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Transforming the Future,
Empowering Indonesia
PT Bank Negara Indonesia (Persero) Tbk 2024 Annual
Report
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Disclaimer and Limitation of Liability The 2024 Annual Report of PT Bank Negara Indonesia (Persero) Tbk (“BNI”) is prepared by referring to the Financial Services Authority (“FSA”) Regulation No. 29/POJK.04/2016 concerning the Annual Report of Issuers or Public Companies, OJK Circular Letter No. 16/SEOJK.04/2021 concerning the Form and Content of Issuers or Public Companies’ Annual Report, and OJK Circular Letter No. 9/SEOJK.03/2020 concerning Transparency and Publication of Conventional Commercial Bank’s Reports and Minister of State-Owned Enterprise (SOE) Regulation No. PER-2/MBU/03/2023 concerning Guidelines for Governance and Significant Corporate Activities of SOEs. In addition, BNI also prepared a separate Sustainability Report that explains the banking business practices sustainability strategies and initiatives being developed, in accordance with OJK Regulation No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies. [ACGS B.4.7] This Annual Report contains statements of financial conditions, operations results, projections, plans, strategies, policies, and objectives of BNI. The prospective statements in this Annual Report are prepared based on various assumptions about the latest condition, the future condition, and the business environment where BNI performs its business activities. These statements are subject to prospective risks, uncertainties, and could cause actual results that differ materially from the reported results. [ACGS C.8.3] This Annual Report contains the words “BNI”, the “Limited Liability Company”, or “Company” that are defined as PT Bank Negara Indonesia (Persero) Tbk. Sometimes the word “we” is also used to make it easy to designate BNI in general. This Report is presented in two languages, Indonesian and English, and can be viewed and downloaded on the official website of BNI: www.bni.co.id.
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Transforming the Future,
Empowering Indonesia
BNI's long-standing commitment to empowering various levels of Indonesian society is
demonstrated by its role in the country's growth over the past seven decades. BNI's extensive
experience serving customers also provides the ability to navigate an ever-changing era.
BNI has grown not only by providing financial services to various segments, but also by
expanding its global reach and digital innovation, making it a trusted partner in various
aspects of customer finances. BNI's ongoing transformation since 2021 has been able to
strengthen the company's fundamentals, improve good corporate governance practices, and
encourage sustainable growth.
2024 marked a significant milestone in BNI's journey to improve banking services by
leveraging the most recent digital developments. The release of the latest versions of wondr
and BNIdirect, which are intended to improve customer experience and include a variety
of relevant new features, is a watershed moment in this year's digital transformation.
As a bank that represents Indonesia around the world, BNI always optimizes services for
Indonesian businesses abroad, MSMEs from the Indonesian diaspora, and Indonesian
corporations looking to expand globally. These various strengths will help BNI make progress
both now and in the future.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Theme
Continuity
2020 2021 2022
Uniting Energy to Jumping Higher BNI for Stronger
Revive the Country for the Country Indonesia
In a situation where Indonesia still To deal with the COVID-19 pandemic The COVID-19 pandemic has left
struggled to deal with the pandemic, which is not over yet requires various interesting stories, one of
BNI as one of the drivers of the an endless fighting spirit. The which is the growing awareness
national economy was determined to Indonesian Badminton National of the importance of sustainability.
unite the energy to stem the spread of Team’s success in bringing home the The holding of the G20 international
the pandemic while simultaneously Thomas Cup after 19 years certainly events in Bali, Indonesia, in
reviving the country from the has inspired many parties. The 2021-2022 have emphasized the
pandemic’s negative impacts. theme of BNI’s 2021 Annual Report importance of Indonesia’s position
is “Jumping Higher for the Country” in the theme of sustainability at the
and uses visuals of badminton global level, both Indonesia’s role
players. The purpose is to portray in the post-COVID-19 recovery and
BNI’s spirit and performance as we the Indonesian Government’s strong
continue to focus on jumping and desire to achieve net zero emission
transforming our digital and global in 2060. The theme of the 2022 BNI
capabilities to achieve a superior Annual Report is also related to
performance and become the pride all the great intention. “Recover
for the country. This theme follows Together, Recover Stronger” is the
BNI’s 75th Anniversary theme “Jump theme of the G20 Presidency, in
Higher.” In addition, BNI should be which Indonesia invites the whole
proud of being appointed by the SOEs world to work hand in hand, support
Ministry as the SOE Participating in each other to recover together and
the Coaching of Badminton Sports. grow stronger and more sustainable.
In line with the theme of the G20
Presidency, BNI and all stakeholders
involved in its business chain strive
to create a more resilient Indonesia.
The manifestation is expressed both
in terms of the Bank’s performance,
the issue of Green Bonds, as well
as various important efforts with
stakeholders to create an established
and sustainable banking industry.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2023 2024
From Local Transforming the Future,
to Global
Empowering Indonesia
BNI’s Corporate Transformation has clear
direction and objectives. The gradual BNI's long-standing commitment to empowering various
and continuous implementation of
levels of Indonesian society is demonstrated by its role
transformation, which will navigate the
journey along a predetermined route, has in the country's growth over the past seven decades.
increasingly delivered results. In the midst of BNI's extensive experience serving customers also
economic challenges, as well as increasingly provides the ability to navigate an ever-changing era.
dynamic domestic and global conditions, BNI
Corporate Transformation continues to be BNI has grown not only by providing financial services to
implemented and produces positive results. various segments, but also by expanding its global reach
The shareholders’ aspiration for BNI to
and digital innovation, making it a trusted partner in various
become a global bank is one of the goals of
this transformation. Despite the competitive
aspects of customer finances. BNI's ongoing transformation
competition, BNI is aiming to improve its since 2021 has been able to strengthen the company's
business processes so that it can be present fundamentals, improve good corporate governance
and provide services at an international level. practices, and encourage sustainable growth.
With such a broad target market, of course
BNI is required to answer existing challenges. 2024 marked a significant milestone in BNI's journey to
Through this transformation, BNI strives
improve banking services by leveraging the most recent
to provide financial services that are agile,
adaptive, accountable and competitive with
digital developments. The release of the latest versions of
excellence. wondr and BNIdirect, which are intended to improve customer
experience and include a variety of relevant new features, is
a watershed moment in this year's digital transformation.
As a bank that represents Indonesia around the world, BNI
always optimizes services for Indonesian businesses abroad,
MSMEs from the Indonesian diaspora, and Indonesian
corporations looking to expand globally. These various
strengths will help BNI make progress both now and in the
future.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Competitive
Advantage [ACGS C.2.3]
BNI has been seeking to make the
best contribution to push economic
growth and nation building in order
to create a prosperous society as a
whole. The Bank’s rich history, strong
finances, excellent human resources
and reliable technology, allow BNI to
make sustainable transformation with
the Indonesian people while bringing
to them a continuous array of superior
financial, digital and international
service solutions.
Excellent Reputation and National Bank with
Experience in Corporate and Global Capacity
Institutional Banking
BNI’s DNA is as corporate banking with international BNI has the widest network of offices overseas, located
network excellence, and this is embedded through in world business and financial centers, including
extensive experience and a global reputation as Singapore, Hong Kong, Tokyo, New York, London, and
a national bank that actively supports Indonesian Seoul. In addition, BNI also has 3 representative offices
businesses in many economic cycles. Loans to the in Osaka, Amsterdam, and Sydney as well as a Limited
corporate segment are still the segment with the Purpose Branch in Singapore. Supported by strategic
largest lending share in BNI, with an average share of alliances and a network of overseas correspondent
53.6% over the last 3 (three) years. By December 2024, banks, BNI has a global reputation as a national bank
BNI’s corporate loans composition reached 56.8%. that actively bridges business and investment from
In the corporate segment, BNI focuses on expanding Indonesia to overseas companies and vice versa. In line
to superior debtors who are key industry players and with the Indonesian Government’s mandate for BNI to
optimizing cooperative relationships with institutions. become an Indonesian bank with global capacity, BNI
continues to optimize its competitive advantage to
facilitate businesses, including corporations and Small
and Medium Enterprises (SME) exporters, to enter the
global market, as well as serve transaction and service
needs, and Indonesian diaspora finance services. The
Representative Office in Sydney, Australia, became the
latest overseas office network opened by the Company
on September 5, 2024. This representative office is
Bank Indonesia's first office in Australia, established
to facilitate trade and investment between Indonesia
and Australia, and support the Indonesian business
community in Australia.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Comprehensive and Competitive Digital Ecosystem
BNI digital financial services are available through a one Meanwhile, for corporate, institutional and MSME
stop solution digital financial services strategy, to answer customers, in the same year BNI also launched new
the needs for end-to-end consumer & retail and business capabilities from BNIdirect. BNIdirect is a digital platform
banking segment customers. Product champions of designed to provide complete and flexible transaction
BNI digital services include wondr by BNI for individual solutions.
customers and BNIdirect for business and institutional
customers. By the end of 2024, BNIdirect had surpassed 173 thousand
users.
In 2024, BNI launched the wondr by BNI application
to realize its transformation in presenting innovative On the other hand, BNI is also developing API (Application
banking applications for individual customers to facilitate Programming Interface) services that provide seamless
transactions as well as planning for a more optimal connectivity between customer applications and BNI's
future for the community. With 3 Financial Dimensions digital ecosystem.To date, BNI has 280 regulator-approved
(Transaction, Insight, and Growth) which provide a better API services, including services such as disbursement,
user experience in making transactions, financial recap, collection, payment, account information and digital
comprehensive asset checks, paying bills, and sending account opening. In addition to financial services, BNI's
money abroad. Until the end of 2024, wondr by BNI has API also includes non-financial features, such as the Know
a total of 5.4 million users with a portion of active users Your Customer (KYC) process and data for digital lending.
twice as high as the active rate of the previous application
(BNI Mobile Banking).
The Bank with the Leading Widespread Domestic Office
Sustainable Financial Practices Network to Reach All Levels
in Indonesia of Society
In 2024, BNI continued to realize its commitment By the end of 2024, BNI operated 1,780 outlets (Branch
to supporting sustainable finance by internalizing Office and Sub Branch Office), 13,388 ATMs (exclude
sustainable finance principles in its values, work culture, ATM overseas), and 213,370 Branchless Banking agents
strategies, operational policies, and operational systems (BNI Agen46) throughout Indonesia. When managing
and procedures. BNI implemented sustainable finance the office network, BNI pays attention to effective and
principles in the form of increasing sustainable portfolios efficient deployment, as well as the transfer of customer
and financing for environmentally friendly sectors, as banking transactions to digital channels, especially BNI
well as proactive measures to reduce emissions from Mobile Banking, which offers an easy, fast, safe, and
operations and businesses. BNI proactively introduced comfortable transaction experience. Currently, BNI
sustainability-linked loans (SLL), with one of the main has under development the flagship, digital-first, and
aspects of SLL being the provision of incentives for thematic outlet formats, which offer a faster, unique,
customers who proved capable of improving the and more complete banking experience for customers.
Environmental, Social, & Governance (ESG) aspects To support financial inclusion, BNI Agen46 can be found
of their business. By the end of 2024, the SLL portfolio in 34,241 sub-districts/villages throughout Indonesia,
has reached IDR6.0 trillion. To assist debtors with their including areas categorized as Frontier, Remote, and
energy transition, BNI has positioned itself as a debtor Disadvantaged (3T). By the end of 2024, BNI Agen46
partner through the BNI ESG Sustainability & Transition recorded a transaction volume of IDR51.97 trillion with
(BEST) Event and TKBI Technical Assistant Workshop for total transactions reaching IDR79.35 million.
debtors in the energy sector. Furthermore, in relation
to sustainable finance practices, BNI currently has an
MSCI ESG Rating at BBB, which is associated with strong
workforce management, corporate behavior, and data
privacy & security, and maintains a Medium Risk from
the Sustainalytics ESG Risk Rating. [ACGS B.4.3]
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
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Milestones
1946
The establishment of PT Bank Negara
Indonesia (Persero) Tbk as the first state-
owned bank, functioning as a central bank
and a commercial bank.
1997
1950 The monetary crisis hit Asia and Indonesia.
Like other banks, BNI was also affected by the
BNI as a development bank was given the right to crisis, as reflected in the decline in financial
act as a foreign exchange bank. performance indicators.
1955 1999
BNI obtained additional capital from the
BNI converted to a commercial Government through the bank recapitalization
bank and BNI opens its first program. BNI succeeded in obtaining ISO 9002
overseas branch in Singapore. certificate in recognition of quality standards
including the Joint Processing Unit (UPB).
1960
BNI supported the Indonesian economy
and introduced various banking services
such as Floating Banks and Mobile Banks.
1968
As a commercial bank with the name “Bank
Negara Indonesia 1946”, BNI was given the
task of improving the economy of the people
of Indonesia and participated in the national
economic development by empowering
various industrial sectors in Indonesia.
1986
BNI conducted operational restructuring
and corporate reforms, including
developing its vision and mission and
Performance Improvement Program
(PIP).
1989
BNI launched its new logo “the
ark of sailing in the middle of
the ocean” as a reflection and
expression of the Company’s
expectation.
6 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2004
BNI launched its new
corporate logo and identity
related to efforts to build a
2013
firm image of the Company in
the face of competition.
BNI joined a strategic partnership with Sumitomo
Life Insurance Company that purchased new shares
2007 issued by PT BNI Life Insurance worth IDR4.2 trillion.
BNI issued new shares listed on the Jakarta and
Surabaya Stock Exchanges at the same time
as the government share divestment program.
2014
With the completion of both programs, public BNI’s Net Income for the first time broke the double-
ownership increased to 23.64%. digit figure (IDR10.8 trillion), as one result of BNI’s
transformation programs implemented since 2008.
2008
Under a new Management team, BNI stepped
up in the midst of the global economic crisis,
reinforcing its financial foundation through
5 (five) key strategies: adequacy of reserves,
improving the quality of assets, focusing on
profitability, creating sustainable business
models and maintaining efficient cost structures.
2009
BNI shareholders agreed to spin-off BNI Syariah
business units as an independent business
entity.
2010
BNI issued new shares through a Rights Issue so that
public ownership increased to 40%.
2012
BNI issued Global Bonds through its London branch
office worth USD500 million. BNI’s Global Bonds
were registered at the Singapore Stock Exchange.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
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2015 2020
To adapt to the changing dynamic BNI restated its vision “To become a Financial
business environment, to meet the Institution that excels in sustainable service
needs of all stakeholders’ interests, and performance” and restated its mission
and to align with regulations “Strengthening excellent service and digital
related to management for financial solutions to all customers, as the primary partner of
conglomerate institutions, BNI choice” and “Strengthening international services
restated its vision: “Becoming a to support the needs of global business partners.”
Superior Financial Institution in The purpose was to strengthen BNI’s excellence
Service and Performance.” in international business through overseas and
domestic networks, partnership cooperation,
and digital banking development in response
2016
to challenges and competition. To support the
formation of a national Islamic bank with global
capacity, BNI together with Bank BRI and Bank
For the second time BNI achieved a Mandiri signed a merger agreement between BNI
double-digit profit of IDR11.4 trillion Syariah with Mandiri Syariah, and BRI Syariah.
with better fundamentals, indicated by
a coverage ratio of 146% and CAR of
19.4%.
2017 2021
• BNI issued Tier 2 Subordinated Notes (BNI Tier
BNI Sustainable Bonds I Phase I Year 2017 were
2 Capital Bond 2021) on the Indonesia Stock
issued with a value of IDR3 trillion for a period of 5
Exchange for USD500 million with an interest
years with a coupon of 8% per annum. BNI Bonds
rate of 3.75%, as well as Additional Tier 1
were published on July 11, 2017 and listed on BEI
(“AT-1”) Perpetual Non-Cumulative Capital
on July 12, 2017.
Securities on the Singapore Stock Exchange
for USD600 million with a yield of 4.3% p.a. The
2018 AT-1 Capital Securities issue was monumental
as BNI became the first bank in Indonesia to
issue Additional Tier 1 capital instruments.
BNI Subordinate I Medium Term Notes • BNI also strengthened its vision, from the
(MTN) Year 2018 were issued with a previous “To become a Financial Institution
value of IDR100 billion for a period of with Sustainable Service and Performance
5 years with a fixed interest rate of 8% Excellence,” to “To become a Superior
per annum. The MTN were registered Financial Institution with Sustainable Service
at FSA, effective June 8, 2018. and Performance Excellence.” The word
“Superior” has been prefixed with “Most,”
showing BNI’s commitment to becoming the
2019
most superior.
• BNI divested its stake in PT Bank BNI Syariah,
which was merged with PT Bank Mandiri
Syariah and PT Bank BRI Syariah Tbk to
In 2019, BNI became the first Government Bank to
become PT Bank Syariah Indonesia Tbk (“BSI”)
launch Digital Account Opening through its mobile
Holding.
banking application. Negotiable Certificates of Deposit
• BNI Securities Pte. Ltd. (“BSPL”), a subsidiary
(NCD) with a value of IDR2.39 trillion were issued on
of PT BNI Sekuritas, has officially started
September 25, 2019.
operations in Singapore.
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2022 2024
• BNI acquired PT Bank Mayora. Bank Mayora • On July 5 2024, BNI launched the "wondr by BNI"
will be transformed into a digital bank that banking application. The launch of "wondr by BNI" is a
supports the development of BNI’s digital realization of BNI's transformation in presenting banking
solutions focusing on the MSME (Micro, Small application innovations to facilitate transactions as well
and Medium Enterprises) segment. as more optimal planning for society's future.
• Establishment of PT BNI Modal Ventura, • BNI is transforming the BNIdirect wholesale digital
referred to as “BNI Ventures,” as BNI’s strategy platform as a strategic step to optimize wholesale
to support the development of the digital digital services. This transformation brings together
ecosystem in Indonesia. various digital transaction services that were previously
• Additional capital participation in PT Bank available on different separate platforms into one
Syariah Indonesia Tbk, where BNI’s share comprehensive and integrated platform, providing
ownership in BSI was diluted to 23.24%. efficiency and ease of access for customers.
• Issuance of PT Bank Negara Indonesia • BNI relocated its Singapore overseas office (KLN) to a
(Persero) Tbk Green Bond I Year 2022 with a more strategic location. In addition to relocation, BNI
principal amount of IDR5 trillion. This bond obtained the right to name the building BNI Tower,
is the first Green Bond product in Indonesia effective July 23, 2024. The presence of this new
issued in Rupiah. building is expected to make it easier for customers to
reach BNI financial services.
• As a form of BNI's commitment to expanding the
reach of banking services, on September 5 2024, BNI
inaugurated a BNI Representative Office in Sydney,
Australia. BNI is the first bank from Indonesia to open
an office in Australia.
• As part of its strategy to diversify funding sources
and drive business growth, BNI has issued Global
Bonds valued at USD500 million (approximately IDR7.9
trillion) as part of its Euro Medium Term Note (EMTN)
2023
program. The strong investor demand is evident in the
oversubscription of up to 6.4 times during the initial
pricing guidance (IPG).
• October 10, 2023, BNI carried out a corporate
action in the form of a stock split with a
ratio of 1:2 effective on the Indonesian Stock
Exchange. This corporate action was carried
out to increase demand for BNI shares by
expanding the investor base.
• The market responded positively to this
corporate action, as evidenced by the
strengthening of BNI’s share price, so that
BNI’s market capitalization value at the end of
2023 reached IDR200.5 trillion, an increase of
16.5% compared to the end of 2022 of IDR172.0
trillion. This market capitalization value is the
highest in BNI’s history since it was listed on
the Indonesian Stock Exchange.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
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Highlight 2024:
BNI Transformation
In an effort to carry out an end-to-
end business transformation in
all aspects, BNI has implemented
its 6-wave BNI Corporate
Transformation Program from April
2021 to April 2024. After the BNI
Corporate Transformation Program
period ended, the transformation
proceeded continuously to align
BNI's Long-Term Plan/Corporate Plan
2024 - 2028 with its 2028 aspirations,
which is to become "The Bank with
Best Technology & People at the Core
to Serve You." The strategy direction
has a unique value proposition that
BNI plans to build in the future with
3 (three) focus areas: Productivity,
Platform, and Proposition. Achieving
these aspirations has some strategic
initiatives in the pipeline.
10 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Business Productivity Digital & Operation
Strengthening Business Networks End-to-end digitization of sustainable
through Outlet Optimization credit business processes to support
quality business growth
Transformation of BNI channels/outlets and e-channels
to improve customer experience and optimize the End-to-end credit tools enhancement through the
Frontliner functions at outlets to support outlet development of credit tools integrated with core
business achievements through service and product banking and surroundings to improve credit quality,
education activities, upselling/cross-selling, referrals efficiency, and effectiveness of work in the credit
of BNI and Subsidiary products, and follow-up data process with due priority of prudential banking.
leads.
BNI as an Orchestrator of Indonesian The development of a new Digital
Business to the Global Market Platform is carried out as part of efforts
to improve customer experience
BNI Xpora reinforces BNI's role as a global bank
since it gives access for Indonesian SMEs to the Development and enhancement of banking transaction
global market through overseas offices, international products/features/ channels that focus on customer
partners, training, mentoring, and flexible financing convenience and a reliable and secure system.
solutions, and assists them with business expansion
and exports through the Go Productive, Go Digital,
and Go Global pillars.
Human Capital
Strengthening Human Capital to increase productivity through changes in behavior
and work rhythm in the Commercial Business Center (CMC), Regional Office, Retail
Productive Business Center (RCC), and Branch Office
Strengthening human capital through behavioural changes and work rhythm in CMC, Regional Office, Branch
Office, and RCC, measured based on the leading indicator matrix, to encourage more militant and in-the-market
RM as well as hands-on leaders with a high sense of ownership.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
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Highlight 2024:
wondr by BNI
In July 2024, or on July 5, 2024 to be precise, BNI
released wondr by BNI, a new mobile banking app
that features the latest global standards technology,
offering more personalized and need-based services
that assist customers in managing their finances
and planning for the future. The tagline of wondr
by BNI, "Jadiin maumu" (freely translated as just do
it or do as you wish), is interpreted as an app that
assists customers in achieving their financial goals
through a more practical banking experience. The
wondr by BNI app includes three distinct Financial
Dimensions (Transactions, Insight, and Growth),
which reflect the concept of the present, past, and
future for the best banking experience as customers
transact and plan for the future.
The first dimension, Transactions, facilitates users
in doing any of today's banking activities that fall
under daily transactions such as domestic transfers,
overseas transfers, foreign exchange transfers,
e-wallet top-ups, TapCash top-ups, QRIS payments,
monthly utility payments (PLN, PDAM), purchasing
credit and data packages, paying tuition fees,
donations and charities, BNI Finance installments
and setting transfer schedules, which all can be done
in just three simple steps that make such experience
exceptionally practical transaction experience.
wondr by BNI also has the Lifestyle feature as a
solution for modern lifestyle needs, such as ordering
and purchasing tickets for the Jakarta-Bandung bullet
train "Whoosh". The app also allows customers to
use only one screen to see all the assets they have
under management within the BNI ecosystem and
Subsidiaries, such as Savings and Current Accounts,
Term Savings, Deposits, Investments (Mutual Funds,
Bonds, Stocks), DPLK, and Bancassurance.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
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The second dimension, Insight, is designed to help customers check historical income and past earnings
more comfortably. With its installed in-depth financial analysis and recap according to the period specified
by the customer from all transactions made across all BNI channels via ATM, EDC, and digital channels, this
feature should help customers understand their spending patterns and identify details of their transacted
finances for better financial planning in the future.
The third dimension, Growth, focuses on future planning with the offerings of various hyper-personalized
and customer-driven financial product options that also align with their risk profiles. wondr by BNI helps
customers plan for the future with multiple products such as Term Savings or Life Goals (Tapenas) that
can be adjusted according to savings goals, such as education funds, vacations, religious tourism, home
down payments, gadget purchases, vehicle purchases, wedding savings or other savings with adjustable
planning options based on monthly targets or budgets. Customers can also open a Time Deposit Account in
the currency of their preference, such as IDR, USD, and SGD. They can also make Mutual Fund investment
transactions easily through wondr by BNI with a choice of products that adjust to the risk profile of every
individual customer.
wondr by BNI is the realization of BNI's transformation to bring innovative banking app for individual
customers to use as the app facilitates their transactions and allows them to make more optimum future
planning. wondr by BNI should come to serve as a solution that enables more comprehensive banking
activities for the people as they plan a future that each one of them aspires to build.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
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Highlight 2024:
BNIdirect
Transformation
This year marks BNI's strategic step in optimizing digital services through the transformation of BNIdirect, its
leading digital wholesale platform. BNI's digital transaction services were offered across various platforms,
requiring a more integrated approach whenever a need for higher efficiency and easier customer access
would come up. This transformation has made BNIdirect a more comprehensive, integrated platform that
aligns with the needs of modern businesses. This step reflects BNI's commitment to strengthening its role as
a trusted partner in supporting digitalization and business growth in an increasingly competitive era.
2024 The New Cash
Management
Introducing:
Single Sign-On
Supply
Receivables Chain
Financial Dashboard
Digital Onboarding
“One-stop solution for every aspect of business”
Trade Foreign
Support customer business growth with Exchange
efficient financial solutions in one access.
BNIdirect Transformation Mission BNIdirect Transformation Journey
In transforming BNIdirect, BNI focuses on four main Since its launch in 2009, BNIdirect has continued
pillars that are the core of this solution: to transform to meet increasingly complex
1. Transaction Process Automation: Reducing customer needs. Initially introduced as an internet-
operational burdens through automated based corporate banking service, BNIdirect has
processes that increase productivity and reduce further evolved into a platform that brings various
the risk of manual errors. innovations to improve convenience, speed, and
2. Customer Operational Efficiency: Providing security to support the Bank's operations.
convenience for customers in managing financial
activities quickly and accurately. BNIdirect's transformation as strategic stride BNI
3. Service Integration in One Platform: Combining is making to create an integrated digital platform.
all transaction needs in one integrated access. The various wholesale digital solutions that were
4. Maximum Security: Adopting the latest once offered in different platforms of the Bank,
technology to protect customer data and such as Cash Management, Virtual Account, Supply
transactions from security threats. Chain, Trade, and Foreign Exchange, are now all
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
brought together into a single integrated portal. This • Strong and Sustainable Giro Base: Continuous
approach gives easier access, increases operational increase in transaction volume through New
efficiency, and simplifies customer transaction BNIdirect helps expand the low-cost fund base,
management. This transformation also strengthens creates a more solid ecosystem, and supports
service reliability to meet sustainable business fund stability for sustainable business growth.
needs in the digital era. • Fee-Based Income (FBI): With growing transaction
activity on the BNIdirect platform, BNI
With an intuitive interface and continuously strengthens the contribution of earned fee-based
developed capabilities, BNIdirect ensures that income, which supports business sustainability
every corporate and MSME customer segment gets and customer service expansion.
a more structured and secure solution to manage • Strengthening Position in the Wholesale Market: With
financial transactions. various digital innovations and a focus on more
integrated services, BNI continues to strengthen
Benefits for Customers its position as a leader in the wholesale banking
The new BNIdirect is designed to add value to sector, both nationally and internationally, with
various customer segments. By supporting business the offerings of solutions designed to meet
liquidity and financial management efficiency and dynamic business needs.
providing complete visibility of finances, BNIdirect
helps customers make faster and more informed Towards a Digital Future
decisions. In addition, this platform strengthens BNIdirect proves BNI's commitment to sustaining a
customers' capabilities in empowering local more efficient, trustworthy, and integrated business
and global businesses while building long-term ecosystem. Its customer-centric approach ensures
relationships with business partners. customers can focus on business expansion without
dealing with complex financial transactions.
Sustainable Business Impact for BNI
BNIdirect offers easy transactions and contributes Through this innovation, not only does BNI bring
to the growth of not only customers but also BNI's financial solutions, but it also becomes a strategic
business: partner that supports customers in achieving their
• Enhanced Customer Loyalty: By providing goals. With BNIdirect, BNI directs customers'
more integrated, modern, and efficient businesses to new heights, creating a brighter future
banking solutions, BNI strengthens customer for all participating parties.
relationships, builds trust, and creates long-term
cooperative relationships.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
15
Page 18
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2024
Achievements
Adaptive in facing a dynamic business environment in 2024
armed with healthy financial fundamentals and a competitive
digital platform, BNI accelerates business growth in terms
of savings, lending, and customer transactions, so as to
provide good results in 2024, and make BNI continue to grow
positively in providing the best for customers, shareholders,
and all stakeholders.
IDR257.5 Trillion IDR775.9 Trillion
Total customer savings Total loans disbursed
grew by 11.0% compared to grew by 11.6% compared
IDR232.0 trillion in the previous to IDR695.1 trillion in the
year. previous year.
Solid transaction banking performance in support of CASA
Wholesale segment transaction banking
Number of BNIdirect Users (in thousand) Total BNIdirect Transaction (in million)
173 1,257
151
921
14.2 % 36.5 %
2023 2024
YoY 2023 2024
YoY
Retail segment transaction banking
Number of Users (in million) Total Transactions (in million)
23.4 1.574
BNI Mobile
195 Banking
5.3
16.2 1,043 wondr by BNI
18.1 1,379
44.4 % 50.9 %
2023 2024
YoY 2023 2024
YoY
16 Transforming the Future, Empowering Indonesia
Page 19
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
IDR66.6 Trillion IDR64.5 Trillion
Total interest income Total operating income
increased by 8.3% compared to increased by 2.8% compared to
IDR61.5 trillion in the previous IDR 62.7 trillion in the previous
year. year.
2.0 % 1.1 %
Non Performing Loan (NPL) Credit Cost
(Gross) Ratio
provisioning to total loans
decreased by 0.1% compared (credit cost) decreased by 0.3%
to 2.1% in the previous year. in line with the improvement in
asset quality.
IDR21.5 Trillion 21.4 %
Comprehensive income for
the year attributable to equity Minimum Capital
Adequacy Ratio (CAR)
holders of the parent entity
Minimum Requirement Ratio
increased by 2.7% compared to Well above the minimum
IDR20.9 trillion in the previous requirement set by the
year. regulator of 13.8%.
AAA /Stable BBB- /Stable
Corporate Rating by PEFINDO Corporate Rating by Fitch
BBB /Stable Baa2 /Stable
Corporate Rating by S&P
Corporate Rating by Moodys
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
17
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Table of
Contents
Transforming the Future, Information on Public Accountants, Public Accounting
Firms, and Networks/Associations/Alliances
202
Empowering Indonesia Capital Market Supporting Institutions and/or
Professionals
202
Theme Continuity 2
Information Available on The Website 205
BNI Competitive Advantage 4
Awards and Certification 208
Milestones 6
Highlight 2024: BNI Transformation 10
Highlight 2024: wondr by BNI 12
Highlight 2024: BNIdirect Transformation 14 Management Discussion
2024 Achievements 16
04 and Analysis on Company
01 2024 Performance
Important Financial Data Overview 22
Performance
Economy and Industry Overview
BNI Strategic Policy for 2024
220
226
Business Performance Overview 28 Operational Overview per Business Segment 228
Shares Overview 31 Digital Banking 282
Bonds, Sukuk and/or Convertible Bonds Overview 34 Comprehensive Financial Overview 300
Other Funding Sources 36 Commitments and Contingencies 331
Event Highlights 2024 38 Spot Transactions, Derivatives,
333
and Hedging Facilities
02 Management Report Pledged Bank Assets 335
Prime Lending Rate (SBDK) 336
Ability to Pay Debt 339
Board of Commissioners’ Report 45
Company Receivables Collectibility Level/Loan
Board of Directors’ Report 57 340
Collectibility Level
Board of Directors’ Responsibility Statement for the Credit Risk Management 343
2024 Annual Report of PT Bank Negara Indonesia 76
(Persero) Tbk Capital Structure and Management Policy for Capital
352
Structure and Capital Risk Management Practices
Board of Commissioners’ Responsibility Statement for
Material Commitments for Capital Goods Investments 354
the 2024 Annual Report of PT Bank Negara Indonesia 77
(Persero) Tbk Capital Goods Investments
356
Realized In The Last Fiscal Year
03 Company Profile
Property for Investment 357
Information and Material Facts That Occurred After The
357
Date of the Accountant’s Report
General Company Information 80
Business Target Achievements in 2024 358
Company Identity 83 Business Continuity Information 361
Brief History of the Company 84 Details of Matters Arising in 2024 364
Vision, Mission, and Corporate Culture 86 Business Prospects for 2025 365
Lines of Business 90 Performance Projections for 2025 367
Company Operational Areas 94 Marketing Aspect 369
Organizational Structure Company 96 Dividend and Distribution Policy 373
Association Membership List 98 BNI’s Contribution to National Development 376
Board of Commissioners’ Profiles 100 Information regarding the Realization of Use of Public
377
Board of Directors’ Profiles 114 Offering Proceeds
Information on Changes in the Composition of Negotiable Certificate of Deposit (NCD) Rupiah &
384
Members of the Board of Directors and/or Members Foreign Currencies
129 Material Information Regarding Corporate Action,
of the Board of Commissioners that Occurred after the
Financial Year Investments, Expansions, Divestments, Business 385
Mergers, Acquisitions, and/or Restructuring
Senior Executive President Profiles 130
Information on Material Transactions that Contain
Executive Officers Profiles 134
Conflicts of Interest and/or Transactions with Affiliated/ 387
Employee Demographics 156 Related Parties
Shareholder Structure and Composition 168 Prohibitions, Restrictions and/or
Information on the Company’s Majority and Controlling Significant Barriers to Transferring Funds
174 397
Shareholder Between Banks and Other Entities in One
List of Subsidiaries and/or Associated Entities 176 Business Group
Corporate Group Structure 188 Changes to Legal Regulations that significantly
398
impacted BNI
Share Listing Chronology 190
Changes in Accounting Policies and Their Impact on BNI 410
Other Securities Listing Chronology 192
Bank Health Level 411
PMN Additional Use Report 412
Implementation of National Strategic Projects or Other
413
Assignments
18 Transforming the Future, Empowering Indonesia
Page 21
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
05 Business Support Functions
Anti Corruption Policy 1033
Anti-Gratification & Anti-Bribery Policy 1035
Procurement of Goods and/or Services 1039
Human Capital 416
Company Code of Ethics 1044
Information Technology 432
Provision of Funds for Social and Political Activities 1048
Information Technology Governance 444
Provision of Funds for Related Parties and Large
Service Digitization 451 1049
Exposure
Services and Networks 459
Providing Loans to Related Parties 1051
Customer Experience Center 460
Protection of Creditors’ Rights 1053
Data Management & Analytics 463
Transparency of Financial and Non-Financial Conditions 1054
Service Quality Function 466
Transparency of Customer Complaints Procedures and
1055
Customer Dispute Settlement
Integrity of Reporting and Information Technology
06 Capital and Risk 1058
Systems
Management Practices Conflict of Interest Policy (Including Insider Trading) 1059
Capital 474 Shares and Bonds Buyback 1058
Risk Management Practices 476 Internal Deviations (Internal Fraud) 1062
Risk Exposure Disclosure 518 Performance-based Long-Term Compensation Policy 1064
Disclosure of Information on Board of Commissioners
and Board of Directors Share Ownership and Its 1070
07 Good Corporate Application
Violation Reporting System (Whistleblowing System) 1080
Governance Bank’s Strategic Plan 1084
Best Achievements in Corporate Governance Reporting Transparency 1091
604
Implementation Management of State Officials’ Assets Reports (LHKPN) 1092
Commitment to Sustainable Corporate Governance Bad Corporate Governance Practices 1094
605
Implementation
Integrated Governance Implementation 1095
Correlation Between Corporate Governance
610 Corporate Governance Aspects and Principles
Implementation and Bank Performance
Implementation in Accordance with Financial Services 1104
Governance Framework 611 Authority Regulations
Corporate Governance Structure and Mechanism 612 Implementation of Indonesian Corporate Governance
1111
Continuous Improvement of GCG General Guidelines (PUGKI)
615
Implementation Quality Implementation of The Asean Corporate Governance
1138
General Meeting of Shareholders 630 Scorecard
Board of Commissioners 652 Implementation of Corporate Governance Principles
Independent Commissioners 699 For Banks According To Basel Committee on Banking 1147
Supervision Standards
Board of Directors 703
Performance Assessment of the Board
08 Social
of Directors and the Board of 763
Commissioners & Environmental
Nomination and Remuneration 768 Responsibility
Diversity of the Board of Commissioners Social and Environmental Responsibility
788 1154
and the Board of Directors Commitment and Policies
Disclosure of Affiliation Relationships Special Assignment 1167
Among The Board of Commissioners,
790
09 ESG Commitment
Board of Directors, and Controlling
Shareholders
Committees under the Board of Commissioners 792
Supporting Organs of the Board of Commissioners 858 BNI 2024 Environment, Social, and Governance (ESG)
1172
Performance Highlights
Committees Under the Board of Directors 862
BNI 2024 ESG Development Expectation Setting
Supporting Organs of the Board of Directors 899 1173
Meeting (ESM)
Internal Control System 938
ESG Implementation Commitment 1176
Risk Management System 946
BNI ESG Risk Management 1178
Integrated Risk Management Governance 971
Persons Responsible for ESG Implementation at BNI 1182
External Auditor 978
BNI’s ESG Implementation Supervision and Evaluation 1184
Legal Cases 983
Implementation of Sustainable Finance In Subsidiary
Administrative Sanctions 989 1185
Companies
Violations of Laws Related to ESG Index: BNI Sustainability Practice Summary 1192
Employment, Consumer, Bankruptcy,
989
10 Financial Statements
Commercial, Competition and/or
Environmental Issues
Access to Company Information and Data 990
Financial Statements 1198
Governance Framework, Management,
1027 Attachment to Financial Services Authority Circular
and Control of Tax Aspects 1521
Letter No. 9/SEOJK.03/2020
Anti-Money Laundering Program, Counter
Terrorism Financing, and Prevention of Cross-Reference SEOJK No. 16/SEOJK.04/2021 1525
1028
Funding for the Proliferation of Weapons of
Mass Destruction (APU, PPT, and PPPSPM)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
19
Page 22
01
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2024
Performance
Important Financial Data Overview 22
Business Performance Overview 28
Shares Overview 31
Bonds, Sukuk and/or Convertible Bonds
34
Overview
Other Funding Sources 36
Event Highlights 2024 38
2024
Performance
20 Transforming the Future, Empowering Indonesia
Page 23
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
21
Page 24
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Important Financial
Data Overview [ACGS C.2.2]
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
YoY
In billion Rupiah, unless
2024 2023 2023-2024 2022 2021*) 2020**) 2020
otherwise stated
(%)
Assets
Cash 13,710 11,207 22.3 13,448 13,684 16,908 17,324
Current Accounts with Bank
51,669 65,256 (20.8) 82,922 48,682 33,550 35,066
Indonesia
Current Accounts with Other banks
22,074 35,023 (37.0) 15,922 19,570 15,678 16,108
- Net
Placements with Other Banks - Net 17,076 43,794 (61.0) 51,569 92,290 56,141 61,329
Marketable Securities - Net 48,534 37,165 30.6 28,556 25,803 22,632 29,687
Securities Purchased under
7,972 13,951 (42.9) 16,631 22,011 8,666 8,666
Agreements to Resell - Net
Bills and Other Receivables - Net 13,243 18,999 (30.3) 20,729 19,563 17,894 17,894
Acceptance Receivables - Net 15,926 17,091 (6.8) 18,912 20,543 20,499 20,576
Derivative Receivables- Net 1,793 996 80.0 685 494 1,461 1,461
Loans Disbursed 775,872 695,085 11.6 646,188 582,436 553,106 586,207
Allowance for Impairment Losses of
(38,685) (47,158) (18) (50,334) (50,295) (42,932) (44,228)
Loans Disbursed
Government Bonds 132,069 127,099 3.9 121,291 111,429 84,150 90,659
Prepaid Taxes 19 643 (97.0) 644 1,051 1,050 1,050
Prepaid Expenses 2,941 2,743 7.2 3,244 3,096 2,699 2,807
Investments in Associates 12,748 11,284 13.0 10,049 8,689 - -
Equity Investments - Net 637 564 12.9 609 830 4,177 813
Other Assets 14,107 16,972 (16.9) 13,856 11,849 13,383 13,758
Fixed Assets - Net 30,408 27,765 9.5 26,549 26,883 26,257 27,362
Intangible Assets 743 744 (0.1) 753 - - -
Deferred Tax Assets - Net 6,950 7,441 (6.6) 7,614 6,230 4,591 4,800
Total Assets 1,129,806 1,086,664 4.0 1,029,837 964,838 839,910 891,337
Liabilities
Obligations Due Immediately 5,515 5,295 4.2 4,686 4,554 5,508 5,561
Deposits from Customers 805,511 810,730 (0.6) 769,269 729,169 631,551 647,572
Deposits from Other Banks 18,548 11,894 55.9 15,245 14,377 9,245 9,023
Derivative Payables 1,479 810 82.6 775 110 414 414
Securities Sold Under Agreements
15,891 6,891 130.6 1,829 2,590 2,590
To Repurchase
Acceptance Payables 4,229 5,748 (26.4) 5,301 5,588 5,423 5,500
Accrued Expenses 1,529 1,664 (8.1) 1,441 1,242 1,125 1,182
Taxes Payable 318 823 (61.4) 1,551 1,284 1,060 1,148
Employee Benefits 7,147 7,006 2.0 6,880 6,138 5,652 6,344
Provisions 2,283 2,173 5.1 2,712 2,276 1,421 1,422
Other Liabilities 26,564 26,125 1.7 21,130 20,542 18,038 18,280
Securities Issued 12,975 4,893 165.2 4,897 2,986 2,985 2,985
Borrowings 42,931 30,950 38.7 35,654 32,458 44,114 44,114
Subordinated Securities 17,699 16,929 4.5 17,213 15,765 100 100
Total Liabilities 962,619 931,931 3.3 889,639 838,318 729,226 746,236
22 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
YoY
In billion Rupiah, unless
2024 2023 2023-2024 2022 2021*) 2020**) 2020
otherwise stated
(%)
Deposits from Customers - - - - 31,881
Deposits from Other Banks - - - - 349
Mudharabah Sukuk Issued - - - - -
Total Temporary Syirkah Funds - - - - 32,230
Equity
Share Capital 9,055 9,055 0.00 9,055 9,055 9,055 9,055
Additional Paid-in Capital/Shares
17,010 17,010 0.00 17,010 17,010 14,568 14,568
Issuance Cost.
Share-Based Payment Reserves 323 260 24.2 - - - -
Transactions with Non-Controlling
2,257 2,257 0.00 2,257 2,257 2,257 2,257
Interests
Asset Revaluation Reserve 16,711 15,448 8.2 15,441 15,442 14,882 14,963
Unrealized (Losses)/ (Gains)
on Marketable Securities and
Government Bonds Measured (1,465) (896) (63.5) (1,971) 1,949 2,424 2,424
at Fair Value through Other
Comprehensive Income, Net of Tax
Exchange Difference on Translation
of Foreign Currency Financial (97) (58) (67.2) (36) (17) 23 23
Statements
Retained Earnings 118,664 107,236 10.7 94,060 78,250 64,878 66,981
Treasury Shares 0 (180) (100.0) - (207) (79) (79)
Non-Controlling Interests 4,729 4,601 2.8 4,382 2,781 2,676 2,680
Total Equity 167,187 154,733 8.0 140,198 126,520 110,684 112,872
Total Liabilities, Temporary Syirkah
1,129,806 1,086,664 4.0 1,029,837 964,838 839,910 891,337
funds and Equity
*) On February 1, 2021, BNI Syariah officially joined Bank Syariah Indonesia in accordance with the Capital Market approval through OJK S-289/D.04/2020 dated
December 11, 2020, and OJK Banking Letter No. 4/DK.03/2021 dated January 27, 2021, therefore it is no longer into the consolidated financial statements of BNI and
its Subsidiaries as of the Fiscal Year 2021.
**) Financial performance for 2020, taking into account the impact of releasing BNI Syariah’s performance.
CONSOLIDATED STATEMENT OF PROFIT (LOSS) AND OTHER COMPREHENSIVE INCOME
YoY
In billion Rupiah, unless
2024 2023 2023-2024 2022 2021*) 2020**) 2020
otherwise stated
(%)
Interest Income and Sharia Income 66,583 61,472 8.3 54,659 50,026 52,144 56,173
Interest Expense and Sharia
(26,103) (20,196) 29.2 (13,338) (11,779) (18,103) (19,021)
Expense
Interest Income and Sharia Income
40,480 41,276 (1.9) 41,321 38,247 34,041 37,152
- Net
Premium Income and Investments
6,741 6,853 (1.6) 6,221 5,887 5,330 5,330
Return
Claims Expenses (5,017) (5,194) (3.4) (4,670) (4,488) (3,859) (3,859)
Premium Income - Net 1,724 1,659 3.9 1,551 1,399 1,471 1,471
Other Operating Income 22,311 19,812 12.6 18,600 16,219 13,640 13,413
Total Operational Income 64,515 62,747 2.8 61,472 55,865 49,152 52,036
Other Operating Expenses (29,688) (27,778) 6.9 (27,059) (24,801) (22,088) (24,214)
Allowance for Impairment Losses (8,211) (9,196) (10.7) (11,514) (18,297) (22,038) (22,590)
Operating Income 26,616 25,773 3.3 22,899 12,767 5,026 5,231
Non-Operating (Expenses) Income
(36) (133) (72.9) (212) (216) (95) (119)
– Net)
Income Before Tax Expenses 26,580 25,640 3.7 22,687 12,551 4,931 5,112
Tax Expense (4,911) (4,534) 8.3 (4,205) (1,574) (1,610) (1,791)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
23
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
YoY
In billion Rupiah, unless
2024 2023 2023-2024 2022 2021*) 2020**) 2020
otherwise stated
(%)
Income for the Year 21,669 21,106 2.7 18,482 10,977 3,321 3,321
• Other Comprehensive (Loss)/
Income for the Current Period 997 674 47.9 (3.826) 745 872 872
After Tax
Comprehensive Income for the
22,666 21,780 4.1 14,656 11,722 4,193 4,193
Current Period
• Equity Holders of the Parent
21,464 20,909 2.7 18,312 10,898 3,280 3,280
Entity
• Non-Controlling Interest 205 197 4.1 170 79 41 41
Comprehensive Income for the Year
Attributable to:
• Equity Holders of The Parent Entity 22,539 21,560 4.5 14,594 11,620 4,001 4,001
• Non-Controlling Interest 127 220 (42.3) 62 102 192 192
Basic Earnings per Share
Attributable to Equity Holders of
576 561 2.7 983 585 176 176
The Parent Entity (in full Rupiah
amount)
*) On February 1, 2021, BNI Syariah officially joined PT Bank Syariah Indonesia Tbk in accordance with the Capital Market approval through
OJK letter No. S-289/D.04/2020 dated December 11, 2020, and OJK Banking Letter No. 4/DK.03/2021 dated January 27, 2021, therefore it is no
longer consolidated into the consolidated financial statements of BNI and its Subsidiaries as of the Fiscal Year 2021.
**) Financial performance for 2020, taking into account the impact of releasing BNI Syariah’s performance.
STATEMENT OF CONSOLIDATED CASH FLOWS
YoY
In billion Rupiah, unless otherwise stated 2024 2023 2023-2024 2022 2021 2020
(%)
Cash Flows from Operating Activities (63,218) 10,393 (708,3) 19,953 97,479 74.254
Cash Flows from Investing Activities (5,270) (10,771) (51,1) (32,233) (15,656) (11.992)
Cash Flows from Financing Activities 17,718 (8,493) (308,6) 2,725 1,719 (17.139)
Increase/(Decrease) in Cash and Cash Equivalents (50,770) (8,871) 472,3 (9,555) 83,542 45.123
Impact of Loss of Control - - - (37,614) -
Impact of Foreign Currency Exchange Rate
(35) (150) (76,7) 115 505 600
Changes
Cash and Cash Equivalents at Beginning of Year 154,879 163,900 (5,5) 173,340 126,908 81.185
Cash and Cash Equivalents at End of Year 104,075 154,879 (32,8) 163,900 173,340 126.908
FINANCIAL RATIOS (BANK ONLY)
YoY
In percentage (%), unless otherwise stated 2024 2023 2023-2024 2022 2021 2020
(%)
Capital
Common Equity Tier 1 (CET1) Ratio 18.6 18.8 (0.2) 16.1 16.4 15.7
Tier 1 Ratio 20.0 20.3 (0.3) 17.5 17.7 15.7
Tier 2 Ratio 1.4 1.7 (0.3) 1.8 2.0 1.1
Minimum Capital Adequacy Ratio (KPMM) 21.4 22.0 (0.6) 19.3 19.7 16.8
Fixed Assets Against Capital 19.4 18.9 (0.5) 19.8 21.1 25.1
Assets Quality
Distressed Earning Assets and Distressed
Non-Earning Assets to Total Earning Assets 1.5 1.6 (0.1) 2.0 2.8 3.1
and Non-Earning Assets
Distressed Earning Assets to Total Earning
1.4 1.5 (0.1) 1.9 2.6 2.9
Assets
Gross NPL 2.0 2.1 (0.1) 2.8 3.7 4.3
Net NPL 0.7 0,6 0,1 0,5 0,7 0,9
Loan at Risk (LaR) 10,3 12,9 (2,6) 16,0 23,3 28,7
24 Transforming the Future, Empowering Indonesia
Page 27
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
YoY
In percentage (%), unless otherwise stated 2024 2023 2023-2024 2022 2021 2020
(%)
Allowance for Impairment Losses (CKPN) of
3.9 5.2 (1.3) 6.0 6.5 6.2
Financial Assets to Earning Assets
CKPN Fulfillment for Earning Assets 3.7 4.7 (1.0) 5.4 5.9 2.9
CKPN Fulfillment for Non-Earning Assets 41.5 47.7 (6.2) 43.4 29.4 13.9
NPL Coverage Ratio 255.8 319.0 (63.2) 278.3 233.4 182.4
LaR Coverage Ratio 48.8 52.7 (3.9) 48.8 37.0 27.0
Loans to Total Earning Assets 66.6 64.0 2.6 64.3 63.2 66.9
Core Debtor Loans to Total Loans 31.4 35.9 (1.8) 28.6 31.2 30.3
Foreclosed Collateral to Total Loans 0.2 0.2 0.0 0.2 0.3 0.3
Profitability
Return on Assets (ROA) 2.5 2.6 (0.1) 2.5 1.4 0.5
Return on Equity (ROE) - Tier 1 Capital Based 15.8 16.8 (1.0) 16.4 10.4 2.9
Return on Equity (ROE) - Equity Based 14.2 15.2 (1.0) 14.9 9.4 2.6
Net Interest Margin (NIM) 4.2 4.6 (0.4) 4.8 4.7 4.5
Other Operating Income to Operating Income 35.6 32.4 3.2 31.3 29.9 28.3
Profit (Loss) to Total Assets 2.0 2.0 0.0 1.9 1.1 0.3
Profit (Loss) to Total Equity 13.4 14.2 (0.8) 14.1 8.9 2.7
Total Liabilities to Total Assets 85.4 86.1 (0.7) 86.8 87.3 87.4
Total Liabilities to Total Equity 585.9 618.6 (32.7) 657.0 687.9 689.6
Fee Based Income to Total Other Operating
72.4 74.2 (1.8) 79.8 84.0 88.4
Income
Earnings per Share (EPS) (In Rupiah full
576 561 15 983 585 176
amount)
Liquidity
Loan to Deposit Ratio (LDR) 96.1 85.8 10.3 84.2 79.7 87.3
Liquid Assets to Total Assets Ratio 15.0 19.9 (4.9) 21.5 24.8 20.2
Total Liquid Assets to Short-Term Funding
20.1 25.6 (5.5) 27.6 31.35 25.8
Ratio
Macroprudential Intermediation (RIM) Ratio 93.3 89.0 4.3 83.4 74.1 75.4
Current Account/Saving Account (CASA) Ratio 70.4 71.6 (1.2) 72.9 69.4 68.4
Cost of Fund (CoF) Ratio 2.7 2.2 0.5 1.5 1.6 2.6
Compliance
Legal Lending Limit (LLL) Percentage
• Related Party Nil Nil - Nil Nil Nil
• Non Related Party Nil Nil - Nil Nil Nil
Exceeding of Legal Lending Limit (LLL)
Percentage
• Related Party Nil Nil - Nil Nil Nil
• Non Related Party Nil Nil - Nil Nil Nil
Minimum Statutory Reserves (GWM)
• Primary Rupiah GWM 6.5 9.5 (3.0) 11.9 7.7 5.4
• Foreign Currency GWM 4.0 4.0 0.0 4.0 4.0 4.0
Net Open Position (NOP) 0.9 1.7 (0.8) 1.6 0.9 3.2
Efficiency
Operating Cost/Operating Income (BOPO) 70.0 68.4 1.6 68.6 81.2 93.3
Cost to Income Ratio (CIR) 44.6 42.9 1.7 42.6 43.3 44.2
Other Ratios
Operating Income/Employee (IDR-million) 2,254 2,182 72 2,195 1,985 1,738
Number of Employees (full amount,
2,112 2,122 (10) 2,149 2,183 2,219
unaudited)
Number of ATMs (full amount, unaudited) 13,388 13,390 (2) 16,125 16,385 18,230
Number of Employees (full amount,
27,203 27,570 (367) 27,170 27,177 27,202
unaudited)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Total Assets Loans Disbursed - Net
(IDR billion) (IDR billion)
1,129,806 775,872
1,086,664
1,029,837 695,085
964,838 646,188
891,337 586,207 582,436
839,910 553,106
2020 2020* 2021 2022 2023 2024 2020 2020* 2021 2022 2023 2024
Total Liabilities Customer Savings
(IDR billion) (IDR billion)
962,619 810,730 805,511
889,639 931,931 769,269
838,318 729,169
746,236 729,226 647,572 631,551
2020 2020* 2021 2022 2023 2024 2020 2020* 2021 2022 2023 2024
Total Equity Current Account Saving Account (CASA) - Bank Only
(IDR billion) (%)
167,187 72.9 71.6
126,520 140,198 154,733 68.4 69.4 70.4
110,684
112,872
2020 2020* 2021 2022 2023 2024 2020 2021 2022 2023 2024
26 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Operational Income Net Income
(IDR billion) (IDR billion)
64,515 21,464
61,472 62,747 20,909
55,865 18,312
52,036
49,152
10,898
3,280 3,280
2020 2020* 2021 2022 2023 2024 2020 2020* 2021 2022 2023 2024
Return on Equity (ROE) - Bank Only
(Using the average total equity as the denominator)
14.9 15.2
14.2
9.4
2,6
2020 2021 2022 2023 2024
*) Financial performance for 2020, taking into account the impact of releasing BNI Syariah’s performance.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Business
Performance Overview
Loans Disbursed in the Business Banking Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2024 2023 2023-2024 2022 2021 2020
(%)
Corporation 365,945 317,592 15,2 255,639 229,027 226,473
Medium 100,422 102,460 )2,0( 112,462 99,132 99,463
Small 75,752 84,892 )10,8( 97,210 95,752 84,800
Overseas 75,014 56,611 32,5 67,405 58,446 50,972
Total 617,133 561,555 9,9 532,716 482,357 461,708
365,945
317,592
255,639
226,473 229,027
99,132 112,462 102,460
99,463 100,422
95,752 97,210 84,892
84,800 75,752
58,446 67,405 75,014
50,972 56,611
2020 2021 2022 2023 2024
Overseas Small Medium Corporation
Loans Disbursed in the Consumer Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2024 2023 2023-2024 2022 2021 2020
(%)
Mortgage 66,506 58,456 13.8 53,502 49,573 46,038
Credit Card 15,000 13,986 7.3 12,341 11,868 11,647
Payroll 57,952 50,575 14.6 43,064 35,799 30,269
Others 3,034 1,471 106.3 695 1,749 1,923
Total 142,492 124,488 14.5 109,602 98,989 89,877
66,506
58,456 57,952
53,502
49,573 50,575
46,038 43,064
35,799
30,269
11,868 13,986 15,000
11,647 12,341
1,923 1,749 695 1,471 3,034
2020 2021 2022 2023 2024
Mortgage Credit Card Payroll Others
28 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Loans Disbursed in the Corporate Segments Including Overseas Based on Sector
In billion Rupiah, unless otherwise stated
2024
Description 2023 2022 2021 2020
Total Loan Composition
Industry 119,953 27.2% 105,030 94,346 85,361 72,911
Agriculture 29,327 6.7% 33,662 30,334 34,241 40,954
Business World Services 38,789 8.8% 35,473 30,892 26,056 29,236
Electricity, Gas and Water 29,025 6.6% 25,038 19,871 18,454 19,799
Transportation, Warehousing, and
48,228 10.9% 39,399 36,248 31,785 27,514
Communication
Construction 46,412 10.5% 45,764 44,112 43,470 37,707
Trade, Restaurants and Hotels 53,895 12.2% 34,139 20,313 23,094 22,355
Mining 45,933 10.4% 38,233 31,912 12,524 12,788
Social Services 26,885 6.1% 15,866 13,274 10,127 11,230
Others 2,511 0.6% 2,325 1,742 2,361 2,952
Total 440,959 100% 374,930 323,044 287,473 277,446
Industry
Agriculture
26.3% 29.7% 29.2% 28.9% 27.2%
Business World Services
9.0% 6.7% Electricity, Gas and Water
14.8% 11.9% 9.4%
8.8% Transportation,
9.6% 9.5%
10.5% 9.1% 6.6% Warehousing, and
6.2% 6.7% Communication
7.1% 6.4% 10.9%
11.2% 10.5% Construction
9.9% 11.1% 10.5%
12.2% Trade, Restaurants and
13.7% Hotels
13.6% 15.1% 12.2%
6.3% 9.1% Mining
8.1% 8.0% 10.4%
4.6% 4.4% 9.9% 10.2% Social Services
4.0% 1.1% 3.5% 0.8% 4.1% 0.5% 4.2% 0.6% 6.1% 0.6% Others
2020 2021 2022 2023 2024
Loans Disbursed in the Small Business Banking Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2024 2023 2023-2024 2022 2021 2020
(%)
Branch Credit Management (BCM) 32,223 34,088 (5.5) 37,870 44,230 44,262
People’s Business Loans (KUR) 33,166 44,101 (24.8) 52,708 44,008 32,602
Loans for Financial Institutions (KKLK) 878 192 357.3 128 50 78
BNI Entrepreneurs (BWU) 9,485 6,546 44.9 6,504 7,464 7,858
Total 75,752 84,927 (10.8) 97,210 95,752 84,800
52,708
44,230
44,262 44,008 44,101
37,870 33,166
32,602 34,088 32,223
9,485
7,858 7,464 6,504 6,546
78 50 128 192 878
2020 2021 2022 2023 2024
BCM KUR KKLK BWU
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Third Party funds Performance - Excluding Temporary Syirkah funds
In billion Rupiah, unless otherwise stated
YoY 2023-
Description 2024 2023 2022 2021 2020* 2020
2024 (%)
Current Accounts 305,734 345,496 )11.5( 314,625 281,398 221,050 224,663
Savings 257,544 231,981 11.0 242,695 224,670 211,278 223,686
Deposits 242,233 232,665 4.1 208,798 223,101 199,223 199,223
NCD Issued - 588 )100.0( 3,151 - - -
Total 805,511 810,730 )0.6( 769,269 729,169 631,551 647,572
*) 2020 performance not including BNI Syariah performance.
345,496
314,625 305,734
281,398 232,665 257,544
224,663
224,670 242,695 231,981 242,233
223,686 223,101
199,223 208,798
- - 3,151 588 -
2020 2021 2022 2023 2024
Current Accounts Savings Deposits NCDs Issued
COMPANY RATING 2024
Company Rating Rating
PEFINDO
Corporate Rating AAA/Stable
Moody's
Outlook Stable
Foreign Long Term Bank Deposits Baa2
Local Long Term Bank Deposits Baa2
Baseline Credit Assessment Baa3
Adjusted Baseline Credit Assessment Baa3
Counterparty Risk Assessment Baa2/p-2
Fitch Rating
Long Term Foreign Currency BBB-
Long Term Local Currency BBB-/Stable
Short Term Foreign Currency F3
Viability Rating bb+
National Long Term Rating AA+/Stable
National Short Term Rating F1+
S&P Global Ratings
Outlook Stable
Long Term Foreign Issuer Credit BBB
Long Term Local Issuer Credit BBB
Short Term Foreign Issuer Credit A-2
Short Term Local Issuer Credit A-2
30 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Shares
Overview
BNI has listed and traded its shares on the Indonesian Stock Exchange (formerly the Jakarta Stock Exchange
and the Surabaya Stock Exchange) since November 25, 1996. This makes BNI the first state bank to become
a public company.
