiri Taspen
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Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training and Development Materials Time and Place of Organizer
Competence/Training Implementation
Executive Education IMD: Team Dynamic for Board 20-21 November 2024
Executive Education IMD: Team Dynamic for Board Lausanne
IMD
November 20-21, 2024
Lausanne
Cyber Safety: Know The Risk and Take Action 26 November 2024
Cyber Safety: Know The Risk and Take Action Online
BSSN
November 26, 2024
Online
Sustainable Symphony: Echoes of Change 05-06 Desember 2024
Sustainable Symphony: Echoes of Change Bali
ERMA
December 5-6, 2024
Bali
*) telah diberhentikan dengan hormat berdasarkan Keputusan Sirkuler Pemegang *) has been honorably dismissed based on the Shareholders’ Circular Decision
Saham tanggal 23 Januari 2024 dated January 23, 2024
**) tidak diperpanjang masa jabatannya berdasarkan Keputusan Sirkuler Pemegang **) has not had his term of office extended based on the Shareholders’ Circular
Saham tanggal 27 Juni 2024 Decision dated June 27, 2024
***) telah diangkat sebagai Direktur Perseroan berdasarkan Keputusan Sirkuler ***) has been appointed as the Company’s Director based on the Shareholders’
Pemegang Saham tanggal 18 Oktober 2023 dan efektif menjabat setelah lulus Circular Decision dated October 18, 2023 and has effectively served after
uji Penilaian Kemampuan dan Kepatutan OJK pada 28 Mei 2024 passing the OJK Fit and Proper Test on May 28, 2024
****) telah diangkat sebagai Direktur Perseroan berdasarkan Keputusan Sirkuler ****) has been appointed as the Company’s Director based on the Shareholders’
Pemegang Saham tanggal 23 Januari 2024 dan efektif menjabat setelah lulus uji Circular Decision dated January 23, 2024 and has effectively served after passing
Penilaian Kemampuan dan Kepatutan OJK pada 06 Juni 2024 the OJK Fit and Proper Test on June 06, 2024
*****) telah diangkat sebagai Direktur Perseroan berdasarkan Keputusan Sirkuler *****) has been appointed as the Company’s Director based on the Shareholders’
Pemegang Saham tanggal 27 Juni 2024 dan efektif menjabat setelah lulus uji Circular Decision dated June 27, 2024 and has effectively served after passing
Penilaian Kemampuan dan Kepatutan OJK pada 06 November 2024 the OJK Fit and Proper Test on November 06, 2024
Selain itu, Bank Mandiri Taspen juga telah menyelenggarakan In addition, Bank Mandiri Taspen also organized training and
pelatihan maupun seminar terkait keuangan berkelanjutan untuk seminars related to sustainable finance for Branch Heads and
Kepala Cabang dan Pegawai terkait di Kantor Cabang, serta level relevant employees at branch offices, as well as for Division Heads,
Kepala Divisi, Kepala Departemen dan Professional Staff sebanyak Department Heads, and Professional Staff a total of 7 (seven)
7 (tujuh) kali dengan jumlah peserta sebanyak 45 orang. times, with a total of 45 participants.
Tabel Pengembangan Kompetensi Keuangan Berkelanjutan Tahun 2024
Table of Sustainable Financial Competency Development in 2024
Nama Kegiatan Tema Penyelengara
Media
Activity Name Theme Organizer
Peran Taksonomi untuk Keuangan Berkelanjutan Indonesia (TKBI)
dalam Mendorong Transisi Energi Menuju Net Zero Emission Indonesia
Webinar Otoritas Jasa Keuangan Online
The Role of the Indonesian Sustainable Finance Taxonomy (TKBI) in
Driving the Energy Transition Towards Indonesia’s Net Zero Emission
Social Investment Rountable
Social Innovation Matters: Creativity + Collaboration Social Investment Indonesia Online
Discussion
Sustainability Governance Workshop For Leader: Building Sustainable
Training AGS, TGC, KIM Consultant Offline
Companies
Webinar Understanding the Climate Landscape for Financial Institutions Otoritas Jasa Keuangan Online
Webinar Carbon Trading and Its Effect onf Indonesia’s Economy Otoritas Jasa Keuangan Online
Webinar Greenwashing Trap: How to build Publik Awareness Otoritas Jasa Keuangan Online
Webinar Bankers Series: Bisnis Bank Terbarukan (ESG) Bank Mandiri Taspen Online
PT Bank Mandiri Taspen
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Tata Kelola
Governance
Manajemen Risiko atas Penerapan Risk Management of Sustainable
Keuangan Berkelanjutan [OJK E.3, FS2, IFRS Finance Implementation [OJK E.3, FS2, IFRS S1-
S1-GOVERNANCE, IFRS S2- GOVERNANCE] GOVERNANCE, IFRS S2- GOVERNANCE]
Mengacu pada prinsip kehati-hatian, Bank Mandiri Taspen In accordance with the precautionary principles, Bank Mandiri
menerapkan prosedur manajemen risiko untuk mengidentifikasi, Taspen carried out risk management procedures in identifying,
mengukur, memantau, dan mengendalikan risiko yang terkait measuring, monitoring and controlling risks related to the
dengan penerapan usaha keberlanjutan di bidang ekonomi, implementation of sustainability efforts related to economic,
lingkungan, dan sosial. Manajemen risiko ini juga diintegrasikan environmental and social aspects. Risk management was also
dalam setiap tahap operasional Bank, termasuk saat peluncuran implemented in an integrated manner at every stage of the
produk baru. Setiap potensi risiko yang terkait dengan produk Bank’s operations, including when releasing new products. An
tercantum dalam dokumen yang harus ditandatangani oleh explanation of each risk regarding the product was included in
nasabah, terutama saat melakukan investasi. the document which must be signed by the customer, especially
when making an investment.
Untuk menguatkan implementasi standar manajemen risiko To strengthen the implementation of risk management standards
terkait keuangan berkelanjutan, Bank Mandiri Taspen telah related to sustainable finance, Bank Mandiri Taspen had planned
merencanakan serangkaian program. Pada tahun 2022, Bank a series of programs. In 2022, Bank Mandiri Taspen conducted
Mandiri Taspen telah melakukan pemetaan regulasi internal internal regulatory mapping and carried out studies to adjust
dan melakukan pengkajian untuk penyesuaian kebijakan dan policies and their derivatives.
turunannya.
Bank Mandiri Taspen menyadari bahwa dalam menjalankan Bank Mandiri Taspen realizes that, in carrying out its business
kegiatan usahanya terdapat berbagai potensi risiko baik internal activities, there are various potential risks both internal and external.
maupun eksternal. Potensi risiko tersebut menghambat kinerja dan Such potential risks hamper the performance and achievement of
pencapaian target-target yang telah ditetapkan, termasuk target the targets that have been set, including the Sustainable Finance
penerapan Keuangan Berkelanjutan yang disampaikan dalam RKAB. implementation targets conveyed in the RAKB.
Melalui kebijakan manajemen risiko, Bank mengelola dan Through risk management policy, the Bank manages and
meminimalkan dampak risiko yang dihadapi terkait 3 (tiga) aspek minimizes the impact of risks faced related to 3 (three) aspects,
yaitu ekonomi, sosial, dan lingkungan. Kebijakan ini menjadi namely economic, social, and environmental. This policy is a
acuan dari kebijakan-kebijakan terkait dengan pengelolaan risiko reference for policies related to risk management made in each
yang dibuat pada masing-masing unit kerja. Adapun pelaksanaan work unit. The implementation of Bank Mandiri Taspen’s risk
manajemen risiko Bank Mandiri Taspen terdiri dari: management consists of:
1. Identifikasi Risiko 1. Risk Identification
Identifikasi risiko bertujuan untuk mengetahui seluruh Risk identification aims to determine all types of risks inherent
jenis risiko yang melekat pada setiap aktivitas fungsional in each functional activity that has the potential to harm the
yang berpotensi merugikan Bank. Identifikasi risiko bersifat Bank. Risk identification is anticipative rather than reactive;
anticipative dan bukan reaktif; mencakup seluruh aktivitas includes all functional activities (operational activities;
fungsional (kegiatan operasional; menggabungkan dan combining and analyzing risk information from all available
menganalisis informasi risiko dari seluruh sumber informasi information sources; analyzing the probability of risk and its
yang tersedia; menganalisa probabilitas timbulnya risiko serta consequences).
konsekuensinya).
2. Pengukuran Risiko 2. Risk Measurement
a. Pengukuran risiko bertujuan untuk mengetahui a. Risk measurement aims to determine the amount of risk
besaran risiko yang melekat pada aktivitas Bank untuk inherent in the Bank’s activities to be compared with
dibandingkan dengan risk appetite Bank, sehingga the Bank’s risk appetite so that the Bank can take risk
Bank dapat mengambil tindakan mitigasi risiko dan mitigation actions and determine capital to cover the risk
menentukan modal untuk meng-cover risiko.
b. Pengukuran dilakukan secara individual maupun secara b. Measurements are made individually as well as in a whole
keseluruhan.
c. Metode pengukuran risiko dapat dilakukan secara c. Risk measurement methods can be done qualitatively and
kualitatif dan atau kuantitatif. or quantitatively
d. Model yang digunakan dalam pengukuran risiko dapat d. The model used in risk measurement can be understood
dipahami dan diketahui kekuatan, kelemahan, serta and known its strengths, weaknesses, and limitations
limitasinya.
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3. Pemantauan Risiko 3. Risk Monitoring
Pemantauan dilakukan dengan membandingkan limit risiko Monitoring is carried out by comparing the risk limit that has
yang telah ditetapkan dengan besaran risiko yang sedang been set with the amount of risk that is being managed.
dikelola.
4. Pengendalian Risiko 4. Risk Control
Pengendalian risiko dilakukan terhadap potensi terjadinya Risk control is carried out against the potential for exceeding
pelampauan atas limit risiko yang telah ditetapkan dan dapat the risk limit that has been determined and can be tolerated
ditolerir oleh Bank Mandiri Taspen. by Bank Mandiri Taspen.
Dewan Komisaris dan Direksi bertanggung jawab atas penerapan The Board of Commissioners and Directors played an active role
manajemen risiko dan sistem pengendalian internal di Bank in managing, conducting periodic reviews and reviewing the
Mandiri Taspen. Pengawasan Aktif Dewan Komisaris Bank Mandiri effectiveness of the implementation of risk management and
Taspen tercermin dari persetujuan atas Kebijakan Manajemen internal control systems at Bank Mandiri Taspen. Active supervision
Risiko yang disusun oleh Direksi, serta evaluasi pelaksanaan carried out by the Board of Commissioners was reflected in
kebijakan manajemen risiko melalui forum rapat Direksi dan the approval of the Risk Management Policy prepared by the
Komisaris secara berkala, dalam pelaksanaannya pengawasan Board of Directors, as well as evaluation of the implementation
aktif Dewan Komisaris didukung oleh Komite Pemantau Risiko. of risk management policies through regular Board of Directors
and Commissioners meeting forums, in the implementation of
which the active supervision of the Board of Commissioners was
supported by the Risk Monitoring Committee.
Pengawasan aktif Direksi Bank Mandiri Taspen antara lain Active supervision was performed by the Board of Directors
dilaksanakan melalui penyusunan, penerapan dan evaluasi through the preparation, implementation and evaluation of
atas kebijakan dan prosedur manajemen risiko. Pelaksanaan risk management policies and procedures. In addition, active
pengawasan aktif juga dilakukan melalui forum rapat Direksi through meeting forums of the Board of Directors and the Risk
dan Komite Manajemen Risiko (KMR), Bidang Kebijakan Kredit Management Committee (KMR), the Credit Policy Sector and
dan Bidang Asset and Liability. Sebagai bagian pengawasan aktif the Asset and Liability Sector. As part of the active supervision of
Dewan Komisaris dan Direksi, kualitas Sumber Daya Manusia the Board of Commissioners and Directors, adequate quality of
(SDM) yang memadai merupakan salah satu aspek penting dalam Human Resources (HR) was an important aspect in implementing
penerapan manajemen risiko. Pemenuhan kualitas SDM tersebut risk management. Improving the quality of human resources was
antara lain dilakukan melalui pengembangan program pendidikan accomplished through, among other things, the development
dan pelatihan pegawai seperti program Sertifikasi Manajemen of employee education and training programs such as the Risk
Risiko serta program pelatihan atau sosialisasi internal dengan Management Certification program as well as internal training or
materi Manajemen Risiko. socialization programs with Risk Management materials.
Penerapan manajemen risiko dan sistem pengendalian internal The implementation of risk management and internal control
Bank Mandiri Taspen mencakup: systems at Bank Mandiri Taspen includes:
1. Pengawasan yang dilakukan oleh Dewan Komisaris 1. Supervision by the Board of Commissioners
Pengawasan yang dilakukan oleh Dewan Komisaris adalah The supervision conducted by the Board of Commissioners is
sebagai berikut. as follows.
• Mengevaluasi kebijakan manajemen risiko dalam hal • Evaluating risk management policies in the event of
terdapat perubahan faktor-faktor yang mempengaruhi changes in factors affecting the Bank’s activities.
kegiatan Bank. • Evaluating the accountability of the Board of Directors
• Mengevaluasi pertanggungjawaban Direksi atas regarding the implementation of risk management
pelaksanaan kebijakan manajemen risiko. policies.
• Mengevaluasi dan memutuskan permohonan atau usulan • Evaluating and deciding on requests or proposals
Direksi yang berkaitan dengan transaksi atau kegiatan from the Board of Directors related to transactions or
usaha yang melampaui kewenangan Direksi untuk business activities that exceed the authority of the Board
memutuskannya sehingga memerlukan persetujuan of Directors and require approval from the Board of
Dewan Komisaris. Commissioners.
• Mengevaluasi kecukupan kebijakan, prosedur, penetapan • Evaluating the adequacy of policies, procedures,
limit dan kecukupan proses identifikasi, pengukuran, limit setting, and the adequacy of risk identification,
pemantauan, dan pengendalian risiko serta sistem measurement, monitoring, and control processes, as well
informasi manajemen risiko. as risk management information systems.
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Tata Kelola
Governance
2. Pengawasan yang Dilakukan Direksi 2. Supervision by the Board of Directors
Pengawasan Direksi dengan wewenang dan tanggung jawab The supervision by the Board of Directors, with its authority
adalah sebagai berikut. and responsibilities, is as follows.
• Bertanggung jawab atas pelaksanaan kebijakan • Being responsible for the implementation of risk
manajemen risiko termasuk mengevaluasi dan memberikan management policies, including evaluating and providing
arahan strategi manajemen risiko berdasarkan laporan strategic risk management directions based on reports
yang disampaikan oleh Satuan Manajemen Risiko dan submitted by the Risk Management Unit, and reporting
menyampaikan laporan pertanggungjawaban kepada to the Board of Commissioners.
Dewan Komisaris.
• Mengevaluasi dan memutuskan transaksi yang melampaui • Evaluating and deciding on transactions that exceed the
kewenangan pejabat satu tingkat di bawah Direksi atau authority of officials one level below the Board of Directors
transaksi yang memerlukan persetujuan sesuai dengan or transactions that require approval in accordance with
kebijakan dan prosedur yang berlaku. the applicable policies and procedures.
• Mengembangkan budaya manajemen risiko antara lain • Developing a risk management culture, including
meliputi komunikasi yang memadai kepada seluruh adequate communication across all levels of the
jenjang organisasi tentang pentingnya pengendalian organization regarding the importance of effective
intern yang efektif. internal control.
• Memastikan peningkatan kompetensi sumber daya • Ensuring the improvement of the competencies of
manusia yang terkait dengan penerapan manajemen human resources related to the implementation of risk
risiko antara lain dengan cara program pendidikan dan management, including through continuous education
latihan yang berkesinambungan terutama yang berkaitan and training programs, particularly related to risk
dengan sistem dan proses manajemen risiko. management systems and processes.
• Memastikan bahwa fungsi manajemen risiko • Ensuring that the risk management function is carried out
dilaksanakan secara independen yang dicerminkan independently, reflected by the separation of functions
antara lain adanya pemisahan fungsi antara Satuan between the Risk Management Unit, which identifies,
Kerja Manajemen Risiko yang melakukan identifikasi, measures, monitors, and controls risks, and the unit
pengukuran, pemantauan dan pengendalian risiko responsible for executing and completing transactions.
dengan satuan kerja yang melakukan dan menyelesaikan
transaksi.
• Melakukan identifikasi untuk memastikan bahwa risiko • Conducting identification to ensure that risks from new
dari produk dan aktivitas yang baru telah melalui proses products and activities have gone through a proper risk
pengendalian manajemen risiko yang layak sebelum management control process before being introduced or
diperkenalkan atau dijalankan dan harus disetujui oleh executed, and must be approved by the Board of Directors
Direksi dan direkomendasikan oleh Komite Manajemen and recommended by the Risk Management Committee.
Risiko terlebih dahulu.
• Melakukan pengendalian internal dengan cara melakukan • Conducting internal control by performing regular
penilaian secara berkala, menerapkan pedoman dan assessments, applying guidelines, and implementing
praktek-praktek yang sehat untuk mengendalikan dan sound practices to control and address risks through a
mengatasi risiko melalui serangkaian tindakan korektif. series of corrective actions.
Cakupan dan Frekuensi Audit serta Audit Scope and Frequency and Risk
Prosedur Penilaian Risiko [FS9] Assessment Procedures [FS9]
Bank Mandiri Taspen memiliki Divisi Internal Audit sebagai Bank Mandiri Taspen has an Internal Audit Division as part of its
bagian dari struktur pengendalian internal (sebagai Third Line internal control structure (as the Third Line of Defense). The scope
of Defense). Ruang lingkup pekerjaan internal audit mencakup of internal audit work includes the examination and assessment
pemeriksaan dan penilaian atas kecukupan dan efektivitas struktur of the adequacy and effectiveness of the Bank’s internal control
pengendalian internal Bank serta penilaian kualitas kinerja yang structure, as well as performance quality assessments aimed at
bertujuan memberikan keyakinan bahwa pengendalian telah providing assurance that controls have been implemented as
berjalan seperti yang ditetapkan. specified.
Sampai dengan akhir periode pelaporan, Bank Mandiri Taspen As of the end of the reporting period, Bank Mandiri Taspen had
belum melakukan audit khusus terhadap usaha debitur untuk not conducted a specific audit of debtor businesses to assess their
menilai dampak usaha tersebut terhadap lingkungan. Namun impact on the environment. However, Bank Mandiri Taspen has
demikian, Bank Mandiri Taspen telah melakukan audit secara conducted regular audits or the Annual Audit Plan (AAP), carried
rutin atau Annual Audit Plan (AAP) yang dilakukan oleh Divisi out by the Internal Audit Division, including assurance activities,
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Internal Audit, salah satunya aktivitas assurance yang merupakan which are objective tests of evidence aimed at providing an
pengujian objektif atas suatu bukti dengan tujuan untuk independent assessment of internal controls, risk management,
memberikan penilaian yang independen atas internal control, risk and governance processes within the organization. These
management dan governance process suatu organisasi. Aktivitas assurance activities were carried out by auditing branch operations
assurance tersebut dilakukan dengan mengaudit operasional through sampling inspections at Distribution 1 to Distribution 9
cabang dengan melakukan pemeriksaan secara sampling ke offices.
kantor Distribution 1 sampai dengan Distribution 9.
Hubungan dengan Pemangku Relationships with Stakeholders
Kepentingan [OJK E.4, GRI 2-29, FS5] [OJK E.4, GRI 2-29, FS5]
Bagi Bank Mandiri Taspen, pemangku kepentingan merupakan Bank Mandiri Taspen defines stakeholders as entities or individuals
entitas atau individu yang terpengaruh oleh kegiatan, produk, as those who are affected by the Company’s activities, products
dan jasa perusahaan. Keberadaan pemangku kepentingan and services. Their existence also influences Bank Mandiri Taspen
memiliki peran dalam mewujudkan keberhasilan penerapan in realizing the successful implementation of strategies and
strategi dan pencapaian tujuan Perusahaan. Bank Mandiri Taspen achieving the Company’s goals.Bank Mandiri Taspen is committed
berkomitmen untuk melibatkan pemangku kepentingan dalam to involving them in various activities in accordance with their
berbagai kegiatan yang disesuaikan dengan karakteristik dan characters and needs. Through this involvement, the Bank can
kebutuhan masing-masing pihak. Melalui keterlibatan ini, Bank gain insights into what is considered important by stakeholders,
dapat memperoleh wawasan mengenai hal-hal yang dianggap enabling it to design follow-up actions and improvements to
penting oleh pemangku kepentingan, sehingga dapat merancang enhance the company’s performance in the future.
langkah-langkah tindak lanjut dan perbaikan untuk meningkatkan
kinerja perusahaan ke depan.
Pelibatan pemangku kepentingan dilakukan dengan tetap Stakeholder engagement is directed at Bank Mandiri Taspen’s
mengutamakan kepentingan Bank Mandiri Taspen, serta interests by considering corporate social responsibility, caring for
memperhatikan tanggung jawab sosial perusahaan, kepedulian environmental issues, and concerning to priorities in establishing
terhadap isu lingkungan, serta menyusun prioritas yang tepat communication with various strategic partners. The stakeholder
dalam membangun komunikasi dengan mitra strategis. Proses engagement process includes Bank Mandiri Taspen’s efforts to
ini bertujuan untuk memastikan bahwa Bank Mandiri Taspen satisfy the expectations of each stakeholder by using available
dapat memenuhi ekspektasi pemangku kepentingan dengan resources appropriately and accountably, and comply with the
memanfaatkan sumber daya yang dimiliki, secara efektif, provisions stipulated in applicable laws and regulations.
transparan, dan sesuai dengan peraturan yang berlaku.
Tabel Pelibatan Pemangku Kepentingan
Table of Stakeholders Engagement
Daftar Basis Penetapan/
Pemangku Identifikasi Metode Pelibatan
Frekuensi Topik/Masalah yang Muncul
Kepentingan Determination/ Engagement
Frequency Arising Topics/Issues
List of Identification Method
Stakeholders Basis
Nasabah Hubungan ekonomi Website dan frontline Setiap saat bila • Keamanan dan kenyaman saat bertransaksi
Customer Economic relations information diperlukan • Kemudahan mendapatkan kredit
Website and frontline Anytime if required • Informasi produk dan layanan yang jelas
information dan transparan
• Pembahasan terkait isu keberlanjutan
Kunjungan langsung Setiap saat bila • Security and convenience during
Direct visit diperlukan transaction
Anytime if required • Ease in obtaining credit
• Clear and transparent product and service
Layanan call center Setiap saat bila information
Call center service diperlukan • Discussion on sustainability issues
Anytime if required
Survei Kepuasan Nasabah 1 (satu) kali dalam Mendapatkan kepuasan layanan
Customer Satisfaction setahun Obtaining service satisfaction
Survey Once (1) a year
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Tata Kelola
Governance
Daftar Basis Penetapan/
Pemangku Identifikasi Metode Pelibatan
Frekuensi Topik/Masalah yang Muncul
Kepentingan Determination/ Engagement
Frequency Arising Topics/Issues
List of Identification Method
Stakeholders Basis
Pemegang Saham Hubungan ekonomi, • Pelaporan Kinerja • Setiap kuartal • Kinerja keuangan
Investor kepemilikan dan legal • RUPS • Sekali setahun • Kinerja non-keuangan
Economic, ownership, • Performance reporting • Every quarter • Kinerja sepanjang tahun tentang tata
and legal relations • GMS • Once a year kelola, kinerja keuangan, non-keuangan,
dan lain-lain
• Pembahasan terkait isu keberlanjutan
• Financial performance
• Non-financial performance
• A year performance regarding governance,
financial, non-financial, and so forth
• Discussion on sustainability issues
Pemerintah dan Legal dan kepentingan Pelaporan pelaksanaan Sesuai dengan Informasi tentang kepatuhan terhadap
Otoritas Keuangan Lembaga Jasa Keuangan Kepatuhan dan notifikasi ketentuan ketentuan perundang-undangan yang berlaku
Government and Legal and interest kepada Otoritas Jasa In accordance with Information regarding compliance with
Financial Authorities of Financial Services Keuangan (OJK) provisions applicable regulations
Authority Compliance
implementation reporting
and notification to Financial
Services Authority (OJK)
Pegawai Legal dan pemangku Media Internal 1 (satu) kali dalam • Sosialisasi kebijakan dan strategi yang
Staff kepentingan yang Internal media sebulan berkaitan dengan kepegawaian
membantu pencapaian Once (1) a month • Kesetaraan kesempatan
tujuan perusahaan • Pengembangan karir, pelatihan dan lain-
Legal and stakeholders lain
assisting in the • Pembahasan terkait isu keberlanjutan
Company’s objective • Socialization of policies and strategies
achievement related to employment
• Equal opportunity
• Career development, training, and so forth
• Discussion on sustainability issues
Melalui dialog pada saat Sesuai kebutuhan Tingkat kepuasan pegawai, menjaring
rapat dengan pimpinan As needed harapan mereka
Through dialog when The level of staff satisfaction, and seizing their
meeting with leaders hopes
Mitra Kerja/Pemasok Hubungan ekonomi dan • Kontrak kerja Sesuai kebutuhan • Proses pengadaan yang obyektif
Work Partners/ legal • Mitra investasi As needed • Kerjasama saling menguntungkan,
Suppliers Economic and legal • Seminar dan workshop transparan dan adil
relations • Work Contract • Pembahasan terkait isu keberlanjutan
• Investment Partner • Objective procuring process
• Seminars and workshops • Transparent, fair, and mutual cooperation
• Discussion on sustainability issues
Organisasi Relasi sosial, lisensi sosial, Kerjasama strategis untuk Sesuai kebutuhan • Jenis program CSR
Kemasyarakat/ tanggung jawab sosial, menjalankan program- As needed • Cara mengoptimalkan pencapaian
Organisasi Sosial/ serta kedekatan dengan program Tanggung Jawab program CSR
Lembaga Bank Mandiri Taspen Sosial Perusahaan, baik di • Informasi tentang kegiatan perusahaan
Swadaya Masyarakat Social relation, bidang sosial maupun • Pembahasan terkait isu keberlanjutan
Community social license, social lingkungan • Type of CSR programs
Organization/ Social responsibility, and Strategic cooperation • Optimizing Procedures of CSR Program
Organization/ relationship with Bank to perform Corporate Achievement
Non-Government Mandiri Taspen Social Responsibility • Information on the Company’s activities
Organization programs in either social or • Discussion on sustainability issues
environment
Media Relasi sosial, lisensi sosial Press release Sesuai kebutuhan • Kinerja keuangan
Social relation, social Press release As needed • Kinerja non-keuangan
license • Dampak dan kinerja kegiatan sosial dan
lingkungan perusahaan
• Informasi tentang kegiatan perusahaan
• Informasi terbaru tekait bisnis perbankan
yang perlu diketahui oleh publik
• Pembahasan terkait isu keberlanjutan
• Financial performance
• Non-financial performance
• Impact and performance of the Company’s
social and environmental activities
• Information about the Company’s activities
• The latest information regarding the
banking business that the public needs to
know
• Discussion on sustainability issues
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Permasalahan Terhadap Penerapan Issues in Sustainable Finance
Keuangan Berkelanjutan [OJK E.5] Implementation [OJK E.5]
Dalam menerapkan keuangan berkelanjutan, Bank Mandiri In implementing sustainable finance, Bank Mandiri Taspen still
Taspen masih menghadapi tantangan berupa belum optimalnya faces the challenge of suboptimal understanding of sustainable
pemahaman tentang keuangan berkelanjutan pada setiap finance among its employees. The mitigation effort undertaken by
pegawai. Upaya mitigasi yang dilakukan oleh Bank Mandiri Taspen Bank Mandiri Taspen is to periodically enhance capacity through
yaitu melakukan peningkatan kapasitas secara berkala melalui self self-learning and by involving external institutions/instructors.
learning maupun melibatkan lembaga/pengajar eksternal.
Tantangan lain yang dihadapi Bank Mandiri Taspen yaitu Bank Another challenge faced by Bank Mandiri Taspen is that the
Mandiri Taspen memiliki sektor pembiayaan yang segmented Bank has a segmented financing sector, which includes MSMEs
yaitu UMKM dan pensiunan dengan usaha produktif yang and pensioners, with productive businesses financed typically
dibiayai rata-rata menengah ke bawah, sehingga isu-isu terkait being small to medium in scale. As a result, environmental issues
lingkungan belum menjadi prioritas dalam menjalankan usahanya. have not yet become a priority in their business operations. The
Upaya mitigasi yang dilakukan oleh Bank Mandiri Taspen yaitu mitigation effort undertaken by Bank Mandiri Taspen is to change
mengubah pola pikir pelaku usaha dengan memanfaatkan sumber the mindset of business actors by utilizing the Bank’s human
daya manusia yang dimiliki Bank sebagai fasilitator. resources as facilitators.
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07 Kinerja
Keberlanjutan
Sustainability Performance
[OJK F]
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Kegiatan Membangun
Budaya Keberlanjutan [OJK F.1]
Activities for Developing Culture of Sustainability
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen
Taspen berkomitmen untuk menerapkan nilai-nilai keberlanjutan is committed to applying sustainability values at all levels of
di seluruh level organisasi. Hal ini dilakukan sebagai upaya Bank the organization. This is part of the Bank’s efforts to build a
dalam membangun budaya keberlanjutan. Upaya Bank Mandiri culture of sustainability. Bank Mandiri Taspen’s efforts to build
Taspen dalam membangun budaya keberlanjutan diwujudkan a sustainability culture are realized by issuing internal memos to
dengan memberikan himbauan kepada seluruh pegawai melalui all employees, encouraging them to be wise in using electricity,
Surat Internal untuk bijak dalam menggunakan listrik, peralatan electronic equipment, lights, and paper.
elektronik, lampu dan kertas.
Di samping itu, Bank Mandiri Taspen senantiasa melakukan In addition, Bank Mandiri Taspen consistently conducts
berbagai pembinaan di lingkungan kerja melalui pemberian various activities in the workplace, such as encouraging energy
himbauan hemat listrik dengan mematikan lampu pada jam conservation by turning off lights during breaks and switching
istirahat dan mematikan perangkat elektronik apabila tidak off electronic devices when not in use. The bank also promotes
digunakan, himbauan hemat air agar menggunakan air dengan water conservation by encouraging employees to use water
bijak, himbauan hemat kertas agar dapat melakukan efisiensi wisely, paper conservation to increase paper usage efficiency and
penggunaan kertas dan memaksimalkan E-Office & E-Hukum, maximize the use of E-Office & E-Law, fuel savings by optimizing
himbauan hemat BBM dengan melakukan efisiensi penggunaan the use of office vehicles and utilizing online meeting platforms,
mobil kantor dan memanfaatkan platform online meeting, making use of natural sunlight when the room is sufficiently
melakukan memanfaatkan pencahayaan matahari apabila bright, and encouraging the use of stairs for easily accessible
ruangan sudah cukup terang dengan cahaya matahari, maka floors to minimize the use of elevators.
lampu sebaiknya dipadamkan, dan memanfaatkan tangga
bagi lantai yang mudah terjangkau, sehingga meminimalisir
penggunaan lift.
Bank Mandiri Taspen juga melakukan efisiensi atas penggunaan Bank Mandiri Taspen also implements paper usage efficiency by
kertas. Hal ini dilakukan dengan memanfaatkan teknologi utilizing information technology, such as email, intranet (internal
informasi, seperti email, intranet (saluran internet untuk internal company network), and developing an E-Office application at
perusahaan), mengembangkan aplikasi E-Office di Kantor Pusat the Head Office for creating correspondence documents up to
untuk penciptaan dokumen korespondensi sampai dengan approval by authorized personnel. Paper savings are also done
approval oleh pemegang kewenangan, dan sebagainya. by leveraging information technology in services, such as short
Penghematan kertas juga dilakukan dengan memanfaatkan message services, phone banking, internet banking, and others.
teknologi informasi dalam pelayanan, seperti layanan via Furthermore, Bank Mandiri Taspen has started using electric cars
pesan pendek, phone banking, internet banking, dan lain-lain. for office operations to reduce emissions from gasoline-powered
Bank Mandiri Taspen juga telah menggunakan mobil listrik vehicles.
sebagai mobil operasional kantor untuk mengurangi emisi yang
dikeluarkan dari penggunaan mobil berbahan bakar minyak.
Bank Mandiri Taspen turut menghimbau seluruh karyawan Bank Mandiri Taspen also appeals to all employees to check
untuk memeriksa naskah dengan cermat sebelum dicetak guna the manuscript carefully before printing to avoid unnecessary
menghindari pencetakan ulang yang tidak perlu. Selain itu, jika reprinting. In addition, if possible, printing of unimportant
memungkinkan, pencetakan dokumen yang tidak bersifat penting documents is recommended to be done on both sides or using
dianjurkan dilakukan secara bolak-balik atau menggunakan sisi the blank side of used paper as an effort to increase efficiency and
kosong dari kertas bekas sebagai upaya efisiensi dan pengurangan reduce paper waste. Paper that can no longer be used is handed
limbah kertas. Adapun kertas-kertas yang sudah tidak bisa dipakai, over to a third party for recycling. Although paper is a recyclable
diserahkan kepada pihak ketiga untuk didaur ulang (recycle). material, Bank Mandiri Taspen does not use recycled paper for
Walaupun kertas termasuk bahan baku/material yang bisa didaur daily operations.
ulang, namun Bank Mandiri Taspen tidak menggunakan hasil
daur ulang tersebut dalam operasional sehari-hari.
PT Bank Mandiri Taspen
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Kinerja Keberlanjutan
Sustainability Peraformance
Pada tahun 2024, terjadi peningkatan penggunaan kertas seiring In 2024, there was an increase in paper usage due to the growth
dengan meningkatnya aktivitas operasional dan bisnis Bank. Salah of operational and business activities. One of the main reasons
satu penyebab utama adalah kewajiban penyediaan dokumen for this is the requirement to provide the Product and Service
Ringkasan Informasi Produk dan Layanan (RIPLAY) bagi calon Information Summary (RIPLAY) documents for prospective and
nasabah maupun nasabah. Dokumen RIPLAY ini mencakup existing customers. These RIPLAY documents include all funding
seluruh produk funding dan lending, termasuk produk digital and lending products, including digital products such as Movin
seperti Movin dan MCM, dan tersedia melalui aplikasi e-form and MCM, and are available via an e-form application that can
yang dapat diakses oleh petugas pemasaran di Kantor Cabang. be accessed by marketing staff at branch offices. After being
Setelah diakses, dokumen tersebut dicetak (maksimal dua accessed, the document is printed (a maximum of two pages)
lembar) dan disampaikan kepada nasabah. Seiring bertambahnya and provided to the customer. As the volume of transactions and
volume transaksi serta makin beragamnya produk dan layanan the variety of financial products and services offered increased,
keuangan yang ditawarkan, kebutuhan pencetakan dokumen the need to print RIPLAY documents also grew throughout
RIPLAY pun meningkat selama tahun 2024. Meski demikian, 2024. Nevertheless, Bank Mandiri Taspen remains committed to
Bank Mandiri Taspen tetap berkomitmen untuk menyeimbangkan balancing operational needs with the application of sustainability
kebutuhan operasional dengan penerapan prinsip keberlanjutan, principles, including through the continuous optimization of paper
salah satunya melalui strategi efisiensi penggunaan kertas yang usage efficiency strategies. In addition, the reduction of paper
terus dioptimalkan. Di samping itu, pengurangan penggunaan usage is also done through the reduction of printing of the Bank’s
kertas juga dilakukan melalui pengurangan pencetakan Laporan Sustainability Report and Annual Report. Therefore, stakeholders
Keberlanjutan maupun Laporan Tahunan Bank. Oleh karenanya, can access the report through the Bank’s official website,
para pemangku kepentingan dapat mengakses laporan tersebut www.bankmandiritaspen.co.id.
melalui website resmi Bank yaitu www.bankmandiritaspen.co.id.
Tabel Penggunaan Kertas
Table of Paper Use
2024* 2023* 2022**
Uraian Jumlah Dalam Rp Jumlah Dalam Rp Jumlah Dalam Rp Description
Rim Penuh Rim Penuh Rim Penuh
Total Rims In Full IDR Total Rims In Full IDR Total Rims In Full IDR
Kertas 41.480 2.034.575.964 33.672 1.735.145.000 2.130 106.644.000 Paper
Laba Tahun Berjalan
Net Profit for the
(dalam Jutaan 1.577.550 1.409.403 1.206.112
Year (in IDR Millions)
Rupiah)
Intensitas
Paper Usage
Penggunaan Kertas/
0,026 0,023 0,002 Intensity/Revenue
Pendapatan (Rim/
(Rim/ IDR Millions)
Jutaan Rupiah)
Keterangan / Information:
*) Tahun 2023 dan 2024 mencakup penggunaan kertas di Kantor Pusat dan Kantor Cabang
**)Tahun 2022 hanya mencakup penggunaan kertas di Kantor Pusat
*) 2023 and 2024 includes paper use at the Head Office and Branch Offices
**)2022 only cover paper use at the Head Office
Mematikan lampu pada jam Mematikan perangkat elektronik
apabila tidak digunakan Hemat Air
istirahat
Turn off electronic devices when not in use Save Water
Turn off the lights during break time
Mudahnya Paperless Office dengan
Pemanfaatan Teknologi Informasi Penggunaan Mobil Listrik Aplikasi E-Office
Utilization of Information Technology Use of Electric Cars The Ease of Paperless Office with E-Office
Applications
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Kinerja Ekonomi
ECONOMIC PERFORMANCE
Perbandingan Target dan Kinerja Comparison of Target and Production
Produksi, Portofolio, Target Performance, Portfolio, Financing
Pembiayaan, atau Investasi, Target, or Investment, Revenue and
Pendapatan dan Laba Rugi [OJK F.2] Profit and Loss [OJK F.2]
Bank Mandiri Taspen telah menetapkan target yang ingin dicapai Bank Mandiri Taspen had set targets to be achieved as stated in
yang tercantum dalam Rencana Bisnis Bank (RBB) tahun 2024. Pada the Bank Business Plan (RBB) for 2024. In 2024, Bank Mandiri
tahun 2024, Bank Mandiri Taspen berhasil melampaui target yang Taspen successfully exceeded the targets set for Third Party Funds
ditetapkan untuk Dana Pihak Ketiga (DPK) dan Laba Tahun Berjalan, (TPF) and Net Profit, with achievements of 101.4% and 100.1%,
dengan capaian masing-masing sebesar 101,4% dan 100,1%. respectively.
Tabel Perbandingan Target dan Realisasi Produksi, Pendapatan dan Laba Rugi
Table of Comparison Production Target and Realization, Income and Profit and Loss
(Dalam Jutaan rupiah / In IDR Million)
2024 2023 2022
Uraian Target Realisasi Target Realisasi Target Realisasi Description
% Target Realization
%
Target Realization
%
Target Realization
Dana Pihak Third Party
48.128.400 48.824.547 101,4 44.021.351 44.976.616 102,2 39.071.034 40.664.296 104,1
Ketiga (DPK) Funds (TPF)
Penyaluran Loans
46.543.825 46.261.415 99,4 41.350.787 41.728.370 99,1 36.790.889 36.910.969 100,3
Kredit Distribution
Pendapatan 3.305.386 Net Interest
3.457.758 3.441.618 99,5 3.206.545 103,1 2.965.522 3.221.704 108,6
Bunga Bersih Revenue
Laba Tahun Current
1.575.280 1.577.550 100,1 1.350.059 1.409.403 104,4 1.000.610 1.206.112 120,5
Berjalan Year’s Profit
Perbandingan Target dan Kinerja Comparison of Target and Portfolio
Portofolio, Target Pembiayaan, atau Performance, Financing Target, or
Investasi Pada Instrumen Keuangan atau Investment In Financial Instrument or
Proyek yang Sejalan dengan Keuangan Project in Line with Sustainable Finance
Berkelanjutan [OJK F.3, FN-CB-240a.1, FN-CB-240a.2] [OJK F.3, FN-CB-240a.1, FN-CB-240a.2]
Dalam mendukung transisi menuju ekonomi hijau dan In supporting the transition towards a green and sustainable economy,
berkelanjutan, Bank Mandiri Taspen berkomitmen untuk membiayai Bank Mandiri Taspen is committed to financing businesses that have
kegiatan usaha yang memiliki dampak positif terhadap lingkungan. a positive impact on the environment. Throughout 2024, a significant
Sepanjang tahun 2024, sejumlah pembiayaan telah dialokasikan ke portion of financing was allocated to this sector, as shown in the table
sektor tersebut sebagaimana ditampilkan pada tabel di bawah. below.
Tabel Perbandingan Target dan Realisasi Produk Pembiayaan Keuangan Berkelanjutan
Table of Comparison of Target and Realization of Financing Product in Sustainable Finance
(Dalam Jutaan rupiah / In IDR Million)
2024 2023 2022*
Target 34.863.970 31.503.288 29.084.078 Target
Realisasi 35.629.657 32.239.705 29.184.225 Realization
% 102 102 100 %
Keterangan / Information:
*Target merujuk pada pemetaan ulang kategori pembiayaan keuangan berkelanjutan
*Target refers to the re-mapping of the sustainable finance financing category
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Kinerja Keberlanjutan
Sustainability Peraformance
Perseroan melakukan pemetaan ulang terkait pembiayaan The Company has conducted a re-mapping of sustainable finance
keuangan berkelanjutan dengan merujuk pada Pedoman Teknis financing by referring to the Technical Guidelines for Banks related
bagi Bank Terkait Implementasi POJK Nomor 51/POJK.03/2017 to the Implementation of OJK Regulation Number 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa concerning Sustainable Finance Implementation for Financial
Keuangan (LJK), Emiten, dan Perusahaan Publik, yang diterbitkan Services Institutions (LJK), Issuers, and Public Companies, issued by
oleh Departemen Penelitian dan Pengaturan Perbankan, Otoritas the Department of Research and Banking Regulations, OJK, 2018.
Jasa Keuangan, 2018. Sesuai rujukan tersebut, pembiayaan According to these guidelines, financing for Micro, Small, and Medium
terhadap pelaku Usaha Mikro, Kecil dan Menengah (UMKM) Enterprises (SMEs) is included in the Sustainable Business Activity
termasuk dalam Kategori Kegiatan Usaha Berkelanjutan (KKUB), Category (KKUB), complementing the 11 Environmental Awareness
melengkapi 11 Kegiatan Usaha Berwawasan Lingkungan (KUBL) Business Activities (KUBL) as outlined in Article 4 of OJK Regulation
seperti diatur dalam Pasal 4, POJK Nomor 60/POJK.04/2017 tentang Number 60/POJK.04/2017 concerning the Issuance and Requirements
Penerbitan dan Persyaratan Efek Bersifat Utang Berwawasan of Environmentally-Friendly Debt Securities (Green Bonds). The criteria
Lingkungan (Green Bond). Kriteria UMKM berpedoman pada for SMEs refer to Law Number 20 of 2008 concerning Micro, Small, and
Undang-Undang Nomor 20 Tahun 2008 tentang Usaha Mikro, Medium Enterprises. Thus, the sustainable business activity category
Kecil, dan Menengah. Dengan demikian, kategori kegiatan usaha (KKUB) consists of 12 categories used as a reference for recording the
berkelanjutan (KKUB) berjumlah 12 kategori yang digunakan portfolio of sustainable finance credit financing.
sebagai acuan dalam melakukan pencatatan portofolio
pembiayaan kredit keuangan berkelanjutan.
Tabel Pembiayaan Kredit Keuangan Berkelanjutan
Sustainable Finance Credit Financing Table
(Dalam Rupiah Penuh / In Full Rupiah)
Uraian Kategori Kegiatan Usaha Berkelanjutan Realisasi 2024
Description Category of Sustainable Business Activities 2024 Realization
Penghimpunan dana yang memenuhi kegiatan usaha berkelanjutan
-
Funds collecting satisfying sustainable business activities
Penyaluran dana: Kredit/Pembiayaan kegiatan usaha berkelanjutan
35.629.657.315.919
Funds distribution: Loan or Financing of sustainable business activities
Energi Terbarukan
-
Renewable Energy
Efisiensi Energi
-
Energy Efficiency
Pencegahan dan Pengendalian Polusi
-
Pollution Prevention and Controlling
Pengelolaan Sumber Daya Alam Hayati dan Penggunaan Lahan yang Berkelanjutan
5.403.559.168.403
Biodiversity Resources Management and Sustainable Land Usage
Konvervasi Keanekaragaman Hayati Darat dan Air
326.644.890.729
Land and Water Biodiversity Conservation
Transportasi Ramah Lingkungan
-
Green Transportation
Pengelolaan Air dan Air Limbah yang Berkelanjutan
180.528.501
Sustainable Water and Wastewater Management
Adaptasi Perubahan Iklim
-
Climate Change Adaptation
Produk yang Dapat Mengurangi Penggunaan Sumber Daya dan Menghasilkan Lebih Sedikit
Polusi (Eco-efficient) 2.875.521.025
Reducible Products of Resources Usage and Eco-Efficient Products
Bangunan Berwawasan lingkungan yang Memenuhi Standar atau Sertifikasi yang Diakui
Secara Nasional, Regional atau Internasional
-
Green Buildings Satisfying Nationally, Regionally, or Internationally Recognized Certification or
Standards
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Uraian Kategori Kegiatan Usaha Berkelanjutan Realisasi 2024
Description Category of Sustainable Business Activities 2024 Realization
Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan Lingkungan Lainnya
709.007.154
Other Green Activities or Business Activities
Kegiatan UMKM
29.895.688.200.107
MSMEs Activities
Penyaluran Dana: Non Kredit/Non Pembiayaan kegiatan usaha berkelanjutan
-
Funds Distribution: Non-Loans or Non-Financing Sustainable Business Activities
Total Kredit/Pembiayaan Bank
46.261.414.621.133
Total Bank Loans or Financing
Persentase Dari Portofolio untuk Lini Portfolio Percentage for Business Line
Bisnis Menurut Wilayah, Ukuran, dan According to Area, Size, and Sector
Sektor [FS6, FN-CB-000.A, FN-CB-000.B] [FS6, FN-CB-000.A, FN-CB-000.B]
Kinerja operasional Bank Mandiri Taspen atas produk dan layanan Bank Mandiri Taspen’s operational performance for products and
meliputi produk kredit dan produk simpanan. Produk kredit terdiri services includes credit products and deposit products. Loan products
dari 3 (tiga) jenis yaitu Kredit Mikro, Kredit Retail, dan Kredit consisting of 3 (three) namely Micro Loans, Retail Loans, and Pension
Pensiun. Sedangkan, produk simpanan merupakan Dana Pihak Loans. Meanwhile, savings products are Third Party Funds (DPK) which
Ketiga (DPK) yang berhasil dihimpun oleh Bank Mandiri Taspen have been successfully collected by Bank Mandiri Taspen through
melalui berbagai produk tabungan, giro, dan deposito. various savings, demand deposits and deposit products.
Ketiga produk kredit Bank Mandiri Taspen disalurkan ke beberapa The three Bank Mandiri Taspen loan products are distributed to several
sektor dan wilayah yang akan disajikan sebagai berikut. sectors and regions which will be presented as follows.
PRODUK KREDIT LOAN PRODUCTS
Produk kredit Bank Mandiri Taspen terdiri dari Kredit Mikro, Kredit The loan products of Bank Mandiri Taspen consist of Micro Loans,
Retail, dan Kredit Pensiun. Adapun rincian penyaluran kredit Retail Loans, and Pension Loans. The details of loan distribution are
diuraikan dalam tabel berikut. outlined in the table below.