Information on BBNI Share Movement 2022-2024 on the Indonesia Stock Exchange
Share Price Average
Number of Market
(IDR/share) Transaction
Period Shares Capitalization
Volume
(shares)* Opening Highest Lowest Closing (IDR-million)
(shares)
2024
Quarter I 37,297,312,916 5,375 6,225 5,350 5,900 50,593,808 220,054,142
Quarter II 37,297,312,916 5,650 5,650 4,300 4,660 77,031,308 173,805,481
Quarter III 37,297,312,916 4,710 5,825 4,650 5,350 56,792,517 199,540,623
Quarter IV 37,297,312,916 5,375 5,675 4,710 4,350 47,945,400 162,243,311
2023
Quarter I 18,648,656,458 9,226 9,626 8,500 9,350 60,516,945 174,364,938
Quarter II 18,648,656,458 9,350 9,576 8,750 9,150 52,403,504 170,635,207
Quarter III 18,648,656,458 9,226 10,326 8,676 10,326 60,185,561 192,547,378
Quarter IV* 37,256,798,316 5,150 5,375 4,790 5,375 51,372,390 200,473,051
2022
Quarter I 18,648,656,458 6,725 8,500 6,725 8,250 35,964,464 153,851,416
Quarter II 18,648,656,458 8,200 9,600 7,850 7,850 42,407,747 146,391,947
Quarter III 18,648,656,458 7,850 9,175 7,225 8,975 28,647,641 167,371,688
Quarter IV 18,648,656,458 8,900 9,900 8,425 9,225 23,791,038 172,033,858
* On October 6 2023, BNI has effectively implemented a stock split with a split ratio of 1:2 (1 share becomes 2 shares), The Stock Split did not cause
a change in the value of share ownership by investors because the number of BNI outstanding shares increased to 2 times followed by the share
price adjusting 0,5 times from the previous price, So, since the effective date, BNI shares were trading at the new price,
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Comparison of BBNI and IHSG Share Prices throughout the 2022-2024 Period
7,671 7,574
7,273 7,316 7,234
7,149 7,041 7,081 7,064 7,528 7,080
7,071 6,951 6,940
6,839 6,805 6,931 7,208 7,289 7,256
6,631 7,229 7,179 7,099 6,633 7,081 7,114
6,912 6,953 6,971
6,888 6,851 6,843 6,916 6,752
6,662
5,750 5,900
6,000 5,350
5,163 5,275 5,250
4,700 4,713 4,575 4,588 5,375 5,250 5,350
4,613 4,613 4,388 4,660
4,263 4,950 4,790 4,970 4,980
4,000 4,588 4,575 4,675 4,525 4,438
3,925 4,488 4,400 4,350
4,125 3,925
3,663
110,366,027
45,148,500
64,080,267
79,821,052
71,083,895
54,292,972
51,202,380
45,525,654
55,340,771
50,079,570
56,658,060
56,661,468
43,734,794
53,591,572
79,804,080
55,781,654
60,072,494
46,550,547
44,881,099
52,859,484
46,182,754
52,679,418
53,534,416
85,735,716
45,735,141
75,633,476
73,146,172
52,810,581
53,919,245
65,138,819
70,606,010
65,862,211
79,597,956
65,397,295
42,327,058
54,907,273
Jan- Feb- Mar- Apr- May-Jun- Jul- Aug- Sep- Oct- Nov-Dec- Jan- Feb- Mar- Apr- May-Jun- Jul- Aug- Sep- Oct- Nov-Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov-Dec-
22 22 22 22 22 22 22 22 22 22 22 22 23 23 23 23 23 23 23 23 23 23 23 23 24 24 24 24 24 24 24 24 24 24 24 24
Average Trading Volume of BBNI BBNI Stock Closing Price JCI
* On October 6, 2023, BNI has effectively implemented a stock split with a split ratio of 1:2 (1 share into 2 shares).shares). Therefore, since the
effective date, BNI shares are traded at the new price.
Company Stock Performance Highlights
In the first quarter of 2024, or on March 13 to be policy easing. Another negative sentiment also came
exact, BBNI shares hit an all-time high, with a closing from the five-month-in-a-row deflation Indonesia
price of IDR6,225 per share and an also an all-time- experienced from May to September 2024, reflecting
high market capitalization of IDR232 trillion, driven unrestored people's purchasing power.
by the positive response from the market to the
company's transformation process that has proven But into the third quarter of 2024, the decline in
to be running well. BBNI's shares reversed into an uptick trend to the
extent that even they recorded the highest QoQ
Another positive catalyst came from the capital growth amongst Indonesian peers. The trend was
market's positive response to the Bank's AGMS buoyed by the inflow of foreign capital of IDR13
decision to increase its Dividend Payout Distribution trillion into the Indonesian stock market, where
Ratio. In 2024, BNI distributed 50% of its total net banking stocks were one of the investors' focus
profit, or the highest in its history, for the fiscal as more than 50% of foreign flow was put into the
year 2023 as dividends to the shareholders after banks' stocks, showing a large capitalization. This
applying a gradual increase in the Dividend Ratio uptrend reflects positive market responses towards
since 2021 (2021 Fiscal Year: 25%, 2022 Fiscal Year: BNI's management strategy, as seen from the NIM
30%, and 2023 Fiscal Year: 50%). The total dividends recovery, accelerated credit growth for the July-
distributed were equivalent to IDR10.45 trillion or August period, and consistent asset quality with
IDR280.49 per share. CoC maintained at 1.0%.
Into the second quarter of 2024, the market The fourth quarter of 2024 saw the sustained
experienced volatility, causing BBNI's stock price to positive performance of shares of big-cap banks
decline. That decline may have been due to the Fed's despite a capital flight from the country. Based on
statement that interest rate cuts would likely regress, market consensus, capital market analysts (sell side)
which triggered a sell-off by investors, especially projected BBNI's target price (TP) to be IDR6,327
against banks with weaker CASA franchises. In per share. The closing price of BBNI shares on the
addition, the IDR exchange rate against the USD, last trading day of 2024, registered at IDR4,350
which continued to hover at above IDR16,200 per per share, suggested a potential upside of 45.4%.
USD, has sort of dispelled expectations of monetary It reflects a maintained level of market confidence
32 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
towards BBNI shares driven by abounding optimism SUSPENSION OF STOCK TRADING
about macroeconomic conditions and the new (SUSPENSION) AND/OR DELISTING OF
administration's beginning to undertake initiatives STOCK
to improve the domestic economy.
Over the course of the 2024 financial year, no
BNI foresees significant and sustainable business sanction of stock trading suspension was imposed
growth opportunities, in line with the government's on BNI, nor were the bank’s shares delisted from the
vision to increase GDP, alleviate poverty, and Stock Exchange.
run various sectoral priority programs covering
infrastructure, energy and food security, SME
empowerment, industrial downstream such as
agriculture and fisheries, and housing programs.
The optimism towards the new government's
priority economic policies following the smooth
leadership transition and the progress of BNI's
corporate transformation with its constantly optimal
results should be a positive catalyst for BBNI's stock
movement in the future.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Bonds, Sukuk and/or
Convertible Bonds Overview
List of outstanding Bonds for the Year 2024
Bond Name Issue Date Effective Date Tenor Currency Value
Global Bonds 2024 April 5, 2024 April 5, 2024 5 years USD USD500.000.000
Bond Name Issue Date Effective Date Tenor Currency Value
Environmentally Friendly Bonds (Green Bond) 2022
Series A June 21, 2022 June 10, 2022 3 years Rupiah Rp4.000.000.000.000
Series B June 21, 2022 June 10, 2022 5 years Rupiah Rp1.000.000.000.000
BNI Tier II Capital March 30, 2021 March 30, 2021 5 years US Dollar USD500.000.000
Bond 2021
BNI Additional September 24, September 24, Perpetual, Non US Dollar USD600.000.000
Tier I Capital Bond 2021 2021 Callable 5,5 years
2021
34 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Listing
Bid Price Maturity Date Interest Rate Rating Trustee Status
Exchange
100,00 April 5, 2029 5.28% p.a. S&P BBB Singapore HSBC Corp. Active/
Exchange (SGX) Ltd Not Yet Due
Fitch BBB-
Listing
Bid Price Maturity Date Interest Rate Rating Trustee Status
Exchange
100,00 June 21, 2025 6.35% p.a. 2023: idAAA Indonesia Stock PT Bank Mandiri Active/
(Pefindo) Exchange (IDX) (Persero) Tbk Not Yet Due
2022: idAAA
(Pefindo)
100,00 June 21, 2027 6.85% p.a. 2023: idAAA Indonesia Stock PT Bank Mandiri Active/
(Pefindo) Exchange (IDX) (Persero) Tbk Not Yet Due
2022: idAAA
(Pefindo)
100,00 March 30, 2026 3.75% 2023: idAAA SGX Listing HSBC Corp Ltd. Active/
(Pefindo) Not Yet Due
2022: idAAA
(Pefindo)
100,00 Perpetual. 4.3% 2023: idAAA SGX Listing HSBC Corp Ltd. Active/
First call option on (Pefindo) Not Yet Due
March 24, 2027 2022: idAAA
(Pefindo)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
35
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Other
Funding Sources
Global Certificate of Deposit Issued in 2024
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
BBNIIJ 0 11/21/2025 November December 2, 354 days USD50 Million November 4.92% Outstanding
22, 2024 2024 (1Y) 21, 2025
Global Certificate of Deposit (CD) Paid in 2024
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
BBNIIJ 0 10/7/24 October 12, October 18, 355 Days USD40 Million October 7, 6.07% Mature
2023 2023 (1Y) 2024
BBNIIJ 0 10/7/24 October 11, October 18, 355 Days USD35 Million October 7, 6.05% Mature
2023 2023 (1Y) 2024
BNI Senior Notes Issued in 2024
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
Global Bonds April 5, 2024 April 5, 2024 5 Years USD500,000,000 April 5, 2029 5.28% Active/
Not yet Paid
36 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Event
Highlights 2024
January
January 3 January 22 January 27 January 31
Synergy Between the Consumer Protection Indonesia Incorporated Day Collaboration Between
Indonesian Consulate Activities related to Financial The agreed work plan includes Anti-Fraud Function and the
General and Indonesia Education for High School strategic collaborations among Ministry of Communication
relevant institutions, focusing on
Incorporated HK Students or equivalent in several key priorities: industrial and Informatics
The synergy between the Indonesian South Jakarta downstreaming, the food sector, the A collaboration between BNI’s Anti-
Consulate General in Hong Kong and BNI together with OJK, organized service industry, and the healthcare Fraud Function and the Ministry of
Indonesia Incorporated Hong Kong a consumer protection event sector. The event was attended by Communication and Informatics
attended by the Consul General focused on financial education for senior officials from the Ministry to strengthen the Fraud Detection
of Indonesia in Hong Kong and all high school students or equivalent of Foreign Affairs, Ambassadors, System and prevent money
General Managers of Indonesian in South Jakarta. The event was senior officials from the Ministry of laundering and terrorism financing
SOEs in Hong Kong under the attended by Ms. Friderica Widyasari SOEs, and senior leaders from state- (APU-PPT) through data sharing
Indonesia Incorporated umbrella. Dewi (Executive Head of OJK owned and private companies. of bank accounts, particularly BNI
The event discussed the strategic Financial Services Business Conduct accounts suspected of misuse based
activities and business alignment Supervisor), Ms. Kusumaningtuti on public reports.
among Indonesian stakeholders Sandriharmy Soetiono (Chairperson
in Hong Kong to promote positive of Indonesia Banking School) and
impacts for related institutions and Mr. Ronny Venir (BNI’s Network and
the Indonesian economy. Services Director).
February
February 8 February 21 February 25
Handover of Indonesia Smart Public Lecture by BNI Financial Planning Education
Program (PIP) Education President Director at for Hong Kong’s Diaspora
Assistance Bandung Institute of In order to support the diaspora
Handover of Indonesia Smart Technology (ITB) in Hong Kong, the BNI Board of
Program (PIP) Education Assistance The President Director of BNI, Mr. Directors represented by Network
by the President of the Republic Royke Tumilaar, delivered Public & Services Director together with
of Indonesia (Mr. Joko Widodo) Lecture at the Institute of Technology OJK held a program to improve
channeled by BNI in Magelang and Bandung (ITB)m attended by ITB financial literacy and inclusion
Blora. Rector. through education and the provision
of financial products and services
according to the needs of the
diaspora in Hong Kong.
March
February 28 - March 3 & October 2 - 6 March 6-7 & March 16 March 13
Inacraft Series BNI Exporters Forum Handover of Spekta Program
BNI actively supported the 24th Jakarta International Handicraft Trade Fair The BNI Exporters Forum (BEF) Reward to BNI Agen46
(Inacraft 2024) in collaboration with the Association of Exporters and Handicraft serves as a platform to share insights BNI held a special program for BNI
Entrepreneurs (ASEPHI). The exhibition was inaugurated by President and the latest information on export Agen46 with the name SPEKTA
Joko Widodo. At the event, BNI’s President Director emphasized the bank’s market prospects for MSMEs. program. BNI Agen46 had the
commitment to strengthening engagement with global SMEs through Xpora, Approximately 50 MSMEs (Ready opportunity to win a prize of 1 Toyota
a one-stop export solution program offering business consultation, training, to Export), ranging from small to Agya Car Unit which was won by BNI
financing, and business matchmaking opportunities for SMEs with international medium enterprises, participated as Agen46 Mr. Ahmad Jazuli located in
buyers. BNI partners, showcasing a variety Tanjung Karang.
of superior export commodities.
38 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
March 5 - 8 March 20 March 20 - April 7
Food Expo 2024 di Tokyo Social Engineering Glamlocal Series
The Ministry of Trade, in collaboration with the Indonesian Embassy in Tokyo, Discussion with Dittipidsiber BNI collaborates with Glamlocal to
the Ministry of Agriculture, the Bank Indonesia Representative Office, BNI’s Bareskrim Polri present a series of seven themed
Representative Office in Japan, and supported by the ASEAN Japan Center, A discussion focusing on fraud events at prominent shopping
facilitated several Indonesian businesses to participate in Japan’s largest food trends, methods, and the prevention centers across Greater Jakarta
and beverage exhibition. This initiative aims to continuously promote and of social engineering, including (Jabodetabek). These events aim
strengthen the presence of Indonesian food and beverage products in Japan. tactics such as fake bank transfer fee to connect with consumers who
The event was attended by the Indonesian Ambassador to Japan, the Deputy change notifications and malicious appreciate local MSME fashion. As
Governor of Bank Indonesia, the Director of Export Development for Primary APK files. The session emphasized part of this initiative, BNI enhances
Products at the Directorate General of National Export Development, and the educating customers to safeguard customer experiences by promoting
Director of the Japan Indonesia Association. their banking credentials as a critical cashless transactions through its
mitigation step to avoid social Wondr by BNI application. The
BNI Tokyo, in partnership with XPORA, brought Indonesian food and beverage engineering schemes. program includes various benefits,
entrepreneurs to exhibit their products at the event. The expo attracted 76,000 such as exclusive queue-free
visitors and featured 2,879 exhibitors, providing BNI clients with opportunities to services, shopping voucher rewards,
introduce their products to the international market. and TapCash bonuses for customers
opening new accounts, offering
April added convenience and value.
April 4 - 6 April 5 April 12 - 14 April 19
Indonesia In Amsterdam, Issuance of USD500 million Indonesia in Chicago, BNI for Indonesia Juara
Amsterdam Coffee Festival Global Bonds Specialty Coffee Expo 2024 BNI extends its heartfelt appreciation
2024 As part of its strategy to diversify In an effort to support MSMEs going to Indonesia’s world-class athletes,
PT Bank Negara Indonesia Tbk funding sources and drive business global, BNI New York Foreign Office among them are Muhammad Rian
through BNI Xpora continues to growth, BNI has issued Global together with BNI Xpora participated Ardianto and Fajar Alfianto, who
encourage Indonesian MSMEs to Bonds valued at USD500 million in the Specialty Coffee Expo 2024 triumphed as champions in the
penetrate the global market. This (approximately IDR7.9 trillion) coffee exhibition by bringing two Men’s Doubles category at the All
time, BNI Xpora is sending five as part of its Euro Medium Term specialty coffee products from its England Badminton Tournament
superior Indonesian MSME coffee Note (EMTN) program. The strong fostered MSMEs, namely Bajawa 2024. As well as Jonatan Christie,
products with local flavors from investor demand is evident in the Coffee and Lampung Coffee. These who secured victories in both the
various types of coffee exhibited oversubscription of up to 6.4 times two products have gone through Men’s Singles category at the All
including robusta and arabica from during the initial pricing guidance curation carried out through England Badminton Championship
Lampung, West Java, Central Java, (IPG). coordination with the Indonesian 2024 and the Badminton Asia
Flores, and North Sulawesi. Embassy’s Trade Attaché office in Championship 2024.
Washington DC and the Specialty
Coffee Association Indonesia
(SCAI) to ensure quality and market
feasibility in America.
BNI’s participation in this exhibition
is part of BNI’s spirit and mission to
go global in supporting Indonesian
May June MSMEs.
May 24-26 June 14 June 22 June 30
BNI Java Jazz Festival 2024 Socialization of Financial BNI Plants 78,000 Mangrove Financial Education for
BNI Java Jazz Festival 2024 is one Literacy and Inclusion with Seedlings in Teluk Pangpang, Interns & the Diaspora in
of the largest and most prestigious OJK, Bank BNI Educates Banyuwangi, East Java Japan
music festivals in Indonesia. BNI
participates in providing ticket
Waste Management PT Bank Negara Indonesia (Persero) The CXC Division contributed to
Community Tbk organized the planting of 78,000 educating and raising financial
purchase programs during pre-
BNI also opens opportunities for mangrove seedlings to celebrate its literacy among interns, migrant
events and providing cashback
waste managers to join BNI Agen46 78th Anniversary, aiming to support workers, and the diaspora in
programs at tenant booths during
with various benefits that can be climate change mitigation efforts Osaka, Japan, with the theme
on-events as well as supporting the
obtained. This is in line with OJK and Indonesia’s Net Zero Emission “Wise Management of Finances
BNI Credit Card acquisition program.
regulations on improving financial (NZE) target for 2060. BNI Group and Investments through Financial
literacy and inclusion in the Financial also has a decarbonization roadmap, Education and Public Information
Services sector for consumers and setting NZE targets for operations Transparency.” This activity was
the public. by 2028 and for financing by 2060. a collaboration with OJK and the
The event was attended by the BNI’s Central Information Commission
Network and Services Director. (KIP). The event was also attended
by the Director of Networking &
Services at BNI.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
39
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
July
July 5 July 5 - 7 July 6 July 28
Launching wondr by BNI wondrRFEST & BNI Loudfest Vol.3 Join BPJS Ketenagakerjaan
BNI introduces the wondr by BNI wondrPARADE BNI held a spectacular music event Campaign with BNI HK
banking app, designed to empower The wondrPARADE was held in entitled BNI Loudfest Vol 3 2024 to the importance of insurance
Indonesians with tailored solutions several cities in Indonesia, including celebrate its 78th birthday. The event protection for Indonesian workers
according to their respective Jakarta, Medan, and Makassar. This took place at the Gelora Bung Karno and the requirement for PMI
financial needs for more organized initiative aimed to engage the public Main Stadium, Senayan, Jakarta, (Indonesian Migrant Workers)
financial management through the by providing a hands-on experience attended by Minister of SOEs Erick to have BPJS. Registration can
3 Dimensions of Finance feature with the wondr by BNI application. Thohir. BNI Loudfest 2024 is a form be done online, and payment
(Transactions, Insight and Growth). of appreciation to BNI Hi-Movers for can be made via Wondr BNI. The
The launching of wondr by BNI was their dedication and hard work in event was attended by the CEO
held on July 5, 2024. bringing progress to the company. of BPJS Ketenagakerjaan, BPJS
Ketenagakerjaan supervisors, and
PMI representatives in Hong Kong.
August
August 2 - 4 August 14 August 23 - 26 August 27
BNI Expo 2024 Compliance Forum 2024 WOW Indonesia! Cooperation Agreement
BNI Expo is an exhibition event BNI, in collaboration with the Festival on Indonesian Overseas
organized by BNI to boost consumer KPK, held the Compliance Forum WOW Indonesia celebrated 75 Community Card (KMILN)
loan transactions. This three-day “Realizing an Anti-Corruption years of Indonesia-US relations.
thematic exhibition, held at ICE
between BNI & the Ministry
Culture Through the Instilling of The WOW Indonesia Festival 2024
BSD, is the largest in Indonesia Integrity Values,” with the main was attended by more than 20,000
of Foreign Affairs
and attracted over 70,000 visitors goal of enhancing the knowledge BNI worked with the Ministry of
Indonesian Diaspora and local
who enjoyed various exciting offers and understanding of employees, Foreign Affairs’ Directorate General
community members. Five SMEs
and promotions from BNI and particularly at the BOD, BOC, and of Public Information & Diplomacy
from the Xpora program participated
its subsidiaries. With the theme to develop the Indonesian Overseas
C-1 levels, regarding corruption in the event.
“Wondrful Journey,” BNI invited Community Card (KMILN), which
crimes in the business world, both
all visitors to experience a digital allows the Indonesian diaspora to
from the regulatory and practical
transaction journey filled with access banking services abroad.
perspectives. The speaker at this
surprises and convenience using event was a KPK Functional Officer.
wondr by BNI. The cooperation agreement was
signed by BNI’s Director of Network
and Services and accompanied
by BNI’s Director of Institutional
Banking on August 27, 2024, at the
Ministry of Foreign Affairs.
September
September 2 September 5 September 8 September 24
Night of Appreciation for Opening of BNI’s BNI UI Half Marathon 2024 BNI ESG Sustainability &
Olympic Achieving Athletes Representative Office in The highlight of the *BNI UI Half Transition (BEST) Event
The Ministry of State-Owned Sydney Marathon 2024* featured 5K, 10K, BNI held the BNI ESG and
Enterprises, in collaboration with As part of its commitment to and 21K (Half Marathon) categories Sustainability Transition Event, or
BNI, expressed appreciation expand its reach of banking services with a green and clean route on the BEST Event, with the theme “Energy
to Indonesian athletes who globally, BNI has inaugurated university campus, attracting 10,000 Sectors Foresight to Encounter
successfully won medals at the Paris the BNI Representative Office in runners. The event was attended by Indonesia’s Sustainable Finance
2024 Olympics. BNI, as a partner Sydney, Australia, which is also the the Deputy President Commissioner, Taxonomy (TKBI).”
in the development of Indonesia’s first bank from Indonesia to open a Commissioners, Director of
badminton sports achievements, representative office in Australia. Institutional Banking, Secretary The BEST Event was attended by
honored Gregoria Mariska Tunjung of the Ministry of SOEs, Deputy the Director of Risk Management
for winning a silver medal in Governor of Bank Indonesia, Deputy at BNI, along with speakers from
the women’s singles badminton Chairman of OJK, and the Chair of UI various institutions, including OJK,
category. The event, held at Pos Alumni Association. the Ministry of Environment and
Bloc Jakarta, was attended by the Forestry, the Ministry of Energy
Minister of State-Owned Enterprises, and Mineral Resources, and the
the Vice President Director of BNI, International Finance Corporation
and the Director of Human Capital & (IFC), who shared insights on the
Compliance at BNI. challenges and opportunities in the
green transition.
40 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
October
October 3 October 8 October 9 October 10 - 13
The opening of BNI BNI Investor Daily Summit Launch of new BNIdirect wondr Jakarta Running Fest
The BNI Investor Daily Summit event As part of its digital transformation 2024
Singapore’s office efforts, BNI launched the digital
The inauguration of the new BNI was opened by President Ir. H. Joko wondr Jakarta Running Fest 2024
Widodo & attended by the Rector wholesale banking service is an annual running event held,
KLN Singapore office was attended “BNIdirect.” The launch of BNIdirect
by the Indonesian Minister of of BINUS University (as Speaker), usually involving various running
Vice Rector of Global Employability took place in conjunction with the race categories, such as 5K, 10K,
State-Owned Enterprises, the BNI Investor Daily Summit 2024
Deputy Minister of State-Owned & Entrepreneurship BINUS and the and half marathon. BNI participates
President Director of BNI along with event. in providing a 0% installment ticket
Enterprises, Arsari Group, as well as
the Representative of BNI’s Founder all of the Board of Directors of BNI. purchase program & BNI Rewards
(Mr. Hashim Djojohadikusumo), the Points during the event as well as a
Secretary of the Ministry of State- BNI Credit Card acquisition program.
Owned Enterprises, the Indonesian
Ambassador to Singapore, the
President Director of BNI, and the
management team.
November
October 11 October 31 – November 3 November 1
BNI Exporters Forum BNI Indonesian Masters 2024 Best Indonesian Bank in Hong
The BNI Exporter Forum is a Side Event of the Indonesian Trade Expo held by BNI The BNI Indonesian Masters 2024 is Kong for Serving Indonesia
in Tangerang City. the largest golf event in Indonesia, Diaspora
featuring 150 professional golfers BNI received the prestigious award as
Through Xpora, BNI is committed to advancing Indonesian SMEs to go global by from 30 countries. BNI will the Best Indonesian Bank in Hong Kong
synergizing with the Ottawa Trade Attaché, the Indonesia Trade Promotion Center participate by offering acquisition for Serving Indonesia Diaspora from
(ITPC) Vancouver Canada & the Hague Trade Attaché Netherlands to thoroughly programs and cashback programs
the Consulate General of the Republic
explore export potential in the 2 countries. at participating vendors during the
of Indonesia (KJRI) in Hong Kong. The
event.
event was also attended by The Chief
This activity was attended by 35 Xpora Partner SMEs from small to medium Executive of Hong Kong SAR, The Hon.
segments and 3 diasporas from Canada and the Netherlands. John KC Lee. The award was received
by the General Manager of BNI Hong
Kong, Farid Faraitody, as a testament
to BNI’s commitment to providing the
best services and innovative financial
solutions for the growing number
of Diaspora and Indonesian Migrant
Workers in Hong Kong.
December
1 December December 1
MURI Record for the First wondr by BNI BrightUp Cup 2024
Empowerment of Persons BNI, in collaboration with PBSI, is once again organizing a badminton competition
combined with music entertainment through wondr by BNI BrightUp Cup 2024.
with Disabilities
This event is enlivened by several Indonesian badminton athletes who have
MURI Record for the First
won various world tournaments and is concluded with a performance by the
Empowerment of Persons with
legendary band Sheila on 7. The Greysia Polii team, consisting of Anthony
Disabilities as Laku Pandai Agent of
Sinisuka Ginting, Alwi Farhan, Tontowi Ahmad, Rinov Rivaldy, Fajar Alfian, and
BNI Agen46.
Jafar Hidayatullah, successfully defeated the opposing team led by Hendra
Setiawan, joined by athletes such as Gregoria Mariska Tanjung, Marcus Fernaldi
Gideon, Yeremia Rambitan, Jonatan Christie, and Muhammad Shohibul Fikri.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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02 Management Report Board of Commissioners’ Report 45 Board of Directors’ Report 57 Board of Commissioners’ Responsibility Statement for the 2024 Annual Report of 76 PT Bank Negara Indonesia (Persero) Tbk Board of Directors’ Responsibility Statement for the 2024 Annual Report of 77 PT Bank Negara indonesia (Persero) Tbk Management Report
Page 45
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PRADJOTO President Commissioner/Independent Commissioner
Page 47
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Board of
Commissioners’ Report
We believe that the Board of Directors performed admirably
in discharging its duties and responsibilities during 2024. This
assessment is based on certain matters, including the results of
the Board of Directors Collegial KPI assessment, which revealed a
reasonably strong performance against the Company's Work Plan
and Budget (RKAP) and other established metrics. BNI's successful
management in the midst of dynamic economic conditions lays a
solid foundation for BNI to continue to grow and develop in the
future.
DEAR SHAREHOLDERS AND STAKEHOLDERS,
Please allow us, on behalf of all members of the Board’s business prospects, and the implementation
Board of Commissioners, to express our gratitude of BNI’s corporate governance during 2024.
to God the Almighty for the achievement PT Bank
Negara Indonesia (Persero) Tbk delivered in fiscal GLOBAL AND NATIONAL
2024 as the Bank navigated through tough industry MACROECONOMICS AND BANKING IN 2024
challenges in running the business. Throughout
the year, we exercised our oversight functions and Economic conditions in 2024 were marked by
duties and advised the Board of Directors on their volatility in the financial market amidst geopolitical
strategies and policies as they conducted the Bank’s turmoil, such as conflicts in some regions and the
business with full accountability against their stated election of country leaders who promised to bring
mandates in the Bank’s Articles of Association and new directions. The IMF projected that 2024 would
applicable regulatory provisions. close with global economic growth of 3.2%, slightly
lower than 2023, but added that growth to rise
We have been objective and independent in slightly in 2025.
discharging our duties and responsibilities, always
refraining from involvement in BNI’s operational A global economic challenge that appeared more
decision-making. We also ensured that BNI referred prevalent was the divergent direction of economic
to the Articles of Association and the agreed-upon growth. The higher-than-expected US economic
Bank Business Plan (RBB) for its banking operations. growth (3% YoY until Q3-2024) was the opposite of
what its European counterparts, such as Germany
We will use this report to elaborate on our and the UK, saw this year. In addition, China, which
assessment of the Board of Directors’ performance, had long been the engine of world economic growth,
oversight of strategy execution, how we view the grew only 4.9% in 09M24, below its pre-pandemic
average of 6.7%.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Domestically, Indonesia showed a relatively resilient The next thing we want to share is how we assess
economic growth of 5% up to Q3-2024. However, the performance of the Board of Directors using
mixed signals in growth were seen, especially in certain aspects as the basis of consideration, such as
terms of consumption, due to the eroding purchasing external factors like economic and banking industry
power of the lower-middle group, as reflected in low landscapes. The Board’s success parameters are
inflation throughout 2024 (1.6% YoY as of December formulated in such a way they can measure how
2024). the Board fulfills its duties and responsibilities and
meets targets, including subsidiaries’. The results of
From a banking perspective, the nation’s financial the assessment are then outlined in the target plan
system was manageably controlled throughout 2024. in the Bank Business Plan (RBB) to be consulted
Bank credit growth reached 10.4% YoY in November with us before reported to the Financial Services
2024, driven by working capital credit (8.4% YoY), Authority (OJK).
investment (13.6% YoY), and consumption (10.6%
YoY). Loan growth outpaced deposit growth at 4.5% In addition, the Ministry of SOEs, as the proxy
YoY (November 2024). With such a growth picture, Indonesian Government as the shareholders,
the loan-to-deposit ratio stood at 89% (November has established assessment measures for the
2024), up from the year-end 2023 position (84%). implementation of duties and responsibilities for
the management of SOEs by the Board of Directors.
A further challenge came in the form of Rupiah’s The performance of both the Boards of Directors
volatile exchange rate. While cuts in the Fed Fund and Commissioners is assessed once a year by the
Rate (FFR) had accumulated to 100 bps as the year Ministry of SOEs using Key Performance Indicators
unfolded, the impact on BI rate cuts (only -25%) was (KPI). The assessment refers to the Regulation of
not as significant as initially expected. This points to the Minister of SOEs No. PER-2/MBU/03/2023 on
the downward pressure on the Rupiah, especially Guidelines for Governance and Significant Corporate
at the end of last year. The exchange rate pressure Activities of State-Owned Enterprises, as well as the
escalated as the market gradually incorporated the Ministry of SOEs Letter No. S-63/Wk.R.MBU/10/2024
risk of US President-elect (Donald Trump) policies dated October 19, 2024.
that could potentially increase the risk of inflation
in the US. The Board’s performance assessment criteria
consist of the collegial Key Performance Indicator
We witnessed how, despite the many challenges (KPI) and individual KPI prepared in accordance
the year 2024 presented to the real, financial, with BNI’s strategy and focus in the current period
and banking industries, BNI could sustain strong as stated in the Bank Business Plan (RBB). The
business growth with low-risk exposure. Its proven collegial KPIs are translated into 5 (five) priority
ability to navigate the dynamics of the global and programs: Economic and Social Value for Indonesia,
domestic economies will be a great asset on the which includes financial and social aspects,
foundation of which the Bank welcomes the equally Business Model Innovation, Technology Leadership,
challenging year 2025. Investment Enhancement, and Talent Development.
Each priority program has several KPIs that reflect
ASSESSMENT OF THE PERFORMANCE OF financial and non-financial performance targets
THE BOARD OF DIRECTORS aligned with the established strategic initiatives.
Meanwhile, the Board’s individual KPIs are prepared
Considering our prime role in overseeing the in accordance with the members’ respective duties,
management of BNI’s business by the Board of main functions, and responsibilities.
Directors, we have always used the shareholders’
perspective to see how well the Board of Directors The Board’s collegial and individual KPI
can optimize all of the Bank’s existing resources. achievements are reported periodically to the
This perspective is our fundamental factor for Board of Commissioners. On the other hand, the
prudently and accountably monitoring BNI’s overall calculation of the Board’s collegial and individual
performance achievements. KPIs is reviewed by the Public Accounting Firm
(KAP) assigned to audit BNI’s financial statements
and then submitted to the majority shareholder, in
this case, the Ministry of SOEs.
46 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In our assessment, the Board of Directors to bring BNI to deliver strong. Our oversight in 2024
discharged their duties and responsibilities well for was exercised primarily, but not limited to, making
2024. We base our evaluation on certain aspects, monthly evaluations on BNI’s Corporate Plan and
including the results of the Board of Directors Bank Business Plan (RBB), financial performance
Collegial KPI assessment, the reasonably strong in 2024 proposing the appointment of an External
achievement against the Company’s Work Plan Auditor, submitting quarterly Performance Reports
and Budget (RKAP), and other agreed measures. to the Ministry of SOEs, and exercising oversight
Beyond achieving predetermined targets, we also functions on how BNI’s internal control was running.
appreciate the Board’s efforts to strengthen BNI’s We also focused on overseeing the achievement of
performance under such challenging circumstances. several important aspects of the Bank’s business
In the future, we mandate the Board of Directors to plan, such as credit distribution, asset quality
continue to collaborate with relevant stakeholders improvement, third-party fund collection, and
so they can continue to maintain the quality of BNI’s higher productivity and efficiency. In devising and
performance growth. formulating the RBB, our role is to ensure that
the Board has wholly observed the aspirations of
In general, we welcome what BNI delivered in stakeholders, especially investors and shareholders.
2024. BNI’s successful management in the midst of We appreciate the strategic initiatives and policies
dynamic economic conditions is a strong foundation related to Corporate Transformation that the Board
on which BNI can continue to grow and thrive in the of Directors has made since 2021. We expect to see
future. That achievement was seen in the increase in the fruit of their labor in 2025.
loans distributed, which was offset by a decrease in
gross Non-Performing Loans (NPL). The strategic steps over the last few years have
allowed BNI to continue strengthening the business
Savings as a component of fundamental funding model and implementing a new work culture
also grew significantly this year by 11.0% YoY above through the New Way of Working (NWOW) in
industry growth of 6.6% YoY, providing an overview 2024. Implementing this initiative can impact BNI’s
of BNI’s management on the right track in line with banking operations and add value in a sustainable
shareholder aspirations. The growth of savings manner.
has an impact on the ratio of low-cost funds, or
Current Account/Saving Account (CASA), which is We also continued to optimize the oversight
maintained at 69.9%, providing a positive influence function we exercised through the mechanism of
on profitability as expected by shareholders. our meetings, our joint meeting with the Board of
Directors, meetings of our supporting committees
OVERSIGHT OF STRATEGY FORMULATION providing our direction, opinions, or decisions, and
AND EXECUTION BY THE BOARD OF paying work visits. In particular, we play an essential
DIRECTORS role in ensuring a sound implementation of GCG
principles and practices at all levels of the BNI
Our work relationship with the Board of Directors organization and at financial services institutions in
is built on mutual respect. There are limits to the the BNI Financial Conglomerate.
responsibilities and roles we both shall discharge.
The Board of Directors’ role is to run the Bank’s VIEWS ON HUMAN RESOURCE
business and manage its operations, while ours MANAGEMENT
is to watch over how well the Board of Directors
manages BNI and the business group, give the In terms of Human Resource (HR) management,
necessary advice to the Board of Directors, and we assess that the Board of Directors has done a
ensure that BNI implements the aspects of good good job executing its HR strategies and policies
corporate governance. throughout 2024. As a key aspect of the banking
business, BNI has always positioned its human
On an ongoing basis, we always attended to and resources as a strategic partner in achieving goals
focused on overseeing the formulation and execution through the implementation of various strategic
of BNI’s strategies and policies throughout 2024 for policies that focus on developing effective employee
the Bank to face economic challenges and continued competencies.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
We also supported the efforts made by the Board We will continue encouraging the Board of Directors
of Directors in managing human capital using the to strengthen the Bank’s information technology
Integrated Human Capital Framework in a targeted infrastructure, as it perfectly aligns with the global
and measurable manner to align with BNI’s business financial services trend towards digital finance. We
strategy. We see that the Board used this framework further hope that BNI will continue to innovate to
to provide added value to every human capital provide the best banking digital services and take
process employees go through and eventually the lead in this domain.
improve the employee experience. We also
supported the sustainability of the implementation To that end, we will lend our full support to the
of the NWOW initiative, which continued throughout Board of Directors’ efforts as they work to provide
2024, contributing positively to BNI’s performance added value to customers through some adopted
achievements. key technologies to significantly contribute to the
needs of BNI’s digital banking product and service
Every year, we observe the Board of Directors’ development in recent years.
consistent efforts in the field of HR, which improve
the cultures of risk awareness and compliance BUSINESS PROSPECTS IN 2025 AND
through various existing programs. Furthermore, OUTLOOK ON BNI’S PERFORMANCE
strengthening HR in BNI Corporate Transformation PROJECTION IN THE NEXT YEAR
remains consistent with our expectations. The
applied RACE (Risk Culture, Agile, Collaboration, The year 2025 expects prolonged geopolitical
and Execution Oriented) theme is essential in tension and regression in China’s economic growth,
delivering transformation in the BNI environment. which will loom over global economic conditions. In
It is our greatest hope that this human resource addition, the leadership change in major economic
strengthening will sustainably provide added value, countries, such as the United States, will also affect
not only for BNI as the employer but also for BNI Hi- the world economic outlook. The IMF projects global
Movers as they shape the personality of each. economic growth in 2025 to rise slightly compared
to 2024.
VIEW ON THE IMPLEMENTATION OF
INFORMATION TECHNOLOGY AND HOW TO The Indonesian economy’s growth is projected
LEAD THE CHARGE IN DIGITAL BANKING at 4.9-5.4%, which is moderate compared to its
partner countries. However, the projected growth
We fully realize that Information Technology (IT) has will be higher than China (4.5%), Thailand (3.0%),
evolved into the backbone of business progress and Malaysia (4.4%) but below India (6.5%),
in the digital era. Hence, we support the Board of the Philippines (6.1%), and Vietnam (6.1%).
Directors’ efforts as they work on their commitment This growth will be largely driven by increased
to strengthen IT capabilities through the preparation consumption and stronger investments in line with
of a comprehensive IT Master Plan or IT Strategic the new government’s policies that directly target
Plan for the 2024-2028 period, which will supersede improvements in public consumption.
the period 2022-2025 and align with the 2024-2028
corporate plan. In the context of the banking industry, Bank
Indonesia estimates that bank credit will grow in the
We are sure that with this Master Plan, BNI can range of 9.0-12.5% in
2025 as investment increases,
optimize the use of technology to support operations, demand for working capital grows, and consumption
increase efficiency, encourage innovation, and align strengthens. Furthermore, accommodative
with its strategies and stated business goals. We macroprudential policies should help channel bank
saw that until December 2024, BNI had made 93.23% credit. The economic risk will come from the global
progress on the strategic IT projects the Board or external side, so the estimated Rupiah exchange
of Directors had set for implementation in 2024. rate against the US Dollar will be in the range of
This notable achievement reflects that the Board’s IDR15,000 - IDR16,200, which is influenced by the still
commitment has been successful in making the high global risk, especially the potential for inward-
implementation of IT integrated into BNI’s business looking policies after Donald Trump was elected US
strategy.
48 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
president. Hence, 2025 will see limited space for Board to act transparently, objectively, actively, and
lowering the benchmark interest rate globally and constructively to protect the interests of BNI and all
domestically. stakeholders.
Having learned of the uncertain macroeconomic The successful implementation of Governance
outlook, the Board of Commissioners believes within BNI is also reflected in the GCG self-
that the Bank’s policies, as outlined by the Board assessment assessment for the first semester of
of Directors in the Bank’s Business Plan, remain 2024 and the second semester of 2024, which is
on-track and promising, consistent with the Bank’s ranked 2 (Good), as well as awards and appreciation
goals and direction. We also see how the Board of from external parties for the implementation of
Directors pays close attention to basic assumptions Governance throughout 2024, namely:
and economic projections and combines them with 1. Leadership in Corporate Governance in the
positive policy strategies. We are confident that with implementation of GCG based on the ASEAN
its optimized strengths, BNI will continue to deliver Corporate Governance Scorecard (ACGS)
strong growth in the future. standard from the Indonesia Institute for
Corporate Directorship (IICD).
VIEW ON THE IMPLEMENTATION OF BANK 2. The Most Trusted Company in Corporate
GOVERNANCE Governance Perception Index (CGPI) from The
Indonesia Institute for Corporate Governance
We realize that Governance or GCG is key to (IICG) 2.
ensuring sustainable business performance. Hence,
we support internalizing the Indonesian Corporate This award shows that corporate governance at
Governance Principles in every BNI business activity. BNI has been implemented by upholding ethical
The Governance Principles include the rights of behavior, accountability, transparency, and
shareholders and stakeholders and their fulfillment, sustainability. Moreover, we continue to mandate
basic rules on management, and oversight of the Board of Directors to pay attention to the key
corporate management in Indonesia, including components of Governance implementation to
aspects of ethics, risk management, and disclosure. which we have paid special attention, including
risk management, internal control systems, and
We see how the implementation of Governance whistleblowing systems.
within BNI continues to improve over time. We
also support the Board of Directors’ efforts, from INTERNAL CONTROL SYSTEM AND RISK
developing to updating policy instruments to MANAGEMENT
evaluating and monitoring governance. This reflects
the Board’s commitment to applying Governance We recognize that that the internal control system
principles and practices in all elements of the Bank’s and risk management are essential factors in
operations and business. running a banking business. In our view, BNI has
an adequate internal control system that aligns with
One important aspect of successfully implementing its business profile. BNI’s internal control has been
governance principles is the strong synergy and functioning effectively as an important component
collaboration between our support functions of the Bank’s management while serving as the
and those of the Board of Directors. The support bedrock for the Bank’s healthy and safe operational
functions allow us to implement and monitor all activities.
aspects of implementing governance principles,
from compliance, risk management, and audits to During the year 2024, the Board of Commissioners
the development of HR and information technology, supervised the implementation of the internal
which are the foundations for realizing bank control system by approving the General Policy on
accountability. Risk Management and the General Policy on Internal
Control System. The Board of Commissioners also
To support the implementation of GCG principles, supervised the implementation of risk management
BNI has more than 50% independent parties sitting in all Financial Services Institutions (LJKs) of the
on its Board of Commissioners. As a majority, Financial Conglomerate by approving the General
Independent Commissioners can encourage the Policy on Integrated Risk Management.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
In terms of risk management, the Board of manage WBS reports and encourage BNI personnel
Commissioners is actively involved in all supervision to report any violations or indications of fraud. Thus,
of the implementation of risk management by the the purpose of WBS to create a clean, integrity-
Board of Directors. The Board of Commissioners based work environment gains more effective and
is of the view that BNI has carried out risk independent.
management in a proactive, forward-looking, and
documented manner through the risk management Furthermore, since March 2, 2021, BNI has
process, including risk identification, measurement, collaborated with the Corruption Eradication
monitoring and control. The availability of an Commission (KPK) on the handling of complaints in
effective internal control system is essential to efforts to eradicate corruption, the implementation
ensure that the risk management process has been of which is reported periodically to the KPK.
carried out in an organized, efficient manner and
in accordance with applicable regulations. Control Our role in BNI’s management of the WBS system is
activities are carried out by fulfilling the principle of assisted by the Audit Committee, whose oversight
segregation of duties to ensure that no individual ensures a professional and transparent reporting
has full control over a transaction or process to system. We work closely with the Audit Committee
prevent potential abuse. BNI’s risk management and some other units to continuously evaluate and
implementation is supported by the availability of a follow up on reports received. Based on the audit
competent and experienced risk management team. results, reports that are proven to be accurate
will be followed up with administrative sanctions
In 2024, based on the review and discussion of in the form of a Warning Letter to Termination of
the Board of Commissioners with management, Employment (PHK) or other actions, including
internal auditors, all committees under the Board transfers and counseling.
of Commissioners, and independent auditors, the
Board of Commissioners is of the view that BNI Throughout 2024, there were 296 reports of alleged
has good risk management adequacy. BNI’s risk violations received through the WBS mechanism,
management has run adequately as reflected in with the most received via e-mail. The reports
the results of BNI’s Risk Profile assessment for the of violations have been followed up with an
period of December 31, 2024 at Rank 2 and BNI’s investigation process carried out by the Internal
Bank Health Level is ranked “Healthy.” Audit Unit (IAD) and/or Senior Operational Risk
Executive (SORX)/Anti-Fraud Unit (AFR) or related
IMPLEMENTATION OF WHISTLEBLOWING Divisions/Units. 83.45% of all reports, or 247 reports
SYSTEM (WBS) submitted through the WBS mechanism, have
completed the investigation process and were given
The implementation of the Whistleblowing System strict sanctions.
(WBS) aims to detect early and prevent suspected
irregularities or violations in every aspect of the We believe the WBS implementation at BNI in 2024
Bank’s business activities. WBS enables a reporting went exceptionally well. The achievements that have
mechanism that guarantees the confidentiality of the been achieved to date indicate a relatively high level
whistleblower. WBS is a form of active participation of awareness from all BNI personnel of the existence
by BNI personnel, partners, and other external and benefits of WBS as a tool for improving the
parties in reporting alleged violations within the implementation of bank governance. Nevertheless,
BNI environment. A well-functioning WBS creates a we will continue to provide guidance to the Board
transparent, high-integrity, honest, and responsible of Directors to ensure that the WBS implementation
work climate. continues to increase employee understanding and
concern about reporting violations and eventually
BNI has implemented “WBS to CEO” mechanism create a conducive and high-integrity work
as one of its early detection mechanisms for WBS environment.
implementation. To strengthen the existing WBS,
BNI has appointed an external party, Deloitte, to
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FREQUENCY AND METHODS OF GIVING in assisting and supporting us with our duties,
ADVICE TO BOARD OF DIRECTORS involves the implementation of committee
meetings and evaluations, studies or reviews
We provide advice and suggestions to the Board of matters that are the duties of the Board of
of Directors through our meetings, meetings with Commissioners.
our supporting committees, written directions and 3. Written Directions and Opinions
opinions, and our occasional work visits. The provision of written directions and opinions
from us to the Board of Directors in response
1. The Board of Commissioner Meetings to reports on the implementation of the Board
We hold our meetings either internally or by of Directors’ duties, requests for approval or
inviting the Sector Director or Senior Executive consultation submitted by the Board of Directors
Vice President related to the meeting agenda, as and information regarding strategic and
well as our regular meetings with the Board of significant issues.
Directors. 4. Board of Commissioners Working Visits
2. Meetings of Committees under the Board of Our working visits to BNI’s work units, as well as
Commissioners providing direction and opinions to the Board of
The active role of our supporting committees Directors based on the results our visits.
Throughout 2024, we held 53 (fifty-three) meetings, both internally and meetings where we invited the
Director or Senior Executive Vice President. We also held 7 joint meetings with the Board of Directors. All
meetings were held effectively, with high frequency and attendance level of the Board of Commissioners
and the Board of Directors.
ASSESSMENT OF COMMITTEES UNDER THE BOARD OF COMMISSIONERS
Committees Supporting the Board of Commissioners
Nomination & Integrated
Audit Risk Monitoring
Remuneration Governance
Committee Committee
Committee Committee
Our oversight duties and functions over the management of BNI are supported by the Audit Committee, Risk
Monitoring Committee, Nomination & Remuneration Committee, and Integrated Governance Committee.
We appreciate the four committees’ support in improving our duties and functions. During 2024, the
Audit Committee, Risk Monitoring Committee, Nomination & Remuneration Committee, and Integrated
Governance Committee performed well and upheld high competency and quality standards. We base this
assessment on, e.g., the realization of the fulfillment of each committee’s duties in accordance with the
Committee Charter, competency and skills, performance achievements in 2024, and members’ attendance.
The Audit Committee monitored and evaluated internal control and effectively assisted us in overseeing
the implementation of internal and external audit functions, including reviewing financial information to be
issued by BNI to the public and/or related authorities. In carrying out its duties, the Audit Committee has
held meetings with the Board of Commissioners and meetings by inviting the Sector/Field Director, Internal
Audit, External Audit, and other related divisions and working together with other committees.
The Risk Monitoring Committee performed its duties, among others, reviewing and recommending aspects
of governance and risk management within BNI, including integrated risk management. Meanwhile, the
Nomination & Remuneration Committee performed its duties including overseeing the nomination and
remuneration policies at every level of the organization, from the Board of Commissioners, Board of
Directors and employees in accordance with applicable provisions.
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Meanwhile, the Integrated Governance Committee was successful in continuing the Social and
provided valuable input on the oversight exercised Environmental Responsibility (TJSL) program and
on the implementation of Integrated Governance developing Environmental, Social, and Governance
in the BNI Financial Conglomerate, including the (ESG) aspects systematically and in an integrated
implementation of the Integrated Governance manner to ensure the implementation, achievement
Guidelines, the quality of the implementation of of success, and management of program impacts
the integrated compliance function, the quality of in accordance with priorities and/or targeted
integrated internal control, the implementation achievements.
of integrated risk management, the quality of
the implementation of integrated governance We sincerely hope that BNI’s strong performance in
by evaluating the structure, process, and results 2024 can be consistently implemented and improved
of integrated governance, the effectiveness of in the coming years, so that net zero Greenhouse
integrated governance results by monitoring Gas (GHG) emissions targets and Sustainable
integrated financial performance, as well as the Development Goals (SDGs) that have become a
synergy plan for BNI and subsidiaries and synergy global issue and the agenda of the Indonesian
between subsidiaries. Government can be achieved.
SUSTAINABILITY ASPECT SUPERVISION CHANGES IN THE COMPOSITION OF THE
AND SUPPORT FOR THE IMPLEMENTATION BOARD OF COMMISSIONERS
OF SOCIAL AND ENVIRONMENTAL
RESPONSIBILITY During 2024, there was 1 (one) change to the
composition of the Board of Commissioners with
In recent years, BNI has shown extraordinary efforts the aim that the Board of Commissioners could
to shape a green industrial ecosystem in Indonesia, continue to maximize their supervisory and advisory
especially through Green Bond-based capital and functions even better. The changes were made
Sustainability-Linked Loan (SLL) funding, as well based on the decision of the Annual GMS on March
as special financing schemes with attractive pricing 4, 2024, dismissing Susyanto with honor. On behalf
for green financing. We warmly welcome and of the Board of Commissioners and BNI Hi-Movers,
encourage BNI to improve its initiatives. we would like to express our gratitude and high
appreciation for his dedication and devotion to the
We give high appreciation and lend our full support progress of BNI. The Annual GMS also dismissed
for various efforts to implement BNI’s sustainability and then reappointed Askolani as Commissioner for
and sustainable finance aspects that have grown the second term, as well as appointing Mohamad
through multiple programs and initiatives that Yusuf Permana as a new member of the Board of
focus on the BNI Sustainability Pillar. During Commissioners.
2024, we assessed that the Board of Directors
Thus, the composition of the Board of Commissioners as of December 31, 2024 is as follows:
Effective Date of
Name Position Basis of Appointment Term of Office
Appointment*)
President
Commissioner/ Decision of the Extraordinary 2020-20251)
Pradjoto February 19, 2024
Independent GMS dated September 19, 2023 (First Period)
Commissioner
Pahala Nugraha Vice President Decision of the Extraordinary 2023-2028
February 19, 2024
Mansury Commissioner GMS dated September 19, 2023 (First Period)
Independent Decision of the Annual GMS 2023-2028
Sigit Widyawan March 15, 2023
Commissioner dated March 15, 2023 (Second Period)
Decision of the Annual GMS 2024-2029
Askolani Commissioner March 4, 2024
dated March 4, 2023 (Second Period)
Independent Decision of the Annual GMS 2020-2025
Asmawi Syam June 17, 2020
Commissioner dated February 20, 2020 (First Period)
Septian Hario Independent Decision of the Annual GMS 2020-2025
August 14, 2020
Seto Commissioner dated February 20, 2020 (First Period)
Independent Decision of the Annual GMS 2020-2025
Iman Sugema August 14, 2020
Commissioner dated February 20, 2020 (First Period)
Erwin Rijanto Independent Decision of the Annual GMS 2021-2026
August 6, 2021
Slamet Commissioner dated March 29, 2021 (First Period)
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Effective Date of
Name Position Basis of Appointment Term of Office
Appointment*)
Decision of the Extraordinary 2022-2027
Fadlansyah Lubis Commissioner December 23, 2022
GMS dated August 31, 2022 (First Period)
Decision of the Annual GMS 2023-2028
Robertus Billitea Commissioner September 11, 2023
dated March 15, 2023 (First Period)
Mohamad Decision of the Annual GMS 2024-2029
Commissioner September 2, 2024
Yusuf Permana dated March 4, 2024 (First Period)
1)
Following his previous term as Vice President Commissioner/Independent Commissioner, 2020-2025
As of December 31, 2024, until the signing of this annual report, there had been no change in the composition
of the Board of Commissioners.
APPRECIATION AND CLOSING
We remain optimistic that BNI, under the current management and administration of the Board of Directors,
can deliver more strongly through the effective strategic policy execution and consistent implementation of
the Governance pillars. We will continue to mandate that management and all BNI Hi-Movers work together
and synergize with all other stakeholders to provide the best banking services beyond what our customers
have come to expect.
On behalf of all members of the Board of Commissioners, we would like to thank the Board of Directors,
management, and all BNI Hi-Movers employees for their hard work throughout 2024. Our appreciation also
extends to all partners, shareholders, and other stakeholders. We hope that all of BNI’s achievements in 2024
will serve as the foundation for sustainable growth.
Jakarta, February 19, 2025
On behalf of the Board of Commissioners of PT Bank Negara Indonesia (Persero) Tbk,
Pradjoto
President Commissioner/Independent Commissioner
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Board of Commissioners
Robertus Billitea Fadlansyah Lubis Askolani
Commissioner Commissioner Commissioner
Septian Hario Seto Iman Sugema Pradjoto
Independent Commissioner Independent Commissioner President Commissioner/
Independent Commissioner
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Pahala Nugraha Mansury Asmawi Syam Mohamad Yusuf Permana
Vice President Independent Commissioner Commissioner
Commissioner
Sigit Widyawan Erwin Rijanto Slamet
Independent Commissioner Independent Commissioner
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ROYKE TUMILAAR
President Director
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Board of
Directors’ Report
Our key strategy execution and ongoing transformation
have positively impacted BNI’s performance growth.
By the end of 2024, BNI recorded solid and sustainable
financial performance growth.
DEAR SHAREHOLDERS AND STAKEHOLDERS,
Let us first thank God the Almighty, for if it wasn’t for Under such a difficult circumstance, BNI has sought to
His grace and guidance, we all wouldn’t have been continue to perform well through its transformation
able to navigate the various challenges and business programs and selective and measurable growth
dynamics throughout the challenging year 2024. It is strategies. The solid financial performance we
an honor for me, on behalf of my fellow directors, delivered for BNI in 2024 shows that we were able
to deliver the annual report of PT Bank Negara to meet the different aspirations of shareholders,
Indonesia (Persero) Tbk. While the achievements investors, and stakeholders. We’ve also successfully
BNI delivered this year in business and operations aligned the transformation process with our planned
deserve our appreciation, let us also learn from such targets, allowing us to deliver strong results in BNI’s
a valuable experience. banking and business management.
It came as no surprise to see the immediate impacts GLOBAL AND NATIONAL ECONOMY AND
of the current global and domestic challenges on BANKING INDUSTRY IN 2024
the banking industry in general. As many would
expect, the persistent geopolitical tension panned Throughout 2024, the global economy was
out into a major issue that quite negatively affected still marked by geopolitical turmoil and some
the balance of the world’s economic chain. The interesting phenomena that ensued. The first one
situation became worse due to a defensive policy was the difference in economic growth trajectories
the United States was imposing on its financial amongst developed nations. The US showed higher-
sector, which eventually triggered capital flight in than-expected economic growth, far outpacing
the capital and financial markets around the globe, its European counterparts, such as Germany and
including China, as the country was grappling with the UK, as both had to see a regression in growth
regressing economic growth, with spillover effects rate. The second was the more prevalent economic
on Indonesia’s banking sector. slowdown in China on the domestic demand
side, as indicated by weak data on consumption
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(slowing inflation, declining retail sales), which regime, which translated this year into an equally
prompted many global institutions to project that high rate environment with tight liquidity and rather
the country would only grow below 5% in the mid- sharp market volatility.
term. Third, the economic growth trajectory of
Southeast Asian countries experienced a different GLOBAL AND NATIONAL ECONOMY AND
momentum as countries whose production value BANKING INDUSTRY IN 2024
chains were closer to the global market tended to
grow above expectations. The last phenomenon Throughout 2024, we kept ourselves observant of
was the increasingly higher geopolitical risks that the dynamic macroeconomic conditions and the
created global uncertainty, especially after the spillover effects they might have on the banking
election of Donald Trump as the US president. The business as we worked to mitigate their impacts
current dynamics of US politics have raised market on our strategic policy execution, business
concerns over the more protectionist or inward- achievements, and sustainability, as we already
looking policies the new president is likely to impose have in our long-term plans.
during his administration.
The Company’s long-term plan has been stated in
Obviously, the volatile global economic landscapes the BNI Corporate Plan document for 2024–2028
had lagged effects on the financial market, such as where BNI aspires to become a Bank with leading
tight liquidity conditions and a more limited decline HR and technology in serving customers by 2028.
in BI’s benchmark rate as the rupiah remained under The strategic direction is a unique value proposition
pressure. Furthermore, the geopolitical uncertainty that BNI plans to build in the future by focusing on 3
that persisted throughout 2024 prompted global (three) areas: Productivity, Platform, and Proposition.
investors to take a cautious approach (wait and see) Based on the 2024-2028 Corporate Plan, the
to economic expansion. The election of US President Company’s focus in 2024 was to continue improving
Donald Trump has also led to a general view in productivity through capability development, role
the market over the potentially higher inflationary redesign, optimizing office networks and analytics,
risks that could hold back the Federal Reserve from and building and improving platforms to improve
commencing its long-planned low-rate regime. services and client experience. This focus was stated
in 6 (six) main strategies in 2024, as given below:
In the domestic context, it is safe to say that 1. Increasing the expansion of top tier customer
economic growth remained strong and resilient at business by strengthening risk management.
around 5%, driven by government spending (7.5% 2. Improving the digital platform to optimize
YoY until the end of September 2024), construction transactional banking and cross-selling that
investment, and downstream mining activities. With focuses on increasing sustainable AUM, CASA
such economic drivers, credit growth reached 10.4% and FBI.
YoY in December 2024, although third-party fund 3. Strengthening business networks through outlet
growth (TPF) only reached 4.5% YoY (December optimization.
2024). This condition caused the banking industry’s 4. Developing international business networks to
loan-to-deposit ratio (LDR) to reach 89%, higher support global market penetration.
than the end of 2023 of 84%. BI has provided a 5. Strengthening human capital and IT to increase
macroprudential liquidity incentive (KLM) policy to productivity.
support credit distribution to focus loans on priority 6. Optimizing the BNI Group to strengthen the
sectors. position of its Subsidiaries.
An issue that emerged as a challenge for the Into the fourth year, 2024, BNI continued to make
Indonesian economy in 2024 was the tendency transformations consistent with its predetermined
of household consumption to remain low (below key strategies. We make this transformation
5%) as the year progressed, indicating that it program more than just an initiative. It is a grand
had not reached the pre-pandemic growth rate. stride that marks our dedication and commitment to
The moderate growth in household consumption continuing to grow, develop, and adapt to changes
reportedly had to do with the stagnant purchasing at the national and global levels. The results are
power of certain groups, as reflected by the low also reflected in the increasing level of profitability,
core inflation. One of the challenges in the banking including the Return on Equity (ROE) ratio. BNI
industry was the persistently high global rate recorded an ROE of 14.2% in 2024, an increase of
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11.8% from 2.6% in 2020. BNI managed to deliver this The Company’s other transformation also ran
achievement amidst the increasing value of capital sustainably. BNI strives to build a more agile,
or equity, portraying an increase in a sustainable collaborative, and careful work pattern in managing
business’s profitability level. risk to ensure each business segment grows
measurably. Through network expansion and
The focus of the 2024 transformation was to enhanced international business capabilities, it
increase productivity aspects by increasing the has also consistently assumed a more significant
role of frontline (Customer Service and Tellers) in role as an orchestrator of Indonesian business to
supporting marketing, strengthening marketing the global market. BNI is now present in 8
staff (sales), and implementing a sales generalist world financial centers, including Singapore, Hong
model in all regional offices and branches, whose Kong, Tokyo and Osaka (Japan), New York (United
objective was for BNI to deliver optimal, responsive States), Seoul (South Korea), London (England),
services, and consistently offer need-based Amsterdam (Netherlands), and has just opened
solutions for the customers while developing digital an office in Sydney, Australia, in September.
services to support the customer journey. In 2024, Besides overseas branches, the Company has also
the Company released a transaction application for built strong partnerships with more than 1,300
personal customers built using the latest technology correspondent banks in more than 90 countries,
platform, wondr by BNI. Coinciding with BNI’s 78th covering transactions in 16 currencies. The Company
Anniversary, wondr by BNI was launched on July 5, also plays an important role as a global payment
2024, built with in-depth research, following industry gateway by collaborating with more than 100
excellence standards not only in Indonesia, but also remittance companies in more than 20 countries.
following global standards, and hence, projected to The establishment of a Multinational Corporation
be a game changer for BNI and the entire Indonesian (MNC) & International Desk at the Head Office,
banking industry. We are grateful that wondr by BNI which is connected to all Overseas Offices is one of
has been well accepted by the public. Until the end the Company’s competitive advantages in attracting
of December 2024 or 6 months after its release, and facilitating foreign investment to Indonesia.
wondr by BNI had been downloaded by 6.1 million
users. One encouraging indicator for us was the The execution of our key strategy and ongoing
high level of active users making transactions, transformation has had a positive impact on BNI’s
the proportion of which has increased by ~65% performance growth. Until the end of 2024, BNI
compared to the previous BNI Mobile Banking, was able to deliver solid and sustainable growth in
indicating high enthusiasm from customers for this finances.You can see this in the key leading indicator,
digital application. which is larger credit distribution, especially in the
back half of the year. The credit acceleration in 2024
In October 2024, the Company also brought was enabled by a growth of 17.6% YoY in financing
transformation to its BNIdirect, a digital platform to top-tier debtors in the corporate segment to
designed for wholesale customers. This service IDR441 trillion from blue chip corporations, both
now offers an integrated portal, including Cash private and state-owned enterprises. The consumer
Management, Receivables, Trade, and Value Chain, segment grew 14.5% YoY to IDR142.5 trillion, which
in one platform. Throughout 2024, BNIdirect was was contributed mainly by the growth of personal
used by more than 173 thousand users, with more loans and mortgages. Another segment that showed
than a 30% increase in transactions and a 20% growth was the commercial segment, which grew
larger transaction volume compared to the previous by 5.7%. Meanwhile, the small segment was still
year’s figures, respectively. The noticeable increase focused on fundamental improvements, namely
in the number of transactions then contributed improving asset quality.
significantly to the acquisition of current account
funds from companies and institutions that were the The role of subsidiaries has become more visibly
Company’s wholesale customers. stronger. We have used synergy under BNI Group as
one of the key strategies for sustainable performance.
Amongst the ongoing synergies was joint financing
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cooperation with BNI Finance through auto loan Asset quality showed constant improvements along
products and with hibank, which is projected as with prudent credit acceleration, as reflected in the
BNI’s future growth engine in the MSME segment 2% lower figure of the Non-Performing Loan (NPL)
by utilizing the BNI Group ecosystem. In 2024, credit ratio and the 10.3% and 1.1% declines of Loan at Risk
and financing disbursed by subsidiaries reached and credit costs, respectively.
IDR16.2 trillion, or increased by 79.7% YoY.
The combination of accelerated credit growth,
BNI caught the slipstream of the nation’s improved increased fee-based income, and consistent
banking operating environment and its steady improvement in asset quality has driven BNI to
economy amidst highly dynamic global conditions achieve a profit attributable to owners of the parent
to accelerate credit growth, primarily since Bank entity as a reference profit for dividend distribution
Indonesia (BI) provided incentives in the form of to shareholders in 2024, reaching IDR21.5 trillion, up
relaxation of the obligation to fulfill the Minimum 2.7% from IDR20.9 trillion a year earlier. This profit
Reserve Requirement (GWM) in rupiah to banks achievement was in line with market expectations.
that distribute credit or financing to certain sectors
effective June 1, 2024. We succeeded in maintaining fundamental ratios,
which indicated that our strategies and policies
BNI has capitalized on this incentive to expand the worked well. The loan-to-deposit ratio (LDR) in 2024
scope of priority sectors of the Macroprudential was 96.1%, an increase compared to 85.8% in the
Liquidity Policy (KLM), since such policy package previous year. The noticeable increase shows the
also covers the automotive, trade, electricity, gas, effective role of intermediation within the corridor
water, social services, creative economy, and green regulated by the regulator. Another thing we
financing sectors, in addition to the previously successfully maintained was our capital structure,
existing non-mineral, housing, and tourism as BNI registered a Minimum Capital Adequacy
downstream sectors. Utilizing this incentive has Ratio (KPMM) of 21.4% in 2024. Associated with
presented additional liquidity that banks can optimize this stronger capital structure was BNI’s success
to increase credit distribution to the communities. in sustainably increasing its profitability. We will
The Company has responded to the provision of this remain committed to maintaining the positive
incentive with an improved funding structure by momentum of this performance as we go forward,
increasing the proportion of healthy and sustainable e.g., considering likely persistent demand for loans,
retail funds to improve the Cost of Funds (CoF). especially in the corporate segment, in addition to
the more expansive monetary and fiscal policies in
We can see the improvement in the proportion 2025.
of retail funds in the noticeable 11% growth of
savings, a record high in BNI’s history. BNI’s proven OUR ROLE IN THE FORMULATION OF
ability to maintain savings growth amidst liquidity STRATEGIES AND STRATEGIC POLICIES
challenges reflects the Company’s competitiveness
in facing economic challenges, both domestically As the Board of Directors, we play an essential role
and globally. in formulating strategies and strategic policies,
which we periodically specify under the Bank
BNI’s healthy and sustainable third-party fund has Business Plan (RBB) every year and report to the
been largely contributed to the growth of retail Financial Services Authority (OJK). The preparation
savings and the funding structure transformation of this RBB also refers to the 5-year Corporate Plan
program, contributing to the 4.2% Net Interest on the Bank’s stated vision and mission as the main
Margin (NIM) ratio BNI registered in 2024. In addition, foundations. We prepare the Corporate Plan and
its accelerated business resulted in quarterly Net RBB under the direction of and oversight exercised
Interest Income (NII) growth, allowing BNI to deliver by the Board of Commissioners and align them
IDR40.4 trillion in total NII. The strong top-line figure with the aspirations of shareholders, both majority
was also driven by an increase of 11.9% YoY in non- shareholders through the Ministry of State-Owned
interest income to IDR24 trillion as transactions in Enterprises (KBUMN) and minority shareholders
BNI’s digital platform continued to increase. through the optimization of the investor relations
function.
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All relevant units in their respective functions must In mid-2023, we decided to apply a New Way of
implement the results of BNI’s strategic policy Working (NWOW) that was leaner, more agile, and
formulation. As stated in the Guidelines and Work more customer-centric. In 2024, we improved the
Procedures, we shall assume an active role in way we implemented the NWOW in such a way that
ensuring that each unit understands the main tasks it aligned the agile, accountable, and collaborative
and functions they must carry out to ensure they can work culture and organizational design with other
achieve the predetermined work plans. Another role aspects of the business, from adequate functions
we assume as the Board of Directors is a strategic without duplication, coordination mechanisms,
decision maker, especially for matters that need and processes within the BNI organization,
decision-making at the highest level, from product leadership-based competency development, to Key
development, business expansion, marketing, and Performance Indicators (KPIs) at all levels of the
sales to risk management and aspects of Bank organization.
Governance.
We also play a rigorous role in ensuring that all
We then outline all the reported strategies and designs, formulations, and targets contained in
strategic policies in the RBB as Key Performance the RBB are not only consistent with expectations
Indicators (KPI), where we are directly connected but also comprehensible and applicable. Top-down
to various important achievements therein. This and bottom-up policies in the decision-making
involves engaging ourselves in designing and process are developed according to their portion
formulating BNI’s strategic strategies and policies and perspective, hoping that various innovations
while making all the necessary efforts to bring to life can be initiated at the lowest ranks, including the
the design and formulation of the Bank’s strategic involvement of committees and all of our supporting
policies. The entire process of strategy formulation organs. However, we still reserve the authority to
and our involvement in these strategic policies ensure that every decision made complies with
should prove BNI’s commitment to upholding the applicable rules and is goal-oriented. To ensure
principle of prudence and the implementation of strategy execution and performance monitoring
Good Corporate Governance (GCG). run well, we have set up a Corporate Planning &
Performance Management function at the division
HOW WE RUN THE PROCESS TO ENSURE level and are periodically involved in running
STRATEGY EXECUTION several committees at the Board’s level, such as the
Performance Management Committee, Subsidiary
To ensure the seamless execution of strategies Committee, Business Committee, Asset & Liability
and policies, we give our management team the Committee, Technology Management Committee,
necessary directions for them to apply the strategy Integrated Risk Management Committee, Credit
design and formulation. We have also initiated BNI Committee, Credit Policy Committee, and Human
Corporate Transformation since 2021 to ensure that Capital Committee. [ACGS D.1.5, D.1.6]
the strategic direction in the Company’s 2024-2028
Corporate Plan is executable and remains within TARGETS VERSUS REALIZATION IN 2024
the planned targets using a project management
approach. In its execution, the transformation Information about the success of the strategy that
program is run in several phases or waves, with was planned at the beginning of the year can be
each wave consisting of a number of projects with seen in the highlights of BNI’s achievements in the
a clear and workable work plan. This approach is list of targets vs. realizations as given below.
applied in order to increase the success rate of the
Company’s transformation program.
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2024 Target
Subject 2024 Realization 2024 Target
Achievement (%)
Credit Distribution (in IDR million) 775,872 774,977 100.1
Third-Party fund collection (in IDR million) 805,511 856,642 94.0
Non Performing Loan (NPL) Gross (%) 2.0 1.9 105.3
Net Income (in IPD million) 21,464 21,244 101.0
Return on Asset (ROA) (%) 2.5 2.4 104.2
Return on Equity (ROE) Equity Based (%) 14.2 14.2 100.0
Net Interest Margin (NIM) (%) 4.2 4.0 105.0
Operating Expenses to Revenue (BOPO) (%) 70.0 70.3 99.6
Minimum Capital Adequacy Ratio (KPMM) (%) 21.4 20.3 105.4
More detailed information about the 2024 target on maintaining the stability of the Rupiah exchange
versus realization is available in the “Management rate amidst the persistent global uncertainty. Facing
Analysis and Discussion” chapter of this annual these conditions, BNI continued to strive to provide
report. In general, we managed to deliver against our credit to customers by making some anticipations,
predetermined targets, as BNI exceeded its business including:
expansion target with strong credit distribution and 1. Implementing an end-to-end credit process in
third-party fund collection. What we see as another strengthening risk management and improving
driver of this strong achievement was the healthy risk culture.
and quality asset foundation we’ve built, which 2. Offering ecosystem businesses and financial
allowed BNI to register a lower-than-target NPL in solutions to institutional customers, Diamond
2024. Clients, prime customers, and selected
universities.
The Company was also successful in effectively 3. Increasing credit growth in the small segment
maintaining cost and expense ratios. We had with a focus on export-oriented MSMEs through
lower-than-target Operating Expenses to Income the BNI Xpora program and digital business
(BOPO). Further, we healthily managed the Net through synergy with subsidiaries.
Interest Margin (NIM). This achievement generated 4. Increasing wealth business through the
solid performance, as reflected in the profitability development of attractive investment services
indicators, including net profit, ROA, and ROE, where and products.
we beat the predetermined targets. This shows BNI’s 5. Collaborating with fintech, e-commerce, and
ability to determine business growth targets and pair other digital platforms to expand customer
them with effective strategic initiative management access to a completer and more interconnected
as we continue to execute our efficiency strategies financial ecosystem.
to create added value for profitability. 6. Encouraging cross-sector collaboration, such
as agribusiness, education, and health services,
In terms of capital, BNI’s capital management strategy to provide financial solutions that support the
was reflected in its achieved capital structure target, specific needs of market segments.
where the 2024 KPMM ratio showed above-target
achievements. The achievement of the fairly positive BNI also continued, in a selective way, the
target for KPMM was attributed to BNI’s improved execution of its 2024 Credit Distribution Strategy,
performance over the past few years. which involved focusing on Corporate debtors and
priority sectors, value chains, and cross-selling by
OBSTACLES, CHALLENGES, AND prioritizing risk culture. In addition, BNI continued to
ANTICIPATIONS optimize the provision of funds/financing to related
parties and Subsidiaries for business expansion.
Throughout 2024, BNI encountered various The focus of the 2024 investment strategy was on
challenges after BI raised its rate again to 6.25% in improving credit quality by prioritizing risk culture
April before finally reducing it to 6.00% in September and sustainable business expansion with several
and pausing it there in December. The high-rate initiatives, including:
regime had a lot to do with the central bank’s focus 1. Increasing business expansion in Corporate
debtors and priority sectors, value chains, and
cross-selling by prioritizing risk culture.
62 Transforming the Future, Empowering Indonesia
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2. Increasing RM productivity, including through (HC) Roadmap that is integrated into its Corporate
RM re-allocation. Plan. This roadmap offers strategic guidance to
3. Strengthening quality acquisitions in the ensure effective, adaptive, and appropriate future
Consumer Segment through payroll loans need-driven human resource management.
in potential segments (e.g. white collar) and
mortgages and focusing on areas with high BNI’s HC Roadmap focuses on three main pillars:
business potential. 1. High-Performing People: Building productive
4. Improving the quality of pipeline management employees with optimal performance in every
across all segments. function and responsibility.
5. Strengthening Risk management through 2. Future-Proofed Workforce: Preparing employees
improving the capabilities of Risk Culture, Risk with relevant skills and competencies to meet
Assessment RM and End to End Credit Process current and future business needs.
tools, especially in the SME and Commercial 3. Impact-Oriented Leaders: Developing competent,
segments. inspiring leaders who are able to create a positive
6. Making more business penetration across all impact on the team and the company.
segments by collaborating to explore branch
business potentials with Head Office-Regional As the foundation of the three pillars, BNI also
channel synergy. integrates holistic performance management, a
7. Optimizing digitalization in Branches and Shifting growth-oriented – multi-faceted talent management
to Digital to increase customer transactions. system, the latest human capital technology, and an
8. Increasing sustainable international business operating model that supports close collaboration
through cross-border solutions & advisory (Trade, between business units, finance, and human capital.
Xpora, Diaspora, Investment & Transaction).
The implementation of the HC Roadmap ensures
HUMAN RESOURCE MANAGEMENT that Human Capital Management at BNI aligns with
industry best practices to provide added value to
BNI always shows its commitment to realizing the the company’s business. BNI is optimistic that with
vision of “Becoming the Leading Financial Institution such a clear roadmap, it can sustainably drive the
in Sustainable Service and Performance.” As part of achievement of its strategic vision and goals.
this strategy, BNI has prepared a Human Capital
Key Objective
To become a leading financial institution through high-performing, future-proofed, and impact
oriented people
High-Performing Future-Proofed Impact-Oriented
People Workforce Leaders
Achieve best-in-class Ensure employee are equipped Line and functional leaders
productivity for key business with skills and competencies who are capable, inspirational,
battlegrounds to meet business needs, today, and able to build teams that
and tomorrow deliver sustainable outcomes
Holistic performance management system
Growth-oriented, multi-faceted talent management system
Next-gen digital human capital tools
Strong collaboration between business, finance & human capital
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
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Management realizes that employee welfare is key to creating a productive and sustainable work
environment. Therefore, BNI strengthens employee welfare initiatives through the BNI Holistic Employee
Wellbeing Program, which covers three main aspects:
1. Mental and Physical Health
BNI has a welfare program that supports employee mental and physical health, including consultation
services through a digital application that is accessible at any time. This program provides personal
support for each employee to improve their mental and physical condition according to their needs.
In addition, BNI provides BNI Little Explorer Daycare, a full-service childcare facility, to support employee
welfare and productivity, especially female employees.
2. Financial Health
BNI launched a financial consultation service for employees through an application that provides personal
financial planning guidance. This program aims to improve financial literacy, create financial stability,
and support employee productivity.
In addition, BNI also has a Retirement Health Fund (DKMP), a program that aims to ensure continuous
health protection for employees after the end of their employment period.
3. Social Health
To support the balance between work and personal life, BNI has formed hobby and interest communities
through 46 Societies. More than 25 active communities provide opportunities for employees to excel,
collaborate, and maintain mental and physical health.
With the implementation of this program, BNI is optimistic that it can create a healthy, comfortable work
environment that supports long-term productivity.
ployee Well-B
I Em ein
BN g
HEALTH
Mental & Physical
Consultation
• EAP 2.0
• BNI Daycare
FINANCIAL
Financial
Consultation
• EAP 2.0 -
Financial Checkup
Happy & Healthy • New Retirement
BNI Hi-Movers Health Fund
(DKMP)
SOCIAL
Social Communities
46 Society (Community)
BNI also routinely holds employee training and strategy development, and designing various
competency development programs. We run the training programs, including training programs that
programs to improve employee knowledge and improve competency to manage BNI and can meet
insight, which will enable them to respond to employee competency needs. Throughout 2024, BNI
developments and challenges in the banking industry. organized various education and training programs
BNI University serves as the mandate holder in for 272,351 participants, meaning that, on average,
employee competency development management, each employee was enrolled in 10 training sessions.
64 Transforming the Future, Empowering Indonesia
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UTILIZATION OF INFORMATION Throughout 2024, BNIdirect recorded solid
TECHNOLOGY AND DIGITAL BANKING performance as its users grew 14.2% YoY to reach
173,000 users. Of that figure, the transaction
We always focus on various strategic policies and volume generated from this platform has increased
initiatives to improve business processes, system significantly, growing 23.3% YoY. This achievement
availability, and development of Information further confirms BNIdirect’s position as a trusted and
Technology (IT) for digital enablers, infrastructure, relevant digital solution for wholesale customers.
communication networks, and digital product
services of the Bank that align with the development As part of BNI’s digital transformation, BNIdirect
of the banking industry. IT development also aims makes continuous innovations to meet customer
to refresh infrastructure, including systems and needs by offering excellent solutions such as
networks, in order to support increased transactions cash management, supply chain, global trade,
and strengthen cybersecurity capabilities. and foreign exchange. This success reflects BNI’s
commitment to becoming a strategic partner for
In the era of digital banking, BNI closely monitors business customers while cementing its position
the distribution of effective and efficient service as a leading digital banking service provider in
networks and focuses on transferring customer Indonesia. In 2024, BNI has also completed the
banking transactions to digital channels, especially process of transforming hibank, which resulted
the use of Wondr by BNI as its latest mobile banking from the acquisition of Mayora Bank to become
service super app, with new features that can meet the first digital Bank in Indonesia to focus on the
various financial needs of retail customers. Since its SME segment. hibank continues to strengthen
launch in 2024, wondr by BNI has been downloaded its intermediation by empowering the targeted
over 6.1 million times, with an increasing number of community ecosystem. By December 2024, hibank’s
active users transacting at around 65%, surpassing credit portfolio recorded significant growth of 75.5%
its predecessor, BNI Mobile Banking. This shows annually (YoY). This strong growth was driven by a
evidence of BNI’s commitment to continue to be the significant contribution from the MSME segment,
main transaction platform of choice for customers. with credit distribution increasing by 78% compared
to December 2023. In addition, the number of hibank
While wondr by BNI has shown positive MSME debtors increased significantly by 60 times
performance, its current mobile banking application compared to December 2023.
is still operating with a total of 18.1 million
customers as registered users. We will continue to DEVELOPMENT OF NETWORK AND
strive to encourage a gradual migration process so BUSINESS PARTNERS
customers can gradually switch to wondr by BNI.
The sole objective is to ensure that all BNI customers With a grand vision as a national bank with global
can have a better and more personalized service capacity, BNI is supported by strategic alliances and
experience with wondr by BNI. correspondent bank networks overseas. BNI has
continued to expand its network both in national
In addition to the transaction platform for retail coverage and global networks by utilizing networks
customers, BNI continues to improve digital services and customers as well as business partners as target
for the wholesale segment by transforming the markets. Further, BNI has also established other
BNIdirect platform. The new BNIdirect is designed collaborations to expand the business and improve
to provide a more efficient and comprehensive performance sustainably.
transaction experience with features that can
provide customers with a comprehensive and real- By the end of 2024, BNI had 1,780 outlets (KC and
time picture. Clear data visibility makes it easier to KCP), 13,388 ATMs (including overseas ATMs), and
access relevant information and ultimately supports 213,370 Branchless Banking agents (BNI Agen46)
more accurate financial planning and analysis. All across Indonesia. Throughout 2024, BNI also
of these features are supported by automation and proceeded with the transition of its super flagship,
service integration, which significantly increases business flagship, digital first and thematic outlet
operational efficiency and provides stability in formats, which offer a faster, unique, and complete
every transaction. With this approach, BNIdirect banking experience for customers.
strengthens its role as a reliable digital financial
solution for wholesale customers.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
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In supporting inclusive finance, BNI Agen46 is spread concepts to ensure derivative businesses are
across 34,241 sub-districts/villages throughout comprehensively worked on.
Indonesia, including areas categorized as Frontier, 2. Strengthening the Regional Office Organization
Remote and Disadvantaged (3T). In 2024, BNI Implementation and refinement of the Regional
Agen46 recorded a transaction volume of IDR51.97 Office organizational function to support
trillion with a total of 79.35 million transactions. business with strong risk management, and
strengthening the execution of value chains and
OTHER PERFORMANCE cross selling prioritized from top tier clients.
This is supported by strengthening the business
Organizational Structure network (outlets) with digitization to facilitate
Organizational structure is essential to stay abreast customer transactions.
of business expansion and changes and achieve a 3. Strengthening the Function of Overseas Offices
goal. BNI has always strengthened its organizational Developing and strengthening international
structure, as reflected in the Company Profile of this business networks to support global market
Annual Report, through the process of identifying penetration by restructuring the functions and
and developing successors. BNI also continuously organizations of Overseas Offices (KLN). IT is
evaluates the organizational structure to improve adjusted to the potential and optimization and
effectiveness, efficiency, and ensure long-term strengthened the alignment function between
business continuity. the Head and branch offices.
4. Development of Agile and Lean Organizations
BNI continuously organizes and evaluates the Development of Agile and Lean organizations
organization to support and align with BNI’s vision, that support BNI’s strategy to respond to
mission, and future strategic direction. One of potential, challenges, and rapid and dynamic
the transformation initiatives that has an impact internal and external changes. The Agile and Lean
on the organizational restructuring and how the organizations is implemented by making work
organization works is the implementation of the New patterns simpler and reducing layers and span of
Way of Working (NWOW). The initiative has been control to increase employee productivity.
carried out since 2023, and was further improved in
2024. Meanwhile, BNI’s organizational development Main Activities and Types of Products and
in 2024 focused on the following aspects: Services Offered
1. Strengthening the Head Office Organization BNI’s core business is to run banking services and
Implementation and refinement of the Head Office conduct other supporting activities by collecting
organizational function that supports business and providing funds for the community and offering
functions, risk, IT enablers, and operations with competitive interest rates to customers. In carrying
due consideration of collaboration, business out these core activities, BNI provides various
process excellence and strong risk mitigation banking products and services, including credit
and management for faster, leaner, and more distribution to small and medium business debtors,
accurate process. The Head Office Organization as discussed in the Company Profile chapter under
is strengthened to optimize business through top Products and Services Produced.
tier clients using value chain and cross selling
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Interest Rate for Fund Raising and Provision
The interest rate for BNI’s rupiah-denominated fund raising and provision in 2024 was as follows:
(effective % per year)
Prime Lending Rate
Based on Type of Credit
Month
Non MSME Loan MSME Loan Non KPR/
KPR/KPA
Corporate Retail Medium *
Small* Micro Non KPA
January 2024 8.05% 8.30% - - - 7.40% 8.80%
February 2024 8.05% 8.30% - - - 7.40% 8.80%
March 2024 8.05% 8.30% - - - 7.40% 8.80%
April 2024 8.05% 8.30% - - - 7.40% 8.80%
May 2024 8.05% 8.30% - - - 7.40% 8.80%
June 2024 8.05% 8.30% - - - 7.40% 8.80%
July 2024 8.05% 8.30% - - - 7.40% 8.80%
August 2024 8.05% 8.30% - - - 7.40% 8.80%
September 2024 8.63% 8.79% 9.80% 10.43% 11.61% 9.11% 10.45%
October 2024 8.71% 8.88% 9.83% 10.46% 11.62% 9.13% 10.47%
November 2024 8.56% 8.72% 9.71% 10.47% 11.59% 9.03% 10.35%
December 2024 8.80% 9.00% 9.96% 10.85% 11.89% 9.32% 10.69%
* There is a new segmentation in September 2024
Number, Type, and Location of Offices SIGNIFICANT CHANGES THAT OCCURRED
To support an effective and optimal business IN THE BANK AND BANK BUSINESS GROUP
expansion strategy, BNI runs office/outlet network
management. BNI runs it to make its existing Throughout 2024, there were no significant changes
network more effective and efficient in accordance that occurred in BNI or the BNI Business Group.
with the business potential in the area where the
network is located. Until now, BNI has continued to BUSINESS PROSPECTS 2025, ECONOMIC
improve customer experience in order to support DEVELOPMENT, AND TARGET MARKET
business growth with the offerings of a variety of
comprehensive products and services through We see that the continuous internal improvements
1 (one) head office, 17 regional offices, 10 (ten) and changes that we are making through BNI
overseas office networks, and 1,838 office networks Corporate Transformation to ensure sustainable
consisting of branch offices, sub-branch offices, improvements in the Bank’s performance are
and business centers. Of the total 10 (ten) overseas already on the right track in many aspects. Hence,
office networks, there are 6 (six) overseas offices, 1 we wouldn’t be over-optimistic if we said we
(one) sub-branch, 1 (one) remittance branch office, envisioned a brighter business outlook for BNI,
and 2 (two) representative offices spread across 8 for we believe that we can deliver more strongly
(eight) countries. by seizing various emerging opportunities while
adapting to increasingly complex changes in the
Ownership of the Board of Directors, Board business environment in the future.
of Commissioners, and Shareholders in the
Bank Business Group However, we should also remain observant of global
In 2024, information about the shareholding and national economic developments and pair those
(direct and indirect) of incumbent members of the approaches with the right strategies and policies to
Boards of Commissioners and Directors and newly deliver more robust achievements in the future.
appointed members in the financial year mirrors
that available in the Company Profile Chapter of this
Annual Report.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
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The IMF projects global economic growth in 2025 focus on optimal liquidity management, sustainable
to be relatively the same as in 2024, namely 3.3% credit growth, and consistency in maintaining asset
(2024: 3.2%). Several risks, such as geopolitical quality, which will drive BNI’s performance towards
risks, changes in leadership and policies of major becoming more solid.
economic countries, and the slowdown in the
Chinese economy, are among the future global DEVELOPMENT OF BANK GOVERNANCE
financial risks. IMPLEMENTATION
Domestically, Indonesia expects an economic The implementation of Governance or what is
growth rate of 5%, the same pace it had expected to referred to nowadays as corporate Governance
see at the closing of 2024. The growth will be driven has become a commitment for all members of the
by higher household consumption and more robust Boards of Commissioners and Directors, as well as
investment. We also expect an increase in household all BNI Hi-Movers. We consistently and continuously
consumption as the lagged impacts of fiscal policy implement the 4 pillars of Indonesian Governance
have directly improved people’s purchasing power consisting of Ethics, Transparency, Accountability,
and household consumption. and Sustainability (ETAK) to support the Bank’s
performance and achieve its business prospects.
The Rupiah is estimated to hover at around The four pillars serve as references for responsible
IDR15,000-IDR16,200 in 2025. Another pressing decision-making, help avoid conflicts of interest,
issue on the Rupiah besides Indonesia’s widening optimize performance, and increase accountability.
account deficit will be the increasingly strong US
dollar. The implementation of Governance within BNI also
refers to the Regulation of the Minister of SOEs
We have identified some economic risks as BNI No. PER-2/MBU/03/2023 concerning Guidelines for
moves forward. The first is the risk of growth Governance and Significant Corporate Activities of
momentum should manufacturing activity not State-Owned Enterprises, giving BNI high standards
improve. Second is the economic slowdown in to meet the aspirations of shareholders.
Indonesia’s main trading partners, such as China.
The third will be a deeper slowdown in the Chinese Periodically, BNI carries out Governance socialization
economy due to the US’s aggressive import tariff for all employees and all stakeholders, either through
policy, which can potentially cause Indonesia’s appeals, meetings, sharing sessions, webinars,
economy to slow, given the significant concentration delivery of modules/materials, training, signing of
of the economy with China. Furthermore, structural integrity pacts, or installation of outdoor media and
issues in China, such as a declining productive publications in the mass media. This socialization
population, a property sector crisis, and high should provide understanding and awareness to all
private debt to GDP (reaching around 190% of stakeholders, especially BNI Hi-Movers of how to
GDP), can affect the country’s economic growth in apply business ethics in the BNI environment.
the medium term. Fourth are geopolitical factors
to global economic growth, including relations In 2024, BNI made several assessments, such as
between countries - Russia, Ukraine, and NATO self-assessments included in the measurement of
countries, and countries in the Middle East - as well Bank Health Level or assessments from independent
as changes in leadership in major countries, which parties, with the following achievements:
can bring different global policies. Fifth and finally, 1. Self-assessment included in the measurement of
BNI is also aware of the declining economic growth Bank Health Level
from a structural perspective, as it can be caused by This assessment is made based on OJK
the unavailability of adequate employment and an Regulation No. 4/POJK.03/2016 concerning the
increase in the informal economy. Assessment of the Health Level of Commercial
Banks; OJK Regulation No. 17 of 2023 concerning
With all global and national macroeconomic the Implementation of Governance for
conditions carefully estimated, BNI targets to grow Commercial Banks; OJK Circular Letter No. 13/
at a realistic figure in the future. Achieving this SEOJK.03/2017 concerning Implementation of
target will involve continuing to implement previous Governance for Commercial Banks. BNI’s self-
strategies and policies. BNI will also continue to assessment is made every semester, in June and
68 Transforming the Future, Empowering Indonesia
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December. Both assessments in 2024 showed BNI’s Health Level Assessment refers to OJK
a composite score of 2 with a stable trend, Regulation No. 4/POJK.03/2016 concerning the
reflecting that BNI management has very well Assessment of the Health Level of Commercial
implemented Governance in general. The results Banks and OJK Circular Letter No. 14/SEOJK.03/2017
of self-assessments are also one of the points in concerning the Assessment of the Health Level of
the Bank Health Level assessment; Commercial Banks based on the following 4 (four)
2. ASEAN Corporate Governance Scorecard factors:
(ACGS) assessment by the Indonesia Institute for 1. Risk Profile
Corporate Directorship (IICD) The Risk Profile Assessment is carried out by
In 2024, the results of the ACGS assessment assessing the Inherent Risk (risk inherent in BNI’s
showed that BNI’s overall weighted score was activities) and the Quality of Risk Management
115.56 points and was included in the predicate Implementation (KPMR) against 8 (eight) types of
“Leadership in Corporate Governance” or Level risk.
5, which means that BNI’s overall GCG practices 2. Governance (Good Corporate Governance)
have adopted international standards. This The Corporate Governance Assessment is an
achievement has increased compared to 2023, assessment of the quality of BNI’s management
where BNI scored 108.39 also with the predicate in implementing the principles of Corporate
“Leadership in Corporate Governance”; Governance.
3. Corporate Governance Perception Index (CGPI) 3. Earnings
assessment by The Indonesian Institute for The assessment of the Earnings factor includes
Corporate Governance (IICG) an evaluation of the Earnings performance,
In 2024, in CGPI assessment, BNI earned a score Earnings sources, Earnings sustainability, and
of 92.45 that made it named amongst “The Most Earnings management.
Trusted Companies”, an increase compared to the 4. Capital
CGPI assessment in 2023 where it earned a score The assessment of the Capital factor includes an
of 92.26, also falling under “The Most Trusted evaluation of the adequacy of Capital and the
Companies” predicate. adequacy of Capital management. In assessing
the adequacy of Capital, BNI links capital
The three assessments gave BNI input to make adequacy with its Risk Profile.
continuous improvements in the future and
strengthen the implementation of the Governance BNI assesses the Bank’s Health Level and reports it to
pillars into a better one. In particular, management the Financial Services Authority (OJK) every 6 (six)
emphasizes integrity as the key to implementing months (semesterly) for the June and December
governance principles and practices. Management periods. In the period of December 31, 2024, the
is committed to continuing to cultivate integrity as results of the BNI Bank Health Level assessment
an inseparable part of developing HR competencies were ranked “Healthy,” meaning that:
and capacities because only with integrity can the 1. The Bank’s condition is generally healthy and
BNI achieve its stated vision and mission as an considered capable of facing significant negative
organization. impacts from changes in business and other
external factors.
RISK MANAGEMENT AND BANK HEALTH 2. The ratings of the assessment factors (Risk
LEVEL Profile, Governance, Earnings, and Capital) are
generally good. If there are weaknesses, they are
Bank Health Level is the result of Risk Based Bank considered insignificant in general.
Rating and Bank performance. BNI uses the Bank
Health Level parameter to identify problems early, BNI’s risk profile, as one of the TKB assessment
prepare and implement corrective actions, and factors for the period of December 31, 2024, was
determine future business strategies. ranked 2 (Low to Moderate).
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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PERFORMANCE ASSESSMENT OF BOD SUPPORTING COMMITTEES
In line with BNI’s business needs and all regulatory provisions, we have set up our supporting Committees
to assist us with our executive and managerial duty as we work to create operational effectiveness and
efficiency.
Board of Directors Supporting Committee
Integrated
Asset &
Credit Credit Policy Business Risk
Liability
Committee Committee Committee Management
Committee
Committee
Risk
Human Performance Technology Subsidiary
Management
Capital Management Management Company
and Anti-Fraud
Committee Committee Committee Committee
Committee
We have evaluated the performance of these to SLL, BNI offers a unique financing scheme with
committees. We thought that our supporting attractive prices for green financing, which aims to
committees did a great job in their respective duties create a positive and sustainable impact on other
and functions, consistent with their respective industrial sectors. Further, BNI has sought to reduce
objectives. This assessment was based on, among its emissions to contribute to realizing the net zero
other things, the realization of the fulfillment of emission agenda in 2060.
the duties of each committee in accordance with
the Committee Charter, competencies and skills, As one of the pioneers of Green Banking in
performance achievements in 2024, and members’ Indonesia, BNI is committed to internalizing
attendance in meetings. sustainable finance principles in its values, work
culture, strategies, operational policies, and
SUSTAINABLE FINANCE INITIATIVES operational systems and procedures. BNI puts this
AND THE IMPLEMENTATION OF commitment to work by executing a strategy that is
ENVIRONMENTAL, SOCIAL, AND integrated with all aspects of Environmental, Social,
GOVERNANCE (ESG) AND COMMITMENT and Governance (ESG) performance and positively
TO SOCIAL AND ENVIRONMENTAL impacts stakeholders and the environment.
RESPONSIBILITY
BNI, being one of the agents of development
Sustainable Finance Initiatives, the implementation in Indonesia, never wavers in its commitment
of Environment, Social, and Governance (ESG), to implementing ESG, particularly in the green
and an unwavering commitment to Social and transition. BNI sees how the need for a green
Environmental Responsibility (TJSL) are an integral transition has become one of the must-do initiatives
part of BNI’s long-term business strategy since they to secure a sustainable future.
ensure business sustainability and adherence to
globally recognized sustainability principles. BNI As climate change challenges and the need for more
takes these steps not only to improve its financial sustainable resources increase, the Indonesian
performance but also to make a positive contribution Sustainable Finance Taxonomy (TKBI) has become
to society at large and the surrounding environment. a key pillar on which we direct our investments
towards sustainable projects that have meaningful
BNI has integrated initiatives to implement impacts on society.
sustainable finance principles into its fundamental
business. In 2021, BNI issued a five-trillion-rupiah The regulator has prepared the sustainable
Green Bond, rated “Ida” by PEFINDO, and a Second taxonomy to support the development of national
Party Opinion from Sustainalytics. From the credit and international sustainable finance and answer
business side, BNI has broadened its sustainable challenges associated with managing and financing
portfolio by introducing a Sustainability Linked Loan climate change, transitioning to Net Zero Emissions
(SLL), where we offer incentives for our eligible (NZE), and exerting efforts to achieve the Sustainable
customers who have proven to have improved their Development Goals.
business conduct in terms of ESG aspects. In addition
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BNI knows that the imposition of the TKBI recently Management System (CRMS) to assess the impact
passed in 2024 requires support from every player in of climate change risk on the bank’s portfolio. CRST
the financing business circle as they move towards has been carried out on 50% of BNI’s credit portfolio
the same transition to realize the Government’s across all segments, covering 6 (six) selected
predetermined NDC targets, prompting BNI to call industrial sectors and property ownership credit
for the participation of all its debtors engaged in (BNI Griya).
the energy sectors in the BNI ESG Sustainability
& Transition (BEST) Event held on September 24, BNI knows very well that the transition process
2024, which shared all the information and the role needs significant capital and investment support.
of businesses in this domain. Hence, BNI distributes Sustainability Linked Loans,
which are financing programs for debtors who
To overcome various obstacles located during the have sustainability targets in accordance with their
TKBI classification process, BNI held a TKBI Technical business strategies and have been endorsed by the
Workshop on December 11, 2024 as an interactive Second Opinion Party, an independent institution.
forum for discussions to enhance the comprehension
of every business player of the concept and BNI has 5 (five) Pillars of Sustainability as a form
objectives of TKBI while offering technical guidance of commitment to sustainability, which is compiled
in how to fill out the TKBI questionnaire correctly. based on its stated mission. The Five Pillars of
Sustainability constitute BNI’s support for the
BNI’s risk management strategy in making a green Sustainable Development Goals which include
transition covers the implementation of the Climate BNI for Indonesia, BNI for Customers, BNI for the
Risk Stress Test or CRST, which was reported in Environment, BNI for the Community, and BNI for
July 2024 as one of the efforts of the Climate Risk Employees.
BNI FOR INDONESIA
Carrying out the Company's business by integrating economic, social,
and environmental interests and governance.
BNI FOR EMPLOYEES
Creating the best conditions for
employees as a place of pride to
work and achieve. BNI FOR CUSTOMERS
Providing excellent service, digital
solutions, and security protection to
all customers.
PILLARS OF
SUSTAINABILITY
BNI FOR SOCIETY
Increasing care and responsibility
BNI FOR THE ENVIRONMENT
to all levels of society in line with Improving the quality of the
business development. environment in line with business
development.
2024 Annual Report
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In its commitment to implementing Social and CHANGES IN THE COMPOSITION OF THE
Environmental Responsibility (TJSL), BNI interprets BOARD OF DIRECTORS
TJSL not only as regulatory compliance but also as
its Sustainability Pillar on which to build harmonious To ensure that BNI remains competitive and
and mutually beneficial relationships with the regulatory compliant while able to respond to changes
environment, community, and stakeholders, in the dynamic banking business, BNI changed the
both locally, nationally and globally and giving composition of its Board of Directors based on the
positive influence on the mindsets of Indonesians Annual General Meeting of Shareholders (AGM) on
while growing together with them. BNI refrains March 4, 2024. The GMS honorably dismissed from
from running TJSL programs that only look to their respective positions: Ms. Adi Sulistyowati,
improve its corporate image in the eyes of the Deputy President Director; Mr. Sis Apik Wijayanto,
community and the business environment. BNI sees Director of Enterprise and Commercial Banking;
understanding the objectives of the TJSL programs Mr. Muhammad Iqbal, Director of Institutional
and their resultant positive impacts as its key Banking; and Mr. Silvano Winston Rumantir, Director
objectives to achieve the ideal, objective, targeted, of Wholesale and International Banking. We, along
and sustainable TJSL implementation objectives, with all BNI Hi-Movers, would like to express our
consistent with the concept of sustainable finance gratitude for the dedication and devotion they have
to achieve sustainable development goals. provided to the advancements of BNI.
BNI executes TJSL strategies and runs programs The GMS then assigned Mr. Putrama Wahju
therein with due reference to the concept of Setyawan, previously Director of Retail Banking,
sustainable finance, which is designed to respect and as Deputy President Director; and Ms. Corina
consider the expectations of stakeholders, regulatory Leyla Karnalies, previously Director of Digital and
compliance, and consistency with international Integrated Transaction Banking, as Director of Retail
behavioral norms. To continuously evaluate and Banking. The 2024 Annual GMS also appointed
strengthen the implementation of sustainability, BNI Mr. Hussein Paolo Kartadjoemena as Director
also conducts an ESG implementation assessment of Digital and Integrated Transaction Banking;
from Morgan Stanley Capital Investment (MSCI), Mr. I Made Sukajaya as Director of Enterprise and
with a current BBB Rating that points to strong Commercial Banking; Mr. Munadi Herlambang as
workforce management, corporate behavior, and Director of Institutional Banking; and Mr. Agung
data privacy & security, and maintains Medium Risk Prabowo as Director of Wholesale and International
from the Sustainalytics ESG Risk Rating. Banking. On behalf of the Board of Directors and
BNI Hi-Movers, we welcome and congratulate all
new members of the Board of Directors, and are
confident that the incumbent Board of Directors has
the capacity to bring BNI forward towards a more
sustainable performance.
Hence, the Board of Directors until December 31, 2024 had 12 (twelve) members consisting of 1 (one)
President Director, 1 (one) Deputy President Director, and 10 (ten) Directors.
Effective Date of
Name Position Basis of Appointment Term of Office
Appointment*)
Decision of the Extraordinary 2020-2025
Royke Tumilaar President Director November 19, 2020
GMS held on September 2, 2020 (First Period)
Putrama Wahju Deputy President Decision of the Extraordinary 2022-2027
September 2, 2024
Setyawan Director GMS held on August 31, 2022 (First Period)
Novita Widya Decision of the Extraordinary 2020-2025
Finance Director November 19, 2020
Anggraini GMS held on September 2, 2020 (First Period)
Decision of the Annual General
2020-2025
Corina Leyla Karnalies Retail Banking Director Meeting of Shareholders held on June 25, 2020
(First Period)
February 20, 2020
Risk Management Decision of the Extraordinary 2020-2025
David Pirzada November 30, 2020
Director GMS held on September 2, 2020 (First Period)
Network and Services Decision of the Extraordinary 2020-2025
Ronny Venir November 5, 2020
Director GMS held on September 2, 2020 (First Period)
72 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Effective Date of
Name Position Basis of Appointment Term of Office
Appointment*)
Human Capital and Decision of the Extraordinary 2022-2027
Mucharom December 19, 2022
Compliance Director GMS held on August 31, 2022 (First Period)
Technology and Decision of the Extraordinary 2022-2027
Toto Prasetio January 31, 2023
Operations Director GMS held on August 31, 2022 (First Period)
Enterprise and Annual General Meeting of
2024-2029
I Made Sukajaya Commercial Banking Shareholders held on March 4, September 2, 2024
(First Period)
Director 2024
Digital & Integrated Decision of the Annual General
Hussein Paolo 2024-2029
Transaction Banking Meeting of Shareholders held on September 2, 2024
Kartadjoemena (First Period)
Director March 4, 2024
Wholesale and Decision of the Annual General
2024-2029
Agung Prabowo International Banking Meeting of Shareholders held on October 9, 2024
(First Period)
Director March 4, 2024
Decision of the Annual General
Institutional Banking 2024-2029
Munadi Herlambang*) Meeting of Shareholders held on -
Director (First Period)
March 4, 2024
*)
Has not been effective
From December 31, 2024 until the signing of duties and responsibilities and supported all of the
this annual report, there were no changes to the measures BNI undertook to achieve its stated Vision,
composition and structure of the Board of Directors. Mission, and Business Plan in 2024.
APPRECIATION AND CLOSING We would also like to express gratitude to all other
stakeholders for their excellent cooperation we have
To conclude, the Board of Directors would like to built with them, which has allowed us to sustain
express our gratitude and appreciation to the Board the business amidst increasingly more severe
of Commissioners for their continued suggestions, challenges. In the future, we are optimistic that all of
directions, and advice given to us. We also these achievements will serve as the basis on which
express the same appreciation to all shareholders, BNI can further optimize its potential and deliver the
customers, and business partners for their support, best performance. May we always be bestowed by
trust, and cooperation we have established with God Almighty with blessings, perfection, and ease
them. Our appreciation also goes to all BNI Hi- in whatever step we take as we work to bring BNI
Movers for their shown commitment, dedication, forward as the Indonesian economy grows.
and passion as they carried out their respective
Jakarta, February 19, 2025
On behalf of the Board of Directors of PT Bank Negara Indonesia (Persero) Tbk,
Royke Tumilaar
President Director
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Board of Directors
Munadi Herlambang* I Made Sukajaya Ronny Venir
Institutional Banking Enterprise & Commercial Network &
Director Banking Director Services Director
Agung Prabowo Corina Leyla Karnalies Royke Tumilaar
Wholesale & International Retail Banking Director President Director
Banking Director
* Has not been effective
74 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Putrama Wahju Setyawan Novita Widya Anggraini Toto Prasetio
Deputy President Director Finance Director Technology &
Operations Director
David Pirzada Mucharom Hussein Paolo Kartadjoemena
Risk Management Director Direktur Human Capital Digital & Integrated Transaction
& Compliance Banking Director
2024 Annual Report
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Board of Commissioners’ Responsibility
Statement for the 2024 Annual Report of
PT Bank Negara Indonesia (Persero) Tbk
We the undersigned, Board of Commissioners of PT Bank Negara Indonesia (Persero) Tbk hereby declare
that we have reviewed and approved the 2024 Annual Report of PT Bank Negara Indonesia (Persero) Tbk and
declare that all information in the Annual Report is presented in its entirety, and that we take full responsibility
for the correctness of the contents of this Annual Report.
This statement is hereby made in all truthfulness.
Jakarta, February 19, 2025
Board of Commissioners
Pradjoto
President Commissioner/Independent Commissioner
Pahala Nugraha Mansury
Vice President Commissioner
Sigit Widyawan Askolani Asmawi Syam
Independent Commissioner Commissioner Independent Commissioner
Septian Hario Seto Iman Sugema Erwin Rijanto Slamet
Independent Commissioner Independent Commissioner Independent Commissioner
Fadlansyah Lubis Robertus Billitea Mohamad Yusuf Permana
Commissioner Commissioner Commissioner
76 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Board of Directors’ Responsibility
Statement for the 2024 Annual Report of
PT Bank Negara indonesia (Persero) Tbk
We the undersigned, Board of Directors of PT Bank Negara Indonesia (Persero) Tbk hereby declare that we
have reviewed and approved the 2024 Annual Report of PT Bank Negara Indonesia (Persero) Tbk and declare
that all information in the Annual Report is presented in its entirety, and that we take full responsibility for
the correctness of the contents of this Annual Report.
This statement is hereby made in all truthfulness.
Jakarta, February 19, 2025
Board of Directors
Royke Tumilaar
President Director
Putrama Wahju Setyawan
Deputy President Director
Novita Widya Anggraini Corina Leyla Karnalies David Pirzada
Finance Director Retail Banking Director Risk Management Director
Ronny Venir Mucharom Toto Prasetio
Network & Services Director Human Capital & Compliance Technology & Operations Director
Director
I Made Sukajaya Hussein Paolo Kartadjoemena Agung Prabowo
Enterprise & Commercial Digital & Integrated Transaction Wholesale & International
Banking Director Banking Director Banking Director
Munadi Herlambang*
Institutional Banking Director
* Has not been effective
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
77
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03
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Company
Profile
General Company Information 80 Executive Officers Profiles 134
Company Identity 83 Employee Demographics 156
Brief History of the Company 84 Shareholder Structure and Composition 168
Vision, Mission, and Corporate Culture 86 Information on the Company’s Majority
174
and Controlling Shareholder
Lines of Business 90
List of Subsidiaries and/or Associated
Company Operational Areas 94 176
Entities
Organizational Structure 96
Corporate Group Structure 188
Association Membership List 98
Share Listing Chronology 190
Board of Commissioners’ Profiles 100
Other Securities Listing Chronology 192
Board of Directors’ Profiles 114 Information on Public Accountants,
Information on Changes in the Public Accounting Firms, and Networks/ 202
Composition of Members of the Board of Associations/Alliances
Directors and/or Members of the Board 129 Capital Market Supporting Institutions and/
of Commissioners that Occurred after the 202
or Professionals
Financial Year
Information Available on The Website 205
Senior Executive President Profiles 130
Awards and Certification 208
Company
Profile
78 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
General Company
Information
Company Name Number of Employees
PT Bank Negara Indonesia (Persero) Tbk • 2023: 27,570 people
Nick Name • 2024: 27,203 people
BNI Office Network 2024
Information on Name Change • 1 Head Office
There were no name changes in the 2024 fiscal year. • 17 Region Offices
Domicile • 197 Branch Offices
Jakarta • 1,583 Sub-Branch Offices
• 20 Commercial Business Centers
Business Activity
• 26 Retail Productive Business Center
Banking and Other Supporting Business Activities.
• 12 Consumer Credit Processing Centers
Business Segments • 13,388 ATM/CRM (including 10 ATM/CRM Overseas)
• Wholesale & International Banking • 330 BNI DigiCS
• Treasury • 6 Subsidiaries
• Institutional Banking • 2 Share Ownership through Subsidiaries
• Enterprises & Commercial Banking • 10 Overseas Office Networks
• Retail Banking
• Head Office More detailed information on the office network can
• Subsidiaries and Share Ownership through be found in the Business Areas Map, and Names and
Subsidiaries Addresses of Subsidiaries, Associated Entities, Branch
Date of Establishment Offices, Overseas Representative Offices, and Regional
July 5, 1946 Offices in the Company Profile Chapter in this Annual
Legal Basis of Establishment Report.
• Government Regulation in Lieu of Law No. 2 in 1946 BNI Agen46
• Republic of Indonesia State Gazette No. 70 of 1968 157,632 (2021)
• UU No. 17 of 1968 concerning Bank Negara Indonesia 164,979 (2022)
1946 185,697 (2023)
• PP No. 19 of 1992 concerning Adjustment of the Legal 213,370 (2024)
Form of Bank Negara Indonesia to Become a Limited Subsidiaries
Liability Company (Persero) • PT BNI Multifinance
• Deed of Establishment: Notarial Deed No. 131 dated • PT BNI Sekuritas
July 31, 1992 • PT BNI Life Insurance
Total Assets 2024 • BNI Remittance Ltd.
IDR1,129,805,637,256,520.00 • PT Bank Hibank Indonesia
Authorized Capital • PT BNI Modal Ventura
IDR15,000,000,000,000.00 Share Ownership through Subsidiaries
Issued and Fully Paid Capital • PT BNI Asset Management
IDR9,054,806,974,125.00 • BNI Securities Pte. Ltd.
Listing Date on Indonesia Stock Exchange Gratification & Anti-Bribery Complaints
November 25, 1996 Compliance Information Management System (CIMS) at
Ticker Code www.cims.bni.co.id
BBNI Whistleblowing System
Share Ownership Telephone : 021 - 57853377
• Republic of Indonesia 60% Website : http://bni-transparan.tipoffs.com.sg
• Public 40% E-mail : bni-transparan@tipoffs.com.sg
Letter : BNI Transparan, P.O. BOX 2646, JKP 10026
SMS/WhatsApp : 0811-970-1946
80 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
ACCESS TO THE COMPANY INCLUDING BRANCH OFFICES
OR REPRESENTATIVE OFFICES NETWORK
HEAD OFFICE REGIONAL OFFICES
Grha BNI Regional Office 01 Regional Office 10
Jl. Jenderal Sudirman Kav. 1 Jl. Pemuda No. 12, 4th Floor Jl. Jend. Gatot Subroto No. 55
Jakarta 10220 Medan 20151 Central Jakarta 0210
Tel. : (62-21) 251 1946 Tel. : (061) 4567110, 4567002 Tel. : (021) 2500025, 5706057
E-mail: bnicall@bni.co.id Fax. : (061) 4567105, 4515754 (Hunting)
PO Box 1946 Fax. : (021) 2500033
Regional Office 02
Website Jl. Dobi No. 1, 3rd Floor Padang 25138 Regional Office 11
Website: www.bni.co.id Tel. : (0751) 890005-08 Jl. Dotulolong Lasut No. 1
Fax. : (0751) 890010-11 Manado 95122
Company Contact
Tel. : (0431) 868019, 862777
Corporate Secretary Regional Office 03
Fax. : (0431) 851852/865458
Okki Rushartomo Jl. Jend. Sudirman No. 132
Grha BNI 24th Fl. Palembang 30126 Regional Office 12
Jl. Jenderal Sudirman Kav. 1 Tel. : (0711) 361961-65, 321046 Jl. Lada No. 1 Jakarta 11110
Jakarta 10220 Fax. : (0711) 361966, 374160 Tel. : (021) 6901131, 2601090, 2601148
E-mail: corporate.secretary@bni.co.id Fax. : (021) 6901131, 6901182,
Regional Office 04
2601165, 2601179
Investor Relations Jl. Perintis Kemerdekaan No. 3
Investor Relations Division Bandung 40117 Regional Office 14
Menara Astra 32nd floor Tel. : (022) 4240431-39, 4240534 Gedung BNI Kantor Wilayah Jakarta
Jl. Jenderal Sudirman Kav 5-6 Fax. : (022) 4240432-4214926-4213107 BSD, 7th Fl. Kav. Sunburst Lot.1-5
Jakarta 10220 Jl. Pahlawan Seribu Lengkong Gudang
Regional Office 05
Tel. : (62-21) 8665 6800 BSD City Kota Tangerang Selatan,
Jl. Letjen. M.T. Haryono No. 16
E-mail: ir@bni.co.id Banten
Semarang 50122
Tel. : (021) 80826860
Call Center Tel. : (024) 3556747, 3556746
Fax. : (021) 29514074
24 hour service BNI Call 1500046 Fax. : (024) 3547686, 3520636
Service Contact from Overseas: Regional Office 15
Regional Office 06
+62-21-30500046 Gedung Jatinegara 88 Office
Jl. Jend. A. Yani No. 286
Jl. Jatinegara Timur No. 88
Social Media Gedung Graha Pangeran 3rd-4th Fl.
Jakarta Timur 13310
X: @BNI Surabaya 60292
Tel. : (021) 22898972
Facebook: BNI Tel. : (031) 8292820 - 26
Fax. : (021) 22898972
Instagram: @bni46 Fax. : (031) 8292805, 8292841
Regional Office 16
Regional Office 07
Jl. Kelapa II Entrop, Kota Jayapura
Jl. Jend. Sudirman No. 1, 3rd Fl
Papua 99224
Makassar 90115
Tel. : (0967) 5355311, 522354
Tel. : (0411) 3620355-56, 3621926
Fax. : (0967) 533316
Fax. : (0411) 3619562, 3625395
Regional Office 17
Regional Office 08
Jl. Trikora No. 1
Jl. Raya Puputan Renon No. 27 2nd
Yogyakarta 55122
Floor, Renon Denpasar 82265
Tel. : (0274) 376287
Tel. : (0361) 263304 - 08
Fax. : (0274) 2872414
Fax. : (0361) 227874, 263319
Regional Office 18
Regional Office 09
Jl. Jend. Basuki Rahmat No. 75 – 77
Jl. Lambung Mangkurat No. 30
Malang 65179
Banjarmasin 70111
Tel. : (0341) 3611945-47
Tel. : (0511) 3353689, 3357063
Fax. : (0341) 324565, 354767
Fax. : (0511) 3354409, 3357066
2024 Annual Report
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OVERSEAS BRANCH OFFICES OVERSEAS SUB-BRANCH OFFICES PT BNI Life Insurance
Centennial Tower 10th Floor
SINGAPORE OVERSEAS OFFICE OSAKA SUB BRANCH OFFICE Jl. Gatot Subroto Kav. 24-25
BNI Tower Tatsuno Honmachi Building 3rd Floor Jakarta 12930
30 Raffles Place #26-01 & #27-01 3-5-2 Honmachi Chuo-ku Osaka, Tel. : (021) 2953 9999
Singapore 048622 541-0053, Japan Fax. : (021) 2953 9998
Tel. : +65 6225 7755 Tel. : +81 6 4963 2186 Website : www.bni-life.co.id
Fax. : +65 6225 4757 Fax. : +81 6 4963 2486 E-mail : care@bni-life.co.id
Call Center : 1-500-045
HONG KONG OVERSEAS OFFICE
G/F Far East Finance Center, REMITTANCE CENTER BNI Remittance Ltd.
16 Harcourt Road, Admiralty, Shop 3, on GF, Keswick Court
Central Hong Kong LIMITED PURPOSE BRANCH (LPB) No. 3 Keswick Street, Causeway Bay
Tel. : +852 25299871, 28618600 City Plaza Hong Kong
Fax. : +852 28656500 810 Geylang Road #01-100/101 Tel. : +852 28908082
Singapore 409286 Fax. : +852 28908182
TOKYO OVERSEAS OFFICE
Nurihiko Building South Tower Tel. : +65 6745 1946 PT Bank Hibank Indonesia
1st & 9th Floor, 2-10-2 Kyobashi, Rajawali Place, 22nd-23rd Floor
Chuo-ku, Tokyo 104-0031, Japan REPRESENTATIVE OFFICE Jl. H.R. Rasuna Said Kav.B4
Tel. : +81 3 5579 9990 Setiabudi, Jakarta Selatan 12910
Fax. : +81 3 3561 3331 Tel. : (021) 86657888/86657899
REPRESENTATIVE OFFICE
Website : www.hibank.co.id
LONDON OVERSEAS OFFICE AMSTERDAM
E-mail : customercare@hibank.co.id
30 King Street, London EC2V 8AG World Trade Center (WTC) Amsterdam,
Call Center : 1500910
United Kingdom Tower C, 12th Floor,
Tel. : +44 20 7776 4646 Strawinskylaan 1251, 1077 XX PT BNI Modal Ventura
Fax. : +44 20 7776 4699 Amsterdam Menara BNI 2nd Floor
Tel. : +31 618832758 Jl. Pejompongan Raya No.7,
NEW YORK OVERSEAS OFFICE
Bendungan Hilir, Tanah Abang
One Exchange Plaza 5th Floor, REPRESENTATIVE OFFICE SYDNEY
Jakarta Pusat 10210
55 Broadway New York NY. 10006 USA 30th floor Salesforce Tower,
Website : www.bniventures.co.id
Tel. : +1 212 943 4750 Suite 30.1B.
Fax. : +1 212 344 5723 180 George St, Sydney NSW 2000,
Australia SHARE OWNERSHIP THROUGH
SEOUL OVERSEAS OFFICE
SUBSIDIARIES
The Korea Chamber of Commerce
& Industry (KCCI) Building SUBSIDIARIES
2nd & 5th Floor PT BNI Asset Management
39, Sejongdaero, Jung-gu, Seoul, PT BNI Multifinance Centennial Tower 19th Floor
South Korea 04513 Graha Binakarsa 11th Floor Lot. E-F and Jl. Gatot Subroto Kav. 24-25
Tel. : +82 2 6050 1932/1946 12th Floor, Jl. HR. Rasuna Said Kav. Jakarta 12930
Fax. : +82 2 6050 1929 C-18, Kuningan, Tel. : (021) 2996 9646
Jakarta Selatan 12940 (021) 2996 9647
Hotline : (021) 2519 5646 Website: www.bni-am.co.id
Website : www.bnimultifinance.co.id E-mail: customerservices@bni-am.co.id
PT BNI Sekuritas BNI Securities Pte. Ltd.
Sudirman Plaza Indofood Tower BNI Tower
Lantai 16, Jl. Jend. Sudirman 30 Raffles Place #26-01
Kav. 76-78 Jakarta 12910 Singapore 048622
Tel./Call Center : (021) 2554 3946 Websites : https://bnisecurities.com.sg
Fax. : (021) 5793 5831 E-mail: corporate.secretary@
E-mail : customercare@bnisekuritas.co.id bnisecurities.com.sg
Website : www.bnisekuritas.co.id
customer care : 14016
82 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
Company
Identity
The Slogan “Melayani Negeri, Kebanggaan Bangsa”
means “Serving the Country, the Pride of the Nation”,
and is the Bank’s philosophy and vision to deliver a high impact
that can be felt by all Indonesian people
As the first state bank in Indonesia that was established on July 5, 1946, and popularly known as BNI 46,
the number 46 is chosen as the BNI Logo to further strengthen the corporate signature as a state-owned
bank that has been in operation for 77 years. The color scheme in the BNI 46 logo is dominated by orange,
symbolizing the spirit of BNI that continues to move forward to compete and be agile in capturing business
opportunities in the digital era, so as to become a leading digital financial institution. Orange also illustrates
the new passion, in which BNI always innovates continuously to serve all segments of Indonesian people. In
addition, orange also conveys the message that BNI has a strong belief to achieve expectations and always
shine throughout time. Meanwhile, the turquoise color on the BNI logo reflects the strength, authority and
stability of BNI, as well as implies a unique and modern image.