Tabel Kinerja Produk Kredit
Table of Loan Product Performance
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Mikro 414.851 0,90% 379.814 0,92% 35.037 9,22% Micro
Retail 136.814 0,30% 63.909 0,15% 72.905 114,08% Retail
Pensiun 45.709.750 98,80% 40.907.063 98,93% 4.802.687 11,74% Pension
Total 46.261.415 100,00% 41.350.787 100,00% 4.910.628 11,88% Total
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Kinerja Keberlanjutan
Sustainability Peraformance
MIKRO MICRO
Produk kredit mikro terdiri dari Kredit Usaha Mikro (KUM), Kredit Micro loans product consists of Micro Business Loan (KUM), Mantap
Serbaguna Mantap (KSM), dan Kredit Komunitas Mantap (KKM), Multipurpose Loan (KSM), and Mantap Community Loan (KKM),
Channeling, Kredit Usaha Rakyat (KUR), dan Kredit Kendaraan Channelling, People’s Business Loan (KUR), and Motor Vehicle Loans
Bermotor (KKB). Uraian terkait pertumbuhan kinerja produk kredit (KKB). The details related to the growth of micro loan performance are
mikro diuraikan sebagai berikut. presented as follows:
Tabel Kinerja Produk Mikro
Table of Motor Vehicle Loans
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Usaha Mikro Micro Business Loan
15.260 3,68% 32.477 8,55% (17.217) (53,01%)
(KUM) (KUM)
Mantap
Kredit Serbaguna
168.834 40,70% 157.821 41,55% 11.013 6,98% Multipurpose Loan
Mantap (KSM)
(KSM)
Kredit Komunitas Mantap Community
15.486 3,73% 24.680 6,50% (9.194) (37,25%)
Mantap (KKM) Loan (KKM)
Channelling 9.104 2,19% 21.828 5,75% (12.724) (58,29%) Channelling
Kredit Usaha Rakyat People’s Business
161.285 38,88% 142.981 37,65% 18.304 12,80%
(KUR) Loan (KUR)
Kredit Kendaraaan Motor Vehicle Loans
44.883 10,82% 27 0,01% 44.856 100,00%
Bermotor (KKB) (KKB)
Total 414.851 100,00% 379.814 0,92% 35.037 9,22% Total
RETAIL RETAIL
Berdasarkan jenis penggunaannya, kredit retail terdiri dari Kredit Based on the type of its usage, retail loan consists of Working Capital
Modal Kerja, Kredit Investasi dan Kredit Konsumtif (Multiguna). Loan, Investment Loan, and Consumptive (Multipurpose) Loan. The
Uraian terkait pertumbuhan kinerja produk kredit retail diuraikan details related to the growth of retail loan performance are presented
sebagai berikut. as follows:
Tabel Kinerja Produk Retail
Table of Retail Performance
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Modal Kerja Retail working
67.861 49,60% 22.948 35,91% 44,913 195,72%
Retail capital loans
Retail Invertment
Kredit Investasi Retail 3.531 2,58% 6.357 9,95% (2,826) (44,46%)
Loan
Kredit Multiguna Retail Multipurpose
65.422 47,82% 34.604 54,15% 30.818 89.06%
Retail Loan
Total 136.814 100,00% 63.909 0,15% 72.905 114,08% Total
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PENSIUN PENSIONS
Informasi Kredit Pensiun disajikan sebagai berikut. Pension Credit Information is presented as follows.
Tabel Kinerja Produk Pensiun
Table of Pension Product Performance
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Pensiun 45.709.750 100,00% 40.907.063 100,00% 4.802.687 11,74% Pension Loan
Total 45.709.750 100,00% 40.907.063 100,00% 4.802.687 11,74% Total
Selain produk kredit, Bank Mandiri Taspen memiliki produk In addition to loan products, Bank Mandiri Taspen has a deposit product
simpanan yang merupakan DPK yang berhasil dihimpun berbagai which is DPK which has been successfully collected by various savings,
produk tabungan, giro, dan deposito. Ketiga produk simpanan demand deposits and deposit products. The three Bank Mandiri Taspen
Bank Mandiri Taspen dan wilayah produktivitasnya akan disajikan savings products and their productivity areas are presented as follows.
sebagai berikut.
PRODUK SIMPANAN DEPOSIT PRODUCTS
Produk simpanan merupakan dana pihak ketiga yang berhasil Savings products are third party funds that have been successfully
dihimpun oleh Bank Mandiri Taspen melalui berbagai produk collected by Bank Mandiri Taspen through various savings, checking
tabungan, giro, dan deposito. and deposit products.
Tabel Jumlah Rekening Dana Pihak Ketiga
Table of Pension Product Performance
(Dalam Unit Rekening / in account units)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan 1.161.610 93,49% 1.010.366 93,77% 151.244 14,97% Savings
Giro 626 0,05% 548 0,05% 78 14,23% Current Account
Deposito Berjangka 80.295 6,46% 66.614 6,18% 13.681 20,54% Time Deposit
Total 1.242.531 100,00% 1.077.528 100,00% 165.003 15,31% Total
Tabel Jumlah Dana Pihak Ketiga
Table of Third Party Funds
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Tabungan 10.372.335 21,24% 8.554.739 19,02% 1.817.596 21,25% Savings
Giro 1.025.796 2,10% 951.421 2,12% 74.375 7,82% Current Account
Deposito Berjangka 37.426.417 76,65% 35.470.456 78,86% 1.955.961 5,51% Time Deposit
Total 48.824.547 100,00% 44.976.616 100,00% 3.847.931 8,56% Total
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Kinerja Keberlanjutan
Sustainability Peraformance
TABUNGAN SAVINGS
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts and the
Tabungan. amount of funds for Savings Products.
Tabel Jumlah Rekening Produk Tabungan
Table of Total Accounts of Savings Product
(Dalam Unit Rekening / in account units)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 1.161.585 100,00% 1.010.157 99,98% 151.428 14,99% Third Party
Pihak Berelasi 25 0,00% 209 0,02% (184) (88.04%) Related Party
Total 1.161.610 100.00% 1.010.366 100,00% 151.244 14,97% Total
Tabel Jumlah Dana Produk Tabungan
Table Total Funds of Savings Product
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Pihak Ketiga 10.363.927 99,92% 8.543.014 99,86% 1.820.913 21,31%
Pihak Berelasi 8.409 0,08% 11.725 0,14% (1.985) (28,28%)
Total 10.372.335 100,00% 8.554.739 100,00% 1.817.596 21,25%
TABUNGAN BERDASARKAN JENIS PRODUK SAVINGS BASED ON PRODUCT TYPES
Produk tabungan Bank Mandiri Taspen meliputi Tabungan Savings products of Bank Mandiri Taspen consist of SiMantap Gold
SiMantap Gold, Tabungan SiMantap Berjangka Tabunganku, Savings, SiMantap Future Savings of Tabunganku, Mantap Prima
Tabungan Mantap Prima, Tabungan SiMantap Pensiun dan Savings, SiMantap Pension Savings and General Savings.
Tabungan Umum.
Tabel Jumlah Rekening Produk Tabungan Berdasarkan Produk
Table of Total Savings Based on Product Types
(Dalam Unit Rekening / in account units)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan SiMantap SiMantap Gold
75.679 6,52% 61.995 7,59% 13.684 22,07%
Gold Savings
Tabungan SiMantap SiMantap Deposit
38.410 3,31% 44.409 5,44% (5.999) (13,51%)
Berjangka Savings
Tabunganku 19.463 1,68% 22.221 2,72% (2,758) (12,41%) Tabunganku
Tabungan Mantap Mantap Prima
92 0,01% 93 0,01% (1) (1,08%)
Prima Savings
Tabungan SiMantap SiMantap Pension
768.745 66,18% 685.430 83,92% 83.315% 12,16%
Pensiun Savings
Tabungan Umum 259.221 22,32% 2.598 0,32% 256.623 9.877,71% General Savings
Total 1.161.610 100,00% 816.746 100,00% 344.864 42,22% Total
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Berikut rincian jumlah dana yang berhasil dihimpun Bank Mandiri The following table is the details of total funds raised by Bank Mandiri
Taspen yang disajikan dalam bentuk tabel. Taspen, presented as follows.
Tabel Jumlah Dana Produk Tabungan Berdasarkan Produk
Table of Funds-Based Savings Products
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan SiMantap SiMantap Gold
823.764 7,94% 787.795 10,73% 35.969 4,57%
Gold Savings
Tabungan SiMantap SiMantap Deposit
100.019 0,96% 95.296 1,30% 4.723 4,96%
Berjangka Savings
Tabunganku 68.168 0,66% 67.549 0,92% 619 0,92% Tabunganku
Tabungan Mantap Mantap Prima
929 0,01% 1.074 0,01% (145) (13,54%)
Prima Savings
Tabungan SiMantap SiMantap Pension
7.954.984 76,69% 6.025.437 82,08% 1.929.547 32,02%
Pensiun Savings
Tabungan Umum 1.424.472 13,73% 363.767 4,96% 1.060.705 291,59% General Savings
Total 10.372.335 100,00% 7.340.918 100,00% 3.031.417 41,29% Total
GIRO CURRENT ACCOUNT
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts and the
Giro. amount of funds for Current Account Products.
Tabel Jumlah Rekening Produk Giro
Table of Number of Current Account Products
(Dalam Unit Rekening / in account units)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 574 91,69% 500 98,17% 74 14,80% Third Party
Pihak Berelasi 52 8,31% 46 1,83% 6 13,04% Related Party
Total 626 100,00% 546 100.00% 80 14,65% Total
Tabel Jumlah Dana Produk Giro
Table of Current Account Product Funds
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Pihak Ketiga 198.891 19,39% 90747 99,98% 108.144 119,17% Third Party
Pihak Berelasi 826.905 80,61% 861,076 0,02% (34.171) (3,97%) Related Party
Total 1.025.796 100,00% 951,823 100,00% 73.973 7,77% Total
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DEPOSITO BERJANGKA TIME DEPOSIT
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts and the
Deposito Berjangka. amount of funds for Time Deposit Products.
Tabel Jumlah Rekening Produk Deposito Berjangka
Table of Total Time Deposit Accounts
(Dalam Unit Rekening / in account units)
Pertumbuhan
2024 2023
Growth
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
1 bulan 52.242 65,06% 37.867 56,85% 14.375 37,96% 1 month
3 bulan 18.295 22,78% 11.731 17,61% 6.564 55,95% 3 month
6 bulan 8.127 10,21% 15.605 23,43% (7.478) (47,92%) 6 month
≥ 12 bulan 1.631 2,03% 1.411 2,12% 220 15,59% ≥ 12 month
Total 80.295 100,00% 66.614 100,00% 13.681 20,54% Total
Tabel Jumlah Dana Produk Deposito Berjangka
Table of Total Funds of Time Deposit Products
(Dalam Jutaan Rupiah / In IDR Million)
Pertumbuhan
2024 2023
Growth
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
1 bulan 11.878.794 31,74% 12.994.676 36,64% (1.115.882) (8,59%) 1 month
3 bulan 18.914.989 50,54% 14.216.762 40,08% 4.698.227 33,05% 3 month
6 bulan 6.031.353 16.12% 7.564.301 21,33% (1.532.948) (20,27%) 6 month
≥ 12 bulan 601.280 1,61% 694.717 1,96% (93,437) (13,45%) ≥ 12 month
Total 37.426.417 100,00% 35.470.456 100,00% 1.955.961 5,51% Total
Nilai Ekonomi Langsung yang Direct Economic Values Generated and
Dihasilkan dan Didistribusikan [GRI 201-1] Distributed [GRI 201-1]
Nilai ekonomi langsung yang dihasilkan mencerminkan The direct economic value generated reflects the income earned
pendapatan yang diperoleh Bank Mandiri Taspen melalui kegiatan by Bank Mandiri Taspen through its operational activities and
operasional dan bisnis utamanya. Sementara itu, nilai ekonomi main business. Meanwhile, the distributed economic value refers
yang didistribusikan merujuk pada total pengeluaran yang to the total expenditure provided by Bank Mandiri Taspen as a
diberikan oleh Bank Mandiri Taspen sebagai bentuk kontribusi form of contribution in driving economic growth and improving
dalam mendorong pertumbuhan ekonomi dan meningkatkan the welfare of stakeholders. This expenditure includes salary
kesejahteraan para pemangku kepentingan. Pengeluaran ini payments, tax obligations, dividend distribution, payments to
mencakup pembayaran gaji, kewajiban pajak, pembagian dividen, suppliers, and distribution of funds to the community as part of
pembayaran kepada pemasok, serta penyaluran dana kepada the implementation of Social and Environmental Responsibility
masyarakat sebagai bagian dari implementasi Tanggung Jawab (TJSL).
Sosial dan Lingkungan (TJSL).
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Nilai ekonomi yang dihasilkan dan distribusikan Bank Mandiri The economic value generated and distributed by Bank Mandiri Taspen
Taspen disajikan pada tabel berikut. is presented in the table below.
Tabel Nilai yang Dihasilkan dan Didistribusikan
Table of the Economic Value Generated and Distributed
(Dalam Jutaan Rupiah / In IDR Million)
Uraian 2024 2023*) 2022 Description
Nilai Ekonomi yang Dihasilkan
Direct Economic Value Generated
Pendapatan Bunga-Neto 3.441.586 3.387.481 3.221.705 Interest income – net
Pendapatan operasional lainnya 420.966 384.593 516.530 Other operating income
Jumlah Nilai Ekonomi Total of Economic Value
3.862.552 3.772.074 3.738.235
Dihasilkan Generated
Nilai Ekonomi yang Didistribusikan
Direct Economic Value Distributed
Total of other operating
Total beban operasional lainnya 1.763.998 1.648.306 1.555.145
expenses
Pembentukan cadangan Establishment of allowance for
47.299 293.855 612.955
kerugian penurunan nilai impairment losses
Pendapatan (Beban) non Non-operating income
11.622 4.738 2.900
operasional-neto (expenses)-net
Beban pajak - neto 462.083 415.772 361.123 Tax expenses – net
Dividen 140.940 120.611 80.710 Dividend
Corporate Social Responsibility
Beban Kegiatan Sosial (CSR) 2.090 1.797 1.431
(CSR) Expenses
Jumlah Nilai Ekonomi Langsung Total of Direct Economic Value
2.428.032 2.485.079 2.614.264
Didistribusikan Distributed
Nilai Ekonomi yang Ditahan 1.434.520 1.286.995 1.123.971 Retained Economic Value
*) Disajikan kembali
*) Restated
Kewajiban Program Pensiun Defined Benefit Plan Obligations and
Manfaat Pasti dan Program Pensiun Other Pension Plans [GRI 201-3]
Lainnya [GRI 201-3]
Bank Mandiri Taspen selalu memastikan pemenuhan hak-hak Bank Mandiri Taspen always ensures the fulfillment of employee
karyawan, salah satunya dengan menyediakan program jaminan rights, one of which is by providing an old-age security
hari tua bagi seluruh pegawai sesuai ketentuan hukum yang program for all employees in accordance with applicable
berlaku. Komitmen ini merupakan bagian dari upaya Bank dalam laws. This commitment is part of the Bank’s efforts to create
menciptakan lingkungan kerja yang adil, aman, dan berkelanjutan, a fair, safe, and sustainable work environment, as well as
serta memberikan kepastian bagi karyawan dalam merencanakan providing certainty for employees in planning their retirement.
masa pensiunnya. Bagi karyawan yang memasuki masa pensiun, For employees who retire, they will receive pension benefits,
akan mendapatkan manfaat pensiun, di antaranya klaim BPJS including BPJS Employment claims, Severance Pay, Long Service
Ketenagakerjaan, Uang Pesangon, Uang Penghargaan Masa Kerja, Rewards, Replacement Pay and Separation Pay in accordance
Uang Penggantian Hak dan Uang Pisah sesuai dengan ketentuan with the provisions applicable to the Bank. All employees
yang berlaku pada Bank. Seluruh karyawan telah terdaftar dalam BPJS have been included in BPJS Employment. This program is
Ketenagakerjaan yang merupakan program yang bersifat mandatory mandatory in accordance with Government regulations. The
berdasarkan peraturan Pemerintah. Program BPJS Ketenagakerjaan BPJS Ketenagakerjaan program consists of Old Age Security
terdiri atas Jaminan Hari Tua (JHT), Jaminan Kematian (JKM), Jaminan (JHT), Death Security (JKM), Work Accident Insurance (JKK) and
Kecelakaan Kerja (JKK) dan Jaminan Pensiun (JP). Besarnya iuran Pension Security (JP). The amount of the Pension Guarantee (JP)
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program Jaminan Pensiun (JP) dihitung sebesar 3% yang terdiri dari program contribution is calculated at 3%, consisting of 2% of
2% beban perusahaan dan 1% beban pegawai dari Gaji Pokok/ the company’s burden and 1% of the employee’s burden from
Personal Grade. the Basic Salary/Personal Grade.
Di samping itu, Bank juga memiliki program imbalan pasti In addition, the Bank also has a defined benefit program for employees
untuk pegawai yang pensiun berupa uang pesangon, uang who retire, which includes severance pay, long-service award, and
penghargaan masa kerja, dan uang penggantian hak sesuai replacement of entitlements as outlined in the Human Resources
dengan yang tertuang pada Standar Prosedur Sumber Daya Standard Procedures. The post-employment benefit liability for 2024
Manusia. Liabilitas imbalan pasca kerja tahun 2024 mencapai reached IDR 80.33 billion, a decrease of 6.14% compared to IDR 85.60
Rp80,33 miliar, menurun 6,14% dibandingkan dengan tahun billion in 2023.
2023 yang mencapai Rp85,60 miliar.
Jumlah Pegawai yang Diikutsertakan dalam Program Pensiun
Number of Employees Included in the Pension Program
Program 2024 2023 2022 Program
Program Jaminan Hari Tua 3.436 3.169 3.125 Old Age Security Program
Program Pensiun Iuran Pasti 3.418 3.146 3.101 Defined Benefit Pension Program
Bantuan Finansial dari Pemerintah Financial Assistance from
[GRI 201-4] the Government [GRI 201-4]
Sepanjang tahun 2024, Bank Mandiri Taspen tidak menerima Throughout 2024, Bank Mandiri Taspen did not receive any assistance
bantuan dari Pemerintah, baik berupa keringanan pajak, kredit from the Government, whether in the form of tax relief, tax credits,
pajak, subsidi, maupun bantuan finansial lainnya. subsidies, or other financial support.
Dampak Ekonomi Tidak Langsung Indirect Economic Impacts
Investasi Infrastruktur dan Dukungan Infrastructure Investment and Service
Layanan [GRI 203-1] Support [GRI 203-1]
Sepanjang tahun 2024, Bank Mandiri Taspen secara aktif Throughout 2024, Bank Mandiri Taspen actively carried out
menjalankan berbagai inisiatif tanggung jawab sosial dan various social and environmental responsibility initiatives as part
lingkungan sebagai bagian dari komitmennya terhadap of its commitment to sustainable development and community
pembangunan berkelanjutan dan pemberdayaan masyarakat. empowerment. These programs were implemented through a pro
Berbagai program ini dilaksanakan melalui pendekatan pro bono bono approach and collaboration with various stakeholders to create
serta kolaborasi dengan beragam pemangku kepentingan guna positive social and environmental impacts. One tangible example of
menciptakan dampak sosial dan lingkungan yang positif. Salah the Bank’s support is the provision of sanitation infrastructure, such
satu wujud nyata dukungan Bank adalah penyediaan sarana as the construction of septic tanks and clean water systems, aimed at
dan prasarana sanitasi, seperti pembangunan septictank dan improving public access to proper sanitation. This effort is intended to
sistem air bersih, yang ditujukan untuk meningkatkan akses reduce the risk of environment-based diseases and improve the quality
masyarakat terhadap sanitasi yang layak. Upaya ini bertujuan of life for the community.
mengurangi risiko penyebaran penyakit berbasis lingkungan dan
meningkatkan kualitas hidup masyarakat.
Di bidang pelestarian lingkungan, Bank Mandiri Taspen In the field of environmental conservation, Bank Mandiri Taspen
menunjukkan komitmennya melalui penyediaan fasilitas pemilahan demonstrated its commitment through the provision of waste
sampah, penerangan berbasis energi terbarukan melalui panel segregation facilities, renewable energy-based lighting through solar
surya, serta dukungan terhadap konservasi satwa langka melalui panels, and support for the conservation of endangered species
pengadaan Intan & Sari Box (alat penetas telur penyu tanpa pasir) through the procurement of Intan & Sari Boxes (egg incubators for sea
di Ecowisata Pulau Santen, Banyuwangi. Program konservasi ini turtles without sand) at Santen Island Ecotourism, Banyuwangi. This
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dijalankan bekerja sama dengan Universitas Airlangga sebagai conservation program is implemented in collaboration with Airlangga
mitra akademik, memperkuat sinergi antara sektor keuangan dan University as an academic partner, strengthening the synergy between
pendidikan dalam menjaga kelestarian alam. the financial and educational sectors in preserving nature.
Dalam rangka mendukung ekonomi sirkular dan mengurangi In support of the circular economy and reducing the use of single-use
penggunaan plastik sekali pakai, Bank Mandiri Taspen bermitra plastics, Bank Mandiri Taspen partnered with Plasticpay to provide
dengan Plasticpay untuk menyediakan reverse vending machine reverse vending machines (RVM), an automatic plastic bottle recycling
(RVM), sebuah mesin daur ulang botol plastik otomatis. Selain itu, machine. Additionally, as part of its effort to empower the local
sebagai upaya pemberdayaan ekonomi lokal, Bank juga bekerja economy, the Bank also collaborated with the Provincial Government
sama dengan Pemerintah Provinsi DKI Jakarta dalam menyediakan of DKI Jakarta to provide promotion booths for SMEs, enabling their
booth promosi untuk pelaku UMKM, agar produk UMKM lebih products to gain greater recognition and access to a wider market.
dikenal dan memiliki akses pasar yang lebih luas.
Dukungan Bank juga menjangkau sektor perdagangan tradisional. The Bank’s support also extended to the traditional trade sector. In Binaya
Di Pasar Binaya Masohi, Maluku Tengah, Bank Mandiri Taspen Masohi Market, Central Maluku, Bank Mandiri Taspen provided spring
menyediakan timbangan pegas bagi pedagang ikan. Program scales for fish traders. This program was carried out in collaboration
ini dilaksanakan bersama Dinas Perdagangan dan Perindustrian with the local Department of Trade and Industry as part of the effort to
setempat sebagai bagian dari upaya menciptakan sistem ukur create an accurate measuring system that adheres to legal metrology
yang akurat dan sesuai prinsip metrologi legal, sehingga mampu principles, thus promoting healthy business competition. Furthermore,
mendorong persaingan usaha yang sehat. Selain itu, dalam in the fields of education and transportation, Bank Mandiri Taspen also
bidang pendidikan dan transportasi, Bank Mandiri Taspen turut contributed to the construction of a campus bus stop at Nusa Cendana
membangun halte kampus di Universitas Nusa Cendana, Kupang. University in Kupang. This facility is expected to enhance comfort and
Fasilitas ini diharapkan dapat menunjang kenyamanan dan transportation accessibility for the entire academic community of the
aksesibilitas transportasi bagi seluruh civitas akademika kampus. university.
Dampak Ekonomi Tidak Langsung Significant Indirect
yang Signifikan [GRI 203-2] Economic Impacts [GRI 203-2]
Sesuai dengan bidang usaha yang dijalankan, Bank Mandiri Taspen According to the business sector it operates, Bank Mandiri Taspen
memberikan dampak ekonomi tidak langsung melalui Program provides an indirect economic impact through the Mantap Sejahtera
Wirausaha Mantap Sejahtera (WMS). Program WMS merupakan Entrepreneurship Program (WMS). The WMS program is an integrated
program wirausaha terintegrasi antara pelatihan ide, praktek entrepreneurial program involving idea training, business practices,
usaha, pengembangan diri dan mentoring usaha berkelanjutan self-development and sustainable business mentoring with the aim of
dengan tujuan agar para calon pensiunan atau pensiunan dapat enabling prospective retirees or retirees to work to build businesses and
berkarya membangun usaha dan hidup sejahtera di masa pensiun. live prosperously in retirement.
Tujuan pelaksanaan program WMS di antaranya: The objectives of implementing the WMS program include:
1. Bentuk dukungan kepada Pemerintah untuk menumbuhkan 1. A form of support for the Government to grow the number of
jumlah wirausaha di Indonesia, khususnya dari kalangan entrepreneurs in Indonesia, especially among retirees.
pensiunan.
2. Mendorong pensiunan untuk bisa mandiri dan tidak 2. Encouraging retirees to be independent and not to depend on
bergantung kepada orang lain. others.
3. Wirausaha dapat menjadi pilihan kegiatan utama untuk 3. Entrepreneurship can be the main choice of activity to support
mendukung produktivitas di masa pensiun. productivity in retirement.
4. Sarana pengembangan diri dan menuangkan ide serta 4. Means of self-development and expressing ideas and creativity
kreativitas untuk menjaga tingkat keaktifan di masa pensiun. to maintain the level of activity in retirement.
Program WMS bertujuan untuk menciptakan komunitas– The WMS program was able to create entrepreneurial communities
komunitas wirausaha yang anggotanya adalah para calon whose members were prospective retirees or pensioners who had
pensiunan atau pensiunan yang memiliki minat usaha yang the same business interests with the type of business according
sama dengan jenis usaha sesuai dengan potensi lokal daerah to the local potential of the area where the retirees located. By
para pensiunan tersebut berada. Dengan mempertimbangkan considering the physical limitations of retirees, Bank Mandiri
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keterbatasan fisik para pensiunan, Bank Mandiri Taspen Taspen created an entrepreneurial program that was easy for
menciptakan program wirausaha yang mudah dilakukan oleh retirees to do by helping provide solutions from upstream to
para pensiunan dengan membantu memberikan solusi dari hulu downstream, from getting motivation and business theory to
hingga hilir, dari sejak mendapatkan motivasi dan teori usaha marketing assistance. To implement this program, Bank Mandiri
hingga bantuan pemasaran. Dalam pelaksanaan program ini, Bank Taspen collaborated with selected entrepreneurs who also had
Mandiri Taspen melakukan kerjasama dengan para pengusaha the same concern for developing and improving the welfare of
terpilih yang juga memiliki kepedulian yang sama untuk membina retirees.
dan mensejahterakan para pensiunan.
Tahun 2024 merupakan tahun kedelapan pelaksanaan program 2024 marks the eighth year of the WMS program. This program
WMS. Program ini merupakan Pilar ke-3 dari Pilar Mantap is the 3rd Pillar of the Mantap Indonesia Pillar which has been
Indonesia yang sudah diimplementasikan di seluruh Kantor implemented in all Bank Mandiri Taspen Branch Offices. The
Cabang Bank Mandiri Taspen. Adapun pencapaian program WMS achievements of the WMS program from 2017 to 2024 are as
tahun 2017 sampai dengan tahun 2024 adalah sebagai berikut: follows:
Rekap Program WMS
WMS Program Recap
Jumlah KC
Akuisisi Kredit
Pelaksana Jumlah Peserta Pelatihan
Tahun Jumlah WP (Rp)
Number of Number of Number of
Year Number of WP Credit Acquisition
Implementing Participants Training
(IDR)
Branch Offices
2017 2 2 59 4 Rp2.493.900.000
2018 38 40 1.066 49 Rp13.241.700.000
2019 40 50 1.379 62 Rp17.280.590.000
2020 41 186 2.994 31 Rp32.882.900.000
2021 41 354 6.092 36 Rp49.822.217.877
2022 41 957 9.168 68 Rp65.696.490.000
2023 39 1.437 9.667 75 Rp258.440.642.854
2024 39 1.743 9.938 60 Rp308.940.197.159
Jumlah Wirausaha Pensiunan 2017-2024
Number of Retired Entrepreneurs 2017-2024
Wirausaha Warung
Mantap Toko Frozen
Pensiun All WMS Mantap Mantap Non Mentor
Cooking Club Mantap
Sejahtera Sejahtera
2017 2 2 - - - -
2018 40 40 - - - -
2019 50 50 - - - -
2020 168 100 7 - - 61
2021 356 42 63 106 - 145
2022 957 28 26 230 - 671
2023 1.437 17 41 325 - 1.045
2024 1.727 5 39 141 21 1.611
Total 4.737 284 177 810 21 3.633
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Breakdown Jenis Pelatihan 2017-2024
Breakdown of Training Types in 2017-2024
Jenis Types of
Pelatihan
2024 2023 2022 2021 2020 2019 2018 2017
Training
Abon Ikan - - - 1 1 4 1 - Shredded Fish
Mantap Courier
Agen Kurir Mantap 6 4 - - - - - -
Agent
Amplang 1 - - - - - 1 - Amplang
Beras Organik - - - - - - - 1 Organic Rice
Budi Daya Jamur Cultivation Of
2 7 8 1 3 5 5 -
Tiram Oyster Mushroom
Budi Daya Jamur Cultivation Of
- - 1 - - - - -
Kuping Mushroom
Budi Daya Lele 3 2 2 1 5 8 10 1 Catfish Cultivation
Budi Daya Lobster 1 1 - - - - - - Lobster Cultivation
Budi Daya Murai Cultivation of
- - - - 1 - - -
Batu Murai Batu Bird
Cultivation of
Budi Daya Nila 2 3 2 2 - - - -
Tilapia
Handycraft - - - - - - 1 1 Handycraft
Hidroponik 4 11 19 5 15 36 24 1 Hydroponics
Keripik Sukun - - - - - 1 - - Breadfruit Chips
Keripik Keladi - - - - - 1 - - Taro Chips
Kuliner 25 31 20 10 - - - - Culinary
Lebah Trigona - 1 - 2 - 1 - - Trigona Bees
Sayur Organik - - - - - - 2 - Organic Vegetables
Entrepreneurship
Seminar Wirausaha 3 5 3 - 2 - - -
Sharing
Ternak Ayam 1 1 3 2 1 3 4 - Chicken Livestock
Ternak Bebek - - - - - - 1 - Duck Farm
Ternak Puyuh - - - 1 2 2 - - Quail Farm
Ubi Nuabosi - - - - - 1 - - Nuabosi Yam
Warung Mantap Mantap Sejahtera
10 7 10 11 1 - - -
Sejahtera Shop
Mantapreneur Naik Mantapreneur
1 2 - - - - - -
Kelas Upgrade
Pengolahan Sago Plate
1 - - - - - - -
Lempeng Sagu Processing
Budi Daya Ikan Gurami Fish
1 - - - - - - -
Gurami Cultivation
Total 61 75 68 36 31 62 49 4 Total
Anti Korupsi Anti Corruption
Operasi-Operasi yang Dinilai Memiliki Operations Assessed for Risks Related to
Risiko Terkait Korupsi [GRI 205-1] Corruption [GRI 205-1]
Bank Mandiri Taspen menyadari bahwa potensi risiko korupsi Bank Mandiri Taspen recognizes the possibility of corruption occurring
dapat muncul dalam berbagai aspek operasional di seluruh lini in different operational areas across all its departments. Therefore, in
fungsi. Oleh karena itu, pada tahun 2024, Bank telah melakukan 2024, the Bank identified areas that were considered to have a high
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identifikasi terhadap area-area yang dinilai memiliki tingkat level of corruption vulnerability. The two areas becoming the main
kerawanan korupsi yang tinggi. Dua area utama yang menjadi focus of identification were the procurement process of goods and
fokus identifikasi adalah proses pengadaan barang dan jasa services by business partners, as well as the financial sector related to
oleh mitra bisnis, serta sektor keuangan yang berkaitan dengan the possibility of fictitious credit practices.
kemungkinan terjadinya praktik kredit fiktif.
Sebagai langkah preventif terhadap potensi risiko korupsi yang To prevent potential corruption risks with business partners, Bank
melibatkan mitra bisnis, Bank Mandiri Taspen mewajibkan setiap Mandiri Taspen requires each partner to sign an integrity pact and a
mitra untuk menandatangani pakta integritas serta surat pernyataan statement of commitment to comply with ethics in the procurement
kesanggupan mematuhi etika dalam proses pengadaan. Di sisi process. On the internal side, strengthening control is carried out
internal, penguatan pengendalian dilakukan melalui penerapan through the implementation of a dual control mechanism by direct
mekanisme dual control oleh atasan langsung serta penyampaian superiors and regular delivery of appeals to all employees. These
himbauan secara rutin kepada seluruh pegawai. Himbauan ini appeals are disseminated through various internal communication
disebarluaskan melalui berbagai saluran komunikasi internal, seperti channels, such as social media, banners, digital signage, pamphlets,
media sosial, banner, digital signage (player), pamflet, maupun email and emails that reach all business units including branch offices. In
yang menjangkau seluruh unit kerja termasuk kantor cabang. Selain addition, to mitigate the risk of inappropriate loan distribution, Bank
itu, dalam rangka memitigasi risiko penyaluran kredit yang tidak sesuai, Mandiri Taspen consistently applies the principle of prudence in the
Bank Mandiri Taspen secara konsisten menerapkan prinsip kehati- granting process and monitors the loan portfolio periodically. These
hatian dalam proses pemberian kredit dan melakukan pemantauan efforts are part of the Bank’s commitment to maintaining operational
portofolio kredit secara berkala. Upaya-upaya ini merupakan bagian integrity and supporting the implementation of good corporate
dari komitmen Bank untuk menjaga integritas operasional serta governance.
mendukung penerapan tata kelola perusahaan yang baik.
Terhadap kasus-kasus yang terindikasi mengandung risiko When potential corruption risks are identified, Bank Mandiri Taspen
korupsi, Bank Mandiri Taspen akan menindaklanjutinya melalui initiates an investigation conducted by its audit unit, with the Risk
proses investigasi yang dilakukan oleh unit kerja audit, dengan Business Control function providing collaborative support to ensure
dukungan kolaboratif dari fungsi Risk Business Control guna impartial and accurate handling. As a form of commitment to creating
memastikan objektivitas dan ketepatan penanganan. Sebagai a transparent and accountable work environment, the Bank has also
bentuk komitmen dalam menciptakan lingkungan kerja yang provided a reporting facility through the Whistleblowing System (WBS),
transparan dan akuntabel, Bank juga telah menyediakan sarana which since the end of 2021 has been managed by an independent
pelaporan melalui Whistleblowing System (WBS), yang sejak akhir party. Management by this third party aims to avoid potential conflicts
tahun 2021 dikelola oleh pihak independen. Pengelolaan oleh of interest and provide a sense of security and protection to reporters
pihak ketiga ini bertujuan untuk menghindari potensi conflict of in reporting alleged violations.
interest serta memberikan rasa aman dan perlindungan kepada
pelapor dalam menyampaikan dugaan pelanggaran.
Komunikasi dan Pelatihan Tentang Communication and Training About
Kebijakan dan Prosedur Anti-Corruption Policies and
Anti-Korupsi [GRI 205-2] Procedures [GRI 205-2]
Pada tahun 2024, Bank Mandiri Taspen telah melaksanakan In 2024, Bank Mandiri Taspen has implemented socialization
sosialisasi mengenai Anti Penyuapan dan Gratifikasi kepada regarding Anti-Bribery and Gratification to all employees through
seluruh karyawan melalui berbagai saluran informasi, seperti various information channels, such as articles and related
artikel dan materi terkait yang dipublikasikan di situs web Bank materials published on the Bank Mandiri Taspen website. This
Mandiri Taspen. Sosialisasi ini juga dilakukan dengan menyebarkan socialization is also carried out by disseminating information to
informasi ke seluruh kantor cabang melalui portal internal Bank, all branch offices through the Bank’s internal portal, Circulars
Surat Edaran yang ditujukan kepada seluruh Divisi/Satuan/Unit, addressed to all Divisions/Units, and distributing leaflets explaining
serta penyebaran leaflet yang menjelaskan mengenai Gratifikasi. Gratification. In addition, Bank Mandiri Taspen continues to
Selain itu, Bank Mandiri Taspen senantiasa melakukan sosialisasi conduct anti-corruption socialization to all business partners
anti korupsi pada seluruh mitra bisnis melalui aanwejzing yang di through aanwejzing which includes explanations related to anti-
dalamnya mencakup penjelasan terkait anti korupsi/gratifikasi, corruption/gratuities, and through integrity pact documents
serta melalui dokumen pakta integritas yang ditandatangani oleh signed by business partners. Socialization regarding Anti-Bribery
mitra bisnis. Sosialisasi terkait Anti Penyuapan dan Gratifikasi and Gratuities has been carried out by Bank Mandiri Taspen
telah dilakukan oleh Bank Mandiri Taspen, sebagai berikut: through the following means:
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1. Instagram Bank, 1. Instagram posts by the Bank,
2. Surat kepada seluruh jajaran Bank 2. Official letters to all levels of Bank personnel
a. Nomor DIR.CMC/004/2024 tanggal 3 April 2024 tentang a. Letter No. DIR.CMC/004/2024 dated April 3, 2024,
Larangan Pemberian,Permintaan dan Penerimaan regarding the Prohibition of Giving, Requesting, and
Gratifikasi Receiving Gratuities
b. Nomor DIR.CMC/012/2024 tanggal 17 Desember b. Letter No. DIR.CMC/012/2024 dated December 17, 2024,
2024 tentang Larangan Pemberian, Permintaan dan regarding the Prohibition of Giving, Requesting, and
Penerimaan Gratifikasi dalam menyambut hari Raya Natal Receiving Gratuities in celebration of Christmas and New
dan Tahun Baru 2025 Year 2025
3. Pemasangan wallpaper Desktop, 3. Desktop wallpaper displays,
4. Video di Kantor Cabang, 4. Informative videos shown at Branch Offices, and
5. Assessment kepada seluruh pegawai dengan rata-rata nilai 87,9 5. Employee assessments with an average score of 87.9,
6. E-learning melalui aplikasi Greatday 6. E-learning through the Greatday application,
7. Sosialisasi di Kantor Cabang pada saat pelaksanaan Onsite 7. Socialization at Branch Offices during the Onsite Review &
Review & Monitoring Monitoring sessions
Tabel Jumlah Dewan Komisaris dan Direksi yang Telah Mengikuti Sosialisasi Kebijakan dan Prosedur Anti Korupsi
Table of Number of Board of Commissioners and Directors Who Have Participated in Socialization of Anti-Corruption Policies
and Procedures
Jumlah Persentase
Wilayah Area
Amount Percentage
Kantor Pusat 8 100% Head Office
Tabel Jumlah Karyawan yang Telah Mengikuti Sosialisasi Kebijakan dan Pelatihan terkait Anti Korupsi Berdasarkan
Wilayah Kerja
Table of Number of Employees Who Have Participated in Policy Socialization and Training related to Anti-Corruption Based
on Work Area
Jumlah Persentase
Wilayah Area
Amount Percentage
Distribution 1 316 100% Distribution 1
Distribution 2 241 100% Distribution 2
Distribution 3 275 100% Distribution 3
Distribution 4 218 100% Distribution 4
Distribution 5 322 100% Distribution 5
Distribution 6* 323 100% Distribution 6*
Distribution 7* 405 100% Distribution 7*
Distribution 8** 209 100% Distribution 8**
Distribution 9** 353 100% Distribution 9**
Kantor Pusat 735 100% Head Office
Total 3.397 100% Total
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Kinerja Keberlanjutan
Sustainability Peraformance
Tabel Jumlah Karyawan yang Telah Mengikuti Sosialisasi Kebijakan dan Pelatihan terkait Anti Korupsi
Berdasarkan Kategori Karyawan
Table of Number of Employees Who Have Participated in Policy Socialization and Training related to Anti-Corruption
Based on Employee Category
Jumlah Persentase
Kategori Karyawan Employee Category
Amount Percentage
Pegawai Tetap 2.657 100% Permanent Employee
Pegawai Tidak Tetap (Kontrak) 740 100% Non-Permanent Employee (Contract)
Total 3.397 100% Total
Insiden Korupsi yang Terbukti dan
Tindakan yang Diambil [GRI 205-3] Confirmed Incidents of Corruption and
Actions Taken [GRI 205-3]
Sepanjang tahun 2024, Bank Mandiri Taspen menunjukkan
komitmen yang tinggi terhadap penerapan prinsip-prinsip Throughout 2024, Bank Mandiri Taspen showed a strong dedication
integritas melalui pelaksanaan Kebijakan Anti Korupsi secara to integrity by consistently implementing its Anti-Corruption Policy.
konsisten. Tidak terdapat insiden korupsi yang terbukti yang There were no proven corruption incidents that resulted in employee
mengakibatkan pemberhentian karyawan, pemutusan kontrak dismissals, termination of contracts with business partners, or reporting
dengan mitra usaha, maupun pelaporan kasus korupsi oleh of corruption cases by the public. This achievement reflects the Bank’s
publik. Capaian ini mencerminkan dedikasi Bank dalam menjaga dedication to maintaining good corporate governance and maintaining
tata kelola perusahaan yang baik serta mempertahankan reputasi the reputation and trust of stakeholders.
dan kepercayaan para pemangku kepentingan.
Perilaku Anti Persaingan
[GRI 206-1,FN-CB-510a.1] Anti-Competitive Behavior
[GRI 206-1,FN-CB-510a.1]
Dalam upaya meningkatkan daya saing bisnisnya, Bank Mandiri
Taspen berkomitmen untuk terus mengembangkan kualitas produk To enhance its business competitiveness, Bank Mandiri Taspen is
dan layanan yang ditawarkan, serta menentang menolak segala dedicated to the ongoing development of its product and service
bentuk praktik monopoli maupun persaingan yang tidak sehat. Bank quality, while also actively opposing and rejecting all monopolistic
senantiasa menjunjung tinggi prinsip persaingan usaha yang sehat practices and unfair competition. The Bank always upholds the
dan adil. Selain itu, Bank Mandiri Taspen menerapkan kebijakan principles of healthy and fair business competition. In addition, Bank
tanpa toleransi terhadap segala bentuk perilaku internal yang Mandiri Taspen implements a zero-tolerance policy against all forms
berpotensi menciptakan kolusi dengan pesaing, seperti pengaturan of internal behavior that have the potential to create collusion with
penawaran, pembagian nasabah, pemasok, atau tindakan lain yang competitors, such as bidding arrangements, customer divisions,
dapat membatasi persaingan pasar secara tidak wajar. suppliers, or other actions that can unfairly limit market competition.
Bank Mandiri Taspen senantiasa menerapkan prinsip persaingan
usaha yang sehat, sejalan dengan ketentuan dalam Undang- Bank Mandiri Taspen consistently applies the principles of healthy
Undang No. 5 Tahun 1999 tentang Larangan Praktik Monopoli business competition, in line with the regulations outlined in Law
dan Persaingan Usaha Tidak Sehat. Komitmen Bank dalam No. 5 of 1999 concerning the Prohibition of Monopolistic Practices
mendukung praktik persaingan yang adil, bebas dari monopoli and Unhealthy Business Competition. The Bank’s commitment to
maupun bentuk trust lainnya, tercermin dari tidak adanya supporting fair competition practices, free from monopolies or other
tindakan hukum maupun sanksi yang dikenakan oleh Komisi forms of trust, was reflected in the absence of legal action or sanctions
Pengawas Persaingan Usaha (KPPU) sepanjang tahun 2024. Hal imposed by the Business Competition Supervisory Commission (KPPU)
ini menunjukkan bahwa seluruh kegiatan usaha Bank dijalankan throughout 2024. This shows that all of the Bank’s business activities
sesuai dengan prinsip persaingan yang sehat dan sesuai regulasi are carried out in accordance with the principles of healthy competition
yang berlaku and applicable regulations.
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Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum General Aspect
Biaya Lingkungan Hidup [OJK F.4] Environmental Costs [OJK F.4]
Bank Mandiri Taspen memiliki komitmen untuk berkontribusi Bank Mandiri Taspen is committed to making a positive contribution
dalam memberikan dampak positif terhasap lingkungan hidup. to the environment. In 2024, Bank Mandiri Taspen allocated an
Di tahun 2024, Bank Mandiri Taspen telah mengalokasikan biaya environmental cost of IDR268,321,020 to provide a positive impact
lingkungan hidup sebesar Rp268.321.020, yang dialokasikan and prevent potential negative impacts on environmental damage. The
untuk senantiasa memberikan dampak positif dan mencegah details of the environmental costs are as follows.
potensi dampak negatif terhadap kerusakan lingkungan. Adapun
rincian biaya lingkungan hidup, sebagai berikut.
Tabel Biaya Lingkungan Hidup
Table of Environmental Costs
Kegiatan Biaya (Rp)
Events Cost (Rp)
Program Ecowisata: Solar Panel, Tempat Sampah & Renovasi Gapura di Pulau Santen
21.470.000
Ecotourism Program: Solar Panels, Trash Cans, and Gate Renovation at Santen Island
Renovasi Greenhouse Hidroponik
46.500.000
Hydroponic Greenhouse Renovation
Pembuatan Intan & Sari Box di Pulau Santen
40.000.000
Making Intan & Sari Box at Santen Island
Bantuan Sanitasi Layak & Air Bersih
26.800.000
Adequate Sanitation and Clean Water Assistance
Pelepasan Penyu - Ecowisata Pantai Pulau Santen
6.000.000
Turtle Release - Ecotourism at Santen Island Beach
Kerjasama Reverse Vending Machine dengan Plasticpay
127.551.020
Reverse Vending Machine Partnership with Plasticpay
Total 268.321.020
Aspek Material Material Aspect
Penggunaan Material yang Ramah The Use of Environmentally-Friendly
Lingkungan [OJK F.5] Materials [OJK F.5]
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri Taspen Bank Mandiri Taspen operates with a commitment to avoid
berkomitmen untuk tidak memberikan dampak negatif terhadap negative environmental impacts. This is realized through the use of
lingkungan hidup. Hal ini diwujudkan melalui penggunaan environmentally friendly materials to support the Bank’s operational
material ramah lingkungan yang digunakan sebagai penunjang activities. Real steps taken by the Bank are realized by maximizing
aktivitas operasional Bank. Langkah nyata yang dilakukan oleh the use of digital technology, using E-Office & E-Hukum, and utilizing
Bank diwujudkan dengan memaksimalkan penggunaan teknologi online meeting platforms.
digital, penggunaan E-Office & E-Hukum, serta memanfaatkan
platform online meeting.
Selain itu, Bank Mandiri Taspen juga telah menggunakan lampu In addition, Bank Mandiri Taspen has also used LED lights in all business
LED pada seluruh unit kerja, material yang digunakan lebih ramah units, the materials used are more environmentally friendly and more
lingkungan dan lebih efisien dari segi biaya. Lampu LED memiliki efficient in terms of cost. LED lights have a longer service life compared
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Kinerja Keberlanjutan
Sustainability Peraformance
jangka waktu pemakaian lebih lama dibandingkan dengan lampu to neon lights or ordinary lights. The basic materials used can also be
neon ataupun lampu biasa. Bahan dasar yang digunakan juga recycled. In addition, Bank Mandiri Taspen also uses goodie bags as
dapat didaur ulang kembali. Selain itu, Bank Mandiri Taspen juga gifts during events that have also been implemented to reduce the use
menggunakan goodiebag sebagai bingkisan pada saat acara juga of plastic, as well as providing an appeal to all employees to bring their
sudah diterapkan untuk mengurangi penggunaan plastik, serta own reusable food containers and drinking bottles to reduce plastic
memberikan himbauan kepada seluruh pegawai untuk membawa waste, to provide refillable gallon water in meeting rooms and use
tempat makan dan botol minum sendiri yang dapat digunakan environmentally friendly bottled products.
kembali, dalam rangka mengurangi sampah plastik dan pada
ruangan rapat menyediakan air galon isi ulang serta air minum dalam
kemasan menggunakan produk botol yang ramah lingkungan.
Membawa tempat makan
Memaksimalkan E-Office & dan botol minum yang dapat
E-Hukum Menggunakan lampu LED digunakan kembali
Platform online meeting
Memaksimalkan E-Office & Menggunakan lampu LED Membawa tempat makan
E-Hukum dan botol minum yang dapat
digunakan kembali
Aspek Energi Energy Aspect
Jumlah dan Intensitas Energi yang The Amount and Intensity of Energy Used
Digunakan [OJK F.6, GRI 302-1, 302-2, 302-3] [OJK F.6, GRI 302-1, 302-2, 302-3]
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri Bank Mandiri Taspen relies on only two primary energy sources
Taspen hanya menggunakan 2 (dua) sumber energi utama untuk for its operational activities. Therefore, throughout 2024, Bank
menunjang aktivitas bisnisnya. Oleh karena itu, sepanjang tahun Mandiri Taspen did not consume and sell heating, cooling, and
2024, Bank Mandiri Taspen tidak mengkonsumsi dan menjual steam, and does not sell electricity.
pemanas, pendingin, dan uap, serta tidak menjual energi listrik.
Penggunaan energi berasal dari Kantor Pusat dan seluruh Kantor Energy usage came from the Head Office and all Bank Mandiri
Cabang Bank Mandiri Taspen selama tahun 2024. Adapun rincian Taspen Branch Offices during 2024. The details of energy usage
penggunaan energi adalah sebagai berikut. are as follows.
Tabel Pemakaian Energi Berdasarkan Wilayah Kerja [GRI 302-1]
Table of Energy Consumption Based on Work Area
2024 2023 2022
Wilayah Kerja Listrik BBM Listrik BBM Listrik BBM Work Area
Electricity Fuel Electricity Fuel Electricity Fuel
(kWh) (Liter) (kWh) (Liter) (kWh) (Liter)
Distribution 1 1.092.743 293.896 1.126.061 110.956 1.100.842 406.235 Distribution 1
Distribution 2 820.124 194.622 619.314 134.694 1.907.735 427.758 Distribution 2
Distribution 3 1.161.532 137.097 985.202 134.694 3.303.308 2.210.327 Distribution 3
Distribution 4 858.671 94.749 762.233 90.204 1.088.271 333.615 Distribution 4
Distribution 5 1.170.109 175.267 1.774.466 332.113 2.123.349 268.397 Distribution 5
Distribution 6 1.396.574 134.494 2.109.850 162.898 201.802 139.131 Distribution 6
Distribution 7 1.276.866 169.528 915.529 167.243 601.509 204.571 Distribution 7
Distribution 8* 853.293 374.143 689.599 89.137 - - Distribution 8*
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2024 2023 2022
Wilayah Kerja Listrik BBM Listrik BBM Listrik BBM Work Area
Electricity Fuel Electricity Fuel Electricity Fuel
(kWh) (Liter) (kWh) (Liter) (kWh) (Liter)
Distribution 9* 1.118.960 130.956 2.559.104 178.779 - - Distribution 9*
Kantor Pusat 985.515 114.181 700.421,50 128.367,22 1.067.103 103.384 Head Office
Total 10.734.387 1.796.795 12.241.780 1.529.085 11.393.918 4.093.418 Total
Keterangan / Note:
• Penggunaan listrik diasumsikan pada Golongan P-1/TR, dengan daya listrik sebesar 200 kVA, harga listriknya yaitu Rp1.699,53/kWh di tahun 2023.
• Penggunaan BBM diasumsikan menggunakan bahan bakar jenis Pertalite dengan harga Rp10.000/liter di tahun 2023.
• Electricity use is assumed to be in Group P-1/TR, with an electric power of 200 kVA, the electricity price is IDR 1,699.53/kWh in 2023.
• Fuel use is assumed to use Pertalite type fuel at a price of IDR 10,000/liter in 2023.
Tabel Pemakaian Energi [GRI 302-1]
Table of Energy Usage
Satuan
Energi
Unit
2024 2023 2022 Energy
Liter
BBM 1.796.795 1.529.084 4.093.418 Fuel
Gigajoules
61.450,39 52.294 139.995
kWh
Listrik 10.734.387 12.241.780 11.393.918 Electricity
Gigajoules
38.643,79 44.070 41.018
Gigajoules
Total 100.094 96.364 181.013 Total
Pegawai Number of
Jumlah Pegawai 3.397 3.136 3.121
Employees
Total Pendapatan Dalam Jutaan Rupiah Total Net Interest
3.441.586 3.387.481 3.221.705
Bunga Bersih Income
Intensitas
Gigajoules /Pegawai Energy Usage
Pemakaian Energi/ 29 31 58
Intensity/Employee
Pegawai
Intensitas
Gigajoules /Juta Rupiah Energy Usage
Pemakaian Energi/ 0,029 0,028 0,056
Intensity/Income
Pendapatan
Keterangan / Note:
• Convert kWh ke Gigajoule: convertunits.com
• Convert Liter ke Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
• Convert kWh to Gigajoule: convertunits.com
• Convert Liter to Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
Bank Mandiri Taspen juga telah melakukan pengukuran Bank Mandiri Taspen has also measured energy usage from
penggunaan energi yang berasal dari perjalanan dinas business trips using airplanes. Energy usage is calculated using the
menggunakan pesawat terbang. Penggunaan energi dihitung carbon emission calculator issued by the International Civil Aviation
menggunakan kalkulator emisi karbon yang dikeluarkan oleh Organization (ICAO). In 2024, business trips were carried out by the
Organisasi Penerbangan Sipil International (International Civil Board of Commissioners, Board of Directors, and all employees while
Aviation Organization/ICAO). Di tahun 2024, perjalanan dinas in 2023 and 2022, business trips were carried out only by the Board of
dilakukan oleh Dewan Komisaris, Direksi dan seluruh karyawan. Commissioners and Board of Directors. The energy usage in business
Sedangkan tahun 2023 dan 2022 hanya perjalanan dinas yang trips is as follows.
dilakukan oleh Dewan Komisaris dan Direksi. Adapun penggunaan
energi dalam melakukan perjalanan dinas sebagai berikut.
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Kinerja Keberlanjutan
Sustainability Peraformance
Penggunaan Energi di Luar Perusahaan
Energy Use Outside the Company
Satuan
Keterangan
Unit
2024* 2023** 2022** Description
Penggunaan Energi Energy Use When
saat melakukan Traveling by Airplane
Perjalanan Dinas
dengan Pesawat
Terbang
Dewan Komisaris Board of
Ton
dan Direksi 2.615,13 2.479,92 604,53 Commissioners and
Directors
Karyawan Ton Employees
8.461,72 - -
Total Ton Total
11.076,851 2.479,92 604,53
Gigajoule
46.345,54 10.375,99 2.529,35
Total Karyawan Direksi dan Dewan Total Employees
Komisaris (Orang)
Board of Directors 9 9 10
and Board of
Commissioners
(Person
Karyawan (Orang)
3.397
Employees (Person)
Intensitas Intensity of Energy
Penggunaan Energi Gigajoule/ Orang Use of the Board of
Dewan Komisaris 1.215,74 1.152,89 252,94
Gigajoule/ Person Commissioners and
dan Direksi Directors
Intensitas Intensity of Energy
Gigajoule/ Orang
Penggunaan Energi 13,64 Use of All Employees
Gigajoule/ Person
Seluruh Karyawan
Keterangan / Note:
Convert Ton ke Gigajoule: convertunits.com
*) Perjalanan Dinas Seluruh Karyawan Bank Mandiri Taspen
**)Perjalanan Dinas Dewan Komisaris dan Direksi
Convert Ton ke Gigajoule: convertunits.com
*) Official Travel for All Bank Mandiri Taspen Employees
**)Official Travel of the Board of Commissioners and Directors
Upaya dan Pencapaian Efisiensi Energi dan Attempts and Achievement of Energy
Penggunaan Energi Terbarukan [OJK F.7, F.12, Efficiency and Use of Renewable Energy
GRI 302-4, 302-5] [OJK F.7, F.12, GRI 302-4, 302-5]
Bank Mandiri Taspen senantiasa berkomitmen untuk Bank Mandiri Taspen consistently commits to efficient energy use,
menggunakan energi secara efektif sebagaimana tertuang dalam as outlined in its Standard Procedure for Sustainable Financial Action
Standar Prosedur Aksi Keuangan Berkelanjutan Nomor SP/020/ Number SP/020/XII/2022, dated December 16, 2022. In addition,
XII/2022 tanggal 16 Desember 2022. Di samping itu, Bank Mandiri Bank Mandiri Taspen has also conducted socialization through
Taspen juga telah melakukan sosialisasi melalui surat himbauan an appeal letter given to all business units throughout Indonesia
yang diberikan kepada seluruh unit kerja di seluruh Indonesia in line with the Standard Procedure for Sustainable Financial
sesuai dengan Standar Prosedur Aksi Keuangan Berkelanjutan Action of PT Bank Mandiri Taspen Number SP/020/XII/2022 dated
PT Bank Mandiri Taspen Nomor SP/020/XII/2022 tanggal December 16, 2022 and the Policy Architecture of PT Bank Mandiri
16 Desember 2022 dan Arsitektur Kebijakan PT Bank Mandiri Taspen No. KEB/002/X/2024 dated October 1, 2024. Furthermore,
Taspen No. KEB/002/X/2024 tanggal 1 Oktober 2024. Selain the Bank also conducted a sustainability survey of all employees to
itu, Bank juga melakukan survei keberlanjutan kepada seluruh determine the level of employee awareness of the implementation of
pegawai untuk mengetahui sejauh mana tingkat kesadaran energy saving. Various energy saving efforts made, as follows:
pegawai terhadap penerapan hemat energi. Berbagai upaya
penghematan energi yang dilakukan, sebagai berikut:
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1. Mematikan lampu dan memanfaatkan pencahayaan sinar 1. Turning off the lights and taking advantage of sunlight from
matahari dari jendela gedung kantor, terutama pada jam the office building windows, especially during break time
istirahat (12.00 sd 13.00). (12.00 to 13.00).
2. Mematikan komputer, laptop, dan peralatan elektronik lain 2. Turning off computers, laptops, and other electronic
ketika sudah tidak digunakan. equipment when not in use.
3. Mengatur suhu AC sesuai dengan suhu ruangan agar lebih 3. Setting the AC temperature according to the room
hemat. temperature to save more energy.
4. Memperbanyak penggunaan lampu LED yang lebih hemat 4. Increasing the use of more energy efficient LED lights.
energi.
5. Menggunakan tumblr dan peralatan makan pribadi untuk 5. Using tumblers and personal cutlery to reduce plastic use.
mengurangi penggunaan plastik.
6. Penggunaan mobil listrik. 6. Using electric cars
7. Mengurangi rapat tatap muka dan menggantikannya dengan 7. Reducing face-to-face meetings and replacing them with
rapat secara online. online meetings
Sampai dengan akhir tahun 2024, Bank Mandiri Taspen belum By the end of 2024, Bank Mandiri Taspen had not yet set an energy
menetapkan baseline pengukuran energi. Namun demikian, measurement baseline. However, the effectiveness of energy efficiency
efektivitas upaya efisiensi energi diukur dengan membandingkan efforts was measured by comparing energy use in 2024 with 2023. Due
penggunaan energi di tahun 2024 dengan tahun 2023. Atas to the efforts that had been made, throughout 2024, Bank Mandiri
upaya yang telah dilakukan, sepanjang tahun 2024, Bank Mandiri Taspen succeeded in reducing electricity use to 38,643.79 gigajoules, a
Taspen berhasil menurunkan penggunaan energi listrik menjadi decrease compared to 2023 which was 44,070 gigajoules. In addition,
sebesar 38.643,79 gigajoule menurun dibandingkan tahun 2023 Bank Mandiri Taspen also succeeded in reducing the intensity of energy
yang sebesar 44.070 gigajoule. Selain itu, Bank Mandiri Taspen use to 29 gigajoules/employee, a decrease compared to 2023 which
juga berhasil menurunkan intensitas penggunaan energi menjadi was 31 gigajoules/employee.
sebesar 29 gigajoule/pegawai, menurun dibandingkan tahun
2023 yang sebesar 31 gigajoule/pegawai.
Di tahun 2024, Bank Mandiri Taspen telah
PENGGUNAAN ELECTRIC VEHICLE menggunakan kendaraan listrik sebagai kendaraan
operasional yang juga digunakan sebagai upaya
PENGGUNAAN ELECTRIC VEHICLE dalam menghemat penggunaan BBM. Bank Mandiri
Taspen menggunakan sebanyak 9 (sembilan)
kendaraan listrik yang terdiri dari 6 (enam) Hyundai
6 Unit Ioniq 5 dan 3 (tiga) MG ZS.
Hyundai Ioniq 5
1 Liter Di tahun 2024, Bank Mandiri Taspen telah menggunakan
3 Unit untuk rata-rata
kendaraan listrik sebagai kendaraan operasional yang juga
MG ZS 12,52 km/L
digunakan sebagai upaya dalam menghemat penggunaan
Hemat BBM. Bank Mandiri Taspen menggunakan sebanyak 9
2024 46.158 km 3.686,74 liter (sembilan) kendaraan listrik yang terdiri dari 6 (enam)
Hyundai Ioniq 5 dan 3 (tiga) MG ZS.
Penggunaan kendaraan listrik di tahun 2024 yaitu
mencapai 46.158 km. Hal ini diasumsikan bahwa
penggunaan 1 (satu) liter BBM digunakan untuk
jarak tempuh rata-rata 12,52 km/liter, sehingga
penggunaan kendaraan listrik dapat menghemat
3.686,74 liter BBM.
Penggunaan kendaraan listrik di tahun 2024 yaitu
mencapai 46.158 km. Hal ini diasumsikan bahwa
penggunaan 1 (satu) liter BBM digunakan untuk jarak
tempuh rata-rata 12,52 km/liter, sehingga penggunaan
kendaraan listrik dapat menghemat 3.686,74 liter BBM.
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Kinerja Keberlanjutan
Sustainability Peraformance
Aspek Air Water Aspect
Penggunaan Air [OJK F.8] Water Usage [OJK F.8]
Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen In its operations, Bank Mandiri Taspen consistently uses water, a
senantiasa menggunakan air yang merupakan sumber daya resource essential to the entire community. Bank Mandiri Taspen is
yang digunakan oleh seluruh masyarakat. Bank Mandiri Taspen aware of the limited supply of clean water, therefore Bank Mandiri
menyadari akan terbatasnya persediaan air bersih, oleh karenanya Taspen makes efforts aimed at saving water use. These efforts to save
Bank Mandiri Taspen melakukan upaya-upaya yang bertujuan water include encouraging all employees to use it responsibly and
untuk penghematan penggunaan air. Upaya tersebut dilakukan regularly inspecting water installations for leaks or damage that need
dengan melakukan penghematan air dengan memberikan repair.
himbauan kepada seluruh karyawan dengan memasang anjuran
untuk menggunakan air secara bijaksana, melakukan pengecekan
instalasi air secara berkala sehingga bisa dilakukan perbaikan
apabila terjadi kebocoran atau kerusakan lainnya.
Dalam menunjang aktivitas bisnisnya, Bank Mandiri Taspen To support its business activities, Bank Mandiri Taspen only uses water
hanya menggunakan air ang berasal dari pihak ketiga (PDAM). from third parties (PDAM). The water is used for toilet needs, ablution,
Air tersebut digunakan untuk kebutuhan toilet, wudhu, mencuci washing kitchen equipment, and other activities. Water consumption
peralatan dapur dan kegiatan lainnya. Konsumsi air di Bank at Bank Mandiri Taspen includes water consumption from the Head
Mandiri Taspen merupakan konsumsi air yang berasal dari Kantor Office and all Bank Mandiri Taspen Branch Offices. The use of water by
Pusat dan seluruh Kantor Cabang Bank Mandiri Taspen. Adapun Bank Mandiri Taspen is as follows.
penggunaan air Bank Mandiri Taspen sebagai berikut.
Tabel Konsumsi Air
Table of Water Consumption
Pemakaian Air (m3)
Water Usage (m3)
Sumber 2024 2023 2022 Source
Air dari Pihak Ketiga 69.137 67.209 71.866 Water from Third Parties
Air Bawah Tanah - - - Underground water
Jumlah 69.137 67.209 71.866 Jumlah
Aspek Keanekaragaman Hayati Biodiversity Aspect
Dampak Dari Wilayah Operasional yang Impacts of Operational Sites Adjacent to
Dekat atau Berada di Daerah Konservasi Protected Areas or Areas of
atau Memiliki Keanekaragaman Hayati High Biodiversity [OJK F.9, F.10]
dan Usaha Konservasi Keanekaragaman
Hayati [OJK F.9, F.10]
Sampai dengan akhir tahun 2024, seluruh kantor operasional By the end of 2024, all Bank Mandiri Taspen operational offices were
Bank Mandiri Taspen tidak ada yang berdekatan dengan kawasan not adjacent to protected areas and areas with high biodiversity value.
lindung dan kawasan dengan nilai keanekaragaman hayati tinggi. Therefore, Bank Mandiri Taspen’s operational activities did not have a
Oleh karena itu, kegiatan operasional Bank Mandiri Taspen tidak negative impact on biodiversity.
memiliki dampak negatif terhadap keanekaragaman hayati.
Namun demikian, Bank Mandiri Taspen tetap berkomitmen untuk However, Bank Mandiri Taspen remains committed to carrying out
melakukan berbagai upaya pelestarian keanekaragaman hayati. various efforts to preserve biodiversity. This is done through turtle
Hal ini dilakukan melalui pelestarian penyu dengan Program conservation with the Turtle Cultivation Program through turtle
Budidaya Penyu melalui mesin penetas penyu: intan & sari box. hatching machines: intan & sari box.
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Aspek Emisi Emission Aspect
Jumlah dan Intensitas Emisi yang Amount and Intensity of Emissions
dihasilkan Berdasarkan Jenisnya [OJK F.11, GRI Produced Based on the Types [OJK F.11, GRI 305-
305-1, 305-2, 305-3, 305-4, FNCB-410b.1, FN-CB-410b.2, FN- 1, 305-2, 305-3, 305-4, FNCB-410b.1, FN-CB-410b.2, FN-CB-
CB-410b.3, FN-CB-410b.4,] 410b.3, FN-CB-410b.4,]
Bank Mandiri Taspen memliki komitmen untuk melakukan Bank Mandiri Taspen is committed to managing energy use in all
pengelolaan atas penggunaan energi dalam seluruh aktivitas operational activities. Energy use is inseparable from the emissions
operasionalnya. Penggunaan energi tidak terlepas dari adanya produced. GHG emissions reported in this report come from fuel
emisi yang dihasilkan. Emisi GRK yang disampaikan dalam laporan use (scope 1), electricity use (scope 2), and business travel by airplane
ini bersumber dari penggunaan BBM (cakupan 1) penggunaan (scope 3). Information related to GHG emissions scope 1 and scope 2
listrik (cakupan 2), dan perjalanan dinas yang dilakukan dengan generated comes from the Head Office and all Branch Offices. By the
menggunakan pesawat terbang (cakupan 3). Informasi terkait end of 2024, Bank Mandiri Taspen had not measured emissions from
emisi GRK cakupan 1 dan cakupan 2 yang dihasilkan berasal dari the Bank’s customers.
Kantor Pusat dan seluruh Kantor Cabang. Sampai dengan akhir
tahun 2024, Bank Mandiri Taspen belum melakukan pengukuran
emisi yang berasal dari nasabah Bank.
Dalam menghitung emisi GRK (Cakupan 1) langsung, metode In calculating direct (Scope 1) GHG emissions, the method used in
yang dipakai di Indonesia dan negara-negara non-Annex 1 (negara Indonesia and non-Annex 1 countries (developing countries) is Tier-1,
berkembang) adalah Tier-1, yaitu berdasarkan data konsumsi which was based on energy consumption data multiplied by the IPCC
energi dikalikan faktor emisi default IPCC 2019 (Intergovernmental 2019 default emission factor (Intergovernmental Panel on Climate
Panel on Climate Change/Panel Antarpemerintah tentang Change/ Intergovernmental Panel on Climate Change) with the
Perubahan Iklim) dengan menggunakan faktor emisi untuk following formula:
bensin, dengan rumus sebagai berikut:
Emisi GRK kg Konsumsi Energi TJ Faktor Emisi kg
= =
GHG Emission tahun / year Energy Comsumption tahun / year Emission Factor TJ
Tabel Emisi Cakupan 1
Table of (Scope 1) Emissions
Satuan
Keterangan
Unit
2024 2023 2022 Information
Solar Kg CO2eq 58.663,04 - - Solar
Bensin Kg CO2eq 4.090.585,55 3.624.390 9.702.000 Gasoline
Emisi yang Dihasilkan Kg CO2eq 4.149.248,59 3.624.390 9.702.000 Emissions produced
Untuk emisi gas rumah kaca tidak langsung (Cakupan 2) di tahun 2024 For indirect greenhouse gas emissions (Scope 2) in 2024, it was
diperoleh dengan mengalikan mengalikan konsumsi listrik (dalam Kwh obtained by multiplying electricity consumption (in Kwh per year)
per tahun) dengan nilai faktor Emisi GRK Sistem Ketenagalistrikan yang by the value of the GHG Emission factor for the Electricity System
diterbitkan oleh Kementrian ESDM (2019) untuk PLN Grid Jamali yaitu published by the Ministry of Energy and Mineral Resources (2019) for
sebesar 0,87 kg CO2/Kwh, sebagai berikut. PLN Grid Jamali, which is 0.87 kgCO2/Kwh, as follows.
Tabel Emisi Cakupan 2
Table of (Scope 2) Emissions
Satuan
Keterangan
Unit
2024 2023 2022 Information
Listrik KWh 10.734.387 12.241.780 11.393.918 Electricity
Emisi yang Dihasilkan Kg CO2eq 8.480.166,01 11.433.822 10.641.919,41 Emissions produced
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Kinerja Keberlanjutan
Sustainability Peraformance
Tabel Emisi Cakupan 1 dan 2
Table of (Scope 1) and (Scope 2) Emissions
Satuan
Keterangan
Unit
2024 2023 2022 Information
Emisi Cakupan 1 Kg CO2eq 4.149.248,59 3.624.390 9.702.000 Emission Scope 1
Emisi Cakupan 2 Kg CO2eq 8.480.166,01 11.433.822 10.641.919 Emission Scope 2
Kg CO2eq 12.629.414,60 15.058.212 20.343.919
Total Total
Kg CO2eq 12.629,41 15.058 20.344
Pegawai
Jumlah Pegawai 3.397 3.136 3.121 Number of Employee
Employee
Jumlah Pendapatan Dalam Jutaan Rupiah
3.441.586 3.387.481 3.221.705 Total Net Interest Income
Bunga Bersih In IDR million
Intensitas Emisi GRK/ Ton CO2-eq/Pegawai Intensity of GHG Emission/
3,72 4,80 6,52
Pegawai Ton CO2-eq/Employee Employee
Intensitas Emisi GRK/ Ton CO2-eq/Juta Rupiah Intensity of GHG Emission /
0,004 0,004 0,006
Pendapatan Ton CO2-eq/IDR million Revenue
Emisi gas rumah kaca tidak langsung lainnya (Cakupan 3) dihitung The other indirect greenhouse gas emissions (Scope 3) were calculated
dengan kalkulator emisi karbon yang dikeluarkan oleh Organisasi using the carbon emission calculator issued by the International Civil
Penerbangan Sipil International (International Civil Aviation Aviation Organization (ICAO). Emissions were calculated based on
Organization/ICAO). Emisi dihitung berdasarkan kelas ekonomi premium class and travel distance between departure and destination
dan jarak perjalanan antara bandara keberangkatan dan tujuan. airports. Reported official travels were trips using airplanes carried out
Perjalanan dinas yang dilaporkan merupakan perjalanan dengan by the Board of Commissioners and Directors, as follows.
menggunakan pesawat terbang yang dilakukan oleh Dewan
Komisaris dan Direksi, sebagai berikut.
Tabel Emisi Cakupan 3
Table of (Scope 3) Emissions
Satuan
Keterangan
Unit
2024 2023 2022 Information
Perjalanan Dinas Official travel
Dewan Komisaris dan Commissioners and
Ton CO2-eq 45,68 26,47 19,09
Direksi Directors
Karyawan Ton CO2-eq 148,63 - - Employee
Total 194,31 26,47 19,09 Total
Jumlah Dewan Komisaris dan Orang Number of Commissioners
9 9 10
Direksi Person and Directors
Pegawai
Jumlah Pegawai 3.397 Number of Employee
Employee
Intensity of GHG
Intensitas Emisi GRK bagi
Ton CO2-eq/Orang Emission for the Board
Dewan Komisaris dan 5,08 2,94 1,91
Ton CO2-eq/Person of Commissioners and
Direksi
Directors
Intensitas Emisi GRK Ton CO2-eq/Orang Intensity of GHG Emission
0,06
Karyawan Ton CO2-eq/Person for Employee
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Tabel Intensitas Emisi Cakupan 1, 2, dan 3
Table of Scope 1, 2, and 3 Emission Intensity
Satuan
Keterangan
Unit
2024 2023 2022 Information
Emisi Cakupan 1 Kg CO2eq 4.149.248,59 3.624.390 9.702.000 Emission Scope 1
Emisi Cakupan 2 Kg CO2eq 8.480.166,01 11.433.822 10.641.919 Emission Scope 2
Emisi Cakupan 3 Kg CO2eq 194.314 26.467,6 19.088,9 Emission Scope 3
Kg CO2eq 12.823.728,60 15.084.680 20.363.008
Total Total
Ton CO2eq 12.824 15.085 20.363
Jumlah Pegawai Pegawai 3.397 3.136 3.121 Number of Employee
Jumlah Pendapatan Bunga Dalam Jutaan Rupiah
3.441.586 3.387.481 3.221.705 Total Net Interest Income
Bersih In IDR million
Intensitas Emisi GRK/ Ton CO2-eq/Pegawai Intensity of GHG Emission/
3,78 4,81 6,52
Pegawai Ton CO2-eq/Person Employee
Intensitas Emisi GRK/ Ton CO2-eq/Juta Rupiah Intensity of GHG Emission/
0,004 0,004 0,006
Pendapatan Ton CO2-eq/IDR million Revenue
Upaya dan Pencapaian Pengurangan Emisi Attempts and Achievements of Emission
yang Dilakukan [OJK F.12, GRI 305-5] Reduction Conducted [OJK F.12, GRI 305-5]
Bank Mandiri Taspen menyadari bahwa emisi GRK yang dihasilkan Bank Mandiri Taspen recognizes that the GHG emissions produced can
dapat berdampak sebagai pemicu pemanasan global sehingga have an impact as a trigger for global warming, resulting in climate
mengakibatkan perubahan iklim. Oleh karenanya, Bank Mandiri change. Therefore, Bank Mandiri Taspen is committed to reducing
Taspen berkomitmen untuk melakukan reduksi emisi GRK yang GHG emissions in line with efforts to efficiently use energy that have
dilakukan sejalan dengan upaya efisiensi penggunaan energi yang been conveyed in the Energy Aspect of this Sustainability Report. This
telah disampaikan pada Aspek Energi di Laporan Keberlanjutan has been stated in the Sustainable Finance Action Standard Procedure
ini. Hal ini telah tertuang dalam Standar Prosedur Aksi Keuangan Number SP/020/XII/2022 dated December 16, 2022.
Berkelanjutan Nomor SP/020/XII/2022 tanggal 16 Desember 2022.
Atas komitmen Bank Mandiri Taspen dalam melakukan upaya Due to Bank Mandiri Taspen’s commitment to making efforts to
efisiensi penggunaan energi, sepanjang tahun 2024 Bank Mandiri increase energy efficiency, throughout 2024 Bank Mandiri Taspen
Taspen berhasil menurunkan intensitas emisi GRK menjadi sebesar succeeded in reducing the intensity of GHG emissions to 3.78 tons
3,78 Ton CO2-eq/Pegawai, menurun dibandingkan tahun 2023 of co2eq/employee, down compared to 2023 which was 4.81 tons of
yang sebesar 4,81 Ton CO2-eq/Pegawai. co2eq/employee.
Bank Mandiri Taspen telah mengukur reduksi emisi GRK yang Bank Mandiri Taspen has measured the reduction of GHG emissions
dihasilkan melalui penggunaan kendaraan listrik yaitu sebesar generated through the use of electric vehicles, which is 8,497.94
8.497,94 KgCO2-eq atau 0,04%. Di samping itu, Bank Mandiri KgCO2eq or 0.04%. In addition, Bank Mandiri Taspen has also
Taspen juga telah melakukan pengukuran pengurangan emisi measured the reduction of emissions generated from recycling plastic
yang dihasilkan dari daur ulang limbah plastik dan penggunaan waste and the use of electric cars, as follows.
mobil listrik, sebagai berikut.
Jumlah Emisi
(Calculator hijau)
Satuan Cakupan Jumlah Emissions Amount (Green
Deskripsi Description
Unit Scope Number Calculator)
KG Ton
Pengurangan emisi dari botol terkumpul Reducing emissions from
KP 26.415 2.615,09 2,62
daur ulang limbah plastik bottles collected recycling plastic waste
Pengurangan dari KM terpakai Reducing emissions from
KP 46.158 8.866,18 8,87
penggunaan mobil listrik KM used the use of Electric cars
Total 11.481,27 11,48
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Kinerja Keberlanjutan
Sustainability Peraformance
Pengendalian Emisi Penipis Lapisan Ozon Control of Ozone Depleting Emissions and
dan Beban Emisi Non GRK [GRI 305-6, 305-7] Non-GHG Emission Loads [GRI 305-6, 305-7]
Sampai dengan akhir tahun 2024, Bank Mandiri Taspen tidak Until the end of 2024, Bank Mandiri Taspen does not produce, export
memproduksi, mengekspor dan mengimpor emisi penipis lapisan and import ozone-depleting emissions. Until the end of 2024, Bank
ozon. Sampai dengan akhir tahun 2024, Bank Mandiri Taspen Mandiri Taspen has also not measured non-GHG emission loads.
juga belum melakukan pengukuran beban emisi non GRK.
Aspek Limbah dan Efluen Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Amount of Waste and Effluent Produced
Berdasarkan Jenis [OJK F.13] Based on Types [OJK F.13]
Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen Bank Mandiri Taspen produces B3 and Non-B3 waste in carrying out its
menghasilkan limbah B3 dan Non B3. Limbah B3 yang dihasilkan di business activities. The B3 waste produced includes used ink cartridges,
antaranya catridge bekas tinta, limbah elektronik, dan botol bekas electronic waste, and used air freshener bottles. Meanwhile, the
pengharum ruangan. Sedangkan limbah Non B3 yang dihasilkan Non-B3 waste produced includes used office stationery, leftover food,
di antaranya alat tulis kantor bekas pakai, sisa makanan, air AC AC water, and used toilet water. In 2024, Bank Mandiri Taspen has
dan air bekas pemakaian toilet. Di tahun 2024 Bank Mandiri calculated the waste generated from the Bank’s operational activities
Taspen telah menghitung limbah yang dihasilkan atas aktivitas originating from the Head Office, as follows.
operasional Bank yang berasal dari Kantor Pusat, sebagai berikut.
Tabel Jumlah Limbah
Table of Waste Quantities
(Dalam Ton / In Ton)
Keterangan 2024 Description
Sampah Organik 8,86 Organic Waste
Sampah Anorganik 7,85 Inorganic Waste
Sampah Residu 7,07 Residual Waste
Sampah B3 0,05 B3 waste
Jumlah 23,82 Total
Mekanisme Pengelolaan Limbah Dan Waste and Effluent Management
Efluen [OJK F.14] Mechanism [OJK F.14]
Bank Mandiri Taspen telah bekerjasama dengan pihak ketiga Bank Mandiri Taspen has collaborated with a third party that has a
yang memiliki circle pengelolaan sampah untuk melakukan waste management circle to transport and manage waste generated
pengangkutan dan pengelolaan atas limbah yang dihasilkan yang from the Head Office. Bank Mandiri Taspen does not manage the
berasal dari Kantor Pusat. Bank Mandiri Taspen tidak melakukan waste produced, all waste is directly transported by a third party every
pengelolaan limbah yang dihasilkan, seluruh limbah langsung day and collected at the waste bank to be sorted according to the type
diangkut oleh pihak ketiga pada setiap harinya dan dikumpulkan of waste before the final residue is handed over to a temporary shelter.
pada bank sampah untuk dilakukan pemilahan sesuai jenis limbah Meanwhile, for hazardous and toxic waste (B3) it will be transported
sebelum sisa akhir diserahkan ke tempat penampungan sementara. if it has reached the specified capacity volume of 100-150 kilograms
Sedangkan, untuk limbah berbahaya dan beracun (B3) akan (kg) for fat waste and 4-6 drums with a capacity of ± 200 liters for
diangkut jika sudah mencapai volume kapasitas yang ditetapkan lamp waste.
yaitu sebesar 100-150 kilogram (kg) untuk limbah lemak dan 4-6
drum dengan kapasitas ± 200 liter untuk limbah lampu.
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Dashboard Reverse Vending Machine
in Collecting & Recycling Plastic Bottle
Dashboard 1 Okt 2024 - 31 Des 2024
Collection Points Botol Plastik Terkumpul Botol Plastik Terkumpul Jumlah Masyarakat
(kg) (pcs) Partisipasi
1 493,96 26.415 205
Jumlah Transaksi Jumlah Poin Terkirim Jejak karbon yang berhasil Lahan yang terselamatkan
dikurangi (gram) (m²)
1.217 1.479.240 2.615.085 417,36
DJP Pusat - Mandiri Taspen Last Update 31 Des 2024
Tumpahan yang Terjadi [OJK F.15] Significant Spills [OJK F.15]
Sampai dengan akhir tahun 2024, tidak terdapat tumpahan yang By the end of 2024, there were no spills occurring in Bank Mandiri
terjadi dalam kegiatan operasional Bank Mandiri Taspen. Taspen’s operational activities.
Aspek Pengaduan Terkait Complaint Aspects Related to
Lingkungan Hidup the Environment
Jumlah dan Materi Pengaduan Lingkungan Number of Material of Environmental
Hidup yang Diterima dan Diselesaikan [OJK F.16] Complaints Received and Resolved [OJK F.16]
Atas komitmen Bank Mandiri Taspen dalam menjaga lingkungan, Due to Bank Mandiri Taspen’s commitment to protecting the
sepanjang tahun 2024 tidak terdapat pengaduan terkait environment, throughout 2024 there were no complaints related
lingkungan yang diterima oleh Bank Mandiri Taspen, baik di to the environment received by Bank Mandiri Taspen, either at
Kantor Pusat maupun di lokasi kantor lainnya. Maka dari itu, tidak the Head Office or at other office locations. Therefore, there is no
terdapat informasi tentang jumlah dan materi pengaduan yang information about the number and material of complaints received
diterima dan diselesaikan oleh Bank Mandiri Taspen. and resolved by Bank Mandiri Taspen.
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Kinerja Keberlanjutan
Sustainability Peraformance
Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan Commitment to Providing Equal
atas Produk dan/atau Jasa yang Setara Products and/or Services to Consumers
Kepada Konsumen [OJK F.17, FS15] [OJK F.17, FS15]
Bank Mandiri Taspen senantiasa menjunjung tinggi kesetaraan Bank Mandiri Taspen consistently upholds equality, including
termasuk memberikan pelayanan yang setara kepada konsumen. providing equal services to all consumers by ensuring everyone
Bank Mandiri Taspen senantiasa memastikan bahwa semua receives the best possible treatment through established service
konsumen mendapatkan perlakukan yang sama dengan standards. This commitment is in line with Law Number 8 of 1999
menetapkan standar pelayanan terbaik. Komitmen tersebut concerning Consumer Protection (State Gazette of the Republic
sesuai dengan Undang-Undang Nomor 8 Tahun 1999 tentang of Indonesia 1999 Number 22, Supplement to the State Gazette
Perlindungan Konsumen (Lembaran Negara Republik Indonesia of the Republic of Indonesia Number 3821) and Financial Services
Tahun 1999 Nomor 22, Tambahan Lembaran Negara Republik Authority Regulation Number 6/POJK.07/2022 concerning
Indonesia Nomor 3821) dan Peraturan Otoritas Jasa Keuangan Consumer and Community Protection in the Financial Services
Nomor 6/POJK.07/2022 tentang Perlindungan Konsumen dan Sector.
Masyarakat di Sektor Jasa Keuangan.
Bank Mandiri Taspen senantiasa berkomitmen untuk menciptakan Bank Mandiri Taspen consistently strives to establish a dependable
sistem perlindungan konsumen yang handal serta mewujudkan consumer protection system and contribute to a financial system
sistem keuangan yang tumbuh secara berkelanjutan, stabil dan that is sustainable, stable, and safeguards the interests of both
mampu melindungi kepentingan konsumen dan masyarakat. consumers and the wider community. As a manifestation of
Sebagai wujud dari komitmen tersebut Bank Mandiri Taspen this commitment, Bank Mandiri Taspen established a Consumer
telah membentuk Unit Pelindungan Konsumen pada 18 Oktober Protection Unit on October 18, 2022 in the Consumer Protection
2022 di Departemen Consumer Protection & BCM, Divisi Central & BCM Department, Central Operation Division as mandated by
Operation sebagaimana diamanatkan oleh ketentuan POJK No. 6/ the provisions of OJK Regulation No. 6/POJK. 07/2022 concerning
POJK. 07/2022 tentang Perlindungan Konsumen dan Masyarakat Consumer and Community Protection in the Financial Services
di Sektor Jasa Keuangan yang saat ini telah diubah menjadi Sector which has now been amended to the Financial Services
Peraturan Otoritas Jasa Keuangan (POJK) Nomor 22 Tahun 2023 Authority Regulation (POJK) Number 22 of 2023 concerning
tentang Pelindungan Konsumen dan Masyarakat di Sektor Jasa Consumer and Community Protection in the Financial Services
Keuangan. Per 4 Juni 2024, Unit Pelindungan Konsumen berada Sector. As of June 4, 2024, the Consumer Protection Unit is
di bawah Department Customer Protection, yang merupakan under the Customer Protection Department, which is part of
bagian dari Divisi Operational Excellence & Customer Experience. the Operational Excellence & Customer Experience Division. The
Unit Pelindungan Konsumen bertanggung jawab dalam beberapa Consumer Protection Unit is responsible for the following matters:
hal sebagai berikut:
1. Memberikan sosialisasi kepada seluruh Pegawai di Pelaku 1. Providing outreach to all employees at Financial Services
Usaha Jasa Keuangan (PUJK) mengenai Pelindungan Business Actors (PUJK) regarding consumer and community
Konsumen dan masyarakat; protection;
2. Mengkoordinasikan proses perencanaan dan pelaksanaan 2. Coordinating the planning and implementation process for
kepatuhan PUJK terhadap ketentuan mengenai Pelindungan PUJK compliance with provisions regarding consumer and
Konsumen dan masyarakat di sektor jasa keuangan; public protection in the financial services sector;
3. Berkoordinasi dengan unit terkait untuk pemantauan 3. Coordinating with related units for monitoring and evaluation
dan evaluasi atas pelaksanaan kepatuhan PUJK terhadap of the implementation of PUJK compliance with provisions
ketentuan mengenai Pelindungan Konsumen dan masyarakat regarding consumer and public protection in the financial
di sektor jasa keuangan; services sector;
4. Melaporkan kepada Direksi mengenai implementasi 4. Reporting to the Board of Directors regarding the
Pelindungan Konsumen dan masyarakat, serta memberikan implementation of consumer and community protection,
rekomendasi untuk perbaikan dan pengembangan as well as provide recommendations for improvement and
Pelindungan Konsumen dan masyarakat; development of consumer and community protection;
5. Mengkoordinasikan penyusunan dan penyampaian laporan 5. Coordinating the preparation and submission of reports
terkait Pelindungan Konsumen dan masyarakat di sektor; related to consumer and public protection in the sector;
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6. Peraturan perundang-undangan di sektor jasa keuangan; 6. Legislation in the financial services sector;
7. Menerima, menangani dan menyelesaikan Pengaduan yang 7. Receiving, handling, and resolving Complaints submitted by
disampaikan oleh Konsumen; Consumers;
8. Menyusun materi penanganan Pengaduan yang akan 8. Preparing Complaint handling materials which will be
dicantumkan dalam laporan tahunan, laman (website), dan/ included in the annual report, website and/or other media
atau media lain yang dikelola secara resmi oleh PUJK; officially managed by PUJK;
9. Menjadi penghubung penanganan Pengaduan yang 9. Becoming a liaison for handling Complaints submitted by
disampaikan Konsumen kepada Otoritas Jasa Keuangan dan/ Consumers to the Financial Services Authority and/or other
atau otoritas lainnya; dan authorities; And
10. Tugas lain dalam Pelindungan Konsumen. 10. Other duties in Consumer Protection.
Pemenuhan ketentuan tersebut dilengkapi dengan Standar Fulfillment of these provisions is complemented by Standard
Prosedur sebagai pedoman pelaksanan aktivitas terkait Procedures as guidelines for implementing activities related to
perlindungan konsumen dan masyarakat di Bank Mandiri Taspen consumer and community protection at Bank Mandiri Taspen which
yang diatur dalam Standar Prosedur Perlindungan Konsumen dan are regulated in Standard Procedures for Consumer and Community
Masyarakat Nomor SP/029/X/2023 tanggal 12 Oktober 2023 Edisi Protection Number SP/029/X/2023 dated October 12, 2023, Edition
1 Revisi 1 pada prinsip perlindungan konsumen yang mencakup: 1 Revision 1 on the principles of consumer protection includes:
a. edukasi yang memadai; a. adequate education;
b. keterbukaan dan transparansi informasi produk dan/atau b. openness and transparency of product and/or service
layanan; information;
c. perlakuan yang adil dan perilaku bisnis yang bertanggung c. fair treatment and responsible business conduct;
jawab;
d. pelindungan aset, privasi, dan data Konsumen; d. protection of Consumer assets, privacy and data;
e. penanganan Pengaduan dan penyelesaian Sengketa yang e. handling Complaints and resolving Disputes effectively and
efektif dan efisien; efficiently;
f. penegakan kepatuhan; dan f. compliance enforcement; And
g. persaingan yang sehat. g. healthy competition.
Kebijakan Perlindungan Nasabah Customer Protection Policy
Bank Mandiri Taspen terus berupaya dalam melindungi Bank Mandiri Taspen remains committed to protecting customer
kepentingan nasabah dan memberikan yang terbaik pada interests and delivering optimal service in line with OJK regulation
pemenuhan POJK No.1/POJK.07/2013 tentang Perlindungan No.1/POJK.07/2013 concerning Consumer Protection in the
Konsumen Sektor Jasa Keuangan, POJK No. 18/POJK.07/2018 Financial Services Sector, OJK Regulation No. 18/POJK.07/2018
tentang Layanan Pengaduan Konsumen di Sektor Jasa Keuangan, concerning Consumer Complaints Services in the Financial Services
serta SEOJK No. 17/SEOJK.07/2018 tentang Pedoman Pelaksanaan Sector, and SEOJK No. 17/SEOJK.07/2018 concerning Guidelines
Layanan Pengaduan Konsumen di Sektor Jasa Keuangan. for the Implementation of Consumer Complaints Services in the
Financial Services Sector.
Bank Mandiri Taspen selalu menempatkan nasabah sebagai Bank Mandiri Taspen consistently prioritizes customers as a fundamental
prioritas utama yang tidak dapat terpisahkan dari kebijakan aspect of its banking policies, leading to performance improvements
Perbankan sehingga peningkatan kinerja dilakukan untuk aimed at creating a positive Customer Experience. This is realized by
menciptakan Customer Experience yang baik. Hal ini diwujudkan the active role of Customer Service and the Call Center Team who
dengan adanya peran aktif dari Customer Service dan Tim Call are responsible for handling customer complaints about Bank products
Center yang bertanggung jawab menangani pengaduan nasabah and services. The Call Center Team consistently improves the quality
atas produk dan jasa Bank. Tim Call Center secara konsisten of customer complaint resolution by conducting periodic evaluations
melakukan peningkatan kualitas penyelesaian pengaduan for corrective actions and accelerating the resolution of customer
nasabah dengan melakukan evaluasi berkala untuk tindakan complaints. Bank Mandiri Taspen consistently maintains the quality of
perbaikan dan percepatan penyelesaian pengaduan nasabah. customer complaint resolution.
Bank Mandiri Taspen secara konsisten terus mempertahankan
kualitas penyelesaian pengaduan nasabah.
Bank Mandiri Taspen aktif berpartisipasi dalam Working Group Bank Mandiri Taspen actively participates in the Banking Mediation
Mediasi Perbankan yang bekerja sama dengan Bank Indonesia Working Group in collaboration with Bank Indonesia and OJK as well
dan OJK serta bank-bank lainnya untuk menyelenggarakan as other banks to organize customer education programs, both in the
program edukasi nasabah, baik dalam bentuk seminar perbankan form of banking seminars and other activities.
maupun kegiatan lainnya.
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Literasi dan Inklusi Keuangan [FS16, FS13, FS14, Financial Literacy and Inclusion [FS16, FS13, FS14,
FN-CB-240a.4] FN-CB-240a.4]
Dalam rangka menjalankan amanat dari Peraturan Otoritas Jasa To comply with the mandate of the Financial Services Authority of the
Keuangan Republik Indonesia Nomor 6 /POJK.07/2022 tentang Republic of Indonesia Regulation Number 6 / POJK.07 / 2022 concerning
Perlindungan Konsumen dan Masyarakat di Sektor Jasa Keuangan, Consumer and Community Protection in the Financial Services Sector,
Bank Mandiri Taspen telah melaksanakan kegiatan Edukasi Bank Mandiri Taspen has implemented Banking Education activities to
Perbankan untuk meningkatkan literasi masyarakat. Kewajiban improve public literacy. The obligation to implement this education has
pelaksanaan edukasi ini juga telah diatur dalam Kebijakan dan also been regulated in the Bank Mandiri Taspen Corporate Secretary
Standar Prosedur Corporate Secretary Bank Mandiri Taspen. Policy and Standard Procedures.
Pelaksanaan Edukasi Perbankan merupakan bagian dari bagian Providing Banking Education is part of the Sustainable Financial Action
dari implementasi kegiatan Aksi Keuangan Berkelanjutan activities aimed at achieving Sustainable Development Goals (SDGs)
untuk memenuhi Tujuan Pembangunan Berkelanjutan (TPB), like good health and well-being, reduced inequalities, and no poverty.
seperti kehidupan yang sehat dan sejahtera serta berkurangnya This activity can increase public knowledge and understanding of
kesenjangan dan tanpa kemiskinan. Kegiatan ini dapat banking products and services so that it can increase the ability, skills
meningkatkan pengetahuan dan pemahaman masyarakat tentang and self-confidence of the community in planning and managing
produk dan jasa perbankan sehingga dapat meningkatkan finances effectively and wisely through banking institutions. Banking
kemampuan, keterampilan dan rasa percaya diri masyarakat education activities are carried out with the target segment of ASN
dalam melakukan perencanaan dan pengelolaan keuangan secara participants who are approaching retirement so that in providing
efektif dan bijaksana melalui lembaga perbankan Kegiatan edukasi this understanding it can be useful in preparing the economy after
perbankan dilaksanakan dengan target segmen peserta ASN yang retirement.
telah mendekati masa purna bakti sehingga dalam memberikan
pemahaman tersebut dapat bermanfaat dalam mempersiapkan
perekonomian setelah masa purna bakti.
Selama tahun 2024, Bank Mandiri Taspen telah melakukan During 2024, Bank Mandiri Taspen carried out Banking Education
kegiatan Edukasi Perbankan kepada masyarakat, khususnya para activities for the community, especially retirees and those approaching
pensiunan dan menjelang pensiunan yang telah dilakukan di retirement, which have been carried out in several regions, including
beberapa wilayah, antara lain sebagai berikut. the following.
Jumlah Peserta
No.
Peserta
Number of
Wilayah Materi
Participant Area Material
Participant
Pensiunan Kota Padang Cara Aman Bertransaksi Online
1 131
Retirees Padang City Safe Ways for Online Transaction
Pensiunan Kabupaten Jember Pengelolaan Keuangan Pensiunan
2 195
Retirees Jember Regency Retirement Financial Management
Pensiunan Kota Palu Waspada Phising
3 185
Retirees Palu City Beware of Phishing
Pensiunan Kota Tasikmalaya Waspada Jebakan Judol & Pinjol Illegal
4 156
Retirees Tasikmalaya City Beware of Online Gambling Traps & Illegal Online loans
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Selain itu, dalam menjangkau penduduk yang berada di daerah To reach residents in remote areas, Bank Mandiri Taspen has partnered
terpencil, Bank Mandiri Taspen telah menyediakan titik akses with Bank Mandiri through its Mandiri Agents, establishing access
melalui kerjasama dengan Bank Mandiri melalui Agen Mandiri points for banking services in locations without Bank Mandiri Taspen
untuk menyediakan layanan Bank pada daerah yang belum branches. The presence of Mandiri Agents in remote areas also
dilayani oleh kantor cabang Bank Mandiri Taspen. Hadirnya provides convenience for retirees and the general public in accessing
Agen Mandiri di wilayah terpencil juga memberikan kemudahan basic banking services, such as withdrawals, payments, and other
bagi para pensiunan dan masyarakat umum dalam mengakses transactions without having to travel far to the branch office. This is
layanan perbankan dasar, seperti penarikan dana, pembayaran, also one of the Bank’s strategies in increasing financial inclusion.
dan transaksi lainnya tanpa harus melakukan perjalanan jauh ke
kantor cabang. Hal ini juga sebagai salah satu strategi Bank dalam
meningkatkan inklusi keuangan.