Since 2021, BNI has established a value proposition as a provider of digital-based integrated financial
solutions with international excellence. As a comprehensive and trusted Digital Financial Institution, BNI
will continue to provide digital innovation experiences, both in terms of corporate and consumer banking,
for people throughout the country as well as overseas.
2024 Annual Report
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Brief History
of the Company
PT Bank Negara Indonesia (Persero) Tbk (hereinafter In 1992, through Government Regulation No. 19 of
referred to as “BNI” was officially established by the 1992 dated April 29, 1992 concerning the Adjustment
Government of the Republic of Indonesia on July of the Legal Form of Bank Negara Indonesia 1946 to
5, 1946 through Government Regulation in Lieu of become a Limited Liability Company (Persero), BNI
Law No. 2 of 1946 concerning the Establishment of underwent an adjustment in its legal form to become
Bank Negara Indonesia (BNI), referred to as the 1946 a Limited Liability Company (Persero). Through
BNI Law dated July 5, 1946. Through this Regulation, Government Regulation No. 19 of 1922, Bank Negara
BNI, which was previously named “Poesat Bank Indonesia 1946 was declared dissolved with the
Indonesia” as a foundation legal entity, officially provision that all rights and obligations, assets and
became “Bank Negara Indonesia” and carried out employees of Bank Negara Indonesia 1946, which
its functions as a circulation/central bank and a existed at the time of its dissolution, be transferred
commercial bank. to the Limited Liability Company (Persero).
As a circulation/central bank, BNI had the sole right The adjustment of this legal form was also recorded
to regulate the issuance and circulation of Oeang as the initial milestone of the establishment of
Republik Indonesia (ORI) within the boundaries Limited Liability Company (Persero) Bank Negara
of the territory of the Republic of Indonesia. Apart Indonesia, where its establishment has the aims
from its function as a circulation bank, Bank BNI and objectives, as explained in Article 2, Chapter
also functioned as a commercial bank, continuing II, Government Regulation No. 19 of 1992, namely
the work of the previous Poesat Bank Indonesia. The to conduct business in the banking sector in the
inauguration of BNI was held in Yogyakarta on the broadest sense, and other businesses that support
first anniversary of the Proclamation of Indonesian these business activities.
Independence on August 17, 1946. In the Round Table
Conference, which ended on November 2, 1949, The adjustment in the legal form to a Persero was
BNI’s status as a Central Bank was removed and De confirmed through Notary Deed No. 131, dated
Javasche Bank was designated as the Central Bank, July 31, 1992, drawn up before Muhani Salim,
while BNI was designated as a Development Bank. S.H., and approved by the Minister of Justice of
the Republic of Indonesia No. C2-6582.HT.01.01.
On February 4, 1955, through Emergency Law No. TH.92 and announced in the Republic of Indonesia
2 of 1955 concerning Bank Negara Indonesia, BNI State Gazette No. 73 dated September 11, 1992
was designated as a commercial bank. Then in 1961, Supplement No. 1A.
this Emergency Law was enacted into law. Based on
this law, BNI’s duties and business activities were to In 1996, BNI listed its shares on the Jakarta Stock
assist and promote people’s prosperity and national Exchange and the Surabaya Stock Exchange (now
economic development. IDX), this step made BNI the first BUMN bank (State
Owned Enterprise) to become a public company.
In 1965, through Presidential Decree No. 17 of 1965 The listing of shares on the Stock Exchange aimed
concerning the integration of State Commercial to strengthen the financial structure and increase
Banks and Bank Tabungan Pos into a single bank, business competition in the banking world. Other
BNI again underwent a name change to “Bank corporate action steps taken by BNI included a
Negara Indonesia Unit III”. recapitalization process by the Government in 1999,
the divestment of Government shares in 2007, and a
In 1968, through Law No. 17 of 1968, which limited public offering in 2010.
specifically regulated the business activities of
Bank Negara Indonesia, it stipulated that the official On October 6, 2023, the Company carried out a Stock
name “Bank Negara Indonesia Unit III” be changed Split with reference to the Republic of Indonesia
to “Bank Negara Indonesia 1946”. Through this law, Financial Services Authority (FSA) Regulation No.
BNI received a mandate to improve the people’s 15/POJK.04/2022 concerning Stock Splits and Stock
economy and participate in national development. Mergers by Public Companies (“POJK No. 15/2022”)
after obtaining approval from the Extraordinary
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GMS held on September 19, 2023. The Stock Split was carried out to increase demand for the Company’s
shares by expanding the investor base. Stock Split was carried out with a split ratio of 1:2.
By the end of 2024, the Government of the Republic of Indonesia owned 60% of BNI shares while the public,
both individuals and institutions, had the remaining 40%, domestic and foreign. BNI is also supported
by several subsidiaries to strengthen integrated financial services, including PT BNI Multifinance, PT BNI
Sekuritas, PT BNI Life Insurance, BNI Remittance Ltd., PT Bank Mayora that was later renamed PT Bank
Hibank Indonesia and PT BNI Modal Ventura on May 24, 2023.
Currently, BNI is listed as one of the largest national banks in Indonesia in terms of total assets, total credit,
and total third-party funds. BNI continues to offer fund-saving services and loan facilities for corporations,
medium-sized businesses, and small businesses. Some of the Bank’s best products and services have been
tailored to customer needs from childhood through teenage years, adulthood, and retirement.
CHANGE OF NAME
Until 2024, BNI has experienced 5 (five) name changes with detailed explanations in the following table:
Effective Date
No. Name Reason of Change
of Name Change
1. Bank Negara Indonesia In 1946, through Government Regulation in Lieu of 1946
Law No. 2 of 1946, BNI's name was officially changed
from “Poesat Bank Indonesia” to “Bank Negara
Indonesia”.
2. Bank Negara Indonesia In 1965, BNI changed its name from Bank Negara 1965
Unit III Indonesia to “Bank Negara Indonesia Unit III” through
Law No. 17 of 1965.
3. Bank Negara Indonesia In 1968, through Law No. 17 of 1968, the Government 1968
1946 reorganized BNI’s business activities and changed
the name of Bank Negara Indonesia Unit III to Bank
Negara Indonesia 1946.
4. Perusahaan Perseroan Adjustments of the legal form by the Government of April 29, 1992
(Persero) Bank Negara Indonesia through Government Regulation No. 19 of
Indonesia 1992 dated April 29, 1992 concerning the Adjustment
of the Legal Form, Bank Negara Indonesia 1946
became a Limited Liability Company (Persero).
5. PT Bank Negara Indonesia Adjustment to Law No. 40 of 2007 concerning Limited June 13, 2008
(Persero) Tbk Liability Companies, BNI added “PT” as a limited
liability company and “Tbk” as a public company.
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Vision, Mission,
and Corporate Culture [ACGS D.1.4]
VISION
To become a Financial Institution
with Sustainable Service and
Performance Excellence
Vision Explanation
1. To become a Financial Institution 3. Excels in Performance
a. Technological developments in the digital era and a. The Company’s financial performance is an aspect that can
changes in customer preferences have prompted banks to increase the value for customers, investors, employees,
be able to develop their product and service propositions communities and industry.
to meet the increasingly complex customer needs. This b. Good company performance is a benchmark to seeing the
development is supported by the increasingly integrated company health level and excellence in the industry.
and complementary financial service products, as well as c. Good company performance also increases the Company’s
the emerging of Fintech era in financial services. sustainability (sustainable growth).
b. Increasingly complex customer needs for financial d. Company performance is supported by the performance
services, for banking transactions, sharia, investment, of the entire organization at all levels to be the best.
insurance, and alternative financing besides credit.
c. The policy issued by the regulator (FSA) encourages 4. Sustainability
integrated governance (corporate governance, a. Services provided to customers and company
compliance, auditing, and risk management) in performance illustrates the company’s success that must
conglomeration management for group companies that be maintained in supporting the company’s existence in
own banks and other financial services. the financial industry.
b. Excellent service and performance needs to be carried
2. Excels in Services out to provide positive feedback to shareholders over an
a. Services are key and are offered to customers of financial indefinite period of time.
service providors.
b. Excellent services and a positive customer experience
will add value for customers when choosing a financial
institution.
c. Financial institution services are required to cover all
customer segments so as to make financial institutions
a lifetime financial partner and a total financial solutions
provider, customized to customer needs, and includes
serving the business ecosystem in an integrated manner.
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MISSION
1. Providing excellent services and digital solutions to all customers, and as the primary
partner of choice.
2. Strengthening international services to support the needs from our global business partner.
3. Increasing the prime investment value for investors.
4. Creating the best conditions for employees as a place of pride for work and accomplishment.
5. Increasing awareness and responsibility to the environment and society.
6. Becoming a reference for the implementation of compliance and good corporate governance
for industry.
BNI’s mission covers the 5 (five) key stakeholders that influence BNI’s Vision achievement in providing
superior service and performance. The 5 (five) key stakeholder groups are:
1 2 3 4 5
Customers
(including Investor Employees Communities Government
global business
customers)
Mission Explanation
BNI’s mission explanation is as follows: 4. Creating the best conditions for employees as a place of pride
1. Providing excellent services and digital solutions to all for work and achievement
customers, and as the primary partner of choice, as follows: a. Providing equal and broad opportunities for increasing
a. Providing complete, integrated, quality, reliable, and knowledge, skills, and certainty of career paths;
dependable products/banking services; b. Creating and supporting talent management programs to
b. Providing “one stop solution” services for both business create future leaders for both BNI and Indonesia;
and individual customers; c. Providing facilities and a work environment that is safe,
c. Providing best-in-class products and services; comfortable, harmonious to support the achievement of
d. Improving customer experience for processes considered the target of increasing productivity.
critical by customers;
e. Proactively making adjustments and improvements in 5. Increasing awareness and responsibility to the environment
accordance with development of customer needs and and society
demands for quality products/services offered by BNI; a. Actively serving banking needs for all levels of society;
f. Providing convenience for customers in conducting b. Actively seeking and entering new businesses that are in
transactions through digital solution services. line with the latest rules and regulations;
c. Actively developing international business for business
2. Strengthening international services to support the needs expansion in prospective countries;
from our global business partners: d. Actively improving the quality of the environment and
a. Providing quality products as the partner of choice for community in line with business development.
Indonesian companies to expand globally;
b. Providing gateway services to help foreign companies 6. Becoming a reference for the implementation of compliance
penetrating Indonesian market; and good corporate governance for industry
c. Providing financial institution products/services to a. Implementation of integrated risk management;
Indonesians living abroad. b. Accommodate whistle blowers to protect the interests of
the Company and society;
3. Increasing the investment value for investors c. Active communication between Company Management
a. Achievement of maximum operating profit (profitability); and all employees and leaders who can become role
b. Growth that is sustainable and can be justified (sustainable models;
growth); d. Actively updating rules, regulations, and implementing
c. Healthy financial institutions; them in a disciplined and systematic manner, to become a
d. Cost control (cost effectiveness); trusted financial institution.
e. Stable and increasing share prices;
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BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
REVIEW OF THE VISION AND MISSION
BNI’s Vision and Mission are formulated by considering all stakeholders, including the Board of
Commissioners, Management, Subsidiaries, representatives of all levels of employees, the community,
investors, customers, government, and relevant experts in the financial industry. This is done through
various methods such as surveys, interviews, and joint discussions.
BNI’s Vision and Mission were outlined in the LongTerm Plan in accordance with the Board of Commissioners’
approval No. DK/60 dated November 24, 2023 and the Bank Business Plan (RBB) 2024-2026 in accordance
with the Board of Commissioners’ approval No. DK/181 dated November 14, 2024.
Every year, the Vision and Mission are reviewed in line with the latest conditions of BNI as a reference for
formulating business strategies in the future. The management ensures that the vision and mission are
consistent with long-term goals, and the implementation of vision achievement is carried out by effectively
utilizing innovation and technology.
VISION AND MISSION ACHIEVEMENT STRATEGY
The strategies have been outlined in long-term and short-term documents, and are used as a reference in
running BNI’s business, where these strategies and their realization are reported periodically to the regulator
(FSA).
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CORPORATE CULTURE
BNI determines and enforces “AKHLAK”, as the key value, which consists of Trustworthy, Competent,
Harmonious, Loyal, Adaptive, Collaborative, and must be followed by all BNI personnel when carrying out
their daily duties.
Trustworthy Competent Harmonious Loyal Adaptive Collaborative
Holding fast the trust Continuing to learn and Caring for each other and Dedicated to and Continuing to innovate Building synergistic
given. develop capabilities. respecting differences. prioritizing the interests of and be enthusiastic in cooperation.
the Nation and Country. driving or facing change.
• Keeping promises and • Improving self- • Respect everyone • Providing opportunities
commitments; competence to respond regardless of their • Maintaining reputation • Promptly adjusting for various parties to
• Be responsible with the to ever-changing background; of fellow employees, oneself to be better; contribute;
duties, decisions made, challenges; • Likes to help others; leaders, SOE, and the • Continuously making • Be open in working
and actions taken; • Helping others to learn • Building conducive work State; improvements; together to generate
• Upholding moral and • Accomplishing duties; environment. • Willing to sacrifice to • Be proactive. added values;
ethical values. with highest quality. achieve a greater goal; • Mobilizing the use of
• Obeying the leader as various resources for
long as not against the common goals.
law and ethics.
COMPANY CULTURE SOCIALIZATION AND INTERNALIZATION
Application of AKHLAK
AKHLAK application at BNI is supported and accelerated by the transformation of work culture, aiming to
align with BNI’s values. The AKHLAK Core Values (Trustworthy, Competent, Harmonious, Loyal, Adaptive,
Collaborative) were mandated by the Ministry of SEOs. The process of internalizing AKHLAK core values has
been carried out for four years and will continue to be carried out through many activities and methods that
are constantly being evaluated so that the application of these values can run optimally.
In 2024, BNI continued the internalization and socialization program of the implementation of AKHLAK
by, e.g., running a Work Culture transformation program and internalizing cultural transformation through
socialization across various regions to all RACE Captains and RACE Champions.
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Lines of
Business
BUSINESS ACTIVITIES BASED ON THE LATEST ARTICLES OF ASSOCIATION AND ALREADY
IMPLEMENTED
In accordance with Article 3 of the Company’s latest Articles of Association as stated in No. 05 dated March
04, 2024 made before Notary Ashoya Ratam S.H., M.Kn and has obtained approval for amendments to the
articles of association from the Minister of Law and Human Rights through decision letter No. AHU-0020672.
AH.01.02.of 2024 dated April 01, 2024 and letter of acceptance of notification of amendments to the articles
of association No. AHU-AH.01.03-0079037 dated April 01, 2024, the purpose and objective of the Company
is to conduct business in the banking sector as well as optimizing the utilization of the Company’s resources
to produce high quality services and strong competitiveness to obtain/pursue profits to increase the value
of the Company by applying the principles of Limited Liability Companies. To carry out these purposes and
objectives, the Company may carry out business activities, as follows:
Business Business
Business Activities Activities Activities
Based on the Articles of Association Have been Not yet
Implemented Implemented
1 Collecting funds from the public in the form of savings, current deposits, time -
deposits, savings deposits, or other equivalent forms.
2 Distributing funds in the form of loans. -
3 Issuing and/or executing securities transactions for the benefit of the Company and/ -
or customers.
4 Transferring money either for its own benefit or the benefit of customers. -
5 Placing, lending or borrowing with other banks, by using mail, telecommunication -
facilities and notes, checks or other facilities.
6 Receiving payments from securities billing and performing calculations with or -
among third parties.
7 Facilitating a secure place for goods and securities. -
8 Carrying out custodial activities of goods and/or securities for the benefit of other -
parties based on a contract.
9 Performing funds placements from a customer to other customers in the form of -
securities that are not listed on a stock exchange.
10 Conducting financing and/or other activities including activities based on sharia -
principles, in accordance with the provisions stipulated by competent authorities.
11 Performing activities in factoring, credit card business and trustee services. -
12 Conducting foreign currencies activities by fulfilling the conditions set by competent -
authorities.
13 Performing equity activities in financial services institutions and/or other companies -
that support the banking industry, by fulfilling the applicable regulations.
14 Performing temporary capital participation activities to overcome any consequence -
of loan failure, including financing failure based on sharia principles with condition
that the participation must be withdrawn, in accordance with applicable regulations.
15 Acting as the founder of the pension fund and the administrator of the pension fund -
in accordance with the provisions in the laws and regulations.
16 Organizing payment system service activities.
17 Performing receivables transfer activities.
18 Performing other activities with OJK approval.
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PRODUCT AND SERVICES PRODUCED
BNI is a Company engaged in the banking sector, BNI delivers deposit products, loan products, and other
services. BNI‘s products and services are as follows:
CONSUMER RETAIL
» BNI Mastercard Corporate Card
» BNI Government Credit Card
• Private Label Credit Card
» BNI Travelling Card
» BNI Health Card
» BNI Distribution Card
» BNI Gasoline Card
• BNI Cash Card
Debit Card
• Regular Debit Card
Savings Credit Cards » Silver Debit Card
• BNI Taplus • Regular Credit Card » Gold Debit Card
• BNI Taplus Muda » BNI Visa Gold » Taplus Muda Debit Card
• BNI Taplus Bisnis » BNI Mastercard Gold » Taplus Anak Debit Card
• BNI Tappa (Taplus Pegawai/Taplus » BNI JCB Gold » GPN Debit Card
Anggota) » BNI Amex Vibe • Premium Debit Card
• BNI Tapenas • Premium Credit Card » Platinum Debit Card
• BNI Taplus Anak » BNI Mastercard Style Titanium » Emerald Debit Card
• BNI Taplus Diaspora » BNI Visa Platinum » Private Debit Card
• BNI Simpanan Pelajar » BNI JCB Precious • Co-Brand Debit Card
• BNI Pandai » BNI JCB Ultimate » Garuda Debit Card
• Tabunganku » BNI Mastercard World » Citilink Debit Card
• BNI Dollar (USD/SGD/AUD) » BNI Visa Signature » Batik Air Debit Card
• BNI Deposito (IDR/USD/SGD/JPY/ » BNI Visa Infinite » Lotte Grosir Debit Card
HKD/EUR/GBP/AUD) • Co-Branding Credit Card » Indogrosir Debit Card
• BNI Simponi (DPLK BNI) » Garuda BNI • Affinity Debit Card
• Tabungan Indonesia Pintar (PIP) » BNI Pertamina » Kerjasama Universitas Debit
• Emerald Saving » BNI Telkomsel Card
• BNI Tabungan RDN (Rekening Dana » BNI Bank BJB » Kerjasama Anggota Debit Card
Nasabah) » BNI LOTTE Mart (Alumni/Organisasi/Komunitas)
» BNI Batik Air » Kerjasama Pegawai Perusahaan
Loans » BNI Siloam Hospitals Debit Card
• BNI Griya » BNI XL Prioritas • BNI Emerald Debit Card
• BNI Griya Multiguna » BNI MAP Club » Kartu Keluarga Sejahtera
• BNI Griya KPR Subsidi • Affinity Credit Card » Kartu Indonesia Pintar
• BNI Fleksi » Affinity Universitas Credit Card » Kartu Tani
• BNI Fleksi Pensiun » Affinity Ikatan Alumni Credit
• BNI Instan Card Emerald Service
• BNI Oto » Affinity Komunitas/Organisasi • BNI Emerald Service
Credit Card
» Affinity Pegawai Perusahaan Investment Products
Credit Card • Money Market Mutual Funds
• Corporate Credit Card (IDR and USD)
» BNI Visa Corporate Card Gold • Fixed Income Mutual Funds
» BNI Visa Corporate Card (IDR and USD)
Platinum
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• Mixed Mutual Funds (IDR and USD) » Pension Fund Protection » Asuransi Jiwa Kredit BNI Life
• Shares Mutual Funds Solution Proteksi Kredit Produktif +
(IDR and USD) » Health Fund Solution • Telecredit card
• Protected Mutual Funds • Syariah Inbranch » PA Protection Plus
• Government Retail Bonds » BNI Life Hy End Pro Syariah » Solusi Proteksi Sehat
(ORI, SR, SBR, ST) » BNI Life Sakinah Multipro Link » Safe Medical Plan +
• Government Securities via » BNI Life Wadiah Gold Cendekia » Perisai Plus
secondary market mechanisms and • Employee Benefit » Bundling
Ministry of Finance Auctions in IDR » Optima Group Health » Blife Tapenas
(FR, PBS) and USD (Indon, Indois) » Optima Group Life
• Corporate Bonds (IDR and USD) » Optima Group Protection Digital Banking
• Depo Swap (JPY, USD and SGD) » Optima Group Saving • wondr by BNI
• Market Linked Dual Currency » Optima Manage Care • BNI Mobile Banking
Investment • Syariah Employee Benefit • BNI SMS Banking
• Referral Brokerage Saham » BLife Ekawarsa Syariah • BNI Internet Banking
• Foreign Exchange » BLife Syariah Dana Hari Tua • BNI Phone Banking
» BNI Life Syariah Mitra Cendekia • BNI DigiCs
Insurance Products » BLife Health Plan Syariah • BNI TapCash
• In-Branch » BLife Asuransi Kecelakaan Diri • BNI Agen46
» BNI Life MProtection Plus Syariah • BNI QRIS
» Blife Maksima Sehat • Telesaving • BNI Debit Online
» BNI Life MProtection Plus » Proteksi Prima • BNI EDC
» Blife Perisai Prima » BNI Life Active • BNI EDC Mini ATM
» BNI Life Plan Multi Protection » BNI Life Definite Protection • BNI iPay
» Blife Term Pro » BNI Life Smart Protection Plus • BNI SmartPay
» Solusi Abadi Plus » Safe Medical Plan + • BNI API Digital Services
» Solusi Pintar » PA Protection Plus • BNI Pembukaan Rekening Digital
» BLife Hy End Pro » Digital (Mobile Banking) (DOA)
» Swadana » BNI Life Digi Micro Protection • BNI E-Form Program Kartu Pra
» Blife Fixed Protection • Consumptive Loan Kerja
» BNI Life Infinite Protection » BNI Life AJK Collateral • BNI Direct Debit
» BNI Life Steady Protection » BNI Life AJK Non Collateral • BNI ATM/CRM
» BNI Life Ultima Protection • Productive Loan • BNI ATM Drive Thru
» Asuransi Jiwa Kredit Kumpulan
Services • BNIdirect Mobile • Financial Institutions Lingkage
• Domestic Money Transfers • API Corporate Banking Loans (KKLK)
• International Money Transfers • People’s Business Loans (KUR)
• Safe Deposit Box Lending Products • BNI Wirausaha (BWU)
• Inkaso • Working Capital Loans (KMK)
• BNI Surat Keterangan Bank • Investment Loans (KI) Services
• Traveller’s Cheque • Kredit Term Loan • Wholesale Solutions
• Foreign Bank Notes • Bank Guarantee (GB) » Cash Management
• Stand-by LC (SBLC) * Collection Management
• Domestic Documentary Letter of • Virtual Account
BUSINESS BANKING
Credit (SKBDN) • BNI e-collection
Savings • Plafond Letter of Credit (LC) Impor • Auto Debit
• BNI Individual Current Account • Export Loans • Cash Pick-Up
• BNI Non-Individual Current Account • Import Loans • Student Payment Center
• BNI Giro Joint Account • Syndicated Loans • Autopay
• BNI Giro Persero Perorangan • Counter Guarantee Loans * Liquidity Management
• Deposito Berjangka Perusahaan • Transactional Loans • Cash Pooling
• BNI Giro Multi Currency • Treasury Line • Cash Distribution
• Money Market Line • Range Balance Account
Digital Banking • Government or Government • Depo Swap
• BNIdirect Institutions Loans • Notional Pooling
- BNIdirect Cash • Cash Collateral Credit (CCC) * Payment Management
- BNIdirect Supply Chain • Bonds Collateral Credit • E-Tax
- BNIdirect Trade • Supply Chain Financing • E-PBB
- BNIdirect Receivables
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• E-Tax Kepabeanan – - Transferable Letter • Trade Advance
PNBP of Credit Financing
• Billing Payments • Export LC: » Syndication
• Utility Payments - LC Export Advising * Structured Finance
• Payroll - LC Export Collection * Arrangement
• BNI POPS (Pertamina • Inward Documentary * Facility Agent
Ordering and Payment Collection * Security Agent
Solutions) • Outward Documentary * Escrow Agent
• Integrated Payment Collection * Paying Agent
Management (ERP) • Shipping Guarantee » Fund Services
• E-mail/Beneficiary • Standby Letters of * Fund Accounting, Fund
Advice Credit Administration, Reporting
• Smart Commerce Pay • BNI Trade Online and Publication Supervision
• Transfer Management • Demand Guarantee * Core Banking BNI
• Information • Bank Guarantee * Transfer Agency
Management Undercounter * Performance Bond/
* ECOSmart • Domestic Bank Guarantee from
* Edupatrol Guarantee Implementing Bank
* Remittance • Confirm LC/SKBDN * Maintenance Bond/
* Intraday Services * Trade Finance Retention Bond/Guarantee
• Export & Import LC from Maintaining Bank
» Trade Products Negotiation * Payment Bond/Guarantee
* Trade Services • Trust Receipt from Payment Bank
• Import LC Issuance • Bill Collection Financing * Custom Bond
- Sight LC • Open Account Financing
- Usance LC • Bills Discounting
- Back to Back LC • LC Refinancing
(BBLC) • Forfaiting
• BNI Hong Kong Payment System Treasury
TREASURY & INTERNATIONAL
(HKD Chats) • Foreign Exchange
Loan Products • BNI New York Payment System » Today
• Corporate Loan (Working Capital (USD Fedwire) » Tom
Loan, Investment Loan, and Term • BNI Tokyo Payment System (Local » Spot
Loan) Currency Settlement/LCS) » Bank Notes
• Diaspora Loan • Escrow Agent • Investments
• Overdraft Facility • Safe Deposit Box » Deposit on Call (DOC)
• Trade Financing • Bare Trust » Money Market Account (MMA)
• Syndicated Loans » Obligasi Retail
• Project Financing Financial Institution Products » Depo Swap
• Discount Bills • Forfaiting & Risk Participation » Market Linked-Dual Currency
• Loan on Bills • Trade Based Refinancing Investment (MLDCI)
• Two Steps and Channeling Loan to • Trade Advanced Financing • Hedging
Local Companies from Indonesia • Bilateral & Syndicated Term Loan » Currency Forward
• Global Payment & Nostro Account * Domestic Non-Deliverable
Retail Services Products Forward (DNDF)
• BNI Current Account (SGD, HKD, Custody Product * PAR Forward
CNY, JPY, KRW, and USD) • Custodian Services » Currency Swap
• BNI Fixed Deposit (SGD, HKD, CNY, • Trustee » Currency Option
JPY, KRW, and USD) • Trust » Interest Rate Swap (IRS)
• BNI Saving Account (SGD, HKD, * Overnight Index Swap (OIS)
CNY, JPY, KRW, and USD) Non-Bank Financial Institution Product » Cross Currency Swap (CCS)
• Demand Deposits • Loan Facility to Non Bank Financial » Call Spread Option (CSO)
• Negotiable Deposits Institution * Series of Call Spread
• Remittance • Commercial Line to Non Bank • Reverse Repo
• Hospital Guarantee Financial Institution
• BNI Singapore Payment System • Intraday to Non Bank Financial
(MEPS) Institution
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Company
Operational Areas
Until the 2024 financial year, BNI had 1 (one) head office, 17 regional offices, 10 (ten) overseas office
networks and 1,838 office networks consisting of branch offices, sub-branch offices and business
centers. Of the 10 (ten) overseas office networks, there are 6 (six) overseas branch offices, 1 (one)
sub-branch, 1 (one) remittance branch office, and 2 (two) representative office spread across 8 (eight)
countries.
The entire BNI office network stays keenly focused on how to deliver services and business solutions as well as
convenient customer transactions here in the country and overseas. In encouraging the development of customer
businesses in Corporate & International Banking, Institutional Banking, Enterprises & Commercial Banking, Consumer
Banking, Treasury, Head Office, and Subsidiary Entities segments, the BNI office network is supported by competent and
dedicated human resources. To allow easier, faster, and closer access to its services, BNI now has 213,370 BNI Agen46
as a branchless banking network specifically established to support financial literacy and inclusion in the community.
Presented below is detailed information about BNI's operational areas covering the Office and BNI Agen46 networks by
region:
W01
W01 (Medan)
Coverage: North Sumatra
• 13 Branch Offices
• 79 Sub-Branch Offices
• 1 Commercial Business Center
• 1 Retail Productive Business Center
• 1 Consumer Loan Processing Center
• 688 ATM/CRM
• 11,418 BNI Agen46
W02
W02 (Padang)
Coverage: West Sumatera, Riau, and
W03
Riau Island W09
• 13 Branch Offices
• 99 Sub-Branch Offices
• 2 Commercial Business Center
• 1 Retail Productive Business Center
• 1 Consumer Loan Processing Center
• 859 ATM/CRM
W10,
• 13,017 BNI Agen46
W12,W14,
W15
W04
W03 (Palembang) W06 (Surabaya) W05 W06
Coverage: South Sumatra, Jambi, Coverage: Northern East Java
Bengkulu, Bangka Belitung, and W18
• 12 Branch Offices W17
Lampung W08
• 113 Sub-Branch Offices
• 15 Branch Offices • 3 Commercial Business Center
• 102 Sub-Branch Offices • 4 Retail Productive Business Center
• 1 Commercial Business Center • 1 Consumer Loan Processing Center
• 1 Retail Productive Business Center • 949 ATM/CRM
• 1 Consumer Loan Processing Center • 15,603 BNI Agen46
• 838 ATM/CRM
• 17,956 BNI Agen46
W04 (Bandung) W07 (Makassar) W09 (Banjarmasin) W11 (Manado)
Coverage: West Java Coverage: Sulawesi, Coverage: West Kalimantan, Central Coverage: North Sulawesi, Central
Southeast Sulawesi, South Sulawesi Kalimantan, South Kalimantan, East Sulawesi, Gorontalo, and North
• 15 Branch Offices and Maluku Kalimantan, and North Kalimantan Maluku
• 110 Sub-Branch Offices
• 1 Commercial Business Center • 11 Branch Offices • 21 Branch Offices • 11 Branch Offices
• 2 Retail Productive Business Center • 99 Sub-Branch Offices • 126 Sub-Branch Offices • 56 Sub-Branch Offices
• 1 Consumer Loan Processing Center • 1 Commercial Business Center • 2 Commercial Business Center • 1 Consumer Loan Processing Center
• 1,060 ATM/CRM • 1 Retail Productive Business Center • 1 Retail Productive Business Center • 456 ATM/CRM
• 19,491 BNI Agen46 • 1 Consumer Loan Processing Center • 1 Consumer Loan Processing Center • 9,509 BNI Agen46
• 823 ATM/CRM • 1,075 ATM/CRM
• 8,737 BNI Agen46 • 14,527 BNI Agen46
W05 (Semarang) W08 (Denpasar) W10 (Jakarta Senayan) W12 (Jakarta Kota)
Coverage: Northern Central Java Coverage: Bali, West Nusa Tenggara, Coverage: West Jakarta, Central Coverage: North Jakarta, Central
and East Nusa Tenggara Jakarta, East Jakarta, and South Jakarta, and West Jakarta
• 11 Branch Offices Jakarta
• 76 Sub-Branch Offices • 9 Branch Offices • 7 Branch Offices
• 1 Commercial Business Center • 97 Sub-Branch Offices • 7 Branch Offices • 89 Sub-Branch Offices
• 1 Retail Productive Business Center • 1 Commercial Business Center • 115 Sub-Branch Offices • 1 Commercial Business Center
• 1 Consumer Loan Processing Center • 1 Retail Productive Business Center • 2 Commercial Business Center • 4 Retail Productive Business Center
• 668 ATM/CRM • 1 Consumer Loan Processing Center • 2 Retail Productive Business Center • 1 Consumer Loan Processing Center
• 16,065 BNI Agen46 • 779 ATM/CRM • 494 ATM/CRM • 474 ATM/CRM
• 12,006 BNI Agen46 • 5.127 BNI Agen46 • 6,885 BNI Agen46
94 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Overseas Office Networks 6 Overseas Offices
• New York, United State of America
• London, England
• Seoul, South Korea
• Tokyo, Japan
• Hong Kong
• Singapore
1 Overseas Sub-Branch
Office
• Osaka, Japan
1 Remittance Office
• Singapore
2 Representative Office
• 1 Amsterdam, Netherlands
• 1 Sydney, Australia
9 ATM
• 8 Hong Kong
• 1 Singapore
W11
BNI Network
W16
1 Head Office
17 Regional Offices
W07
197 Branch Offices
1,583 Sub-Branch Offices
Commercial
20
Business Center
Retail Productive
26
W14 (Jakarta BSD) W16 (Papua) W18 (Malang) Business Center
Coverage: South Jakarta, Coverage: Papua, Papua Barat, Papua Coverage: Southern East Java
Depok, Bogor, and Banten Tengah, Papua Selatan, Papua Barat
• 14 Branch Offices
Daya, dan Papua Pegunungan Consumer Loan
• 10 Branch Offices • 69 Sub-Branch Offices 12
• 109 Sub-Branch Offices • 5 Branch Offices • 861 ATM/CRM Processing Center
• 1 Commercial Business Center • 37 Sub-Branch Offices • 20,497 BNI Agen46
• 2 Retail Productive Business Center • 171 ATM/CRM
• 1,285 ATM/CRM • 5,950 BNI Agen46
• 12,347 BNI Agen46
330 BNI DigiCS
W15 (Jakarta Kemayoran) W17 (Yogyakarta)
Coverage: East Jakarta, Bekasi, Coverage: Yogyakarta and
Jababeka and Karawang Southern Central Java
13,388 ATM/CRM
• 8 Branch Offices • 15 Branch Offices
• 110 Sub-Branch Offices • 97 Sub-Branch Offices
• 2 Commercial Business Center • 1 Commercial Business Center
• 3 Retail Productive Business Center • 2 Retail Productive Business Center
213,370 BNI Agen46
• 992 ATM/CRM • 1 Consumer Loan Processing Center
• 7,819 BNI Agen46 • 906 ATM/CRM
• 16,416 BNI Agen46
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Organizational
Structure GENERAL
OF SHAREHOL
Board of
Commissioners
- President Commissioner/
Independent Commissioner Pradjoto
- Vice President Commissioner Pahala Nugraha Mansury
Board of Commissioners Committees - Independent Commissioner Sigit Widyawan
- Commissioner Askolani
Risk Monitoring Nomination & - Independent Commissioner Asmawi Syam
Integrated Governance - Independent Commissioner Septian Hario Seto
Audit Committee Committee Remuneration
Committee - Independent Commissioner Iman Sugema
Chair : Asmawi Syam Chair : Erwin Rijanto Committee - Independent Commissioner Erwin Rijanto Slamet
Chair : Pradjoto - Commissioner Fadlansyah Lubis
Slamet Chair : Pradjoto
- Commissioner Robertus Billitea
- Commissioner Mohamad Yusuf Permana
Board of D
President Director
Royke Tumilaar
Digital and Integrated
Wholesale and Enterprise and Institutional Human Capital
Transaction Banking Finance Director
International Commercial and Banking Director and Compliance
Director Novita Widya
Banking Director Banking Director Munadi Director
Hussein Paolo Anggraini
Agung Prabowo I Made Sukajaya Herlambang* Mucharom
Kartadjoemena
SEVP Corporate SEVP Retail SEVP Human
SEVP Treasury
Banking Digital Solutions Capital
Ita Tetralastwati
Pancaran Affendi Rian Eriana Kaslan Emmy Nurhayati
Corporate Wholesale Corporate
Corporate Treasury Enterprise Institutional Retail Digital Human Capital
Internal Audit Banking 1 Transaction Compliance Planning &
Banking 3 Hariadi Banking Banking 1 Product & Strategy
Johansyah Andrean Product & Ikhsan Azman Performance
Dipo Nugroho Hendrawan Yogi Bima Sakti Iwan Ariawan Partnership Yenni Sari Dewi
Palonggam Partnership Management
Mesah Roni
I Gede Widya Aldi Advianto
Ginting
Corporate Commercial Anantayoga Human Capital Baskara
Corporate Corporate Institutional Legal
Banking 2 Banking 1 Services
Secretary Banking 4 Banking 2 Sandy
Ditya I Dewa Gde Wholesale Afthon Shodaq
Okki Arief Wibawa Efrizal Dwinanto
Maharhani Ngurah Yoga Retail Digital Noor Accounting
Rushartomo Digital Channel
Harninda Pratama Channel Setyo Susilo
Efransyah
Indra Gunawan
Mudani Policy
Syndication Commercial BNI University
Governance
& Structured Banking 2 Dandy P. Procurement
Hendra Susila
Finance Muh. Evan Marketing Sjamsudin & Fixed Assets
Corporate
Rini Yuniar Zulkarnaen Communications Made Dany
Development &
(Act) Duardi Pratiwi B.
Transformation
International R. Pratama Prihandiko HC Business
& Financial Senior Prabawaputra Partner Investor
Institutions Business Relations
Rima Cahyani Executive Yohan Setio
- Efita Praharani
Strategic - Muhammad
- Martinus Project Fadli (Act)
Senior Subsidiaries
Matondang
Business Management
- Mahrauza
Executive M. Emil Azhary
Purnaditya
- Ridwan Resmana
- Amalia Savitri - Eben Eser
- Mochamad Roland Perdana Office of Chief
Nainggolan Economist
- Warda
SORX** Leo Putera
Nadjamuddin
Wholesale Rinaldy
Banking
Data
Nyimas Sulistia Management &
Sriwulandari Analytics
Overseas Offices Billie Setiawan
Seoul - Edy Pramono New York - Olivia Irine Sandra (Act)
Overseas Tokyo - Yudhi Zufrial Singapore - Laika Saputra Rudianto
Branch Hong Kong - Farid Faraitody Amsterdam Rep. Office - Dwi Putranto Cahyo Wibowo
London - Roekma Hari Adji Sydney Rep. Office - Rendy Tjahjana
HIBANK
BNI
BNI SEKURITAS
REMITTANCE
BNI ASSET
BNI SECURITIES
MANAGEMENT
NOTE: Supervision line Lines of communication Board of Commissioners
& information delivery
Coordination line Committee
* Has not been effective
** SORX: Senior Operational Risk Executive
96 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
MEETING
LDERS (GMS)
Board of Directors Committees
Integrated Risk
Credit Policy Business Asset & Liability
Credit Committee Management
Committee Committee Committe Committee
Performance Risk Management Technology
Human Capital Subsidiaries’
Management and Anti Fraud Management
Committee Committee
Committee Committee Committee
Directors
Deputy President Director
Putrama Wahju Setyawan
Retail Banking Risk Technology
Network and
Director Management and Operations
Services Director
Corina Leyla Director Director
Ronny Venir
Karnalies David Pirzada Toto Prasetio
SEVP
SEVP Wealth SEVP SEVP
SEVP Remedial Information
Management Credit Risk Operations
& Recovery Technology
Steven Suryana Bun Hendra Anang Basuki
Victor Korompis
Enterprise Risk Corporate & Corporate Distribution
Wholesale Banking
Consumer Wealth Management Enterprise Remedial & IT Strategy & Network & Pension Fund
Digital Delivery Operations
Segment Management Rayendra Credit Risk Recovery Architecture Sales Ikhwani
Alfonso Herry Setiadi
Sri Indira Henny Woe Minarsa Aryani Dwi Ujuan Marihot Ari Pratiwi Beby Lolita Fauzana
Tambunan Munawir
Goenawan Satiti H. P. Indriani
Consumer Operational Commercial Enterprise & Digital
CISO Retail Digital Agen46
Product Risk Credit Risk Commercial Operations
Sonny Setiadi Delivery Rahma Dhoni
Febrian Management Yessy Kurnia Remedial & Muhammad
Recovery (Act) Heri Atmoko
Sugiharta Adi Surya Djoko Dyah W. Gunawan Putra
Saridatun
Customer
Operations Application Experience
Card Business Retail Credit Strategy & Credit
Development Center
Grace Risk Retail Collection Development Operations
& Recovery Setiawan Anis Rahmat
Situmeang Made Nariswari Herry Setiadi Erisman (Act)
Widjojo Pertinda
Hari Satriyono Munawir (Act)
Retail IT Application SORX**
Anti Fraud SORX**
Productive Services Network
Technology
Banking Wilhelmus Max
Digital & Nugroho Gito & Services
I Nyoman Charles
Operations Prasodjo (Act)
Astiawan Suryo Utomo
Munajat
Business Senior Credit IT Infrastructure
Program Risk Executive Management Regional
Sunarna Eka Sonny Setiadi Office
Nugraha
- Yanar Siswanto
Regional Offices 09 - Andy Yusdiman
SORX** - Muhammad Jufri
01 - Rustianto 10 - Anak Agung Agustiya
Consumer - Julius D. Aritonang
02 - Khairul Salam Novitayanti
Banking & - Agus Sutanto
Corporate 03 - ZamZami 11 - Lodewyck Z.S.
- Eko Setiawan
Function 04 - Roy Wahyu Pattihahuan
- Bernardus
Maulana 12 - Rudy Sihombing
Putu Bagus - Retna Mumpuni
05 - I Gst. Nym. 14 - Faizal Arief Setiawan
Kresna - Wirawan Ari Rachmana
Dharma Putra 15 - Koko Prawira Butar Butar
- Badriansyah
06 - Maya Agustina 16 - Soesetyo Priharjanto
- Renosari
07 - Muhammad Arafat 17 - Ariyanto Soewondo Geni
08 - Komang Arya Wira 18 - Muhamad Jauhary
Kusuma Atmaja
BNI BNI
BNI FINANCE
VENTURES LIFE
Director Division Subsidiaries
SEVP Functional Unit Subsidiaries of BNI Sekuritas
2024 Annual Report
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Performance Report Profile Analysis on Company Performance Functions
Association
Membership List
As of December 31, 2024, BNI’s membership in associations or organizations related to the implementation
of sustainable finance is shown in the table below.
Association/Organization Name Membership Role
International
Information Systems Audit and Control Association (ISACA) Director of Marcomm
Asosiasi Pengusaha Indonesia – Jepang (APIJ) Vice Chairman
European Association for Secure Transactions (E.A.S.T) Associate Member
Association Swift International Banking Operation Member
Association of Certified Fraud Examiner (ACFE) Member
Asia Pacific Loan Market Association (APLMA) Member
Contact Center World (CCW) Member
European Foundation for Management Development (EFMD) Member
Financial Services – Information Sharing and Analysis Center (FS-ISAC) Member
International Information System Security Certification Consortium (ISC2) Member
International Swaps and Derivatives Association (ISDA) Member
International Banking Asociation Jepang (IBA) Member
Institute of International Bankers (IIB) Member
Japan Indonesia Asociation (JAPINDA) Member
Open Compliance and Ethics Group (OCEG) Member
Society for Worldwide Interbank Financial Telecommunications (SWIFT) Member
The Institute of Internal Auditors - Indonesia (IIA) Member
National
Indonesian Money and Foreign Exchange Market Association Founder
Communication Forum - Training Institutions (LPK) on Payment Systems and Management of Forum Chairman
Rupiah Currency (SPPUR)
Communication Forum of Banking Compliance Directors (FKDP) Vice Chairman Training
Affairs
Task Force Cyber Security BUMN Head of Team - Sub-team
of Cyber Security Guideline
Affairs
Forum Human Capital Indonesia (FHCI) • Head of Field I
• Member
Asosiasi Corporate University (Wivata Kinarva Nusantara) Vice Chairman
Business Development Team for Coffee and Cocoa Commodities at the Ministry of State- • Deputy Coordinator II
Owned Enterprises • Member
Jakarta Clearing Communication Forum Secretary
Asosiasi Bank Kustodian Indonesia (ABKI) Expert Team
Indonesian Bankers Club • Advisor
• Member
Forum Komunikasi Direktur Operasional (FKDOP) Head of Secretariat and
Organization
Ikatan Auditor Intern Bank (IAIB) • Head of Research &
Development
• Research & Development
Division
• Certification & Ethics
Manager
Association Cambiste International (ACI) FMA Indonesia Manager
Association Bank Appointed Cross Currency Dealers (ACCD) Manager
Asosiasi Wali Amanat Indonesia (AWAI) Manager
98 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Association/Organization Name Membership Role
Indonesia Foreign Exchange Market Committee (IFEMC) Manager
Perhimpunan Pedagang Surat Utang Negara (HIMDASUN) Manager
Asosiasi SWIFT Indonesia (ASWIFTINDO) Audit Committee
Asosiasi Sistem Pembayaran Indonesia (ASPI) Member
Asosiasi Bank Kustodi Indonesia (ABKI) Member
Asosiasi Service Quality Indonesia (ASQI) Member
Asosiasi Fintech Indonesia Member
Asosiasi SWIFT Indonesia (ASWIFTINDO) Member
Asosiasi Fintech Pendanaan Bersama Indonesia (AFPI) Member
Asosiasi Dana Pensiun Indonesia (ADPI) Member
Asosiasi Perdagangan Berjangka Komoditi Indonesia (ASPEBTINDO) Member
Association of Banks in Singapore (ABS) Member
Asosiasi Kartu Kredit Indonesia Member
Computer Security Incident Respon Team (CSIRT) BSSN Member
Central Counterparty Transaksi Derivatif Suku Bunga dan Nilai Tukar Over the Counter (CCP Member
SBNT)
Credit Bureau Singapore Member
Certified Practising Accountant - CPA Australia Member
Chartered Accountants - CA ANZ Member
Financial Industry Dispute Resolution Centre (FIDReC) Member
Forum Komunikasi Operasional Kas Perbankan (FKOKP) Member
Forum CISO Himpunan Bank Negara Member
Forum Hukum BUMN Member
Foreign Bank Group Member
Foreign Bankers Association Member
Himpunan Bank Milik Negara (HIMBARA) Member
Indonesia Contact Center Association (ICCA) Member
Ikatan Akuntan Indonesia (IAI) Member
Korean Federation of Bank Member
Kelompok Kerja Akselerasi Pemberdayaan Usaha Mikro, Kecil, dan Menengah Sektor Kelautan Member
dan Perikanan (Pokja Akselerasi UMKM) Kementerian Kelautan dan Perikanan
Lembaga Alternatif Penyelesaian Sengketa Sektor Jasa Keuangan Member
Overseas Bankers Association of Australia Member
Perhimpunan Bank Nasional (PERBANAS) Member
Pusat Penanganan Penipuan Transaksi Keuangan (PUSAKA) Member
PMO Kopi Nusantara Kementerian BUMN Member
Primary Dealer Pasar Uang dan Pasar Valuta Asing Member
Perkumpulan Dana Pensiun Lembaga Keuangan Member
Rapi Utama Indonesia (RAPINDO) Member
Securities Investor Protection Fund (SIPF) Member
Sistem Penyelenggara Pasar Alternatif (SPPA) BEI Member
Singapore Deposit Insurance Corporation (SDIC) Member
Tim Kerja PMO Pertashop Kementerian BUMN Member
Bankers Association for Risk Management (BARa) • Deputy Director of Credit
Risk & ESG
• Team Member for
Enterprise Risk
Management
• Team Member
for Competency
Standardization of
Assessors
Forum Manajemen Risiko (FMR) – Kementerian BUMN Event & Talent
Development Team Member
Komite Kliring Central Counterparty (CCP) dan Penanganan Risiko Member
2024 Annual Report
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Performance Report Profile Analysis on Company Performance Functions
Board of Commissioners’
Profiles [ACGS C.2.5, D.4.1, D.4.2]
PRADJOTO
President Commissioner/Independent Commissioner
Age
71 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Law from Universitas
Indonesia (1981)
• Master of Economics from University of Kyoto,
Japan (1988)
• Certified in Bank Risk Management Competency
Level 6 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Term of Office
Board of Commissioners Following previous term of office as Vice President
Appointed for the first time as Vice President Commissioner/ Commissioner/Independent Commissioner of BNI, namely
Independent Commissioner of BNI through the decision of the 2020-2025 (First Period).
Annual GMS dated March 17, 2015, as notarized through the
Deed of the Annual General Meeting of Shareholders of PT Concurrent Positions
Bank Negara Indonesia (Persero) Tbk dated March 17, 2015 and BNI:
obtained approval from the Financial Services Authority (FSA) • Chairman of the Nomination and Remuneration Committee
on May 22, 2015. His position ended through the decision of • Chairman of the Integrated Governance Committee
the 2017 Annual GMS.
Other Public Companies:
Reappointed as Vice President Commissioner/Independent Does not hold concurrent positions in other public companies.
Commissioner of BNI through the decision of the Annual
GMS dated February 20, 2020, as notarized by the Deed of the Other Companies/Institutions:
Annual General Meeting of Shareholders of PT Bank Negara • Founder/Leader, Pradjoto & Associates - Advocates and
Indonesia (Persero) Tbk No. 21 dated February 20, 2020, and Legal Consultant (1994-present)
obtained approval from the Financial Services Authority (FSA) • Member of Himpunan Konsultan Hukum Pasar Modal
on June 17, 2020. (HKHPM) (2000-present)
• Member of the Indonesian Advocates Association (Peradi)
Then appointed as President Commissioner/Independent (2005-present)
Commissioner of BNI through the decision of the Extraordinary • Board of Ethics for Risk Management Certification Agency
GMS on September 19, 2023, as notarized by Deed of (BSMR) (2005-present)
Extraordinary General Meeting of Shareholders of PT Bank • Chairman of the Banking Business Ethics Supervisory Board,
Negara Indonesia (Persero) Tbk No. 17 dated September 19, Association of National Banks (PERBANAS) (2009-present)
2023, and obtained approval the Financial Services Authority • Member of the Supervisory Board of the Indonesian Bankers
(OJK) dated February 19, 2024 as President Commissioner/ Association (IBI) (2011-present)
Independent Commissioner.
100 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Work Experience • Chairman of the Supervisory Board of Banking Business
• Professional Staff of PT Bank Pembangunan Indonesia Ethics, Association of National Banks (Perbanas)
(Bapindo) (1981-1995) (2009-present)
• Research Associate Institute of Economic Research Kyoto • Member of the Supervisory Agency for the Indonesian
University (1993-1994) Bankers Association (IBI) (2011-present)
• Founder/Leader, Pradjoto & Associates - Advocates and • Vice President Commissioner/Independent Commissioner
Legal Consultant (1994-present) of PT Bank Negara Indonesia (Persero), Tbk (2015-2017)
• Lecturer in Management, Postgraduate Program • President Commissioner of PT Panah Perak Megasarana
Management, Universitas Atmajaya Yogyakarta (1999-2001) (2018-2019)
• Member of the National Ombudsman Commission (2000) • Vice President Commissioner/Independent Commissioner
• Member of Himpunan Konsultan Hukum Pasar Modal of PT Bank Negara Indonesia (Persero) Tbk (2020-2023)
(HKHPM) (2000-present) • President Commissioner/Independent Commissioner of
• Member of the Joint Corruption Crime Team (TGTPK) (2000- PT Bank Negara Indonesia (Persero) Tbk (2023-present)
2001)
• Chairman of IBRA Ombudsman (2001-2002) Affiliated Relationships
• Independent Commissioner of Bank Internasional Indonesia Has no affiliated relationships with the other members of the
(2002-2006) Board of Commissioners, the Board of Directors or with the
• Member of the Indonesian Advocates Association (Peradi) Majority and Controlling Shareholders.
(2005-present)
• Board of Ethics for Risk Management Certification Agency Statement of Independence
(BSMR) (2005-present) The Independence Statement of Independent Commissioner
• Independent Commissioner of PT Bank Mandiri (Persero) is disclosed in the Corporate Governance Chapter of this
Tbk (2005-2015) Annual Report.
• Chairman of the Code of Ethics Board of the National Banks
Association (Perbanas) (2006-2009) Education and Training in 2024
• Advisory Board of the Indonesian Bankers Association (IBI) Education and training in 2024 is presented separately in
(2007-2011) the Training and/or Competency Improvement section of the
• Senior Advisor to Bank International Indonesia (2009-2011) Board of Commissioners in this Annual Report.
• Independent Commissioner of PT Mahaka Media Tbk
(2009-2015) BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
2024 Annual Report
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PAHALA NUGRAHA MANSURY
Vice President Commissioner
Age
53 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics degree from Universitas Indonesia
(1994)
• Master of Business Administration at the Leonard N. Stern
School of Business, America (1999)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
• Certified in Risk Governance Professional (CRGP) by the
Risk Management Professional Certification Institute (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Finance & Strategy Director of PT Bank Mandiri (Persero)
Board of Commissioners Tbk (2010-2015)
Appointed for the first time as Vice President Commissioner • Treasury & Market Director of PT Bank Mandiri (Persero) Tbk
of BNI through the decision of the Extraordinary GMS dated (2015-2017)
September 19, 2023, as notarized through the Deed of the • President Director of PT Garuda Indonesia (Persero) Tbk
Extraordinary General Meeting of Shareholders of PT Bank (2017-2018)
Negara Indonesia (Persero) Tbk No. 17 dated September 19, • President Commissioner of PT Citilink Indonesia (2017-2018)
2023, and obtained approval from the Financial Services • Finance Director of PT Pertamina (Persero) (2018-2019)
Authority (OJK) dated February 19, 2024. • President Director of PT Bank Tabungan Negara (Persero)
(2019-2020)
Term of Office • Deputy Minister of SOEs, Ministry of SOEs (2020-2023)
2023-2028 (First Period) • Vice President Commissioner of PT Pertamina (Persero)
(2021-2023)
Concurrent Positions • Deputy Minister of Foreign Affairs, Ministry of Foreign
BNI: Affairs (2023-present)
• Member of the Risk Monitoring Committee • Vice President Commissioner of PT Bank Negara Indonesia
• Member of the Nomination and Remuneration Committee (Persero) Tbk (2023-present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Other Companies/Institutions: Majority and Controlling Shareholders.
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners, Education and Training in 2024
member of the committee, or other positions. Education and training in 2024 is presented separately in
the Training and/or Competency Improvement section of the
Work Experience Board of Commissioners in this Annual Report.
• Senior Vice President Economic & Financial Research Group
Head of PT Bank Mandiri (Persero) Tbk (2003-2005) BBNI Share Ownership as at December 31, 2024
• Senior Vice President Corporate Development Group Head 677,291 shares
of PT Bank Mandiri (Persero) Tbk (2005-2006)
• Senior Vice President Accounting Group Head and
concurrently Senior Vice President Change Management
Office of PT Bank Mandiri (Persero) Tbk (2005)
• Executive Vice President Finance & Strategy Coordinator of
PT Bank Mandiri (Persero) Tbk (2006-2010)
102 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
SIGIT WIDYAWAN
Independent Commissioner
Age
59 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Solo, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics from Universitas Negeri
Sebelas Maret (1988)
• Master’s degree in Accounting from Universitas
Indonesia (2001)
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
• Certified in Indonesia Internal Audit Practitioner by the
Institute of Internal Auditors Indonesia (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Head of Taxes, Concrete Products Division, PT Wijaya Karya
Appointed for the first time as Independent Commissioner of (Persero) (1994-1997)
BNI at the Annual General Meeting of Shareholders (AGMS) • Head of Finance, PT Wijaya Karya Beton (1997-2001)
on March 20, 2018, based on Deed of the AGMS No. 37 dated • Director of Finance, Roda Jati Grup (2002-2013)
March 20, 2018, and obtained approval from the Financial • Director, PT Roda Pembangunan Jaya (2003-2015)
Services Authority (OJK) on September 7, 2018. • Independent Commissioner, PT Jasamarga (Persero) Tbk
(2015-2018)
Reappointed as Independent Commissioner of BNI based on • Independent Commissioner, PT Bank Negara Indonesia
the decision of the Annual GMS dated March 15, 2023, which (Persero), Tbk (2018-present)
was notarized through the Deed of the AGMS No. 15 dated
March 15, 2023. Affiliated Relationships
Has no affiliated relationships with the other members of the
Term of Office Board of Commissioners, the Board of Directors or with the
• 2018-2023 (First Period) Majority and Controlling Shareholders.
• 2023-2028 (Second Period)
Statement of Independence
Concurrent Positions The Independence Statement of Independent Commissioner
BNI: is disclosed in the Corporate Governance Chapter of this
• Member of the Audit Committee Annual Report.
• Member of the Nomination and Remuneration Committee
Education and Training in 2024
Other Public Companies: Education and training in 2024 is presented separately in
Does not hold concurrent positions in other public companies. the Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
Other Companies/Institutions:
Does not hold concurrent positions, whether as a member of BBNI Share Ownership as at December 31, 2024
the Board of Directors, member of the Board of Commissioners, Does not own BBNI shares
member of the committee, or other positions.
2024 Annual Report
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ASKOLANI
Commissioner
Age
58 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics from Universitas
Sriwijaya Palembang (1990)
• Magister of Art in Economics and Banking from
University of Colorado, Denver, USA (1999)
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
• Certified in Governance Oversight Professional (CGOP) by
the Mitra Kalyana Sejahtera certification Institute (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Formulation of State Expenditure Policy Recommendations
Board of Commissioners Division Head, Center for State Expenditure Policy, at Fiscal
Appointed for the first time as Commissioner at the EGMS Policy Agency, Ministry of Finance (2006).
on August 30, 2019, based on the EGMS Deed of Minutes • Head of PNBP Policy, Central Budget Policy, at, Ministry of
No. 55 dated August 30, 2019 and obtained approval from the Finance Fiscal Policy Agency (November 2008)
Financial Services Authority (FSA) on December 20, 2019. • Head of State Budget Policy Center Central Budget Policy
Center, at Fiscal Policy Agency Ministry of Finance (2008)
Reappointed as Commissioner of BNI based on the decision • Director at PNPB Directorate, General of Budget Directorate
of the Annual GMS dated March 4, 2024, which was notarized at Ministry of Finance (2011)
through the Deed of the Annual GMS of PT Bank Negara • Alternate Governor of the OPEC Fund for Indonesia OPEC
Indonesia (Persero) Tbk No. 03 dated March 4, 2024. Fund for International Development (OFID), Austria (2011-
2014)
Term of Office • Governor of the OPEC Fund for Indonesia OPEC Fund for
• 2019-2024 (First Period) International Development (OFID), Austria (2014)
• 2024-2029 (Second Period) • Commissioner of PT Pertamina Gas (2012-2013)
• Commissioner of PT Angkasa Pura I (Persero) (2013-2014)
Concurrent Positions • Commissioner of PT Bank Mandiri (Persero) Tbk (2014-2019)
BNI: • Director General of Budget, Directorate General of Budget,
• Member of the Nomination and Remuneration Committee the Ministry of Finance (2013-2021)
• Member of the Integrated Governance Committee • Director General of Customs and Excise Directorate, General
Customs and Excise, Ministry of Finance (2021-present)
Other Public Companies: • Commissioner of PT Bank Negara Indonesia (Persero) Tbk
Does not hold concurrent positions in other public companies. (2019-present)
Other Companies/Institutions: Affiliated Relationships
Director General of Customs and Excise Directorate, General Has no affiliated relationships with the other members of the
Customs and Excise, Ministry of Finance (2021-present). Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Work Experience
• Routine Expenditure Analysis Division Head at State Education and Training in 2024
Expenditure Analyst Center, Fiscal Analysis Agency, Education and training in 2024 is presented separately in
Ministry of Finance (2003) the Training and/or Competency Improvement section of the
• Master’s Program and Public Policy Planning, Post Graduate Board of Commissioners in this Annual Report.
Lecturer, Faculty of Economics, Universitas Indonesia
(2003-2007) BBNI Share Ownership as at December 31, 2024
• Head of Sub-directorate at Central Government Expenditure 1,752,462 shares
Budgeting, Directorate of State Budget Preparation,
Directorate General of Budget and Fiscal Balance, Ministry
of Finance (2004)
104 Transforming the Future, Empowering Indonesia
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ASMAWI SYAM
Independent Commissioner
Age
69 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics from Universitas
Hasanuddin (1979)
• Master’s degree in Management from Universitas
Padjadjaran (2003)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
• Certified in Indonesia Internal Audit Practitioner by the
Institute of Internal Auditors Indonesia (2024)
• Certified in Governance Oversight Professional (CGOP) by
the Mitra Kalyana Sejahtera certification Institute (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Division Head, Consumer Banking of PT Bank Rakyat
Board of Commissioners Indonesia (Persero) Tbk (2003-2005)
Appointed for the first time as Independent Commissioner of • Division Head, General Business of PT Bank Rakyat
BNI in the Annual General Meeting of Shareholders (AGMS) Indonesia (Persero) Tbk (2005-2007)
in February 20, 2020, based on Deed of AGMS No. 21 dated • Director, Institutional and SOE Business of PT Bank Rakyat
February 20, 2020, and obtained approval from the Financial Indonesia (Persero) Tbk (2007-2015)
Services Authority (FSA) on June 17, 2020. • President Director of PT Bank Rakyat Indonesia (Persero)
Tbk (2015-2017)
Term of Office • President Director of PT Askrindo (Persero) (2017-2018)
2020-2025 (First Period) • President Director of PT Asuransi Jiwasraya (Persero) (2018)
• Special Staff to the Minister of SOE, Ministry of SOE (2019)
Concurrent Positions • President Commissioner Non-Independent of PT Bank
BNI: Tabungan Negara (Persero) Tbk (2019)
• Chairmain of the Audit Committee • Independent Commissioner of PT Bank Negara Indonesia
• Member of the Nomination and Remuneration Committee (Persero), Tbk (2020-present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Other Companies/Institutions: Majority and Controlling Shareholders.