Bank Mandiri Taspen senantiasa meningkatkan akses layanan Bank Mandiri Taspen is committed to improving the accessibility of
keuangan yang dapat dijangkau dengan mudah oleh seluruh its financial services for all levels of society, including customers with
kalangan masyarakat, termasuk nasabah penyandang disabilitas. disabilities. Bank Mandiri Taspen continues to provide easy services
Bank Mandiri Taspen terus berupaya untuk memberikan by providing home services for customers with disabilities, namely
kemudahan layanan dengan menyediakan home service bagi account opening services that are carried out directly at the customer’s
nasabah penyandang disabilitas, yaitu layanan pembukaan residence as a form of commitment to inclusion and easy access to
rekening yang dilakukan secara langsung di kediaman nasabah banking services.
sebagai bentuk komitmen inklusi dan kemudahan akses terhadap
layanan perbankan.
Pada Kantor Operasional Bank telah dilengkapi fasilitas yang The Bank’s Operational Office has been equipped with facilities that
ramah untuk nasabah penyandang disabilitas, diantaranya are friendly to customers with disabilities, including providing ramps
menyediakan jalur landai (ramp) bagi pengguna kursi roda di for wheelchair users in all branch offices equipped with handrails and
seluruh kantor cabang yang dilengkapi pegangan (handrail) serta non-slippery surfaces and a wider toilet design that has handles. By
permukaan yang tidak licin dan desain toilet yang lebih luas yang presenting a more accessible environment, the Bank hopes that all
memiliki pegangan. Dengan menghadirkan lingkungan yang customers, including people with disabilities, can experience safe,
lebih mudah diakses, Bank berharap seluruh nasabah, termasuk comfortable, and equal financial services.
penyandang disabilitas, dapat merasakan layanan keuangan yang
aman, nyaman, dan setara.
Aspek Ketenagakerjaan Manpower Aspect
Kesetaraan Kesempatan Equal Employment
Bekerja [OJK F.18, GRI 405-1, 406-1] Opportunity [OJK F.18, GRI 405-1, 406-1]
Bank Mandiri Taspen telah menerapkan prinsip kesetaraan dalam Bank Mandiri Taspen has implemented the principle of equality
setiap tahap proses perekrutan, serta memberikan kesempatan in every stage of the recruitment process, as well as providing
yang setara bagi semua karyawan untuk mengembangkan karir equal opportunities for all employees to develop their careers and
dan kompetensinya. Bank Mandiri Taspen berkomitmen untuk competencies. Bank Mandiri Taspen is committed to continuing
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terus mengembangkan usahanya guna menciptakan lebih banyak to develop its business in order to create more job opportunities
peluang kerja bagi masyarakat. Selain itu, ekspansi usaha juga for the community. In addition, business expansion will also
akan mendorong terciptanya kemitraan dengan berbagai pihak, encourage the creation of partnerships with various parties, which
yang secara tidak langsung akan membuka lebih banyak lapangan will indirectly open up more jobs for the community.
kerja bagi masyarakat.
Dalam pedoman Sumber Daya Manusia, Bank memiliki prinsip In the Human Resources guidelines, the Bank has a principle in
dalam rekrutmen calon pegawai yang dilakukan berdasarkan recruiting prospective employees based on competence without
kompetensi tanpa membedakan keterbatasan fisik (disabilitas), distinguishing physical limitations (disabilities), gender, class,
jenis kelamin, golongan, suku, dan ras. Hal tersebut juga ethnicity, and race. This is also applied in the development
diterapkan dalam pengembangan karir dan kompetensi of employee careers and competencies. Thus, Bank Mandiri
para karyawan. Dengan demikian, Bank Mandiri Taspen Taspen is committed to not implementing discrimination in
berkomitmen tidak menerapkan diskriminasi dalam kebijakan employment policies. Bank Mandiri Taspen’s policy regarding
ketenagakerjaan. Kebijakan Bank Mandiri Taspen terkait dengan equal employment opportunity in accordance with the Law of the
kesetaraan kesempatan bekerja mengacu pada Undang-Undang Republic of Indonesia Number 7 of 1984 concerning Ratification of
Republik Indonesia Nomor 7 Tahun 1984 tentang Pengesahan the Convention on the Elimination of All Forms of Discrimination
Konvensi Mengenai Penghapusan Segala Bentuk Diskiriminasi Against Women, Law Number 21 of 1999 concerning Ratification
terhadap Wanita (Convention On The Elimination Of All Forms of the ILO Convention No. 111 Concerning Discrimination in
Of Discrimanation Against Women), Undang-Undang Nomor Respect of Employment and Occupation (ILO Convention on
21 Tahun 1999 tentang Pengesahan ILO Convention No. 111 Discrimination in Employment and Occupation), and Guidelines
Concerning Discrimination in Respect of Employment and for Equality and Non-Discrimination in the Workplace in Indonesia
Occupation (Konvensi ILO Mengenai Diskriminasi dalam Pekerjaan (Ministry of Manpower and Transmigration of RI).
dan Jabatan), serta Panduan Kesetaraan dan Non Diskriminasi
di Tempat Kerja di Indonesia (Kementerian Tenaga Kerja dan
Transmigrasi RI).
Kebijakan kesetaraan kesempatan bekerja Bank Mandiri Taspen Bank Mandiri Taspen’s equal employment opportunity policy is
senantiasa dievaluasi efektivitas pelaksanaannya melalui laporan- always evaluated for its effectiveness through routine reports
laporan rutin terkait kegiatan rekrutmen dan pengembangan related to employee recruitment and development activities. As
karyawan. Sebagai bagian dari evaluasi penerapan kebijakan part of the evaluation regarding to the implementation of this
ini, Bank Mandiri Taspen secara berkala mengadakan survei policy, Bank Mandiri Taspen periodically conducts employee
kepuasan dan keterikatan karyawan yang berfungsi sebagai satisfaction and engagement surveys which serve as a channel for
saluran untuk mendapatkan masukan mengenai kebijakan SDM obtaining input on the implemented HR policies. The results of the
yang diterapkan. Hasil dari survei kepuasan karyawan digunakan employee satisfaction survey are used as a basis for continuous
sebagai dasar untuk perbaikan yang berkelanjutan. Survei improvement. The survey is also one of the key performance
tersebut juga menjadi salah satu indikator kinerja utama (KPI) indicators (KPIs) for the Human Capital Division which must be
bagi Divisi Human Capital yang wajib dipertanggungjawabkan accounted for annually. Assessment of the survey is carried out
setiap tahunnya. Penilaian terhadap survei dilakukan dengan in collaboration with a third party whose an expert in human
bekerjasama dengan pihak ketiga yang ahli di bidang sumber resources, ensuring that the assessment results are based on
daya manusia, memastikan bahwa hasil penilaian didasarkan relevant parameters and indexes. The principles of equality and
pada parameter dan indeks yang relevan. Prinsip kesetaraan dan non-discrimination are not only applied in the company’s internal
non-diskriminasi tidak hanya diterapkan di lingkungan internal environment, but are also upheld in relations with external parties.
perusahaan, tetapi juga dijunjung tinggi dalam hubungan dengan Until the end of the reporting period, there were no incidents of
pihak eksternal. Hingga akhir periode pelaporan, tidak ada insiden discrimination recorded at Bank Mandiri Taspen, so no action
diskriminasi yang tercatat di Bank Mandiri Taspen, sehingga tidak needs to be taken to address the issue.
ada tindakan yang perlu diambil untuk menangani masalah
tersebut.
Bank Mandiri Taspen senantiasa memastikan adanya kesetaraan Bank Mandiri Taspen always ensures equal employment
kesempatan kerja bagi seluruh karyawan, tanpa memandang opportunities for all employees, regardless of gender. In addition,
gender. Selain itu, Bank Mandiri Taspen terus berkomitmen untuk Bank Mandiri Taspen continues to be committed to providing
memberikan peluang bagi karyawan wanita agar dapat mengisi opportunities for female employees to fill equal managerial
posisi manajerial dan kepemimpinan yang setara. Keberagaman and leadership positions. Employee diversity is presented in the
karyawan disajikan pada tabel-tabel sebagai berikut. following tables.
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Tabel Keberagaman Karyawan berdasarkan Level Organisasi [GRI 405-1]
Table of Employee Diversity based on Organizational Level
(Dalam Orang / In units of people)
Jenis Kelamin Kelompok Usia
Level Jabata Gender Age Group
Level of
Position Pria Wanita
% % Total <30 % 30-50 % >51 % Total
Male Female
Direktur
4 80% 1 20% 5 0 0% 0 0% 5 100% 5
Direktur
Senior Manajemen
26 81,3% 6 18,8% 32 0 0,0% 24 75,0% 8 25,0% 32
Senior Management
Middle Manajemen
103 78,6% 28 21,4% 131 0 0,0% 106 80,9% 25 19,1% 131
Middle Management
Junior Manajemen
647 64,4% 358 35,6% 1.005 297 29,6% 645 64,2% 63 6,3% 1.005
Junior Management
Pelaksana/Staff
903 40,9% 1.307 59,1% 2.210 1.083 49,0% 1.127 51,0% 0 0,0% 2.210
Officer/Staff
Pegawai Dasar
18 94,7% 1 5,3% 19 0 0,0% 19 100,0% 0 0,0% 19
Basic Staff
Jumlah
1.701 50,0% 1.701 50,0% 3.402 1.380 40,6% 1.921 56,5% 101 3,0% 3.402
Total
Perekrutan Karyawan Baru dan Perputaran New Employee Hires and Employee
Karyawan [GRI 401-1] Turnover [GRI 401-1]
Dalam upaya memperoleh sumber daya manusia yang unggul, In an effort to obtain superior human resources, Bank Mandiri
Bank Mandiri Taspen menyelenggarakan proses rekrutmen secara Taspen organizes a transparent and competitive recruitment
transparan dan kompetitif, terbuka bagi seluruh warga negara process, open to all Indonesian citizens without discrimination
Indonesia tanpa diskriminasi berdasarkan latar belakang suku, based on ethnic background, religion, race, gender, or political
agama, ras, jenis kelamin, atau pandangan politik. Setiap tahapan views. Each stage of the selection is carried out objectively and
seleksi dilakukan secara objektif dan profesional, guna memastikan professionally, to ensure that only candidates who truly meet the
bahwa hanya kandidat yang benar-benar memenuhi standar dan standards and qualifications set can join. Bank Mandiri Taspen also
kualifikasi yang ditetapkan yang dapat bergabung. Bank Mandiri affirms its commitment to maintaining integrity in the recruitment
Taspen juga menegaskan komitmennya untuk menjaga integritas process by rejecting all forms of unethical practices, including
dalam proses perekrutan dengan menolak segala bentuk praktik bribery and interference from parties with personal interests.
tidak etis, termasuk suap dan campur tangan dari pihak yang
memiliki kepentingan pribadi.
Pada tahun 2024, Bank Mandiri Taspen telah merekrut karyawan In 2024, Bank Mandiri Taspen has recruited 694 new employees.
baru sebanyak 694 orang. Selain itu, terdapat 433 karyawan In addition, there are 433 employees who left/stopped working at
yang meninggalkan/berhenti bekerja di Bank Mandiri Taspen Bank Mandiri Taspen for various reasons such as resignation, death,
untuk berbagai alasan seperti mengundurkan diri, meninggal dismissal, and retirement. The composition of new employees and
dunia, diberhentikan, dan pensiun. Komposisi karyawan baru dan employees who stopped working based on gender, age and work area
karyawan berhenti bekerja berdasarkan jenis kelamin, usia dan is presented in full in the following tables:
wilayah kerja selengkapnya disajikan dalam tabel-tabel berikut:
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia
New Employee Recruitment Based on Age Group
Kelompok Usia 2024 2023 2022 Age Group
> 50 Tahun 15 15 15 > 50 years old
30-49 Tahun 70 70 115 30-49 years old
< 30 Tahun 609 290 498 < 30 years old
Total 694 375 628 Total
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Komposisi Karyawan Baru Berdasarkan Jenis Kelamin
Composition of New Employees Based on Gender
Uraian 2024 2023 2022 Description
Pria 234 184 328 Male
Wanita 460 191 300 Female
Total 694 375 628 Total
Rekrutmen Karyawan Baru Berdasarkan Wilayah
New Employee Recruitment Based on Work Area
Wilayah 2024 2023 2022 Working Area
Kantor Pusat 95 103 156 Head Office
Kantor Cabang 599 272 472 Brach Office
Total 694 375 628 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Kelompok Usia
Composition of Employees Leaving Work by Age Group
Kelompok Usia 2024 2023 2022 Age Group
> 50 Tahun 32 24 17 > 50 years old
30-49 Tahun 148 137 134 30-49 years old
< 30 Tahun 253 199 224 < 30 years old
Total 433 360 375 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Jenis Kelamin
Composition of Employees Leaving Work Based on Gender
Uraian 2024 2023 2022 Description
Pria 225 199 225 Male
Wanita 208 161 150 Female
Total 433 360 375 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Wilayah Kerja
Composition of Employees Leaving Work by Work Area
Wilayah 2024 2023 2022 Working Area
Kantor Pusat 54 51 29 Head Office
Kantor Cabang 379 309 346 Brach Office
Total 433 360 375 Total
Berbagai alasan menjadi latar belakang karyawan yang berhenti There are various reasons why employees quit their jobs, details
bekerja di antaranya adalah sebagai berikut. provided as follows.
Latar Belakang Karyawan Berhenti Bekerja
Background of Employees Leaving/Quitting Work
Uraian 2024 2023 2022 Description
Mengundurkan Diri 214 167 166 Resign
Meninggal Dunia 3 3 5 Die
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Uraian 2024 2023 2022 Description
Diberhentikan 197 177 195 Dismissed
Pensiun 19 13 9 Retired
Total 433 360 375 Total
Dalam laporan ini, turnover karyawan diartikan sebagai In this report, employee turnover is defined as the tendency or intensity
kecenderungan atau intensitas individu untuk meninggalkan of individuals to leave an organization (company) for various reasons,
organisasi (perusahaan) dengan berbagai alasan dan di antaranya including the desire to get a better job. Thus, employees who quit
keinginan untuk mendapatkan pekerjaan yang lebih baik. Dengan their jobs due to retirement or death are not counted as factors in the
demikian, karyawan yang berhenti bekerja karena pensiun atau high or low turnover rate at Bank Mandiri Taspen. The turnover rate or
meninggal tidak dihitung sebagai faktor tinggi atau rendahnya employee turnover rate has been presented as follows.
tingkat turnover di Bank Mandiri Taspen. Tingkat turnover atau
angka perputaran karyawan telah disajikan sebagai berikut.
Tabel Tingkat Perputaran Karyawan (Turnover)
Table of Employee Turnover Rate
Wilayah Kerja 2024 2023 2022 Working Area
Karyawan Baru 694 375 628 New employee
Karyawan meninggalkan Bank Mandiri
Employees left Bank Mandiri Taspen because
Taspen karena mengundurkan diri dan 214 344 361
of resign and be dismissed
diberhentikan
Number of employees at the beginning of
Jumlah Karyawan Awal Tahun 3.136 3.121 2.873
the year
Jumlah Karyawan Akhir Tahun 3.397 3.136 3.121 Number of employees at the end of the year
Tingkat Turnover (Persen) 6,64 0,99 8,91 Turnover Rate (Percent)
Turnover Rate Karyawan Berdasarkan Usia (Voluntary Turnover)
Employee Turnover Rate Based on Age (Voluntary Turnover)
Kelompok Usia 2024 2023 2022 Age Group
> 50 Tahun 0,91% 2,69% 2,82% > 50 years old
30-49 Tahun 5,14% 4,38% 3,61% 30-49 years old
< 30 Tahun 8,47% 6,46% 6,80% < 30 years old
Turnover Rate Karyawan Berdasarkan Jenis Kelamin (Voluntary Turnover)
Employee Turnover Rate Based on Gender (Voluntary Turnover)
Uraian 2024 2023 2022 Description
Pria 5,72% 4,94% 4,46% Male
Wanita 7,45% 5,81% 6,29% Female
Turnover Rate Karyawan Berdasarkan Wilayah Kerja
Employee Turnover Rate Based on Work Area
Wilayah 2024 2023 2022 Working Area
Kantor Pusat 3,25% 4,05% 4,09% Head Office
Kantor Cabang 7,47% 5,67% 5,53% Brach Office
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Pelatihan dan Pengembangan Kompetensi Training and Development for Competence
dan Karir [OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3] and Career [OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3]
Bank Mandiri Taspen menyadari pentingnya pengembangan Bank Mandiri Taspen realizes the importance of developing quality
sumber daya manusia (SDM) yang berkualitas untuk mendukung human resources (SDM) to support the sustainability and growth
keberlanjutan dan pertumbuhan perusahaan. Dalam era globalisasi of the company. In the era of globalization and increasingly tight
dan persaingan yang semakin ketat, Bank perlu memastikan bahwa competition, the Bank needs to ensure that all employees have
seluruh karyawan memiliki kompetensi yang relevan dan sesuai relevant competencies and are in accordance with the demands of
dengan tuntutan industri perbankan yang terus berkembang. the ever-growing banking industry. Therefore, Bank Mandiri Taspen
Oleh karena itu, Bank Mandiri Taspen berkomitmen untuk is committed to providing equal opportunities for all employees to
menyediakan kesempatan yang setara bagi seluruh karyawan develop their skills and knowledge through systematic training and
dalam mengembangkan kemampuan dan pengetahuan mereka education programs.
melalui program pelatihan dan pendidikan yang sistematis.
Bank Mandiri Taspen telah memiliki kebijakan pengembangan Bank Mandiri Taspen has an employee competency development
kompetensi karyawan yang telah tercantum dalam dalam Kebijakan policy which is stated in the Bank Mantap Human Resources Policy
Sumber Daya Manusia Bank Mandiri Taspen (KSDMBMTP). Di dalam (KSDMBMTP). In this policy, the Bank provides equal opportunities for
kebijakan tersebut, Bank memberikan kesempatan yang sama kepada employees to take part in employee competency programs at all levels
para pegawai dalam untuk mengikuti prorgam kompetensi karyawan of the organization. Employee competency development carried out
di semua level organisasi. Pengembangan kompetensi karyawan yang includes competency development in In House Training and Public
dilaksanakan meliputi pengembangan kompetensi In House Training Training. Bank Mandiri Taspen has involving the employees in various
dan Public Training. Bank Mandiri Taspen telah mengikutsertakan types of education and training. The following are the training and
para karyawan pada berbagai jenis pendidikan dan pelatihan. Berikut education provided during 2024.
pelatihan dan pendidikan yang diberikan selama tahun 2024.
Tabel Pelatihan dan Pendidikan
Training and Education Table
Jenis Pelatihan dan Jumlah Karyawan
Jumlah Jam Pelatihan dan Pendidikan Karyawan
Pendidikan Number of Employees
Number of Hours of Employee Training and
Type of Training and Education Education
Sertifikasi SKKNI
863 12.428
SKKNI certification
Sertifikasi Non SKKNI
23 448
Non SKKNI Certification
Peningkatan Kompetensi Lainnya
3.630 147.340
Other Competency Improvements
Non Teknis
440 7.592
Non technical
Leadership
318 5.768
Leadership
Bank Mandiri Taspen telah mengalokasikan dana pendidikan dan Bank Mandiri Taspen has allocated education and training funds for
pelatihan untuk pengembangan kompetensi karyawan selama employee competency development during 2024 recorded at IDR
tahun 2024 tercatat Rp24.754.625.240 jumlah ini mengalami 24,754,625,240. This amount has decreased compared to 2023 due
penurunan dibandingkan tahun 2023 dikarenakan adanya to adjustments to development strategies and business dynamics.
penyesuaian strategi pengembangan dan dinamika bisnis.
Tabel Biaya Pengembangan Kompetensi Karyawan
Table of Employee Competence Development Cost
2024 2023 2022
Peningkatan/Penurunan
Uraian Biaya
(Dalam (Dalam Rupiah (Dalam Rupiah
Increase/Decrease
Description of
Tenaga Kerja
Rupiah Penuh) Penuh) Labor Cost
Penuh) (in Rupiah) (in Rupiah)
Rupiah
%
(in Rupiah) Rupiah
Pendidikan dan Education and
24.754.625.240 29.588.192.377 41.269.305.614 (4.833.567.137) 16,33
Kompetensi Competence
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Sepanjang tahun 2024, Bank Mandiri Taspen telah Throughout 2024, Bank Mandiri Taspen has held an employee
menyelenggarakan program pengembangan kompetensi competency development program that has been attended by 3,649
karyawan yang telah diikuti oleh 3.649 karyawan dengan total employees with a total of 173,576 training hours. Each employee
jam pelatihan sebanyak 173.576 jam. Setiap karyawan rata-rata received an average of 47 hours of training. The recapitulation of
mendapatkan pelatihan sebanyak 47 jam. Adapun rekapitulasi training based on gender and job level is as follows.
pelatihan berdasarkan jenis kelamin dan level jabatan sebagai
berikut.
Tabel Rata-Rata Jam Pelatihan Karyawan [GRI 404-1]
Table of Average Employee Training Hours
Jumlah Karyawan yang Rata-rata Jam Pelatihan Setiap
Memperoleh Pelatihan Jam Pelatihan Karyawan
Uraian Table of Employee’s Regular Training Hours Average Training Hours for
Description Career Development Reviews Each Employee
2024 2023 2022 2024 2023 2022 2024 2023 2022
Keseluruhan
3.649 2.995 3.060 173.576 82.049 46.545 47 27 15
Overall
Berdasarkan Jenis Kelamin
Based on Gender
Pria
1.819 1.600 1.670 78.259 39.240 23.340 43 24,5 14
Male
Wanita
1.830 1.395 1.390 95.047 42.809 23.205 51 30,7 17
Female
Berdasarkan Kategori Jabatan
Based on the Category of Employee Position
Non Grade
817 677 153 42.386 15.462 972 52 22,8 6
Non Grade
Grade PP1-PP3
1.694 1.282 1.743 76.078 27.277 24.947 45 21,3 14
Grade PP1-PP3
Grade D0-D4
1.026 961 110 49.494 35.084 1.690 48 36,5 15
Grade D0-D4
Grade E1-E3
102 65 34 5.064 3.807 467 50 6 14
Grade E1-E3
Direksi
6 5 4 370 279 136 74 55,8 45
Board of Directors
Komisaris
Board of 4 5 - 184 140 - 46 28 -
Commissioners
Bank Mandiri Taspen secara berkala melaksanakan evaluasi kinerja Bank Mandiri Taspen periodically conducts performance evaluations
terhadap seluruh karyawan guna menilai secara akurat keterampilan, on all employees to accurately assess the skills, strengths, and areas
keunggulan, serta area yang perlu ditingkatkan dari setiap individu. that need to be improved from each individual. Findings on employee
Temuan atas kekurangan karyawan digunakan sebagai dasar untuk deficiencies are used as a basis for designing appropriate development
merancang program pengembangan yang sesuai, guna mendorong programs, in order to encourage increased competence. The results
peningkatan kompetensi. Hasil dari penilaian kinerja ini juga of this performance assessment are also the main reference for the
menjadi acuan utama bagi perusahaan dalam menetapkan sistem company in determining a fair and proportional reward and punishment
reward and punishment yang adil dan proporsional. Review kinerja system. Performance reviews use performance assessments or key
menggunakan penilaian kinerja atau key performance indicator (KPI), performance indicator (KPI), to measure the achievement between
untuk mengukur pencapaian antara target yang ditetapkan dengan the targets set and their realization. In 2024, Bank Mandiri Taspen has
realisasinya. Pada tahun 2024, Bank Mandiri Taspen telah melakukan conducted performance assessments for all employees. In addition,
penilaian kinerja kepada seluruh karyawan. Selain itu, terdapat 93 there are 93 employees who have received promotions and 338
orang karyawan yang telah mendapatkan promosi dan sebanyak employees have been transferred/rotated.
338 orang karyawan dimutasi/rotasi.
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Kinerja Keberlanjutan
Sustainability Peraformance
Tabel Tinjauan Rutin Karyawan dan Jenjang Karir [GRI 404-3]
Table of Employee’s Regular Career Development Reviews
Hasil Penilaian dan Relevansi Pengembangan Karier
Assessment Results and Career Development Relevance
Jumlah Karyawan yang Mendapatkan
Tahun
Peninjauan
Year Mutasi/Rotas
Number of Employees Observed Promosi Demosi
Mutations/
Promotion Demotion
Rotations i
3.397 (100% dari total pegawai)
2024 93 338 -
3.397 (100% of the total employees)
3.136 (100% dari total pegawai)
2023 38 422 -
3.136 (100% of the total employees)
3.121 (100% dari total pegawai)
2022 78 476 -
3.121 (100% of the total employees)
Kebebasan Berserikat [GRI 2-30] Freedom of Association [GRI 2-30]
Bank Mandiri Taspen berkomitmen untuk memberikan hak Bank Mandiri Taspen is committed to providing freedom of association
kebebasan berserikat kepada seluruh karyawannya. Komitmen rights to all employees. This commitment has been stated in the
tersebut telah tercantum pada Peraturan Perusahaan dan perjanjian Company Regulations and the contract agreement between employees
kontrak antara karyawan dan perusahaan yang di dalamnya telah and the company which includes the fulfillment of employee rights.
mencakup pemenuhan hak-hak karyawan. Hingga akhir periode Until the end of the reporting period, Bank Mandiri Taspen did not
palaporan, Bank Mandiri Taspen belum memiliki serikat pekerja have a labor union or Joint Working Agreement that regulates the
maupun Perjanjian Kerja Bersama yang mengatur tentang hak dan rights and obligations between employees and Bank Mandiri Taspen
kewajiban antara karyawan dan manajemen Bank Mandiri Taspen. management. However, Bank Mandiri Taspen always supports the
Namun demikian, Bank Mandiri Taspen senantiasa mendukung formation of employee clubs as a forum for creativity and channeling
pembentukan klub-klub karyawan sebagai wadah untuk berkreasi aspirations, such as Sports Clubs, Arts Clubs, Spiritual Clubs, and
dan menyalurkan aspirasi, seperti Klub Olahraga, Klub Kesenian, Klub Touring Clubs, which have been formed as part of efforts to increase
Kerohanian, dan Klub Touring, yang telah terbentuk sebagai bagian employee involvement and welfare.
dari upaya meningkatkan keterlibatan dan kesejahteraan karyawan.
Dalam rangka membangun hubungan industrial yang harmonis, Bank In order to build harmonious industrial relations, Bank Mandiri Taspen
Mandiri Taspen telah membentuk Lembaga Kerjasama (LKS) Bipartit has formed a Bipartit Cooperation Institution (LKS) consisting of
yang terdiri atas perwakilan manajemen dan perwakilan karyawan. LKS representatives of management and representatives of employees.
Bipartit Bank Mandiri Taspen telah tercatat pada Suku Dinas Tenaga LKS Bipartit Bank Mandiri Taspen has been registered with the Sub-
Kerja, Transmigrasi dan Energi LKS Bipartit pada tanggal 26 April dept. of Manpower, Transmigration and Energy LKS Bipartit on April
2023 dengan nomor pencatatan 1595 tahun 2023 yang berfungsi 26, 2023 with registration number 1595 of 2023 which functions as
sebagai sarana komunikasi yang membahas terkait perkembangan a means of communication that discusses company and employment
perusahaan dan ketenagakerjaan termasuk kesejahteraan karyawan developments including employee welfare and problems that occur
serta permasalahan yang terjadi pada karyawan. Dalam menangani to employees. In handling employee problems, LKS Bipartit resolves
masalah karyawan, LKS Bipartit melakukan penyelesaian masalah problems through deliberation to reach a consensus.
secara musyawarah untuk mencapai mufakat.
Tenaga Kerja Anak dan Tenaga Child Labor and Forced Labor [OJK F.19]
Kerja Paksa [OJK F.19]
Bank Mandiri Taspen berkomitmen untuk tidak mempekerjakan Bank Mandiri Taspen is committed to not employing underage
karyawan di bawah umur dan tidak melakukan praktik kerja paksa employees and not practicing forced labor in accordance with the
sesuai dengan ketentuan Undang-Undang No. 13 Tahun 2003 provisions of Law No. 13 of 2003 concerning Manpower. This
tentang Ketenagakerjaan. Komitmen tersebut tercermin pada batas commitment is reflected in the minimum age limit for the recruitment
usia minimal proses perekrutan serta penetapan jam kerja karyawan process and the determination of employee working hours in
sesuai dengan peraturan pemerintah. Dalam proses perekrutan, accordance with government regulations. In the recruitment process,
batas usia yang ditetapkan oleh Bank Mandiri Taspen telah adalah the age limit set by Bank Mandiri Taspen is a minimum of 21 years.
minimal 21 tahun. Selain itu, bank ini juga telah mengatur jam kerja In addition, this bank has also regulated employee working hours in
karyawan sesuai dengan peraturan pemerintah, yaitu 8 jam kerja accordance with government regulations, namely 8 working hours a
dalam sehari dan 40 jam kerja dalam seminggu untuk 5 hari kerja. day and 40 working hours a week for 5 working days.
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Penetapan komitmen tersebut telah selaras dengan Undang-Undang The implementation of these policies is also aligned with Law of the
Republik Indonesia Nomor 20 Tahun 1999 tentang Pengesahan Republic of Indonesia Number 20 of 1999 concerning Ratification of the
ILO Convention No. 138 Concerning Minimum Age for Admission ILO Convention No. 138 Concerning Minimum Age for Admission to
to Employment (Konvensi ILO Mengenai Usia Minimum Untuk Employment, and Law of the Republic of Indonesia Number 1 of 2000
Diperbolehkan Bekerja), dan Undang-Undang Republik Indonesia concerning Ratification of the ILO Convention No. 182 Concerning
Nomor 1 Tahun 2000 tentang Pengesahan ILO Convention No. 182 The Prohibition And Immediate Action for The Elimination of The
Concerning the Prohibition and Immediate Action for The Elimination Worst Forms of Child Labor (ILO Convention No. 182 Concerning the
of The Worst Forms of Child Labour (Konvensi ILO No. 182 Prohibition and Immediate Action for the Elimination of the Worst
Mengenai Pelarangan dan Tindakan Segera Penghapusan Bentuk- Forms of Child Labor). Meanwhile, the application of working hours
Bentuk Pekerjaan Terburuk untuk Anak). Di samping itu, terkait with clear time limits so that forced labor does not occur is in line with
dengan pemberlakuan jam kerja dengan batasan waktu yang jelas Law of the Republic of Indonesia Number 19 of 1999 concerning
sehingga tidak terjadi kerja paksa sejalan dengan Undang-Undang Ratification of the ILO Convention No. 105 Concerning The Abolition
Republik Indonesia Nomor 19 Tahun 1999 Tentang Pengesahan of Forced Labor.
ILO Convention No. 105 Concerning the Abolition of Forced Labour
(Konvensi ILO Mengenai Penghapusan Kerja Paksa).
Cuti Melahirkan [GRI 401-3] Maternity Leave [GRI 401-3]
Bank Mandiri Taspen berkomitmen untuk memenuhi hak-hak Bank Mandiri Taspen is committed to fulfilling the rights of its
karyawan termasuk dalam memberikan cuti kepada seluruh employees, including providing leave to all employees who will give
karyawan yang akan melahirkan atau mendampingi proses birth or accompany the childbirth process. Bank Mandiri Taspen
kelahiran anak. Bank memberikan cuti melahirkan pada karyawan provides leave for all employees who will give birth or accompany the
wanita selama 3 (tiga) bulan, serta tambahan cuti maksimum 3 process of child birth. The bank provides maternity leave for female
(tiga) bulan bagi pegawai wanita dengan kondisi khusus (dengan employees for 3 (three) months, as well as an additional leave of a
rekomendasi dokter) dan memberikan cuti bagi karyawan pria maximum of 3 (three) months for female employees with special
yang akan mendampingi istrinya melahirkan sampai dengan conditions (with a doctor’s recommendation) and provides leave for
4 (empat) hari. Pemberian cuti ini telah diatur dalam Peraturan male employees who will accompany their wives in giving birth for up
Perusahaan yang disahkan oleh Keputusan Direktur Jenderal to 4 (four) days. This leave is regulated in PT Bank Mandiri Taspen’s
Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga Kerja Company Regulations which was ratified by Decree of the Director
Nomor KEP.1035/PHIJSK-PK/PP/VIII/2018. General of Industrial Relations Development and Labor Social Security
Number KEP.1035/PHIJSK- PK/PP/VIII/2018.
Tabel Cuti Melahirkan/Mendampingi Persalinan
Tabel of Maternity Leave
2024 2023 2022
Uraian Description
Wanita Pria Wanita Pria Wanita Pria
Female Male Female Male Female Male
Jumlah karyawan yang berhak 388 933 396 983 396 980 Employees who are entitled
cuti melahirkan/mendampingi to maternity leave/accompany
persalinan childbirth
Jumlah karyawan yang 101 98 122 9 101 100 Employees who take maternity
mengambil hak cuti leave/accompany births
melahirkan/mendampingi
persalinan
Jumlah karyawan yang 100 98 121 9 101 100 Employees returning to
kembali setelah cuti work after maternity leave/
melahirkan/mendampingi accompany births
persalinan
Jumlah karyawan yang tetap 94 92 113 9 95 98 The number of employees
bekerja hingga 12 bulan who continue to work up to
setelah mengambil cuti 12 months after taking leave
Return to work rate 99% 100% 99% 100% 100% 100% Return to work rate
Retention rate 93% 94% 93% 100% 94% 98% Retention rate
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Kinerja Keberlanjutan
Sustainability Peraformance
Remunerasi Karyawan [GRI 405-2, 401-2] Employee Renumeration [GRI 405-2, 401-2]
Bank Mandiri Taspen menetapkan gaji dan remunerasi yang Bank Mandiri Taspen sets equal salaries and remuneration for male
setara antara karyawan pria dan wanita, tanpa memandang and female employees, regardless of job category or operational
kategori jabatan atau lokasi operasional. Bank terus mendorong location. The Bank continues to encourage all employees to focus
agar seluruh karyawan berfokus pada tujuan jangka panjang on the company’s long-term goals by prioritizing the principle of
perusahaan dengan mengutamakan prinsip keberlanjutan. Faktor- sustainability. Factors that influence remuneration include the level
faktor yang mempengaruhi remunerasi meliputi tingkat tanggung of job responsibility, target achievement, individual competence, and
jawab jabatan, pencapaian sasaran, kompetensi individu, serta length of service. Remuneration can be in the form of cash or non-cash
masa kerja. Remunerasi dapat berbentuk cash atau non-cash dan and is often referred to as compensation and benefits.
sering disebut dengan compensation and benefits.
Berikut paket remunerasi umum yang berlaku di Bank Mandiri The following is the general remuneration package in Bank Mandiri
Taspen: Taspen:
1) Extrinsic Reward/Tangible Reward/Transactional Reward 1) Extrinsic Reward/Tangible Reward/Transactional Reward
Merupakan pemberian imbalan oleh Bank yang bersifat It represents the Bank’s financial reward or as various facilities,
finansial atau dapat berupa fasilitas lainya misalnya dalam for instance in the form of goods. The reward has been
bentuk barang. Pemberiannya merupakan suatu yang telah agreed to the employee and or in the form of conditions set
diperjanjikan kepada pegawai dan atau berupa ketentuan by the Bank.
yang ditetapkan Bank.
a. Kompensasi a. Compensation
1) Gaji 1) Salary.
2) Tunjangan Tetap (Guaranteed Cash) 2) Fixed Allowance (Guaranteed Cash)
• Tunjangan Jabatan (Guaranteed Cash) • Functional Allowance (Guaranteed Cash)
• Tunjangan Hari Raya Keagamaan • Religious Holiday Allowance
• Tunjangan Pelaksanaan Cuti Tahunan • Annual Leave Allowance
• Tunjangan Cuti Besar • Sabbatical Allowance
• Tunjangan Pajak dari Perusahaan • Tax Allowance from the Company
3) Tunjangan Tidak Tetap (Non-Guaranteed Cash) 3) Non-fixed Allowance (Non Guaranteed Cash)
• Tunjangan Lokasi • Location Allowance
• Tunjangan Kehadiran • Attendance Allowance
• Tunjangan Teller • Teller Allowance
• Tunjangan Lainya • Other Allowances
4) Bonus 4) Bonus.
5) Insentif Perjualan (Sales Incentive) 5) Sales Incentive.
6) Lembur 6) Overtime.
b. Benefit b. Benefit
1) Perjalanan Dinas 1) Official travel.
2) Hari Cuti Pegawai 2) Employee’s Leave Day.
3) Fasilitas Jabatan 3) Position facilities.
• Rumah Dinas/Rumah Sewa • Official Residences/ Rented houses
• Kendaraan Dinas • Official vehicle
• Fasilitas Utilities • Utilities
• Telepon Genggam • Hand phone
• Pulsa Telepon • Phone credit
4) Pakaian Kerja Pegawai 4) Employee Uniform.
5) Kesehatan Pegawai 5) Employee Health.
6) Kredit Pegawai 6) Employee Credit.
7) Pesangon 7) Pension.
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2) Intrinsic Reward/ Intangible/ Relational Reward 2) Intrinsic Reward/ Intangible/ Relational Reward
Merupakan pemberian imbalan oleh Bank tidak dalam bentuk It represents the Bank’s reward in the form of nongoods
barang (tidak kasat mata), dapat berupa pemberian pelatihan (intangible), such as employee training, employee
kepada pegawai, pengembangan pegawai, pengakuan development, employee recognition, and such, that it is useful
kepada pegawai, dan lain-lain, dimana hal ini berguna untuk to complete transactional reward. In this case, the intrinsic
melengkapi transactional reward. Komponen intrinsic reward reward component is Employee Recognition Programs and
yang dibahas dalam hal ini adalah Employee Recognition Death Benefit.
Programs, dan Bantuan Uang Duka.
a. Pelatihan & Pengembangan (Learning & Development) a. Learning & Development.
1) Pelatihan (Training) 1) Training.
2) Pengembangan Karir (Career Development) 2) Career Development.
b. Work Environment b. Work Environment
1) Employee Recognition 1) Employee Recognition.
2) Santuan & bantuan uang duka 2) Employee death benefit.
3) Bantuan dana bagi pegawai yang meninggal 3) Financial aid for a deceased employee or an employee
dunia atau pegawai yang berhenti bekerja karena who resigns due to disability.
mengalami cacat
Bank Mandiri Taspen juga memberikan hak tunjangan yang setara Bank Mandiri Taspen also provides equal benefits to all employees,
kepada seluruh karyawan, baik yang berstatus tetap maupun both permanent and non-permanent. The benefits that are only given
tidak tetap. Adapun tunjangan yang hanya diberikan kepada to permanent employees are 3 (three) yearly long leave allowances. In
karyawan tetap yaitu tunjangan cuti besar 3 (tiga) tahunan. Selain addition, employees who have not worked for 3 (three) months until
itu, karyawan yang belum 3 (tiga) bulan bekerja sampai dengan the end of the performance assessment year do not receive a bonus if
akhir tahun penilaian kinerja tidak mendapatkan bonus apabila there is an annual bonus payment during that time period.
dalam rentang waktu tersebut ada pembayaran bonus tahunan.
Pegawai Tetap Pegawai Kontrak
Bentuk Manfaat Form of Benefit
Permanent Employees Contract Employees
Gaji pokok Basic salary
Asuransi jiwa Life insurance
Tunjangan kesehatan Health benefits
Tunjangan disabilitas - - Disability benefits
Tunjangan kelahiran Birth allowance
Tunjangan kecelakaan kerja Work accident benefits
Tunjangan pensiun Pension allowance
Tunjangan hari raya Opportunity to own shares
Hak Cuti Holiday allowance
Upah Minimum Regional [OJK F.20] Regional Minimum Wage [OJK F.20]
Dalam menetapkan remunerasi karyawan, Bank Mandiri Taspen In determining employee remuneration, Bank Mandiri Taspen
mengikuti ketentuan perundang-undangan yang berlaku, follows applicable statutory provisions, including Law No. 13 Year
termasuk Undang-Undang No. 13 Tahun 2003 tentang 2003 concerning Manpower, complemented by Law Number 11
Ketenagakerjaan, yang disempurnakan dengan Undang-Undang Year 2020 concerning Job Creation, and Minister of Manpower and
Nomor 11 Tahun 2020 tentang Cipta Kerja, dan Keputusan Transmigration Decree No. 226 Year 2000 concerning Amendments
Menteri Tenaga Kerja dan Transmigrasi No. 226 Tahun 2000 to Article 1, Article 3, Article 4, Article 8, Article 11, Article 20, and
tentang Perubahan Pasal 1, Pasal 3, Pasal 4, Pasal 8, Pasal 11, Article 21 of Minister of Manpower Regulation No. PER-01/MEN/1999
Pasal 20, dan Pasal 21 Peraturan Menteri Tenaga Kerja No. PER- concerning Minimum Wage. On the other hand, the provision of
01/MEN/1999 tentang Upah Minimum. Di sisi lain, pemberian minimum wages for 2024 refers to Government Regulation No. 51 of
upah minimum untuk tahun 2024 mengacu pada Peraturan 2023 concerning amendments to Government Regulation Number 36
Pemerintah No.51 tahun 2023 tentang perubahan atas Peraturan of 2021 concerning Wages.
Pemerintah Nomor 36 tahun 2021 tentang Pengupahan.
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Kinerja Keberlanjutan
Sustainability Peraformance
Besaran upah minimum yang diberikan mempertimbangkan The amount of the minimum wage is adjusted to the level of need,
tingkat kebutuhan, inflasi, standar kelayakan hidup, serta variabel inflation, standard of living and other variables in each operational
lainnya pada setiap daerah operasional Bank. Hal ini sejalan area of the Bank. This is done in line with the Bank’s commitment to
dengan komitmen Bank untuk memberikan kesejahteraan kepada provide welfare to employees, so Bank Mandiri Taspen provides wages
karyawan. Oleh karena itu, Bank Mandiri Taspen memberikan for permanent employees at the lowest level in accordance with the
upah bagi karyawan tetap pada level terendah sesuai dengan prevailing wages in each province, as described in the following table.
ketentuan upah minimum yang berlaku di setiap provinsi,
sebagaimana diuraikan pada tabel berikut.
Imbal Jasa
Upah Minimum Karyawan Tingkat
Provinsi/ Daerah
Provinsi Terendah
Persentase
Unit Usaha
Province/Area
Provincial Fees for Lowest
Persentage Business Unit
Minimum Wage Level Employee
(%)
(Rp) (Rp)
DKI Jakarta
Kantor Pusat 5.067.381 5.068.000 100% Head Office
DKI Jakarta
Kota Ambon
Kantor Cabang Ambon 2.991.299 2.992.000 100% Ambon Branch Office
Ambon City
Kantor Cabang Bandar Kota Bandar Lampung Bandar Lampung Branch
3.103.631 3.104.000 100%
Lampung Bandar Lampung City Office
Kota Bandung
Kantor Cabang Bandung 4.209.309 4.210.000 100% Bandung Branch Office
Bandung City
Kantor Cabang Kota Banjarmasin
3.379.514 3.380.000 100% Banjarmasin Branch Office
Banjarmasin Banjarmasin City
Kota Bekasi
Kantor Cabang Bekasi 5.343.430 5.344.000 100% Bekasi Branch Office
Bekasi City
Kota Bengkulu
Kantor Cabang Bengkulu 2.751.802 2.752.000 100% Bengkulu Branch Office
Bengkulu City
Kota Cirebon
Kantor Cabang Cirebon 2.533.038 2.534.000 100% Cirebon Branch Office
Cirebon City
Kota Jakarta
Kantor Cabang Jakarta 5.067.381 5.068.000 100% Jakarta Branch Office
Jakarta City
Kota Jambi
Kantor Cabang Jambi 3.387.064 3.388.000 100% Jambi Branch Office
Jambi City
Kota Jayapura
Kantor Cabang Jayapura 4.024.270 4.025.000 100% Jember Branch Office
Jember Regency
Kabupaten Jember
Kantor Cabang Jember 2.665.392 2.666.000 100% Jakarta Branch Office
Jakarta City
Kota Kediri
Kantor Cabang Kediri 2.415.362 2.416.000 100% Kediri Branch Office
Kediri City
Kota Kendari
Kantor Cabang Kendari 3.112.103 3.113.000 100% Kendari Branch Office
Kendari City
Kabupaten Kupang
Kantor Cabang Kupang 2.250.419 2.251.000 100% Kupang Branch Office
Kupang Regency
Kota Makassar
Kantor Cabang Makassar 3.643.321 3.644.000 100% Makassar Branch Office
Makasar City
Kota Malang
Kantor Cabang Malang 3.309.144 3.310.000 100% Malang Branch Office
Malang City
Manado
Kantor Cabang Manado 3.590.858 3.591.000 100% Manado Branch Office
Manado
Kantor Cabang Manokwari
3.393.500 3.394.000 100% Manokwari Branch Office
Manokwari Manokwari
Kota Mataram
Kantor Cabang Mataram 2.685.089 2.686.000 100% Mataram Branch Office
Mataram City
Kota Medan
Kantor Cabang Medan 3.769.082 3.770.000 100% Medan Branch Office
Medan City
Kota Denpasar
Kantor Cabang Melati 3.096.823 3.097.000 100% Melati Branch Office
Denpasar City
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Imbal Jasa
Upah Minimum Karyawan Tingkat
Provinsi/ Daerah
Provinsi Terendah
Persentase
Unit Usaha
Province/Area
Provincial Fees for Lowest
Persentage Business Unit
Minimum Wage Level Employee
(%)
(Rp) (Rp)
Kota Padang
Kantor Cabang Padang 2.811.449 2.812.000 100% Padang Branch Office
Padang City
Kantor Cabang Kota Palangkaraya Palangkaraya Branch
3.310.004 3.311.000 100%
Palangkaraya Palangkaraya City Office
Kantor Cabang Kota Palembang
3.677.592 3.678.000 100% Palembang Branch Office
Palembang Palembang City
Kota Palu
Kantor Cabang Palu 3.179.895 3.180.000 100% Palu Branch Office
Palu City
Kantor Cabang Kota Pekalongan
2.389.801 2.390.000 100% Pekalongan Branch Office
Pekalongan Pekalongan City
Kantor Cabang Kota Pekanbaru
3.451.585 3.452.000 100% Pekanbaru Branch Office
Pekanbaru Pekanbaru City
Kantor Cabang Kota Pematangsiantar Pematangsiantar Branch
2.809.915 2.810.000 100%
Pematangsiantar Pematangsiantar City Office
Kantor Cabang Kota Pontianak
2.840.206 2.841.000 100% Pontianak Branch Office
Pontianak Pontianak City
Kantor Cabang Kota Purwokerto
2.195.690 2.196.000 100% Purwokerto Branch Office
Purwokerto Purwokerto City
Kantor Cabang Kota Samarinda
3.497.124 3.498.000 100% Samarinda Branch Office
Samarinda Samarinda City
Kantor Cabang Kota Semarang
3.243.969 3.244.000 100% Semarang Branch Office
Semarang Semarang City
Kota Serang
Kantor Cabang Serang 4.148.602 4.149.000 100% Serang Branch Office
Serang City
Kabupaten Singaraja
Kantor Cabang Singaraja 2.813.672 2.814.000 100% Singaraja Branch Office
Singaraja Regency
Kota Surabaya
Kantor Cabang Surabaya 4.725.479 4.726.000 100% Surabaya Branch Office
Surabaya City
Kota Surakarta
Kantor Cabang Surakarta 2.269.070 2.270.000 100% Surakarta Branch Office
Surakarta City
Kantor Cabang Tanjung Kota Tanjung Pinang Tanjung Pinang Branch
3.402.492 3.403.000 100%
Pinang Tanjung Pinang City Office
Kantor Cabang Kota Tasikmalaya
2.630.951 2.631.000 100% Tasikmalaya Branch Office
Tasikmalaya Tasikmalaya City
Kantor Cabang Kota Yogyakarta
2.492.997 2.493.000 100% Yogyakarta Branch Office
Yogyakarta Yogyakarta City
Lingkungan Bekerja yang Layak Decent and Safe
dan Aman [OJK F.21] Work Environment [OJK F.21]
Lingkungan kerja yang layak dan aman merupakan elemen A decent and safe working environment is a fundamental element
fundamental dalam menciptakan hubungan industrial yang in creating harmonious industrial relations and increasing employee
harmonis serta meningkatkan produktivitas dan kesejahteraan productivity and welfare. Every individual has the right to work in an
karyawan. Setiap individu berhak untuk bekerja dalam suasana atmosphere that ensures safety, health, and comfort, both physically
yang menjamin keselamatan, kesehatan, dan kenyamanan, baik and psychologically. This is in line with the principles of human
secara fisik maupun psikologis. Hal ini sejalan dengan prinsip- rights and labor regulations applicable in Indonesia and international
prinsip hak asasi manusia serta regulasi ketenagakerjaan yang standards. The existence of a safe and decent working environment
berlaku di Indonesia dan standar internasional. Keberadaan is not only a form of compliance with regulations, but also reflects
lingkungan kerja yang aman dan layak tidak hanya menjadi the company’s commitment to sustainability, social responsibility, and
bentuk kepatuhan terhadap peraturan, tetapi juga mencerminkan good governance. Work risks that are not managed properly can result
komitmen perusahaan terhadap keberlanjutan, tanggung jawab in work accidents, decreased productivity, and even damage to the
sosial, dan tata kelola yang baik. Risiko kerja yang tidak terkelola company’s reputation.
dengan baik dapat berdampak pada terjadinya kecelakaan kerja,
penurunan produktivitas, bahkan gangguan reputasi perusahaan.