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners, Statement of Independence
member of the committee, or other positions. The Independence Statement of Independent Commissioner
is disclosed in the Corporate Governance Chapter of this
Work Experience Annual Report.
• Division Head, Corporate of PT Bank Rakyat Indonesia
(Persero) Tbk (1995- 1996) Education and Training in 2024
• Regional Head, Denpasar of PT Bank Rakyat Indonesia Education and training in 2024 is presented separately in
(Persero) Tbk (1999- 2001) the Training and/or Competency Improvement section of the
• Regional Head, Bandung of PT Bank Rakyat Indonesia Board of Commissioners in this Annual Report.
(Persero) Tbk (2001- 2003)
BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
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SEPTIAN HARIO SETO
Independent Commissioner
Age
40 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Riwayat Pendidikan dan/atau Sertifikasi
• Bachelor’s degree in Accounting from Universitas
Indonesia (2006)
• Post-Graduate degree in International Finance from
SKEMA Business School (2008)
• Certified in Bank Risk Management Competency
Level 6 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Director/Echelon II at Office of the Staff to the President of
Board of Commissioners the Republic of Indonesia (2015)
Appointed for the first time as Independent Commissioner of • Expert Staff to the Coordinating Minister for Political, Legal
BNI in the Annual General Meeting of Shareholders (AGMS) and Security Affairs (2015-2016)
on February 20, 2020, based on Deed of the AGMS No. 21 • Expert Staff to the Coordinating Minister for Maritime
dated February 20, 2020, and obtained approval from the Affairs (2016)
Financial Services Authority (FSA) on August 14, 2020. • Special Staff to the Coordinating Minister for Maritime
Affairs and Investment (2018-2020)
Term of Office • Deputy of Investment and Mining Coordination at the
2020-2025 (First Period) Coordinating Ministry for Maritime Affairs and Investment
(2020-2024)
Concurrent Positions • Member of the Indonesian National Economic Council
BNI: (2024-present)
• Member of the Risk Monitoring Committee • Independent Commissioner of PT Bank Negara Indonesia
• Member of the Nomination and Remuneration Committee (Persero) Tbk (2020-present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Other Companies/Institutions: Majority and Controlling Shareholders.
Member of the Indonesian National Economic Council
(2024-current) Statement of Independence
The Independence Statement of Independent Commissioner
Work Experience is disclosed in the Corporate Governance Chapter of this
• Lecturer and Researcher, Accounting Department, Faculty of Annual Report.
Economics and Business, Universitas Indonesia (2004-2010)
• Investment Analyst, Ciptadana Asset Management (2005- Education and Training in 2024
2006) Education and training in 2024 is presented separately in
• Junior Auditor, PriceWaterhouseCoopers (PwC) Indonesia the Training and/or Competency Improvement section of the
(2006-2007) Board of Commissioners in this Annual Report.
• Analyst, Principia Management Group (2009-2011)
• Finance Manager, PT Toba Bara Sejahtera Tbk (2011-2015) BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
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IMAN SUGEMA
Independent Commissioner
Age
60 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Bogor, Indonesia
Education and/or Certification
• Bachelor’s degree in Agribusiness from Institut
Pertanian Bogor (1987)
• Master’s degree in Economics from University of New
England (1992)
• Ph.D in Economics from Australian National University
(2000)
• Certified in Indonesia Internal Audit Practitioner by the
Institute of Internal Auditors Indonesia (2024)
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Senior Lecturer at Institut Pertanian Bogor (1990-present)
Appointed for the first time as Independent Commissioner of • President Commissioner/Independent Commissioner,
BNI in the Annual General Meeting of Shareholders (AGMS) PT Perusahaan Gas Negara (Persero), Tbk (2015-2016)
on February 20, 2020, based on Deed of the AGMS No. 21 • Commissioner, PT Bank Tabungan Negara (Persero) Tbk
dated February 20, 2020, and obtained approval from the (2016-2019)
Financial Services Authority (FSA) on August 14, 2020. • Independent Commissioner, PT Bank Negara Indonesia
(Persero) Tbk (2020-Present)
Term of Office
2020-2025 (First Period) Affiliated Relationships
Has no affiliated relationships with the other members of the
Concurrent Positions Board of Commissioners, the Board of Directors or with the
BNI: Majority and Controlling Shareholders.
• Member of the Audit Committee
• Member of the Nomination and Remuneration Committee Statement of Independence
The Independence Statement of Independent Commissioner
Other Public Companies: is disclosed in the Corporate Governance Chapter of this
Does not hold concurrent positions in other public companies. Annual Report.
Other Companies/Institutions: Education and Training in 2024
Senior Lecturer at Institut Pertanian Bogor (1990-present) Education and training in 2024 is presented separately in
the Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
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ERWIN RIJANTO SLAMET
Independent Commissioner
Age
66 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics from Universitas Gadjah
Mada (1983)
• Postgraduate Master of Science degree in Economics
from University of Illinois, USA (1989)
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
• Certified in Governance Oversight Professional (CGOP) by
the Mitra Kalyana Sejahtera certification Institute (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Principal Researcher, Department of Bank Research and
Board of Commissioners Regulation, Bank Indonesia (2005-2006)
Appointed for the first time as Independent Commissioner of • Deputy Director of Bank Supervision Department 3,
BNI in the Annual General Meeting of Shareholders (AGMS) Bank Indonesia (2006-2008)
on March 29, 2021, based on Deed of the AGMS of PT Bank • Director of Bank Supervision Department 3, Bank Indonesia
Negara Indonesia (Persero) Tbk No. 14 dated March 29, 2021, (2008-2010)
and obtained approval from the Financial Services Authority • Director of Singapore Representative Office, Bank Indonesia
(FSA) on August 6, 2021. (2010-2013)
• Executive Director of Bank Indonesia Financial System
Term of Office Surveillance Department (2013-2015)
2021-2026 (First Period) • Executive Director of Bank Indonesia’s Macroprudential
Policy Department (2015-2017)
Concurrent Positions • Board of Commissioners Member, Deposit Insurance
BNI: Corporation
• Member of the Risk Monitoring Committee • Ex Officio Bank Indonesia Deposit Insurance Corporation
• Member of the Nomination and Remuneration Committee (2017-2020)
• Deputy Governor of Bank Indonesia (2015-2020)
Other Public Companies: • President Commissioner of PT Aplikasinusa Lintasarta
Does not hold concurrent positions in other public companies. (2021-2023)
• Independent Commissioner of PT Bank Negara Indonesia
Other Companies/Institutions: (Persero) Tbk (2021-present)
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners, Affiliated Relationships
member of the committee, or other positions. Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Work Experience Majority and Controlling Shareholders.
• Head of Section for Supervision of Non-Foreign Exchange
Banks, Bank Indonesia (1992-1996) Statement of Independence
• Deputy Department Head of Foreign Affairs/INDRA, Bank The Independence Statement of Independent Commissioner
Indonesia (1996-1999) is disclosed in the Corporate Governance Chapter of this
• Bank Indonesia 1 Bank Audit Division Head (1999-1999) Annual Report.
• Executive Analyst, Department of Bank Research and
Regulation, Bank Indonesia (1999-2001) Education and Training in 2024
• Public Relations Bureau Head for the Governor of Bank Education and training in 2024 is presented separately in
Indonesia (2001-2004) the Training and/or Competency Improvement section of the
• Deputy Bureau Head for the Governor of Bank Indonesia Board of Commissioners in this Annual Report.
(2004-2005)
BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
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FADLANSYAH LUBIS
Commissioner
Age
57 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Law, Universitas Padjadjaran,
Indonesia (1992)
• Master’s degree in Law, University of Wellington, New
Zealand (2002)
• Doctorate in Law, Universitas Gadjah Mada, Indonesia
(2012)
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Assistant Deputy for Law, Human Rights, State Apparatus,
Board of Commissioners Communication and Informatics, Deputy for Politics, Law
Appointed for the first time as Commissioner at the EGMS and Security, RI Cabinet Secretariat (2011-2014)
on August 31, 2022, based on the EGMS Deed of Minutes • Commissioner of PT Perkebunan Nusantara VI (2013-2016)
No. 16 dated August 31, 2022 and obtained approval from the • Expert Staff for Law and International Relations, RI Cabinet
Financial Services Authority (FSA) on December 23, 2022. Secretariat (2014-2015)
• Deputy for Politics, Law and Security, RI Cabinet Secretariat
Term of Office (2015-2021)
2022-2027 (First Period) • Commissioner of PT Pegadaian (2016-2021)
• President Commissioner of PT Pupuk Kujang (2021-2022)
Concurrent Positions • Deputy Cabinet Secretary, RI Cabinet Secretariat
BNI: (2021-present)
• Member of the Risk Monitoring Committee • Commissioner of PT Bank Negara Indonesia (Persero) Tbk
• Member of the Nomination and Remuneration Committee (2022-present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Other Companies/Institutions: Majority and Controlling Shareholders.
Deputy Cabinet Secretary, RI Cabinet Secretariat
(2021-present). Education and Training in 2024
Education and training in 2024 is presented separately in
Work Experience the Training and/or Competency Improvement section of the
• Head of the State Apparatus Section, Bureau of the State Board of Commissioners in this Annual Report.
Apparatus, Regional Government and People’s Welfare,
Deputy Cabinet Secretary for Legal Affairs, RI Cabinet BBNI Share Ownership as at December 31, 2024
Secretariat (2006-2011) 986,860 shares
• Head of Communication and Informatics at Assistant Deputy
for Law, Human Rights, State Apparatus, Communication
and Informatics, Deputy for Politics, Law and Security,
Republic of Indonesia Cabinet Secretariat (2011)
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ROBERTUS BILLITEA
Commissioner
Age
58 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Depok, Indonesia
Education and/or Certification
• Bachelor of Law Degree from Universitas
Krisnadwipayana (1990)
• Master’s Degree in Business Law from Universitas
Padjadjaran (2009)
• Certified in Bank Risk Management Competency
Level 6 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Legal Director, Indonesian Restructuring Banking Agency/
Board of Commissioners BPPN (1999-2004)
Diangkat pertama kali sebagai Komisaris BNI melalui • Board of Commissioner PT Bank Lippo Tbk (2002-2004)
Appointed for the first time as Commissioner at the AGMS • Founder/Senior Partner, Law Firm Radjiman Billitea &
on September 19, 2023, based on the AGMS Deed of Minutes Partner (2004-2012)
No. 15 dated March 15, 2023 and obtained approval from the • Executive Director of Legal Affairs, Deposit Insurance
Financial Services Authority (FSA) on December 11, 2023. Corporation (2012-2019)
• Independent Commissioner, PT Bank Mandiri (Persero) Tbk
Term of Office (2019-2020)
2023-2028 (First Period) • President Director, PT Bahana Pembinaan Usaha Indonesia
(Persero) (2020-2023)
Concurrent Positions • President Commissioner, PT Bahana Sekuritas (2020-2023)
BNI: • Commissioner, PT Bahana Mitra Investa (2020-2023)
• Member of the Nomination and Remuneration Committee • Deputy for Law and Legislation, Ministry of State-Owned
• Member of the Integrated Governance Committee Enterprises (2023-present)
• Commissioner, PT Bank Negara Indonesia (Persero) Tbk
Other Public Companies: (2023-present)
Does not hold concurrent positions in other public companies.
Affiliated Relationships
Other Companies/Institutions: Has no affiliated relationships with the other members of the
Deputy for Law and Legislation at the Ministry of State-Owned Board of Commissioners, the Board of Directors or with the
Enterprises (2023-present). Majority and Controlling Shareholders.
Work Experience Education and Training in 2024
• Litigation Lawyer, Soemarjono Herman & Partner Law Firm Education and training in 2024 is presented separately in
(1991-1994) the Training and/or Competency Improvement section of the
• Senior Legal Officer, PT BBL Dharmala Finance Tbk. Board of Commissioners in this Annual Report.
Subsidiary of Bangkok Bank Limited (1994-1996)
• Legal Head, PT Profilindo Finance/Nexus Group (1996-1998) BBNI Share Ownership as at December 31, 2024
• Corporate Secretary, Nexus Group (1996-1999) 864,066 shares
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MOHAMAD YUSUF PERMANA
Commissioner
Age
49 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics from Universitas
Gunadarma (1999)
• Certified in Bank Risk Management Competency
Level 6 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Head of Invitation Preparation Subdivision, Ministry of State
Appointed for the first time as Commissioner at the AGMS Secretariat of the Republic of Indonesia (2008-2015)
on March 4, 2024, based on the AGMS Deed of Minutes No. 3 • Head of Subdivision for Preparing Accompanying Events,
dated March 4, 2024 and obtained approval from the Financial Ministry of State Secretariat of the Republic of Indonesia
Services Authority (FSA) on September 2, 2024. (2015-2016)
• Head of Ceremony Section, Ministry of State Secretariat of
Term of Office the Republic of Indonesia (2016-2021)
2024-2029 (First Period) • Commissioner of PT Pelayaran Samudera Djakarta Lloyd
(2020-2021)
Concurrent Positions • Commissioner of PT Pelabuhan Indonesia I (2021)
BNI: • Commissioner of PT Pelindo Multi Terminal (2021-2023)
• Member of the Integrated Governance Committee • Commissioner of PT Bank Tabungan Negara (Persero) Tbk
• Member of the Nomination and Remuneration Committee (2023-2024)
• Head of Protocol Bureau of the Presidential Secretariat,
Other Public Companies: Ministry of State Secretariat of the Republic of Indonesia
Does not hold concurrent positions in other public companies. (2021-2024)
• Deputy for Protocol, Press and Media of the Presidential
Other Companies/Institutions: Secretariat, Ministry of State Secretariat of the Republic of
Deputy for Protocol, Press and Media of the Presidential Indonesia (2024-present)
Secretariat, Ministry of State Secretariat of the Republic of • Commissioner of PT Bank Negara Indonesia (Persero) Tbk
Indonesia (2024-current). (2024- present)
Affiliated Relationships
Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Education and Training in 2024
Education and training in 2024 is presented separately in
the Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
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BOARD OF COMMISSIONERS’ AFFILIATED RELATIONSHIPS
Board of Commissioners’ Affiliated Relationships
Financial, Familial, and Management Relationships of the Board of Commissioners
Familial Relationship With Financial Relationship With Management
Relations at BNI,
Majority Majority Subsidiaries
Board of Board of Board of Board of
Name Position and Controlling and Controlling and Affiliated
Commissioners Directors Commissioners Directors
Shareholder* Shareholder* Companies
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Pradjoto President
Commissioner/
Independent
Commissioner
Pahala Vice President
Nugraha Commissioner
Mansury
Sigit Widyawan Independent
Commissioner
Askolani Commissioner
Asmawi Syam Independent
Commissioner
Septian Hario Independent
Seto Commissioner
Iman Sugema Independent
Commissioner
Erwin Rijanto Independent
Slamet Commissioner
Fadlansyah Commissioner
Lubis
Robertus Commissioner
Billiitea
Mohamad Commissioner
Yusuf Permana
* Directly or indirectly
CHANGES IN THE BOARD OF COMMISSIONERS MEMBER COMPOSITION AND REASONS
FOR THE CHANGES
During 2024, there was 1 (one) change in the composition of the Board of Commissioners members to
continue to improve BNI's performance. Based on the decision of the Annual GMS held on March 4, 2024,
the changes in the composition of the Board of Commissioners are as follows:
Composition of the Board of Commissioners for the January 1, 2024 - March 4, 2024 Period
The composition of the Board of Commissioners for the January 1, 2024 to March 4, 2024 period had 11
(eleven) members consisting of 1 (one) President Commissioner concurrently Independent Commissioner,
1 (one) Vice President Commissioner, 5 (five) Independent Commissioners and 4 (four) Commissioners. The
composition and basis of appointment of the Board of Commissioners can be seen in the table below.
Composition of the Board of Commissioners for the January 1, 2024 - March 4, 2024 Period
No Name Position Domicile Basis of Appointment Effective Date*
1 Pradjoto President Commissioner/ Jakarta EGMS Decision February 19, 2024
Independent Commissioner on September 19, 2023
2 Pahala Nugraha Mansury Vice President Commissioner Jakarta EGMS Decision February 19, 2024
on September 19, 2023
3 Askolani Commissioner Jakarta EGMS Decision December 20, 2019
on August 30, 2019
4 Susyanto Commissioner Bogor AGMS Decision July 27, 2020
on February 20, 2020
5 Fadlansyah Lubis Commissioner Jakarta EGMS Decision December 23, 2022
on August 31, 2022
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No Name Position Domicile Basis of Appointment Effective Date*
6 Robertus Billitea Commissioner Depok AGMS Decision December 11, 2023
on March 15, 2023
7 Erwin Rijanto Slamet Independent Commissioner Jakarta AGMS Decision August 6, 2021
on March 29, 2021
8 Sigit Widyawan Independent Commissioner Solo AGMS Decision March 15, 2023
on March 15, 2023
9 Asmawi Syam Independent Commissioner Jakarta AGMS Decision June 17, 2020
on February 20, 2020
10 Septian Hario Seto Independent Commissioner Jakarta AGMS Decision August 14, 2020
on February 20, 2020
11 Iman Sugema Independent Commissioner Bogor AGMS Decision August 14, 2020
on February 20, 2020
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/POJK.03/2016
dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
Composition of the Board of Commissioners for the March 4, 2024 - December 31, 2024 Period
On March 4, 2024, the 2024 Annual GMS decided to change the composition of the BNI Board of Commissioners
as follows:
1. Honorably discharged Susyanto as Commissioner;
2. Honorably discharged Askolani as Commissioner;
3. Appointed the names mentioned below as the Company's Management:
a. Askolani as Commissioner;
b. Mohamad Yusuf Permana as Commissioner.
Thus, the composition of the Board of Commissioners for the March 4, 2024 to December 31, 2024 period
had 11 (eleven) members consisting of 1 (one) President Commissioner concurrently as Independent
Commissioner, 1 (one) Vice President Commissioner, 5 (five) Independent Commissioners and 4 (four)
Commissioners. The composition and basis of appointment of the Board of Commissioners can be seen in
the table below. [ACGS (B).D.4.1]
Composition and Basis for Appointing the Board of Commissioners
No Name Position Domicile Basis of Appointment Period in Office Effective Date*
1 Pradjoto President Jakarta EGMS Decision on September 2020-2025 February 19, 2024
Commissioner/ 19, 2023 (First Period)**
Independent
Commissioner
2 Pahala Nugraha Mansury Vice President Jakarta EGMS Decision on September 2023-2028 February 19, 2024
Commissioner 19, 2023 (First Period)
3 Sigit Widyawan Independent Solo AGMS Decision on March 2023-2028 March 15, 2023
Commissioner 15, 2023 (Second Period)
4 Askolani Commissioner Jakarta EGMS Decision on August 2024-2029 March 4, 2024
30, 2019 (Second Period)
5 Asmawi Syam Independent Jakarta AGMS Decision on February 2020-2025 June 17, 2020
Commissioner 20, 2020 (First Period)
6 Septian Hario Seto Independent Jakarta AGMS Decision on February 2020-2025 August 14, 2020
Commissioner 20, 2020 (First Period)
7 Iman Sugema Independent Bogor AGMS Decision on February 2020-2025 August 14, 2020
Commissioner 20, 2020 (First Period)
8 Erwin Rijanto Slamet Independent Jakarta AGMS Decision on March 2021-2026 August 6, 2021
Commissioner 29, 2021 (First Period)
9 Fadlansyah Lubis Commissioner Jakarta EGMS Decision on August 2022-2027 December 23, 2022
31, 2022 (First Period)
10 Robertus Billitea Commissioner Depok AGMS Decision on March 2023-2028 September 11, 2023
15, 2023 (First Period)
11 Mohamad Yusuf Permana Commissioner Bogor AGMS Decision on February 2024-2029 September 2, 2024
20, 2020 (First Period)
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/POJK.03/2016
dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
**) Following his previous term as Deputy President Commissioner/Independent Commissioner of BNI.
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Board of Directors’
Profiles [ACGS C.2.5, D.4.1]
ROYKE TUMILAAR
President Director
Age
60 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics in Management from
Universitas Trisakti (1987)
• Master of Business Administration in Finance from
University of Technology, Sydney, Australia (1999)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute
(LSPP) (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Authority Holder Credit Decision (Group Head) Commercial
Board of Directors Banking, PT Bank Mandiri (Persero) Tbk (2006)
Appointed for the first time as President Director of BNI • Group Head, Regional Commercial Sales II, PT Bank Mandiri
through the Extraordinary GMS resolution dated September (Persero) Tbk (2007)
2, 2020, which was notarized through the PT Bank Negara • President Commissioner, PT Staco Jasapratama (General
Indonesia (Persero) Tbk Extraordinary General Meeting of Insurance) (2008)
Shareholders resolution No. 1 dated September 2, 2020, and • Commissioner, PT Mandiri Sekuritas (2009)
received approval from FSA through No. SR-376/PB.12/2020 • Group Head, Regional Commercial Sales I, PT Bank Mandiri
dated November 19, 2020. (Persero) Tbk (2010)
• Group Head Jakarta Commercial Sales PT Bank Mandiri
Term of Office (Persero) Tbk (2011)
2020-2025 (First Period). • Director, Treasury, FI & Special Asset Management,
PT Bank Mandiri (Persero) Tbk (2015)
Concurrent Positions • Director, Corporate Banking, PT Bank Mandiri (Persero) Tbk
BNI: (2015)
Concurrently, serves as Chairman/Deputy Chairman/Member • Director, Wholesale Banking, PT Bank Mandiri (Persero) Tbk
of committees under the Board of Directors, as described in (2017)
the Corporate Governance chapter of the Committees under • Director, Corporate Banking, PT Bank Mandiri (Persero) Tbk
the Board of Directors sub-chapter. (2018)
• President Director, PT Bank Mandiri (Persero) Tbk (2019)
Other Public Companies: • President Director, PT Bank Negara Indonesia (Persero) Tbk
Does not hold concurrent positions in other public companies. (2020–present)
Other Institutions: Affiliated Relationships
Does not hold concurrent positions, whether as a member Has no affiliated relationships with members of the Board of
of the Board of Directors, member of the Board of Directors, the Board of Commissioners or with the Majority
Commissioners, member of the committee, or other positions and Controlling Shareholders, either directly or indirectly with
in other companies. individual owners.
Work Experience Education and Training in 2024
• Credit Analyst, PT Bank Mandiri (Persero) Tbk (1988) Education and training in 2024 is presented separately in
• Corporate Dealer, PT Bank Mandiri (Persero) Tbk (1991) the Training and/or Competency Improvement section of the
• Relationship Manager – Treasury Division, PT Bank Mandiri Board of Directors in this Annual Report.
(Persero) Tbk (1995)
• Senior Officer Manager, PT Bank Mandiri (Persero) Tbk BBNI Share Ownership as at December 31, 2024
(1999) 3,656,941 shares
• Department Head (Vice President) Corporate Banking,
PT Bank Mandiri (Persero) Tbk (2005)
114 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
PUTRAMA WAHJU SETYAWAN
Deputy President Director
Age
55 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Bekasi, Indonesia
Education and/or Certification
• Bachelor of Forestry Engineering from University of
Gadjah Mada (1994)
• Master of Management in Accounting from
University Gadjah Mada (1996)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute
(LSPP) (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Senior Executive Vice President Medium Business PT Bank
Appointed as Director of BNI through the Extraordinary GMS Negara Indonesia (Persero) Tbk (2016)
resolution dated March 4, 2024, which was notarized through • Director of Medium Business of PT Bank Negara Indonesia
the PT Bank Negara Indonesia (Persero) Tbk Extraordinary (Persero) Tbk (2016)
General Meeting of Shareholders resolution No. 3 dated • Director of Corporate Business of PT Bank Negara Indonesia
March 4, 2024, and received approval from FSA through No. (Persero) Tbk (2018)
KEP-103/D.03/2024 dated August 30, 2024. • Director of Treasury and International of PT Bank Negara
Indonesia (Persero) Tbk (2020)
Term of Office • President Director of PT Jaminan Kredit Indonesia (2022)
2022-2027 (First Period) • Director of Treasury of PT Bank Negara Indonesia (Persero)
Tbk (2022-2023)
• Director of Retail Banking of PT Bank Negara Indonesia
Concurrent Positions
(Persero) Tbk (2023-2024)
BNI:
• Deputy President Director of PT Bank Negara Indonesia
Concurrently, serves as Chairman/Deputy Chairman/Member
(Persero) Tbk (2024- present)
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. Affiliated Relationships
Has no affiliated relationships with members of the Board of
Other Public Companies: Directors, the Board of Commissioners or with the Majority
Does not hold concurrent positions in other public companies. and Controlling Shareholders, either directly or indirectly with
individual owners.
Other Institutions:
Does not hold concurrent positions, whether as a member of Education and Training in 2024
the Board of Directors, member of the Board of Commissioners, Education and training in 2024 is presented separately in
or other positions. the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
BBNI Share Ownership as at December 31, 2024
3,879,526 shares
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
115
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
NOVITA WIDYA ANGGRAINI
Finance Director
Age
48 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics Degree in Accounting from
Universitas Islam Indonesia (2000)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Department Head Financial Reporting, PT Bank Mandiri
Board of Directors (Persero) Tbk (2013)
Appointed as Director of BNI through the Extraordinary GMS • Department Head Performance Management,
resolution dated September 2, 2020, notarized by the PT PT Bank Mandiri (Persero) Tbk (2015)
Bank Negara Indonesia (Persero) Tbk Extraordinary General • Group Head, Accounting, PT Bank Mandiri (Persero) Tbk
Meeting of Shareholders resolution No. 1 dated September (2017)
2, 2020, which received approval through OJK No. SR-376/ • Group Head, Strategy & Performance Management,
PB.12/2020 dated November 19, 2020. PT Bank Mandiri (Persero) Tbk (2020)
• Finance Director, PT Bank Negara Indonesia (Persero) Tbk
Term of Office (2020-present)
2020-2025 (First Period)
Affiliated Relationships
Concurrent Positions Has no affiliated relationships with members of the Board of
BNI: Directors, the Board of Commissioners or with the Majority
Concurrently, serves as Chairman/Deputy Chairman/Member and Controlling Shareholders, either directly or indirectly with
of committees under the Board of Directors, as described in individual owners.
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. Education and Training in 2024
Education and training in 2024 is presented separately in
Other Public Companies the Training and/or Competency Improvement section of the
Does not hold concurrent positions in other public companies. Board of Directors in this Annual Report.
Other Institutions: BBNI Share Ownership as at December 31, 2024
Does not hold concurrent positions, whether as a member of 3,143,884 shares
the Board of Directors, member of the Board of Commissioners,
or other positions.
Work Experience
• SR PS Reporting Regulatory, PT Bank Mandiri (Persero) Tbk
(2004)
• Team Leader, Statutory Reporting, PT Bank Mandiri
(Persero) Tbk (2009)
116 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
CORINA LEYLA KARNALIES
Retail Banking Director
Age
56 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Physics Degree from the University of
Indonesia (1992).
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Retail Collection & Recovery Group Head, PT Bank CIMB
Board of Directors Niaga Tbk (2006)
Appointed as Director of BNI through the Annual GMS • Collection & Recovery Head Consumer Banking, ABN Amro
resolution dated February 20, 2020, notarized by the PT Bank Bank(2007)
Negara Indonesia (Persero) Tbk Annual General Meeting • Collection & Recovery Head RBS/A, Amro Bank (2007)
of Shareholders resolution No. 21 dated February 20, 2020, • VP, Deputy Division Head Operations Credit Card &
which received approval through FSA No. SR-171/PB.12/2020 Acquiring Business, PT Bank Negara Indonesia (Persero)
dated June 25, 2020. Tbk (2010)
• VP, Deputy Division Head, Collection Management, PT Bank
Term of Office Negara Indonesia (Persero) Tbk (2013)
2020-2025 (First Period) • SVP – Division Head, Card Business, PT Bank Negara
Indonesia (Persero) Tbk (2015)
Concurrent Positions • SVP – Division Head, Product Development Management,
BNI: PT Bank Negara Indonesia (Persero) Tbk (2018)
Concurrently, serves as Chairman/Deputy Chairman/Member • SVP – Division Head, Data Management and Analytics, PT
of committees under the Board of Directors, as described in Bank Negara Indonesia (Persero) Tbk (2019)
the Corporate Governance chapter of the Committees under • Consumer Banking Director, PT Bank Negara Indonesia
the Board of Directors sub-chapter. (Persero) Tbk (2020-2023)
• Digital & Integrated Transaction Banking Director, PT Bank
Other Public Companies: Negara Indonesia (Persero) Tbk (2023-2024)
Does not hold concurrent positions in other public companies.
Affiliated Relationships
Other Institutions: Has no affiliated relationships with members of the Board of
Does not hold concurrent positions, whether as a member of Directors, the Board of Commissioners or with the Majority
the Board of Directors, member of the Board of Commissioners, and Controlling Shareholders, either directly or indirectly with
or other positions. individual owners.
Work Experience Education and Training in 2024
• Senior Collector/Leader, Citibank (1995) Education and training in 2024 is presented separately in
• Collection Head, Standard Chartered Bank (1997) the Training and/or Competency Improvement section of the
• Collection & Recovery Head, Bank Universal (1999) Board of Directors in this Annual Report.
• Credit Department Manager, Bank Universal (2000)
• Deputy Card Management, Bank Universal (2003) BBNI Share Ownership as at December 31, 2024
• Operation Credit Card Division Head, PT Bank Permata Tbk 3,506,474 shares
(2003)
• Credit Support & Risk Management Division Head, PT Bank
CIMB Niaga Tbk (2005)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
117
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
DAVID PIRZADA
Risk Management Director
Age
56 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Electrical Engineering from
Northeastern University, Boston, Massachusetts,
USA (1990)
• Master of Business Administration in Business
Management from New Hampshire College,
Manchester, USA (1992)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Co-Head of Commercial Portfolio Administration, The Bank
Board of Directors of Tokyo – Mitsubishi UFJ Ltd (2005)
Appointed as Director of BNI through the Extraordinary GMS • Head of Commercial Portfolio Administration, The Bank of
resolution dated September 2, 2020, notarized by the PT Tokyo – Mitsubishi UFJ Ltd (2007)
Bank Negara Indonesia (Persero) Tbk Extraordinary General • Head of Credit and Market Middle Department, The Bank of
Meeting of Shareholders resolution No. 1 dated September Tokyo – Mitsubishi UFJ Ltd (2009)
2, 2020, which received approval through OJK No. SR-386/ • Head of Risk Administration Department, The Bank of Tokyo
PB.12/2020 dated November 30, 2020. – Mitsubishi UFJ Ltd (2010)
• Country Chief Risk Officer, The Bank of Tokyo – Mitsubishi
Term of Office UFJ Ltd (2015)
2020-2025 (First Period) • SEVP, Wholesale Risk, PT Bank Mandiri (Persero) Tbk (2018)
• Risk Management Director, PT Bank Negara Indonesia
(Persero) Tbk (2020-present)
Concurrent Positions
BNI:
Concurrently, serves as Chairman/Deputy Chairman/Member Affiliated Relationships
of committees under the Board of Directors, as described in Has no affiliated relationships with members of the Board of
the Corporate Governance chapter of the Committees under Directors, the Board of Commissioners or with the Majority
the Board of Directors sub-chapter. and Controlling Shareholders, either directly or indirectly with
individual owners.
Other Public Companies
Does not hold concurrent positions in other public companies. Education and Training in 2024
Education and training in 2024 is presented separately in
Other Institutions: the Training and/or Competency Improvement section of the
Does not hold concurrent positions, whether as a member of Board of Directors in this Annual Report.
the Board of Directors, member of the Board of Commissioners,
or other positions. BBNI Share Ownership as at December 31, 2024
2,859,984 shares
Work Experience
• Account Officer, The Bank of Tokyo – Mitsubishi UFJ Ltd
(1993)
• Senior Analyst, The Bank of Tokyo – Mitsubishi UFJ Ltd
(2000)
118 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
RONNY VENIR
Network & Services Director
Age
57 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Animal Husbandry from
Universitas Padjadjaran (1993)
• Master’s degree in Agribusiness from Institut
Pertanian Bogor (2000)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • AVP, Small Business Marketing, Small Business Division,
Board of Directors PT Bank Negara Indonesia (Persero) Tbk (2006)
Appointed as Director of BNI through the Extraordinary GMS • Team Leader, Business Development, Small Business
resolution dated September 2, 2020, which was notarized by Division, PT Bank Negara Indonesia (Persero) Tbk (2007)
the PT Bank Negara Indonesia (Persero) Tbk Extraordinary • Head of Small Credit Center, Graha Pangeran Surabaya,
General Meeting of Shareholders resolution No. 1 dated PT Bank Negara Indonesia (Persero) Tbk (2008)
September 2, 2020, which received approval through OJK No. • Deputy Division Head, Small Business, PT Bank Negara
SR-361/PB.12/2020 dated November 5, 2020. Indonesia (Persero) Tbk (2010)
• Deputy Division Head, Commercial & Smalll Business
Term of Office PT Bank Negara Indonesia (Persero) Tbk (2012)
2020-2025 (First Period) • Head of Business Banking, Palembang Regional Office,
PT Bank Negara Indonesia (Persero) Tbk (2014)
• Regional Head, 02 (Sumbar, Riau, Kepri) Regional Office,
Concurrent Positions
PT Bank Negara Indonesia (Persero) Tbk (2016)
BNI:
• Regional Head, 12 (Jakarta Kota) Regional Office,
Concurrently, serves as Chairman/Deputy Chairman/Member
PT Bank Negara Indonesia (Persero) Tbk (2017)
of committees under the Board of Directors, as described in
• Head of Small Business Division, PT Bank Negara Indonesia
the Corporate Governance chapter of the Committees under
(Persero) Tbk (2018)
the Board of Directors sub-chapter.
• SEVP, Medium Business, PT Bank Negara Indonesia
(Persero) Tbk (2018)
Other Public Companies:
• SEVP, Network, PT Bank Negara Indonesia (Persero) Tbk
Does not hold concurrent positions in other public companies.
(2019)
• Network and Services Director, PT Bank Negara Indonesia
Other Institutions:
(Persero) Tbk (2020-present)
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions. Affiliated Relationships
Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Work Experience
and Controlling Shareholders, either directly or indirectly with
• Manager, Business Marketing, Tebet Branch, PT Bank
individual owners.
Negara Indonesia (Persero) Tbk (1995)
• Supervisor, Product marketing, Pecenongan Branch, PT
Bank Negara Indonesia (Persero) Tbk (1997) Education and Training in 2024
• Manager, Business Services Coordination, PT Bank Negara Education and training in 2024 is presented separately in
Indonesia (Persero) Tbk (2003) the Training and/or Competency Improvement section of the
• Manager, Partnership & Program Marketing, PT Bank Board of Directors in this Annual Report.
Negara Indonesia (Persero) Tbk (2004)
• Relationship Manager, Small Business Marketing, Small BBNI Share Ownership as at December 31, 2024
Business Division, PT Bank Negara Indonesia (Persero) Tbk 3,539,596 shares
(2005)
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
119
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
MUCHAROM
Human Capital & Compliance Director
Age
55 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Economics and Development
Studies from Universitas Gadjah Mada (1995)
• Master of Management in International Business
from Universitas Gadjah Mada (1997)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s • Head of Makassar Regional Office (2012-2015)
Board of Directors • General Manager of BNI Hong Kong Overseas Branch Office
Appointed as Director of BNI through the Extraordinary (2015-2016)
GMS resolution dated August 31, 2022, notarized by the PT • Head of Policy Governance Division (2016-2017)
Bank Negara Indonesia (Persero) Tbk Extraordinary General • Head of Strategic Planning Division (2017-2021)
Meeting of Shareholders resolution No. 16 dated August • Senior Vice President of Corporate Communication &
31, 2022, which received approval through OJK No. KEP- Secretarial Division (2021-2022)
1/D.03/2022 dated January 2, 2023. • Human Capital & Compliance Director of PT Bank Negara
Indonesia (Persero) (2022-present)
Term of Office
2022-2027 (First Period) Affiliated Relationships
Has no affiliated relationships with members of the Board of
Concurrent Positions Directors, the Board of Commissioners or with the Majority
BNI: and Controlling Shareholders, either directly or indirectly with
Concurrently, serves as Chairman/Deputy Chairman/Member individual owners.
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under Education and Training in 2024
the Board of Directors sub-chapter. Education and training in 2024 is presented separately in
the Training and/or Competency Improvement section of the
Other Public Companies: Board of Directors in this Annual Report.
Does not hold concurrent positions in other public companies.
BBNI Share Ownership as at December 31, 2024
Other Institutions: 2,541,148 shares
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
Pengalaman Kerja
• Deputy Head of Operational Risk Division (2008-2011)
• Head of Network & Service Makassar Regional Office
(2011-2012)
120 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
TOTO PRASETIO
Technology & Operations Director
Age
58 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Diploma in Mechanical Engineering, University of
Stuttgart, Germany (1989)
• Diploma in Mechanical Engineering, University of
Stuttgart, Germany (1992)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
theBanking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Head of IT Project Management, PT Bank Mega Tbk (2015-
Appointed as Director of BNI through the Extraordinary 2017)
GMS resolution dated August 31, 2022, notarized by the PT • Group Head IT Application Support, PT Bank Mandiri
Bank Negara Indonesia (Persero) Tbk Extraordinary General (Persero) Tbk (2017-2019)
Meeting of Shareholders resolution No. 16 dated August • SEVP Information Technology, PT Bank Mandiri (Persero) Tbk
31, 2022, which received approval through OJK No. KEP- (2019-2022)
13/D.03/2023 dated January 26, 2023. • Technology & Operations Director, PT Bank Negara Indonesia
(Persero) Tbk (2022-present)
Term of Office
2022-2027 (First Period) Affiliated Relationships
Has no affiliated relationships with members of the Board of
Concurrent Positions Directors, the Board of Commissioners or with the Majority
BNI: and Controlling Shareholders, either directly or indirectly with
Concurrently, serves as Chairman/Deputy Chairman/Member individual owners.
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under Education and Training in 2024
the Board of Directors sub-chapter. Education and training in 2024 is presented separately in
the Training and/or Competency Improvement section of the
Other Public Companies: Board of Directors in this Annual Report.
Does not hold concurrent positions in other public companies.
BBNI Share Ownership as at December 31, 2024
Other Institutions: 2,163,696 shares
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
121
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
I MADE SUKAJAYA
Enterprise and Commercial Banking Director
Age
56 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Agriculture Degree from Udayana
University (1992)
• Master Degree in Financial Management from
Universitas Persada Indonesia Y.A.I. (2004)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Deputy General Manager, Tokyo branch PT. Bank Negara
Appointed as Director of BNI through the Extraordinary GMS Indonesia (Persero) Tbk (2016-2019)
resolution dated March 4, 2024, notarized by the PT Bank • Deputy Division Head, International PT. Bank Negara
Negara Indonesia (Persero)Tbk Extraordinary General Meeting Indonesia (Persero) Tbk (2019)
of Shareholders resolution No. 3 dated March 4, 2024, which • Head of Regional Office 08 Denpasar of PT Bank Negara
received approval through OJK No. KEP-101/D.03/2024 dated Indonesia (Persero) Tbk (2019-2020)
August 30, 2024. • Division Head, Corporate Business 1 of PT Bank Negara
Indonesia (Persero) Tbk (2020-2023)
Term of Office • Commissioner of PT BNI Sekuritas (2022-2024)
2024-2029 (First Period) • SEVP Remedial & Recovery of PT Bank Negara Indonesia
(Persero) Tbk (2023-2024)
Concurrent Positions • Director, Enterprise & Commercial Banking PT Bank Negara
BNI: Indonesia (Persero) Tbk (2024-present)
Concurrently, serves as Chairman/Deputy Chairman/Member
of committees under the Board of Directors, as described in Affiliated Relationships
the Corporate Governance chapter of the Committees under Has no affiliated relationships with members of the Board of
the Board of Directors sub-chapter. Directors, the Board of Commissioners or with the Majority
and Controlling Shareholders, either directly or indirectly with
Other Public Companies: individual owners.
Does not hold concurrent positions in other public companies.
Education and Training in 2024
Other Institutions: Education and training in 2024 is presented separately in
Does not hold concurrent positions, whether as a member of the Training and/or Competency Improvement section of the
the Board of Directors, member of the Board of Commissioners, Board of Directors in this Annual Report.
or other positions.
BBNI Share Ownership as at December 31, 2024
576,912 shares
122 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
HUSSEIN PAOLO KARTADJOEMENA
Digital and Integrated Transaction Banking Director
Age
45 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics Degree from Harvard
University (2002).
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • SVP Corporate Development, PT Bank Mandiri (Persero) Tbk
Appointed as Director of BNI through the Extraordinary GMS (2012)
resolution dated March 4, 2024, notarized by the PT Bank • General Manager, Corporate Finance & Investor Relations,
Negara Indonesia (Persero)Tbk Extraordinary General Meeting PT Apexindo Pratama Duta Tbk (2014)
of Shareholders resolution No. 3 dated March 4, 2024, which • Chief Executive Officer of PT Royal Indo Mandiri (2017)
received approval through OJK No. KEP-102/D.03/2024 dated • Chief Executive Officer of PT Royal Lestari Utama (2018)
August 30, 2024. • Senior Executive Vice President & Chief Transformation
Officer, PT Bank Mandiri (Persero) Tbk (2020)
Term of Office • Senior Executive Vice President - Corporate Development
2024-2029 (First Period) & Transformation, PT Bank Negara Indonesia (Persero) Tbk
(2020-2024)
• President Commissioner of PT Bank Hibank Indonesia
Concurrent Positions
(2023-2024)
BNI:
• Director, Digital and Integrated Transaction Banking of
Concurrently, serves as Chairman/Deputy Chairman/Member
PT Bank Negara Indonesia (Persero) Tbk (2024- present)
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. Affiliated Relationships
Has no affiliated relationships with members of the Board of
Other Public Companies: Directors, the Board of Commissioners or with the Majority
Does not hold concurrent positions in other public companies. and Controlling Shareholders
Other Institutions: Education and Training in 2024
Does not hold concurrent positions, whether as a member of Education and training in 2024 is presented separately in
the Board of Directors, member of the Board of Commissioners, the Training and/or Competency Improvement section of the
or other positions. Board of Directors in this Annual Report.
BBNI Share Ownership as at December 31, 2024
918,611 shares
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
123
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
AGUNG PRABOWO
Wholesale and International Banking Director
Age
54 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Accounting and Business Administration
degree, University of Kansas, USA (1994)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Director of PT UBS Sekuritas Indonesia (2013-2021)
Appointed as Director of BNI through the Extraordinary GMS • President Director of PT BNI Sekuritas (2021-2024)
resolution dated March 4, 2024, notarized by the PT Bank • Director, Wholesale and International Banking of PT Bank
Negara Indonesia (Persero)Tbk Extraordinary General Meeting Negara Indonesia (Persero) Tbk (2024-present)
of Shareholders resolution No. 3 dated March 4, 2024, which
received approval through OJK No. KEP-120/D.03/2024 dated Affiliated Relationships
October 7, 2024. Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Term of Office and Controlling Shareholders, either directly or indirectly with
2024-2029 (First Period) individual owners.
Concurrent Positions Education and Training in 2024
BNI: Education and training in 2024 is presented separately in
Concurrently, serves as Chairman/Deputy Chairman/Member the Training and/or Competency Improvement section of the
of committees under the Board of Directors, as described in Board of Directors in this Annual Report.
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. BBNI Share Ownership as at December 31, 2024
101,356 shares
Other Public Companies:
Does not hold concurrent positions in other public companies.
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
124 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
MUNADI HERLAMBANG*)
Institutional Banking Director
Age
45 years old as of December 31, 2024
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor's degree in Chemical Engineering from
Institut Teknologi Sepuluh November (1997)
• Master’s degree in International Business from
University of London (2003)
• Doctorate (S3) in Leadership and Policy Innovation
from Universitas Gadjah Mada (2024)
• Certified in Bank Risk Management Competency
Level 7 by the Professional Certification Institute of
the Banking Professional Certification Agency (2024)
Position History:
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Director of Finance, HC and Risk Management of PT Wijaya
Appointed as Director of BNI through the Extraordinary GMS Karya Bitumen (2019-2021)
resolution dated March 4, 2024, notarized by the PT Bank • Director of Institutional Relations of PT Jasa Raharja (2021-
Negara Indonesia (Persero)Tbk Extraordinary General Meeting 2024)
of Shareholders resolution No. 3 dated March 4, 2024, and is • Institutional Banking Director of PT Bank Negara Indonesia
currently in the process of the OJK Fit and Proper Test. (Persero) Tbk (2024-present)
Term of Office Affiliated Relationships
2024-2029 (First Period) Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Concurrent Positions and Controlling Shareholders, either directly or indirectly with
BNI: individual owners.
Concurrently, serves as Chairman/Deputy Chairman/Member
of committees under the Board of Directors, as described in Education and Training in 2024
the Corporate Governance chapter of the Committees under Education and training in 2024 is presented separately in
the Board of Directors sub-chapter. the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
Other Public Companies:
Does not hold concurrent positions in other public companies. BBNI Share Ownership as at December 31, 2024
Does not own BBNI shares
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
*)
Has not been effective.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BOARD OF DIRECTORS’ AFFILIATED RELATIONSHIPS
Board of Directors’ Affiliated Relationships
Financial, Familial, and Management Relationships of the Board of Directors
Familial Relationship With Financial Relationship With
Management
Relations
Majority Majority at BNI,
Board of Board of and Board of Board of and Subsidiaries
Name Position
Commissioners Directors Controlling Commissioners Directors Controlling and Affiliated
Shareholder* Shareholder* Companies
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Royke Tumilaar President
Director
Putrama Wahju Deputy
Setyawan President
Director
Novita Widya Finance
Anggraini Director
Corina Leyla Retail
Karnalies Banking
Director
David Pirzada Risk
Management
Director
Ronny Venir Network
and Services
Director
Mucharom Human
Capital and
Compliance
Director
Toto Prasetio Technology
and
Operations
Director
I Made Enterprise
Sukajaya and
Commercial
and Banking
Director
Hussein Paolo Digital and
Kartadjoemena Integrated
Transaction
Banking
Director
Agung Wholesale
Prabowo and
International
Banking
Director
Munadi Institutional
Herlambang** Banking
Director
*)
Directly or indirectly
**)
Has not been effective
126 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
CHANGES IN THE BOARD OF DIRECTORS MEMBER COMPOSITION AND REASONS FOR
THE CHANGES
During 2024, there was 1 (one) change in the composition of the Board of Directors to continue to grow BNI's
performance. Based on the decision of the Annual GMS for Financial Year 2023 held on March 4, 2024, the
changes in the composition of the Board of Directors are as follows:
January 1, 2024 - March 4, 2024 Period
In January 1, 2024 - March 4, 2024 period, the BNI Board of Directors had 12 (twelve) members consisting of
1 (one) President Director, 1 (one) Deputy President Director, and 10 (ten) Directors.
Composition of the Board of Directors for the January 1, 2024 - March 4, 2024 Period
Name Position Domicile Basis of Appointment Term of Office Effective Date*
Royke Tumilaar President Director Jakarta EGMS Decision 2020-2025 November 19, 2020
on September 2, 2020 (First Period)
Adi Sulistyowati Deputy President Jakarta EGMS Decision 2020-2025 November 6, 2020
Director on September 2, 2020 (Second Period)
Novita Widya Finance Director Jakarta EGMS Decision 2020-2025 November 19, 2020
Anggraini on September 2, 2020 (First Period)
Corina Leyla Digital and Jakarta AGMS Decision 2020-2025 June 26, 2020
Karnalies Integrated on February 20, 2020 (First Period)
Transaction
Banking Director
Sis Apik Enterprise and Jakarta AGMS Decision 2020-2025 June 26, 2020
Wijayanto Commercial and on February 20, 2020 (First Period)
Banking Director
David Pirzada Risk Management Jakarta EGMS Decision 2020-2025 December 1, 2020
Director on September 2, 2020 (First Period)
Silvano Winston Wholesale and Jakarta EGMS Decision 2020-2025 December 1, 2020
Rumantir International on September 2, 2020 (First Period)
Banking Director
Ronny Venir Network and Jakarta EGMS Decision 2020-2025 November 6, 2020
Services Director on September 2, 2020 (First Period)
Muhammad Institutional Jakarta EGMS Decision 2020-2025 November 19, 2020
Iqbal Banking Director on September 2, 2020 (First Period)
Putrama Wahju Retail Banking Bekasi EGMS Decision 2022-2027 December 23, 2022
Setyawan Director on August 31, 2022 (First Period)
Mucharom Human Capital Jakarta EGMS Decision 2022-2027 January 6, 2023
and Compliance on August 31, 2022 (First Period)
Director
Toto Prasetio Technology and Jakarta EGMS Decision 2022-2027 January 31, 2023
Operations Director on August 31, 2022 (First Period)
*)
The Board of Directors took office after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/ POJK.03/2016 dated July 22,
2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
March 4, 2024 - December 31, 2024 Period
In March 4, 2024 - December 31, 2024 period, there were changes in the composition and transfer of
assignment between members of the Board of Directors in accordance with the Annual GMS hel on March
4, 2024 as follows:
1. Honorably discharged the following names as the Management of the Company:
a. Adi Sulistyowati as Deputy President Director;
b. Sis Apik Wijayanto as Enterprise and Commercial Banking Director;
c. Muhammad Iqbal as Institutional Banking Director;
d. Silvano Winston Rumantir as Wholesale and International Banking Director;
2. Transfer of assignment of the names mentioned below as members of the Company's Board of Directors
as follows:
a. Putrama Wahju Setyawan from Director of Retail Banking to Deputy President Director;
b. Corina Leyla Karnalies, previously Digital and Integrated Transaction Banking Director, becomes Retail
Banking Director;
3. Appointing the names mentioned below as members of the Company's Board of Directors:
a. I Made Sukajaya as Enterprise & Commercial Banking Director;
b. Hussein Paolo Kartadjoemena as Digital & Integrated Transaction Banking Director;
c. Agung Prabowo as Wholesale & International Banking Director;
d. Munadi Herlambang as Institutional Banking Director;
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
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Thus, the Board of Directors composition for March 4, 2024 - December 31, 2024 period had 12 (twelve)
members consisting of 1 (one) President Director, 1 (one) Deputy President Director, and 10 (ten) Directors.
The composition and basis of appointment of the Board of Directors can be seen in the table below:
Composition of the Board of Directors for the March 4, 2024 - December 31, 2024 Period Table
Name Position Domicile Basis of Appointment Period in Office Effective Date*
Royke Tumilaar President Director Jakarta EGMS Decision 2020-2025 November 19, 2020
on September 2, 2020 (First Period)
Putrama Wahju Deputy President Bekasi AGMS Decision 2022-2027 September 2, 2024
Setyawan Director on March 4, 2024 (First Period)
Novita Widya Finance Director Jakarta EGMS Decision 2020-2025 November 19, 2020
Anggraini on September 2, 2020 (First Period)
Corina Leyla Retail Banking Jakarta AGMS Decision 2020-2025 June 26, 2020
Karnalies Director on February 20, 2020 (First Period)
David Pirzada Risk Management Jakarta EGMS Decision 2020-2025 December 1, 2020
Director on September 2, 2020 (First Period)
Ronny Venir Network and Jakarta EGMS Decision 2020-2025 November 6, 2020
Services Director on September 2, 2020 (First Period)
Mucharom Human Capital Jakarta EGMS Decision 2022-2027 January 6, 2023
and Compliance on August 31, 2022 (First Period)
Director
Toto Prasetio Technology and Jakarta EGMS Decision 2022-2027 January 31, 2023
Operations Director on August 31, 2022 (First Period)
I Made Sukajaya Enterprise and Jakarta AGMS Decision 2024-2029 September 2, 2024
Commercial and on March 4, 2024 (First Period)
Banking Director
Hussein Paolo Digital and Jakarta AGMS Decision 2024-2029 September 2, 2024
Kartadjoemena Integrated on March 4, 2024 (First Period)
Transaction
Banking Director
Agung Prabowo Wholesale and Jakarta AGMS Decision 2024-2029 October 9, 2024
International on March 4, 2024 (First Period)
Banking Director
Munadi Institutional Jakarta AGMS Decision 2024-2029 Has not been effective
Herlambang** Banking Director on March 4, 2024 (First Period)
*)
The Board of Directors took office after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/ POJK.03/2016 dated July 22,
2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
**)
Has not been effective.
128 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Information on Changes in the
Composition of Members of the Board of
Directors and/or Members of the Board
of Commissioners that Occurred after the
Financial Year
There were no changes in the composition of Members of the Board of Directors and/or Members of the
Board of Commissioners after the financial year 2024 until the deadline for submitting the Annual Report.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Senior Executive
President Profiles
ITA TETRALASTWATI RIAN ERIANA KASLAN
SEVP Treasury SEVP Retail Digital Solutions
Age Age
54 years old as of December 31, 2024 48 years old as of December 31, 2024
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor’s degree in Economics from Universitas Gadjah Mada • Bachelor of Arts in Business Administration, Clark University, USA,
(1996) (1999)
• Level 6 Risk Management Commitment by the Risk Management • Master of Business Administration in International Management and
Certification Agency (BSMR) (2024) Marketing, Boston University, USA, (2006)
• Competency in Financing Sub-Sector Supervision Qualification • Level 7 Risk Management Competency Certification issued by Risk
Level 6 by the National Professional Certification Agency (2024) Management Certification Agency (BSMR) (2024)
• Advance Level Treasury Dealer Competency by the Banking • Executive Overview for Commissioner of PT Bank HiBank Indonesia
Professional Certification Institute (2023) by LPPI (2024)
Position History: Position History:
Legal Basis of Appointment as the Company’s SEVP Legal Basis of Appointment as the Company’s SEVP
Appointed as SEVP Treasury based on Decision of the Board of Appointed as SEVP Retail Digital Solutions based on Decision of the
Directors of PT Bank Negara Indonesia (Persero) Tbk No. KP/374/ DIR/R Board of Directors of PT Bank Negara Indonesia (Persero) Tbk No.
dated November 9, 2020. KP/340/DIR/R dated July 28, 2021.
Concurrent Positions Concurrent Positions
BNI BNI
No concurrent positions at BNI. No concurrent positions at BNI.
Others Public Companies Others Public Companies
Does not hold concurrent positions in other public companies. Does not hold concurrent positions in other public companies.
Other Institutions Other Institutions
Commissioner of PT BNI Multifinance (2024 – present) (currently, Fit & President Commissioner of PT Bank Hibank Indonesia (2024-present).
Proper Test process by FSA)
Work Experience
Work Experience • AVP, Client Service Manager - Bank of New York Mellon, Boston,
• Money Market Dealer, PT Bank Pembangunan Indonesia (Persero) United of America (1999 - 2000)
(1998) • Executive Vice President, Commonwealth Bank Indonesia, Jakarta,
• Cash & Liquidity Dealer, PT Bank Mandiri (Persero) Tbk (1999) Head of Digital Strategy & Delivery (2006-2021)
• Fixed Income Dealer, PT Bank Mandiri (Persero) Tbk (2007) • Senior Executive Vice President - Retail Digital Solutions PT Bank
• Money Market Dealer, PT Bank Mandiri (Persero) (2008) Negara Indonesia (Persero) Tbk (2021-present)
• Chief Dealer, Treasury Cash & Liquidity Management, PT Bank • President Commissioner of PT BNI Capital Ventura (2022-2024)
Mandiri (Persero) (2009) • President Commissioner of PT Bank Hibank Indonesia (2024 -
• Vice President, Treasury Interest Rate Trading, PT Bank Mandiri present)
(Persero) (2011)
• Vice President, Treasury FX Trading, PT Bank Mandiri (Persero) (2015) Affiliated Relationships
• Senior Vice President, Market Risk, PT Bank Mandiri (Persero) (2016) No affiliations with members of the Board of Directors and Board of
• Non-Executive Director Bank Mandiri Europe Limited (2018) Commissioners, or with the majority and controlling shareholder.
• Senior Vice President, Market & Operational Risk, PT Bank Mandiri
(Persero) (2020) Training in 2024
• Senior Executive Vice President, Treasury, PT Bank Negara Indonesia Data can be found in the Senior Executive Vice President (SEVP)
(Persero) Tbk (2020-present) Competency Development section in the Company Profile chapter of
this Annual Report.
Affiliated Relationships
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2024
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter of
this Annual Report.
130 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
VICTOR ERICO KOROMPIS STEVEN SURYANA
SEVP Information Technology SEVP Wealth Management
Age Age
50 years old as of December 31, 2024 52 years old as of December 31, 2024
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bina Nusantara University (1992-1996) • Bachelor of Economics Degree from Universitas Tarumanegara
• Universitas Indonesia (Master of Information Technology) Graduated • Level 6 Risk Management Competency Certification issued by Risk
with Cum Laude (1999-2001) Management Certification Agency (BSMR) (2024)
• The Innovative Technology Leader at Standford University (2023)
• Venture Capital Executive Program by Berkeley University San Position History:
Fransisco (2024) Legal Basis of Appointment as the Company’s SEVP
• Level 6 Risk Management Competency Certification issued by Risk Appointed as SEVP Wealth Management based on PT Bank Negara
Management Certification Agency (BSMR) (2024) Indonesia (Persero) Tbk Board of Directors Decision No. DIR/062 dated
May 16, 2023.
Position History:
Legal Basis of Appointment as the Company’s SEVP Concurrent Positions
Appointed as SEVP Information Technology based on PT Bank Negara BNI
Indonesia (Persero) Tbk Board of Directors Decision No. DIR/006/R No concurrent positions at BNI.
dated January 20, 2023.
Others Public Companies
Concurrent Positions Does not hold concurrent positions in other public companies.
BNI
No concurrent positions at BNI. Other Institutions:
Does not hold concurrent positions, whether as a member of the
Others Public Companies Board of Directors, member of the Board of Commissioners, or other
Does not hold concurrent positions in other public companies. positions.
Other Institutions Work Experience
Komisaris Utama PT BNI Modal Ventura (2024 – saat ini) • General Manager – Standard Chartered Bank Philippines (2007)
• Head of Wealth Management - ABN AMRO Bank (Royal bank of
Work Experience Scotland) (2007-2010))
• IBM Business Partner - PT Mitra Integrasi Komputindo ( 1996-2002) • Group Head, Sales & Marketing – PT Manulife Aset Manajemen
• AVP, IT Programme Management Office Head – PT Bank Danamon Indonesia (2010-2011)
Indonesia Tbk(2001-2014) • SVP & Head of Wealth Management – HSBC Indonesia (2011 – 2019)
• Vice President, IT Cons. Finance, Touchpoint& Payment Head – • Director, Retail Banking Head – Citibank Indonesia (2019 - 2023)
PT Bank Danamon Indonesia Tbk (2004 - 2007) • Senior Executive Vice President Wealth Management (2023 –
• Senior VP, IT Electronic Channels and Card Head ( 2007 – 2010) present)
• Executive VP, IT Business Solution & System Integration Head –
PT Bank Danamon Indonesia Tbk (2010 – 2016) Affiliated Relationships
• Acting Chief Information Officer - PT Bank Danamon Indonesia Tbk No affiliations with members of the Board of Directors and Board of
(2015 –2016) Commissioners, or with the majority and controlling shareholder.
• Senior Vice President, Head of Information Technology - PT Bank
Danamon Indonesia Tbk (2016 –2018) Training in 2024
• Senior Vice President, Head of Digital Banking Delivery Group – Data can be found in the Senior Executive Vice President (SEVP)
PT Bank Danamon Indonesia Tbk (2019 - 2022) Competency Development section in the Company Profile chapter of
• Senior Executive Vice President Information Technology – this Annual Report.
PT Bank Danamon Indonesia Tbk (Persero) Tbk (2022 – present)
Affiliated Relationships
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2024
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter of
this Annual Report.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BUN HENDRA PANCARAN AFFENDI
SEVP Credit Risk SEVP Corporate Banking
Act. SEVP Remedial Recovery
Age Age
47 years old as of December 31, 2024 51 years old as of December 31, 2024
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor of Engineering Degree from University of Tarumanagara, • Organizational Leadership - IMD Business School (2014)
bachelor degree, (1995-1999) • Civil Engineering - Universitas Tarumanegara (1997)
• Master of Management, University of Indonesia, post-graduate • Level 7 Risk Management Competency by the Risk Management
degree, (2001-2003) Certification Agency (BSMR) (2024)
• Level 7 Risk Management Competency by the Risk Management
Certification Agency (BSMR) (2024) Position History:
Legal Basis of Appointment as the Company’s SEVP
Position History: Appointed as SEVP Corporate Banking based on PT Bank Negara
Legal Basis of Appointment as the Company’s SEVP Indonesia (Persero) Tbk Board of Directors Decision No. KP/742/DIR/R
• Appointed as SEVP Credit Risk based on PT Bank Negara Indonesia dated October 25, 2023.