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Dalam upaya menciptakan lingkungan kerja yang aman, sehat, dan In an effort to create a safe, healthy, and productivity-supporting work
mendukung produktivitas, Bank Mandiri Taspen menerapkan prinsip- environment, Bank Mandiri Taspen implements Occupational Health
prinsip Kesehatan dan Keselamatan Kerja (K3) secara menyeluruh. Bank and Safety (OHS) principles comprehensively. The Bank believes that
meyakini bahwa penerapan K3 yang efektif merupakan faktor penting effective OHS implementation is an important factor in building a
dalam membangun tempat kerja yang nyaman dan efisien, yang pada comfortable and efficient workplace, which ultimately has a positive
akhirnya berdampak positif terhadap peningkatan kinerja perusahaan. impact on improving the company’s performance. The implementation
Implementasi K3 di lingkungan Bank mengacu pada berbagai of OHS in the Bank’s environment refers to various laws and regulations
peraturan perundang-undangan yang berlaku di Indonesia, antara lain in force in Indonesia, including Law Number 1 of 1970 concerning
Undang-Undang Nomor 1 Tahun 1970 tentang Keselamatan Kerja, Occupational Safety, Law Number 36 of 2009 concerning Health
Undang-Undang Nomor 36 Tahun 2009 tentang Kesehatan yang which has been adjusted through Law Number 20 of 2020 concerning
telah disesuaikan melalui Undang-Undang Nomor 20 Tahun 2020 Job Creation, Law Number 13 of 2003 concerning Manpower, and
tentang Cipta Kerja, Undang-Undang Nomor 13 Tahun 2003 tentang Presidential Regulation of the Republic of Indonesia Number 7 of 2019
Ketenagakerjaan, serta Peraturan Presiden Republik Indonesia Nomor concerning Occupational Diseases. All of these OHS policies must be
7 Tahun 2019 mengenai Penyakit Akibat Kerja. Seluruh kebijakan complied with by 100% of employees in all work units and operational
K3 ini wajib dipatuhi oleh 100% karyawan di seluruh unit kerja dan areas of Bank Mandiri Taspen.[GRI 403-1, 403-8]
wilayah operasional Bank Mandiri Taspen. [GRI 403-1, 403-8]
Bank Mandiri Taspen secara proaktif telah melakukan identifikasi Bank Mandiri Taspen has proactively identified potential work accident
terhadap potensi risiko kecelakaan kerja serta menetapkan langkah- risks and determined management steps. The risk management is
langkah pengelolaannya. Pengelolaan risiko tersebut disesuaikan adjusted to the characteristics and needs of each work environment,
dengan karakteristik dan kebutuhan masing-masing lingkungan kerja, both in the office area and when carrying out official duties in the field.
baik di area perkantoran maupun saat menjalankan tugas dinas di In its implementation, work accident risk management is classified into
lapangan. Dalam pelaksanaannya, pengelolaan risiko kecelakaan kerja two main categories, namely: [GRI 403-2]
diklasifikasikan ke dalam dua kategori utama, yaitu: [GRI 403-2]
1. Di dalam Kantor 1. In the office area
• Pelatihan dan pemberian informasi evakuasi dari gedung • Training and transfer of information about evacuation
bertingkat secara berkala. from multi-story building on a regular basis.
• Pelatihan dasar penggunaan alat pemadam kebakaran. • Basic training to extinguish fire.
• Pelatihan penyelamatan korban dari dalam gedung. • Training to evacuate victim from a building.
• Perlengkapan fasilitas dengan peralatan dasar • Adequate and relevant basic safety equipment.
keselamatan yang relevan dan memadai.
2. Di lapangan saat dinas 2. In the field when on duty
• Peraturan bagi setiap pekerja untuk mengikuti safety • Policy for every employee to follow safety induction.
induction.
• Pembekalan seluruh pekerja dengan polis asuransi • Provision with occupational accident insurance policy
kecelakaan kerja yang mencakup personal accident dan which includes personal accident and Occupational
program Jaminan Kecelakaan Kerja Accident Benefits program for every employee.
Dalam upaya menjamin keselamatan kerja dalam setiap aktivitas In an effort to ensure work safety in every banking operational
operasional perbankan, Bank Mandiri Taspen telah merancang activity, Bank Mandiri Taspen has designed and implemented
dan menerapkan Standar Operasional Prosedur (SOP) sebagai Standard Operating Procedures (SOP) as a reference in carrying out
acuan dalam menjalankan kegiatan operasional. Selain itu, Bank operational activities. In addition, the Bank consistently organizes
secara konsisten menyelenggarakan program pelatihan dan training and education programs related to products, banking
edukasi terkait produk, operasional perbankan, serta peraturan operations, and applicable laws and regulations. In order to continue
perundang-undangan yang berlaku. Guna terus menjaga dan to maintain and improve work safety aspects, Bank Mandiri Taspen
meningkatkan aspek keselamatan kerja, Bank Mandiri Taspen also carries out various supporting initiatives and activities,
juga melaksanakan berbagai inisiatif dan kegiatan pendukung, including:[GRI 403-5, 403-7]
antara lain: [GRI 403-5, 403-7]
1. Melaksanakan sosialisasi kepada pegawai tentang prosedur 1. Socialization to the employees on the procedures of handling
menangani bahaya kebakaran. fire hazard.
2. Melaksanakan implementasi dan internalisasi prosedur dan 2. Implementation and internalization of procedure and training
pelatihan penggunaan Alat Pemadam Api Ringan (APAR). to use fire extinguisher (Alat Pemadam Api Ringan/APAR).
3. Melaksanakan simulasi evakuasi dan penanganan bahaya 3. Simulation of evacuation and handling of fire hazard.
kebakaran.
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4. Menyediakan Alat Pemadam Kebakaran Ringan (APAR) di 4. Provision of APAR in all office networks and routine
semua jaringan kantor dan melaksanakan pemeliharaan maintenance of it.
secara rutin.
5. Pemeliharaan Mechanical Electrical (ME), hidran, alarm 5. Routine and periodical maintenance of Mechanical Electrical
tanda bahaya kebakaran dan jaringan instalasi listrik, (ME), hydrant, alarm indicating danger of fire, electrical
instalasi telepon, dan grounded (penangkal petir) dilakukan installation system, and phone installation, as well as
pemeliharaan secara rutin dan berkala. grounded.
Sebagai wujud komitmen dalam menciptakan lingkungan kerja As a commitment to creating a safe working environment, Bank
yang aman, Bank Mandiri Taspen tidak hanya rutin mengadakan Mandiri Taspen not only routinely holds fire handling training, but also
pelatihan penanganan kebakaran, tetapi juga secara berkala periodically maintains all work facilities and infrastructure. This step is
melakukan pemeliharaan terhadap seluruh sarana dan prasarana taken to ensure that all facilities remain in optimal condition and ready
kerja. Langkah ini diambil untuk memastikan seluruh fasilitas tetap to be used whenever needed, while minimizing the risk of damage
dalam kondisi optimal dan siap digunakan kapan pun diperlukan, that can hinder operations. In addition, this maintenance also aims to
sekaligus meminimalkan risiko kerusakan yang dapat menghambat prevent potential hazards that can cause work accidents for users of
operasional. Selain itu, pemeliharaan ini juga bertujuan untuk these facilities.
mencegah potensi bahaya yang dapat menyebabkan kecelakaan
kerja bagi para pengguna fasilitas tersebut.
Bank Mandiri Taspen senantiasa berupaya membangun komunikasi Bank Mandiri Taspen always strives to build communication between
antara manajemen dengan karyawan. Hal ini dimaksudkan guna management and employees. This is intended to increase synergy and
meningkatkan sinergi dan kesadaran terhadap protokol K3. awareness of the K3 protocol. Through active communication, it is
Melalui komunikasi yang dijalin secara aktif, diharapkan berbagai expected that various potential OHS problems can be followed up and
potensi permasalahan K3 dapat ditindaklanjuti dan dimitigasi mitigated quickly and precisely. [GRI 403-4]
secara cepat dan tepat. [GRI 403-4]
Bank Mandiri Taspen juga memiliki serangkaian kebijakan yang Bank Mandiri Taspen also has policies related to employee health.
berkaitan dengan kesehatan karyawan. Bank memberikan The Bank provides health insurance facilities to employees, both
fasilitas jaminan kesehatan kepada para pegawai, baik pegawai permanent and non-permanent employees. In addition, the Bank
tetap maupun tidak tetap. Selain itu, Bank juga memberikan also provides health facilities for employee families. Bank Mandiri
fasilitas kesehatan bagi keluarga pegawai. Bank Mandiri Taspen Taspen provides health insurance by including BPJS Kesehatan for all
memberikan jaminan kesehatan dengan mengikutsertakan BPJS employees along with their legal wives/husbands and a maximum of
Kesehatan bagi seluruh karyawan beserta istri/suami yang sah dan 3 (three) children. To provide convenience and improve health service
maksimal 3 (tiga) orang anak. Untuk memberikan kemudahan standards, Bank Mandiri Taspen also provides additional facilities in the
dan meningkatkan standar layanan kesehatan, Bank Mandiri form of Inhealth health insurance to management employees from the
Taspen juga memberikan fasilitas tambahan berupa asuransi Division Head level to the Department Head/equivalent and Branch
kesehatan Inhealth kepada pegawai pimpinan dari level Division Manager. [GRI 403-3, 403-6]
Head sampai dengan Department Head/setingkat dan Kepala
Cabang. [GRI 403-3, 403-6]
Selain itu Bank Mandiri Taspen juga menyediakan fasilitas kerja In addition, Bank Mandiri Taspen also provides decent, clean and
yang layak, bersih dan nyaman seperti toilet, ruang makan, comfortable work facilities such as toilets, dining rooms, availability of
ketersediaan ruang laktasi, alat deteksi asap dan fasilitas pemadam lactation rooms, smoke detection equipment and fire extinguishing
kebakaran, tempat ibadah, tempat parkir, dan lain sebagainya. facilities, places of worship, parking lots, and so on.
Sebagai wujud komitmen Bank Mandiri Taspen dalam As a manifestation of Bank Mandiri Taspen’s commitment to creating
menciptakan lingkungan kerja yang aman dan sehat, penerapan a safe and healthy work environment, the implementation of K3
K3 telah memberikan hasil yang sangat positif. Sepanjang has produced very positive results. Throughout 2024, Bank Mandiri
tahun 2024, Bank Mandiri Taspen berhasil mencatatkan angka Taspen successfully recorded zero work accidents and no employees
kecelakaan kerja nol (zero accident) dan tidak ada karyawan experienced work-related diseases. This success is the foundation for
yang mengalami penyakit akibat kerja. Keberhasilan ini menjadi Bank Mandiri Taspen to continue to maintain and improve efforts
landasan bagi Bank Mandiri Taspen untuk terus mempertahankan to ensure a safer and more comfortable work environment for all
serta meningkatkan upaya-upaya dalam memastikan lingkungan employees in the future.[GRI 403-9, 403-10]
kerja yang lebih aman dan nyaman bagi seluruh karyawan di masa
yang akan datang. [GRI 403-9, 403-10]
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Survei Keterikatan Karyawan Employee Engagement Survey
Keterikatan karyawan merupakan salah satu faktor kunci yang Employee engagement is one of the key factors that influence the
memengaruhi kesuksesan organisasi. Sebagai lembaga jasa success of an organization. As a financial services institution, Bank
keuangan, Bank Mandiri Taspen menyadari bahwa kinerja Mandiri Taspen realizes that the company’s performance is highly
perusahaan sangat bergantung pada kualitas sumber daya manusia dependent on the quality of its human resources. Therefore, to ensure
yang dimiliki. Oleh karena itu, untuk memastikan bahwa karyawan that employees remain motivated, have high work enthusiasm, and
tetap termotivasi, memiliki semangat kerja yang tinggi, serta loyalitas strong loyalty to the company, Bank Mandiri Taspen routinely conducts
yang kuat terhadap perusahaan, Bank Mandiri Taspen secara rutin employee engagement surveys.
melakukan survei keterikatan karyawan (employee engagement).
Survei keterikatan karyawan ini bertujuan untuk mengukur sejauh This employee engagement survey aims to measure the extent to
mana karyawan merasa terhubung dengan nilai-nilai dan tujuan which employees feel connected to the company’s values and goals,
perusahaan, serta sejauh mana karyawan merasa dihargai dan didorong and the extent to which employees feel appreciated and encouraged
untuk memberikan yang terbaik dalam pekerjaannya. Karyawan yang to give their best in their work. Employees who feel involved tend to
merasa terlibat cenderung memiliki motivasi yang lebih tinggi dalam have higher motivation in carrying out their duties and responsibilities,
menjalankan tugas dan tanggung jawabnya, yang pada gilirannya which in turn can improve the company’s overall performance.
dapat meningkatkan kinerja perusahaan secara keseluruhan. Melalui Through this survey, Bank Mandiri Taspen can also obtain information
survei ini, Bank Mandiri Taspen juga dapat memperoleh informasi dan and understand the needs and expectations of employees, as well as to
memahami kebutuhan dan harapan karyawan, serta untuk merancang design programs that can strengthen this engagement. By continuing
program-program yang dapat memperkuat keterikatan tersebut. to maintain and increase the level of engagement, Bank Mandiri Taspen
Dengan terus menjaga dan meningkatkan tingkat engagement, hopes to create a better work culture, as well as strengthen mutually
Bank Mandiri Taspen berharap dapat menciptakan budaya kerja yang beneficial relationships between the company and employees.
lebih baik, serta memperkuat hubungan yang saling menguntungkan
antara perusahaan dan karyawan.
Pada tahun 2024, Bank Mandiri Taspen telah melakukan survei In 2024, Bank Mandiri Taspen conducted an employee engagement
keterikatan karyawan (employee engagement) dengan nilai skor survey with an employee engagement score of 85.9%. This shows
employee engagement sebesar 85,9%. Hal ini menunjukkan that Bank Mandiri Taspen employees are in the “Moderately Engaged”
bahwa karyawan Bank Mandiri Taspen masuk dalam kategori category. This means that most Bank Mandiri Taspen employees work
“Moderately Engaged”. Artinya, sebagian besar karyawan with good enthusiasm and show quite strong loyalty to the company.
Bank Mandiri Taspen bekerja dengan semangat yang baik dan
menunjukkan loyalitas yang cukup kuat terhadap perusahaan.
Satuan
Uraian
Unit
2024 2023 2022 Description
Persentase
Keterikatan Karyawan 85,9 84 82 Employee Engagement
Percentage
Praktik Keamanan [GRI 410-1] Security Practices [GRI 410-1]
Petugas keamanan memegang peran penting dalam memastikan Security officers play an important role in ensuring the smooth
kelancaran operasional Bank dalam suasana yang aman dan operation of the Bank in a safe and comfortable atmosphere.
nyaman. Oleh karena itu, Bank Mandiri Taspen secara konsisten Therefore, Bank Mandiri Taspen consistently equips its security officers
membekali petugas keamanannya dengan pemahaman mengenai with an understanding of human rights aspects, considering that they
aspek hak asasi manusia, mengingat mereka berinteraksi langsung interact directly with external parties who come to the Bank. Any
dengan pihak eksternal yang datang ke Bank. Setiap permasalahan problems arising from interactions with external parties are resolved
yang timbul dari interaksi dengan pihak luar diselesaikan secara wisely without violating human rights principles.
bijaksana tanpa melanggar prinsip-prinsip hak asasi manusia.
Dalam proses rekrutmen, Bank memberikan prioritas kepada calon In the recruitment process, the Bank gives priority to prospective
petugas keamanan yang telah mengikuti pelatihan resmi terkait hak security officers who have undergone official training related to human
asasi manusia. Hal ini ditunjukkan dengan telah dimilikinya sertifikasi rights. This is demonstrated by having Gada Madya and Gada Pratama
Gada Madya dan Gada Pratama. Sertifikasi tersebut merupakan certification. The certification is proof that prospective security officers
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bukti bahwa calon petugas keamanan telah menjalani pelatihan have undergone training and obtained recognized competence in
dan memperoleh kompetensi yang diakui dalam bidang keamanan, the field of security, and have a good understanding of the aspects
serta memahami dengan baik aspek-aspek hak asasi manusia yang of human rights related to their duties. Thus, Bank Mandiri Taspen
berkaitan dengan tugas mereka. Dengan demikian, Bank Mandiri ensures that all security officers recruited not only have the necessary
Taspen memastikan bahwa seluruh petugas keamanan yang direkrut technical skills, but also a high awareness of the protection and respect
tidak hanya memiliki keterampilan teknis yang diperlukan, tetapi juga for the basic rights of individuals in the work environment.
kesadaran yang tinggi terhadap perlindungan dan penghormatan
terhadap hak-hak dasar individu di lingkungan kerja.
Tabel Jumlah Petugas Keamanan yang Bersertifikasi
Table of Number of Certified Security Officers (dalam orang / in people)
Sertifikasi
Jumlah Petugas Keamanan Certification
Number of Security Officers
Gada Madya 4 Middle Gada
Gada Pratama 587 First Gada
Total 591 Total
Selain itu, Bank juga memberikan pembekalan mengenai pedoman In addition, the Bank also provides training on security practice
praktik keamanan yang berlaku di lingkungan Bank Mandiri Taspen, guidelines applicable in the Bank Mandiri Taspen environment, with a
dengan fokus pada pelayanan yang humanis serta pencegahan focus on humanistic service and prevention of human rights violations.
terhadap pelanggaran hak asasi manusia. Secara rutin, petugas Routinely, security officers attend briefing and coordination sessions
keamanan mengikuti sesi briefing dan koordinasi saat pergantian during morning and evening shift changes, to ensure continuity
shift pagi dan malam, guna memastikan kesinambungan layanan of service and readiness. Evaluation of the performance of security
dan kesiapsiagaan. Evaluasi terhadap kinerja petugas keamanan officers is carried out at the end of each year by the Procurement &
dilakukan setiap akhir tahun oleh Divisi Procurement & Asset untuk Asset Division to ensure the quality and effectiveness of security tasks.
menjamin kualitas dan efektivitas tugas pengamanan.
Aspek Masyarakat Community Aspect
Dampak Operasi Terhadap Masyarakat Impact of Operations on the Surrounding
Sekitar [OJK F.23, GRI 413-1, 413-2] Communities [OJK F.23, GRI 413-1, 413-2]
Bank Mandiri Taspen senantiasa berkomitmen untuk memberikan Bank Mandiri Taspen is always committed to providing a positive impact
dampak positif dari kegiatan operasional Bank kepada from the Bank’s operational activities to the surrounding community.
masyarakat sekitar. Sebagai wujud nyata dari komitmen tersebut, As a real manifestation of this commitment, Bank Mandiri Taspen has
Bank Mandiri Taspen telah melaksanakan berbagai kegiatan implemented various Social and Environmental Responsibility (TJSL)
Tanggung Jawab Sosial dan Lingkungan (TJSL) serta Corporate and Corporate Social Responsibility (CSR) activities that focus on local
Social Responsibility (CSR) yang berfokus pada pengembangan community development. Through these programs, Bank Mandiri
masyarakat lokal. Melalui program-program tersebut, Bank Taspen provides employment, introduces skills development initiatives,
Mandiri Taspen menyediakan lapangan kerja, memperkenalkan and carries out social activities that have a direct impact on improving
inisiatif pengembangan keterampilan, serta melaksanakan the quality of life of the community. The TJSL activities implemented are
kegiatan sosial yang langsung berdampak pada peningkatan expected to encourage local economic growth, as well as improve the
kualitas hidup masyarakat. Kegiatan TJSL yang dilaksanakan quality of human resources (HR) in the surrounding community, which
diharapkan dapat mendorong pertumbuhan perekonomian lokal, will ultimately contribute to improving the welfare of the community
serta meningkatkan kualitas sumber daya manusia (SDM) di as a whole.
masyarakat sekitar, yang pada akhirnya akan berkontribusi pada
peningkatan kesejahteraan masyarakat secara keseluruhan.
Setiap tahun, Bank Mandiri Taspen telah menyusun program Every year, Bank Mandiri Taspen has developed work programs and
kerja dan anggaran TJSL yang pencapaiannya dievaluasi secara budgets for TJSL, the achievement of which is periodically evaluated.
berkala. Pencapaian target TJSL merupakan salah satu KPI dari Achieving TJSL targets is one of the Key Performance Indicators (KPIs)
Divisi Corporate Secretary & Legal yang pencapaiannya dievaluasi of the Corporate Secretary & Legal Division, the achievement of which
setiap tahun. Pencapaian target CSR dan TJSL ini juga sebagai is evaluated annually. Achieving CSR and TJSL targets is also one of
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Sustainability Peraformance
salah satu kewajiban yang harus disampaikan oleh Direktur the obligations that must be reported by the Compliance Director to
Kepatuhan kepada shareholders. Sampai dengan berakhirnya shareholders. As of the end of this sustainability report, there have
laporan keberlanjutan ini, tidak terdapat dampak negatif yang been no negative impacts resulting from the operational activities of
ditimbulkan dari kegiatan operasional Bank Mandiri Taspen. Bank Mandiri Taspen.
Bank Mandiri Taspen telah melakukan berbagai inisiatif Bank Mandiri Taspen has carried out various sustainability initiatives
keberlanjutan yang tergabung dalam program Tanggung Jawab that are included in the Social and Environmental Responsibility
Sosial dan Lingkungan (TJSL) yang mendukung pencapaian Tujuan (TJSL) program that supports the achievement of the Sustainable
Pembangunan Berkelanjutan (TPB). Selain itu, Bank Mandiri Development Goals (TPB). In addition, Bank Mandiri Taspen also has a
Taspen juga memiliki Program Retention yang ditujukan khusus Retention Program specifically aimed at retirees, known as the 3 Pillars
untuk para pensiunan, yang dikenal dengan nama Program 3 Pilar of Mantap Indonesia Program. This program is one of the leading
Mantap Indonesia. Program ini merupakan salah satu program programs launched to provide a positive contribution in creating a
unggulan yang diluncurkan untuk memberikan kontribusi positif more stable and prosperous Indonesian society and environment.
dalam menciptakan masyarakat dan lingkungan Indonesia yang Through the implementation of the Mantap Indonesia Program, Bank
lebih stabil dan sejahtera. Melalui pelaksanaan Program Mantap Mandiri Taspen aims to help overcome various challenges faced by the
Indonesia, Bank Mandiri Taspen bertujuan untuk membantu community, as well as provide significant economic and social impacts
mengatasi berbagai tantangan yang dihadapi masyarakat, serta on community welfare and environmental preservation. The strategy
memberikan dampak ekonomi dan sosial yang signifikan bagi for implementing the Mantap Indonesia program through 3 (three)
kesejahteraan masyarakat dan pelestarian lingkungan. Strategi Pillars:
pelaksanaan program Mantap Indonesia melalui 3 (tiga) Pilar:
• Mantap Sehat, • Healthy Mantap,
Bertujuan meningkatkan derajat kesehatan dan mutu Aimed at improving the health and quality of life of the
kehidupan masyarakat, khususnya pensiunan untuk mencapai community, especially retirees to achieve optimal health
kondisi sehat optimal. Contoh program ini dilakukan dalam conditions. Examples of this program are carried out in the
bentuk senam sehat, olahraga bersama, program Klinik form of healthy gymnastics, joint sports, the Mantap Doctor
Dokter Mantap dalam bentuk cek kesehatan dan pemberian Clinic program in the form of health checks and free vitamin
obat vitamin gratis, program AloDokter Mantap dalam bentuk medicine, the AloDokter Mantap program in the form of
cek kesehatan online, program Seminar Kesehatan Online online health checks, the Online Health Seminar program
dan program Mantap Melihat dalam bentuk operasi katarak and the Mantap melihat program in the form of free cataract
gratis. surgery.
• Mantap Aktif, • Active Mantap,
Bertujuan mendukung penciptaan masyarakat, khususnya Aimed at supporting the creation of a society, especially retirees
pensiunan yang aktif, produktif serta tangguh dan bahagia. who are active, productive, resilient and happy. An example of
Contoh program ini dilakukan dalam bentuk kegiatan this program is carried out in the form of activities to support
pendukung produktivitas pensiunan dan diimplementasikan retiree productivity and implemented through activities that
melalui kegiatan yang berfokus pada bidang sosial & religi focus on the social & religious fields through the Mantap
melalui Komunitas Mantap Indonesia dan Program Aktif Indonesia Community and the Active Together with Mantap
Bersama Mantap, Buka Puasa Bersama dan Mantap Berbagi. Program, Breaking Fast Together and Mantap Sharing.
• Mantap Sejahtera, • Prosperous Mantap,
Bertujuan menciptakan masyarakat, khususnya pensiunan Aiming to create a society, especially retirees who are
yang mandiri dan sejahtera melalui kewirausahaan Pilar independent and prosperous through entrepreneurship,
Mantap Sejahtera diimplementasikan melalui beberapa the Mantap Sejahtera Pillar is implemented through several
program yaitu: programs, namely:
- Wirausaha Mantap Sejahtera dalam bentuk pelatihan - Mantap Sejahtera Entrepreneurship in the form of
berbasis mentor dengan sistem pendampingan dan mentor-based training with a mentoring and offtaker
offtaker system
- Mantap Cooking Club merupakan pelatihan wirausaha - Mantap Cooking Club is a culinary entrepreneurship
bidang kuliner yang memberikan dukungan berupa training that provides support in the form of training,
pelatihan, promosi usaha dan bantuan dana atau bahan business promotion and financial assistance or raw
baku, bekerja sama dengan BOLA Deli, SASA Group materials, in collaboration with BOLA Deli, SASA Group
ataupun mitra lokal sesuai dengan pelaksanaan Kantor or local partners according to the implementation of the
Cabang. Branch Office.
- Gerebek Dapur merupakan pelatihan wirausaha online - Grebek Dapur is an online entrepreneurship training that
yang akan memilih Mantapreneur Kuliner sebagai will select Mantapreneur Kuliner as MCC Ambassadors.
Duta MCC. Selain mempromosikan produk pensiunan, In addition to promoting retiree products, Bank Mandiri
Bank Mandiri Taspen dan pihak ke-3 akan memberikan Taspen and 3rd parties will provide business assistance and
PT Bank Mandiri Taspen
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bantuan usaha dan produk usaha bekerjasama dengan business products in collaboration with BOLA Deli and
BOLA Deli dan SASA Group. SASA Group.
- Pojok Wirausaha merupakan program yang bertujuan - Pojok Wirausaha is a program that aims to be a means
sebagai sarana promosi & berjualan produk usaha nasabah of promotion & selling Bank Mandiri Taspen customer
Bank Mandiri Taspen pada saat pembayaran gaji pensiun. business products when paying pension salaries.
- Program wirausaha kemitraan: - Partnership entrepreneurship program:
a. Warung Mantap Sejahtera, usaha warung kelontong a. Warung Mantap Sejahtera, a grocery store business
bekerjasama dengan Indogrosir, Lotte Grosir, in collaboration with Indogrosir, Lotte Grosir,
Suryamart, BUMNU Mart. Suryamart, BUMNU Mart.
b. Agen Kurir Mantap usaha jasa ekspedisi bekerjasama b. Mantap Courier Agent, an expedition service business
dengan TIKI. in collaboration with TIKI.
c. Toko Frozen Mantap usaha reseller frozen food c. Frozen Mantap Store is a frozen food reseller business
dengan bekerjasama PT Charoen Pokphand in collaboration with PT Charoen Pokphand Indonesia
Indonesia (branding Fiesta, Champ, Akumo, Asimo, (branding Fiesta, Champ, Akumo, Asimo, Okey,
Okey, Fiesta Ready to Meal & Fiesta Ready to Go). Fiesta Ready to Meal & Fiesta Ready to Go).
Kegiatan Tanggung Jawab Sosial Environmental Social Responsibility (TJSL)
Lingkungan (TJSL) [OJK F.25, GRI 413-1] Activities [OJK F.25, GRI 413-1]
Tanggung Jawab Sosial dan Lingkungan (TJSL) merupakan salah Social and Environmental Responsibility (TJSL) is one of the important
satu aspek penting dalam pelaksanaan kegiatan bisnis yang aspects in implementing sustainable business activities. Bank Mandiri
berkelanjutan. Bank Mandiri Taspen telah menjalankan Tanggung Taspen has implemented Social and Environmental Responsibility
Jawab Sosial dan Lingkungan sesuai dengan Undang-Undang in accordance with Law No. 4 of 2007 concerning Limited Liability
No. 4 Tahun 2007 tentang Perseroan dan Peraturan Pemerintah Companies and Government Regulation No. 47 of 2012 concerning
No. 47 Tahun 2012 tentang Tanggung Jawab Sosial Lingkungan Social and Environmental Responsibility of Limited Liability Companies.
Perseroan Terbatas. Kegiatan Dalam laporan ini, TJSL dimaknai Activities In this report, TJSL is interpreted as a commitment to
sebagai komitmen untuk berperan serta dalam pembangunan participate in sustainable economic development in order to improve
ekonomi berkelanjutan guna meningkatkan kualitas kehidupan the quality of life and the environment that is beneficial, both for
dan lingkungan yang bermanfaat, baik bagi Perusahaan sendiri, the Company itself, the local community, and society in general.
komunitas setempat, maupun masyarakat pada umumnya. Bank Bank Mandiri Taspen implements TJSL through the Corporate Social
Mandiri Taspen menerapkan TJSL melalui Program Tanggung Responsibility (CSR) Program.
Jawab Sosial Perusahaan (Corporate Social Responsibility/CSR).
Secara khusus, seusai dengan POJK Keuangan Berkelanjutan, Bank In particular, in accordance with the POJK on Sustainable Finance,
Mandiri Taspen telah mengalokasikan sebagian dana TJSL/CSR Bank Mandiri Taspen allocated part of the CSR funds to support
untuk mendukung kegiatan penerapan keuangan berkelanjutan. the implementation of sustainable finance activities. Support was
Dukungan disalurkan melalui penyelenggaraan berbagai program channelled through the implementation of various programs with the
dengan kualifikasi berikut: following qualifications:
a. pembangunan sarana dan prasarana untuk meningkatkan a. construction of facilities and infrastructure to improve the
kualitas hidup masyarakat sekitar daerah operasi perusahaan; quality of life of the community around the Company’s
operational areas;
b. penyelenggaraan pelatihan untuk usaha kecil dan menengah b. organizing training for Small and Medium Enterprises (SMEs)
(UKM) terkait bisnis berkelanjutan; related to sustainable business;
c. kegiatan yang berhubungan dengan aktivitas pemberdayaan c. activities related to community empowerment activities and/
masyarakat dan/atau keuangan inklusif; or financial inclusion;
d. kegiatan yang memiliki dampak positif pada kondisi sosial d. activities that have a positive impact on social and
dan lingkungan hidup, atau paling tidak dapat menghindari environmental conditions, or at least could avoid negative
dampak negatif dengan mengimplementasikan aktivitas impacts by implementing mitigation activities for the target
mitigasi bagi target kegiatan tersebut. activities;
e. kegiatan yang dapat berimplikasi pada peningkatan dan e. activities that could have implications for the improvement
pencapaian makna keuangan berkelanjutan, khususnya di and achievement of the meaning of sustainable finance,
lokasi kegiatan tersebut dilaksanakan dan secara umum particularly in the locations in which these activities were
di Indonesia. Makna utama implementasi Keuangan carried out and in general in Indonesia. The primary meaning
Berkelanjutan di Indonesia adalah dukungan menyeluruh of the implementation of Sustainable Finance in Indonesia
dari sektor jasa keuangan untuk menciptakan pertumbuhan was comprehensive support from the financial services sector
ekonomi berkelanjutan dengan menyelaraskan kepentingan to create sustainable economic growth by aligning economic,
ekonomi, sosial, dan lingkungan hidup. social and environmental interests.
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Kinerja Keberlanjutan
Sustainability Peraformance
Sepanjang tahun 2024, Bank Mandiri Taspen telah merealisasikan Throughout 2024, Bank Mandiri Taspen has realized TJSL/CSR
dana TJSL/CSR sebesar Rp2.089.505.172,- meningkat funds of IDR 2,089,505,172,- an increase compared to 2023 of IDR
dibandingkan dengan tahun 2023 sebesar Rp1.797.261.850,- 1,797,261,850,-
Keterangan 2024 2023 2022 Description
Realisasi Dana TJSL 2.089.505.172 1.797.261.850 1.430.539.000 Realization of TJSL Funds
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and the Sustainable Development Goals
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Peningkatan sarana Jakarta 7 Februari 2024 Pesantren Bank Mandiri Telah disalurkan
dan prasarana February 7, 2024 Rahmatan Lil Taspen memberikan dana sumbangan
Pesantren Rahmatan Lil Alamin bantuan dana untuk sebesar
Alamin RahmatanLil perbaikan dan Rp20.000.000,-
Improvement of Alamin Islamic peningkatan sarana A donation fund
facilities and Boarding School dan prasarana. distributed of
infrastructure at Bank Mandiri Rp20.000.000,-
Rahmatan Lil Alamin Taspen provided
Islamic Boarding funding for the
School. improvement
and upgrading
of facilities and
infrastructure.
Tali Asih Ambon 13 Februari 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation February 13, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
Deceased almarhum. Rp10.000.000,-
Tali Asih was given A donation fund
to the family of the distributed of
deceased. Rp10.000.000,-
Renovasi Pondok Deli Serdang 13 Februari 2024 Pondok Bank Mandiri Telah disalurkan
Pesantren Al-Hidayah, February 13, 2024 Pesantren Taspen memberikan dana sumbangan
yayasan Al-Ghazali Deli Al-Hidayah, bantuan dana yang sebesar
Serdang Yayasan AL- digunakan untuk Rp50.000.000,-
Renovation of Ghazali renovasi pondok A donation fund
Al-Hidayah Islamic Al-Hidayah pesantren. distributed of
Boarding School, Islamic Boarding Bank Mandiri Rp50.000.000,-
Al-Ghazali Foundation, School, Taspen provided
Deli Serdang. AL-Ghazali funding for the
Foundation renovation of the
Islamic boarding
school.
Peningkatan sarana Jawa Timur 08 Maret 2024 Pesantren Bank Mandiri Telah disalurkan
dan prasarana March 8, 2024 Lingkar Taspen memberikan dana sumbangan
Pesantren Lingkar Perdamaian bantuan dana untuk sebesar
Perdamaian Lamongan Lamongan perbaikan dan Rp100.0000.000,-
Improvement Lingkar peningkatan sarana A donation fund
of facilities and Perdamaian dan prasarana. distributed of
infrastructure at Lamongan Bank Mandiri Rp100.0000.000,-
Lingkar Perdamaian Islamic Boarding Taspen provided
Islamic Boarding School funding for the
School, Lamongan. improvement
and upgrading
of facilities and
infrastructure.
Tali Asih Padang 15 Maret 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation March 15, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
Deceased almarhum. Rp10.000.000,-
Tali Asih was given A donation fund
to the family of the distributed of
deceased. Rp10.000.000,-
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Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Bantuan Sosial Yayasan Jakarta 20 Maret 2024 Yayasan Bank Mandiri Telah disalurkan
ST Carolus Boromeus March 20, 2024 ST Carolus Taspen memberikan dana sumbangan
Social Assistance to the Borromeus bantuan dana sosial. sebesar
ST Carolus Boromeus ST Carolus Bank Mandiri Rp3.000.000,-
Foundation. Borromeus Taspen provided A donation fund
Foundation social assistance distributed of
funds. Rp3.000.000,-
Gema Ramadhan BKN Jakata 20 Maret 2024 BKN Bank Mandiri Telah disalurkan
Tahun 2024 March 20, 2024 BKN Taspen memberikan dana sumbangan
Gema Ramadhan BKN bantuan dana sosial. sebesar
2024 Event. Bank Mandiri Rp50.000.000,-
Taspen provided A donation fund
social assistance distributed of
funds. Rp50.000.000,-
Kegiatan Ramadhan Jakata 20 Maret 2024 BK Bank Mandiri Telah disalurkan
115 H Babinrohis March 20, 2024 BK Taspen memberikan dana sumbangan
Taspen bantuan dana sosial. sebesar
Ramadhan Activities Bank Mandiri Rp50.000.000,-
115 H Babinrohis Taspen provided A donation fund
Taspen. social assistance distributed of
funds. Rp50.000.000,-
Sumbangan Sembako Jakata 20 Maret 2024 Bank memberikan Telah disalurkan
HUT Taspen ke 61 March 20, 2024 bantuan sumbangan dana sumbangan
Basic food aid donation sembako yang sebesar
for Taspen's 61st dibagikan kepada Rp200.250.000,-
Anniversary. masyarakat dan A donation fund
Aparatur Sipil distributed of
Negara (ASN). Rp200.250.000,-
The bank provided
basic food aid
distributed to
the community
and State Civil
Apparatus.
Zakat Kelurahan Kelurahan 01 April 2024 Pegangsaan Bank Mandiri Telah disalurkan
Pegangsaan 2024 Pegangsaan April 01, 2024 Pegangsaan Taspen memberikan dana sumbangan
Zakat for Pegangsaan sumbangan zakat sebesar
Village 2024. yang disalurkan Rp2.000.000,-
kepada kelurahan A donation fund
pegangsaan. distributed of
Bank Mandiri Rp2.000.000,-
Taspen provided
zakat donations
that are channeled
to the Pegangsaan
sub-district.
Peningkatan Sarana Jakarta 01 April 2024 Yayasan Daarul Bank Mandiri Telah disalurkan
Prasarana Yayasan April 01, 2024 Khoir Taspen memberikan dana sumbangan
Daarul Khoir Daarul Khoir bantuan dana untuk sebesar
Improvement Foundation peningkatan sarana Rp25.000.000,-
of Facilities and prasarana Yayasan A donation fund
Infrastructure for Daarul Khoir. distributed of
the Daarul Khoir Bank Mandiri Rp25.000.000,-
Foundation. Taspen provided
funding for the
improvement
and upgrading
of facilities and
infrastructure at
the Daarul Khoir
Foundation.
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Kinerja Keberlanjutan
Sustainability Peraformance
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Peningkatan Sarana Jakarta 01 April 2024 Yayasan Bank Mandiri Telah disalurkan
Prasarana Yayasan April 01, 2024 Choirdiah Taspen memberikan dana sumbangan
Choridjah Choirdiah bantuan dana untuk sebesar
Improvement Foundation peningkatan sarana Rp25.000.000,-
of Facilities and prasarana Yayasan A donation fund
Infrastructure for the Choridjah. distributed of
Choridjah Foundation. Bank Mandiri Rp25.000.000,-
Taspen provided
funding for the
improvement
and upgrading
of facilities and
infrastructure at
the Choridjah
Foundation.
Sembako Kaum Du'afa Serang, 02 April 2024 Lingkungan Bank Mandiri Telah disalurkan
Basic food aid for Lampung, April 02, 2024 sekitar KC Taspen memberikan dana sumbangan
the Underprivilledge Bandung Serang, KC bantuan sembako sebesar
Community. Lampung dan Kaum Du'afa. Rp30.000.000,-
KC Bandung Bank Mandiri A donation fund
Surrounding Taspen provided distributed of
areas of KC basic food aid to Rp30.000.000,-
Serang, KC the underprivileged
Lampung, and community
KC Bandung
Armada Mudik Bapenas & 02 April 2024 Tenaga alih Bank memberikan Telah disalurkan
Bersama Taspen 2024 Kemenlu April 02, 2024 daya di kantor sumbangan dana. dana sumbangan
Taspen’s 2024 Mudik Bappenas dan The bank provided sebesar
Together Fleet. Kemenlu donation funds. Rp75.000.000,-
Outsourcing A donation fund
staff at Bappenas distributed of
and Ministry of Rp75.000.000,-
Foreign Affairs
offices
Renovasi Pondok Jakarta 18 April 2024 Pondok Bank memberikan Telah disalurkan
Pesantren Baitul Hilmi April 18, 2024 Pesantren Baitul bantuan dana untuk dana sumbangan
Renovation of the Hilmi renovasi pondok sebesar
Baitul Hilmi Islamic Baitul Hilmi pesantren. Rp30.000.000,-
Boarding School. Islamic Boarding The bank provided A donation fund
School funding for the distributed of
renovation of the Rp30.000.000,-
Islamic boarding
school.
Ibadah Paskah Gereja GKJ 22 April 2024 Gereja Kristen Bank memberikan Telah disalurkan
Kristen Jawa April 22, 2024 Jawa sumbangan dana dana sumbangan
Easter Worship at the Javanese untuk mendukung sebesar
Church of the Christian Christian Church kelancaran ibadah. Rp10.000.000,-
Community of Java The bank provided A donation fund
(Gereja Kristen Jawa). donation funds to distributed of
support religious Rp10.000.000,-
activities.
Tanggap Bencana Sumatera 23 April 2024 Warga Sumatra Bank memberikan Telah disalurkan
SUMBAR bersama Barat - April 23, 2024 Barat yang bantuan kepada dana sumbangan
Taspen Group Padang terdampak masyarakat yang sebesar
Disaster Response bencana terdampak bencana Rp10.000.000,-
in West Sumatra Residents of alam di Provinsi A donation fund
(SUMBAR) with Taspen West Sumatra Sumatera Barat. distributed of
Group. affected by The bank aided Rp10.000.000,-
disaster communities
affected by natural
disasters in West
Sumatra Province.
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Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Tali Asih Jember 29 April 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation April 29, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
deceased almarhum. Rp5.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp5.000.000,-
deceased.
Tali Asih Palu 29 April 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation April 29, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
deceased almarhum. Rp10.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp10.000.000,-
deceased.
Tanggap Bencana Sumatera 27 Mei 2024 Warga Bank memberikan Telah disalurkan
Banjir SUMBAR Barat - May 27, 2024 terdampak bantuan kepada dana sumbangan
Bersama MAI Padang banjir masyarakat yang sebesar
Disaster Response for Residents terdampak bencana Rp30.000.000,-
Floods in West Sumatra affected by alam di Provinsi A donation fund
(SUMBAR) with MAI. flooding Sumatera Barat. distributed of
The bank aided Rp30.000.000,-
communities
affected by natural
disasters in West
Sumatra Province.
Sumbangan Sosial Jakarta 27 Mei 2024 Lingkungan Bank memberikan Telah disalurkan
dalam Rangka HUT May 27, 2024 sekitar BKN bantuan dana sosial. dana sumbangan
BKN 2024 Surrounding The bank provided sebesar
Social Donation for the area of BKN social assistance Rp20.000.000,-
2024 BKN Anniversary. funds. A donation fund
distributed of
Rp20.000.000,-
Tali Asih Jakarta 29 Mei 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation May 29, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
deceased almarhum. Rp3.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp3.000.000,-
deceased.
Sapi Qurban Idul Adha Jakarta 10 Juni 2024 Kaum Dhuafa Pemberian bantuan Telah disalurkan
Qurban Cattle for Idul June 10, 2024 Underprivileged hewan kurban. dana sumbangan
Adha. community The bank provided sebesar
(Kaum Dhuafa) livestock for qurban Rp49.600.000
(sacrificial animals). A donation fund
distributed of
Rp49.600.000
Bantuan Sosial Warga Tanjung 12 Juni 2024 Warga Bank memberikan Telah disalurkan
Terdampak Bencana Pinang June 12, 2024 Terdampak bantuan kepada dana sumbangan
Alam Bencana Alam masyarakat yang sebesar
Social Assistance for Residents terdampak bencana Rp2.000.000,-
Communities Affected affected by alam di Tanjung A donation fund
by Natural Disasters. natural disasters Pinang. distributed of
The bank helped Rp2.000.000,-
communities
affected by natural
disasters in Tanjung
Pinang.
Bantuan Sembako Solok 12 Juni 2024 Lingkungan KC Bank memberikan Telah disalurkan
Basic food aid. June 12, 2024 Solok bantuan sembako dana sumbangan
Surrounding kepada warga sebesar Rp150.000,-
area of the KC sekitar. A donation fund
Solok The bank provides distributed of
basic food aid to the Rp150.000,-
local community.
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Kinerja Keberlanjutan
Sustainability Peraformance
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Bantuan Danapunia Bali 14 Juni 2024 Prawartaka Bank memberikan Telah disalurkan
Upacara Karya Agung June 14, 2024 Karya Pura Desa bantuan dana sosial dana sumbangan
Donation for Kahyangan Tiga untuk kegiatan sebesar
Danapunia Ceremony Desa Adat Jero keagamaan. Rp15.000.000,-
(Karya Agung). Kuta Batubulan The bank provided A donation fund
Prawartaka social assistance distributed of
Karya Pura, funds for religious Rp15.000.000,-
Kahyangan activities.
ThreeTraditional
Village, Jero
Kuta, Batubulan
Renovasi Rumah Bekasi 20 Juni 2024 GMIM Trinitas Pemberian bantuan Telah disalurkan
Ibadah GMIM Trinitas June 20, 2024 Bekasi dana renovasi dana sumbangan
Bekasi GMIM Trinitas rumah ibadah. sebesar
Renovation of GMIM Bekasi The bank provided Rp5.000.000,-
Trinitas Church in funds for the A donation fund
Bekasi. renovation of places distributed of
of worship. Rp5.000.000,-
Renovasi Greenhouse Jember 20 Juni 2024 Bpk Pemberian bantuan Telah disalurkan
Hidroponik June 20, 2024 Suharmanto, dana renovasi dana sumbangan
Renovation of nasabah greenhouse. sebesar
Hydroponic terdampak The bank provided Rp46.500.000,-
Greenhouse. angin kencang funds for the A donation fund
Mr. Suharmanto, renovation of a distributed of
customer greenhouse. Rp46.500.000,-
affected by gale
Pembuatan Intan & Sari Banyuwangi 20 Juni 2024 Wisata Edukasi/ Pemberian bantuan Telah disalurkan
Box di Pulau Santen June 20, 2024 Ecowisata Pantai untuk pelestarian dana sumbangan
Construction of Intan Pulau Santen keanekaragaman sebesar
& Sari Boxes in Pulau Educational hayati. Rp40.000.000,-
Santen. Tourism / The bank provided A donation fund
Ecotourism at support for the distributed of
Santen Island preservation of Rp40.000.000,-
Beach biodiversity.