(Persero) Tbk Board of Directors Decision No. KP/743/DIR/R dated
October 25, 2023. Concurrent Positions
• Appointed as Temporary SEVP Remedial Recovery based on Board BNI
of Directors Decision of PT Bank Negara Indonesia (Persero) Tbk. No concurrent positions at BNI.
No. KP/093.1/DIR/R dated March 14, 2024.
Others Public Companies
Concurrent Positions Does not hold concurrent positions in other public companies.
BNI
No concurrent positions at BNI. Other Institutions
Komisaris BNI Sekuritas (2024)(saat ini dalam proses Fit & Proper Test
Others Public Companies OJK).
Does not hold concurrent positions in other public companies.
Work Experience
Other Institutions: • Civil Structural Designer, PT Partono Fondas (1997 – 1998)
Does not hold concurrent positions, whether as a member of the • Corporate Banking, PT Bank Central Asia Tbk (1998 – 2004)
Board of Directors, member of the Board of Commissioners, or other • Corporate Banking, DBS Bank (2004 – 2005)
positions. • VP – Corporate Banking, ABN AMRO Bank N.V (2005 –2008)
• Managing Director – Country Head of Global Corporate & Institutional
Work Experience Banking, MUFG Bank (2008 -2023)
• SVP and Credit Review Division Co Head - PT Bank Ekonomi Rahardja • SEVP Corporate Banking, PT Bank Negara Indonesia (Persero), Tbk
Tbk. (2010 – 2013) (2023 – present)
• Director, Head of Research & Analysis, Indonesia – PT ANZ Indonesia
(2014 – 2016) Affiliated Relationships
• Executive Vice President, Global Corporate Credit Head - PT Bank No affiliations with members of the Board of Directors and Board of
CIMB Niaga Tbk (2016-2019) Commissioners, or with the majority and controlling shareholder.
• Executive Director, Head of Credit Risk Specialist - PT Bank DBS
Indonesia (2019 – 2023) Training in 2024
• Senior executive Vice President Credit Risk – PT Bank Negara Data can be found in the Senior Executive Vice President (SEVP)
Indonesia (Persero) (2023 – present) Competency Development section in the Company Profile chapter of
this Annual Report.
Affiliated Relationships
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2024
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter of
this Annual Report.
132 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
ANANG BASUKI EMMY NURHAYATI
SEVP Operations SEVP Human Capital
Age Age
54 years old as of December 31, 2023 60 years old as of December 31, 2024
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor’s degree in Accounting from Universitas Gadjah Mada Bachelor’s degree in Economy from Universitas Indonesia
• Risk Management Competency Qualification Level 6 by the Banking
Professional Certification Institute (LSPP) (2024) Position History:
Legal Basis of Appointment as the Company’s SEVP
Position History: Appointed as SEVP Human Capital based on PT Bank Negara Indonesia
Legal Basis of Appointment as the Company’s SEVP (Persero) Tbk Board of Directors Decision No. KP/429/DIR/R dated
Appointed as SEVP Operations dengan pola Pelaksana Jabatan (PJ) October 01, 2024.
based on PT Bank Negara Indonesia (Persero) Tbk Board of Directors
Decision No. KP/820/DIR/R dated December 06, 2023 and active as Concurrent Positions
SEVP Operations with effect from March 01, 2024. BNI
No concurrent positions at BNI.
Concurrent Positions
BNI Others Public Companies
No concurrent positions at BNI. Does not hold concurrent positions in other public companies.
Others Public Companies Other Institutions:
Does not hold concurrent positions in other public companies. Does not hold concurrent positions, whether as a member of the
Board of Directors, member of the Board of Commissioners, or other
Other Institutions: positions.
Does not hold concurrent positions, whether as a member of the
Board of Directors, member of the Board of Commissioners, or other
positions. Work Experience
• Assistant Vice President Penanganan Non Performing Loan (NPL) -
Work Experience PT Bank Mandiri (Persero) Tbk (2010-2011)
• Department Head, Audit Methodology PT Bank Negara Indonesia • Vice President Human Capital Business Partner Wholesale Banking -
(Persero) Tbk (2005–2008) PT Bank Mandiri (Persero) Tbk (2011-2014)
• Branch Manager, Malang & Mojokerto PT Bank Negara Indonesia • Senior Vice President Human Capital Business Partner Wholesale
(Persero) Tbk (2008–2010) Banking - PT Bank Mandiri (Persero) Tbk (2015-2019)
• Deputy General Manager, Corporate Audit PT Bank Negara Indonesia • Senior Vice President Human Capital Performance and Remuneration
(Persero) Tbk (2010–2014) – PT Bank Mandiri (Persero) Tbk (2019-2020)
• CEO Region 02 (Sumatra Barat, Riau, Kepri) PT Bank Negara • President Commissioner – Koperasi Pegawai PT Bank Mandiri
Indonesia (Persero) Tbk (2013–2014) (Persero) Tbk (2019-2021)
• Chief Audit Executive PT Bank Negara Indonesia (Persero) Tbk • SVP Business Partner – PT Bank Negara Indonesia (Persero) Tbk
(2014–2016) (2021-2023)
• General Manager, Credit Operation PT Bank Negara Indonesia • Human Capital Business Partner Head - PT Bank Negara Indonesia
(Persero) Tbk (2016–2019) (Persero) Tbk (2023-2024)
• Chief Learning Officer, BNI Corporate University PT Bank Negara • Senior Executive Vice President Human Capital - PT Bank Negara
Indonesia (Persero) Tbk (2019–2021) Indonesia (Persero) Tbk (2024-present)
• Chief Audit Executive 2nd PT Bank Negara Indonesia (Persero) Tbk
(2021–2024) Affiliated Relationships
• Senior Executive Vice President Operations PT Bank Negara No affiliations with members of the Board of Directors and Board of
Indonesia (Persero) Tbk. Commissioners, or with the majority and controlling shareholder.
Training in 2024
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter of
this Annual Report.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Executive Officers
Profiles
HEADS OF DIVISIONS IN THE MAIN DIRECTORATE
Johansyah Okki Rushartomo
Internal Audit Head Corporate Secretary Division Head
43 years old as of December 31, 2024. 44 years old as of December 31, 2024.
Holds a Master’s degree in Notary Public Holds a Bachelor’s degree in Industrial
from Jayabaya University. Appointed as Engineering from Institut Teknologi
Head of Internal Audit Division based on Bandung. Appointed as Division Head
Board of Directors’ Decree No. KP/104/ – Communication & Corporate Secretary
DIR/R dated March 18, 2024. Division based on Board of Directors’
Decree No. KP/367/DIR/R dated
September 19, 2022 and change of unit
name to Corporate Secretary Division
based on Board of Directors’ Decree
No. KP/208/DIR/R dated May 31, 2023.
HEADS OF DIVISION IN THE DEPUTY DIRECTORATE
Ikhwani Fauzana
Pension Fund Division Head
44 years old as of December 31, 2024.
Holds a Master’s degree in Management
from Universitas Gadjah Mada.
Appointed as Head of Pension Fund
Division based on Board of Directors’
Decree No. KP/820/DIR/R dated
December 6, 2023.
134 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
HEADS OF DIVISIONS IN THE WHOLESALE & INTERNATIONAL BANKING DIRECTORATE
Andrean Palonggam Ditya Maharhani Harninda Dipo Nugroho
Corporate Banking 1 Division Head Corporate Banking 2 Division Head Corporate Banking 3 Division Head
41 years old as of December 31, 43 years old as of December 31, 2024. 42 years old as of December 31, 2024.
2024. Holds a Bachelor’s degree in Holds a Master’s degree in Marketing Holds a Master’s degree in Master of
Management from Universitas Katolik from the University of New South Wales. Business Administration from Erasmus
Atma Jaya. Appointed as Head of Appointed as Head of Corporate Banking University Rotterdam. Appointed as
Corporate Banking 1 Division based on 2 Division based on Board of Directors’ Head of Corporate Banking 3 Division
Board of Directors’ Decree No. KP/820/ Decree No. KP/327/DIR/R dated June 22, based on Board of Directors’ Decree No.
DIR/R dated December 6, 2023. 2023. KP/328/DIR/R dated June 22, 2023.
Arief Wibawa Rima Cahyani Rini Yuniar
Corporate Banking 4 Division Head International & Financial Institutions Syndication & Structured Finance
Division Head Division Head
46 years old as of December 31, 2024. 42 years old as of December 31, 53 years old as of December 31, 2024.
Holds a Bachelor’s degree in Industrial 2024. Holds a Bachelor’s degree in Holds a Master’s degree in Internal
Engineering from Universitas Telkom. International Relations from Universitas Auditing from Universitas Gadjah Mada.
Appointed as Head of Corporate Banking Gadjah Mada. Appointed as Head of Appointed as Head of Syndication &
4 Division based on Board of Directors’ International & Financial Institutions Structured Finance Division based on
Decree No. KP/244/DIR/R dated June 12, Division based on Board of Directors’ Board of Directors’ Decree No. No.
2023. Decree No. KP/860/HCE/1/R dated May KP/820/DIR/R dated December 6, 2023.
13, 2024.
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Nyimas Sulistia Sriwulandari Hariadi Hendrawan Amalia Savitri
SORX Wholesale & International Treasury Division Head SBX Corporate Banking
Banking
36 years old as of December 31, 41 years old as of December 31, 2024. 47 years old as of December 31, 2024.
2024. Holds a Bachelor’s degree Holds a Master’s degree in Management Holds a Master’s degree in Financial
in Management from Universitas from Universitas Diponegoro. Appointed Management from Universitas
Indonesia. Appointed as Senior as Head of Treasury Division based on Indonesia. Appointed as Senior Business
Operational Risk Executive (SORX) Board of Directors’ Decree No. KP/820/ Executive (SBX) based on Board of
Wholesale & International Banking DIR/R dated December 6, 2023. Directors’ Decree No. KP/591/DIR/R
based on Board of Directors’ Decree No. dated July 10, 2023.
KP/820/DIR/R dated December 6, 2023.
Mochamad Roland Perdana
SBX Corporate Banking
40 years old as of December 31, 2024.
Holds a Doctoral degree in Management
from Universitas Brawijaya. Appointed
as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree
No. KP/200/DIR/R dated May 27, 2024.
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HEADS OF DIVISIONS IN THE ENTERPRISE & COMMERCIAL BANKING DIRECTORATE
Yogi Bima Sakti I Dewa Gde Ngurah Yoga Muh. Evan Zulkarnaen
Enterprise Banking Division Head Pratama Temporary Head of Commercial
Commercial Banking 1 Division Head Banking 2 Division
48 years old as of December 31, 45 years old as of December 31, 2024. 54 years old as of December 31, 2024.
2024. Holds a Bachelor’s degree in Holds a Master’s degree in Management Holds a Master’s degree in Small
Management from Edith Cowan from Universitas Katolik Indonesia Medium Industry from Institut Pertanian
University. Appointed as Head of Atma Jaya. Appointed as Head of Bogor. Appointed as Temporary Head of
Enterprise Banking Division based on Commercial Banking 1 Division Commercial Banking 2 Division based
Board of Directors’ Decree No. KP/123/ based on Board of Directors’ Decree on Board of Directors’ Decree No.
DIR/R dated March 24, 2023. No. KP/595/DIR/R dated July 16, 2023. KP/325/DIR/R dated July 26, 2024.
Martinus Matondang Mahrauza Purnaditya Ridwan Resmana
SBX Enterprise Banking SBX Enterprise Banking SBX Enterprise Banking
53 years old as of December 31, 54 years old as of December 31, 2024. 52 years old as of December 31, 2024.
2024. Holds a Bachelor’s degree in Holds a Master’s degree in Agribusiness Holds a Bachelor’s degree in Accounting
Development from Universitas Bung from Institut Pertanian Bogor. Appointed from Universitas Siliwangi. Appointed
Hatta. Appointed as Senior Business as Senior Business Executive (SBX) as Senior Business Executive (SBX)
Executive (SBX) based on Board of based on Board of Directors’ Decree No. based on Board of Directors’ Decree No.
Directors’ Decree No. KP/607/DIR/R KP/466/DIR/R dated October 22, 2024. KP/200/DIR/R dated May 27, 2024.
dated July 21, 2023.
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Eben Eser Nainggolan Warda Nadjamuddin
SBX Enterprise Banking SBX Commercial Banking
55 years old as of December 31, 2024. 53 years old as of December 31, 2024.
Holds a Master’s degree in Small Holds a Master’s degree in Management
Medium Industry from Institut Pertanian from Universitas Sam Ratulangi.
Bogor. Appointed as Senior Business Appointed as Senior Business Executive
Executive (SBX) based on Board of based on Board of Directors’ Decree No.
Directors’ Decree No. KP/312/DIR/R KP/403/DIR/R dated June 27, 2023.
dated July 17, 2024.
HEADS OF DIVISIONS IN THE INSTITUTIONAL BANKING DIRECTORATE
Iwan Ariawan Efrizal
Institutional Banking 1 Division Head Institutional Banking 2 Division Head
54 years old as of December 31, 2024. 54 years old as of December 31, 2024.
Holds a Master’s degree in Financial Holds a Master’s degree in Marketing
Management from Universitas Riau. Management from Universitas
Appointed as Head of Institutional Negeri Padang. Appointed as Head of
Banking 1 Division based on Board Institutional Banking 2 Division based on
of Directors’ Decree No. KP/820/DIR/R Board of Directors’ Decree No. KP/219/
dated December 6, 2023. DIR/R dated June 5, 2023.
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HEADS OF DIVISIONS IN THE DIGITAL & INTEGRATED TRANSACTION BANKING
DIRECTORATE
I Gede Widya Anantayoga Efransyah Mudani R. Pratama Prabawaputra
Wholesale Transaction Product & Wholesale Digital Channel Division Corporate Development &
Partnership Division Head Head Transformation Division Head
44 years old as of December 31, 2024. 42 years old as of December 31, 2024. 37 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Bachelor’s degree in Material Holds a Master’s degree in Master
and Business from Institut Pertanian Engineering from Institut Teknologi of Business Administration from the
Bogor. Appointed as Head of Wholesale Bandung. Appointed as Head of University of Birmingham. Appointed
Transaction Product & Partnership Wholesale Digital Channel Division as Head of Corporate Development &
Division based on Board of Directors’ based on Board of Directors’ Decree No. Transformation Division based on Board
Decree No. KP/051/DIR/R dated February KP/163/DIR/R dated April 26, 2024. of Directors’ Decree No. KP/040/DIR/R
1, 2024. dated January 29, 2024.
Mesah Roni Ginting Indra Gunawan Duardi Prihandiko
Retail Digital Product & Partnership Retail Digital Channel Division Head Marketing Communications Division
Division Head Head
43 years old as of December 31, 2024. 43 years old as of December 31, 2024. 45 years old as of December 31,
Holds a Master’s degree in Management Holds a Bachelor’s degree in Computer 2024. Holds a Bachelor’s degree in
from Universitas Gadjah Mada, Sciences from the University of Texas. Communication from Universitas
Yogyakarta. Appointed as Head of Retail Appointed as Head of Retail Digital Padjadjaran. Appointed as Head of
Digital Product & Partnership Division Channel Division based on Decree No. Marketing Communications Division
based on Board of Directors’ Decree No. KP/062/DIR/R dated February 19, 2024. based on Board of Directors’ Decree No.
KP/372/DIR/R dated June 23, 2023. HCE/1/0203/R dated March 8, 2024.
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HEADS OF DIVISIONS IN THE NETWORK & SERVICES DIRECTORATE
Beby Lolita Indriani Rahma Dhoni Rahmat Pertinda
Distribution Network & Sales Division Agen46 Division Head Customer Experience Center Division
Head Head
54 years old as of December 31, 2024. 47 years old as of December 31, 2024. 52 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Master’s degree in Management Holds a Master’s degree in Law from
from Universitas Padjadjaran. Appointed Science from the Universitas Indonesia. Universitas Trisakti. Appointed as Head
as Head of Distribution Network & Sales Appointed as Head of Agen46 Division of Customer Experience Center Division
Division based on Board of Directors’ based on Board of Directors’ Decree No. based on Board of Directors’ Decree No.
Decree No. KP/820/DIR/R dated KP/153/DIR/R dated May 03, 2023. KP/212/DIR/R dated May 31, 2023.
December 6, 2023.
Suryo Utomo
SORX Network & Services
52 years old as of December 31, 2024.
Holds a Master’s degree in Accounting
from Universitas Diponegoro. Appointed
as Senior Operational Risk Executive
(SORX) Network & Services based on
Board of Directors’ Decree No. KP/595/
DIR/R dated July 14, 2023.
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HEADS OF DIVISIONS IN THE HUMAN CAPITAL & COMPLIANCE DIRECTORATE
Yenni Sari Dewi Afthon Shodaq Noor Dandy P. Sjamsudin
Human Capital Strategy Division Head Human Capital Services Division Head BNI University Division Head
46 years old as of December 31, 2024. 53 years old as of December 31, 2024. 53 years old as of December 31, 2024.
Holds a Master’s degree in General Holds a Master’s degree in Finance from Holds a Master’s degree in Finance/
Business from Universitas Gadjah Universitas Gadjah Mada. Appointed as Banking from the University of Monash.
Mada. Appointed as Head of Human Head of Human Capital Services Division Appointed as Head of BNI University
Capital Strategy Division based on based on Board of Directors’ Decree No. Division based on Board of Directors’
Board of Directors’ Decree No. KP/123/ KP/259/DIR/R dated June 13, 2023. Decree No. KP/261/DIR/R dated June 19,
DIR/R dated June 13, 2023. 2023.
Ikhsan Azman Sandy Dwinanto Hendra Susila
Compliance Division Head Legal Division Head Policy Governance Division Head
55 years old as of December 31, 2024. 51 years old as of December 31, 45 years old as of December 31, 2024.
Holds a Master’s degree in Agribusiness 2024. Holds a Master’s degree in Holds a Master’s degree in Financial
Management from Institut Pertanian Risk Management from Universitas Management from Universitas Putra
Bogor. Appointed as Head of Compliance Indonesia. Appointed as Head of Legal Indonesia YPTK Padang. Appointed as
Division based on Board of Directors’ Division based on Board of Directors’ Head of Policy Governance Division
Decree No. KP/595/DIR/R dated July 14, Decree No. KP/257/DIR/R dated June 13, based on Board of Directors’ Decree No.
2023. 2023. KP/820/DIR/R dated December 6, 2023.
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Efita Praharani Muhammad Fadli
Human Capital Business Partner Head Temporary
Human Capital Business Partner Head
57 years old as of December 31, 2024. 40 years old as of December 31, 2024.
Holds a Master’s degree in Administrative Holds a Master’s degree in Management
Sciences from Universitas Indonesia. from Universitas Bina Nusantara.
Appointed as Head of Human Capital Appointed as Temporary Head of Human
Business Partner based on Board of Capital Business Partner Head based on
Directors’ Decree No. KP/252/DIR/R Board of Directors’ Decree No. KP/567/
dated June 13, 2023. DIR/R dated December 19, 2024.
HEADS OF DIVISIONS IN THE FINANCE DIRECTORATE
Aldi Advianto Baskara Setyo Susilo Made Dany Pratiwi B.
Corporate Planning & Performance Accounting Division Head Procurement & Fixed Assets Division
Management Division Head Head
39 years old as of December 31, 2024. 52 years old as of December 31, 2024. 53 years old as of December 31, 2024.
Holds a Master’s degree in Business Holds a Master’s degree in Small and Holds a Master’s degree in Actuarial
Administration from the University Medium Industry from Institut Pertanian from Universitas Indonesia. Appointed
of Birmingham. Appointed as Head Bogor. Appointed as Head of Accounting as Head of Procurement & Fixed Assets
of Corporate Planning & Performance Division based on Board of Directors’ Division based on Board of Directors’
Management Division based on Board Decree No. KP/688/DIR/R dated Decree No. KP/233/DIR/R dated June 06,
of Directors’ Decree No. KP/200/DIR/R September 26, 2023. 2023.
dated May 27, 2024.
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Yohan Setio M. Emil Azhary Leo Putera Rinaldy
Investor Relations Division Head Subsidiaries Management Division Office of Chief Economist
Head
39 years old as of December 31, 46 years old as of December 31, 2024. 41 years old as of December 31, 2024.
2024. Holds a Master of Business Holds a Master’s degree in Business Holds a Bachelor’s degree in Economics
Administration (MBA) from the Administration from North Eastern from the University of Indonesia.
University of University of Cambridge, University. Appointed as Head of Appointed as Chief Economist based on
UK, England. Appointed as Head of Subsidiaries Management Division Board of Directors’ Decree No. KP/755/
Investor Relations Division based on based on Board of Directors’ Decree No. DIR/R dated October 31, 2023.
Board of Directors’ Decree No. KP/229/ KP/237/DIR/R dated June 06, 2023.
DIR dated June 6, 2023.
Billie Setiawan
Data Management & Analytics Division
Head
43 years old as of December 31, 2024.
Holds a Bachelor’s degree in Science
from the University of Greenwich.
Appointed as Head of Data Management
& Analytics Division based on Board
of Directors’ Decree No. KP/245/DIR/R
dated June 12, 2023.
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HEADS OF DIVISIONS IN THE RETAIL BANKING DIRECTORATE
Sri Indira Febrian Sugiharta Grace Situmeang
Consumer Segment Division Head Consumer Product Division Head Card Business Division Head
54 years old as of December 31, 44 years old as of December 31, 51 years old as of December 31,
2024. Holds a Master’s degree in 2024. Holds a Bachelor’s degree in 2024. Holds a Bachelor’s degree in
Management from Universitas Gadjah Agribusiness from the Institut Pertanian International Relations from Universitas
Mada. Appointed as Head of Consumer Bogor. Appointed as Head of Consumer Indonesia. Appointed as Head of Card
Segment Division based on Board of Product Division based on Board of Business Division based on Board of
Directors’ Decree No. KP/270/DIR/R Directors’ Decree No. KP/211/DIR/R Directors’ Decree No. KP/263/DIR/R
dated June 14, 2023. dated May 31, 2024. dated June 14, 2023.
I Nyoman Astiawan Sunarna Eka Nugraha Henny Woe
Retail Productive Banking Division Business Program Division Head Wealth Management Division Head
Head
54 years old as of December 31, 56 years old as of December 31, 2024. 49 years old as of December 31, 2024.
2024. Holds a Bachelor’s degree Holds a Bachelor’s degree in Fisheries Holds a Bachelor’s degree in Accounting
in Management from Universitas from Universitas Diponegoro. Appointed from Universitas Tarumanagara.
Brawijaya. Appointed as Head of Retail as Head of Business Program Division Appointed as Head of Wealth
Productive Banking Division based on based on Decree No. DIR/214/R dated Management Division based on Board
Board of Directors’ Decree No. KP/466/ December 9, 2024. of Directors’ Decree No. KP/267/DIR/R
DIR/R dated October 22, 2024. dated June 14, 2023.
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Putu Bagus Kresna
SORX Consumer Banking & Corporate
Function
52 years old as of December 31, 2024.
Holds a Master’s degree in Financial
Management from the Universitas
Indonesia. Appointed as Senior
Operational Risk Executive (SORX)
Consumer Banking & Corporate Function
based on Board of Directors’ Decree No.
KP/244/DIR/R dated June 12, 2023.
HEADS OF DIVISIONS IN THE RISK MANAGEMENT DIRECTORATE
Rayendra Minarsa Goenawan Adi Surya Djoko Made Nariswari
Enterprise Risk Management Division Operational Risk Management Division Retail Credit Risk Division Head
Head Head
40 years old as of December 31, 2024. 47 years old as of December 31, 2024. 50 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Master’s degree in Master Holds a Bachelor’s degree in Economics
from Universitas Bina Nusantara. of Business from the University of from Universitas Indonesia. Appointed
Appointed as Head of Enterprise Risk Western Australia. Appointed as Head of as Head of Retail Credit Risk Division
Management Division based on Board Operational Risk Management Division based on Board of Directors’ Decree No.
of Directors’ Decree No. KP/289/DIR/R based on Board of Directors’ Decree No. KP/820/DIR/R dated December 06, 2023.
dated June 16, 2023. KP/878/DIR/R dated December 28, 2023.
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Wilhelmus Max Charles Aryani Dwi Satiti Ujuan Marihot H. P.
Anti Fraud Head Corporate & Enterprise Credit Risk Corporate Remedial & Recovery
Division Head Division Head
49 years old as of December 31, 52 years old as of December 31, 2024. 49 years old as of December 31,
2024. Holds a Bachelor’s degree Holds a Master’s degree in Finance from 2024. Holds a Master’s degree in
in Management from Universitas Universitas Gadjah Mada. Appointed Civil Engineering from University of
Gunadarma. Appointed as Head of as Head of Corporate & Enterprise Wolverhamton and Master’s degree
Anti Fraud Division based on Board Credit Risk Division based on Board in Management from Universitas
of Directors’ Decree No. KP/290/DIR/R of Directors’ Decree No. KP/820/DIR/R Indonesia. Appointed as Head of
dated June 16, 2023. dated December 6, 2023. Corporate Remedial & Recovery Division
based on Board of Directors’ Directors’
Decree No. KP/123/DIR/R dated April 2,
2024.
Yessy Kurnia Dyah W. Saridatun Hari Satriyono
Commercial Credit Risk Division Head Enterprise & Commercial Remedial & Retail Collection & Recovery Division
Recovery Division Head Head
54 years old as of December 31, 2024. 52 years old as of December 31, 2024. 54 years old as of December 31, 2024.
Holds a Master’s degree in Agribusiness Holds a Master’s degree in Management Holds a Master’s degree in Finance from
Management from Universitas Accounting from Universitas Gadjah Universitas Gadjah Mada. Appointed
Pembangunan Nasional Veteran. Mada. Appointed as Head of Enterprise as Head of Retail Collection & Recovery
Appointed as Head of Commercial & Commercial Remedial & Recovery Divison based on Board of Directors’
Credit Risk Divison based on Board Division based on Board of Directors’ Decree No. KP/286.3/DIR/R dated June
of Directors’ Decree No. KP/123/DIR/R Decree No. KP/312/DIR/R dated July 17, 16, 2023.
dated April 2, 2024. 2024.
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Muhammad Jufri Yanar Siswanto Agus Sutanto
SCX Corporate & Enterprise Credit Risk SCX Corporate & Enterprise Credit Risk SCX Corporate & Enterprise Credit Risk
55 years old as of December 31, 2024. 55 years old as of December 31, 2024. 46 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Master’s degree in Agribusiness Holds a Master’s degree in Finance
from Universitas Trisakti. Appointed from Institut Pertanian Bogor. Appointed from Universitas Indonesia. Appointed
as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/123/DIR/R dated April 2, 2024. No. KP/408/DIR/R dated June 27, 2023. No. KP/409/DIR/R dated June 27, 2023.
Renosari Julius D. Aritonang Eko Setiawan
SCX Commercial Credit Risk SCX Commercial Credit Risk SCX Commercial Credit Risk
51 years old as of December 31, 2024. 53 years old as of December 31, 2024. 54 years old as of December 31, 2024.
Holds a Master’s degree in Banking and Holds a Master’s degree in Finance and Holds a Master’s degree in Finance from
Financial Law from Boston University Banking Management from Universitas Universitas Gadjah Mada. Appointed
and Master’s degree in Economic Law Indonesia. Appointed as Senior Credit as Senior Credit Risk Executive (SCX)
from Universitas Indonesia. Appointed Risk Executive (SCX) based on Board based on Board of Directors’ Decree
as Senior Credit Risk Executive (SCX) of Directors’ Decree No. KP/466/DIR/R No. KP/410/DIR/R dated June 27, 2023.
based on Board of Directors’ Decree dated October 22, 2024.
No. KP/466/DIR/R dated October 22,
2024.
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Bernardus Badriansyah Retna Mumpuni
SCX Commercial Credit Risk SCX Commercial Credit Risk SCX Commercial Credit Risk
54 years old as of December 31, 2024. 55 years old as of December 31, 2024. 53 years old as of December 31, 2024.
Holds a Master’s degree in Accounting Holds a Bachelor’s degree in Accounting Holds a Master’s degree in Finance from
Management from Universitas Gadjah from Universitas Padjadjaran. Appointed Universitas Gadjah Mada. Appointed
Mada. Appointed as Senior Credit Risk as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX)
Executive (SCX) based on Board of based on Board of Directors’ Decree based on Board of Directors’ Decree
Directors’ Decree No. KP/412/DIR/R No. KP/591/DIR/R dated July 10, 2023. No. KP/591/DIR/R dated July 10, 2023.
dated June 27, 2023.
Wirawan Ari Rachmana
SCX Commercial Credit Risk
51 years old as of December 31, 2024.
Holds a Master’s degree in Management
from Universitas Diponegoro. Appointed
as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree
No. KP/466/DIR/R dated October 22,
2024.
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HEADS OF DIVISIONS IN THE TECHNOLOGY & OPERATIONS DIRECTORATE
Ari Pratiwi Herry Setiadi Munawir Sonny Setiadi
IT Strategy & Architecture Division Banking Operations Division Head IT Infrastructure Management Division
Head and Temporary Operations Strategy & Head and Temporary Chief Information
Development Division Head Security Officer Division Head
51 years old as of December 31, 2024. 43 years old as of December 31, 2024. 52 years old as of December 31, 2024.
Holds a Doctorate degree in Economics Holds a Bachelor’s degree in Accounting Holds a Master’s degree in Banking
from Universitas Trisakti. Appointed from Universitas Klabat. Appointed as from Institut Keuangan Perbankan dan
as Head of IT Strategy & Architecture Head of Banking Operations Division Informatika Asia Perbanas Jakarta.
Division based on Board of Directors’ based on Board of Directors’ Decree Appointed as Head of IT Infrastructure
Decree No. KP/377/DIR/R dated June 26, No. KP/001/DIR/R dated May 15, 2023. Management Division based on Board of
2023. Concurrently, he acts as Temporary Head Directors’ Decree No. KP/380/DIR/R dated
of Operations Strategy & Development June 26, 2023. Concurrently, he acts as
Division based on Board of Directors’ Temporary Head of Chief Information
Decree No. KP/247/DIR/R dated June 12, Security Officer Division based on Board
2023. of Directors’ No. KP/085/DIR/R dated
March 05, 2024.
Heri Atmoko Alfonso Tambunan Nugroho Gito Prasodjo
Retail Digital Delivery Division Head Wholesale Digital Delivery Division Temporary Head of IT Application
Head Services Division
46 years old as of December 31, 2024. 51 years old as of December 31, 2024. 46 years old as of December 31, 2024.
Holds a Master’s degree in Information Holds a Bachelor’s degree in Business Holds a Master’s degree in Computer
Systems Management from Universitas Administration from The Ohio State Science from Universitas Indonesia.
Budi Luhur, Jakarta. Appointed as University. Appointed as Head of Retail Appointed as Temporary Head of IT
Head of Retail Digital Delivery Division Digital Delivery Division based on Application Services Division based on
based on Board of Directors’ Decree Board of Directors’ Decree No. KP/1652/ Board of Directors’ Decree No. KP/084/
No. KP/379/DIR/R dated June 26, 2023. HCE/1/R dated September 27, 2024. DIR/R dated March 1, 2024.
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Setiawan Anis Widjojo Muhammad Gunawan Putra Erisman
Application Development Division Head Digital Operations Division Head Temporary
Credit Operations Division Head
53 years old as of December 31, 2024. 54 years old as of December 31, 2024. 54 years old as of December 31, 2024.
Holds a Master’s degree in Internal Holds a Master’s degree in Strategic Holds a Bachelor’s degree in Agricultural
Auditing from Universitas Gadjah Management from Universitas Gadjah Engineering from Institut Pertanian
Mada. Appointed as Head of Application Mada. Appointed as Head of Digital Bogor. Appointed as Temporary Head
Development Division based on Board Operations Division based on SEVP of Credit Operations Division based on
of Directors’ Decree No. KP/378/DIR/R Decree No. KP/002/SEVP/R dated May Board of Directors Decree No. KP/576/
dated June 26, 2023. 15, 2023. DIR/R dated December 20, 2024.
Munajat
SORX Technology Digital & Operations
52 years old as of December 31, 2024.
Holds a Bachelor’s degree in Finance
and Banking Management from
STIE Perbanas. Appointed as Senior
Operational Risk Executive (SORX)
Technology Digital & Operations
based on Board of Directors’ Decree
No. KP/480/DIR/R dated October 31,
2024.
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REGIONAL MANAGER
Rustianto Khairul Salam ZamZami
Regional CEO of Regional Office 01 Regional CEO of Regional Office 02 Regional CEO of Regional Office 03
53 years old as of December 31, 2024. 51 years old as of December 31, 2024. 54 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Bachelor’s degree in Information Holds a Master’s degree in Management
from Universitas Sebelas Maret. Management from STMIK YPTK Padang. from STIM LPMI. Appointed as Regional
Appointed as Regional CEO of Regional Appointed as Regional CEO of Regional CEO of Regional Office 03 based on
Office 01 based on Board of Directors’ Office 02 based on Board of Directors’ Board of Directors’ Decree No. KP/312/
Decree No. KP/634/DIR/R dated Decree No. KP/284.2/DIR/R dated June DIR/R dated July 17, 2024.
August 16, 2023. 15, 2023.
Roy Wahyu Maulana I Gst. Nym. Dharma Putra Maya Agustina
Regional CEO of Regional Office 04 Regional CEO of Regional Office 05 Regional CEO of Regional Office 06
54 years old as of December 31, 2024. 53 years old as of December 31, 2024. 51 years old as of December 31, 2024.
Holds a Bachelor’s degree in Economics Holds a Doctorate degree in Management Holds a Bachelor’s degree in Agricultural
from Universitas Kristen Indonesia. from Religious and Cultural Sciences and Resource Economics from Institut
Appointed as Regional CEO of Regional from Universitas Hindu Indonesia. Pertanian Bogor. Appointed as Regional
Office 04 based on Board of Directors’ Appointed as Regional CEO of Regional CEO of Regional Office 06 based on
Decree No. KP/820/DIR/R dated Office 05 based on Board of Directors’ Board of Directors’ Decree No. KP/820/
December 6, 2023. Decree No. KP/284.5/DIR/R dated June DIR/R dated December 6, 2023.
15, 2023.
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Muhammad Arafat Komang Arya Wira Kusuma Andy Yusdiman
Regional CEO of Regional Office 07 Atmaja Regional CEO of Regional Office 09
Regional CEO of Regional Office 08
54 years old as of December 31, 2024. 46 years old as of December 31, 2024. 52 years old as of December 31, 2024.
Holds a Master’s degree in Financial Holds a Bachelor’s degree in Industrial Holds a Master’s degree in Finance from
Management from Universitas Engineering and Management from Universitas Gadjah Mada. Appointed
Hasanuddin. Appointed as Regional CEO Institut Teknologi Nasional Malang. as Regional CEO of Regional Office 09
of Regional Office 07 based on Board of Appointed as Regional CEO of Regional based on Board of Directors’ Decree
Directors’ Decree No. KP/284.7/DIR/R Office 08 based on Board of Directors’ No. KP/820/DIR/R dated December 6,
dated June 15, 2023. Decree No. KP/312/DIR/R dated July 17, 2023.
2024.
Anak Agung Agustiya Lodewyck Z.S. Pattihahuan Rudy Sihombing
Novitayanti Regional CEO of Regional Office 11 Regional CEO of Regional Office 12
Regional CEO of Regional Office 10
44 years old as of December 31, 2024. 55 years old as of December 31, 2024. 52 years old as of December 31, 2024.
Holds a Master’s degree in Development Holds a Master’s degree in Management Holds a Master’s degree in Business
Economics from Universitas Udayana. from Institute Bisnis Nusantara. Administration from the University of
Appointed as Regional CEO of Regional Appointed as Regional CEO of Regional Saint Louis. Appointed as Regional CEO
Office 10 based on Board of Directors’ Office 11 based on Board of Directors’ of Regional Office 12 based on Board
Decree No. KP/312/DIR/R dated July 17, Decree No. KP/284.10/DIR/R dated June of Directors’ Decree No. KP/312/DIR/R
2024. 15, 2023. dated July 17, 2024.
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Faizal Arief Setiawan Koko Prawira Butar Butar Soesetyo Priharjanto
Regional CEO of Regional Office 14 Regional CEO of Regional Office 15 Regional CEO of Regional Office 16
54 years old as of December 31, 2024. 44 years old as of December 31, 2024. 51 years old as of December 31, 2024.
Holds a Master’s degree in Finance from Holds a Master’s degree in Development Holds a Master’s degree in in Small
Universitas Gadjah Mada. Appointed Economics from Universitas Sumatera and Medium Industry from Bogor
as Regional CEO of Regional Office 14 Utara. Appointed as Regional CEO of Agricultural University. Appointed as
based on Board of Directors’ Decree Regional Office 15 based on Board of Regional CEO of Regional Office 15
No. KP/284.12/DIR/R dated June 15, Directors’ Decree No. KP/284.13/DIR/R based on Board of Directors’ Decree
2023. dated June 15, 2023. No. KP/820/DIR/R dated December 6,
2023.
Ariyanto Soewondo Geni Muhamad Jauhary
Regional CEO of Regional Office 17 Regional CEO of Regional Office 18
54 years old as of December 31, 2024. 48 years old as of December 31, 2024.
Holds a Master’s degree in Law from Holds a Master’s degree in Management
Universitas Indonesia. Appointed as from the University of Ateneo De Manila
Regional CEO of Regional Office 17 Philippines. Appointed as Regional CEO
based on Board of Directors’ Decree of Regional Office 18 based on Board
No. KP/820/DIR/R dated December 6, of Directors’ Decree No. KP/634/DIR/R
2023. dated August 16, 2023.
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HEADS OF THE OVERSEAS OFFICES
Edy Pramono Yudhi Zufrial Farid Faraitody
Seoul Overseas Branch Tokyo Overseas Branch Hong Kong Overseas Branch
General Manager General Manager General Manager
43 years old as of December 31, 2024. 55 years old as of December 31, 2024. 46 years old as of December 31,
Holds a Bachelor’s degree in Economics Holds a Master’s degree in Agribusiness 2024. Holds a Bachelor’s degree in
in Management from Universitas Management from Institut Pertanian International Relations from Universitas
Indonesia. Appointed as Seoul Overseas Bogor. Appointed Tokyo Overseas Jember. Appointed as Hong Kong
Branch General Manager based on Branch General Manager based on Overseas Branch General Manager
Decree No. KP/0097/INT/1/R dated Decree KP/0093/INT/1/R dated December based on Decree No. KP/0087/INT/1/R
December 14, 2023. 14, 2023. dated December 14, 2023.
Roekma Hari Adji Olivia Irine Sandra Laika Saputra Rudianto
London Overseas Branch Temporary Singapore Overseas Branch
General Manager New York Overseas Branch General Manager
General Manager
54 years old as of December 31, 2024. 42 years old as of December 31, 2024. 51 years old as of December 31, 2024.
Holds a Master’s degree in Management Holds a Master’s degree in Management Holds a Master’s degree from Columbia
from Universitas Pancasila. Appointed from University of Nottingham. University. Appointed as Singapore
as London Overseas Branch General Appointed Temporary as New York Overseas Branch General Manager
Manager based on Decree No. KP/101/ Overseas Branch General Manager based on Decree No. KP/0076/INT/1/R
INT/1/R dated December 14, 2023. based on Decree No. KP/401/DIR/R dated dated December 14, 2023.
September 11, 2024.
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Dwi Putranto Cahyo Wibowo Rendy Tjahjana
Head of Amsterdam Representative Head of Sydney Representative Office
Office
39 years old as of December 31, 2024. 43 years old as of December 31, 2024.
Holds a Master of Science degree Holds a Magister in Science degree in
in Finance and Business Economics Analytics from Colombia University
from Manchester Business School, the and Master’s Degree in Business
University of Manchester. Appointed Administration from Melbourne
as Head of Amsterdam Representative Business School, University of
Office based on Decree No. KP/108/ Melbourne. Appointed as Head of
INT/1/R dated December 14, 2023. Sydney Representative Office based on
Decree No. INT/1/251/R dated August 12,
2024.
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Employee
Demographics
In 2024, the number of BNI employees reached 27,203 people, a decrease of 367 people, or 1.33% compared
to 27,570 employees as of December 31, 2023. In detail, information regarding the demographics of BNI
employees based on gender, position level, age, education level, and employment status (permanent/
contract) in financial year 2024 and its comparison with financial year 2023 is as follows:
Total Employees based on Gender 14,378 14,149
(people) 13,192 13,054
Gender 2024 2023
Male 13,054 13,192
Female 14,149 14,378
Total 27,203 27,570
Male
Female
Total Employees based on Position Level 2023 2024
(people)
2024 2023
Male Female Male Female
Position Level
Employee Employee Employee Employee
Total Total Total Total
Percentage Percentage Percentage Percentage
Employee Employee Employee Employee
(%) (%) (%) (%)
Entry-level 9,612 35.3 11,965 44 10,080 36.6 12,403 45.0
Mid-level 3,146 11.6 2,081 7.6 2,873 10.4 1,898 6.9
Senior-level 286 1.1 98 0.4 226 0.8 74 0.3
Executive-level 10 0.0 5 0.0 13 0.0 3 0.0
Total Employee 13,054 48.0 14,149 52.0 13,192 47.8 14,378 52.2
11,965
9,612
Male
3,146 Female
2,081
286 98 10 5
Entry-level Mid-level Senior-level Executive-level
2024
12,403
10,080
Male
2,873 Female
1,898
226 74 13 3
Entry-level Mid-level Senior-level Executive-level 2023
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Total Employees based on Age Group
(people)
2024
Age Group Position Level Total
(Years) Entry-level Mid-level Senior-level Executive-level Employee
Male Female Male Female Male Female Male Female
18-25 710 975 2 1 0 0 0 0 1,688
>25-35 4,767 6,298 570 383 4 3 0 0 12,025
>35-45 2,686 3,258 961 718 68 30 1 0 7,722
>45-55 1,449 1,434 1,611 979 207 61 9 4 5,754
>55 0 0 2 0 7 4 0 1 14
2023
Age Group Position Level Total
(Years) Entry-level Mid-level Senior-level Executive-level Employee
Male Female Male Female Male Female Male Female
18-25 776 1,093 3 1 0 0 0 0 1,873
>25-35 5,213 6,888 568 406 2 2 0 0 13,079
>35-45 2,646 3,048 949 664 50 19 1 0 7,377
>45-55 1,445 1,374 1,353 827 173 49 11 3 5,235
>55 0 0 0 0 1 4 1 0 6
2024
Entry-level Mid-level
6,298 1,611
4,767
961 979
3,258
2,686 718
1,449 570
1,434 383
710 975
0 0 2 1 2 0
18-25 >25-35 >35-45 >45-55 >55 18-25 >25-35 >35-45 >45-55 >55
Senior-level Executive-level
207 9
4
68 61
30
0 0 4 3 7 4 0 0 0 0 1 0 0 1
18-25 >25-35 >35-45 >45-55 >55 18-25 >25-35 >35-45 >45-55 >55
Male Female
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2023
Entry-level Mid-level
6,888 1.353
5,213
949
827
3,048 664
2,646 568
1,445 406
1,374
776 1,093
0 0 3 1 0 0
18-25 >25-35 >35-45 >45-55 >55 18-25 >25-35 >35-45 >45-55 >55
Senior-level Executive-level
173 11
50 49 3
19
0 0 2 2 1 4 0 0 0 0 1 0 1 0
18-25 >25-35 >35-45 >45-55 >55 18-25 >25-35 >35-45 >45-55 >55
Male Female
Total Employees based on Education Level
(people)
2024 2023
Education Level
Male Female Total Male Female Total
Doctorate Degree 13 3 16 9 4 13
Master’s Degree 1,634 1,274 2,908 1,625 1,219 2,844
Bachelor’s Degree 10,531 11,620 22,151 10,515 11,731 22,246
Academic 593 1,249 1,842 724 1,421 2,145
Primary-Senior High School 283 3 286 319 3 322
Total 13,054 14,149 27,203 13,192 14,378 27,570
11,620
10,531
Male
Female
1,634 1,274 1,249
13 593 283
3 3
Doctorate Master’s Bachelor’s Academic Primary – Senior
2024
Degree Degree Degree High School
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11,731
10,515
Male
Female
1,625 1,219 1,421
9 724 319
4 3
Doctorate Master’s Bachelor’s Academic Primary – Senior
2023
Degree Degree Degree High School
Total Employees based on Employment Status
(people)
2024 2023
Employment Status
Male Female Total Male Female Total
Permanent 12,200 13,178 25,378 12,150 13,310 25,460
Contract 521 697 1,218 647 728 1,375
Trainee 333 274 607 395 340 735
Total 13,054 14,149 27,203 13,192 14,378 27,570
13,178 13,310
12,200 12,150
Male Male
Female Female
2024 2023
521 697 333 274 647 728 395 340
Permanent Contract Trainee Permanent Contract Trainee
Employee Turnover
(people)
2024 2023
Total Employee
Turnover Employee Percentage Employee Percentage
Total Employee Total Employee
(%) (%)
Number of Employees
resign / Termination of 451 1.7% 332 1.2%
Employment
Number of new
976 3.6% 1,685 6.1%
employees/replacements
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Total Employees based on Generation
(people)
2024 2023
Generation
Male Female Total Male Female Total
Baby Boomer (59-77 years old) 2 2 4 - 2 2
Gen X (47-58 years old) 2,696 2,035 4,731 4,238 3,525 7,763
Gen Y (29-46 years old) 8,233 9,402 17,635 6,602 7,767 14,369
Gen Z (13-28 years old) 2,123 2,710 4,833 2,352 3,084 5,436
Total 13,054 14,149 27,203 13,192 14,378 27,570
9,402
8,233
Male
2,696 2,710
2,035 2,123 Female
2 2
Baby Boomer Gen X Gen Y Gen Z
2024
(59-77 years old) (47-58 years old) (29-46 years old) (13-28 years old)
7,767
6,602
4,238
3,525 Male
3,084
2,352
Female
2
Baby Boomer Gen X Gen Y Gen Z
2023
(59-77 years old) (47-58 years old) (29-46 years old) (13-28 years old)
Other Employees Not BNI Employees
In addition to full-time employees, there are also other employees in the BNI work environment who come
from outsourcing collaborations with service provider companies (vendors) tasked with supporting the
smooth operation of the bank. BNI ensures that all employees, including outsourced employees, receive a
work environment characterized by mutual respect and the upholding of human rights. In collaborating with
third parties, BNI continues to strive to comply with all applicable regulations and laws. In 2024, there are
16,089 employees who are outsourced workers.
Number of Work Accidents
Year Frequency of Work Accidents Percentage of Serious and Fatal Work Accidents of Total Employees (%)
2024 - -
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COMPETENCY DEVELOPMENT POLICY
BNI provides equal opportunities for all employees to participate in training and competency development.
In 2024, BNI organized various educational and training programs for 26,919 employees or 99.98% of its
total headcount, with a total of 272,351 training participants, averaging 10 training sessions per employee.
Average training hours per employee Number of employees participating Percentage of employees
in the Reporting year in training programs participating in training (%)
134.1 hours/employee 26,919 99.98%*
* The total number of employees is 26,925 (excluding 278 employees with inactive status such as medical leave, early retirement, etc.). Based
on the realization at the end of 2024, there are 6 employees who became active at the end of December 2024 and will receive an onboard-
ing program at the beginning of 2025.
There are 8 (eight) areas of training and competency development attended by each level of position based
on job level and gender equality throughout 2024, as follows:
Competency Development based on Position Level and Gender Equality in 2024
Number of
No. Position Level Type of Training Purpose of Training Participants*)
M F Total
Finance & Human Developing employee capabilities related to the
263 124 387
Capital finance and human capital sectors
Enhancing employee skills in IT, digital, and
IT, Digital & Operations 322 87 409
operations aspects
Leadership Improving leadership capabilities 744 252 996
Legal, Governance, Developing employee capabilities in the fields of
856 302 1,158
Audit & Compliance legal, governance, audit, and compliance
1. Vice President Enhancing employee skills in regional business
Network & Services 167 27 194
management
Increasing employee knowledge related to retail
Retail Banking 153 34 187
banking
Improving employee understanding of risk
Risk and Anti Fraud 166 49 215
management and anti-fraud aspects
Wholesale, Treasury & Developing employee capabilities related to
161 50 211
International Banking wholesale, treasury, and international banking
Finance & Human Developing employee capabilities related to the
948 488 1,436
Capital finance and human capital sectors
Enhancing employee skills in IT, digital, and
IT, Digital & Operations 1,773 888 2,661
operations aspects
Leadership Improving leadership capabilities 3,204 1,556 4,760
Legal, Governance, Developing employee capabilities in the fields of
4,159 2,028 6,187
Audit & Compliance legal, governance, audit, and compliance
Assistant Vice
2. Enhancing employee skills in regional business
President Network & Services 1,020 516 1,536
management
Increasing employee knowledge related to retail
Retail Banking 1,053 538 1,591
banking
Improving employee understanding of risk
Risk and Anti Fraud 1,150 520 1,670
management and anti-fraud aspects
Wholesale, Treasury & Developing employee capabilities related to
1,137 556 1,693
International Banking wholesale, treasury, and international banking
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Number of
No. Position Level Type of Training Purpose of Training Participants*)
M F Total
Finance & Human Developing employee capabilities related to the
1,980 1,596 3,576
Capital finance and human capital sectors
Enhancing employee skills in IT, digital, and
IT, Digital & Operations 5,273 4,141 9,414
operations aspects
Leadership Improving leadership capabilities 8,021 5,946 13,967
Legal, Governance, Developing employee capabilities in the fields of
11,481 8,882 20,363
Audit & Compliance legal, governance, audit, and compliance
3. Manager Enhancing employee skills in regional business
Network & Services 2,491 1,841 4,332
management
Increasing employee knowledge related to retail
Retail Banking 3,063 2,418 5,481
banking
Improving employee understanding of risk
Risk and Anti Fraud 3,375 2,673 6,048
management and anti-fraud aspects
Wholesale, Treasury & Developing employee capabilities related to
3,528 2,770 6,298
International Banking wholesale, treasury, and international banking
Finance & Human Developing employee capabilities related to the
3,411 3,551 6,962
Capital finance and human capital sectors
Enhancing employee skills in IT, digital, and
IT, Digital & Operations 9,726 10,218 19,944
operations aspects
Leadership Improving leadership capabilities 19,679 20,722 40,401
Legal, Governance, Developing employee capabilities in the fields of
24,990 26,446 51,436
Audit & Compliance legal, governance, audit, and compliance
Assistant
4. Enhancing employee skills in regional business
Manager Network & Services 4,554 4,487 9,041
management
Increasing employee knowledge related to retail
Retail Banking 7,206 7,772 14,978
banking
Improving employee understanding of risk
Risk and Anti Fraud 4,447 4,892 9,339
management and anti-fraud aspects
Wholesale, Treasury & Developing employee capabilities related to
5,252 5,458 10,710
International Banking wholesale, treasury, and international banking
Finance & Human Developing employee capabilities related to the
1,959 2,298 4,257
Capital finance and human capital sectors
Enhancing employee skills in IT, digital, and
IT, Digital & Operations 6,580 8,740 15,320
operations aspects
Leadership Improving leadership capabilities 13,898 20,349 34,247
Legal, Governance, Developing employee capabilities in the fields of
Assistant 18,963 25,066 44,029
Audit & Compliance legal, governance, audit, and compliance
(Assistant
5. Enhancing employee skills in regional business
& Basic Network & Services 3,009 3,692 6,701
Employee) management
Increasing employee knowledge related to retail
Retail Banking 4,312 6,607 10,919
banking
Improving employee understanding of risk
Risk and Anti Fraud 2,337 3,244 5,581
management and anti-fraud aspects
Wholesale, Treasury & Developing employee capabilities related to
2,706 3,202 5,908
International Banking wholesale, treasury, and international banking
*) The number of participants is not the same as the number of employees because each employee participated in more than one training session.
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COMPETENCY DEVELOPMENT COSTS
During 2024, the realization of education and training costs for BNI reached IDR201.0 billion, a decrease of
41.9% compared to 2023. This decline is attributed to an increase in the effectiveness of learning delivery,
including the internalization of Self-Directed Learning utilizing various digital learning platforms.