Bantuan Sembako Bengkulu 25 Juni 2024 Lingkungan Pemberian bantuan Telah disalurkan
Basic food aid. June 25, 2024 disekitar KC berupa sembako. dana sumbangan
Bengkulu The bank provided sebesar Rp141.300,-
The surrounding basic food aid. A donation fund
around KC distributed of
Bengkulu Rp141.300,-
Timbangan Pegas Ambon 27 Juni 2024 Pedagang ikan Pemberian Telah disalurkan
Pedagang Ikan Pasar June 27, 2024 Pasar Binaya sumbangan dana sumbangan
Binaya Masohi - Ambon timbangan pegas sebesar
Ambon Fish Traders at Donation of spring Rp32.000.000,-
Spring Scales for Fish Binaya Market scale for fish A donation fund
Traders at Binaya Ambon. traders. distributed of
Market Masohi - Rp32.000.000,-
Ambon.
Renovasi Mushola Al Bengkalis- 27 Juni 2024 Yayasan Al Pemberian bantuan Telah disalurkan
Awwal Riau June 27, 2024 Awwal dana renovasi dana sumbangan
Renovation of Al Al Awwal tempat ibadah. sebesar
Awwal Mushola. Foundation Provision of funds Rp150.000.000,-
for the renovation A donation fund
of places of distributed of
worship. Rp150.000.000,-
Santunan Anak Yatim Serang, 28 Juni 2024 Beberapa Pemberian bantuan Telah disalurkan
Assistance for Lampung, June 28, 2024 perwakilan Anak anak yatim. dana sumbangan
Orphaned Children. Bandung Yatim di Serang, Donation for sebesar
Lampung & orphaned children. Rp130.289.138,-
Bandung A donation fund
Some distributed of
Representatives Rp130.289.138,-
of Orphaned
Children
in Serang,
Lampung &
Bandung.
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Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Tali Asih Surakarta 04 Juli 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation July 04, 2024 Almarhum Asih diberikan dana sumbangan
Family of the kepada keluarga sebesar
Deceased. almarhum. Rp3.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp3.000.000,-
deceased.
Bantuan Sanitasi Layak Solok 04 Juli 2024 Bpk Nasrul Brig Bank memberikan Telah disalurkan
& Air Bersih July 04, 2024 Mr. Nasrul Brig bantuan pembuatan dana sumbangan
Assistance for Proper sanitasi yang layak. sebesar
Sanitation & Clean The bank aided Rp26.800.000,-
Water. in the creation of A donation fund
proper sanitation. distributed of
Rp26.800.000,-
Sumbangan Korban Padang 08 Juli 2024 Beberapa Warga Bank memberikan Telah disalurkan
Bencana Alam Kota July 08, 2024 Terdampak bantuan kepada dana sumbangan
PDG-KC PDG Bencana masyarakat yang sebesar
Donation for Natural Several Disaster- terdampak bencana Rp10.000.000,-
Disaster Victims in PDG Affected alam. A donation fund
City - KC PDG. Residents. The bank aided distributed of
communities Rp10.000.000,-
affected by natural
disasters.
Sembako untuk Kulon Progo 10 Juli 2024 Ibu Sri Sudaryani Pemberian bantuan Telah disalurkan
Nasabah Penerima July 10, 2024 Mrs. Sri berupa sembako. dana sumbangan
Bantuan Bedah Rumah Sudaryani Provision of basic sebesar Rp130.500,-
Basic food aid for food aid. A donation fund
House Renovation distributed of
Beneficiary Customers. Rp130.500,-
Sumbangan GPIB 2024 Jakarta 12 Juli 2024 GPIB Bank memberikan Telah disalurkan
Donation for GPIB July 12, 2024 GPIB bantuan dana sosial. dana sumbangan
2024. The Bank provided sebesar
social fund Rp30.000.000,-
assistance. A donation fund
distributed of
Rp30.000.000,-
Sumbangan Masjid NTB 18 Juli 2024 Masjid Bank memberikan Telah disalurkan
Baiturahman NTB July 18, 2024 Baiturahman bantuan dana sosial dana sumbangan
Donation for Baiturahman untuk pemeliharaan sebesar
Baiturahman Mosque Mosque. masjid. Rp10.000.000,-
NTB. The Bank A donation fund
provided social distributed of
fund assistance Rp10.000.000,-
for mosque
maintenance.
Tali Asih Tabanan 18 Juli 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation July 18, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased. almarhum. Rp3.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp3.000.000,-
deceased.
Program Ecowisata: Banyuwangi 18 Juli 2024 Masyarakat Pemberian bantuan Telah disalurkan
Solar Panel, Tempat July 18, 2024 Pantai Pulau pemasangan panel dana sumbangan
Sampah & Renovasi Santen surya, penyediaan sebesar
Gapura The community tempat sampah, dan Rp21.470.000,-
Ecotourism Program: of Santen Island renovasi gapura. A donation fund
Solar Panels, Trash Bins Beach. Assistance was distributed of
& Renovation of the provided for the Rp21.470.000,-
Gate. installation of solar
panels, provision
of trash bins, and
renovation of the
gate.
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Kinerja Keberlanjutan
Sustainability Peraformance
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Tali Asih Palangkaraya 19 Juli 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation July 19, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased. almarhum. Rp2.500.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp2.500.000,-
deceased.
Bantuan Hewan Medan 29 Juli 2024 Lingkungan KC Pemberian bantuan Telah disalurkan
Kurban Tahun 2024 KC July 29, 2024 Medan berupa sembako. dana sumbangan
MEDAN The environment Assistance in the sebesar
Qurban Animal of KC Medan. form of basic food Rp8.000.000,-
Assistance for 2024 KC items was provided. A donation fund
Medan. distributed of
Rp8.000.000,-
CSR Renovasi Rumah Mataram 30 Juli 2024 Ibu Wasilah Pemberian bantuan Telah disalurkan
(Mataram) 2024 July 30, 2024 Mrs. Wasilah dana untuk renovasi dana sumbangan
CSR for Home rumah. sebesar
Renovation (Mataram) Financial assistance Rp64.801.675,-
2024. was provided for A donation fund
home renovation. distributed of
Rp64.801.675,-
Santunan Penerima Solok 31 Juli 2024 Bapak Nasrulbrig Pemberian bantuan Telah disalurkan
Bantuan Sanitasi & Air July 31, 2024 Mr. Nasrulbrig langsung berupa dana sumbangan
Bersih fasilitas sanitasi & air sebesar
Assistance for bersih. Rp3.500.000,-
recipients of sanitation Direct assistance A donation fund
and clean water aid. in the form of distributed of
sanitation and clean Rp3.500.000,-
water facilities.
Sumbangan Renovasi Depok 31 Juli 2024 Yayasan Tri Pemberian bantuan Telah disalurkan
Gedung Sekolah July 31, 2024 Bhuana Agung dana untuk renovasi dana sumbangan
Pasraman Swastika Tri Bhuana sekolah. sebesar
Donation for the Agung Financial assistance Rp15.000.000,-
renovation of Pasraman Foundation was provided for A donation fund
Swastika School school renovation. distributed of
building. Rp15.000.000,-
Sumbangan Renovasi Cirebon 01 Agustus 2024 Ibu Sainah Pemberian bantuan Telah disalurkan
Kolam Nila dan Lele August 01, 2024 Mrs. Sainah dana untuk renovasi dana sumbangan
Mantapreneur tempat usaha. sebesar
Donation for the Financial assistance Rp28.160.000,-
renovation of the was provided for A donation fund
Tilapia and Catfish business place distributed of
Pond at Mantapreneur. renovation. Rp28.160.000,-
Tali Asih Palangkarya 05 Agustus 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation August 05, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp2.500.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp2.500.000,-
deceased.
Tali Asih Jayapura 05 Agustus 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation August 05, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp4.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp4.000.000,-
deceased.
CSR Bedah Rumah Bengkulu 06 Agustus 2024 Ida Lukerti Pemberian bantuan Telah disalurkan
Bengkulu August 06, 2024 Ida Lukerti dana untuk renovasi dana sumbangan
CSR for home rumah. sebesar
renovation in Bengkulu. Financial assistance Rp65.291.539,-
was provided for A donation fund
home renovation. distributed of
Rp65.291.539,-
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Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
CSR UKM di Sarinah Jakarta 07 Agustus 2024 UMKM Jakarta Pemberian Telah disalurkan
oleh Bank Mantap August 07, 2024 SMEs in Jakarta. dukungan kepada dana sumbangan
CSR for SMEs in pelaku UMKM di sebesar
Sarinah by Bank Sarinah. Rp26.150.000,-
Mantap. Support provided to A donation fund
MSMEs in Sarinah. distributed of
Rp26.150.000,-
Renovasi Rumah CSR Kulon Progo 13 Agustus 2024 Ibu Sri Sudaryani Pemberian bantuan Telah disalurkan
Yogya August 13, 2024 Mrs. Sri dana untuk renovasi dana sumbangan
Home renovation CSR Sudaryani. rumah. sebesar
in Yogyakarta. Financial assistance Rp99.200.000,-
was provided for A donation fund
home renovation. distributed of
Rp99.200.000,-
Sumbangan Kegiatan Medan 09 September SLB YPAC Bank memberikan Telah disalurkan
SKLH SLB YPAC Medan 2024 Medan bantuan dana sosial. dana sumbangan
Donation for SKLH September 09, SLB YPAC The Bank provided sebesar
activities at SLB YPAC 2024 Medan social fund Rp8.000.000,-
Medan. assistance. A donation fund
distributed of
Rp8.000.000,-
Pelepasan Penyu - Banyuwangi 11 September 2024 Ecowosata Bank berkontribusi Telah disalurkan
Ecowisata Pantai Pulau September 11, Pantai Pulau dalam pelestarian dana sumbangan
Santen 2024 Santen keanekaragaman sebesar
Turtle release - Ecowosata hayati. Rp6.000.000,-
Ecotourism at Pulau Beach, Santen The Bank A donation fund
Santen Beach. Island. contributed distributed of
to biodiversity Rp6.000.000,-
conservation.
Tali Asih Samarinda 18 September 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation September 18, Almarhum Asih diberikan dana sumbangan
2024 The family of the kepada keluarga sebesar
deceased almarhum. Rp5.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp5.000.000,-
deceased.
Tali Asih Pesantren 07 Oktober 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation Lingkar October 07, 2024 Almarhum Asih diberikan dana sumbangan
Jakarta The family of the kepada keluarga sebesar
deceased almarhum. Rp20.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp20.000.000,-
deceased.
Halte Universitas Nusa Kupang 08 Oktober 2024 Mahasiswa Bank memberikan Telah disalurkan
Cendana October 08, 2024 dan Dosen bantuan dana untuk dana sumbangan
Bus stop at Nusa Universitas Nusa pembangunan sebesar
Cendana University. Cendana halte. Rp20.000.000,-
Students and The Bank provided A donation fund
lecturers of financial assistance distributed of
Nusa Cendana for the construction Rp20.000.000,-
University. of bus stops.
Tali Asih Surabaya 09 Oktober 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation October 09, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp3.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp3.000.000,-
deceased.
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Kinerja Keberlanjutan
Sustainability Peraformance
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Tali Asih Semarang 11 Oktober 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation October 11, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp5.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp5.000.000,-
deceased.
Tali Asih Surakarta 25 Oktober 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation October 25, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp20.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp20.000.000,-
deceased.
Renovasi Masjid Jakarta 29 Oktober 2024 SMPN 74 Pemberian bantuan Telah disalurkan
SMPN 74 October 29, 2024 SMPN 74 dana untuk renovasi dana sumbangan
Renovation of the tempat ibadah. sebesar
Al-Muslimin Mosque at Financial assistance Rp5.000.000,-
SMPN 74. was provided for the A donation fund
renovation of places distributed of
of worship. Rp5.000.000,-
Tali Asih Jayapura 01 November 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation November 01, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp24.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp24.000.000,-
deceased.
Sumbangan Jakarta 01 November 2024 Yayasan Bank memberikan Telah disalurkan
Yayasan Pendidikan November 01, 2024 Foundation bantuan dana dana sumbangan
untuk Anak-Anak sosial untuk anak- sebesar
Penyandang Disabilitas anak penyandang Rp10.000.000,-
Donation to the disabilitas. A donation fund
Educational Foundation The Bank distributed of
for Children with provided social Rp10.000.000,-
Disabilities. fund assistance
for children with
disabilities.
TJSL Reverse Vending Jakarta 06 November 2024 Masyarakat Pembelian mesin Telah disalurkan
Machine Carbon Offset November 06, sekitar Kantor reverse vending dana sumbangan
TJSL Reverse Vending 2024 Pusat DJP dan machine. sebesar
Machine Carbon Offset lingkungan pada Purchase of reverse Rp127.551.020,-
umumnya vending machine. A donation fund
The community distributed of
around the DJP Rp127.551.020,-
Head Office and
the surrounding
environment
Bantuan Kesehatan Flores, NTT 12 November 2024 Masyarakat Bank memberikan Telah disalurkan
kepada Masyarakat November 12, 2024 terdampak bantuan kepada dana sumbangan
terdampak Erupsi Bencana masyarakat yang sebesar
Gunung Lewotobi Communities terdampak bencana Rp13.000.000,-
Health assistance to the affected by alam. A donation fund
community affected by disasters The Bank aided distributed of
the eruption of Mount communities Rp13.000.000,-
Lewotobi affected by natural
disasters.
Sumbangan Kegiatan Jakarta 12 November 2024 Murid SMA 31 Bank memberikan Telah disalurkan
Keagamaan (SMA 31 November 12, 2024 Jakarta bantuan dana sosial dana sumbangan
Jakarta) Students of SMA untuk kegiatan sebesar
Donation for religious 31 Jakarta keagamaan. Rp5.000.000,
activities (SMA 31 The Bank provided A donation fund
Jakarta) social fund distributed of
assistance for Rp5.000.000,
religious activities.
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Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
Renovasi Ruang TU Bogor 14 November 2024 SMAN 3 Bogor Pemberian bantuan Telah disalurkan
SMAN 3 Bogor November 14, SMAN 3 Bogor dana untuk renovasi dana sumbangan
Renovation of the 2024 sekolah. sebesar
Administration Room Financial assistance Rp25.000.000,-
at SMAN 3 Bogor was given for school A donation fund
renovation. distributed of
Rp25.000.000,-
Tali Asih Semarang 19 November 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation November 19, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp5.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp5.000.000,-
deceased.
Tali Asih Bandar 20 November 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation Lampung & November 20, Almarhum Asih diberikan dana sumbangan
Jayapura 2024 The family of the kepada keluarga sebesar
deceased almarhum. Rp7.000.000,-
Tali Asih donation A donation fund
was given to the distributed of
family of the Rp7.000.000,-
deceased.
Santunan kepada Flores, NTT 20 November 2024 Beberapa warga Bank memberikan Telah disalurkan
nasabah terdampak November 20, terdampak bantuan kepada dana sumbangan
erupsi gunung lewotobi 2024 erupsi masyarakat yang sebesar
Compensation to Several residents terdampak bencana Rp14.000.000,-
customers affected by affected by the alam. A donation fund
the eruption of Mount eruption The Bank aided distributed of r
Lewotobi communities Rp14.000.000,-
affected by natural
disasters.
Sumbangan Natal GPIB Tangerang 21 November 2024 Jemaat GPIB Bank memberikan Telah disalurkan
di Tangerang November 21, 2024 Tangerang bantuan dana sosial dana sumbangan
Christmas donation to The untuk kegiatan sebesar
GPIB in Tangerang congregation of keagamaan. Rp10.000.000,-
GPIB Tangerang The Bank provided A donation fund
social fund distributed of
assistance for Rp10.000.000,-
religious activities.
Sumbangan Natal Jakarta 22 November 2024 Murid dan guru Bank memberikan Telah disalurkan
sekolah di Jakarta November 25, University bantuan dana sosial dana sumbangan
Christmas donation to 2024 students untuk kegiatan sebesar
a university in Sumatra keagamaan. Rp5.000.000,-
The Bank provided A donation fund
social fund distributed of
assistance for Rp5.000.000,-
religious activities.
TJSL Renovasi Pekan Baru 29 November 2024 Ibu Neneng Bank memberikan Telah disalurkan
Kumbung Jamur November 29, Mrs. Neneng bantuan dana sosial dana sumbangan
TJSL Renovation of 2024 The Bank provided sebesar
Kumbung Jamur social fund Rp22.924.000,-
assistance. A donation fund
distributed of
Rp22.924.000,-
Sumbangan Natal FKKPI 10 Desember 2024 Anggota Forum Bank memberikan Telah disalurkan
Forum Komunikasi December 10, 2024 FKKPI bantuan dana sosial dana sumbangan
Putra Putri Members of the untuk kegiatan sebesar
Purnawirawan TNI FKKPI Forum keagamaan. Rp10.000.000-
& Polri The Bank provided A donation fund
Christmas donation social fund distributed of
to the Forum for assistance for Rp10.000.000-
Communication of the religious activities.
Sons and Daughters
of Retired TNI & Polri
Officers
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Kinerja Keberlanjutan
Sustainability Peraformance
Tujuan
Pembangunan
Jenis Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
Kegiatan TJSL Location Date Recipient Description Achievement Sustainable
TJSL Activity Types
Development
Goals
TJSL Program Bedah Kulon Progo, 10 Desember 2024 Ibu sri Sudaryani Pemberian bantuan Telah disalurkan
Rumah Jogja December 10, 2024 Mrs. Sri dana untuk renovasi dana sumbangan
TJSL Home Renovation Sudaryani rumah. sebesar
Program Financial assistance Rp12.596.000,-
was provided for A donation fund
home renovation. distributed of
Rp12.596.000,-
Tali Asih Samarinda 11 Desember 2024 Keluarga Sumbangan Tali Telah disalurkan
Tali Asih donation December 11, 2024 Almarhum Asih diberikan dana sumbangan
The family of the kepada keluarga sebesar
deceased almarhum. Rp5.000.000,-
The Tali Asih A donation fund
contribution was distributed of
given to the family Rp5.000.000,-
of the deceased.
Sumbangan Sekolah TK Jakarta 19 Desember 2024 Lingkungan Pemberian bantuan Telah disalurkan
Donation for the December 19, 2024 sekolah dana untuk renovasi dana sumbangan
Kindergarten School The school sekolah. sebesar
environment Financial assistance Rp3.000.000,-
was provided for the A donation fund
renovation of the distributed of
school. Rp3.000.000,-
Sumbangan RS Tzu Chi Jakarta 23 Desember 2024 RS Tzu Chi Bank memberikan Telah disalurkan
Donation for Tzu Chi December 23, 2024 Tzu Chi Hospital bantuan dana sosial. dana sumbangan
Hospital The Bank provided sebesar
social fund Rp1.000.000,-
assistance. A donation fund
distributed of
Rp1.000.000,-
Sumbangan Renovasi Jakarta 24 Desember 2024 Lingkungan Pemberian bantuan Telah disalurkan
Rumah Ibadah Al- December 23, 2024 Masjid Al- dana untuk renovasi dana sumbangan
Muslimin Muslimin tempat ibadah. sebesar
Donation for the The Al-Muslimin Financial assistance Rp30.000.000,-
Renovation of Al- Mosque was given for the A donation fund
Muslimin Place of environment renovation of a distributed of
Worship place of worship. Rp30.000.000,-
Total Rp2.089.505.172,-
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CSR kepada Komunitas Mantap Indonesia (KMI)
CSR to the Mantap Indonesia Community (KMI)
Pada tahun 2024, Bank Mandiri Taspen telah
memberikan dukungan signifikan melalui
program Corporate Social Responsibility (CSR)
kepada Komunitas Mantap Indonesia (KMI)
sebagai bagian dari upaya untuk mendorong
pengembangan usaha masyarakat. Di Jember,
bantuan yang diberikan meliputi pembuatan
greenhouse dan instalasi sistem hidroponik untuk
mendukung KMI di bidang usaha hidroponik,
yang bertujuan untuk meningkatkan efisiensi
dan hasil produksi pertanian dengan teknologi
ramah lingkungan. Di Cirebon, Bank Mandiri
Taspen memberikan dukungan berupa perbaikan
kolam budidaya ikan nila melalui program KMI
di bidang usaha Budidaya Nila, yang diharapkan
dapat meningkatkan kualitas dan kuantitas hasil
budidaya ikan. Selain itu, bantuan juga diberikan
untuk perbaikan kumbung jamur dalam program
KMI di bidang usaha Budidaya Jamur Tiram di
Pekanbaru, guna memperkuat sektor pertanian
dan meningkatkan pendapatan masyarakat.
Melalui berbagai inisiatif ini, Bank Mandiri Taspen
berkomitmen untuk memperkuat keberlanjutan
usaha mitra KMI dan menciptakan dampak
positif yang luas bagi perekonomian lokal.
In 2024, Bank Mandiri Taspen has provided
significant support through the Corporate Social
Responsibility (CSR) program to the Mantap
Indonesia Community (KMI) as part of an effort
to encourage the development of community
businesses. In Jember, the assistance provided
includes the construction of greenhouses and
installation of hydroponic systems to support KMI
in the hydroponic business sector, which aims
to increase the efficiency and yield of agricultural
production with environmentally friendly
technology. In Cirebon, Bank Mandiri Taspen
provides support in the form of repairing tilapia fish
farming ponds through the KMI program in the
Tilapia Cultivation business sector, which is expected
to improve the quality and quantity of fish farming
results. In addition, assistance is also provided for
the repair of mushroom huts in the KMI program in
the Oyster Mushroom Cultivation business sector in
Pekanbaru, in order to strengthen the agricultural
sector and increase community income. Through
these various initiatives, Bank Mandiri Taspen is
committed to strengthening the sustainability
of KMI partner businesses and creating a broad
positive impact on the local economy.
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Kinerja Keberlanjutan
Sustainability Peraformance
CSR Penyediaan Booth untuk UMKM di Sarinah, Jakarta Penyediaan Tempat Sampah Pilah, Lampu Solar Panel di
CSR Provision of Booths for MSMEs in Sarinah, Jakarta Pulau Santen, Banyuwangi
Provision of Sorting Waste Bins, Solar Panel Lights on
Santen Island, Banyuwangi
CSR Timbangan Pegas di Pasar Masohi, Maluku CSR Timbangan Pegas di Pasar Masohi, Maluku
CSR Spring Scales at Masohi Market, Maluku CSR Spring Scales at Masohi Market, Maluku
CSR Timbangan Pegas di Pasar Masohi, Maluku CSR Timbangan Pegas di Pasar Masohi, Maluku
CSR Spring Scales at Masohi Market, Maluku CSR Spring Scales at Masohi Market, Maluku
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Mantap Melihat Mantap Melihat
Mantap Melihat Mantap Melihat
CSR Penyediaan Sarana Halte di Universitas Nusa CSR Intan & Sari Box Alat Penetas Penyu Tanpa Pasir di
Cendana, Kupang Ekowisata Pulau Santen, Banyuwangi
CSR Provision of Bus Stop Facilities at Nusa Cendana CSR Intan & Sari Box Sand-Free Turtle Hatching Device at
University, Kupang Santen Island Ecotourism, Banyuwangi
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Kepatuhan Terhadap Hukum Compliance with Laws
dan Peraturan [GRI 2-27, FN-CB-510a.1] and Regulations [GRI 2-27, FN-CB-510a.1]
Bank Mandiri Taspen senantiasa berpedoman pada hukum dan Bank Mandiri Taspen always adheres to the laws and regulations in
peraturan yang berlaku dalam menjalankan kegiatan bisnis. conducting its business activities. As of the end of December 2024,
Sampai dengan akhir Desember 2024, tidak terdapat kasus there were no cases of non-compliance with laws and regulations
akibat ketidakpatuhan terhadap undang-undang dan peraturan that resulted in fines being imposed or non-monetary sanctions being
yang menyebabkan denda dikeluarkan dan sanksi non moneter applied to Bank Mandiri Taspen.
dikenakan kepada Bank Mandiri Taspen.
Pengaduan Masyarakat [OJK F.24, GRI 2-16, Public Complaints [OJK F.24, GRI 2-16, FN-CB-510a.2]
FN-CB-510a.2]
Bank Mandiri Taspen menyediakan saluran pengaduan Bank Mandiri Taspen provides a whistleblowing system for
whistleblowing system. Para pemangku kepentingan dapat reporting. Stakeholders can report issues related to ethics,
menyampaikan hal-hal yang berkaitan dengan etika, integritas, integrity, norms, alleged violations, and social and environmental
norma-norma, dugaan pelanggaran dan hal-hal terkait isu sosial issues within the operational areas. The public can submit
dan lingkungan di lingkungan wilayah operasi. Masyarakat dapat complaints in writing via email at ltc@rsm.id or through the
melaporkan pengaduan secara tertulis melalui email ltc@rsm.id official Bank website at https://whistleblowing.tips/wbs/@
atau dapat disampaikan melalui website resmi Bank yaitu https:// bankmandiritaspen. All complaints related to alleged violations
whistleblowing.tips/wbs/@bankmandiritaspen. Semua pengaduan (fraud) will be guaranteed confidentiality and security by the
akan dugaan pelanggaran (fraud) yang disampaikan akan Bank, and the whistleblower will be assured of their right to
dijamin kerahasiaan dan keamanannya oleh Bank dan pelapor receive information regarding the status of the follow-up on
(whistleblower) dijamin haknya untuk memperoleh informasi their report.
mengenai status tindak lanjut atas laporannya.
Seluruh pengaduan yang masuk, dikelola oleh Unit Strategi Anti- All incoming complaints are managed by the Anti-Fraud Strategy
Fraud, selanjutnya Unit Strategi Anti-Fraud akan melakukan Unit, which will conduct investigations on the received reports. The
investigasi atas laporan yang diterima. Unit Strategi Anti-Fraud harus Anti-Fraud Strategy Unit must maintain neutrality, independence, and
bersifat Netral, Independensi, Profesionalisme dalam menerima professionalism when handling violation complaints, adhering to the
pengaduan pelanggaran dengan menggunakan asas Praduga principle of Presumption of Innocence, which means that a person is
Tak Bersalah atau Presumption of Innocence yaitu asas dimana presumed innocent until proven guilty.
seseorang dinyatakan tidak bersalah hingga dinyatakan bersalah.
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Adapun mekanisme pengaduan masyarakat yang dimiliki oleh The mechanism for public complaints at Bank Mandiri Taspen is as
Bank Mandiri Taspen, adalah sebagai berikut. follows:
Pihak Eksternal
Direktur Utama
Whistleblower External parties
President Director
(PT RSM Indonesia)
Mulai
Start
Mengirimkan informasi pengaduan
via media WBS (email atau sistem Menerima
WBS pada website bank) Informasi Pengaduan
Sending complaint information via Receive
WBS media (email or WBS system on Complaint Information
the bank website)
Menerima E-Mail bahwa informasi Melakukan Verifikasi dan
pengaduan tidak lengkap Validasi Pengaduan
Received an E-Mail that the Verifying and
complaint information is incomplete Validating Complaints
Menerima laporan hasil investigasi
Melakukan Konfirmasi kepada
berupa executive summary
Whistleblower
Receive a report on the results of
Confirming with
the investigation in the form of an
the Whistleblower
executive summary
Memberikan rekomendasi
tindaklanjut secara jelas kepada
PIC WBS untuk ditindaklanjuti dan
berdasarkan verivikasi 4W+1H
Provide clear follow-up
recommendations to the PIC WBS
to be followed up and based on
4W+1H verification
Menerima dokumen summary
tindaklanjut pemeriksaan untuk
Menerima informasi status
disampaikan kepada pelapor melalui
pemeriksaan
E-mail
Receive inspection
Receive inspection follow-up
status information
summary documents to be
submitted to the reporter via e-mail
Selesai
End
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Divisi Internal Audit
PIC Whistleblowing System Central Operations Division
Internal Audit Division
Evaluasi (4W1H) dan menyampaikan
keputusan tindak lanjut laporan
pengaduan
Evaluation (4W1H) and delivering
follow-up decisions on complaint
reports
Melakukan Verifikasi dan validasi
atas rekomendasi dari Pihak
Eksternal
Carrying out verification and
validation of recommendations from Proses investigasi oleh IA, atau joint
external parties investigasi yang dilakukan dengan
Divisi RBC
Investigation process by IA, or joint
investigation carried out with the
RBC Division
Melanjutkan informasi pengaduan Menerima informasi pengaduan
kepada unit terkait sesuai untuk ditindaklanjuti dan diinput
rekomendasi pihak eksternal
pada sistem SAHABAR
Continuing complaint information
to related units according to Receive complaint information to
recommendations from external be followed up and input into the
parties SAHABAT system
Laporan hasil investigasi Summary Tindaklanjut Pemeriksaan
Investigation report Summary of Audit Follow-up
Menerima dan meneruskan
Summary Tindaklanjut Pemeriksaan
Receive and forward the Audit
Follow-up Summary
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Sepanjang tahun 2024, tidak terdapat pengaduan terkait Throughout 2024, there were no complaints related to fraud. However,
dengan fraud. Namun, Bank Mandiri Taspen telah menerima 105 Bank Mandiri Taspen received a total of 105 complaints, consisting of
pengaduan yang terdiri dari 1 (satu) pengaduan non-fraud, 61 1 (one) non-fraud complaint, 61 general complaints, and 43 complaints
pengaduan umum, serta 43 pengaduan yang tidak memenuhi that did not meet the reporting criteria. All received complaints have
unsur pelaporan. Seluruh pengaduan yang diterima telah been followed up and resolved. Below is the breakdown of the
ditindaklanjut dan dinyatakan selesai. Berikut jumlah pengaduan number of complaints and the complaint handling process at Bank
dan proses pengaduan yang diterima oleh Bank Mandiri Taspen. Mandiri Taspen.
Media Penyampaian Kategori Pelaporan
Tidak Ditindaklanjuti
Media of Reporting Reporting Category
(tidak memenuhi unsur Laporan
Tahun pelaporan 4W+1H) Dinyatakan
Pengaduan
Year Not Followed Up Selesai
Non- Umum
Email Website Fraud (does not meet 4W+1H Report Resolved
Fraud General
reporting elements)
Complaints
2024 44 61 - 1 61 43 105
2023 25 56 1 2 58 20 81
2022 30 39 1 1 44 23 69
Pengaduan Nasabah Customer Complaints
Pengaduan Nasabah Bank Mandiri Taspen melayani atas keluhan Bank Mandiri Taspen addresses customer complaints and grievances
dan pengaduan nasabah terkait kualitas produk dan layanan related to the quality of the company’s products and services and is
perusahaan dan berkomitmen untuk memberikan solusi atas committed to providing solutions in accordance with the applicable
pengaduan tersebut sesuai dengan standar operasional prosedur standard operating procedures. Bank Mandiri Taspen is dedicated to
yang berlaku. Bank Mandiri Taspen berkomitmen untuk memberikan delivering the best possible service to customers and ensuring that
pelayanan yang terbaik kepada nasabah dan memastikan bahwa every complaint and grievance is handled promptly and effectively.
setiap keluhan dan pengaduan nasabah ditangani dengan cepat This commitment is not only an implementation of Law No. 8 of
dan efektif. Selain merupakan implementasi Undang-Undang 1999 concerning Consumer Protection, but is also enforced by the
No 8 Tahun 1999 tentang Perlindungan Konsumen, komitmen Company as part of its compliance with the following regulations:
tersebut ditegakkan Perseroan sebagai bentuk kepatuhan Financial Services Authority Regulation (POJK) No. 22 of 2023
terhadap Peraturan Otoritas Jasa Keuangan (POJK) Nomor 22 concerning Consumer and Public Protection in the Financial Services
Tahun 2023 tentang Pelindungan Konsumen dan Masyarakat Sector, Bank Indonesia Regulation No. 3 of 2023 concerning Bank
di Sektor Jasa Keuangan, Peraturan Bank Indonesia Nomor 3 Indonesia Consumer Protection, and Governor Board Member
Tahun 2023 tentang Pelindungan Konsumen Bank Indonesia dan Regulation No. 20 of 2023 on Procedures for the Implementation of
Peraturan Anggota Dewan Gubernur No 20 Tahun 2023 tentang Consumer Protection by Bank Indonesia. Bank Mandiri Taspen has also
Tata Cara Pelaksanaan Pelindungan Konsumen Bank Indonesia. established its Customer Service and Complaint Resolution Guidelines,
Bank Mandiri Taspen juga telah memiliki Pedoman Pelayanan dan namely the Standard Procedure for Customer Complaint Handling and
Penyelesaian Pengaduan Konsumen Bank Mandiri Taspen yaitu the Standard Procedure for Consumer and Public Protection.
Standar Prosedur Penanganan Pengaduan Nasabah dan Standar
Prosedur Perlindungan Konsumen dan Masyarakat.
Bank telah memiliki mekanisme penanganan pengaduan yang The Bank has established a complaint handling mechanism that is
dibagi dalam beberapa proses dengan melibatkan unit kerja di divided into several processes involving work units at both the Head
Kantor Pusat dan Kantor Cabang yaitu: Office and Branch Offices, namely:
1. Unit penerima pengaduan nasabah yaitu merupakan unit 1. Customer Complaint Receiving Unit, which refers to the work
kerja yang menerima, menindaklanjuti dan menyelesaikan units responsible for receiving, following up, and resolving
pengaduan nasabah secara langsung (First Contact Resolution) customer complaints directly (First Contact Resolution) and
serta melaksanakan kebijakan service recovery sesuai dengan for implementing service recovery policies in accordance with
kewenangannya. Yang dimaksudkan sebagai unit penerima their authority. The receiving units consist of the following
adalah kanal atau saluran pengaduan sebagai berikut: complaint channels:
a. Layanan kantor cabang, Petugas Kantor Cabang yang a. Branch Office personnel designated as the receiving unit
difungsikan sebagai unit penerima yang melakukan for customer service and complaint resolution are the
fungsi pelayanan dan penyelesaian pengaduan nasabah Customer Service (CS) staff and Branch Leadership, with
adalah Customer Service (CS) dan Pimpinan Kantor, the following duties and responsibilities:
dengan tugas dan tanggung jawab:
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• Menerima setiap pengaduan nasabah; • Receiving all customer complaints;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and documenting all data/
dokumen pengaduan nasabah pada sistem documents related to customer complaints in the
pencatatan pengaduan nasabah; Bank’s complaint recording system;
• Menyelesaikan setiap pengaduan nasabah yang • Resolving customer complaints that can be handled
bisa dilakukan langsung dengan tidak melibatkan directly without the involvement of other work units,
unit kerja lainnya, dalam hal ini jika penyelesaian i.e., if the complaint can be resolved independently
pengaduan dapat diselesaikan sendiri secara langsung by the Complaint Receiving Unit;
oleh Unit Kerja Penerima Pengaduan Nasabah.
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on complaints that cannot be resolved
penyelesaiannya tidak dapat dilakukan langsung, directly, by forwarding them to the Complaint
dengan meneruskan pengaduan ke Unit Kerja Management Unit and/or Customer Complaint
Pengelola dan atau Unit Penyelesaian Pengaduan Resolution Unit when resolution requires investigation
Nasabah apabila penyelesaian pengaduan tersebut or review by another unit;
memerlukan investigasi/ penelitian oleh unit kerja
lain;
• Menyampaikan hasil tindak lanjut penyelesaian • Communicating the results of the complaint
pengaduan nasabah, baik kepada nasabah maupun resolution follow-up to both the customer and the
unit terkait, dan melakukan update status/ respon relevant unit, and updating the complaint status/
pada sistem pencatatan pengaduan nasabah; response in the Bank’s complaint recording system;
• Melaporkan setiap pengaduan nasabah dan hasil • Reporting all customer complaints and their resolution
penyelesaiannya kepada Unit Kerja Pengelola outcomes to the Customer Complaint Management
Pengaduan Nasabah; Unit;
• Terkait pengaduan nasabah yang berkebutuhan • Handling complaints from customers with special
khusus, dapat dilayani di cabang terdekat; needs at the nearest branch office;
• Dalam hal pengaduan nasabah yang diterima cabang • In cases where the branch receives a complaint via
melalui surat dari kepolisian, cabang berkoordinasi official correspondence from the police, the branch
melalui Divisi Distribution & Portofolio Management must coordinate through the Distribution & Portfolio
kepada Unit Legal dan Unit Risk Business Control (Jika Management Division with the Legal Unit and the
diperlukan) untuk memberikan tindak lanjut atau Business Control Risk Unit (if required) to provide an
jawaban. appropriate follow-up or response.
b. Layanan Contact Center, Petugas Call Center yang b. Call Center personnel serving as the receiving unit
difungsikan sebagai unit penerima yang melakukan responsible for customer service and complaint resolution
fungsi pelayanan dan penyelesaian pengaduan nasabah are the Call Center Agents and Call Center Leaders, with
adalah Agent Call Center dan Leader Call Center, dengan the following duties and responsibilities:
tugas dan tanggung jawab antara lain:
• Menerima setiap pengaduan nasabah; • Receiving all customer complaints;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and recording all data/
dokumen pengaduan nasabah pada sistem documents related to customer complaints in the
pencatatan pengaduan nasabah; Bank’s complaint recording system;
• Menyelesaikan setiap pengaduan nasabah yang • Resolving customer complaints that can be handled
bisa dilakukan langsung dengan tidak melibatkan directly without involving other work units, i.e., if
unit kerja lainnya, dalam hal ini jika penyelesaian the complaint can be resolved independently by the
pengaduan dapat diselesaikan sendiri secara langsung Receiving Unit;
oleh Unit Kerja Penerima Pengaduan Nasabah;
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on customer complaints that cannot
penyelesaiannya tidak dapat dilakukan langsung, be resolved directly by forwarding them to the
dengan meneruskan pengaduan ke Unit Kerja Complaint Management Unit and/or the Customer
Pengelola dan atau Unit Penyelesaian Pengaduan Complaint Resolution Unit, especially if the resolution
Nasabah apabila penyelesaian pengaduan tersebut requires investigation by other work units;
memerlukan investigasi/ penelitian oleh unit kerja
lain;
• Menyampaikan hasil tindak lanjut penyelesaian • Conveying the results of complaint resolution follow-
pengaduan nasabah, baik kepada nasabah maupun ups to both the customer and relevant units, and
unit terkait, dan melakukan update status/ respon updating the complaint status/response in the system;
pada sistem pencatatan pengaduan nasabah;
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• Menerima dan menjawab “Incoming Calls/WA/Email/ • Receiving and responding to incoming calls/WhatsApp
Media Sosial” yang masuk sesuai standarisasi dan messages/emails/social media in accordance with
ketentuan yang berlaku; applicable standards and procedures;
• Memberikan informasi yang dibutuhkan oleh • Providing required information to customers or
nasabah atau calon nasabah secara cepat, tepat, prospective customers in a prompt, accurate, and
akurat dan menyenangkan; courteous manner;
• Memahami dengan baik semua produk dan layanan, • Having a thorough understanding of all Bank products
ketentuan yang ada di Bank termasuk perubahan- and services, as well as applicable policies and their
perubahannya, baik melalui Portal atau informasi updates, whether accessed through the internal portal
langsung yang disampaikan oleh Pembina System; or communicated directly by the System Supervisor;
• Bertanggungjawab dalam menjaga service level • Being responsible for maintaining service level
indicator terkait Abandoned Call, layanan dan indicators related to abandoned calls, service quality,
penyelesaian pengaduan nasabah; and customer complaint resolution;
• Bertanggungjawab dalam menjaga data kerahasiaan • Being responsible for maintaining the confidentiality
Bank dan nasabah of Bank and customer data;
• Memonitor secara harian di Media Sosial (Facebook, • Monitoring social media platforms (Facebook,
Instagram, Twitter, Youtube dan lain sebagainya) dalam Instagram, Twitter, YouTube, etc.) daily for potential
hal kemungkinan terjadinya pengaduan yang dibuat oleh complaints made by customers or non-customers that
nasabah atau keluhan dari bukan Nasabah yang tidak are not submitted through the Bank’s official social
disampaikan secara langsung melalui Media Sosial resmi media channels but may pose reputational risks;
Bank yang berpotensi mengganggu reputasi Bank;
• Menerima setiap pengaduan yang diberikan nasabah • Receiving all complaints submitted by customers via
atau pada Website resmi Bank dan Media Sosial resmi the Bank’s official website and official social media
Bank (Facebook, Instagram, Twitter, Youtube dan platforms (Facebook, Instagram, Twitter, YouTube,
lain sebagainya) etc.);
• Menyelesaikan keluhan (narasi/tone negatif) yang • Resolving complaints (negative narratives/tones)
berpotensi menganggu reputasi Bank dengan that may pose a reputational risk to the Bank using
metodologi komunikasi yang tepat appropriate communication methodologies.
c. Lain – lainnya, yaitu seluruh unit kerja (Kantor Pusat atau c. Others, which refers to all work units (Head Office or
Cabang) yang menerima pengaduan nasabah dari kanal Branches) that receive customer complaints through
lain-lainnya yaitu di luar kanal sebagaimana huruf a dan alternative channels outside those mentioned in points
b. Adapun koordinator penerima pengaduan nasabah a and b. The designated coordinator for receiving such
yang dimaksud adalah Unit Complain Handling. complaints is the Complaint Handling Unit.
Kanal lainnya meliputi pengaduan yang disampaikan These alternative channels include complaints submitted
kepada Regulator yaitu Otoritas Jasa Keuangan, Bank to regulators such as the Financial Services Authority
Indonesia, Lembaga Penjamin Simpanan, Perusahaan (Otoritas Jasa Keuangan), Bank Indonesia, the Indonesia
Induk yaitu PT Bank Mandiri (Persero) Tbk & PT TASPEN Deposit Insurance Corporation (Lembaga Penjamin
(Persero), penegak hukum seperti Kepolisian, Instansi Simpanan), parent companies such as PT Bank Mandiri
Pemerintah seperti Kementerian BUMN, adapaun (Persero) Tbk and PT TASPEN (Persero), law enforcement
tugasnya antara lain: authorities such as the Police, and government institutions
such as the Ministry of State-Owned Enterprises. The
responsibilities include:
• Menerima setiap pengaduan nasabah yang diajukan • Receiving all customer complaints submitted through
melalui kanal lainnya; alternative channels;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and documenting all data/
dokumen pengaduan nasabah pada sistem documents related to customer complaints submitted
pencatatan pengaduan nasabah yang diajukan through external institutions in the Bank’s complaint
melalui instansi lainnya; recording system;
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on all customer complaints received
diajukan melalui kanal lainnya apabila dapat through alternative channels, if they can be resolved
diselesaikan secara langsung dan tidak memiliki directly and do not involve legal risks. If the complaint
risiko hukum, dan apabila penyelesaiannya tidak cannot be resolved directly or involves legal risks,
dapat dilakukan secara langsung atau memiliki it must be forwarded to the Customer Complaint
risiko hukum, maka pengaduan diteruskan ke Unit Resolution Unit.
Penyelesaian Pengaduan Nasabah;
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2. Unit Pengelola Pengaduan Nasabah, yaitu merupakan unit 2. Customer Complaint Management Unit, which is a work
kerja di Kantor Pusat yang bertindak sebagai koordinator unit at the Head Office that acts as the coordinator for
pengelolaan pengaduan nasabah secara menyeluruh. comprehensive customer complaint management. The
Yang dimaksudkan sebagai Unit Pengelola adalah designated Management Unit refers to the Complaint
Unit Complaint Handling dibawah Divisi Operational Handling Unit under the Operational Excellence Customer
Excellence Customer Experience sebagai Pembina Sistem Experience Division, which serves as the supervisor of the
Pengelola Pengaduan Nasabah, yang bertugas dalam Bank’s Customer Complaint Management System. This
memastikan terlaksananya proses kepada nasabah secara unit is responsible for ensuring the end-to-end execution
end to end terkait penanganan keluhan nasabah, adapun of the customer complaint handling process. Its duties
tugasnya antara lain: include, but are not limited to, the following:
• Menerima, menangani dan menyelesaikan Pengaduan • Receiving, handling, and resolving complaints
yang disampaikan oleh Unit Penerima Pengaduan submitted by the Customer Complaint Receiving Unit
Nasabah dan Unit Penyelesaian Pengaduan Nasabah; and the Customer Complaint Resolution Unit;
• Menetapkan target kinerja, pemantauan, evaluasi, • Setting performance targets, monitoring, evaluating,
dan pelaporan kinerja terkait Layanan Pengaduan; and reporting performance related to Complaint
Services;
• Melaporkan kepada Direksi mengenai proses • Reporting to the Board of Directors on the Complaint
Layanan Pengaduan, serta memberikan rekomendasi Services process and providing recommendations for
untuk perbaikan dan pengembangan proses Layanan improvements and development of the Complaint
Pengaduan; Services process;
• Menyusun dan menyampaikan laporan Layanan • Preparing and submitting Complaint Service reports
Pengaduan kepada Otoritas Jasa Keuangan melalui to the Financial Services Authority (OJK) through the
Direksi; Board of Directors;
• Menyusun materi penanganan Pengaduan dan wajib • Preparing complaint handling materials and ensuring
mempublikasikan penanganan Pengaduan yang that the handling of complaints received by the
diterima oleh Bank yang akan dicantumkan dalam Bank is published in the annual report, on the Bank’s
laporan tahunan, laman (website), dan/ atau media official website, and/or other officially managed
lain yang dikelola secara resmi oleh Bank; media platforms;
• Menjadi penghubung penanganan Pengaduan • Acting as the liaison for handling complaints
yang disampaikan Konsumen dan/atau Perwakilan submitted by Consumers and/or Consumer
Konsumen kepada Otoritas Jasa Keuangan dan/ atau Representatives to the Financial Services Authority
otoritas lainnya; and/or other regulatory bodies;
• Melakukan analisa terkait issue pengaduan nasabah • Conducting analysis on trending customer complaint
yang sedang menjadi trend untuk mengurangi issues to reduce the potential for recurring complaints;
potensi pengaduan nasabah berulang;
• Melakukan pengembalian dana ke nasabah berupa • Processing refunds to customers by crediting the
bentuk penyelesaian pengkreditan ke rekening customer’s account as a resolution of claims from
nasabah atas jawaban klaim dari switching ATMB, ATM switching networks, Link, or BMRI parent bank.
Link, maupun induk BMRI. Kewenangan dalam The authority to decide on refund settlements as
memutuskan penyelesaian pengembalian dana atas compensation to customers is subject to approval by
ganti rugi kepada nasabah disetujui oleh Department the Customer Experience Department, Operational
Customer Experince, Divisi Operational Excellence & Excellence Customer Experience Division.
Customer Experience.
Platform pengaduan yang digunakan oleh Bank Mandiri The complaint platform utilized by Bank Mandiri Taspen is the
Taspen yaitu Sistem Pengaduan Nasabah Bank Mandiri Taspen Bank Mandiri Taspen Customer Complaint System (SAHABAT).
(SAHABAT). Aplikasi ini yang digunakan sebagai portal pengaduan This application serves as the customer complaint portal for the
nasabah untuk tim Internal Bank dan seluruh Cabang Bank Bank’s internal teams and all Bank Mandiri Taspen branches. All
Mandiri Taspen. Seluruh proses pengaduan, penanggulangan, processes related to complaints, resolution efforts, and issue/
dan pencatatan issue/ incident yang dilakukan antara Cabang incident logging between branches and the Head Office are
dan Pusat menggunakan sistem ini sebagai platformnya. Platform conducted using this system as the main platform. Another
lainnya adalah Cisco Finesse. Aplikasi ini digunakan Contact platform used is Cisco Finesse. This application is utilized by the
Center untuk penanganan complaint handling melalui sarana call Contact Center for complaint handling through telephone calls
dan media sosial. Penggunaan aplikasi ini bekerja sama dengan and social media channels. The use of this application is conducted
Bank Mandiri. in collaboration with Bank Mandiri.
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Sesuai dengan regulasi yang ada, Pelaku Usaha Jasa Keuangan In accordance with prevailing regulations, Financial Services
(PUJK) wajib segera menindaklanjuti dan menyelesaikan Business Actors (PUJK) are required to promptly follow up and
pengaduan paling lambat 10 (sepuluh) hari kerja setelah tanggal resolve complaints no later than ten (10) working days from the
penerimaan pengaduan. Dalam hal terdapat kondisi tertentu, date the complaint is received. In certain circumstances, PUJK may
PUJK dapat memperpanjang penyelesaian pengaduannya dengan extend the resolution period by an additional ten (10) working
jangka waktu 10 (sepuluh) hari kerja berikutnya. Bank Mandiri days. Bank Mandiri Taspen strives to resolve complaints as
Taspen berupaya semaksimal mungkin agar bisa menyelesaikan efficiently as possible before the deadline.
pengaduan sebelum tenggat waktunya habis.
Media Penyampaian Pengaduan Nasabah Customer Complaint Submission Channels
Bank Mandiri Taspen memiliki proses pengaduan nasabah yang Bank Mandiri Taspen has a structured and systematic customer
terstruktur dan sistematis, berikut adalah proses pengaduan complaint handling process. The following outlines the customer
nasabah di Bank Mandiri Taspen: complaint process at Bank Mandiri Taspen:
1. Pengaduan Lisan 1. Verbal Complaints
Pengaduan yang disampaikan kepada Bank melalui tatap Complaints submitted to the Bank through direct face-to-
muka langsung dengan petugas cabang atau melalui face interaction with branch personnel or via telephone
media telepon (Contact Center-Mantap Call) dan dicatat (Contact Center – Mantap Call) are recorded in the SAHABAT
dalam aplikasi SAHABAT (Sistem Pengaduan Nasabah Bank application (Bank Mandiri Taspen’s Customer Complaint
Mandiri Taspen), yang disertai dengan bukti nomor tiket System). A ticket number is provided to the customer as
yang disampaikan kepada nasabah sebagai bukti penerimaan proof of complaint submission, either electronically or non-
pengaduan nasabah baik secara elektronik maupun non electronically.
elektronik.
MEDIA PENYAMPAIAN
Cara Mengajukan Pengaduan Nasabah
Secara Lisan
1 2
Hubungi call center resmi Datangi kantor cabang MantapCall
Bank Mandiri Taspen Bank Mandiri Taspen
mantapcall
14024
Seluruh Pegawai Bank bertanggungjawab untuk menerima All Bank employees are responsible for receiving verbal
pengaduan lisan dari nasabah serta menjaga nama baik Bank, complaints from customers while upholding the Bank’s
menjelaskan kepada nasabah dengan baik dan santun sesuai reputation. Employees must provide clear and courteous
dengan pengetahuan pegawai. Apabila terdapat pengaduan explanations to customers in accordance with their knowledge.
yang tidak dapat ditangani oleh pegawai yang dimaksud, If a complaint cannot be handled by the respective employee,
wajib mengarahkan ke kanal Penerimaan Pengaduan, yaitu the customer must be directed to the official Complaint
Customer Service (Pengaduan Lisan Di Cabang) atau Contact Reception channels, namely Customer Service (for verbal
Center. SLA yang digunakan dalam pengaduan mengacu complaints at branch offices) or the Contact Center. The
pada POJK No 18 Tahun 2018 tentang Layanan Pengaduan Service Level Agreement (SLA) for handling complaints refers
Konsumen di Sektor Jasa keuangan yaitu 5 (lima) Hari Kerja. to OJK Regulation No. 18 of 2018 concerning Consumer
Complaint Services in the Financial Services Sector, which
stipulates a resolution period of five (5) working days.
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2. Pengaduan Tertulis 2. Written Complaints
Pengaduan secara tertulis yang disampaikan kepada Bank Written complaints submitted to the Bank are recorded in
dicatat dalam aplikasi SAHABAT (Sistem Pengaduan Nasabah the SAHABAT application (Bank Mandiri Taspen Customer
Bank Mandiri Taspen) yang disertai dengan formulir pengaduan Complaint System), accompanied by a customer complaint
nasabah/ surat pernyataan yang sudah ditandatangani oleh form/statement letter signed by both parties as proof of
kedua belah pihak sebagai bukti penerimaan/ penyelesaian receipt/settlement of customer complaints, both electronically
pengaduan nasabah baik secara elektronik maupun non and non-electronically, such as:
elektronik, antara lain melalui:
a. Pegawai Bank (media elektronik dan non elektronik); a. Bank employees (both electronic and non-electronic
platforms);
b. Kantor Cabang; b. Branch Offices;
c. Pihak/ instansi lain dengan tembusan atau disampaikan c. Other parties/agencies with copies or submissions made
kepada Bank: to the Bank;
d. Regulator (Otoritas Jasa Keuangan, Bank Indonesia, d. Regulators (Financial Services Authority, Bank Indonesia,
Lembaga Penjamin Simpanan); Deposit Insurance Corporation);
e. Perusahan Induk (Bank Mandiri dan Taspen); e. Parent Companies (Bank Mandiri andTaspen);
f. Instansi Pemerintah (misal Kementerian BUMN dst); f. Government Agencies (e.g., Ministry of State-Owned
enterprises, etc.);
g. E-mail mantap.care@bankmandiritaspen.co.id; g. E-mail: mantap.care@bankmandiritaspen.co.id;
h. Website Bank www.bankmandiritaspen.co.id dengan h. Website: www.bankmandiritaspen.co.id by filling in the
mengisi form Contact Us; Contact Us form;
i. Media Sosial Bank: i. Social Media:
Twitter: (@MandiriTaspen) Twitter (@MandiriTaspen)
Facebook (Bank Mandiri Taspen) Facebook (Bank Mandiri Taspen)
Whatsapp resmi Bank (0811 8857 770) Official WhatsApp (0811 8857 770)
Instagram (bank.mandiritaspen); Instagram (bank.mandiritaspen);
Youtube (Bank Mandiri Taspen); YouTube (Bank Mandiri Taspen);
Tiktok (Bank Mandiri Taspen); TikTok (Bank Mandiri Taspen);
Appstore (Movin by Mantap Mobile); App Store (Movin by Mantap Mobile);
Playstore (Movin by Mantap Mobile). Play Store (Movin by Mantap Mobile).
j. Media lainnya yang telah secara resmi menjadi media j. Other media that have officially become platforms for
penyampaian pengaduan nasabah. submitting customer complaints; and
k. Media komunikasi lainnya di luar website dan media k. Other communication media outside the Bank’s website
sosial Bank atau konten yang terkait dengan pengaduan and social media, or content related to the Bank’s
nasabah Bank dalam sosial media. customer complaints found on social media.
1 2 3 4
Kantor Cabang Email WhatsApp Banking Twitter Official
mantap.care@bankmandiritaspen.co.id
Datangi kantor cabang +62 811-8857-770 @MandiriTaspen
terdekat
5 6 7
Instagram Official Facebook Official Official Letter
@bank.mandiritaspen Bank Mandiri Taspen
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Adapun alur penanganan pengaduan nasabah melalui e-channel The procedure for handling customer complaints submitted via
maupun non e-channel adalah sebagai berikut. electronic and non-electronic channels is as follows.
Flow Penanganan Pengaduan Nasabah E-Channel
Flow of Handling E-Channel Customer Complaints
SELESAI Kategori Pengaduan Instant
Pengaduan Nasabah ke
2 Done Instant Complaint Category
Cabang/Contact Center Penjelasan Oleh Petugas
Customer Complaints to Cabang /Contact Center
Setuju
Branch/Contact Center Explanation by Branch Officer /
Agree Kategori Pengaduan Non Instant
Contact Center
Non-Instant Complaints Category
1
Tidak Setuju 3 SAHABAT
Surat Pengaduan Nasabah Bank Mantap
Agent Call Center No Agree
Call Center Agent Contact Center Proses Klaim
Claim Proccess
Monitoring SAHABAT:
Jawaban Klaim
1. Jawaban Tiket Unit Complaint Claim Answer
2. Bukti Jawaban
Petugas Cabang Handing
3. Pengkreditan/Tolakan
Customer Service Branch Officer 4. Close Tiket
Customer Service
SELESAI SAHABAT Monitoring:
4 Done 1. Ticket Answer
2. Proof of Answer
3. Credit/Rejection
Notifikasi Tiket : Email / SMS / WA 4. Close Ticket
Ticket Notification : Email / SMS / WA
Setuju / Tidak Setuju
Agree / No Agree
Kantor Cabang/Contact Center Kantor Pusat
Switching
Branch Office/Contact Center Head Office
Flow Penanganan Pengaduan Nasabah Non E-Channel
Flow for Handling Non-E-Channel Customer Complaints Kategori Pengaduan Instant
SELESAI “Nasabah menandatangani Surat Pernyataan”
Done Instant Complaint Category
“Customer signs the Statement Letter”
Pengaduan Nasabah ke
Kategori Pengaduan Non Instant
Cabang/Contact Center
Setuju/Agree Non-Instant Complaints Category
Customer Complaints to
Branch/Contact Center
Penjelasan Oleh Petugas Cabang APPK
2 Explanation By Branch Officer 3
SAHABAT
1 Surat Pengaduan Nasabah Bank Mantap
Agent Call Center Tidak Setuju/ No Agree
Analisa Permasalahan (WGD) 1. Related Divisions at
Call Center Agent Problem Analysis (WGD) Head Office: :
a. DPM
Hasil Analisa (MoM) b. Corsec & Legal
Petugas Cabang/ Unit Analysis Results (MoM) c. Pension Business
Contact Center Monitoring SAHABAT: Complaint d. Credit Operation
Branch Officer/ 1. Jawaban Tiket Handing e. Risk Management
Contact Center 2. Bukti Jawaban
3. Surat Tanggapan f. Digital Banking
Customer Service
4. Close Tiket Product
Customer Service
g. Network
SAHABAT Monitoring:
i. Central Operation
SELESAI 1. Ticket Answer
4 Done 2. Proof of Answer
3. Credit/Rejection
Notifikasi Tiket : Email / SMS / WA 4. Close Ticket 2. Distribution, Kantor
Ticket Notification : Email / SMS / WA Cabang, KCP
Setuju / Tidak Setuju
Agree / No Agree
Unit Penyelesaian
Pengaduan
Unit Penerima Pengaduan Unit Pengelola Pengaduan Complaint
Complaint Receiving Unit Complaint Management Unit Resolution Unit
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Sepanjang tahun 2024, Bank Mandiri Taspen menerima 5.994 Throughout 2024, Bank Mandiri Taspen received a total of 5,994
pengaduan. Seluruh pengaduan tersebut telah ditindaklanjuti dan customer complaints, all of which have been duly followed up and
dinyatakan selesai. resolved.
Tabel Jumlah Pengaduan Tahun 2022-2024
Table of Number of Complaints in 2022-2024
Informasi 2024 2023 2022 Information
Frekuensi Total 5.994 5.732 16.484 Complaints Received
Frekuensi Sudah Selesai 5.994 5.732 16.435 Complaints Resolved
Frekuensi Belum Selesai 0 0 49 Complaints Not Resolved
Persentase Penyelesaian 100% 100% 99,70% Resolution Rate (%)
Tabel Pengaduan Nasabah 2024
Tabele of Customer Complaints in 2024
Frekuensi Frekuensi Persentase
Penjelasan mengenai Jenis Pengaduan Nasabah Total Sudah Selesai Penyelesaian
No Customer Complaints
Complaints Complaints Resolution Rate
Received Resolved (%)
Transaksi Gagal di Mesin ATM
1 2.304 2.304 100%
ATM Transaction Failures
Transaksi Gagal di Mesin EDC
2 36 36 100%
EDC Transaction Failures
Transaksi Gagal melalui Mobile Banking
3 3.447 3.447 100%
Mobile Banking Transaction Failures
Tidak memahami karakteristik produk (terkait tabungan dan kredit)
4 207 207 100%
Lack of Understanding of Product Features (Savings and Credit-related)
Total 5.994 5.994 100%
Privasi dan Keamanan Data Nasabah Customer Data Privacy and Security
[GRI 418-1, FN-CB-230a.1, FN-CB-230a.2] [GRI 418-1, FN-CB-230a.1, FN-CB-230a.2]
Bank Mandiri Taspen menjaga keamanan data nasabah sejak Bank Mandiri Taspen ensures the security of customer data starting
proses pembukaan rekening. Nasabah diwajibkan untuk mengisi from the account opening process. Customers are required to
dan meninjau persetujuan penggunaan data sesuai dengan complete and review the data usage agreement in accordance with
peraturan yang berlaku, serta memiliki hak untuk mencabut applicable regulations and retain the right to revoke the agreement
persetujuan tersebut kapan saja. Dalam hal kerja sama dengan at any time. For collaborations with third parties that involve customer
pihak ketiga yang melibatkan data nasabah, Bank Mandiri Taspen data, Bank Mandiri Taspen mandates a non-disclosure agreement
mensyaratkan adanya perjanjian kerahasiaan (Non-Disclosure (NDA) and shares customer data only with the explicit consent of the
Agreement/NDA), dan hanya membagikan data nasabah customer. The Bank has established an operational policy governing
berdasarkan persetujuan yang telah diberikan oleh nasabah. Bank customer data management, titled Data Management Standard
telah memiliki kebijakan operasional yang mengatur tentang Procedure Number SP/026/X/2024, dated 14 October 2024. The Data
pengelolaan data nasabah yaitu Standar Prosedur Manajemen Management Standard Procedure includes:
Data Nomor SP/026/X/2024, tanggal 14 Oktober 2024. Standar
Prosedur Manajemen Data berisi tentang:
a. Ketentuan Umum a. General Provisions
b. Arsitektur Data b. Data Architecture
c. Pelindungan Data Pribadi c. Personal Data Protection
d. Perjanjian Sebagai Dasar Hubungan Hukum d. Agreement as the Foundation of Legal Relationships
e. Pengelolaan Kualitas Data e. Data Quality Management
f. Pengembangan Data f. Data Development
g. Pengamanan Data g. Data Security
h. Penyimpanan Dan Operasi Data h. Data Storage and Operations
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i. Pengelolaan Backup Data i. Data Backup Management
j. Permodelan Dan Desain Data j. Data Modeling and Design
k. Penyediaan Data k. Data Provisioning
l. Penghapusan Dan Pemusnahan Data l. Data Deletion and Destruction
m. Integrasi Dan Interoperabilitas Data m. Data Integration and Interoperability
n. Risiko Dalam Pengelolaan Data n. Risks in Data Management
Seiring dengan diberlakukannya Undang-Undang Nomor In accordance with the enactment of Law No. 27 of 2022 on
27 Tahun 2022 tentang Pelindungan Data Pribadi (UU PDP), Bank Personal Data Protection (PDP Law), Bank Mandiri Taspen, as the Data
Mandiri Taspen selaku Pengendali Data Pribadi dan Prosesor Data Controller and Data Processor, has implemented the PDP Law through
Pribadi telah mengimplementasikan UU PDP melalui aktivitas- the following activities:
aktivitas yang dijelaskan sebagai berikut:
a. Privacy Governance a. Privacy Governance
Merupakan aktivitas yang berkaitan dengan tata kelola This refers to data protection governance activities, including
pelindungan data melalui penyusunan ketentuan baru terkait the preparation of new provisions related to the PDP Law and
PDP dan melakukan penyesuaian atas ketentuan internal the necessary adjustments to affected internal policies.
terdampak.
b. Lawful Basis for Processing b. Lawful Basis for Processing
Adalah penyesuaian terhadap dasar pemrosesan pribadi This involves adjustments to the legal basis for processing
melalui kebijakan privasi, form consent, atau form lainnya. personal data through updated privacy policies, consent
forms, or other relevant documents.
c. Consent Management c. Consent Management
Merupakan strategi untuk mengakuisisi dan mengelola This refers to the strategy for acquiring and managing consent
persetujuan (consent) pemrosesan data pribadi yang telah for the processing of personal data provided by the Data
diberikan oleh Subjek Data Pribadi. Subject.
d. Records of Processing Activity (RoPA) d. Records of Processing Activity (RoPA)
Merupakan perekaman aktivitas yang berkaitan dengan This involves maintaining records of activities related to
pemrosesan data pribadi. personal data processing.
e. Training & Awareness e. Training & Awareness
Merupakan aktivitas sosialisasi, training, dan pembentukan This activity focuses on the socialization, training, and
pemberitahuan bagi pegawai internal agar tercipta budaya awareness-building for internal employees to foster a culture
kepatuhan terhadap UU PDP. of compliance with the PDP Law.
f. Data Subject Request f. Data Subject Request
Merupakan aktivitas yang berkaitan dengan pengelolaan This activity addresses the management of requests/
permintaan/akomodasi hak Subjek Data (penghapusan, accommodation related to the rights of Data Subjects (e.g.,
pemusnahan, perbaikan, dan sebagainya). deletion, destruction, rectification, etc.).
g. Data Classification g. Data Classification
Klasifikasi Data Pribadi sesuai jenis Data (umum/spesifik). This involves classifying personal data based on its type
(general/specific).
h. Third Party Contract Management h. Third Party Contract Management
Penambahan klausul Pelindungan Data Pribadi (PDP) This entails adding Personal Data Protection (PDP) clauses
pada Perjanjian Kerja Sama dan memastikan rekanan to cooperation agreements and ensuring that partners have
telah mengimplementasikan PDP dan telah memberikan implemented PDP measures and obtained consent for data
persetujuan pemrosesan data. processing.
i. Data Protection Impact Assessment (DPIA) i. Data Protection Impact Assessment (DPIA)
Merupakan lanjutan dari RoPA, dimana assessment dilakukan Building upon RoPA, this assessment evaluates high-risk
kepada pemrosesan Data Pribadi berisiko tinggi berikut personal data processing activities and their corresponding
mitigasinya. mitigation strategies.
j. Information Security j. Information Security
Merupakan pengamanan Data Pribadi sesuai dengan This focuses on ensuring the security of personal data in
tingkatan dan klasifikasi Data Pribadi. accordance with its classification and sensitivity.
k. Data Breach Management k. Data Breach Management
Merupakan aktivitas yang meliputi strategi identifikasi, This activity involves strategies for identifying, analyzing,
analisis, hingga pelaporan kepada lembaga atau subjek data and reporting data breaches to relevant authorities or data
pribadi apabila terjadi kebocoran data pribadi. subjects in the event of a personal data leak.
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l. Data Retention Restriction l. Data Retention Restriction
Merupakan pengamanan data yang sudah memasuki masa This pertains to the security of data that has reached the
retensi sebelum dilakukan penghapusan atau pemusnahan. retention period before its deletion or destruction.
m. Corporate Action m. Corporate Action
Merupakan strategi pengalihan data apabila terjadi aksi refers to the strategy for transferring data in the event of
korporasi (merger, akuisisi, dan sebagainya). corporate actions (e.g., mergers, acquisitions, etc.).
Bank Mandiri Taspen menjamin hak nasabah untuk memperbarui Bank Mandiri Taspen ensures customers’ right to update and control
dan mengendalikan data pribadi mereka, yang dapat dilakukan their personal data, which can be done at any branch office or by
melalui seluruh kantor cabang maupun dengan menghubungi contacting Mantap Call at 14024. Additionally, the Bank regularly
Mantap Call 14024. Selain itu, Bank secara rutin melaksanakan conducts audits to verify that all activities related to information
audit untuk memastikan bahwa seluruh aktivitas terkait security—including customer protection, data privacy, and fraud
pengamanan informasi termasuk perlindungan nasabah, privasi management—are in compliance with internal policies and regulations
data, dan manajemen kecurangan telah dijalankan sesuai dengan set by authorities.
kebijakan internal serta peraturan yang ditetapkan oleh regulator.
Dewan Komisaris dan Direksi secara rutin melakukan pemantauan The Board of Commissioners and Directors consistently monitor
terhadap aspek keamanan informasi, khususnya apabila terjadi information security aspects, particularly during incidents related to
insiden yang berkaitan dengan data dan informasi, melalui Komite data and information, through the Risk Monitoring Committee and
Pemantau Risiko dan Komite Audit. Salah satu agenda yang Audit Committee. One of the key agenda items discussed in these
dibahas dalam rapat komite tersebut adalah pelaporan terkait committee meetings is the reporting on the fulfillment of information
pemenuhan standar keamanan informasi (security requirement) di security standards (security requirements) at Bank Mandiri Taspen.
Bank Mandiri Taspen.
Bank Mandiri Taspen juga secara konsisten membangun Bank Mandiri Taspen also consistently builds awareness of the
kesadaran akan pentingnya keamanan informasi dalam aktivitas importance of information security in daily activities, ensuring it
sehari-hari, yang kemudian menjadi bagian dari budaya kerja becomes an integral part of the Bank’s work culture. Security awareness
di lingkungan Bank. Kampanye security awareness dilakukan campaigns are regularly conducted through various channels, such as
secara rutin melalui berbagai saluran, seperti newsletter, poster, newsletters, posters, websites, and phishing simulations. The materials
situs web, dan simulasi phishing. Beberapa materi yang telah covered in these campaigns include data protection, maintaining
disampaikan dalam kampanye tersebut mencakup perlindungan information confidentiality, the latest developments in cyber attacks,
data, menjaga kerahasiaan informasi, perkembangan terbaru recognizing and avoiding phishing, and ensuring security in online
dalam serangan siber, cara mengenali serta menghindari phishing, transactions.
hingga keamanan dalam bertransaksi secara daring.
Selain internal, Bank Mandiri Taspen juga aktif meningkatkan In addition to internal efforts, Bank Mandiri Taspen actively promotes
kesadaran keamanan digital kepada nasabah melalui program digital security awareness among customers through educational
edukasi yang disampaikan lewat kanal resmi Bank, termasuk situs programs delivered via the Bank’s official channels, including its
web dan media sosial seperti Instagram, Facebook, dan Twitter. website and social media platforms such as Instagram, Facebook,
Materi edukasi mencakup tautan mengenai Keamanan Transaksi and Twitter. The educational materials provided include links to
Digital yang membahas pentingnya menjaga kerahasiaan data content on Digital Transaction Security, emphasizing the importance
pribadi seperti PIN, password, rutin mengganti kata sandi, of safeguarding personal data such as PINs and passwords, regularly
mengenali praktik rekayasa sosial (social engineering), dan changing passwords, recognizing social engineering practices, and
menghindari email phishing. avoiding phishing emails.
Hingga akhir tahun 2024, tidak ada laporan yang terbukti terkait As of the end of 2024, there have been no verified reports of privacy
pelanggaran privasi, kebocoran, pencurian, atau kehilangan violations, data breaches, theft, or loss of customer data, reflecting
data nasabah, sebagai hasil dari komitmen Bank Mandiri Taspen Bank Mandiri Taspen’s consistent commitment to maintaining the
dalam menjaga keamanan dan kerahasiaan data nasabah secara security and confidentiality of customer information.
konsisten.
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Tanggung Jawab Pengembangan Produk
dan/atau Jasa Keberlanjutan
Responsibility for Sustainable Product and/or Service
Development
Inovasi dan Pengembangan Produk/Jasa Innovation and Development of
Keuangan Berkelanjutan [OJK F.26] Sustainable Financial Product/Service
[OJK F.26]
Sepanjang tahun 2024, Bank Mandiri Taspen terus mendorong Throughout 2024, Bank Mandiri Taspen continued to foster
inovasi dan pengembangan produk serta layanan guna meningkatkan innovation and the development of products and services to enhance
kualitas pelayanan dan menjawab kebutuhan nasabah yang semakin service quality and meet the dynamic needs of its customers. In the
dinamis. Dalam pengembangan layanan digital, Bank memperbarui area of digital services, the Bank updated the features of its MOVIN
fitur aplikasi MOVIN (mobile banking) dengan menambahkan (mobile banking) application by adding e-statement services,
layanan e-statement, fitur login menggunakan biometric, serta biometric login, and improved online registration and activation
kemudahan registrasi dan aktivasi secara online. Selain itu, nasabah processes. Additionally, customers can now open term savings and
kini juga dapat membuka tabungan berjangka dan deposito secara deposit accounts online, enhancing convenience in their transaction
daring, menambah kenyamanan dalam bertransaksi. experience.
Di sisi pengembangan produk, Bank Mandiri Taspen memperkuat On the product development front, Bank Mandiri Taspen reaffirmed
komitmennya terhadap pemberdayaan pensiunan melalui program its commitment to empowering retirees through the Wirausaha
Wirausaha Mantap, yang bertujuan mendukung kemandirian Mantap program, which supports financial independence in
finansial di masa pensiun. Inovasi di tahun 2024 difokuskan pada retirement. In 2024, the focus was on enhancing business
peningkatan akses usaha bagi para pensiunan melalui pendekatan opportunities for retirees through digital solutions. Notable initiatives
digital. Beberapa program unggulan yang diluncurkan antara lain included the Mantap TIKI Courier Agent program, a partnership
Agen Kurir Mantap TIKI, hasil kerja sama dengan TIKI dalam bidang with TIKI in logistics, creating business opportunities for retirees.
logistik, yang membuka peluang usaha bagi pensiunan. Kemudian, Another key development was the Mantapreneur Bukalapak
Bazar Online Mantapreneur Bukalapak, berupa pelatihan serta Online Bazaar, a platform for training and product promotion on
platform promosi produk di Bukalapak, serta Etalase Usaha Website Bukalapak. The Bank also launched the Working Pension Website
Pensiun Berkarya, sebuah platform digital untuk mendukung UMKM Business Storefront, a digital platform designed to help retired
pensiunan dalam memasarkan produk mereka secara lebih luas. MSMEs expand their market reach. Through these efforts, Bank
Melalui berbagai inisiatif tersebut, Bank Mandiri Taspen berupaya Mandiri Taspen aims to drive inclusive digital transformation while
mendorong transformasi digital yang inklusif serta memperkuat contributing to the well-being of retirees.
kontribusi sosial dalam mendukung kesejahteraan pensiunan.
Sejalan dengan berbagai inisiatif pemberdayaan pensiunan dan In line with various initiatives to empower retirees and strengthen
penguatan layanan berbasis digital, Bank Mandiri Taspen juga digital-based services, Bank Mandiri Taspen also recognizes the
menyadari pentingnya peningkatan berkelanjutan (Continuous importance of Continuous Improvement to support business growth
Improvement) guna mendukung pertumbuhan bisnis dan efisiensi and operational efficiency. Given the high level of competition in
operasional. Mengingat tingginya tingkat persaingan dalam industri the banking industry—both in terms of products, services, and
perbankan—baik dari sisi produk, layanan, maupun tarif—upaya rates—Continuous Improvement is a crucial aspect in maintaining
peningkatan secara terus-menerus menjadi aspek krusial dalam the Bank’s competitiveness. As part of this strategy, Bank Mandiri
menjaga daya saing Bank. Sebagai bagian dari strategi ini, Bank Taspen has initiated a number of improvement activities that
Mandiri Taspen telah memulai sejumlah aktivitas perbaikan yang include reviewing operational provisions, evaluating products and
mencakup peninjauan kembali ketentuan operasional, evaluasi services, and identifying expenditure items that have the potential
produk dan layanan, serta identifikasi pos-pos pengeluaran yang for cost efficiency. As for 2024, Continuous Improvement focuses
berpotensi untuk dilakukan efisiensi biaya. Adapun pada tahun 2024, on the implementation of the following projects:
Continuous Improvement berfokus pada implementasi sejumlah
proyek berikut:
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a. Kerja Sama Share Service Strong Room antara Bank a. Shared Service Strong Room Cooperation between Bank
Mandiri dan Bank Mandiri Taspen. Mandiri and Bank Mandiri Taspen
Kajian kapasitas Strong Room yang dimiliki Bank Mandiri Taspen A review of the capacity of the Strong Rooms owned by Bank
menunjukkan terdapat beberapa titik daerah yang sudah terisi Mandiri Taspen reveals that several regional locations are
hingga 80% kapasitas. Selain itu kondisi ruangan yang tersedia nearing 80% capacity. Additionally, the available space in the
di cabang tidak semuanya tercukupi untuk penambahan lemari branches is not always sufficient to accommodate additional
penyimpanan (Filing Cabinet Tahan Api/FCTA). Untuk itu telah storage cabinets, such as Fireproof Filing Cabinets (FCTA).
dilakukan kerjasama Shared Service dengan Bank Mandiri To address this issue, a Shared Service cooperation has been
berupa pemanfaatan ruang penyimpanan dokumen agunan established with Bank Mandiri, allowing Bank Mandiri Taspen
kredit. Dengan adanya kerja sama ini Bank Mandiri Taspen to utilize the credit collateral document storage space at Bank
tidak perlu untuk menyewa ruang cabang yang luas hanya Mandiri’s Strong Room.
untuk menyediakan ruang khusus penyimpanan, tetapi dapat
melakukan penyimpanan pada Strong Room Bank Mandiri.
Strong Room yang dimiliki Bank Mandiri berukuran besar dan Strong Rooms owned by Bank Mandiri are large, and not all are
tidak semuanya memiliki kapasitas penuh, sehingga dapat at full capacity, allowing them to be shared by several branches
digunakan secara kolektif untuk beberapa cabang dalam radius within a radius of a +/- 3-hour drive. The pilot project for the
+/- 3 jam perjalanan. Pilot project Share Service penyimpanan Shared Service collateral document storage in 2024 will be
dokumen agunan tahun 2024 dilakukan di kota Medan. conducted in Medan. The branches that can be served include:
Cabang-cabang yang dapat dilayani meliputi: KC Medan, KCP KC Medan, KCP Iskandar Muda, KCP Binjai, KCP Deli Serdang,
Iskandar Muda, KCP Binjai, KCP Deli Serdang, KCP Medan KCP Medan Taspen, and KCP Kabanjahe.
Taspen dan KCP Kabanjahe.
b. Melakukan Kajian Penggunaan IP Phone b. Conduct a Study on the Use of IP Phones
Mesin IP Phone yang ada saat ini belum tepat dalam The current IP phone machines have not been properly installed,
pemasangannya, sehingga banyak yang tidak terpakai. Oleh leading to many being unused. Therefore, the Bank needs to
karenanya, Bank perlu melakukan kajian bersama dengan tim IT conduct a joint review with the IT team regarding their use.
atas penggunaannya. Atas hasil review tersebut telah dihasilkan Based on the results of the review, a decision has been made to
keputusan bahwa penggunaan IP Phone untuk unit kerja yang use IP phones for essential work units, including the Secretariat,
esensial, di antaranya Sekretariat, Treasury, Kliring dan lainnya. Treasury, Clearing, and others.
c. Redeployment FTE Operator Mesin Cetak Kartu c. Redeployment of Card Printing Machine Operator FTEs
Dengan telah dilakukan kerjasama Shared Service Pencetakan Through the collaboration of Shared Service for debit card
kartu debit dengan Bank Mandiri, maka terdapat pegawai printing with Bank Mandiri, there are operator employees
operator dari Bank Mandiri Taspen yang dapat dialokasikan from Bank Mandiri Taspen who can be reassigned to other
kepada unit kerja lain yang lebih membutuhkan, sehingga tidak work units that have a greater need, eliminating the need for
perlu adanya penambahan pegawai baru. additional new employees.
d. Melakukan Kajian Pemberhentian Sewa Mesin Smart d. Study on the Termination of Smart Branch Service (SBS)
Branch Service (SBS) Machine Rental
Dalam upaya melakukan review antrian nasabah yang ingin In an effort to review the queue of customers wishing to
mencairkan dana pensiun khusunya pada setiap awal bulan serta withdraw pension funds, particularly at the beginning of each
melakukan upaya efisiensi, telah dilakukan kajian penghentian month, and to improve efficiency, a study has been conducted
penyewaan SBS. Setelah dilakukan penghentian mesin SBS on terminating the SBS rental. After the termination of the SBS
maka nasabah langsung mendapatkan antrian layanan teller dan machine, customers will directly join the teller service queue
menggunakan kode transaksi khusus, sehingga tidak perlu lagi and use a special transaction code. This change eliminates the
menuliskan form penarikan, tetapi cukup tanda tangan di form need for customers to fill out a withdrawal form; they will only
2 play. need to sign the two-part form.
Berbagai langkah yang telah diimplementasikan sepanjang tahun The various measures implemented throughout 2024 have
2024 berkontribusi secara signifikan dalam meningkatkan efisiensi significantly contributed to enhancing operational efficiency and
operasional serta mengoptimalkan penggunaan sumber daya. optimizing resource utilization. Through an analysis-based approach
Melalui pendekatan berbasis analisis dan evaluasi berkelanjutan, and continuous evaluation, the program ensures that each initiative
program ini terus berupaya untuk memastikan bahwa setiap inisiatif delivers maximum benefits for the effectiveness and sustainability
yang diambil memberikan manfaat yang maksimal bagi efektivitas of the banking business.
dan keberlanjutan bisnis perbankan.
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Produk/Jasa yang Sudah Dievaluasi Products/Services Evaluated for
Keamanannya Bagi Nasabah [OJK F.27] Customer Safety [OJK F.27]
Bank Mandiri Taspen senantiasa memastikan produk dan jasa yang Bank Mandiri Taspen consistently ensures the safety of its products
ditawarkan merupakan produk dan jasa yang aman bagi nasabah. and services for customers. As a responsible financial institution,
Sebagai lembaga keuangan yang bertanggung jawab, Bank Mandiri Bank Mandiri Taspen is committed to prioritizing customer security
Taspen memahami bahwa dalam menjalankan operasionalnya, and convenience. To fulfill its responsibilities to both customers
keamanan dan kenyamanan nasabah harus menjadi prioritas utama. and the financial sector, Bank Mandiri Taspen has conducted
Sebagai bentuk tanggung jawab terhadap nasabah dan sektor rigorous evaluations and assessments for 100% of the products
keuangan, Bank Mandiri Taspen telah memastikan bahwa seluruh and services it offers. Each product and service launched has met
(100%) produk dan jasa yang ditawarkan telah melalui proses the Bank’s internal quality standards and received approval from
evaluasi dan pengujian yang ketat. Setiap produk dan jasa yang the Financial Services Authority (OJK), the institution responsible for
diluncurkan tidak hanya memenuhi standar kualitas internal bank, regulating and supervising financial services industry in Indonesia.
tetapi juga mendapatkan persetujuan dari Otoritas Jasa Keuangan This is intended to instill a sense of security and trust, ensuring that
(OJK), yang merupakan lembaga yang mengatur dan mengawasi customers can use Bank Mandiri Taspen’s products with confidence
industri jasa keuangan di Indonesia. Hal ini bertujuan untuk and peace of mind.
memberikan rasa aman dan kepercayaan kepada nasabah bahwa
nasabah dapat menggunakan produk Bank Mandiri Taspen dengan
nyaman dan tanpa khawatir.
Selain itu, Bank Mandiri Taspen juga memiliki komitmen untuk In addition, Bank Mandiri Taspen is committed to maintaining
transparansi dengan nasabah mengenai risiko yang terkait dengan transparency with customers regarding the risks associated with
setiap produk dan jasa. Bank ini secara aktif memberikan informasi each product and service. The Bank actively provides clear and
yang jelas dan lengkap terkait potensi risiko yang ada pada setiap comprehensive information about potential risks to enhance
produk yang ditawarkan, dengan tujuan untuk meningkatkan customer awareness and support informed decision-making. These
kesadaran nasabah dan membantu mereka dalam pengambilan efforts are aimed at minimizing potential risks and ensuring that
keputusan yang bijak. Upaya ini dilakukan untuk menekan risiko yang customers can benefit from Bank Mandiri Taspen’s products and
mungkin timbul dan memastikan bahwa nasabah dapat menikmati services with confidence and without undue concern about possible
manfaat dari produk dan jasa Bank Mandiri Taspen tanpa adanya losses.
kekhawatiran mengenai potensi kerugian yang tidak diinginkan.
Informasi terkait risiko atas produk dan jasa disampaikan melalui Information about product and service risks is delivered through
berbagai saluran, antara lain, website dan di kantor-kantor cabang various channels, including the Bank’s official website and branch
Bank. Informasi terkait risiko atas produk dan jasa disampaikan offices. This information is also communicated through periodic
melalui juga disampaikan pada program kegiatan literasi keuangan financial literacy and inclusion programs. The objective is to
dan inklusi keuangan secara berkala. Hal ini bertujuan agar calon ensure that prospective and existing customers gain an accurate
nasabah atau nasabah mendapatkan pemahaman yang benar understanding of the products and services offered by the Bank.
tentang produk/jasa yang ditawarkan Perseroan. Dengan demikian, As a result, customers can make investment decisions aligned with
nasabah akan melakukan investasi sesuai kebutuhan dan telah their needs and risk profiles.
mengetahui profil risiko yang melekat di dalam produk/jasa tersebut.
Dampak Produk/Jasa [OJK F.28] The Impact of Product/Service [OJK F.28]
Bank Mandiri Taspen selalu mempertimbangkan dampak dan risiko Bank Mandiri Taspen consistently considers the potential impacts
yang terkait dengan setiap produk dan jasa yang diluncurkan. Produk and risks associated with every product and service it launches. The
dan jasa yang ditawarkan oleh Bank Mandiri Taspen telah memberikan Bank’s offerings have had a significant positive impact, particularly
dampak positif yang signifikan, terutama dalam meningkatkan on the enhancement of the welfare of the community, including
kesejahteraan masyarakat, termasuk para pensiunan. Dalam hal retirees. For credit products, Bank Mandiri Taspen upholds the
produk kredit, Bank Mandiri Taspen senantiasa mengutamakan principle of prudence to ensure that disbursed funds are used
prinsip kehati-hatian, dengan tujuan untuk memastikan bahwa appropriately and safely by customers. This approach not only
dana yang disalurkan dapat digunakan secara tepat dan aman promotes responsible financial management but also aims to
oleh nasabah. Dengan pendekatan ini, Bank Mandiri Taspen juga mitigate potential risks and negative impacts for both the Bank and
berupaya untuk mencegah potensi risiko dan dampak negatif yang the wider community.
mungkin timbul, baik bagi bank maupun bagi masyarakat.
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Kinerja Keberlanjutan
Sustainability Peraformance
Jumlah Produk yang Number of Withdrawn
Ditarik Kembali [OJK F.29] Products [OJK F.29]
Hingga akhir tahun 2024, tidak terdapat produk atau jasa Bank Until the end of 2024, no products or services of Bank Mandiri
Mandiri Taspen yang ditarik kembali. Seluruh produk dan jasa Bank Taspen were withdrawn. All Bank Mandiri Taspen products and
Mandiri Taspen telah memiliki kinerja yang baik. services have performed well.
Survei Kepuasan Nasabah Terhadap Customer Satisfaction Survey on
Produk dan/atau Jasa [OJK F.30] Products and/or Services [OJK F.30]
Bank Mandiri Taspen sebagai lembaga perbankan yang bergerak Bank Mandiri Taspen, as a banking institution providing financial
dalam memberikan layanan keuangan kepada berbagai lapisan services to various segments of society, is strongly committed to
masyarakat, memiliki komitmen kuat untuk memberikan pelayanan delivering the best service to all its customers. In its continuous
terbaik bagi seluruh nasabahnya. Dalam upaya untuk terus effort to enhance service quality, Bank Mandiri Taspen recognizes
meningkatkan kualitas layanan, Bank Mandiri Taspen menyadari that customer satisfaction is one of the key factors in determining
bahwa kepuasan nasabah adalah salah satu faktor utama yang the success and sustainability of its operations. The importance
dapat menentukan keberhasilan dan keberlanjutan operasional of customer satisfaction extends beyond short-term interactions,
bank. Pentingnya kepuasan nasabah tidak hanya berdampak pada significantly influencing the long-term relationship between the
hubungan jangka pendek tetapi juga pada keberlangsungan jangka Bank and its customers.
panjang dari hubungan antara Bank dan nasabah.
Oleh karena itu, Bank Mandiri Taspen secara rutin melakukan To this end, Bank Mandiri Taspen routinely conducts customer
survei kepuasan pelanggan untuk mengevaluasi tingkat kepuasan satisfaction surveys to assess the level of satisfaction with the
nasabah terhadap kualitas produk dan layanan yang telah products and services provided. These surveys aim to identify
diberikan. Survei ini bertujuan untuk mengidentifikasi area yang areas that require improvement and highlight strengths, enabling
membutuhkan perbaikan serta mengetahui apa yang sudah management to plan strategic steps for service enhancement.
baik, sehingga pihak manajemen dapat merencanakan langkah- By regularly gathering customer feedback, Bank Mandiri Taspen
langkah strategis untuk meningkatkan kualitas layanan di masa gains valuable insights into its products, services, and operational
depan. Dengan melakukan survei kepuasan pelanggan secara processes. The data collected serves as a foundation for informed
berkala, Bank Mandiri Taspen dapat memperoleh masukan decision-making to improve customer experience and maintain
yang berharga dari nasabah, baik mengenai produk, pelayanan, service quality in line with the Bank’s standards. Through this
maupun proses yang ada. Data yang diperoleh dari survei ini approach, Bank Mandiri Taspen aims to further strengthen its
akan digunakan sebagai dasar dalam pengambilan keputusan position in the banking industry while delivering maximum added
yang dapat meningkatkan pengalaman nasabah dan menjaga value to its customers. In 2024, the Bank conducted a customer
kualitas layanan sesuai dengan standar yang diinginkan. Melalui satisfaction survey and achieved a customer satisfaction index score
pendekatan ini, Bank Mandiri Taspen berharap dapat semakin of 4.26.
memperkuat posisinya di industri perbankan, serta memberikan
nilai tambah yang maksimal bagi para nasabahnya. Pada tahun
2024, Bank Mandiri Taspen telah melakukan survei kepuasan
nasabah dengan skor indeks kepuasan nasabah sebesar 4,26.
Tabel Survei Kepuasan Nasabah
Table of Customer Satisfaction Survey
Kepuasan Nasabah (Skala Likert)
Customer Satisfaction (Likert Scale)
Keterangan Description
2024 2023 2022
4,26 4,26 4,17
Indeks Kepuasan Nasabah (Dari skala 5) (Dari skala 5) (Dari skala 5) Customer Satisfaction Index
(From a scale of 5) (From a scale of 5) (From a scale of 5)
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Verifikasi Tertulis Dari
Pihak Independen [OJK G.1, GRI 2-5]
Written Verification of Independent Parties
Laporan Keberlanjutan ini belum diverifikasi oleh pihak This Sustainability Report has not been verified by independent
independen atau penyedia jasa Assurance (Assurance Services parties or Assurance Service Provider. However, the management
Provider). Namun demikian, manajemen Bank Mandiri Taspen of Bank Mandiri Taspen has prepared this report in accordance
telah menyusun laporan ini sesuai dengan standar dan proses with the right standards and processes and guarantees that all
yang tepat serta menjamin seluruh informasi yang diungkapkan information disclosed in this report is true, accurate and factual.
dalam laporan ini adalah benar, akurat dan faktual. Bank Mandiri Bank Mandiri Taspen continues to be committed to improving
Taspen terus berkomitmen untuk meyempurnakan kualitas the quality of reporting so that it meets best practice standards,
pelaporan sehingga memenuhi standar best practice yaitu POJK namely POJK No. 51/POJK.03/2017 and GRI Standard 2021.
No. 51/POJK.03/2017 dan GRI Standard 2021.
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Lembar Umpan Balik [OJK G.2 GRI 2-26]
Feedback Sheet
Setelah membaca Laporan Keberlanjutan PT Bank Mandiri Taspen After reading the 2024 PT Bank Mandiri Taspen Sustainability
Tahun 2024, kami mohon kesediaan para pemangku kepentingan Report, we would like to ask stakeholders to provide feedback by
untuk memberikan umpan balik dengan mengirim email atau sending an email or sending this form via fax/post.
mengirim formulir ini melalui fax/pos.
1. Mohon beri tanda ceklis (√) pada kolom setuju atau 1. Please put a tick (√) in the agree or disagree column
tidak setuju
Pertanyaan Setuju Tidak Setuju
Questions Agree Disagree
Laporan ini telah memberikan informasi yang bermanfaat mengenai kinerja ekonomi, sosial,
dan lingkungan Perusahaan.
This report has provided useful information regarding the Company’s economic, social and
environmental performance.
Data dan informasi yang diungkapkan mudah dipahami, lengkap, transparan, dan
berimbang.
The data and information disclosed is easy to understand, complete, transparent and
balanced.
Data dan informasi yang disajikan berguna dalam pengambilan keputusan.
The data and information presented is useful in making decisions.
Laporan ini menarik dan mudah dibaca.
This report is attractive and easy to read.
2. Mohon berikan nilai mengenai topik material 2. Please provide a score regarding the aspects contained
yang terdapat dalam laporan Keberlanjutan ini in this report (score 1 = most important, 2 = important,
(nilai 1 = paling penting, 2 = penting, 3 = tidak penting, 3 = not important, 4 = very unimportant)
4 = sangat tidak penting).
(…..) Kinerja Ekonomi / Economic Performance (…..) Kesehatan dan Keselamatan Kerja / Occupational Health and Safety
(…..) Anti Korupsi / Anti-Corruption (…..) Pelatihan dan Pendidikan / Training and Education
Keberagaman dan Kesempatan Setara / Diversity and Equal
(…..) Energi / Energy (…..)
Opportunity
(…..) Emisi / Emission (…..) Non Diskriminasi / Non-Discrimination
(…..) Kepegawaian / Employment (…..) Privasi Pelanggan / Customer Privacy
3. Mohon berikan komentar/saran/usulan bagi laporan ini. 3. Please provide comments/suggestions/recommendations
for this report.
…………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………
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Identitas Pemangku Kepentingan Stakeholder Identity
Nama : …………………………………………………………………………………………………………………...............
Name
Pekerjaan : …………………………………………………………………………………………………………………...............
Job
Institusi/Perusahaan : …………………………………………………………………………………………………………………...............
Institution/Company
Kontak (telepon, email) : …………………………………………………………………………………………………………………...............
Contact(phone, email)
Kategori Pemangku Kepentingan Stakeholder Category
o Pelanggan o Customer
o Pemegang Saham dan Investor o Shareholders and Investors
o Karyawan o Employee
o Pemerintah o Government
o Mitra Kerja o Vendors
o Media Massa o Mass Media
o Masyarakat o Community
o Lain-lain, sebutkan ................. o Others, please specify .....
Saran dan tanggapan yang Anda berikan atas informasi yang Please send the suggestions and responses that you provide on
disajikan dalam laporan ini mohon dikirimkan kepada: the information presented in this report to:
Sekretaris Perusahaan Corporate Secretary
PT Bank Mandiri Taspen PT Bank Mandiri Taspen
Kantor Pusat Bank Mandiri Taspen Kantor Pusat Bank Mandiri Taspen
Graha Mantap Graha Mantap
Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng, Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng,
Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320 Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320
Telepon: (62-21) 21231772 Telepon: (62-21) 21231772
Fax: (62-21) 21231984 Fax: (62-21) 21231984
E-mail: corporate.secretary@bankmandiritaspen.co.id E-mail: corporate.secretary@bankmandiritaspen.co.id
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Tanggapan Terhadap Umpan Balik Laporan
Keberlanjutan Tahun 2023 [OJK G.3]
Response to Feedback on the 2023 Sustainability Report
Sepanjang tahun 2024, PT Bank Mandiri Taspen tidak Sepanjang tahun 2024, PT Bank Mandiri Taspen tidak
mendapat tanggapan dari para pemangku kepentingan setelah mendapat tanggapan dari para pemangku kepentingan setelah
diterbitkannya Laporan Keberlanjutan tahun 2023. Oleh karena diterbitkannya Laporan Keberlanjutan tahun 2023. Oleh karena
itu, dalam laporan ini tidak terdapat informasi secara spesifik itu, dalam laporan ini tidak terdapat informasi secara spesifik
terkait tindak lanjut yang dilakukan oleh Bank atas tanggapan dari terkait tindak lanjut yang dilakukan oleh Bank atas tanggapan dari
pemangku kepentingan. pemangku kepentingan.