Competency Development Costs (Bank Only)
Increase/ Increase/
2024 2023
Description Decrease Decrease
(IDR billion) (IDR billion)
(IDR billion) (%)
Education and Training 201.0 346.2 (145.2) (41.9%)
SENIOR EXECUTIVE VICE PRESIDENT (SEVP) COMPETENCY DEVELOPMENT
Name of Training/Workshop/Conference/ Place of
No. Implementation Date Type of Training Organiser
Seminar Implementation
Rian Eriana Kaslan - SEVP Retail Digital Solutions
1. Speakers for the IDE Katadata 2024 March 5, 2024 Hotel Kempinski Speaker Katadata
Event - Financial Frontier: Confronting the
Unpredictable
2. Risk Management Certification Exam JK 7 April 22, 2024 LPPI Certification LSPP
3. Speaker for the Payments Banking Forum May 16 - 17, 2024 Four Season Hotel Speaker JP Morgan
ASEAN - JP Morgan 2024 Bangkok
4. Moderator for the CTO/CDIO Masterclass May 29, 2024 Brilian Tower Moderators BUMN School of
Program Excellence
5. Executive Overview for Commissioners October 1, 2024 Grha BNI Training LPPI
6. Speaker at the Panel Discussions in the Tech October 24, 2024 The Ritz Calton - Speaker Tech in Asia
in Asia Conference 2024 Pasific Place
7. Speaker at the Cloud & AI Summit for the November 8, 2024 The Westin Jakarta Speaker Perbanas with
Financial Service Industry Microsoft
8. Business Essentials October to December Jakarta In Class BSE
2024
9. Executive Education: Think Bigger: Start December 9-12, 2024 Columbia In Class Columbia
Choosing Innovative Solutions Business School,
New York
Ita Tetralastwati - SEVP Treasury
1. International Summit February 2, 2024 Hotel Borobudur Forum BNI
2. Sharing Session on Artificial Intelligence by February 27, 2024 Menara Sharing Sessions BNI
Microsoft Pejompongan
3. Workshop on Internalizing BNI Culture February 28, 2024 Hall Wisma BNI Workshops BNI
Transformation
4. Mandiri Investment Forum 2024 March 5, 2024 Fairmont Hotel Forum Bank Mandiri
5. BNI Business Meeting 2024 March 8 - 9, 2024 Tentrem, Forum BNI
Yogyakarta
6. Risk Management Certification Assessment April 19, 2024 LSPP Certification LSPP
JK 6
7. ACI World Congress 2024 April 22 - 25, 2024 Scandinavia Forum ACI
8. Board of Directors and SEVP Retreat 2024 May 8 -12, 2024 London Forum BNI
9. Facilitator for Sespibank Class 78 in 2024 May 17, 2024 LPPI Forum LPPI
10. Executive Education Program for BOD and June 2 - 7, 2024 Boston Forum Harvard Boston
SEVP in 2024
11. Implementation of General Assessment June 14, 2024 Online Training DDI
Center - SEVP 2024
12. BNI Retreat 2024 September 4 - 8, 2024 Sydney Forum BNI
13. Certification for Financing Experts for October 2 - 3, 2024 Hotel Pullman Forum LSPPI
Commissioners (BNIMF)
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Name of Training/Workshop/Conference/ Place of
No. Implementation Date Type of Training Organiser
Seminar Implementation
14. BNI Investor Daily Summit 2024 October 8 - 9, 2024 JCC Forum BNI
15. Facilitator for Sespibank Class 17 - Liquidity October 11, 2024 LPPI Forum LPPI
Risk Material
16. Leadership Camp for WHI Sector November 22-23, 2024 Pullman, Puncak Forum BNI
17. Business Essential Program Batch IV 2024 via November 29, 2024 by Vidcon Forum Kementerian
Vidcon BUMN
Anang Basuki - SEVP Operations
1. Operational Leadership March 5, 2024 Raffles Hotel Sharing Sessions BNI
2. BSMR Level 6 Training April 1, 2024 Grha Certification LSPP
3. Risk Management Certification Assessment April 26, 2024 LSPP Certification LSPP
JK 7
4. Risk Management Certification Exam JK 6 April 26, 2024 LPPI Certification LSPP
5. Business Retreat May 8 - 13, 2024 London Seminar BNI
6. ORIC 2024 Workshop May 17, 2024 BNI - Wen Facilitator BNI
7. Board Retreat 2nd 2024 September 5-6, 24 Sydney, Ausie Seminar BNI
8. Executive Education 2024 September 9 - 13, 2024 Lausanne, Swiss Training IMD University
9. Collateral Valuation Discussion September 3, 2024 Surabaya Sharing Sessions BNI
10. Collateral Valuation Discussion September 20, 2024 Bandung Sharing Sessions BNI
11. Collateral Valuation Discussion September 10 - 11, 24 Medan Sharing Sessions BNI
12. Webinar: “Transparency and Public September 26, 2024 Online - Grha Sharing Sessions BNI
Information Disclosure in Implementing
Consumer and Community Protection at
BNI”
13. Collateral Valuation Discussion October 16 - 17, 24 Palembang Sharing Sessions BNI
14. Understanding & Strengthening Cash October 23, 2024 Jakarta Sharing Sessions Bank Indonesia
Management Governance
15. Transforming Operations for The Future: November 1, 2024 Jakarta Sharing Sessions BNI
Ways and Strategies for Success
16. BNI Culture Fest 2024 November 14, 2024 Jakarta Sharing Sessions BNI
17. Collateral Valuation Discussion November 21- 23, 2024 Yogyakarta Sharing Sessions BNI
18. Business Essential November 2024 to Jakarta In Class BSE
January 2025
Victor Erico Korompis - SEVP Information Technology
1. Sharing Session IT BNI NWOW January 10, 2024 BNV Speaker BNI
2. FGD with Commission XI of the Indonesian February 1, 2024 Menara BNI Sharing Sessions BNI
House of Representatives
3. Leadership Division STA February 2, 2024 Menara BNI Sharing Sessions BNI
4. Sharing Session IT BNI NWOW February 21, 2024 BNV Speaker BNI
5. Culture Transformation Workshop February 27, 2024 Ballroom Wisma Sharing Sessions BNI
46
6. Operational Leadership Event March 5, 2024 Raffles Hotel Sharing Sessions BNI
7. Risk Management Certification Assessment April 1, 2024 Grha BNI Providing LSPP
JK 6 Certification
8. Sharing Session Maveric March 27, 2024 Wilayan 05 Sharing Sessions BNI
9. Preparation for Risk Management April 1, 2024 Grha BNI
Certification JK 6
10. Risk Management Certification Exam JK 6 April 19, 2024 LPPI Certification LSPP
11. Sharing Session Bootcamp Agile June 19, 2024 BNU Kota Sharing Sessions BNI
12. Venture Capital Executive Program September 16 - 20, 2024 Berkeley In Class Haas School of
Venture Capital Executive Program Business
13. Sharing Session on Office 365 Migration September 27, 2024 BNU Kota Speaker IFM
14. Tech Refresh Workshop October 25, 2024 BNU Kota Speaker IFM
15. Inauguration of Citicon October 31, 2024 Citicon Jakarta Sharing Sessions BNI
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Name of Training/Workshop/Conference/ Place of
No. Implementation Date Type of Training Organiser
Seminar Implementation
Steven Suryana - SEVP Wealth Management
1. Business Meeting Wilayah 14 January 19, 2024 Aston Sentul Workshops BNI
Business Meeting Region 14
2. Strategy to Expand Your Investment Value January 25, 2024 Grha BNI Workshops BNI
3. Earnings Call and Press Conference Full Year January 26, 2024 Vidcon - Jakarta Workshops BNI
2023
4. Business Meeting Region 10 February 02, 2024 Pullman Vimala Workshops BNI
Hills
5. The Tech-Powered Future of Indonesia’s February 27, 2024 Park Hyatt
Wealth Management Jakarta
6. Sharing Session on Artificial Intelligence by February 27, 2024 Grha BNI Lt. 25 Workshops BNI
Microsoft Jakarta
7. Sharing Session on Artificial Intelligence by February 27, 2024 Grha BNI Lt. 25 Sharing Sessions BNI
Microsoft Jakarta
8. Speaker: The Tech-Powered Future of February 29, 2024 Park Hyatt Jakarta Source person Synpulse
Indonesia’s Wealth Management
9. Leadership Forum March 8-10, 2024 Hotel Tentrem, Workshops BNI
Yogyakarta
10. Business Meeting “Synergize and Streamline: March 8, 2024 Hotel Tentrem Workshops BNI
Elevating Productivity and Performance” Yogyakarta
11. Leadership Forum March 9, 2024 Hotel Tentrem Workshops BNI
Yogyakarta
12. Executive Education for BOD and SEVP in April 8-11, 2024 Chicago Executive Nothwestern.
2024 Education Kellogg
13. Risk Management Certification Exam JK 6 April 26, 2024 LPPI Certification LSPP
14. Board Business Meeting May 8-12, 2024 London, UK Workshops BNI
15. Compliance Forum August 14, 2024 Grha BNI Lt 25 Forum BNI x KPK
16. Speaker at the Creativepreneur Event August 25, 2024 Jakarta Seminar Pertamina
Convention Center
17. Board Retreat September 6-8, 2024 Perth, Sydney Workshops BNI
18. Earnings Call and Press Conference 3Q 2024 October 25, 2024 BNI Club Mataram Seminar BNI
19. BNI Investor Daily Summit 2024 October 8-9, 2024 Assembly Hall, BNI
JCC Senayan
Bun Hendra - SEVP Credit Risk
1. Supervisory Visit to CMC Tangerang January 16, 2024 CMC Tangerang - Sharing Sessions BNI
BSD Plaza
2. Supervisory Visit to CMC Makassar January 19, 2024 CMC Makassar - Sharing Sessions BNI
Kantor Wilayah 07
3. Earnings Call and Press Conference FY2023 January 26, 2024 Vidcon - Jakarta Seminar BNI
via Vidcon
4. Business & Risk Awareness for CMC Head January 26, 2024 Hotel Ambhara - Workshops BNI
& HoR Jakarta
5. Business & Risk Awareness for CMC Head January 27, 2024 Hotel Ambhara - Workshops BNI
& HoR Jakarta
6. Focus Group Discussion with Commission XI February 1, 2024 Ballroom Menara FGD BNI
of the Indonesian House of Representatives BNI
7. Supervisory Visit to CMC Medan February 2, 2024 CMC Medan - Sharing Sessions BNI
Kantor Wilayah 01
8. Supervisory Visit to CMC Jakarta Kota February 6, 2024 CMC Jakarta Kota Sharing Sessions BNI
- Kantor Wilayah
12
9. Supervisory Visit to CMC Jatinegara and February 20, 2024 CMC Jatinegara - Sharing Sessions BNI
CMC Bekasi Kantor Wilayah 15
10. Sharing Session on Artificial Intelligence by February 27, 2024 BNI Grha Lt. 25 Sharing Sessions BNI
Microsoft for Directors and SEVP
11. Onboarding Training Program for Experience February 28-29, 2024 Online via Zoom Training BNI
Hire - Executive Level Meeting
12. BNI Business Meeting 2024 March 7 - 10, 2024 Yogyakarta Workshops BNI
13. Onboarding Training Program for Experience March 13, 2024 Online via Zoom Training BNI
Hire - Executive Level Personnel Material Meeting
14. Preparation for Risk Management April 1, 2024 Grha BNI Providing BNU/LSPP
Certification JK 6 Certification
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/Workshop/Conference/ Place of
No. Implementation Date Type of Training Organiser
Seminar Implementation
15. Risk Management Certification Exam JK 6 April 22, 2024 LPPI Certification LSPP/BNV
16. BNI Board Retreat 2024 May 8-12, 2024 London, UK Workshops BNI
17. Opening and Motivational Session for the May 17, 2024 Hotel Ashley Seminar BNI
Commercial Segment Wahid Hasyim-
Jakarta
18. Supervisory Visit to CMC Batam June 6, 2024 CMC Batam Work visit BNI
19. Executive Education at IMD Business School June 24-28, 2024 Lausanne, CH Executive IMD Business
Switzerland Education School
20. Facilitator of the Opening of Commercial July 12, 2024 Ibis Style Tanah Training BNI
Credit Risk (CCR) Refreshment Training - Abang
Batch 2
21. Facilitator of the Opening of Commercial July 19, 2024 Ibis Style Tanah Training BNI
Credit Risk (CCR) Refreshment Training - Abang
Batch 2
22. Supervisory Visit to CMC Surabaya Pemuda August 8, 2024 CMC Surabaya Sharing Sessions BNI
Pemuda
23. Supervisory Visit to CMC Denpasar August 9, 2024 CMC Denpasar Sharing Sessions BNI
24. Compliance Forum August 14, 2024 Grha BNI Lt 25 Forum BNI x KPK
25. Earnings Call and Press Conference 1H-2024 August 22, 2024 BNI Mataram Seminar BNI
26. Supervisory Visit to CMC Semarang August 28, 2024 CMC Semarang Sharing Sessions BNI
27. BOD & SEVP Retreat September 6-8, 2024 Perth,Sydney Workshops BNI
28. Sharing Session “Global Banking Trends September 10, 2024 Grha BNI Lt. 33 Sharing Sessions BNI
2024”
29. Supervisory Visit to CMC Solo September 20, 2024 CMC Solo Sharing Sessions BNI
30. Press Conference for BNI Investor Daily September 30, 2024 BNI Menara Workshops BNI
Summit 2024 “Accelerating Resilient Growth” Pejompongan
31. Supervisory Visit to CMC Pekanbaru October 4, 2024 CMC Pekanbaru Sharing Sessions BNI
32. Speaker at the National Seminar Agenda October 9, 2024 Bali Seminar FKDK BPDSI
FKDK BPDSI
33. Assessment SEVP 2024 October 16, 2024 Online via Zoom Training BNU
Meeting
34. BNI INT Summit November 4, 2024 Top Golf Jakarta Workshops BNI
35. NTV Business Forum November 4, 2024 Hotel Raffles Workshops
36. Culture Fest with KBUMN November 14, 2024 Menara BNI Workshops BNI
Pejompongan
37. BNI INT Summit November 4, 2024 Top Golf Jakarta Workshops BNI
38. NTV Business Forum November 4, 2024 Hotel Raffles Workshops
Pancaran Affendi - SEVP Corporate Banking
1. Earnings Call and Press Conference FY2023 January 26, 2024 Vidcon - Jakarta Seminar BNI
via Vidcon
2. Indonesia Incorporated Day - Collaboration January 27, 2024 The Laguan Nusa Seminar BNI
Towards Global SOEs Dua, Bali
3. ESG Framework in Indonesia with the January 30, 2024 Grha BNI, Lt. 33 Sharing Sessions BNI
Coordinating Ministry for Maritime Affairs
and Investment - Breakfast Meeting
4. Focus Group Discussion with Commission XI February 1, 2024 Ballroom Menara FGD BNI
of the Indonesian House of Representatives BNI
5. Business Meeting Region 10 in 2024 February 2, 2024 Pullman Ciawi Source person BNI
Vimala Hills
6. International Banking & FI Summit (INT February 2, 2024 Hotel Borobudur Source person BNI
Summit)
7. Sharing Session on Artificial Intelligence by February 27, 2024 BNI Grha Lt. 25 Sharing Sessions BNI
Microsoft for Directors and SEVP
8. Workshop Economy Outlook 2024 for United February 28, 2024 Ballroom Kantor Workshops BNI
Tractors Group (Astra Group) United Tractors
9. Onboarding Training Program for Experience February 28 -29, 2024 Online via Zoom Training BNI
Hire - Executive Level Meeting
10. BNI Business Meeting 2024 March 7 - 10, 2024 Yogyakarta Workshops BNI
11. Onboarding Training Program for Experience March 13, 2024 Online via Zoom Training BNI
Hire - Executive Level Personnel Material Meeting
166 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/Workshop/Conference/ Place of
No. Implementation Date Type of Training Organiser
Seminar Implementation
12. Preparation for Risk Management April 1, 2024 Grha BNI Providing BNU/LSPP
Certification JK 7 Certification
13. Risk Management Certification Exam JK 7 April 22, 2024 LPPI Certification LSPP/BNV
14. Sharing Session with the Indonesia May 14, 2024 Grha BNI, Lt. 25 Sharing Sessions BNI
Corporate Counsel Association (ICCA) and
Widyawan & Partners Linklaters (Linklaters)
15. BNI Board Retreat 2024 May 8-12, 2024 London, UK Workshops BNI
16. Executive Education: Wharton School June 9-14, 2024 Philadelphia, US Training BNI
17. Closing Remarks for the Round Table June 15, 2024 Grha BNI Lt. 33 Sharing Sessions BNI
Discussion “The Challenges in Trade Finance
and FI Business Landscape”
18. Compliance Forum “Realizing an Anti- August 14, 2024 Online via Zoom Forum BNI
Corruption Culture Through the Naming of Meeting
Integrity Values”
19. Earnings Call for BNI Performance 2Q-2024 August 22, 2024 Ballroom BNI Seminar BNI
Mataram
20. Sharing Session “Global Banking Trends September 10, 2024 Grha BNI Lt. 33 Sharing Sessions BNI
2024”
21. Webinar/Seminar “Transparency and Public September 26, 2024 Online via Zoom Seminar BNI
Information Disclosure in Implementing Meeting
Consumer and Community Protection at
BNI”
22. BNI Investor Daily Summit 2024 October 8 - 9, 2024 Assembly Hall, Seminar BNI
JCC Senayan
23. Assessment SEVP 2024 October 16, 2024 Online via Zoom Training BNU/DDI
Meeting
24. Earnings Call and Press Conference 3Q-2024 October 25, 2024 BNI Mataram Seminar BNI
25. BNI Culture Fest 2024 November 14, 2024 Menara BNI Workshops BNI
Pejompongan
26. WHI Leadership Camp 2024 November 22 - 23, 2024 Pullman Ciawi Workshops BNI
Vimala Hills
Emmy Nurhayati - SEVP Human Capital
1. Sharing Session on Corporate Plan January 10, 2024 BNI Workshops BNI
2. Product Knowledge for BNI Securities May 7, 2024 BNI In Class BNI
3. Compliance Forum August 14, 2024 Grha BNI Lt 25 Forum BNI x KPK
4. BNI Investor Daily Summit 2024 October 8 - 9, 2024 Assembly Hall, Seminar BNI
JCC Senayan
5. WHI Leadership Camp 2024 November 22, 2024 Pullman Ciawi Workshop BNI
Vimala Hills
6. Speaker at the Aspirasi (Formation) SP BNI December 3, 2024 Roemah Aspirasi Workshop BNI
Night Forum SP BNI
7. BNI INT Summit 2024 (INTSpire) December 4, 2024 TopGolf Jakarta Workshop BNI
8. RHM Workshop December 4, 2024 BNU, Slipi Workshop BNI
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
167
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Shareholder Structure
and Composition [ACGS C.1.2]
Government of Republic
Public
of Indonesia
60% 40%
Controlling Line Non-Controlling Line
168 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Company Shareholders Composition as of January 1, 2024
Number of Ownership
No. Investor Total Investor
Shares %
National Investors
1 Government of Republic of Indonesia 1 22,378,387,750 60.00000
2 Indonesian Individuals 118,458 1,594,259,654 4.27446
3 Cooperatives 19 839,218 0.00225
4 Foundations 39 41,489,470 0.11124
5 Pension Funds 133 1,489,922,804 3.99472
6 Insurance 180 636,524,360 1.70662
7 Bank 8 47,137,900 0.12638
8 Limited Liability Companies 291 86,263,195 0.23129
9 Government Institution 1 132 0.00000
10 Other Business Entities 5 10,596 0.00003
11 Mutual Funds 285 898,857,966 2.40998
Sub Total 119,420 27,173,693,045 72.85697
Foreign Investors
1 Foreign Individuals 296 3,701,924 0.00993
2 Foreign Business Enterprises 1,519 10,119,917,947 27.13310
Sub Total 1,815 10,123,619,871 27.14303
Total 121,235 37,297,312,916 100.00000
Company Shareholders Composition as of December 31, 2024
Number of Ownership
No. Investor Total Investor
Shares %
National Investors
1 Government of Republic of Indonesia 1 22,378,387,750 60.00000
2 Indonesian Individuals 181,794 2,272,634,103 6.09329
3 Cooperatives 20 2,822,158 0.00757
4 Foundations 40 47,541,600 0.12747
5 Pension Funds 165 1,599,427,408 4.28832
6 Insurance 188 366,539,178 0.98275
7 Bank 7 6,591,500 0.01767
8 Limited Liability Companies 377 118,946,444 0.31891
9 Government Institution 1 132 0.00000
10 Other Business Entities 5 10,596 0.00003
11 Mutual Funds 290 715,421,858 1.91816
Sub Total 182,888 27,508,322,727 73.75417
Foreign Investors
1 Foreign Individuals 337 2,850,660 0.00764
2 Foreign Business Enterprises 1,414 9,786,139,529 26.23819
Sub Total 1,751 9,788,990,189 26.24583
Total 184,639 37,297,312,916 100.00000
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
20 Largest BNI Shareholders Composition as of January 1, 2024
No Investor Number of Shares % Status Location
1 Government of Republic of Indonesia 22,378,387,750 60.0000000 Republic of Indonesia Indonesia
2 DJS Ketenagakerjaan Program JHT 1,173,238,336 3.1456377 Local Business Enterprise Indonesia
3 Retail Individual 678,000,000 1.8178253 Indonesian individual Indonesia
4 BNYM RE BNYMLB RE Employees 228,836,806 0.6135477 Foreign Business Enterprise Malaysia
PROVIDENTFD Board-2039927326
5 JPMSE AMS RE AIF CLT RE-Stichting 224,409,068 0.6016762 Foreign Business Enterprise Netherlands
Depositary APG Emerging Markets
Equity Pool Stock Index Fund
6 JPMCB NA RE-Vanguard Total 203,936,112 0.5467850 Foreign Business United States
International Stock Index Fund Enterprise of America
7 JPMCB NA RE - Vanguard Emerging 202,201,052 0.5421330 Foreign Business United States
Markets Stock Index Fund Enterprise of America
8 DJS Ketenagakerjaan Program JP 195,356,600 0.5237820 Local Business Enterprise Indonesia
9 Citibank New York S/A Government 174,500,000 0.4678621 Foreign Business Norway
of Norway - 16 Enterprise
10 HSBC BANK PLC S/A Saudi Central 171,150,176 0.4588807 Foreign Business Saudi Arabia
Bank-No. 2-FE-Invesco HBEU as Enterprise
Agent
11 State Street Bank-MFS Emerging 165,702,900 0.4442757 Local Business United States
Markets Equity Fund Enterprise of America
12 Citibank New York S/A Government 165,000,000 0.4423911 Local Business Norway
of Norway - 23 Enterprise
13 BNYMSANV RE BNYMSANVLUX RE 151,958,072 0.4074236 Local Business Luxembourg
S/A Espring INV Enterprise
14 Citibank Singapore S/A Government 138,503,168 0.3713489 Foreign Business Singapore
of Singapore Enterprise
15 Citibank New York S/A Government 138,474,000 0.3712707 Foreign Business Norway
of Norway - 15 Enterprise
16 Morgan Stanley And Co INTL PLC - 138,280,898 0.3707530 Foreign Business England, UK
Firm AC Enterprise
17 BNYMSANV RE Sanvlux RE Invesco 135,435,800 0.3631248 Foreign Business Luxembourg
Funds-2039845493 Enterprise
18 State Street Bank-Ishares Core MSCI 133,705,400 0.3584853 Foreign Business United States
Emerging Markets ETF Enterprise of America
19 THE NT TST Co S/A British Columbia 128,348,500 0.3441226 Foreign Business Canada
Investment Management Corporation Enterprise
20 State Street Bank-Principal Global 126,996,800 0.3404985 Foreign Business United States
Investors Collective Investment Trust Enterprise of America
20 Largest BNI Shareholders Composition as of December 31, 2024
No Investor Number of Shares % Status Location
1 Government of Republic of Indonesia 22,378,387,750 60.0000000 Republic of Indonesia Indonesia
2 DJS Ketenagakerjaan Program JHT 1,173,238,336 3.1456377 Pension Funds Indonesia
3 Retail Individual 746,000,000 2.0001441 Indonesian Individuals Indonesia
4 BNYM RE BNYMLB RE Employees 387,462,306 1.0388478 Foreign Business Malaysia
Providentfd Board-2039927326 Enterprise
5 SSB 52B0 MFS Emerging Markets 269,910,400 0.7236725 Foreign Business United States
Equity Fund -2183964118 Enterprise of America
6 JPMSE AMS RE AIF CLT RE-Stichting 252,313,764 0.6764931 Foreign Business Netherlands
Depositary APG Emerging Markets Enterprise
Equity Pool
7 JPMCB NA RE-Vanguard Total 208,876,012 0.5600297 Foreign Business United States
International Stock Index Fund Enterprise of America
8 Morgan Stanley and Co INTL PLC - 207,861,721 0.5573102 Foreign Business England, UK
FIRM AC Enterprise
9 JPMCB NA RE - Vanguard Emerging 189,362,952 0.5077121 Foreign Business United States
Markets Stock Index Fund Enterprise of America
170 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Investor Number of Shares % Status Location
10 DJS Ketenagakerjaan Program JP 177,374,300 0.4755686 Dana Pensiun Indonesia
11 BNYMSANV RE Sanvlux RE Invesco 167,495,100 0.4490809 Foreign Business Luxembourg
Funds Enterprise
12 HSBC Bank PLC S/A Saudi Central 155,843,376 0.4178408 Foreign Business Saudi Arabia
Bank-No. 2-FE-Invesco HBEU as Enterprise
Agent
13 Citibank New York S/A Government 143,304,200 0.3842212 Foreign Business Norway
of Norway - 16 Enterprise
14 SSB AAHA Principal GLB Investors 135,678,700 0.3637761 Foreign Business United States
Collctve INVT TST-2183966095 Enterprise of America
15 SSB 2Q27 Ishares Core MSCI 131,307,700 0.3520567 Foreign Business California
Emerging Markets ETF -2183966403 Enterprise
16 BNYMSANV RE BNYM RE People's 131,033,300 0.3513210 Foreign Business China
Bank of China Enterprise
17 BBH Luxembourg S/A Fidelity Funds- 125,753,600 0.3371653 Foreign Business Luxembourg
Asian Smaller Companies Pool Enterprise
18 Citibank New York S/A Government 125,152,500 0.3355537 Foreign Business Norway
of Norway - 15 Enterprise
19 NTC-CAPE ANN Global Developing 114,426,800 0.3067964 Foreign Business United States
Markets Fund Enterprise of America
20 HSBC-Fund Services A/C 086 HBAP 112,010,700 0.3003184 Foreign Business China
- Invesco Ltd A/C Best Investment Enterprise
Corporation
Shareholders with 5% or Over Ownership
January 1, 2024 December 31, 2024
Name of Shareholder Percentage Percentage
Number of Number of
Ownership Ownership
Shares Shares
% %
Republic of Indonesia 22,378,387,750 60.0 22.378.387.750 60.0
Shareholders with Less Than 5% Ownership
January 1, 2024 December 31, 2024
No Shareholder Group Percentage Percentage
Number Number of Number of Number of
Ownership Ownership
of Shares Shares (lembar) Shareholders Shares
% %
Domestic Investor
1 Indonesian Individuals 118,458 1,594,259,654 4.27446 181,794 2,272,634,103 6.09329
2 Cooperatives 19 839,218 0.00225 20 2,822,158 0.00757
3 Foundations 39 41,489,470 0.11124 40 47,541,600 0.12747
4 Pension Funds 133 1,489,922,804 3.99472 165 1,599,427,408 4.28832
5 Insurance 180 636,524,360 1.70662 188 366,539,178 0.98275
6 Banks 8 47,137,900 0.12638 7 6,591,500 0.01767
7 Limited Liability Companies 291 86,263,195 0.23129 377 118,946,444 0.31891
8 Government Agencies 1 132 0.00000 1 132 0.00000
9 Other Business Enterprises 5 10,596 0.00003 5 10,596 0.00003
10 Mutual Funds 285 898,857,966 2.40998 290 715,421,858 1.91816
Sub Total 119,420 4,795,305,295 12.85697 182,888 27,508,322,727 73.75417
Foreign Investor
1 Foreign Business Enterprises 1,519 10,119,917,947 27.13310 1,414 9,786,139,529 26.23819
2 Foreign Individuals 296 3,701,924 0.00993 337 2,850,660 0.00764
Sub Total 1,815 10,123,619,871 27.14303 1,751 9,788,990,189 26.24583
Total 121,234 14,918,925,166 40.00000 184,638 14,918,925,166 40.00000
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Share Ownership (Direct and Indirect) by the Board of Directors and the Board of Commissioners [ACGS C.1.3]
January 1, 2024
Direct Ownership Indirect Ownership
Name Position Number of
Number Percentage Percentage
Shares
of Shares Ownership Ownership
(shares)/
(shares) (%) (%)
Company Name
BOARD OF DIRECTORS
Royke Tumilaar President Director 1,115,346 0.0029904 - -
Putrama Wahju Deputy President Director 1,686,386 0.0045215 - -
Setyawan1)
Novita Widya Finance Director 948,044 0.0025419 - -
Anggraini -
Corina Leyla Karnalies2) Retail Banking Director 1,442,034 0.0038663 - -
David Pirzada Risk Management Director 880,044 0.0023595 - -
Ronny Venir Network & Services Director 1,559,656 0.0041817 - -
Mucharom Human Capital & Compliance Director 348,008 0.0009331 - -
Toto Prasetio Technology & Operations Director 89,856 0.0002409 - -
I Made Sukajaya 3)
Enterprise and Commercial Banking 4 0.0000000 - -
Director -
Hussein Paolo Digital and Integrated Transaction Banking 301,478 0.0007 - -
Kartadjoemena3) Director
Agung Prabowo4) Wholesale & International Banking Director 101,356 0.0002 - -
-
Munadi Herlambang5) Institutional Banking Director 0 0 - -
Adi Sulistyowati 6)
Deputy President Director 905,706 0.0024283 - -
Sis Apik Wijayanto6) Enterprise & Commercial Banking Director 1,579,946 0.0042361 - -
Silvano Winston Wholesale & International Banking Director 948,044 0.0025419 - -
Rumantir6)
Muhammad Iqbal6) Institutional Banking Director 948,044 0.0025419 - -
BOARD OF COMMISSIONERS
Pradjoto President Commissioner 0 0 - -
(Independent Commissioner)
Pahala Nugraha Vice President Commissioner 0 0 - -
Mansury
Sigit Widyawan Independent Commissioner 0 0
Askolani7) Commissioner 809,086 0.0021693 - -
Asmawi Syam Independent Commissioner 0 0 - -
Septian Hario Seto Independent Commissioner 0 0 - -
Iman Sugema Independent Commissioner 0 0 - -
Erwin Rijanto Slamet Independent Commissioner 0 - - -
Fadlansyah Lubis Commissioner 43,484 0.0001166 - -
Robertus Billitea Commissioner 42,400 0.001137 - -
Mohamad Yusuf Commissioner 0 0 - -
Permana8)
Susyanto9) Commissioner 634,594 0.0017014 - -
Notes:
1. Transferred from the original assignment as Director of Retail Banking to Deputy President Director since March 4, 2024, and effective based
on OJK approval since September 2, 2024.
2. Transferred from the original assignment as Director of Digital and Integrated Transaction Banking to Director of Retail Banking since March
4, 2024.
3. Served as Director since March 4, 2024, and effective based on OJK approval since September 2, 2024.
4. Served as Director of Wholesale & International Banking since March 4, 2024, and effective based on OJK approval since October 7, 2024.
5. Served as Director of Institutional Banking since March 4, 2024, and not yet effective.
6. Ceased to serve as Director since March 4, 2024.
7. His term ended and was reappointed based on the decision of the Annual General Meeting of Shareholders on March 4, 2024, as
Commissioner for the second term since March 4, 2024.
8. Served as Commissioner since March 4, 2024, and effective based on OJK approval since September 2, 2024.
9. Ceased to serve as Commissioner since March 4, 2024
172 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Direct Ownership Indirect Ownership
Number of Shares
Number of Shares Percentage Ownership Percentage Ownership
(shares)/
(shares) (%) (%)
Company Name
3,656,941 0.0098048 - -
3,879,526 0.0104016 - -
3,143,884 0.0084293 - -
3,506,474 0.0094014 - -
2,859,984 0.0076681 - -
3,539,596 0.0094902 - -
2,541,148 0.0068132 - -
2,163,696 0.0058012 - -
576,912 0.0015468 - -
918,611 0.0024629 - -
101,356 0.0002718 - -
0 0 - -
- - - -
- - - -
- - - -
- - - -
0 0 - -
677,291 0.0018159 - -
0 0
1,752,462 0.0046986
0 0
0 0
0 0 - -
0 0 - -
986,860 0.0026459 - -
864,066 0.0023167 - -
0 0 - -
- - - -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
173
Page 176
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Shareholders and Percentage of Ownership Based on Classification as of December 31, 2024
Shareholders Number of Shareholders Total Shares (shares) Ownership (%)
Local Institutions 1,093 2,857,300,874 7.66088
Foreign Institutions 1,414 9,786,139,529 26.23819
Local Individuals 181,794 2,272,634,103 6.09329
Foreign Individuals 337 2,850,660 0.00764
Executive/Senior Management
Share Ownership
Executive Officer Share Ownership [ACGS C.1.4]
Share ownership of employees who are Executive Officers/Senior Management is part of the Variable
Remuneration for Employees, the disclosure of which is contained in this Annual Report on page 785.
Information on the Company’s
Majority and Controlling Shareholder [ACGS C.1.2]
The majority/controlling shareholder of the Bank, either directly or indirectly, is the Republic of Indonesia,
represented by the Government of the Republic of Indonesia/Ministry of State-Owned Enterprises (SOE),
with ownership of 60.00% or 22,378,387,750 shares. The Government of the Republic of Indonesia is also the
name of the ultimate owner of the Company.
MAJORITY AND CONTROLLING SHAREHOLDERS
Government of Republic of Indonesia
60.00000%
Number of Shares Percentage Ownership
Name of Shareholder Address
(shares) (%)
Government of the Republic of Kantor Kementerian BUMN 22,378,387,750 60.00000
Indonesia Jl. Medan Merdeka Selatan No. 13
Represented by the Ministry of Jakarta Pusat 10110
State-Owned Enterprises DKI Jakarta, Indonesia
Tel. +62 21 29935678
Fax. +62 21 29935740
www.bumn.go.id
174 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
175
Page 178
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
List of Subsidiaries, Ownership through
Subsidiaries and/or Associated Entities [ACGS C.1.5]
Year of
Year of
Name Line of Business Domicile Commercial
Establishment
Operation
SUBSIDIARIES
PT BNI Multifinance Financing Jakarta 1983 1983
PT BNI Sekuritas Brokerage and Underwriter Jakarta 1995 1995
PT BNI Life Insurance Life Insurance Services Jakarta 1996 1997
BNI Remittance Ltd. Remittance Services Hong Kong 1997 1998
PT Bank Hibank
Banking Jakarta 1993 1993
Indonesia
PT BNI Modal Ventura Venture Capital Jakarta 2022 2022
OWNERSHIP THROUGH SUBSIDIARIES
PT BNI Asset
Investment Manager Jakarta 2011 2011
Management
Brokerage Services,
BNI Securities Pte. Ltd. Underwriting, and Advisory Singapore 2021 2021
Activities in the Capital Market
ASSOCIATED ENTITIES
PT Pemeringkat Efek
Securities Rating Agency Jakarta 1994 1994
Indonesia
PT Kustodian Sentral
Central Custodian Jakarta 1998 1998
Efek Indonesia
PT Kliring Penjaminan
Clearing and Guarantee Jakarta 1996 1996
Efek Indonesia
PT Bank Mizuho
Banking Jakarta 2001 2001
Indonesia
PT Bank SMBC Indonesia
Banking Jakarta 1958 1960
Tbk
PT Bank Syariah
Banking Jakarta 2021 2021
Indonesia Tbk
*) unaudited
**) consolidated
176 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Ownership
Year of Last Capital (%) Operational Total Assets in 2024*
Participation Status (IDR million)
2024 2023
2023 99.998% 99.998% Operating 6,075,604
2019 75.00% 75.00% Operating 1,982,755**)
2012 60.00% 60.00% Operating 26,675,991
2009 100.00% 100.00% Operating 8,636
2022 63.92% 63.92% Operating 17,798,871
2022 99.98% 99.98% Operating 517,250
2011 99.90% 99.90% Operating 202,590
2023 75.00% 75.00% Operating 83,241
2014 0.14% 0.14% Operating 416,000
2022 2.50% 2.50% Operating 8,266,760
2024 1.11% 1.11% Operating 4,416,775
2020 1.00% 1.00% Operating 88,274,841
195,538,337
2020 0.11% 0.15% Operating
(as of Nov 24)
2021 23.24% 23.24% Operating 408,613,432
2024 Annual Report
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BRIEF INFORMATION ON SUBSIDIARIES
PT BNI Multifinance
Line of Business Financing
Business Profile PT BNI Multifinance was established on April 8, 1983 based on Notarial Deed by Kartini Muljadi, S.H.,
No. 21, under the name of PT BNI-AMEX Leasing, as a cooperation between PT Bank Negara Indonesia
(Persero) Tbk (BNI) and American Express Leasing Corporation (AMEX). PT BNI-AMEX Leasing’s name
has been amended several times with the last one to PT BNI Multifinance, being notarized by deed No.
103 dated June 27, 1994. To strengthen its identity, BNI Multifinance changed its name to BNI Finance in
October 2023, which has since come into use.
BNI Finance commenced its commercial operations in 1983, engaging in funding Investments, Working
Capital, Multipurpose and Operating Leases. Since 2022, BNI Finance has refocused its business on
financing in the consumer segment. In an effort to become a Market Leader in Consumer Finance,
in 2023 BNI Multifinance increased its outlets to 30 (thirty) branch offices spread across several large
cities in Indonesia. And in 2024, BNI Finance made further expansion by opening 22 new outlets that
added to a total of 52 BNI Finance branch offices spread throughout Indonesia. BNI Finance has also
collaborated with 1,655 partner dealers that serve as its growth engines.
In a sustainable transformation process, BNI Finance has taken various strategic steps, e.g., digitally
strengthening business processes. In 2024, BNI Finance obtained ISO 27001:2022 certification for its
Information Security Management System (SMKI). This certification was a testament to BNI Finance’s
commitment to maintaining the security and confidentiality of information.
BNI Finance supports its operations with competent resources in the financing sector. Currently, BNI
Finance has a total headcount of 843 employees, 24% of whom are stationed at the head office and the
remaining 76% at branch offices.
Year of
1983
Establishment
Total Assets in 2024 IDR6,075,604 million (unaudited)
Share Ownership 99.998%
Operational Status Operating
Address Graha Binakarsa lantai 11th Fl. Lot. E-F and 12th Fl.
Jl. HR. Rasuna Said Kav. C-18
Kuningan, Jakarta Selatan 12940
Company Board of Commissioners
Management • President Commissioner/Independent : Suhartono
• Commissioner : Hari Satriyono
• Commissioner : Ita Tetralastwati*
Board of Directors
• President Director : Yenanto Siem
• Director : Albertus Henditrianto
• Director : Legendariah
* in the fit and proper test process
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PT BNI Sekuritas
Line of Business Securities Brokerage and Underwriter
Business Profile PT BNI Sekuritas (“BNI Sekuritas” or ”the Company”) is a subsidiary of PT Bank Negara Indonesia
(Persero) Tbk (“BNI”) and established based on Notarial Deed No. 22 dated April 12, 1995 in Jakarta (as
amended by Deed of Amendment No. 39 dated May 3, 1995). The Company runs business in the field of
securities brokerage, securities underwriting, and other related activities based on the approval of the
relevant authorities (SK No. KEP-19/PM/1995, KEP-020/PM/1995 dated August 8, 1995, and KEP-07/PM-
MI/1995 dated October 23, 1995), by following the rules of the Capital Market and Financial Institution
Supervisory Agency (“BAPEPAM-LK”) and applicable regulations. BNI Sekuritas also has obtained
a permit and is registered with the Financial Services Authority (“OJK”) as a provider of securities
underwriting services, securities brokerage, and mutual fund sales agent.
In line with capital market developments and regulations and the implementation of the investment
manager independence in accordance with Bapepam LK Regulation No. V.D.11 as stated in the
Chairman of BapepamLK Decree No. Kep-480/BL/2009 dated December 31, 2009 regarding guidelines
for investment manager functions, the BNI Sekuritas Investment Manager Division has been separated
and was established as a legal entity subsidiary called PT BNI Asset Management (“BNI-AM”). The
establishment of BNI-AM was then approved at the Extraordinary General Meeting of Shareholders
(“EGMS”) of BNI Sekuritas on March 1, 2011 with the Company’s total share of 99.99% in BNI-AM.
In 2011, SBI Sekuritas Co. Ltd was officially involved in capital injection in BNI Sekuritas. This
corporate step changed the share ownership structure of BNI Sekuritas, with BNI then owning 75%
and SBI Sekuritas Co. holding 25%. In October 2014, all of the shares of SBI Sekuritas Co. Ltd. were
transferred to SBI Financial Services Co., Ltd. so by December 31, 2018, the composition of BNI shares
in BNI Sekuritas remained 75% while the remaining 25% was held by SBI Financial Services Co., Ltd.
Furthermore, in order to improve wholesale banking services that provide convenience for customers
to invest anywhere, in 2021, BNI Sekuritas entered in to collaboration with BNI Group to expand its
business to Singapore through the establishment of BNI Securities Pte. Ltd. (“BSPL”)
BNI Sekuritas has been been actifve in the securities and capital market industry for more than 29
years and continued to strive to develop and improve the quality of its range of products and services
in order to meet every customer’s needs. All the achievements made by BNI Sekuritas should not be
dissosiated from the company’s consistent efforts to implement Good Corporate Governance (GCG)
wiht consistency, which is based on its unwavering commitment to run a healthy business, in the
right corridor, and wiht strict comliance with all regulatory provisions. Consistent and sustainable
implementation of GCG is expected to create quality work standards based on ethics. In the long
term, they will increase the value of the Company to ensure that the interests of Shareholders and
Stakeholders are well protected.
Year of
1995
Establishment
Total Assets in 2024 IDR1,982,755 million (unaudited)
Share Ownership 75.00%
Operational Status Operating
Address Sudirman Plaza Indofood Tower, 16th Fl.
Jl. Jenderal Sudirman Kav. 76-78, Jakarta 12910, Indonesia
Company Board of Commissioners
Management • President Commissioner/Independent : Rudy Tandjung
• Commissioner : Kenji Nakanishi
• Commissioner : Pancaran Affendi*
Board of Directors
• Act. President Director : Vera Ongyono
• Director : Yoga Mulya
• Director : Teddy Wishadi**
*) Served as Commissioner since June 25, 2024 and in the process of Fit and Proper Test by OJK
**) Served as Director since June 26, 2023 and in the process of Fit and Proper Test by OJK
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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PT BNI Life Insurance
Line of Business Life Insurance Services
Business Profile PT BNI Life Insurance (“BNI Life”) is a subsidiary of BNI, engaged in in the life insurance sector, including
life insurance business using Sharia principles. BNI Life offers a wide range of insurance products such
as life, health, education, investment, pension and sharia insurance.
BNI Life was originally established under the name of “PT Asuransi Jiwa BNI Jiwasraya” based on Deed
No. 24 dated November 28, 1996 in Jakarta. On November 26, 2004, the Company changed its name to
PT Asuransi Jiwa BNI Jiwasraya, which was endorsed by the Minister of Justice and Human Rights of
the Republic of Indonesia through No. C-31600 HT.01.04.TH.2004 dated December 29, 2004.
In accordance with the Articles of Association, the Company’s scope of activities is conducting business
in life insurance including life insurance business with Islamic principles. The Company obtained a
license as a life insurance company based on the Ministry of Finance of the Republic of Indonesia
Number 305/KMK.017/1997 dated July 7, 1997. The Company also obtained a license to open a branch
office with Islamic principles based on the Ministry of Finance of the Republic of Indonesia No. KEP-186/
KM.6/2004 dated May 19, 2004.
In early May 2014, Sumitomo Life Insurance Company (Sumitomo Life), one of the largest insurance
companies in Japan, officially became one of BNI Life’s shareholders.The equity participation realization
was IDR4.2 trillion with 40% share ownership in BNI Life. The strategic cooperation with Sumitomo Life
Insurance accelerated business growth and provided huge space to gain future business opportunities.
As proof of Sumitomo Life Insurance’s seriousness in the BNI Life business development, they have
placed representatives in BNI Life management as Commissioners, Directors, and professional experts.
BNI Life business operations are supported by competent human resources in the insurance sector.
Currently, BNI Life has 897 employees whose competencies that are continuously being developed to
provide the best service to customers.
BNI Life operates 1 (one) Service Office located at Menara BNI Pejompongan, Jl. Pejompongan Raya
No. 5, Jakarta and and 6 (six) Service Points as follows:
1. Bandung : Jl. Burangrang No. 38, Lengkong;
2. Denpasar : Jl. Diponegoro No. 122;
3. Semarang : Jl. Sriwijaya No. 630, Candisari;
4. Surabaya : Gedung Graha Pangeran Lt. XI, Jl. Achmad Yani No. 286;
5. Palembang : Jl. Basuki Rahmat No.24B;
6. Yogyakarta : Jl. Laksda Adisucipto No.27, Gondokusuman.
In 2024 BNI Life also opened an Operational Office located at Jalan KS Tubun Number 67, RT 002,
RW 003, Petamburan Village, Tanah Abang District, Central Jakarta Administrative City.
To maintain its commitment to business sustainability, BNI Life continues to improve the quality and
improvement of business processes such as:
1. Improve business process digitalization including penetration of digital products & services to
customers (e-polis, bPOS, Mobile DigiClaim);
2. Implement a sustainable employee development program;
3. Conducting CSR activities in the form of natural disaster relief, construction/repair of places of
worship, social fund assistance, health assistance, and education fund assistance;
4. Implementation of efficiency programs in reducing plastic waste, paper usage and electricity & water
consumption;
5. Conduct periodic organizational evaluation & fine-tuning;
6. Implementation of social responsibility, environmental and literacy programs;
7. Implementation of productive credit life insurance marketing program to MSMEs;
8. Implementation of finetuning to the organization by reviewing business processes and increasing
digitization of sustainable financial activities.
Year of
1996
Establishment
Total Assets in 2024 IDR26,675,991 million (unaudited)
Share Ownership 60.00%
Operational Status Operating
Address Centennial Tower 10th Fl., Jl. Gatot Subroto Kav. 24-25, Jakarta Selatan
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Company Board of Commissioners
Management • Commissioner : Beby Lolita Indriani
• Commissioner : Takafumi Igarashi
• Independent Commissioner : Alwi Abdurrahman Shihab
Board of Directors
• Director (concurrently Acting President Director : Neny Asriany
• Finance Director : Agung Turanto Sutarno
• Director : Masaaki Fuse
• Director : Motoharu Niijima
Sharia Supervisory Board
• Chairman : H. Agus Haryadi
• Member : H. Utang Ranuwijaya
• Member : Hj. Siti Haniatunnisa
BNI Remittance Ltd.
Line of Business Remittance Services
Business Profile BNI Remittance Limited was founded by BNI Hong Kong in 1997, originally named “BNI Nakertrans Ltd.”.
The aim of its establishment was to help facilitate Indonesian Migrant Workers (PMI) who are in Hong
Kong to make money transfers.
Then, to further optimize its business activities and adapt to local authority regulations, in 2009, BNI
Nakertrans Ltd officially joined as one of BNI’s subsidiary companies and changed its name to BNI
Remittance Ltd.
BNI Remittance is currently registered as a Money Service Operator with register number 12-08-00768
and subject to Hong Kong Custom and Excise Department. To conduct its business, BNI Remittance
manages outlets spread in 3 (three) areas of Hong Kong, namely the Keswick Main Office on Hong Kong
Island, the Tsuen Wan Branch Office, and the Yuen Long Branch Office in the New Territories.
In addition to services through these outlets, BNI Remittance collaborates with BNI in its financial
inclusion program. This program provides financial access through digital services to make it easier
for Indonesian Migrant Workers (PMI) in Hong Kong to carry out money transfer transactions. The
existence of 8 (eight) BNI ATM machines in Hong Kong, provides customers more freedom to carry out
financial transactions, with the same service features as ATM machines in Indonesia, including cash
withdrawals, balance checks, transfers between BNI/other bank accounts, purchasing credit/tickets and
bill payments. Since mid-2017, BNI Mobile Banking services can be activated directly from Hong Kong
to further strengthen its digital services.
In November 2024, BNI Remittance Ltd officially occupied a new office at Shop 3, G/F, Keswick Court,
3 Keswick Street, Causeway Bay, Hong Kong. The operation of this new office should make customers
feel more comfortable in making transactions at BNI Remittance Ltd.
In addition, in 2024, BNI Remittance Ltd. has also successfully organized an entrepreneurship class
program for Indonesian Migrant Workers. In December 2024, this program produced 22 graduates,
some of whom have succeeded in starting businesses in Indonesia as something to fall back on when
they returned home for good.
Year of
1997
Establishment
Total Assets in 2024 IDR8,636 million (unaudited)
Share Ownership 100.00%
Operational Status Operating
Address Shop 3, on GF, Keswick Court
No. 3 Keswick Street, Causeway Bay Hong Kong
Company Board of Directors
Management Director : Indra Kusuma
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
PT Bank Hibank Indonesia
Line of Business Banking
Business Profile PT Bank Hibank Indonesia (hibank) previously named PT Bank Mayora, is a national private bank that
operated since July 28, 1993 under a Commercial Bank business license in accordance with the Republic
of Indonesia Minister of Finance Decree No. 719/KMK.017/1993 dated July 14, 1993, and became a
Foreign Exchange Commercial Bank in 2013 based on BI Governor Decree No. 15/5/KEP.DPG/2013 dated
May 7, 2013. Since May 18, 2022, hibank has officially been a subsidiary of the BNI Group through
the Minister of Law and Human Rights (Menkumham) letter No. AHU-AH.01.03-0238599 concerning
receipt of notification of changes to hibank’s articles of association, as well as Menkumham Letter
No. AHU-AH.01.09-0013352 concerning receipt of notification of changes to hibank’s corporate data.
The change of name from PT Bank Mayora to PT Bank Hibank Indonesia was in accordance with the
decisions of the extraordinary general meetings of shareholders (EGMS) of PT Bank Mayora on January
6, 2023, and April 11, 2023. The change also received approval from the Minister of Law and Human
Rights of the Republic of Indonesia on April 14 2023, as well as approval from members of the Board
of Commissioners of the Financial Services Authority (FSA) on May 17, 2023. The choice of the name
hibank represents an identity that is in line with the vision and mission and describes the friendly,
simple, and reliable character of a digital bank for MSMEs. The name and logo change also emphasizes
Hibank’s strength and experience in the financial industry with the support of the BNI Group.
In line with Hibank’s vision to become the first digital-based MSME bank in Indonesia, Hibank will
strengthen its role as an ecosystem orchestrator for MSMEs by providing a variety of integrated digital
solutions to help MSMEs grow higher and sustainably.
In 2024, hibank has introduced Financial Supply Chain Management (FSCM) services to facilitate
financing needs in MSMEs in an integrated manner.Through financing services provided to distributors,
principals and suppliers, hibank is committed to supporting the wider MSME business ecosystem.
hibank’s web-based FSCM service offers convenience for customers in the supply chain community to
conduct transactions, loan repayments, and access real-time transaction reports.
Year of
1993
Establishment
Total Assets in 2024 IDR17,798,871 Million (Unaudited)
Share Ownership 63.92%
Operational Status Operating
Address Rajawali Place 22nd-23rd Floor
Jl. H.R. Rasuna Said Kav. B4, Setia Budi, Kecamatan Setiabudi, Kota Jakarta Selatan,
Daerah Khusus Ibukota Jakarta 12910
Company Board of Commissioners
Management • President Commissioner : Rian Eriana Kaslan
• Independent Commissioner : Rufina Tinawati Marianto
• Independent Commissioner : Joys Djajanto
Board of Directors
• President Director : Jenny Wiriyanto
• Director : Ricky Budiono
• Director : Adi Syaf Putra
• Director : Andi M. Andries
• Director : Ir. Prihadiyanto
182 Transforming the Future, Empowering Indonesia
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PT BNI Modal Ventura
Line of Business Venture Capital
Business Profile PT BNI Modal Ventura (“BNI Ventures” or “BNV”) is a subsidiary of PT Bank Negara Indonesia (Persero),
Tbk (“BNI”) which operates in the venture capital industry and was established on April 12, 2022
based on Deed of Establishment No. 17 dated April 12, 2022. BNV received a capital investment of
IDR 500.1 billion (five hundred billion one hundred million rupiah) on May 12, 2022. On April 19,
2022, the establishment of BNV received approval from the Minister of Law and Human Rights
No. AHU-0027437.AH.01.01. 2022.
BNV’s Board of Directors and Board of Commissioners passed the Fit & Proper test (F&P) process from
the Financial Services Authority (FSA) in December 2022, while the permit to carry out venture capital
business activities was approved by the FSA on January 27, 2023 (based on Business License Decision
Number KEP2/D.05/2023).
BNI Ventures has obtained capital of IDR500.1 billion (five hundred billion Rupiah) on May 12, 2022. The
composition of BNI Ventures consist of BNI with total ownership of 99.98% (an equivalent of 500,000
shares) while PT BNI Asset Management (BN-AM) holds the remaining 0.02% (an equivalent of 100
shares).
Since obtaining its business license, BNI Ventures has been active in developing the startup industry
ecosystem in Indonesia through various investment activities and its role as an ecosystem builder. Until
the end of 2024, BNI Ventures has invested in 3 startups that have close synergy with BNI Group. In
addition, BNI Ventures together with 4 other state-owned Corporate Ventures Capital (CVC), to form the
Merah Putih Fund (MPF) which focuses on creating new Indonesian unicorn startups.
Not only in investment activities, BNI Ventures is also active in synergy and innovation activities. Until
the end of 2024 BNI Ventures has realized more than 6 synergies with BNI Group and manages BNV
Arcade as an innovation platform for startups. In addition, BNI Ventures participates in various activities
and programs in the industry such as seminars, talk shows and acts as a jury and assessment team in
pitching sessions, speed dating, and business matchmaking.
Year of
2022
Establishment
Total Assets in 2024 IDR517,250 million (unaudited)
Share Ownership 99.98% : PT Bank Negara Indonesia (Persero) Tbk
0.02% : PT BNI Asset Management
Operational Status Operating
Address Menara BNI 2nd Floor
Jl. Pejompongan Raya No.7, Jakarta Pusat 10210
Company Board of Commissioners
Management • President Commissioner : Victor Erico Korompis
• Independent Commissioner : Kartika Hendrawan
Board of Directors
• President Director : Mardianto E. Danusaputro
• Director : Lugas Prancafitri
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performance Report Profile Analysis on Company Performance Functions
BRIEF INFORMATION ON INDIRECT PT BNI Asset Management’s Board of Commissioners
SUBSIDIARIES and Board of Directors composition is as follows:
Board of Commissioners
PT BNI ASSET MANAGEMENT President Commissioner/ Eko Priyo Pratomo
PT BNI Asset Management (BNI-AM) is a Financial Independent Commissioner
Services Business in the Capital Markets industry. Commissioner Efrizal
As a pioneer in the Investment Manager business
Board of Directors
in Indonesia, BNI-AM has license as an Investment
President Director Mungki Ariwibowo Adil
Manager (IM) from the Capital Market Authority
with license No. KEP-05/BL/MI/2011. This investment Director Ade Yusriansyah
manager business was started on October 23, Director Putut Endro Andanawarih
1995 when it joined PT BNI Sekuritas. With the
development of IM’s business, on July 7, 2011 BNI- BNI SECURITIES PTE. LTD.
AM conducted a spin off from BNI Sekuritas as a BNI Securities Pte. Ltd. (“BSPL”), a wholly-owned
Limited Liability Company. overseas subsidiary of PT BNI Sekuritas, was
established in Singapore on March 22, 2021. BSPL
was established to act as a liaison for the BNI Group
BNI-AM provides investment management in terms of international capital market activities,
services for Third Party Funds through investment including establishing communication with
instruments in the form of complete Mutual Fund investment-based global institutions.
products and also Fund Management Contracts. The
Mutual Fund products provided are Regular Mutual BSPL has a Capital Markets Services license issued
Fund products, Structured Mutual Funds, Special by the Monetary Authority of Singapore (“MAS”) to
Mutual Funds and fund management tailored to the carry out activities regulated by MAS, specifically in
customer’s Risk Appetite, and the period is adjusted the capital market, including securities trading, with
to the customer’s needs. BNI-AM also provides an initial focus on Fixed Income and other activities
Investment Advisory services based on the license that are in line with the main business in Capital
issued by OJK No: KEP-50/D.04/2017. Markets and Sales & Trading.
BNI-AM is part of the BNI conglomerate, one of the In 2024, BSPL obtained an additional license from
largest state-owned banks in Indonesia, which is MAS in Advising on Corporate Finance.
included in the ranks of Indonesian public companies
in the global class. When carrying out its business The BSPL Board of Directors composition is as
activities, BNI-AM’s business grows in synergy with follows:
other BNI subsidiary companies, namely BNI Life, Board of Directors
BNI Sekuritas, BNI Multifinance, BNI Remittance and Executive Director Chew Wen Yu, Edwin
Bank Hibank.
Non Executive
Dipo Nugroho
Director
Supported by a strong understanding of investment
in the Capital Market in Indonesia, and by having
a professional Investment Team, BNI-AM is ready BRIEF INFORMATION ON ASSOCIATED
to help manage investors’ funds through a variety ENTITIES
of Mutual Fund investment products ranging
from Open-end Mutual Funds, Protected Mutual PT PEMERINGKAT EFEK INDONESIA
Funds, and alternative investments such as Limited PT Pemeringkat Efek Indonesia (PEFINDO) was
Participation Mutual Funds (RDPT), Asset Backed established on December 21, 1993 on the initiative
Securities Collective Investment Contracts (KIK- of the Capital Market Supervisory Agency/BAPEPAM
EBA), etc. BNI Asset Management Head Office is (now the Financial Services Authority) and Bank
located at Centennial Tower Lt. 19, Jl. Gatot Subroto Indonesia. As the first independent credit rating
Kav. 24-25, South Jakarta. agency in Indonesia whose reliability has been
well-tested, PEFINDO plays a role in analyzing
the probability of default by a company or debt
instrument in Indonesia.
184 Transforming the Future, Empowering Indonesia
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Having actively contributed for more than 25 years Seeing the very fast growth in transactions in the
in providing rating services in Indonesia, PEFINDO capital market, as well as increasingly advanced
has rated more than 1,100 entities and capital market systems and technology developments, KSEI took
instruments including Bonds and Subordinated the initiative to carry out continuous development
Bonds, Sukuk, Medium Term Securities (MTN), of the C-BEST system through the new generation
Securities Collective Investment Contracts Asset of C-BEST Next Generation (Next-G) on August 8,
Backed (KIK-EBA), Mutual Funds, and Real Estate 2018. The launch of C-BEST Next-G reflects KSEI’s
and Commercial Securities Investment Funds. In effort to support the development of the Indonesian
order to support the plan to issue regional bonds Capital Market, especially in terms of increasing the
in Indonesia, since 2011 PEFINDO has also started number of investors and increasing the number of
conducting analysis and ranking of regional transaction settlements. Efforts to increase investor
governments in Indonesia. confidence in investing were realized by KSEI in
2012 through the obligation to own a Single Investor
In addition to its rating services, PEFINDO also Identification (SID). SID is a single identity number for
grows its income by actively conducting research investors that provides convenience in the investor
on the Indonesian capital market and publishes identification process as well as forms the basis for
its own indices, called PEFINDO25 and PEFINDO other capital market developments, including the
i-Grade, as well as its published products, which AKSes (Securities Ownership Reference) facility.
make up one of the benchmarks for consideration by
capital market players in Indonesia, ind include the In 2016, KSEI implemented an integrated
Indonesia Sectoral Review/ISR and Indonesia Rating investment management system (S-INVEST), so
Highlights/IRH and other products that provide that the Indonesian Capital Market has an integrated
information about the Indonesian capital market. platform for the investment management industry.
This breakthrough successfully led KSEI to win the
The number of shares owned by BNI in PEFINDO award as The Best Central Securities Depository in
currently reaches 143 shares, equivalent to 0.122% Southeast Asia in 2016 according to Alpha Southeast
ownership. The number of shares owned by BNI Asia Magazine and made Indonesia the first country
Sekuritas in PEFINDO currently reaches 15 shares, in the Southeast Asia region to have an integrated
equivalent to 0.013% ownership, so the total share investment management system. Optimism and
ownership of BNI Group in PEFINDO is 0.14%. dedication has driven KSEI’s enthusiasm to advance
the Indonesian Capital Market. Armed with support
PT KUSTODIAN SENTRAL EFEK INDONESIA from shareholders consisting of SROs (BEI and
PT Kustodian Sentral Efek Indonesia (KSEI) is a KPEI), Securities Companies, Custodian Banks and
Depository and Settlement Institution (LPP) in the Securities Administration Bureaus, KSEI continues
Indonesian Capital Market that provides central to moving forward and achieve the best performance
Custodian services and settlement of Securities through various initiatives. The initiatives and
transactions in an orderly, fair and efficient manner, research applied continue to be developed on an
as mandated by Law Number 8 of 1995 concerning ongoing basis to suit the latest industry trends and
Capital Markets. KSEI was established in Jakarta on market needs.
December 23, 1997 and obtained a business license
on November 11, 1998. Regarding its affiliation with BNI, KSEI is a minority
subsidiary with direct participation, in which BNI
KSEI is a Self-Regulatory Organization (SRO), began having ownership shares since September
together with the Indonesia Stock Exchange (IDX) and 24, 1998. The number of shares owned by BNI in
the Indonesian Clearing and Guarantee Corporation KSEI currently reaches 60 shares, which is equivalent
(KPEI). KSEI started its operational activities for to 2.50% ownership. Regarding its affiliation with
settlement of securities transactions by script on BNI, KSEI is a minority subsidiary with direct
January 9, 1998, taking over a similar function from participation, in which BNI began to own shares
PT Kliring Depository Securities Indonesia (KDEI) since September 24, 1998. At present, the number
as the Depository and Settlement Clearing House of shares owned by BNI in KSEI reaches 60 shares,
(LKPP). In 2000, KSEI together with other SROs equivalent to 1.00% ownership. While the number of
implemented scripless trading and settlement of shares owned by BNI Sekuritas in KSEI reaches 90
Securities transactions in the Indonesian Capital shares, equivalent to 1.50% ownership, hence BNI
Market. This application is supported by KSEI’s main Group’s share ownership in KSEI is 2.50%.
system, namely The Central Depository and Book
Entry Settlement System (C-BEST).
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PT Bank Negara Indonesia (Persero) Tbk
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PT KLIRING PENJAMINAN EFEK INDONESIA PT BANK MIZUHO INDONESIA
PT Kliring Penjaminan Efek Indonesia (KPEI) was PT Bank Mizuho Indonesia (“Bank Mizuho”) was
established in 1996 with the function as a Clearing originally established under the name PT Fuji
and Guarantee Institution or Central Counterparty Bank International Indonesia. Amendments to the
(CCP) for the Indonesian capital market. Based on Bank’s Articles of Association included a change of
Law Number 8 of 1995 concerning Capital Markets, name from PT Bank Fuji International Indonesia to
the Government of the Republic of Indonesia then PT Bank Mizuho Indonesia and changes to the Bank’s
established KPEI as part of the Self-Regulatory capital and Board of Commissioners and Board of
Organization (SRO) of the Indonesian capital market Directors composition, following the merger of PT
together with PT Bursa Efek Indonesia (BEI) and Bank Dai-Ichi Kangyo Indonesia (BDKI) and PT Bank
PT Kustodian Sentral Efek Indonesia (KSEI). IBJ Indonesia (IBJ) with PT Fuji Bank International
Indonesia which became effective on October 1,
As an entity, KPEI’s business field is to organize 2001.
clearing activities for Exchange transactions and
transactions outside the Exchange, and to guarantee Regarding its affiliation with BNI, Bank Mizuho is a
the settlement of Exchange transactions. Industrial minority subsidiary company with direct investment,
and economic developments allow KPEI to develop in which BNI began to own shares since October 13,
its business activities by organizing other financial 2003. The number of shares owned by BNI in Bank
service support activities, in accordance with the Mizuho currently reaches 73,847 shares, or 1.00%
approval of the Financial Services Authority (OJK) ownership.
and referring to the prevailing laws and regulations.
The year 2020 marks KPEI’s footsteps in trying to PT BANK SMBC INDONESIA Tbk
expand its role as the central counterparty (CCP) of Bank BTPN is a foreign exchange bank resulting from
the OTC Derivative market, as well as to support the a merger between PT Bank Tabungan Pensiunan
Government’s program towards the development Nasional Tbk (BTPN) and PT Bank Sumitomo Mitsui
of financial markets with integrity, efficiency and Indonesia (Bank Sumitomo Indonesia) which
transparency. became effective on February 1, 2019.
KPEI continuously improves the quality of services In the disclosure of information submitted to the
and products on an ongoing basis, and strives to Indonesia Stock Exchange (IDX) on February 5, 2019,
innovate each type of service and product to meet on February 1, 2019 there has been a change in the
the expectations of market participants. As an composition of the shareholders of PT Bank BTPN
institutional development, KPEI also always strives Tbk. Currently 91.05% of BTPN’s shares are owned
to make infrastructure improvements, research and by Sumitomo Mitsui Banking Corporation, PT Bank
development, and implementation of international Negara Indonesia Tbk (BBNI) with 0.11%, PT Bank
standard best practices as a Central Counterparty Cental Asia Tbk (BBCA) with 1.03% and the Public
(CCP). with 7.81%.
In relation to its affiliation with BNI, KPEI is a minority Bank BTPN before the merger was a bank that
subsidiary company with direct investment, where focused on lending to the mass market (retail), while
BNI has carried out capital participation in KPEI since Bank Sumitomo Indonesia focused on the corporate
September 25, 2024. The number of shares owned
by BNI in KPEI currently reaches 2,500 shares, which
is equivalent to 1.11% ownership.
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business segment. Following the merger between To capture the growing opportunity for the Islamic
the two banks, Bank BTPN will become a universal economy in Indonesia, three state-owned Islamic
bank with a more complete business and serves banks, Bank Syariah Mandiri, BNI Syariah and
wider customer segments, from the mass market BRI Syariah, decided to form a strategic alliance.
(retail) to corporate segments. On February 1, 2021, which coincides with 19
Jumadil Akhir 1442 H, marked the merger of Bank
Regarding its affiliation with BNI, Bank BTPN is a Syariah Mandiri, BNI Syariah and BRI Syariah into
minority subsidiary company with direct investment, one entity, namely BSI. This merger will unite the
in which BNI began to own shares on April 18, 2004. advantages of these three Islamic Banks to present
The number of shares owned by BNI in Bank BTPN a more complete service, a wider reach, and have
is currently 12,007,137 shares, or 0. 11% ownership. a better capital capacity. Supported by synergies
with ther parent companies (Mandiri, BNI, BRI) and
PT BANK SYARIAH INDONESIA Tbk the Government commitment through the Ministry
Bank Syariah Indonesia (“BSI”) is a new entity born of BUMN, BSI was encouraged to compete at the
as a result of the merger of three state-owned sharia global level.
banks, namely Bank Syariah Mandiri, BNI Syariah,
and BRI Syariah on February 1, 2021. As one of the controlling shareholders in BSI,
the number of shares owned by BNI in BSI at the
Given the history from the BNI side, Bank BNI end of 2024 was 10,720,230,418 shares, or 23.24%
Syariah was originally a Sharia Business Unit ownership.
(UUS) within the BNI organization. Then in October
2009, BNI Management through the Extraordinary
General Meeting of Shareholders (EGMS) approved
a plan to spin off the Sharia Business Unit (UUS) to
become a Sharia Commercial Bank (BUS) taking into
account the increasingly advanced development of
the Islamic banking business and the increasing
demands of consumers who wanted a pure Islamic
bank at that time. In June 2010, BNI management
formalized the separation (spin-off) of BNI’s Sharia
Business Unit (UUS) into a new entity called
PT Bank BNI Syariah.
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Performance Report Profile Analysis on Company Performance Functions
Corporate
Group Structure
Financing Securities Life Insurance
1983 | 99.99% 1995 | 75.00% 1996 | 60.00%
MAJORITY
25,00%
Investment Manager Securities
2011 | 99.90% 2021 | 100.00%
0.013% 0.122%
MINORITY
Fintech Capital Market Payment System Securities Rating
2018 | 9.82% 1977 | 1.20% 2017 | 17.50% 1994 | 0.14%
Notes:
Investment by BNI
Percentage of BNI Ownership
Investment by BNI Sekuritas
Percentage of BNI Sekuritas Ownership
Investment by BNI Asset Management
Investment by Strategic Partner Percentage of Strategic Partner Ownership
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Remittance Banking Venture Cap.