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Daftar Pengungkapan Sesuai
Peraturan Otoritas Jasa Keuangan
Nomor 51/POJK.03/2017 [OJK G.4]
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan
Nomor 51/POJK.03/2017
No Indeks
Index
Nama Indeks Halaman
Index Name Page
Number
STRATEGI KEBERLANJUTAN
A
SUSTANBILITY STATEGY
Penjelasan Strategi Keberlanjutan
A.1 20
Sustainability Strategy Explanation
IKHTISAR KINERJA ASPEK KEBERLANJUTAN
B
SUSTANBILITY PERFORMANCE OVERVIEW
Aspek Ekonomi
B.1 40
Economic Aspect
Aspek Lingkungan Hidup
B.2 40
Environmental Aspect
Aspek Sosial
B.3 42
Social Aspect
PROFIL PERUSAHAAN
C
COMPANY PROFILE
Visi, Misi, dan Nilai Keberlanjutan
C.1 44
Vision, Mission and Sustainability Values
Alamat Perusahaan
C.2 46, 47, 54
Company Address
Skala Usaha
C.3 48, 54
Business Scale
Produk, Layanan dan Kegiatan Usaha yang Dijalankan
C.4 57
Products, Services and Business Activities Operated
Keanggotaan Asosiasi
C.5 59
Membership in Associations
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 60
Significant Changes in Issuers and Public Companies
PENJELASAN DIREKSI
D
DIRECTOR EXPLANATION
Penjelasan Direksi
D.1 61
Directors’ Explanation
TATA KELOLA KEBERLANJUTAN
E
SUBTAINABILITY GOVERNANCE
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 84
Responsible for the Implementation of Sustainable Finance
Pengembangan Kompetensi terkait Keuangan Berkelanjutan
E.2 88
Competency Development related to Sustainable Finance
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
E.3 95
Risk Assessment on the Implementation of Sustainable Finance
Hubungan dengan Pemangku Kepentingan
E.4 98
Stakeholder Relations
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No Indeks
Index
Nama Indeks Halaman
Index Name Page
Number
Permasalahan terhadap Penerapan Keuangan Berkelanjutan
E.5 100
Problems with the Implementation of Sustainable Finance
KINERJA KEBERLANJUTAN
F
SUSTAINABILITY PERFORMANCE
Kegiatan Membangun Budaya Keberlanjutan
F.1 102
Activities Building a Sustainable Culture
Kinerja Ekonomi / Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba
Rugi
F.2 104
Comparison of Production and Performance Target, Portfolio, Target Financing, or investment, income and Profit
Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan atau
Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 104
Comparison of Portfolio and Performance Targets, Financing Targets, of Investment in Financial Instruments in
Financial instruments or Projects Along with Sustainable Finance
Kinerja Lingkungan Hidup / Environmental Performance
Aspek Umum
General Aspect
Biaya Lingkungan Hidup
F.4 120
Environmental Costs
Aspek Material
Aspek Material
Penggunaan Material yang Ramah Lingkungan
F.5 120
Use of Environmentally Friendly Materials
Aspek Energi / Aspect of Energy
Jumlah dan Intensitas Energi yang Digunakan
F.6 121
Total and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 123
Effort and Achievements of Energy Efficiency and Use of Renewable Energy
Aspek Air
Aspect of Water
Penggunaan Air
F.8 125
Water Usage
Aspek Keanekaragaman Hayati / Aspect of Biodiversity
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki Keanekaragaman
F.9 Hayati 125
Impacts from an Operating Areas Near or in Conservation Areas or Areas with Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 125
Biodiversity Conservation Business
Aspek Emisi / Aspect of Emission
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 126
Number and Intensity of Emissions Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 123, 128
Effort and Achievements of Emission Reduction
Aspek Limbah dan Efluen / Aspect of Waste and Effluent
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 129
Total Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 129
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 130
Happening Spill (If Any)
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No Indeks
Index
Nama Indeks Halaman
Index Name Page
Number
Aspek Pengaduan Terkait Lingkungan Hidup
Aspect of Complaints Related to the Environment
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 130
Number and Received and Resolved Materials of Environmental Complaints
Kinerja Sosial / Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 131
Commitment to Providing Services for Equal Products and/or Services to Customers
Aspek Ketenagakerjaan
Aspect of Employment
Kesetaraan Kesempatan Bekerja
F.18 154
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 141
Child Labor and Forced Labor
Upah Minimum Regional
F.20 144
Regional Minimum Wages
Lingkungan Bekerja yang Layak dan Aman
F.21 146
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 139
Employees Training and Education
Aspek Masyarakat / Aspect of Community
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 150
Impact of Operations on the Surrounding Communities
Pengaduan Masyarakat
F.24 167
Community Complaint
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 152
Environmental Social Responsibility Activities (TJSL)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan / Responsibility for Development of
Sustainable Products and/or Services
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 180
Sustainable Financial Product/Service Innovation and Development
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Nasabah
F.27 182
Safety Evaluated Products/Services for Customers
Dampak Produk/Jasa
F.28 182
Impact of Product or Service
Jumlah Produk yang Ditarik Kembali
F.29 183
Number of Product Returned
Survei Kepuasan Nasabah Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 183
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
LAIN-LAIN:
G
OTHERS:
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 184
Written Verification from an Independent (if any)
Lembar Umpan Balik
G.2 185
Feedback Sheet
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 187
Feedback on Previous Year’s Sustainability Report Feedback
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
G.4 188
List of Disclosures According to the Financial Services Authority Number 51/POJK.03/2017 concerning the
Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies.
*) N/A : Not Applicable
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Indeks Isi Consolidated Set of GRI Standard
Content Index Consolidated Set of GRI Standard
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
Pernyataan PT Bank Madiri Taspen telah melaporkan informasi yang dikutip dalam indeks konten GRI untuk periode 1 Januari 2024 hingga
Penggunaan 31 Desember 2024 sesuai dengan (“in accordance to”) pada Consolidated Set of GRI Standard.
Statement of Use PT Bank Madiri Taspen has reported the information cited in the GRI content index for the period 1 January 2024 to 31 December
2024 in accordance with the Consolidated Set of GRI Standards.
GRI GRI 1: LANDASAN 2021
GRI 1: FOUNDATION 2021
Standar Sektor G4 Suplemen Sektor Keuangan
GRI yang berlaku G4 Financial Sector Supplement
Applicable GRI
Sector Standards
GRI 2: Organisasi dan Praktik Pelaporan
Pengungkapan Reporting Organization and Practice
Umum 2021
GRI 2: General
Disclosures 2021
GRI 2-1 Detail organisasi
46, 47, 54
Organization details
GRI 2-2 Entitas yang termasuk
dalam pelaporan
keberlanjutan 5
Entities included in
sustainability reporting
GRI 2-3 Periode pelaporan,
frekuensi dan titik
kontak
5
Reporting period,
frequency and contact
points
GRI 2-4 Informasi tentang
penyajian kembali
5
Information about
restatements
GRI 2-5 Jaminan Eksternal
184
External Assurance
Aktivitas dan Pekerja
Activities and Workers
GRI 2-6 Aktivitas, rantai pasok,
dan relasi bisnis lainnya
46, 57, 58,
Activities, value chain
60
and other business
relationship
GRI 2-7 Karyawan
48
Employees
GRI 2-8 Pekerja yang bukan
karyawan
48
Workers who are not
employees
PT Bank Mandiri Taspen
191
2024 Sustainability Report
Page 194
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
Tata Kelola
Governance
GRI 2-9 Struktur dan komposisi
tata kelola
74
Governance structure
and composition
GRI 2-10 Nominasi dan pemilihan
badan tata kelola
tertinggi
78
Nomination and
election of the highest
governance body
GRI 2-11 Ketua badan tata kelola
tertinggi
74
Chair of the highest
governance body
GRI 2-12 Peran badan tata
kelola tertinggi dalam
mengawasi pengelolaan
dampak
84
The role of the highest
governance body in
overseeing impact
management
GRI 2-13 Pendelegasian
tanggung jawab untuk
mengelola dampak
84
Delegation of
responsibility for
managing impacts
GRI 2-14 Peran badan tata
kelola tertinggi
dalan pelaporan
keberlanjutan 70, 84
Role of the highest
governance body’s in
sustainability reporting
GRI 2-15 Benturan kepentingan
76
Conflict of interest
GRI 2-16 Komunikasi hal-hal
penting
167
Communication of
critical concerns
GRI 2-17 Pengetahuan kolektif
dari badan tata kelola
tertinggi
88
Collective knowledge of
the highest governance
body
GRI 2-18 Evaluasi kinerja badan
tata kelola tertinggi
Evaluation of the
79
performance of the
highest governance
body
GRI 2-19 Kebijakan remunerasi
80
Remuneration policies
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
GRI 2-20 Proses untuk
menentukan remunerasi
80
Process to determining
remuneration
GRI 2-21 Rasio kompensasi total
tahunan
80
Annual total
compensation ratio
Strategi, Kebijakan dan Praktik
Strategy, Policies, and Practices
GRI 2-22 Pernyataan tentang
strategi pembangunan
berkelanjutan
61
Statement on
sustainable
development strategy
GRI 2-23 Komitmen kebijakan
31
Policy commitments
GRI 2-24 Menanamkan
komitmen kebijakan
31
Embedding policy
commitment
GRI 2-25 Proses untuk
memulihkan dampak
negatif 36
Process to Remediate
negative impacts
GRI 2-26 Mekanisme pemberian
umpan balik/saran
dan menyampaikan
kekhawatiran 185
Mechanisms for seeking
advice and raising
concerns
GRI 2-27 Kepatuhan terhadap
hukum dan peraturan
167
Compliance with laws
and regulations
GRI 2-28 Keanggotaan asosiasi
Membership 59
Associations
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
GRI 2-29 Pendekatan keterlibatan
pemangku kepentingan
Approach to 98
Stakeholder
engagement
GRI 2-30 Perjanjian kerja bersama
Collective bargaining 141
agreements
PT Bank Mandiri Taspen
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
GRI 3: TOPIK GRI 3-1 Proses menentukan
MATERIAL 2021 topik material
7
GRI 3: MATERIAL Process to determine
TOPIC 2021 material topics
GRI 3-2 Daftar topik material
7
List of material topics
GRI 3-3 Manajemen topik
material
11
Management of
material topics
Topik Ekonomi
Economic Topics
Kinerja Ekonomi
Economic Performance
GRI 201: Kinerja GRI 201-1 Nilai ekonomi langsung
Ekonomi 2016 yang dihasilkan dan
GRI 201: didistribusikan
111
Economic Direct economic
Performance value generated and
2016 distributed
GRI 201-2 Implikasi finansial serta
risiko dan peluang lain
akibat perubahan iklim
Financial implications 28
and other risks and
opportunities from
climate change
GRI 201-3 Kewajiban program
pensiun manfaat pasti
dan program pensiun
lainnya 112
Defined Benefit Plan
Obligations and Other
Pension Plans
GRI 201-4 Bantuan finansial
yang diberikan dari
pemerintah
114
Financial assistance
provided by the
government
Dampak Ekonomi Tidak Langsung
Indirect Economic Impacts
GRI 203: Dampak GRI 203-1 Investasi infrastruktur
Ekonomi Tidak dan dukungan layanan
Langsung 2016 Infrastructure 113
GRI 203: Indirect investments and service
Economic supported
Impacts 2016
GRI 203-2 Dampak ekonomi
tidak langsung yang
signifikan 114
Significant indirect
economic impacts
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
Anti Korupsi
Anti Corruption
GRI 205: Anti GRI 205-1 Operasi-operasi yang
Korupsi 2016 dinilai memiliki risiko
GRI 205: Anti terkait korupsi
116
Corruption 2016 Operations assessed as
having risks related to
corruption
GRI 205-2 Komunikasi dan
pelatihan tentang
kebijakan dan prosedur
anti korupsi
117
Communication and
training on anti-
corruption policies and
procedures
GRI 205-3 Insiden korupsi yang
terbukti dan tindakan
yang diambil
119
Confirmed incidents of
corruption and actions
taken
Perilaku Anti Persaingan
Anti Competitive Behavior
GRI 206: Perilaku GRI 206-1 Langkah-langkah
Anti Persaingan hukum untuk perilaku
2016 anti-persaingan, praktik
GRI 206: Anti- anti-trust dan monopoli
119
competitive Legal measures for
Behavior 2016 anti-competitive
behavior, anti-trust and
monopoly practices
Topik Lingkungan
Environmental Topic
Energi
Energy
GRI 302: Energi GRI 302-1 Konsumsi energi di
2016 dalam organisasi
121, 122
GRI 302: Energy Energy consumption
2016 within the organization
GRI 302-2 Konsumsi energi di luar
organisasi
Energy consumption 121
outside the
organization
GRI 302-3 Intensitas energi
121
Energy Intensity
GRI 302-4 Reduksi konsumsi
energi
123
Reduction of energy
consumption
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
GRI 302-5 Pengurangan
kebutuhan energi dari
produk dan jasa
123
Reduction of energy
requirements from
products and services
Emisi
Emissions
GRI 305: Emisi GRI 305-1 Emisi GRK Langsung
2016 (Cakupan 1)
126
GRI 305: Direct (Scope 1) GHG
Emissions 2016 emissions
GRI 305-2 Energi tidak langsung
(Cakupan 2) Emisi GRK
126
Energy indirect (Scope
2) GHG emission
GRI 305-3 Emisi GRK (Cakupan 3)
tidak langsung lainnya
126
Other indirect (Scope 3)
GHG emissions
GRI Intensitas Emisi GRK
126
305-4 GHG emissions intensity
GRI 305-5 Pengurangan emisi GRK
Reduction of GHG 128
emissions
GRI 305-6 Emisi zat perusak ozon
(BPO)
Emissions of ozone- 128
depleting substances
(ODS)
GRI 305-7 Nitrogen oksida (NOx),
sulfur oksida (SOx), dan
emisi udara signifikan
lainnya
129
Nitrogen oxides (NOx),
sulfur oxides (SOx), and
other significant air
emissions
Topik Sosial
Social Topic
Kepegawaian
Employment
GRI 401: GRI 401-1 Perekrutan karyawan
Kepegawaian baru dan perputaran
2016 karyawan 136
GRI 401: New employee hires
Employment and employee turnover
2016
GRI 401-2 Tunjangan yang
diberikan kepada
karyawan tetap yang
tidak diberikan kepada
karyawan sementara
atau paruh waktu 143
Benefits provided to
fulltime employees that
are not provided to
temporary or part-time
employees
GRI 401-3 Cuti Melahirkan
142
Maternity leave
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
GRI 403: GRI 403-1 Sistem manajemen
Kesehatan dan kesehatan dan
Keselamatan keselamatan kerja
Kerja 2018 147
Occupational health
GRI 403: and safety management
Occupational system
Health
and Safety 2018 GRI 403-2 Identifikasi bahaya,
penilaian risiko, dan
investigasi insiden
147
Hazard identification,
risk assessment and
incident investigation
GRI 403-3 Layanan kesehatan
kerja
148
Occupational health
services
GRI 403-4 Partisipasi pekerja,
konsultasi, dan
komunikasi tentang
kesehatan dan
keselamatan kerja
Worker participation, 148
consultation and
communication on
occupational health and
safety
GRI 403-5 Pelatihan pekerja
tentang kesehatan dan
keselamatan kerja
147
Worker training on
occupational health and
safety
GRI Peningkatan kualitas
403-6 kesehatan kerja
148
Improving the quality of
occupational health
GRI 403-7 Pencegahan dan
mitigasi dampak-
dampak keselamatan
dan kesehatan kerja
yang secara langsung
terkait dengan
hubungan bisnis 147
Prevention and
mitigation of
occupational safety and
health impacts that
are directly related to
business relationships
GRI 403-8 Pekerja yang
tercakup dalam
sistem manajemen
keselamatan dan
kesehatan kerja 147
Workers covered by the
occupational safety and
health management
system
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
GRI 403-9 Kecelakaan kerja
148
Work related injuries
GRI 403-10 Penyakit akibat kerja
148
Occupational illness
Pelatihan dan Pendidikan
Training and Education
GRI 404: GRI 404-1 Rata-rata jam pelatihan
Pelatihan dan per tahun per karyawan
Pendidikan 2016 Average hours of 139, 140
GRI 404: Training training per year per
and Education employee
2016
GRI 404-2 Program untuk
meningkatkan
keterampilan karyawan
dan program bantuan
peralihan 139
Programs for upgrading
employee skills and
transition assistance
programs
GRI 404-3 Persentase karyawan
yang menerima tinjauan
rutin terhadap kinerja
dan pengembangan
karir
139, 141
Percentage of
employees receiving
regular performance
and career development
reviews
Keberagaman dan Kesetaraan Kesempatan
Diversity and Equal Opportunity
GRI 405: GRI 405-1 Keberagaman badan
Keberagaman tata kelola dan
dan Kesetaraan karyawan 134, 136
Kesempatan 2016 Diversity of governance
GRI 405: bodies and employees
Diversity
and Equal GRI 405-2 Rasio gaji pokok dan
Opportunity remunerasi perempuan
2016 terhadap laki-laki
143
Ratio of basic salary
and remuneration of
women to men
Non Diskriminasi
Non Discrimination
GRI 406: Non GRI 406-1 Insiden diskriminasi
Diskriminasi 2016 dan tindakan perbaikan
GRI 406: Non yang dilakukan
134
Discrimination Discrimination incidents
2016 and corrective actions
taken
Praktik Keamanan
Security Practices
GRI 410: Praktik GRI 410-1 Petugas keamanan
Keamanan 2016 yang dilatih mengenai
GRI 410: Security kebijakan atau prosedur
Practices 2016 hak asasi manusia
Operations with 149
local community
engagement, impact
assessment, and
development programs
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
Masyarakat Lokal
Local Communities
GRI 413: GRI 413-1 Operasi dengan
Masyarakat Lokal keterlibatan masyarakat
2016 lokal, penilaian
GRI 413: Local dampak, dan program
Communities pengembangan
Operations with 150, 152
2016
local community
engagement, impact
assessment, and
development programs
GRI 413-2 Operasi yang secara
aktual dan yang
berpotensi memiliki
dampak negatif
signifikan terhadap
masyarakat setempat 150
Operations that have
actual and potential
negative impacts on
local communities
Privasi Pelanggan
Customer Privacy
GRI 418: Privasi GRI 418-1 Pengaduan yang
Pelanggan 2016 berdasar mengenai
GRI 418: pelanggaran terhadap
Customer Privacy privasi pelanggan
2016 dan hilangnya data
pelanggan 177
Substantiated
complaints concerning
breaches of customer
privacy and losses of
customer data
G4 Suplemen Sektor Keuangan
G4 Financial Sector Supplements
G4 Suplemen FS1 Kebijakan dengan
Sektor Keuangan komponen lingkungan
G4 Financial dan sosial yang spesifik
Sector yang diaplikasikan pada
Supplements lini bisnis.
Policies with certain 20
environmental and
social components
as applied to lines of
business
FS2 Prosedur untuk
memeriksa dan
menyaring risiko
lingkungan dan sosial
pada lini bisnis.
Procedures for 95
assessing and screening
environmental and
social risks in business
lines.
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Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
FS4 Proses untuk
meningkatkan
kompetensi staf
untuk menerapkan
kebijakan dan prosedur
lingkungan dan
sosial sebagaimana 88
diterapkan pada lini
bisnis.
Environmental and
social policies and
procedures as applied
to lines of business
FS5 Interaksi dengan klien/
penanam modal/mitra
bisnis terkait risiko serta
kesempatan terkait
lingkungan dan sosial.
Interactions with
clients/investments/ 98
business partners
regarding
environmental and
social risks and
opportunities
FS6 Persentase dari
portofolio untuk lini
bisnis menurut wilayah,
menurut ukuran
(contoh: mikro/SME/
besar), dan menurut
sektor. 106
Portfolio percentage
for business lines by
specific area size (eg
micro/SME/large) and
by sector
FS9 Cakupan dan frekuensi
audit serta prosedur
penilaian risiko
97
Scope and frequency
of audits and risk
assessment procedures
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Persyaratan Omitted Information Standar
Indeks Isi
yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index
Not Disclosed Reason Explanation Reference
Number
FS13 Titik akses di daerah
berpenduduk rendah
atau kurang beruntung
secara ekonomi
berdasarkan jenis.
Access points in 133
low-population
or economically
disadvantaged areas
by type.
FS14 Inisiatif untuk
meningkatkan akses
ke layanan keuangan
bagi orang-orang yang
kurang beruntung. 133
An initiative to
improve access to
financial services for
disadvantaged people.
FS15 Kebijakan untuk
rancangan dan
penjualan produk dan
layanan yang adil.
131
Policies for the fair
design and sale of
financial products and
services
FS16 Inisiatif untuk
meningkatkan literasi
keuangan berdasarkan
jenis atau penerima
manfaat. 133
Initiatives to improve
financial literacy by type
or beneficiary.
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Indeks Sustainability Accounting Standards
(SASB) Bank - Commercial Bank
Sustainability Accounting Standards (SASB) Bank - Commercial
Bank Index
Topic Metric Index
Halaman
Page
SUSTAINABILITY DISCLOSURE TOPICS & METRICS
Data Security (1) Number of data breaches, (2) percentage that are personal data breaches,
FN-CB-230a.1 177
(3) number of account holders affected
Description of approach to identifying and addressing data security risks FN-CB-230a.2 177
Financial Inclusion & Capacity (1) Number and (2) amount of loans outstanding that qualify for programmes
FN-CB-240a.1 104
Building designed to promote small business and community development
(1) Number and (2) amount of past due and nonaccrual loans or loans subject
to forbearance that qualify for programmes designed to promote small FN-CB-240a.2 104
business and community development
Number of no-cost retail checking accounts provided to previously unbanked
FN-CB-240a.3 -
or underbanked customers
Number of participants in financial literacy initiatives for unbanked,
FN-CB-240a.4 133
underbanked, or underserved customers
Incorporation of Environmental, Description of approach to incorporation of environmental, social and
Social, and Governance Factors governance (ESG) factors in credit analysis FN-CB-410a.2 -
in Credit Analysis
Financed Emissions Absolute gross financed emissions, disaggregated by (1) Scope 1, (2) Scope 2
FN-CB-410b.1 126
and (3) Scope 3
Gross exposure for each industry by asset class FN-CB-410b.2 126
Percentage of gross exposure included in the financed emissions calculation FN-CB-410b.3 126
Description of the methodology used to calculate financed emissions FN-CB-410b.4 126
Business Ethics Total amount of monetary losses as a result of legal proceedings associated
with fraud, insider trading, antitrust, anticompetitive behaviour, market
FN-CB-510a.1 119, 167
manipulation, malpractice, or other related financial industry laws or
regulations
Description of whistleblower policies and procedures FN-CB-510a.2 167
Systemic Risk Management Global Systemically Important Bank (GSIB) score, by category FN-CB-550a.1 -
Description of approach to integrate results of mandatory and voluntary stress
tests into capital adequacy planning, longterm corporate strategy, and other FN-CB-550a.2 -
business activities
ACTIVITY METRIC
(1) Number and (2) value of checking and savings accounts by segment: (a)
FN-CB-000.A 106
personal and (b) small business
(1) Number and (2) value of loans by segment: (a) personal, (b) small business,
FN-CB-000.B 106
and (c) corporate
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Tautan Standar GRI Dengan TPB
GRI Standard Link With SGDS
Bank Mandiri Taspen berkomitmen untuk memberikan kontribusi Bank Mandiri Taspen is committed to contributing to achieving
dalam pencapaian Tujuan Pembangunan Berkelanjutan (TPB)/ the Sustainable Development Goals (SDGs). Bank Mandiri Taspen’s
Sustainable Development Goals (SDGs). Dukungan Bank Mandiri support is reflected in the link between reporting disclosures in
Taspen tercermin pada tautan antara pengungkapan pelaporan accordance with GRI and SDGs, in accordance with the SDG
sesuai GRI dengan SDGs, sesuai panduan SDG Compass yang Compass guidelines published by GRI, the United Nations Global
diterbitkan oleh GRI, United Nations Global Compact, dan World Compact, and the World Business Council for Sustainable
Business Council for Sustainable Development (WBCSD), sebagai Development (WBCSD), as follows:
berikut:
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Mengakhiri kemiskinan GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
dalam segala bentuk di Ekonomi Tidak Langsung Significant indirect economic impacts
mana pun. 2016
End poverty in all its GRI 203: Indirect
forms everywhere Economic Impacts 2016
GRI 413: Masyarakat 413-2 Operasi yang secara aktual dan yang berpotensi memiliki
Lokal 2016 dampak negatif signifikan terhadap masyarakat lokal
GRI 413: Local Operations that have actual and potential negative impacts
Communities 2016 on local communities
G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut wilayah,
Keuangan menurut ukuran (contoh: mikro/SME/besar), dan menurut
G4 Financial Sector sektor.
Supplements Percentage of portfolio for business lines by region, size,
and sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik untuk
setiap lini bisnis.
The monetary value of products and services designed to
provide specific social benefits for each line of business.
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS16 Inisiatif untuk meningkatkan literasi keuangan berdasarkan
jenis atau penerima manfaat.
Initiatives to improve financial literacy by type or beneficiary.
Mengakhiri GRI 413: Masyarakat 413-2 Operasi yang secara aktual dan yang berpotensi memiliki
kelaparan, mencapai Lokal 2016 dampak negatif signifikan terhadap masyarakat lokal
ketahanan pangan, GRI 413: Local Operations that have actual and potential negative impacts
memperbaiki nutrisi Communities 2016 on local communities
dan mempromosikan
pertanian yang
berkelanjutan.
Ending hunger; achieving
food security; improving
nutrition; and promoting
sustainable agriculture.
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Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Menjamin kehidupan GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
yang sehat dan Ekonomi Tidak Langsung Significant indirect economic impacts
mendorong kesejahteraan 2016
bagi semua orang di GRI 203: Indirect
segala usia. Economic Impacts 2016
Ensuring healthy lives and
promoting well-being for GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
all people at all ages Direct (Scope 1) GHG emissions
305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Energy indirect (Scope 2) GHG emission
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Other indirect (Scope 3) GHG emissions
305-6 Emisi zat perusak ozon (BPO)
Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oksida (NOx), sulfur oksida (SOx), dan emisi udara
signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx), and other
significant air emissions
GRI 403: Kesehatan dan 403-6 Peningkatan kualitas kesehatan kerja
Keselamatan Kerja 2018 Improving the quality of occupational health
GRI 403: Occupational
Health and Safety 2018 403-9 Kecelakaan kerja
Work related injuries
403-10 Penyakit akibat kerja
Occupational illness
GRI 401: Kepegawaian 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
2016 tidak diberikan kepada karyawan sementara atau paruh
GRI 401: Employment waktu
2016 Benefits provided to full-time employees that are not
provided to temporary or part-time employees
Menjamin kualitas GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
pendidikan yang Pendidikan 2016 Average hours of training per year per employee
inklusif dan merata GRI 404: Training and
serta meningkatkan Education 2016
kesempatan belajar
sepanjang hayat untuk
semua pada tahun 2030.
Ensuring inclusive
and equitable quality
education and promoting
lifelong learning
opportunities for all by
2030.
Mencapai kesetaraan GRI 2: Pengungkapan 2-9 Struktur dan komposisi tata kelola
gender dan Umum 2021 Governance structure and composition
memberdayakan semua GRI 2: General Disclosures
perempuan dan anak 2021
perempuan.
Achieving gender equality
and empowering all
women and girls.
2-10 Nominasi dan pemilihan badan tata kelola tertinggi
Nomination and selection of the highest governance body
GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
Ekonomi Tidak Langsung Infrastructure investments and service supported
2016
GRI 203: Indirect
Economic Impacts 2016
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Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
GRI 401: Kepegawaian 401-1 Perekrutan karyawan baru dan perputaran karyawan
2016 New employee hires and employee turnover
GRI 401: Employment
2016 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
tidak diberikan kepada karyawan sementara atau paruh
waktu
Benefits provided to full-time employees that are not
provided to temporary or part-time employees
401-3 Cuti Melahirkan
Parental leave
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance and
career development reviews
GRI 405: Keberagaman 405-1 Keberagaman badan tata kelola dan karyawan
dan Kesetaraan Diversity of governance bodies and employees
Kesempatan 2016
GRI 405: Diversity and 405-2 Rasio gaji pokok dan remunerasi perempuan terhadap
Equal Opportunity 2016 laki-laki
Ratio of basic salary and remuneration of women to men
GRI 406: Non Diskriminasi 406-1 Insiden diskriminasi dan tindakan perbaikan yang
2016 dilakukan
GRI 406: Non Discrimination incidents and corrective actions taken
Discrimination 2016
Memastikan masyarakat GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
mencapai akses universal Ekonomi Tidak Langsung Infrastructure investments and service supported
air bersih dan sanitasi. 2016
Ensuring communities GRI 203: Indirect
to achieve universal Economic Impacts 2016
access to clean water and
sanitation.
Menjamin akses energi GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
yang terjangkau, andal, GRI 302: Energy 2016 Energy consumption within the organization
berkelanjutan, dan
modern untuk semua
lapisan masyarakat.
Confirming access to
affordable, reliable, 302-2 Konsumsi energi di luar organisasi
sustainable and modern Energy consumption outside the organization
energy for all levels of
302-3 Intensitas energi
society.
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
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Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Berusaha meningkatkan GRI 2: Pengungkapan 2-7 Karyawan
pertumbuhan Umum 2021 Karyawan
ekonomi yang inklusif GRI 2: General Disclosures
dan berkelanjutan, 2021
kesempatan kerja yang
produktif dan menyeluruh
serta pekerjaan yang
layak untuk semua.
Seeking to promote 2-8 Pekerja yang bukan karyawan
inclusive and sustainable Workers who not employees
economic growth;
comprehensive and 2-30 Perjanjian kerja bersama
productive employment Collective bargaining agreements
opportunity and decent GRI 201: Kinerja Ekonomi 201-1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan
work for all. 2016 Direct economic value generated and distributed
GRI 201: Economic
Performance 2016
GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
Ekonomi Tidak Langsung Significant indirect economic impacts
2016
GRI 203: Indirect
Economic Impacts 2016
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-2 Program untuk meningkatkan keterampilan karyawan dan
program bantuan peralihan
Programs for upgrading employee skills and transition
assistance programs
404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance and
career development reviews
GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
GRI 302: Energy 2016 Energy consumption within the organization
302-2 Konsumsi energi di luar organisasi
Energy consumption outside the organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
GRI 401: Kepegawaian 401-1 Perekrutan karyawan baru dan perputaran karyawan
2016 New employee hires and employee turnover
GRI 401: Employment
2016 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
tidak diberikan kepada karyawan sementara atau paruh
waktu
Benefits provided to full-time employees that are not
provided to temporary or part-time employees
401-3 Cuti Melahirkan
Parental leave
GRI 405: Keberagaman 405-1 Keberagaman badan tata kelola dan karyawan
dan Kesetaraan Diversity of governance bodies and employees
Kesempatan 2016
GRI 405: Diversity and 405-2 Rasio gaji pokok dan remunerasi perempuan terhadap
Equal Opportunity 2016 laki-laki
Ratio of basic salary and remuneration of women to men
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Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
GRI 403: Kesehatan dan 403-1 Sistem manajemen kesehatan dan keselamatan kerja
Keselamatan Kerja 2018 Occupational health and safety management system
GRI 403: Occupational
Health
and Safety 2018
403-2 Identifikasi bahaya, penilaian risiko, dan investigasi insiden
Hazard identification, risk assessment and incident
investigation
403-3 Layanan kesehatan kerja
Occupational health services
403-4 Partisipasi pekerja, konsultasi, dan komunikasi tentang
kesehatan dan keselamatan kerja
Worker participation, consultation and communication on
occupational health and safety
403-5 Pelatihan pekerja tentang kesehatan dan keselamatan kerja
Worker training on occupational health and safety
403-7 Pencegahan dan mitigasi dampak-dampak keselamatan
dan kesehatan kerja yang secara langsung terkait dengan
hubungan bisnis
Prevention and mitigation of occupational safety and health
impacts that are directly related to business relationships
403-8 Pekerja yang tercakup dalam sistem manajemen
keselamatan dan kesehatan kerja
Workers covered by the occupational safety and health
management system
403-9 Kecelakaan kerja
Work related injuries
403-10 Penyakit akibat kerja
Occupational illness
GRI 203: Dampak Ekonomi 203-1 Investasi infrastruktur dan dukungan layanan
Tidak Langsung 2016 Infrastructure investments and service supported
GRI 203: Indirect
Economic Impacts 2016
GRI 406: Non Diskriminasi 406-1 Insiden diskriminasi dan tindakan perbaikan yang
2016 dilakukan
GRI 406: Non Discrimination incidents and corrective actions taken
Discrimination 2016
G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut wilayah,
Keuangan ukuran, dan sektor
G4 Supplement to the Percentage of portfolio for business lines by region, size,
Financial Sector and sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik untuk
setiap lini bisnis.
The monetary value of products and services designed to
provide specific social benefits for each line of business.
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS16 Inisiatif untuk meningkatkan literasi keuangan berdasarkan
jenis atau penerima manfaat.
Initiatives to improve financial literacy by type or beneficiary.
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2024 Sustainability Report
Page 210
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Membangun GRI 201: Kinerja Ekonomi 201-1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan
infrastruktur yang 2016 Direct economic value generated and distributed
tangguh, meningkatkan GRI 201: Economic
industri inklusif dan Performance 2016
berkelanjutan, serta
mendorong inovasi.
Building resilient
infrastructure; promoting
inclusive and sustainable
industries; and
encouraging innovation.
GRI 203: Dampak Ekonomi 203-1 Investasi infrastruktur dan dukungan layanan
Tidak Langsung 2016 Infrastructure investments and service supported
GRI 203: Indirect
Economic Impacts 2016
G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut wilayah,
Keuangan ukuran, dan sektor
G4 Supplement to the Portfolio percentage for business lines by specific area size
Financial Sector (eg micro/SME/large) and by sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik untuk
setiap lini bisnis.
The monetary value of products and services designed to
provide specific social benefits for each line of business.
Mengurangi Kesenjangan GRI 2: Pengungkapan 2-7 Karyawan
Intra dan Antar Negara Umum 2021 Employee
Reducing gaps within and GRI 2: General Disclosures
between countries. 2021
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance and
career development reviews
GRI 405: Keberagaman 405-2 Rasio gaji pokok dan remunerasi perempuan terhadap
dan Kesetaraan laki-laki
Kesempatan 2016 Ratio of basic salary and remuneration of women to men
GRI 405: Diversity and
Equal Opportunity 2016
G4 Suplemen Sektor FS1 Kebijakan dengan komponen lingkungan dan sosial yang
Keuangan spesifik yang diaplikasikan pada lini bisnis.
G4 Supplement to Policies with certain environmental and social components
the Financial Sector as applied to lines of business
FS2 Prosedur untuk memeriksa dan menyaring risiko lingkungan
dan sosial pada lini bisnis.
Procedures for assessing and screening environmental and
social risks in business lines.
FS4 Proses untuk meningkatkan kompetensi staf untuk
menerapkan kebijakan dan prosedur lingkungan dan sosial
sebagaimana diterapkan pada lini bisnis.
Environmental and social policies and procedures as applied
to lines of business
FS5 Interaksi dengan klien/penanam modal/mitra bisnis terkait
risiko serta kesempatan terkait lingkungan dan sosial.
Interactions with clients/investments/business partners
regarding environmental and social risks and opportunities
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Laporan Keberlanjutan 2024
Page 211
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik untuk
setiap lini bisnis.
The monetary value of products and services designed to
provide specific social benefits for each line of business.
FS9 Cakupan dan frekuensi audit serta prosedur penilaian risiko
Scope and frequency of audits and risk assessment
procedures
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS15 Kebijakan untuk produk dan layanan keuangan yang adil
Policies for the fair design and sale of financial products and
services
FS16 Inisiatif untuk meningkatkan literasi keuangan berdasarkan
jenis atau penerima manfaat.
Initiatives to improve financial literacy by type or beneficiary.
Menjadikan kota dan GRI 203: Dampak Ekonomi 203-1 Investasi infrastruktur dan dukungan layanan
pemukiman inklusif, Tidak Langsung 2016 Infrastructure investments and service supported
aman, tangguh dan GRI 203: Indirect
berkelanjutan Economic Impacts 2016
Making inclusive, safe,
resilient and sustainable
cities and settlements.
G4 Suplemen Sektor FS7 Nilai moneter dari produk dan layanan yang dirancang
Keuangan untuk memberikan keuntungan sosial yang spesifik untuk
G4 Supplement to the setiap lini bisnis.
Financial Sector The monetary value of products and services designed to
provide specific social benefits for each line of business.
Menjamin pola produksi GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
dan konsumsi yang GRI 201: Economic Energy consumption within the organization
bertanggungjawab Performance 2016
Ensuring responsible
production and
consumption patterns.
302-2 Konsumsi energi di luar organisasi
Energy consumption outside the organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
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2024 Sustainability Report
Page 212
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Mengambil aksi segera GRI 201: Kinerja 201-2 Implikasi finansial serta risiko dan peluang lain akibat
untuk memerangi Ekonomi 2016 perubahan iklim
perubahan iklim dan GRI 201: Economic Financial implications and other risks and opportunities from
dampaknya karena Performance 2016 climate change
perubahan iklim adalah
tantangan global yang GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
memengaruhi setiap GRI 302: Energy 2016 Energy consumption within the organization
orang.
Taking urgent action to 302-2 Konsumsi energi di luar organisasi
combat climate change Energy consumption outside the organization
and its effects, because
climate change is a global 302-3 Intensitas energi
challenge that affects Energy Intensity
everyone.
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
Direct (Scope 1) GHG emissions
305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
Energy indirect (Scope 2) GHG emission
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Other indirect (Scope 3) GHG emissions
305-4 Intensitas Emisi GRK
GHG emissions intensity
305-5 Pengurangan emisi GRK
Reduction of GHG emissions
Melestarikan dan GRI 305: Emisi 2016 305-1 Emisi GRK Langsung (Cakupan 1)
memanfaatkan secara Direct (Scope 1) GHG emissions
berkelanjutan sumber
daya kelautan dan 305-2 Energi tidak langsung (Cakupan 2) Emisi GRK
samudera untuk Energy indirect (Scope 2) GHG emission
pembangunan
berkelanjutan 305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya
Taking urgent action to Other indirect (Scope 3) GHG emissions
combat climate change
and its effects, 305-4 Intensitas Emisi GRK
because climate change GHG emissions intensity
is a global challenge that
affects everyone. 305-5 Pengurangan emisi GRK
Reduction of GHG emissions
305-7 Nitrogen oksida (NOx), sulfur oksida (SOx), dan emisi udara
signifikan lainnya
Nitrogen oxides (NOx), sulfur oxides (SOx), and other
significant air emissions
Melindungi, Merestorasi
dan Meningkatkan
Pemanfaatan
Berkelanjutan Ekosistem
Daratan, Mengelola
Hutan Secara Lestari,
Menghentikan
Penggurunan,
Memulihkan
Degradasi lahan,
serta Menghentikan
Kehilangan
Keanekaragaman Hayati
Protecting, restoring, and
enhancing sustainable use
of terrestrial ecosystems;
managing forests
sustainably; terminating
desertification; restoring
land degradation; and
stopping biodiversity loss.
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Laporan Keberlanjutan 2024
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Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Menguatkan Masyarakat GRI 2: Pengungkapan 2-9 Struktur dan komposisi tata kelola
yang Inklusif dan Damai Umum 2021 Governance structure and composition
untuk Pembangunan GRI 2: General Disclosures
Berkelanjutan, 2021
Menyediakan Akses
Keadilan untuk Semua, 2-10 Nominasi dan pemilihan badan tata kelola tertinggi
dan Membangun Nomination and selection of the highest governance body
Kelembagaan yang 2-11 Ketua badan tata kelola tertinggi
Efektif, Akuntabel, Chairperson of the highest governance body
dan Inklusif di Semua
Tingkatan 2-12 Peran badan tata kelola tertinggi dalam mengawasi
Strengthening inclusive pengelolaan dampak
and peaceful societies for Role of the highest governance body in overseeing the
sustainable development; management of impacts
providing access to justice
for all; and building 2-15 Benturan kepentingan
effective, accountable, Conflict of interest
and inclusive institutions 2-16 Komunikasi hal-hal penting
at all levels. Communication of critical concerns
2-23 Komitmen kebijakan
Policy commitments
2-25 Proses untuk memulihkan dampak negatif
Processes to remediate negative impacts
2-26 Mekanisme pemberian umpan balik/saran dan
menyampaikan kekhawatiran
Mechanisms for seeking advice and raising concerns
2-29 Pendekatan keterlibatan pemangku kepentingan
Approach to stakeholder engagement
GRI 206: Perilaku Anti 206-1 Langkah-langkah hukum untuk perilaku anti-persaingan,
Persaingan 2016 praktik anti-trust dan monopoli
GRI 206: Anti-competitive Legal measures for anti-competitive behavior, anti-trust and
Behavior 2016 monopoly practices
GRI 403: Kesehatan dan 403-4 Partisipasi pekerja, konsultasi, dan komunikasi tentang
Keselamatan Kerja 2018 kesehatan dan keselamatan kerja
GRI 403: Occupational Worker participation, consultation and communication on
Health occupational health and safety
and Safety 2018
403-9 Kecelakaan kerja
Work related injuries
403-10 Penyakit akibat kerja
Occupational illness
GRI 205: Anti Korupsi 205-1 Operasi-operasi yang dinilai memiliki risiko terkait korupsi
2016 Operations assessed for risks related to corruption
GRI 205: Anti-Corruption
2016 205-2 Komunikasi dan pelatihan tentang kebijakan dan prosedur
anti korupsi
Communication and training about anti-corruption policies
and procedures
205-3 Insiden korupsi yang terbukti dan tindakan yang diambil
Confirmed incidents of corruption and actions taken
GRI 410: Praktik 410-1 Petugas keamanan yang dilatih mengenai kebijakan atau
Keamanan 2016 prosedur hak asasi manusia
GRI 410: Security Operations with local community engagement, impact
Practices 2016 assessment, and development programs
GRI 418: Privasi 418-1 Pengaduan yang berdasar mengenai pelanggaran terhadap
Pelanggan 2016 privasi pelanggan dan hilangnya data pelanggan
GRI 418: Customer Substantiated complaints concerning breaches of customer
Privacy 2016 privacy and losses of customer data
Menguatkan Sarana
Pelaksanaan dan
Merevitalisasi
Kemitraan Global
untuk Pembangunan
Berkelanjutan
Strengthening the
implementation facilities
and revitalizing the
global partnership for
sustainable development.
PT Bank Mandiri Taspen
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2024 Sustainability Report
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2024 Laporan Keberlanjutan
Sustainability Report
Alamat Kantor Pusat
Head Office Address
Jl. Proklamasi No.31
Kecamatan Menteng, Kota Jakarta Pusat,
Daerah Khusus Ibukota Jakarta 10320
Indonesia
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PT Bank Mandiri Taspen No. No. KEB
p.15
unresolved
org
PT Bank Mandiri Taspen No. SP
p.16 ×3
unresolved
org
Bank Mandiri Taspen Human Resources Policy
p.17
unresolved
org
Bank Mandiri Taspen Manusia Bank Mandiri Taspen
p.18
unresolved
org
Bank Mandiri Taspen’s Human Resources Policy Mandiri Taspen
p.18
unresolved
org
PT Bank Mandiri No. KEB
p.19
unresolved
org
Bank Mandiri Taspen’s Bank Mandiri Taspen
p.19
unresolved
org
PT Bank Mandiri Taspen’s No. KEB
p.19
unresolved
org
PT Bank Pelindungan Data Pribadi
p.20
unresolved
org
PT Bank Mandiri Taspen VIII
p.20
unresolved
org
Bank Mandiri Taspen Net Zero Emission Roadmap
p.25
unresolved
org
Bank Bank Mandiri Taspen
p.26
unresolved
org
Bank Mandiri Bank Mandiri Taspen
p.30 ×3
unresolved
org
Bank Revenue Penyaluran Pembiayaan
p.32
unresolved
org
Bank Employee Satisfaction
p.33
unresolved
person
Pencegahan Pendanaan Terorisme
· Direktur
p.35
unresolved
person
Kebijakan Procurement
· Direktur
p.35
unresolved
person
Kepuasan Karyawan
· Direktur Utama
p.35 ×2
unresolved
person
Arsitektur Kebijakan
· Direktur
p.36
unresolved
org
PT Bank Mandiri Bank Mandiri Taspen Nomor KEB
p.36
unresolved
org
PT Removable
p.38
unresolved
org
Bank Mandiri Taspen. Sedangkan
p.44
unresolved
org
Bank Mandiri Taspen ATM. Additionally
p.44
unresolved
org
PT Bank Mandiri Taspen Nama Panggilan
p.48
unresolved
org
Menteri Kehakiman Republik Indonesia
p.48
unresolved
person
Notary Ida Bagus Alit Sudiatmika
p.48 ×2
unresolved
org
Minister of Justice
p.48
unresolved
org
Indonesia Stock Exchange
p.48 ×2
unresolved
org
Bank Official Whatsapp
p.49
unresolved
org
Bank Mandiri Taspen’s Office Network Jenis Kantor
p.56
unresolved
org
Bank Mandiri. In
p.56
unresolved
org
Bank Mandiri ATM
p.56
unresolved
org
Bank Mandiri Taspen. Informasi
p.59
unresolved
org
Kementerian Pertahanan Republik Indonesia
p.61
unresolved
org
Musyawarah Perbankan Daerah
p.61 ×2
unresolved
person
Forum Komunikasi
· Direktur
p.62 ×2
unresolved
org
Bank Mandiri Taspen Namun
p.65
unresolved
org
Bank Mandiri Mandiri Taspen
p.66
unresolved
org
Bank In KBMI
p.67
unresolved
org
Bank In
p.67
unresolved
org
Bank KBMI II
p.67 ×2
unresolved
org
Kementerian BUMN
p.68
unresolved
org
Ministry of Direktorat Jenderal Pajak-Kementerian Keuangan
p.68
unresolved
org
KPEI
p.68 ×2
unresolved
org
Directorate General of Taxes-KSEI
p.68
unresolved
org
Ministry of Finance
p.68
unresolved
org
Ministry of Defense
p.70
unresolved
org
Kementerian Pertahanan Republik Indonesia dan Polri.
p.70
unresolved
org
Bank Mandiri Taspen. Apresiasi
p.71
unresolved
org
PT Bank Mandiri Taspen Tahun
p.72
unresolved
org
Bank Mandiri Taspen Annual Report. Meanwhile
p.77
unresolved
org
PT Bank Mandiri Perubahan Ketiga Nomor SP
p.79
unresolved
org
Bank Mandiri Taspen Annual Report. Hingga
p.79
unresolved
org
Bank Financial Institutions
p.80
unresolved
person
Kebijakan Nominasi
· Komisaris
p.80
unresolved
org
Bank Mandiri Standar Prosedur Tata Kelola Perusahaan
p.80
unresolved
org
Bank Mandiri Taspen Annual Report. Penilaian Kinerja
p.81
unresolved
org
Bank Mandiri Taspen Annual Report. Kebijakan Remunerasi
p.82
unresolved
org
Menteri Badan Usaha Milik Negara Republik Indonesia
p.82
unresolved
org
Minister of State-Owned Nomor PER-
p.82
unresolved
org
Menteri Badan Usaha Milik Negara Nomor PER-
p.82
unresolved
org
Minister of State-Owned Enterprises Number PER-
p.82
unresolved
org
Milik
p.82
unresolved
person
Sharing Session Keamanan
· Komisaris
p.90
unresolved
person
Hendrika
· Komisaris
p.91
unresolved
person
Executive Overview
· Komisaris
p.91
unresolved
person
Suhajar
· Komisaris
p.91
unresolved
org
Ujian Sertifikasi Manajemen Risiko Perbankan Kualifikasi
· Komisaris
p.91
unresolved
person
Connecting
· Komisaris
p.91
unresolved
person
Elmamber
· Direktur
p.92
unresolved
org
Seminar Penyelarasan Manajemen Risiko
· Direktur
p.92
unresolved
person
Atta Alva
· Direktur
p.92
unresolved
person
Maswar
· Direktur
p.92
unresolved
org
Pembekalan Manajemen Risiko Perbankan Kualifikasi
· Direktur
p.92 ×2
unresolved
org
Bank Mandiri Workshop Alignment Penyusunan
p.92 ×2
unresolved
person
Judhi Budi
· Direktur
p.93
unresolved
person
Putu
· Direktur
p.94
unresolved
org
Pembekalan Manajemen Risiko
· Direktur
p.94
unresolved
org
Mandiri Taspen. Pengawasan Aktif
· Komisaris
p.98
unresolved
org
Bank Mandiri Taspen. Active
p.98
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