1996 | 100.00% 2022 | 63.92% 2023 | 99.98%
40,00% 36.08% 0.02%
Mayora Inti
Utama
1.50% 1.00%
*)
Central Custodian Banking Banking Banking Clearing
1998 | 2.50% 2003 | 1.00% 2024 | 0.11% 2021 | 23.24% 2024 | 1.11%
Notes:
*) In 2021, Bank BNI Syariah officially merged with 2 other Sharia Banks to become Bank Syariah Indonesia
2024 Annual Report
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Share Listing
Chronology
INITIAL PUBLIC OFFERING (IPO) LIMITED PUBLIC OFFERING II
On October 28, 1996, BNI undertook an initial public On July 30, 2007, the Extraordinary General
offering of 1,085,032,000 Class B shares with a par Shareholders’ Meeting approved the issuance of up
value per share of IDR500 (full amount) and offering to 1,992,253,110 new Class C shares through Limited
price per share of IDR850 (full amount) to the public Public Offering II to shareholders with a par value
in Indonesia.The shares began trading on the Jakarta per share of IDR375 (full amount).
and Surabaya Stock Exchanges (currently Indonesia
Stock Exchange or IDX) on November 25, 1996. Each owner of 20 old shares whose name was
registered in the List of Shareholders of BNI as of
LIMITED PUBLIC OFFERING I August 9, 2007 at 16.00 WIB was entitled to 3 pre-
emptive rights where each right entitles the owner
On June 30, 1999, BNI undertook a Limited Public to buy a new share at the price of IDR2,025 (full
Offering I (“LPO I”) through the issuance of pre- amount) per share. From the Limited Public Offering
emptive rights of 151,904,480,000 Class C shares II, BNI raised IDR747,094 additional share capital
with a par value per share of IDR25 (full amount). Each and IDR3,287,218 additional paid-in capital and
holder of 1 share was entitled to buy 35 new shares IDR195,280 shares issuance cost. The initial trading
for IDR347.58 (full amount) per share. As a result of took place on August 13, 2007 at the Jakarta Stock
LPO I, BNI increased its capital by 683,916,500 Class Exchange and Surabaya Stock Exchange (currently
C shares issued to the public on July 21, 1999 and IDX).
the LPO I listed in the Jakarta and Surabaya Stock
Exchanges (currently IDX). On April 7, 2000 and June LIMITED PUBLIC OFFERING III
30, 2000, BNI also issued 151,220,563,500 Class C
shares to the Government of Indonesia through the On November 25, 2010, at the Extraordinary General
recapitalization program under the Government Shareholders’ Meeting, the shareholders decided,
Regulation No. 52 year 1999. among other matters, to increase the issued and
paid-up capital through limited public offering with
RECAPITALIZATION pre- emptive right (LPO III) to shareholders for the
issuance of 3,374,715,948 new Class C shares with a
On March 30, 2000, the Ministry of Finance approved par value per share of IDR375 (full amount). Such pre-
BNI’s recapitalization amounting to IDR61.8 trillion, emptive rights can be traded inside and outside the
which was IDR9 trillion higher than the amount stated Indonesia Stock Exchange (IDX) starting December
in the Government Regulation No. 52 year 1999. In 10, 2010 until December 16, 2010, with consideration
connection with the increase in the recapitalization to the existing capital market regulation. From the
amount, which was approved in the Government LPO III, BNI obtained IDR1,265,519 additional share
Regulation No. 32 year 2000, BNI issued additional capital and IDR8,950,869 additional paid-in capital,
44,946,404,500 Class C shares without pre-emptive net of shares issuance cost.
rights.
On July 20, 2001, BNI’s capital was reduced by
1,965,701,500 Class C shares in connection with
the refund of excess recapitalization funds to the
Government of Indonesia. The refund was approved
by the shareholders at the Extraordinary General
Shareholders’ Meeting held on June 25, 2001.
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IMPLEMENTATION OF STOCK SPLIT
On September 19, 2023, the Extraordinary General Meeting of Shareholders (EGMS) approved a stock
split and changes to Article 4 of the Company’s Articles of Association concerning Company Capital. The
Company carried out a stock split with a split ratio of 1 (one) old share into 2 (two) new shares (1:2), effective
on October 6, 2023, so that the nominal value per Series A Dwiwarna and Series B share became IDR3,750
(three thousand seven hundred and fifty rupiah) and the nominal value per Series C Share became IDR187.50
(one hundred eighty seven point five zero rupiah).
NAME OF THE EXCHANGE WHERE THE COMPANY’S SHARES ARE LISTED
All BNI shares have been listed on the Indonesian Stock Exchange.
BNI Share Listing Chronology
Offering Number
Date Description Shares Nominal Value
Price of Shares
Prior to IPO - - - - -
November 1996 Initial Public Offering (IPO) Series-A @Rp500 - 1
Series-B @Rp500 850 4,340,127,999
Total Capital issued and paid 4,340,128,000
June 1999 Rights Issue (1:35) Series-A @Rp500 - 1
Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347,58 151,904,480,000
Total Capital issued and paid 156,244,608,000
June 2000 Issuance of new shares without Series-A @Rp500 - 1
pre-emptive rights Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347.58 196,850,884,500
Total Capital issued and paid 201,191,012,500
July 2001 Repayment of excess amount in Series-A @Rp500 - 1
Government Bonds Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347.58 194,885,183,000
Total Capital issued and paid 199,225,311,000
December 2003 Reverse Stock Split (15:1) Series-A @Rp7,500 - 1
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 5,213.7 12,992,345,533
Total Capital issued and paid 13,281,687,400
August 13, 2007 Rights Issue (20:3) Series-A @Rp7,500 - 1
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 2,025 14,984,598,643
Total Capital issued and paid 15,273,940,510
August 2010 Divestment of Indonesian State Series-A @Rp7,500 - 1
Shares in BNI ex green shoe Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 2,025 14,984,598,643
Total Capital issued and paid 15,273,940,510
December 10, 2010 Rights Issue (110,473:500,000) Series-A @Rp7,500 - 1
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 3,100 18,359,314,591
Total Capital issued and paid 18,648,656,458
October 6, 2023 Stock Split (1:2) Series-A @Rp3,750 - 1
Series-B @Rp3,750 - 578,683,733
Series-C @187,50 - 68,426,325,320
Total Capital issued and paid 37,297,312,916
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Other Securities Listing
Chronology
To support business growth, and to strengthen its TIER 2 CAPITAL BOND 2021 (GLOBAL BOND)
capital with sufficient sources of funds with a good
spread of tenors, BNI has issued several bonds BNI issued debt instruments with capital
denominated in Rupiah and foreign currencies. The characteristics in the form of Tier II Capital
bonds include BNI Global Bonds in 2012, followed Bonds, which were listed on the Singapore
by the issuance of BNI Sustainable Bonds in 2017 Exchange (SGX Listing) with a principal amount
which realized funds of IDR3 trillion over a tenor of of USD500,000,000.00 with a write down feature
5 (five) years. In 2021 BNI again issued a Global Tier that can be counted as a Tier 2 capital component
2 Capital Bonds and Additional Tier 1 Capital Bonds through OJK letter No. S-64/PB.31/2021 dated March
with funds raised of USD500,000,000 (full amount) 31, 2021. The Tier 2 Capital Bond issuance is one
and USD600,000,000 (full amount), respectively. In of BNI’s strategies for increasing the Bank’s capital
2022, BNI also issued Green Bonds denominated through Tier 2 Capital.
in Rupiah with total funds collected of IDR5 trillion
each with a tenor of 3 years and 5 years. The Tier 2 Capital Bonds were offered at a fixed
interest rate of 3.75% p.a. for a term of 5 (five) years.
GLOBAL BOND 2012 Acting as institutions and supporting professions for
the issuance of the Tier 2 Capital Bonds were HSBC
BNI issued USD-denominated senior bonds (global and Citi Group. The legal consultants were Ginting &
bond) on April 27, 2012 with a principal amount of Reksodiputro in association with Allen & Overy and
USD500,000,000 (full amount). The bonds were HSBC acted as Trustee and Paying Agent. The bonds
issued at a price of 98.89% with a coupon of 4.125% received a rating on long-term debt securities from
paid every 6 months.The bonds had a term of 5 years Fitch Rating of BB, and from Moody’s Rating of Ba2.
with a due date of April 27, 2017. The Bank has settled
the entire principal amount of USD500.000.000 (full ADDITIONAL TIER 1 CAPITAL BOND 2021
amount) at price 100,00%. (GLOBAL BOND)
REGISTRATION OF SUSTAINABLE BONDS BNI issued debt instruments with capital
2017 characteristics in the form of Additional Tier 1
Capital Bonds, which were listed on the Singapore
On June 22, 2017, BNI obtained an effective statement Exchange (SGX Listing) with a principal amount of
from FSA through letter number S-349/D.04/2017 USD600,000,000 (full amount) with a write down
to issue Sustainable Bonds I BNI Phase I 2017 feature that can be counted as a Tier 1 capital
(“Bonds”). The value of bonds issued amounted to component through OJK letter No. S-210/ PB.31/2021
IDR3,000,000,000,000 (full amount), for a period of dated September 30, 2021.
5 years, with a coupon of 8% per annum that will be
paid quarterly. The BNI Bonds were issued on July The issuance of the Additional Tier 1 Capital Bond
11, 2017 and listed on the Indonesia Stock Exchange aimed to increase Tier 1 Capital, general funding,
on July 12, 2017. The first coupon payment to the and improve the structure of long-term funds.
bondholders was made on October 11, 2017. Additional Tier 1 Capital Bonds were offered with
a fixed interest rate of 4.30% p.a. perpetual term
Acting as Underwriters were PT BNI Sekuritas, (no maturity) with call options after 5.5 (five and a
PT Mandiri Sekuritas, PT Bahana Sekuritas, half) years. Acting as institutions and supporting
PT Danareksa Sekuritas, PT Indo Premier Sekuritas professions for the issuance of the Additional Tier 1
and PT BCA Sekuritas. Acting as Trustee was Capital Bonds were BNI Sekuritas, JP Morgan and
PT Bank Rakyat Indonesia (Persero) Tbk. UBS. The legal consultants used were Hadiputranto,
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Hadinoto & Partners in association with Baker GLOBAL BOND 2024
McKenzie and HSBC acted as Trustee and Paying
Agent. The bonds received a rating on long-term BNI issued senior bonds (BNI Global Bond)
debt securities from Moody’s Rating of Ba3. denominated in US Dollars on April 5, 2024
amounting to USD 500,000,000 (full amount) which
ENVIRONMENTAL BONDS (GREEN BONDS) was listed on the Singapore Exchange (SGX Listing).
BNI 2022 BNI Global Bond 2024 was issued at a price of 100%
with a coupon of 5.28% paid every 6 months (semi-
On June 10, 2022, BNI received an effective statement annually). BNI Global Bond 2024 has a term of 5
from FSA through letter no. S-93/D.04/2022 to issue (five) years and will mature on April 5, 2029.
Green Bond I PT Bank Negara Indonesia (Persero)
TbkYear 2022 on June 21, 2022.The Principal Amount The proceeds from the issuance of this Bond will
of Green Bonds issued is IDR5,000,000,000,000 (five be used for the company’s general financing and
trillion Rupiah) with Green Bond interest of 6.35% funding needs. Acting as supporting institutions
(six point three five percent) per year for series A and professions in the issuance of the 2024 Global
and 6.85% (six point eight five percent) per year for Bond are BNI Securities Pte Ltd, JP Morgan and
series B. Green Bond I 2022 was offered at 100% Citi Group. The Legal Consultant used is Ginting &
(one hundred percent) of the principal amount of Reksodiputro which is associated with Allen & Overy
the bonds, with coupons paid quarterly, and listed Singapore. Then HSBC acts as Trustee and Paying
on the Indonesia Stock Exchange (IDX) on June 22, Agent. The bonds have received a rating for long-
2022. The first coupon payment to bondholders was term debt securities from S&P with a BBB rating and
made on September 21, 2022. Fitch Rating with a BBB- rating.
The proceeds from the bond issuance, after NAME OF THE EXCHANGE WHERE THE
deducting emission costs, will all be used by COMPANY’S BONDS ARE LISTED
BNI to finance and refinance projects in the
Environmentally Friendly Business Activities (KUBL) All BNI Rupiah-denominated Securities have been
category, namely projects related to renewable listed on the Indonesia Stock Exchange (IDX), while
energy, energy efficiency, processing waste into Forex-denominated Securities are listed on the
energy and waste management, sustainable use Singapore Exchange.
of natural resources and land use, conservation of
terrestrial and aquatic biodiversity, environmentally
friendly transportation, sustainable management of
water and wastewater, climate change adaptation,
environmentally sound buildings, and sustainable
agriculture, taking into account OJK Regulation
No. 60/POJK.04/2017 concerning Issuance and
Requirements for Green Bonds.
Acting as Underwriters for the Issue were PT BNI
Sekuritas, PT BCA Sekuritas, PT Mandiri Sekuritas,
PT BRI Danareksa Sekuritas, PT CIMB Niaga Sekuritas,
and PT Maybank Sekuritas. Acting as Trustee was
PT Bank Mandiri (Persero) Tbk.
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BNI Bond Listing Chronology
Name of Effective Maturity Interest Payment Securities Rating
Issue Date Tenor Currency Number of Bonds Offer Value Trustee
Security Date Date Rate Status 2024 2023
Global Bond April 17, - 5 Years USD 500,000,000 98.89 April 27, 4.125% p.a Paid - - HSBC
2012 2017
BNI July 11, June 22, 5 Years IDR 3,000,000,000,000 100.00 July 11, 8.00% p.a Paid idAAA idAAA PT BRI
Sustainable 2017 2017 2022 (Pefindo) (Pefindo) (Persero)
Bonds I Phase
I of 2017
BNI Tier 2 March 30, March 30, 5 Years USD 500,000,000 100.00 March 30, 3.75% Not Yet Paid BB (Fitch) - HSBC
Capital Bond 2021 2021 2026 Ba2 Corp Ltd.
2021 (Moodys)
BNI Additional September September Perpetual, USD 600,000,000 100.00 March 24, 4.30% Not Yet Paid Ba3 - HSBC
Tier 1 Capital 24, 2021 24, 2021 Non 2027 (Moodys) Corp Ltd.
Bond 2021 Callable 5.5
Years
BNI Green June 21, June 10, 3 Years IDR 4,000,000,000,000 100.00 June 21, 6.35% Not Yet Paid idAAA - PT Bank
Bond I of 2022 2022 2022 2025 (Pefindo) Mandiri
(Persero)
Tbk
BNI Green June 21, June 10, 5 Years IDR 1,000,000,000,000 100.00 June 21, 6.85% Not Yet Paid idAAA - PT Bank
Bond I of 2022 2022 2022 2027 (Pefindo) Mandiri
(Persero)
Tbk
Global Bond April 05, April 05, 5 Years USD 500,000,000 100.00 April 05, 5.28% p.a Not Yet Paid BBB (S&P) - HSBC
2024 2024 2024 2029 BBB- (Fitch) Corp Ltd.
BOND INTEREST PAYMENT CHRONOLOGY
This Global Bond has an annual interest rate of 4.125% of the principal amount of the loan. Interest is paid
by the Bank every 6 (six) months with the initial date of payment of the bond interest on October 29, 2012
and the last payment of the bond interest has been paid on maturity on April 27, 2017.
Global Bond Interest Payments Chronology
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 October 29, 2012 4.125% Paid
2 April 29, 2013 4.125% Paid
3 October 28, 2013 4.125% Paid
4 April 28, 2014 4.125% Paid
5 October 27, 2014 4.125% Paid
6 April 27, 2015 4.125% Paid
7 October 27, 2015 4.125% Paid
8 April 27, 2016 4.125% Paid
9 October 27, 2016 4.125% Paid
10 April 27, 2017 4.125% Paid
The Sustainable Bond I BNI Rupiah Phase I 2017 has an interest rate of 8% per annum which is paid
periodically every 3 months with the following schedule:
Chronology of Sustainable Bond Interest Payments
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 October 11, 2017 8% Paid
2 January 11, 2018 8% Paid
3 April 11, 2018 8% Paid
4 July 11, 2018 8% Paid
5 October 11, 2018 8% Paid
6 January 11, 2019 8% Paid
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Interest No. Date of Bond Interest Payment Interest (%) Payment Status
7 April 11, 2019 8% Paid
8 July 11, 2019 8% Paid
9 October 11, 2019 8% Paid
10 January 11, 2020 8% Paid
11 April 11, 2020 8% Paid
12 July 11, 2020 8% Paid
13 October 11, 2020 8% Paid
14 January 11, 2021 8% Paid
15 April 11, 2021 8% Paid
16 July 11, 2021 8% Paid
17 October 11, 2021 8% Paid
18 Januari 11, 2022 8% Paid
19 April 11, 2022 8% Paid
20 July 11, 2022 8% Paid
BNI Tier 2 Capital Bond 2021 has an interest rate of 3.75% per annum, which is paid every 6 months with
the first interest payment made on September 30, 2021 and ending on March 30, 2026 with the following
schedule:
Tier 2 Capital Bond Interest Payments Chronology
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 September 30, 2021 3.75% Paid
2 March 30, 2022 3.75% Paid
3 September 30, 2023 3.75% Paid
4 March 30, 2023 3.75% Paid
5 September 30, 2023 3.75% Paid
6 March 30, 2024 3.75% Paid
7 September 30, 2024 3.75% Paid
8 March 30, 2025 3.75% Not Yet Paid
9 September 30, 2025 3.75% Not Yet Paid
10 March 30, 2026 3.75% Not Yet Paid
BNI Additional Tier 1 Capital Bond 2021 has an interest rate of 4.3% per annum with the first interest
payment to be made on March 24, 2022 and ending on March 24, 2027, and is paid every 6 months with the
following schedule:
Tier 1 Capital Bond Interest Payments Chronology
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 March 24, 2022 4.3% Paid
2 September 24, 2022 4.3% Paid
3 March 24, 2023 4.3% Paid
4 September 24, 2023 4.3% Paid
5 March 24, 2024 4.3% Paid
6 September 24, 2024 4.3% Paid
7 March 24, 2025 4.3% Not Yet Paid
8 September 24, 2025 4.3% Not Yet Paid
9 March 24, 2026 4.3% Not Yet Paid
10 September 24, 2026 4.3% Not Yet Paid
11 March 24, 2027 4.3% Not Yet Paid
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BNI Green Bond I Year 2022 has an interest rate of 6.35% per annum for a 3-year tenor and an interest rate
of 6.85% for a 5-year tenor with the first interest payment being made on September 21, 2022 and ending on
June 21, 2025 for a 3-year tenor and June 21, 2027 for a 5-year tenor, which will be paid periodically every
3 months with the following schedule:
Chronology of Interest Payment for 3-Year Tenor Green Bonds
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 September 21, 2022 6.35% Paid
2 December 21, 2022 6.35% Paid
3 March 21, 2023 6.35% Paid
4 June 21, 2023 6.35% Paid
5 September 21, 2023 6.35% Paid
6 December 21, 2023 6.35% Paid
7 March 21, 2024 6.35% Paid
8 June 21, 2024 6.35% Paid
9 September 21, 2024 6.35% Paid
10 December 21, 2024 6.35% Paid
11 March 21, 2025 6.35% Not Yet Paid
12 June 21, 2025 6.35% Not Yet Paid
Chronology of Interest Payment for 5-Year Tenor Green Bonds
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 September 21, 2022 6.85% Paid
2 December 21, 2022 6.85% Paid
3 March 21, 2023 6.85% Paid
4 June 21, 2023 6.85% Paid
5 September 21, 2023 6.85% Paid
6 December 21, 2023 6.85% Paid
7 March 21, 2024 6.85% Paid
8 June 21, 2024 6.85% Paid
9 September 21, 2024 6.85% Paid
10 December 21, 2024 6.85% Paid
11 March 21, 2025 6.85% Not Yet Paid
12 June 21, 2025 6.85% Not Yet Paid
13 September 21, 2025 6.85% Not Yet Paid
14 December 21, 2025 6.85% Not Yet Paid
15 March 21, 2026 6.85% Not Yet Paid
16 June 21, 2026 6.85% Not Yet Paid
17 September 21, 2026 6.85% Not Yet Paid
18 December 21, 2026 6.85% Not Yet Paid
19 March 21, 2027 6.85% Not Yet Paid
20 June, 21 2027 6.85% Not Yet Paid
Global Bond 2024 Interest Payments Chronology
BNI Global Bond 2024 has an interest rate of 5.28% per annum from bond principal. The interest payments
will be disbursed semi-annually by the bank, with the initial payment scheduled for October 04, 2024 and the
final interest payment scheduled for April 05, 2029. The payment schedule is as follows:
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Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 October 05, 2024 5.28% Paid
2 April 05, 2025 5.28% Not Yet Paid
3 October 05, 2025 5.28% Not Yet Paid
4 April 05, 2026 5.28% Not Yet Paid
5 October 05, 2026 5.28% Not Yet Paid
6 April 05, 2027 5.28% Not Yet Paid
7 October 05, 2027 5.28% Not Yet Paid
8 April 05, 2028 5.28% Not Yet Paid
9 October 05, 2028 5.28% Not Yet Paid
10 April 05, 2029 5.28% Not Yet Paid
RUPIAH SUBORDINATED MEDIUM TERM NOTES 2018
In 2018, BNI issued debt instruments with capital characteristics in the form of Medium Term Notes (MTN)
through a limited offering under the name “BNI Subordinated MTN I Year 2018” with a write down feature
that can be calculated as a capital component, and were recorded in the administrative supervision of
the Financial Services Authority, with an effective date of June 8, 2018 and a total principal amount of
IDR100 billion.
The Subordinated MTN were issued to comply with OJK Regulation No. 14/POJK.03/2017 Article 24 and
Article 37 concerning the Recovery Plan, whereby systemic banks were required to have debt securities with
capital characteristics no later than December 31, 2018.
The 2018 BNI Subordinated MTN I was offered with a fixed interest rate of 8.00% p.a. for a term of 5 (five)
years. Acting as supporting institutions and professions for the issuance of the Subordinated MTN were BNI
Sekuritas, Danareksa Sekuritas, and Mandiri Sekuritas. The legal consultant used was Hanafiah Ponggawa
& Partners. The notary used was Ir. Nanette Cahyanie, SH. and PT Kustodian Sentral Efek Indonesia (KSEI)
acted as Paying Agent.
In accordance with POJK No. 07/2017 and Regulation No.IX.C.11, for the issuance of these Bonds, BNI
obtained a rating for its long-term debt securities from PT Pemeringkat Efek Indonesia (“Pefindo”) for the
period March 06, 2023 to August 10, 2023 in their letter No. RC-143/PEF-DIR/III/2023 dated March 6, 2023 with
a rating of idAA (Double A) for BNI’s 2018 Subordinated Medium Term Notes I. BNI rates its bonds annually
so long as the obligations for the securities have not been paid off.
Chronology of BNI Medium Term Notes (MTN) Issuance
Effective Interest Payment Rating
Description Date of issue Tenor Currency Bond Amount Bid Price Due date Trustee
date Rate Status 2020 2019
Subordinated August 10, August 10, 5 Years IDR 100,000,000,000 100.00% August 10, 8.00% Paid idAA idAA PT Bank
MTN I 2018 2018 2018 2023 (Pefindo) (Pefindo) Rakyat
Indonesia
(Persero)
MTN Interest Payments Chronology
Interest No. Date of Bond Interest Payment Interest (%) Payment Status
1 November 10, 2018 8% Paid
2 February 10, 2019 8% Paid
3 May 10, 2019 8% Paid
4 August 10, 2019 8% Paid
5 November 10, 2019 8% Paid
6 February 10, 2020 8% Paid
7 May 10, 2020 8% Paid
8 August, 10 2020 8% Paid
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Interest No. Date of Bond Interest Payment Interest (%) Payment Status
9 November 10, 2020 8% Paid
10 February 10, 2021 8% Paid
11 May 10, 2021 8% Paid
12 August 10, 2021 8% Paid
13 November 10, 2021 8% Paid
14 February 10, 2022 8% Paid
15 May 10, 2022 8% Paid
16 August 10, 2022 8% Paid
17 November 10, 2022 8% Paid
18 February 10, 2023 8% Paid
19 May 10, 2023 8% Paid
20 August 10, 2023 8% Paid
In 2016, BNI conducted an NCD offering in two stages consisting of several
series with the realization of the issuance of IDR5.22 trillion. In 2017, BNI again
issued an NCD with the realization of the issuance of IDR2.7 trillion. In 2019
BNI issued NCD in three stages with the realization of the issuance of IDR4.34
trillion consisting of several series.
The Arrangers of the BNI Rupiah NCD issuance b. BNI Rupiah NCD Year 2022 Series B with an
were BNI Sekuritas, Danareksa Sekuritas, Mandiri issue value of IDR500 billion;
Sekuritas, and BCA Sekuritas. The notary was c. BNI Rupiah NCD Year 2022 Series C with an
Fathiah Helmi, SE., PT Indonesian Central Securities issue value of IDR1 trillion.
Depository (KSEI) acted as a Paying Agent. The 2. NCD US Dollar BNI Year 2022 with an emission
issuance of the NCD was a Bank strategy to increase value of USD31.5 million.
Rupiah liquidity.
The arrangers for the BNI NCD issuance were BNI
In 2020, BNI issued scripless Rupiah Negotiable Sekuritas, BCA Sekuritas, and Trimegah Sekuritas
Certificate of Deposit (NCD) in four series as follows: Indonesia, with PT Kustodian Sentral Efek Indonesia
1. Rupiah NCD BNI I Year 2020 Series A with an (KSEI) acting as Paying Agent. The NCD issuance
emission of IDR400 billion; is the Bank’s strategy for credit expansion in the
2. Rupiah NCD BNI I Year 2020 Series B with an framework of development.
emission of IDR580 billion;
3. Rupiah NCD BNI I Year 2020 Series C with an In addition, BNI also issued a scripless USD Global
emission of IDR50 billion; Certificate of Deposit (CD) through the New York
4. Rupiah NCD BNI I Year 2020 Series D with an Overseas Office (KLN) in January 2020. BNI through
emission of IDR360 billion. the New York KCLN became the first Indonesian
Bank to issue CDs denominated in USD as a short-
On December 8, 2022, BNI again issued scripless term investment product on the global market. The
Negotiable Certificates of Deposit (NCD), selected Arrangers for this CD issuance were Bank
denominated in Rupiah and USD. The NCDs issued DBS, Citibank as Issuing & Paying Agent (IPA), and
were as follows: there were also 11 (eleven) Dealers in this issuance,
1. NCD Rupiah BNI Year 2022 with an issue value of namely: Citibank, Credit Suisse, BNP Paribas, DBS,
IDR2.5 trillion in 3 (three) series, namely: HSBC, Mizuho, MUFG, SMBC Nikko, ANZ, UOB, and
a. BNI Rupiah NCD Year 2022 Series A with an Credit Agricole. BNI also reissued USD scripless
issue value of IDR1 trillion; Global Certificate of Deposit (CD) through the New
York Overseas Office (KLN) in September 2022.
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NAME OF THE EXCHANGES WHERE THE COMPANY’S NCD ARE LISTED
All BNI NCDs have been listed on the Indonesia Stock Exchange (IDX).
Chronology of Negotiable Certificate of Deposit (NCD) Issuance
Issue Effective Value Dicount Payment
Description Tenor Currency Maturity Date
Date Date (million) Rate Status
NCD BNI Year 2016
NCD Phase I Series A - 6 Month 390,000 December 16, 2016 7.00% Paid
NCD Phase I Series B - 9 Month 20,000 March 16, 2017 7.20% Paid
NCD I Series C June 16, - 370 Days 42,000 June 23, 2017 7.55% Paid
IDR
NCD I Series D 2016 - 18 Month 415,000 December 15, 2017 7.75% Paid
NCD I Series E - 24 Month 1,231,000 June 15, 2018 8.25% Paid
NCD I Series F - 36 Month 925,000 June 14, 2019 8.40% Paid
NCD II Series A - 370 Days 225,000 October 2, 2017 7.20% Paid
NCD II Series B September - 18 Month 390,000 March 26, 2018 7.60% Paid
IDR
NCD II Series C 27, 2016 - 24 Month 770,000 September 26, 2018 7.90% Paid
NCD II Series D - 36 Month 815,000 September 26, 2019 8.10% Paid
NCD BNI Year 2017
NCD BNI Year 2017 Series A - 370 Days 2,195,000 March 15, 2018 7.55% Paid
NCD BNI Year 2017 Series B March 10, - 18 Month 350,000 September 3, 2018 7.90% Paid
IDR
NCD BNI Year 2017 Series C 2017 - 24 Month 150,000 Februari 28, 2019 8.05% Paid
NCD BNI Year 2017 Series D - 36 Month 5,000 February 24, 2020 8.35% Paid
NCD BNI Year 2019
NCD BNI I Year 2019 Series A - 3 Month 60,000 July 2, 2019 7.30% Paid
NCD BNI I Year 2019 Series B March 28, - 6 Month 140,000 September 24, 2019 7.58% Paid
NCD BNI I Year 2019 Series C 2019 - 9 Month 150,000 December 20, 2019 7.68% Paid
NCD BNI I Year 2019 Series D - 370 Days 600,000 April 1, 2020 7.77% Paid
NCD BNI II Year 2019 Series A - 3 Month 110,000 September 27, 2019 7.17% Paid
NCD BNI II Year 2019 Series B June 28, - 6 Month 150,000 December 20, 2019 7.50% Paid
NCD BNI II Year 2019 Series C 2019 - 9 Month 100,000 March 20, 2020 7.59% Paid
IDR
NCD BNI II Year 2019 Series D - 370 Days 640,000 July 2, 2020 7.62% Paid
NCD BNI III Year 2019 Series A - 3 Month 430,000 January 3, 2020 6.306% Paid
NCD BNI III Year 2019 Series B - 6 Month 250,000 April 1, 2020 6.50% Paid
NCD BNI III Year 2019 Series C September - 9 Month 50,000 July 1, 2020 6.599% Paid
25, 2019
NCD BNI III Year 2019 Series -
372 Days 1,600,000 October 1, 2020 6.698% Paid
D
NCD BNI III Year 2019 Series E - 372 Days 60,000 October 1, 2020 6.798% Paid
NCD BNI Year 2020
NCD BNI I Year 2020 Series A - 3 Month 400,000 August 10, 2020 5.40% Paid
NCD BNI I Year 2020 Series B May 12, - 6 Month 580,000 November 9, 2020 5.60% Paid
IDR
NCD BNI I Year 2020 Series C 2020 - 9 Month 50,000 February 8, 2021 5.70% Paid
NCD BNI I Year 2020 Series D - 360 Days 360,000 May 7, 2021 5.80% Paid
NCD BNI Year 2022
NCD Rupiah BNI Year 2022 December - 180 Days IDR 1,000,000 June 6, 2023 5.90% Paid
Series A 8, 2022
NCD Rupiah BNI Year 2022 December - 271 Days IDR 500,000 September 5, 2023 6.00% Paid
Series B 8, 2022
NCD Rupiah BNI Year 2022 December - 365 Days IDR 1,000,000 December 8, 2023 6.20% Paid
Series C 8, 2022
NCD Valas BNI Year 2022 December - 180 Days USD 31.5 June 6, 2023 4.25% Paid
8, 2022
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Other BNI Securities Issuance Chronology (Global Certificate of Deposit)
Description Issue Date Effective Date Tenor
Global CD BNI
Zero Coupon (No Interest)
CD BNI January 2020 USD CD – Mizuho January 13, 2020 January 17, 2020 188 days
CD BNI January 2020 USD CD – Mizuho January 13, 2020 January 17, 2020 273 days
CD BNI January 2020 USD CD – Mizuho January 22, 2020 January 30, 2020 182 days
CD BNI January 2020 USD CD - Mizuho January 22, 2020 January 30, 2020 274 days
CD BNI February 2020 USD CD – BNP Paribas January 28, 2020 February 4, 2020 184 days
CD BNI February 2020 USD CD – BNP Paribas January 28, 2020 February 4, 2020 353 days
CD BNI February 2020 USD CD – BNP Paribas February 4, 2020 February 11, 2020 184 days
CD BNI February 2020 USD CD – BNP Paribas February 4, 2020 February 11, 2020 353 days
CD BNI February 2020 USD CD – BNP Paribas February 5, 2020 February 12, 2020 90 days
CD BNI February 2020 USD CD -MUFG February 5, 2020 February 12, 2020 182 days
CD BNI February 2020 USD CD – BNP Paribas February 12, 2020 February 19, 2020 182 days
CD BNI February 2020 USD CD – BNP Paribas February 12, 2020 February 19, 2020 355 days
CD BNI February 2020 USD CD – MUFG February 13, 2020 February 21, 2020 355 days
CD BNI February 2020 USD CD – Mizuho February 14, 2020 February 21, 2020 355 days
CD BNI March 2020 USD CD – BNP Paribas March 3, 2020 March 10, 2020 184 days
CD BNI March 2020 USD CD – MUFG March 10, 2020 March 17, 2020 184 days
CD BNI March 2020 USD CD – Mizuho March 17, 2020 March 20, 2020 188 days
CD BNI July 2020 USD CD – MUFG July 9, 2020 July 15, 2020 184 days
CD BNI July 2020 USD CD – MUFG July 9, 2020 July 14, 2020 184 days
CD BNI August 2020 USD CD – MUFG August 25, 2020 August 28, 2020 92 days
CD BNI November 2020 USD CD – MUFG November 9, 2020 November 17, 2020 181 days
CD BNI November 2020 USD CD – MUFG November 17, 2020 November 20, 2020 188 days
CD BNI November 2020 USD CD – MUFG November 17, 2020 November 20, 2020 188 days
CD BNI January 2021 USD CD – MUFG January 21, 2021 January 28, 2021 355 days
CD BNI December 2022 USD CD – MUFG December 16, 2022 December 22, 2022 186 days
CD BNI January 2023 USD CD - DBS January 18, 2023 January 26, 2023 175 days
CD BNI January 2023 USD CD - Credit Agricole January 27, 2023 February 03, 2023 89 days
CD BNI March 2023 USD CD - MUFG March 08, 2023 March15, 2023 184 days
CD BNI March 2023 USD CD - DBS March 09, 2023 March 16, 2023 182 days
CD BNI October 2023 USD CD - Credit Agricole October 11, 2023 October 18, 2023 355 days
CD BNI October 2023 USD CD - DBS October 12, 2023 October 18, 2023 355 days
Fixed Coupon (With Interest)
CD BNI January 2020 USD CD – MUFG January 21, 2020 January 28, 2020 91 days
CD BNI February 2020 USD CD - MUFG February 03, 2020 February 10, 2020 274 days
CD BNI March 2020 USD CD - MUFG March 3, 2020 March 10, 2020 92 days
CD BNI June 2020 USD CD - HSBC June 09, 2020 June 17, 2020 91 days
CD BNI September 2020 USD CD – Credit Agricole September 1, 2020 September 10, 2020 91 days
CD BNI November 2020 USD CD – Credit Agricole November 6, 2020 November 13, 2020 91 days
CD BNI September 2020 USD CD – Mizuho December 3, 2020 December 10, 2020 90 days
CD BNI September 2022 USD CD – MUFG September 22, 2022 September 28, 2022 182 days
CD BNI January 2023 USD CD - Credit Agricole January 27, 2023 February 03, 2023 89 days
CD BNI October 2023 USD CD - DBS October 12, 2023 October 18, 2023 355 days
CD BNI October 2023 USD CD – Credit Agricole October 11, 2023 October 18, 2023 355 days
CD BNI November 2024 USD CD – Credit Agricole November 22, 2024 December 02, 2024 354 days
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Currency Value (million) Maturity Date Discount Rate Payment Status
USD 4,000,000 July 23, 2020 2.35% Paid
USD 4,000,000 October 16, 2020 2.40% Paid
USD 2,000,000 July 30, 2020 2.35% Paid
USD 2,000,000 October 30, 2020 2.40% Paid
USD 6,000,000 August 6, 2020 2.35% Paid
USD 2,000,000 January 22, 2021 2.50% Paid
USD 9,800,000 August 13, 2020 2.40% Paid
USD 4,700,000 January 29, 2021 2.55% Paid
USD 9,100,000 May 12, 2020 2.40% Paid
USD 35,000,000 August 12, 2020 2.58% Paid
USD 4,100,000 August 19, 2020 2.40% Paid
USD 1,500,000 February 08, 2021 2.50% Paid
USD 15,000,000 February 10, 2021 2.55% Paid
USD 5,000,000 February 10, 2021 2.55% Paid
USD 4,800,000 January 14, 2021 1.75% Paid
USD 4,000,000 September 17, 2020 1.40% Paid
USD 4,400,000 September 24, 2020 1.45% Paid
USD 15,000,000 January 15, 2021 1.15% Paid
USD 23,200,000 January 14, 2021 1.15% Paid
USD 12,700,000 November 28, 2020 0.90% Paid
USD 25,000,000 May 17, 2021 0.95% Paid
USD 18,000,000 May 27, 2021 0.95% Paid
USD 25,000,000 May 27, 2021 0.95% Paid
USD 50,000,000 January 18, 2022 1.10% Paid
USD 18,600,000 June 26, 2023 5.45% Paid
USD 20,000,000 July 20, 2023 5.58% Paid
USD 54,000,000 May 03, 2023 5.40% Paid
USD 50,000,000 September 15, 2023 5.95% Paid
USD 23,500,000 September 14, 2023 5.95% Paid
USD 35,000,000 October 07, 2024 6.05% Paid
USD 40,000,000 October 07, 2024 6.07% Paid
USD 28,000,000 April 28, 2020 2.30% Paid
USD 74,200,000 November 10, 2020 2.33% Paid
USD 72,600,000 June 10, 2020 1.68% Paid
USD 122,600,000 September 16, 2020 0.685% Paid
USD 138,000,000 December 10, 2020 0.75% Paid
USD 32,200,000 February 12, 2021 0.69% Paid
USD 50,000,000 March 10, 2021 0.695% Paid
USD 60,000,000 December 28, 2022 4.00% Paid
USD 94,000,000 December 29, 2022 4.00% Paid
USD 40,000,000 October 07, 2024 6.07% Paid
USD 35,000,000 October 07, 2024 6.05% Paid
USD 50,000,000 November 21, 2025 4.92% Not yet Paid
2024 Annual Report
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Information on Public Accountants,
Public Accounting Firms, and Networks/
Associations/Alliances [ACGS C.6.1, C.6.2]
KAP Name KAP Rintis, Jumadi, Rianto & Partner (formerly KAP Tanudiredja, Wibisana, Rintis & Partner and a
member firm of the PricewaterhouseCoopers)
KAP Address Jimmy Pangestu S.E., CPA
Alamat KAP WTC 3, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920 – INDONESIA
Tel. : (62-21) 50992901/31192901
Fax. : (62-21) 52905555/52905050
Website : www.pwc.com/id
KAP Assignment Period 4 (Four) Years
AP Assignment Period 4 (Four) Years
Audit Services Consolidated Financial Report (including Subsidiaries and Overseas Offices), PUMK Report, and
DPLK Report
Non-Audit Services Agreed Upon Procedures (AUP) of Custodian Services, PSA 62, BOD KPI, Aggregation Performance
Report for BUMN and Other Non Assurance Services.
Audit Fee IDR31,373,863,603
Non-Audit Fee IDR18,431,530,701
Capital Market Supporting
Institutions and/or Professionals
Stock Trading PT Bursa Efek Indonesia
and Listing Gedung Bursa Efek Indonesia, Tower 1
Jl. Jend. Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Tel. : (62-21) 5150515
Fax. : (62-21) 5154153
Website : www.idx.co.id
E-mail : listing@idx.co.id
Singapore Exchange Regulation Pte. Ltd.
11 North BuonaVista Drive, #06-07 The Metropolis Tower 2, Singapore
Tel. : +65 6236 8888
Website : sgx.com
E-mail : asksgx@sgx.com
Legal Consultant Ginting & Reksodiputro
The Energy Building, 15th Floor SCBD Lot 11A,
JI. Jend. Sudirman Kav. 52-53, Jakarta 12190
Tel. : 021 – 2995 1700
Fax. : 021 – 2995 1799
E-mail : indonesia@allenovery.com; daniel.ginting@allenovery.com
Website : www.allenovery.com
Hadiputranto, Hadinoto & Partners
Pacific Century Place, Lv 35 SCBD Lot 10,
Jl. Jend. Sudirman Kav 52-53
Jakarta 12190, Indonesia
Tel. : 021 – 2960 8888
Fax. : 021 – 2960 8999
Website : www.hhp.co.id
Hanafiah Ponggawa & Partners
Wisma 46 – Kota BNI, 32nd and 41st Floor Main Reception, Jl. Jend. Sudirman Kav.1, Jakarta, 10220,
Indonesia
Tel. : +62 21 5701837
Fax. : +62 21 5701835
Website : https://dentons.hprplawyers.com
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Practices Governance Responsibility Commitment Statements
Securities PT Datindo Entrycom
Administration Jl. Hayam Wuruk No. 28, Jakarta 10120
Bureau Tel. : (62-21) 3508077
Website : www.datindo.com
E-mail : corporatesecretary@datindo.com
Securities Rating Standard & Poor‘s
Agency 30 Cecil Street Prudential Tower 17th Floor
Singapore 049712
Tel. : (65) 6438 2881
Website : www.standardandpoors.com
Moody‘s Investors Service Singapore Pte. Ltd
50 Raffles Place #23-06 Singapore Land Tower, Singapore, 048623
Tel. : (+65) 6398 8300
Website : www.moodys.com
PT Fitch Ratings Indonesia
DBS Bank Tower, 24th Fl Suite 2403
Jl. Prof. Dr. Satrio Kav 3-5 Jakarta 12940
Tel. : (62-21) 2988 6800
Fax. : (62-21) 2988 6822
Website : www.fitchratings.com
PT Pemeringkat Efek Indonesia (Pefindo)
Equity Tower 30st Fl SCBD Lot 9
Jl. Jenderal Sudirman Kav.52-53
Jakarta 12190
Tel. : (62-21) 509 684 69
Fax. : (62-21) 509 684 68
Website : www.pefindo.com
Custodian PT Kustodian Sentral Efek Indonesia
Gedung Bursa Efek Indonesia, Tower 1, 5th Fl
Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190, Indonesia
Tel. : (62-21) 515 2855
Fax. : (62-21) 5299 1199
Website : www.ksei.co.id
E-mail : helpdesk@ksei.co.id
Trustee PT Bank Mandiri (Persero) Tbk.
Plaza Mandiri
Jl. Jend. Gatot Subroto Kav. 36-38, Jakarta 12190
Tel. : (62-21) 526 5045; 526 5095
Fax. : (62-21) 527 4477; 527 5577
Fax. : (62-21) 5752444
The Hongkong and Shanghai Banking Corporation Limited
Issuer Services, L24 HSBC Main Building, No.1
Queen’s Road Central, Hong Kong
Web : www.hsbc.com.hk
Notary Ashoya Ratam, S.H., M.Kn
Notaris & PPAT Kota Administrasi Jakarta Selatan
Jl. Suryo No. 54, Kebayoran Baru Jakarta 12180
Tel. : (021) 2923 6060
Fax. : (021) 2923 6070
E-mail : notaris@ashoyaratam.com
Tax Consultant PB Taxand
Menara Imperium Lantai 27
Jl. H.R. Rasuna Said Kav.1 Jakarta 12980
Tel. : (021) 835 6363
Fax. : (021) 8379 3939
Website : www.pbtaxand.com
Bond Allotment KAP Doli, Bambang, Sulistiyanto, Dadang & Ali Registered Public Accountants
Menara Kuningan 11th Fl
Jl. H.R. Rasuna Said Blok X-7 Kav.5 Jakarta 12940
Tel. : (021) 5790 3548
Fax. : (021) 5790 3548
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Environmental Sustainalytics US Inc.
Expert Consultant Four World Trade Center, Floor 48, 150 Greenwich Street
New York, 10007 United States
Tel. : (+65) 6329 7596 (APAC)
Website : www.sustainalytics.com
Arranger The Hongkong and Shanghai Banking Corporation Limited
HSBC Main Building, 1 Queen’s Road Central,
Hong Kong
Tel. : (+852) 2748 8288
Website : www.hsbc.com.hk
Citigroup Global Markets Limited
Citigroup Centre, Canada Square
Canary Wharf London E14 5LB United Kingdom
Tel. : (020) 7986 4000
Website : www.citigroup.com
PT. BNI Sekuritas
Sudirman Plaza, Indofood Tower 16th Floor
Jl. Jend. Sudirman 16th Fl, Kav 76-78
Jakarta 12910, Indonesia
Tel. : (021) 2554 3946
Fax. : (021) 5793 5831
Website : www.bnisekuritas.co.id
J.P. MORGAN SECURITIES PLC
88 Market Street, 26th Floor, CapitaSpring, Singapore 048948
Tel. : +65 6882 2913
M : +65 8518 7697
UBS Investment Bank
Sequis Tower Level 22 unit 22-1, Jl. Jend Sudirman Kav.71 SCBD Lot 11B,
Jakarta 12190
Tel. : +622125547000
BNI Securities Pte. Ltd
BNI Tower
30 Raffles Place #26-01
Singapore 048622
Website : https://bnisecurities.com.sg
E-mail : corporate.secretary@bnisecurities.com.sg
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Practices Governance Responsibility Commitment Statements
Information Accessible
on the BNI Website [ACGS B.5.1, C.7.2]
BNI has an official website, namely www.bni.co.id,
developed by adhering to the OJK Regulation No.
8/POJK.04/2015 concerning the Websites of Issuers
or Public Companies. The website is accessible to
the general public in both Indonesian and English.
It reflects BNI’s commitment to complying with Law
No. 8 of 1995 on Capital Markets and advancing
the principles of Good Corporate Governance
(GCG), specifically for shareholders, customers,
the community, the government, and other
stakeholders.
In detail, the BNI website contains the following information:
HOME PAGE
INDIVIDUAL MSME CORPORATE WEALTH
News, promos and
events as well as base Contains information Contains information Information on Information on BNI’s
rates for loans. about deposits, debit about MSME banking business, international products, services,
card loans, pension derivative products such and treasury banking. promos and privileges
deposits, bancassurance, as XPORA. The information in for BNI’s priority
and product simulations. the Business menu customers, namely
Information in the provides solutions for BNI Emerald
Personal menu is company / corporate
specifically for individual customers.
customers.
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1. Information on the BNI website is updated 3. Information for Investors disclosed on the BNI
regularly with current and up-to-date information. website includes:
2. General information about BNI disclosed on the a. Public Offering Prospectus;
BNI website includes: b. Annual report, for the last 5 (five) fiscal years;
a. Name, address, and contact details of the and [ACGS C.9.3]
head office and/or representative office of c. Financial Information, which includes:
the Issuer or Public Company; including • Annual financial report, for the last 5 (five)
telephone number, fax number, and email fiscal years; [ACGS C.9.1]
address; [ACGS C.10.1] • Quarterly financial report, for the last 5 (five)
b. Brief history of the Issuer or Public Company; fiscal years;
c. Organizational structure of the Issuer or Public • Monthly financial report, for the last 5 (five)
Company; fiscal years;
d. Company awards; • Semi-annual financial report for the last 5
e. Ownership structure of the Issuer or public (five) fiscal years
company, including: • Annual sustainability report for the last 5 (five)
• Description of the names of shareholders fiscal years;
and their percentage of ownership at the • Annual pension fund report for the last 5 (five)
end of each month; fiscal years;
• Information regarding the main and • Annual report of the environmental
controlling shareholders of the Issuer partnership program for the last 5 (five) years;
or Public Company, both directly and • Corporate presentation in the form of
indirectly, down to individual owners presentation files, audio and video for the last
presented in the form of a scheme or 5 (five) years; and
diagram; and • Summary of important financial data, in
• Name of subsidiary, associate company, comparative form for the last 5 (five) fiscal
joint venture company where the Issuer years; including:
or Public Company has joint control of the - Revenue;
entity, along with the percentage of share - Gross profit;
ownership, business field, and operating - Income (loss);
status of the company. - Total income (loss) attributable to owners
f. Profile of the Board of Directors, Board of of the parent entity and non-controlling
Commissioners, Committee, and Corporate interests;
Secretary, including: - Total comprehensive income (loss);
• Photo; - Profit (loss) per share;
• Name; - Total assets;
• Job history, including concurrent positions; - Total liabilities;
• Educational history; - Total equity;
• Affiliation of members of the Board of - Ratio of income (loss) to total assets;
Directors and members of the Board of - Ratio of income (loss) to equity;
Commissioners with other members of - Ratio of income (loss) to revenue;
the Board of Directors and/or members - Current ratio;
of the Board of Commissioners and - Ratio of liabilities to equity; and
shareholders. - Ratio of liabilities to total assets; and
g. Name and address - Other financial information and ratios
• Public Accountant who audited the relevant to the Bank and its industry type.
financial statements of the Issuer or Public d. GMS information, including: [ACGS C.9.4, C.9.5]
Company in the current year; • Announcement and Summons;
• Credit Rating Agency; • Agenda discussed in the GMS;
• Trustee; and • Summary of GMS Minutes.
• Securities Administration Bureau. e. Stock information, including:
h. Articles of Association Document [ACGS C.9.6] • Number of outstanding shares;
• Bonus shares;
• Chronology of stock listing;
• Stock price.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
f. Bond and/or sukuk information, at least including: information;
• Value of outstanding bonds/or sukuk; c. Internal Audit Unit Charter;
• Bond and/or sukuk rating results; d. Code of Ethics;
• Maturity date; and e. Committee work guidelines;
• Bond interest rate and/or sukuk yield. f. Company Articles of Association;
g. Dividend information. g. Whistleblowing System (WBS) reporting;
h. Information for investors, public media, and/or h. Appointment and dismissal of Audit
analysts. [ACGS C.9.2] Committee members;
i. Information regarding corporate actions i. Risk management policy;
undertaken by the Issuer or Public Company, as j. Policy on reporting system mechanism;
well as actions initiated by other parties involving k. Anti-corruption policy;
the Issuer or Public Company., including: l. Policy related to supplier selection and
• Affiliated Transactions and Conflicts of Interest creditor rights;
in Certain Transactions; m. Policy on improving vendor capabilities;
• Distribution of Bonus Shares; n. Integrated governance and governance
• Share buybacks conducted by the Issuer report.
or Public Company in response to market 5. Corporate Social Responsibility information
conditions with potential for a crisis, and disclosed on the BNI website includes:
• Share ownership programs by members of
the Board of Directors, members of the Board a. Corporate social responsibility (CSR)
of Commissioners, and employees of the information through BNI Berbagi has
Issuer or Public Company or other controlled included policies, types of programs, and
parties; and costs incurred by Issuers or Public Companies
j. Material Information or Facts other than those in the sustainability report.
disclosed in the Financial Services Authority
Regulation. b. Information on the implementation of
4. Corporate Governance Information disclosed on Environmental, Social, and Governance
the BNI website includes: (ESG) disclosed on the BNI website includes:
a. Work guidelines for the Board of Directors, BNI’s achievements in the ESG field, types of
Board of Commissioners, Integrated activities, and BNI’s ESG profile video.
Governance, and Internal Audit; c. Policies, types of programs, and costs as
b. Appointment, dismissal, and/or vacancy of the referred to in letter a related to the following
Corporate Secretary, including the temporary aspects:
Corporate Secretary, and supporting i) Environment;
ii) Employment practices, health, and safety;
iii) Social and community development; and
iv) Product and/or service responsibility,
accompanied by supporting information.
E-Banking Contact
Contains information about BNI ATM, BNI SMS Banking, BNI Contains information about Branch Office Locations, Global
Internet Banking, BNI Mobile Banking, BNI Phone Banking, Network, and BNI Contacts.
O-Branch, BNI Agen46, TapCash, Debit Online, LinkAja, BNI
Ipay, and BNI Smartpay.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
207
Page 210
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Awards
and Certifications
AWARDS
International Awards
Alpha Southeast Asia Alpha Southeast Asia Best FX Awards Indonesia FX Awards Indonesia
17th Annual Award 2023 Financial Institution Awards 2024 Most Active FXall Bank (Taker) Most Active FXall Bank (Maker)
Best Banking API Solution Best Trade Finance Bank
in Indonesia June 2024 June 2024
February 2024 LSEG FX LSEG FX
Alpha Southeast Asia May 2024
Alpha Southeast Asia
Asian Banking & Finance Asian Banking & Finance Asian Banking & Finance Retail Asian Banking & Finance
Corporate & Investment Banking Corporate & Investment Banking Banking Awards 2024 Wholesale Banking Awards 2024
Awards 2024 Awards 2024 Digital Business Banking Initiative Indonesian Domestic API Initiative
Green Deal of the Year – Indonesia Project Infrastructure Deal of the of the Year - Indonesia of the Year
Year – Indonesia
July 2024 July 2024 July 2024
Asian Banking & Finance July 2024 Asian Banking & Finance Asian Banking & Finance
Asian Banking & Finance
Alpha Southeast Asia Treasury & Alpha Southeast Asia Treasury & Alpha Southeast Asia Treasury & Forbes 2024
FX Awards 2024 FX Awards 2024 FX Awards 2024 World’s Best Employers
Best FX Bank for Structured Best Corporate Treasury Sales and Best FX Bank for CCS, IRS,
Hedging Solutions and Structuring Team Forward & Options Hedging October 2024
Proprietary Trading Ideas Forbes
July 2024 July 2024
July 2024 Alpha Southeast Asia Alpha Southeast Asia
Alpha Southeast Asia
Talent Awards Altogether 2024 Sapphire Stone Membership Corporate Treasurer Awards 2024
Best Employer Brand Highest ATM Debit SOE On Passing the Stone Best for Asset/Liquidity Solutions
Transaction Membership Program
November 2024 December 2024
LinkedIn November 2024 November 2024 Corporate Trasurer
Altogether Altogether
208 Transforming the Future, Empowering Indonesia
Page 211
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Corporate Trasurer Awards 2024
Financial Institutions Awards -
Best Bank for Payment Solutions
December 2024
Corporate Trasurer
Other International Awards
Awards Month and Year Organizer
Forbes World’s Best Banks 2024, BNI Ranked 944th in the World June 2024 Forbes
Appreciation for contribution in enhancing Indonesia Japan business relations
June 2024 Bank Indonesia
especially through LCS Framework
Asian Banking & Finance Wholesale Banking Awards 2024
July 2024 Asian Banking & Finance
Indonesia Domestic Digital Transformation Bank of the Year
Asian Banking & Finance Wholesale Banking Awards 2024
July 2024 Asian Banking & Finance
Indonesia Domestic SME Partnership Initiative of the Year
Red Hat APAC Innovation Awards 2024 for Indonesia,
August 2024 Red Hat APAC
Winner in Category Digital Transformation and Hybrid Cloud Infrastructure
Global Retail Banking Innovation Award 2024
September 2024 The Digital Banker
Best Mobile Banking Initiative – Indonesia (wondr by BNI)
BNI Breaks the List of 1000 World’s Best Companies 2024 according to TIME and
September 2024 Time Magazine and Statista
Statista
The Consulate General of Republic of
Best Indonesian Bank in Hong Kong for Serving Indonesia Diaspora November 2024
Indonesia in Hong Kong
BNI Achieves World’s Most Trusted Company 2024 November 2024 Newsweek & Statista
BNI won two awards at the Corporate Treasurer Awards 2024. December 2024 Corporate Treasure
National Awards
Indonesia Enterprise Risk Indonesia Enterprise Risk ESG Appreciation Night ESG Appreciation Night
Management Award - VI - 2024 Management Award - VI - 2024 ESG Lowest Risk Most Appreciated ESG Report
The Best Indonesia Enterprises The Best of the Best (Grand
Risk Management Award VI - 2024 Champion) Indonesia Enterprises February 2024 February 2024
Risk Management Award VI - 2024 Investor Daily Indonesia Investor Daily Indonesia
January 2024
Economic Review January 2024
Economic Review
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
209
Page 212
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
JCB Indonesia Award 2024 JCB Indonesia Award 2024 JCB Indonesia Award 2024 Top Brand Award
Best Issuing Total Sales Volume in Best Issuing International Sales Best New Product in Indonesia Outstanding Achievement in
Mass Affluent Products Volume in Precious Products 2023 - BNI JCB Ultimate Card Building the Top Brand
in Indonesia 2023 in Indonesia 2023
February 2024 February 2024
February 2024 February 2024 JCB Indonesia Frontier - Marketing
JCB Indonesia JCB Indonesia
Baznas Awards 2024 Marketeers Omni Brands of the BUMN Corporate 13th Digital Brand Awards 2024
Best Zakat Payment Service Year 2024 Communications and Platinum Trophy/The Best
Provider Bank 2024 Innovative Digital Operation Sustainability Summit 2024 Conventional Bank in Digital
Digitizing Health Operational Sustainability Category - Creating Brand/10 Years in a Row
February 2024 Assistance Shared Value (CSV)
BAZNAS April 2024
March 2024 March 2024 Infobank
Marketeers Marketeers
13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024
Platinum Trophy/The Best Platinum Trophy/The Best Golden Trophy/The Best Bank Golden Trophy/The Best Bank
Conventional Debit Card in Digital Conventional Credit Card in Savings Account In Digital Mortgage Loan In Digital Brand/5
Brand/10 Years in a Row Digital Brand/10 Years in a Row Brand/5 Years in a Row/2020-2024 Years In A Row/2020-2024 – BNI
– BNI TAPLUS Griya
April 2024 April 2024
Infobank Infobank April 2024 April 2024
Infobank Infobank
13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024
The Highest Digital Index/ The Highest Digital Index/ The 2nd Highest Digital Index The 3rd Highest Digital Index/
Conventional Bank E-Money Conventional Bank Debit Card Conventional Bank Savings Account Conventional
Bank
April 2024 April 2024 April 2024
Infobank Infobank Infobank April 2024
Infobank
13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024
The 3rd Highest Digital Index/ The 3rd Highest Digital Index/ The Best/Conventional Bank/ The Best/E-Money Bank/KBMI 4
Credit Card Conventional Bank Internet Banking Conventional KBMI 4
Bank April 2024
April 2024 April 2024 Infobank
Infobank April 2024 Infobank
Infobank
210 Transforming the Future, Empowering Indonesia
Page 213
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024 13th Digital Brand Awards 2024
The 2nd Best/Credit Card The 2nd Best/Debit Card The 2nd Best/Bank Savings The 2nd Best/Internet Banking
Conventional Bank/KBMI4 Conventional Bank/KBMI4 Account/KBMI 4 Conventional Bank/KBMI 4
April 2024 April 2024 April 2024 April 2024
Infobank Infobank Infobank Infobank
NUSANTARA Award from BNPB 13th Digital Brand Awards 2024 Marketeers Youth Choice Award
Nusantara - Pioneer Investor Tree Planting Activities in The 3rd Highest Digital Index (YCA) 2024
Commemoration of Earth Day Mortgage Loan Coventional Bank Bronze award for Electronic
April 2024 and Environmental Recovery after Money category (TapCash)
Otorita IKN Floods and Landslides May 2024
LSP AREA INDONESIA May 2024
April 2024 Marketeers
BNPB
Marketeers Youth Choice Award Award for Business Entities SBBI Awards 2024 RAKERKESNAS 2024
(YCA) 2024 Paying Contributions as Early BNI Achieved Prestigious Brand Participation and Support for
Dream Workplace BUMN as 2024 in Banking Services Category for National Health Work Meeting
MSMEs to Go Global 2024
May 2024 May 2024
Marketeers BPJS Kesehatan June 2024 June 2024
Solopos Media Group Kementerian Kesehatan
Award from the Ministry of Award from Indonesia’s Minister Sustainable Marketino Excellence Indonesian Best Bank in Service
Finance Directorate General of of Villages, Development of (SME) Excellence 2024
Treasury Underdeveloped Regions, and Xpora SME Enabler of the Year The Best Overall Contact Center -
Collecting Agent Performance Transmigration Conventional Bank
of 2023 Commitment and Cooperation July 2024
in Developing the Nusantara Marketeers July 2024
July 2024 Pertinent Technology Marketing Research Indonesia
Ministry of Finance (MRI) & Infobank
July 2024
Minister of Villages, Development
of Underdeveloped Regions, and
Transmigration of RI
Indonesian Best Bank in Service Indonesian Best Bank in Service Indonesian Best Bank in Service Indonesian Best Bank in Service
Excellence 2024 Excellence 2024 Excellence 2024 Excellence 2024
The Best Phone Banking - The Best Call Center - The Best Overall E-Banking The Best Branch ATM
Conventional Bank Conventional Bank
July 2024 July 2024
July 2024 July 2024 Majalah Infobank dan Marketing Majalah Infobank dan Marketing
Marketing Research Indonesia Marketing Research Indonesia Research Indonesia (MRI) Research Indonesia (MRI)
(MRI) & Infobank (MRI) & Infobank
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
211
Page 214
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Indonesian Best Bank in Service Indonesian Best Bank in Service Indonesian Best Bank in Service Indonesian Best Bank in Service
Excellence 2024 Excellence 2024 Excellence 2024 Excellence 2024
The 2nd Best Social Media - The 2nd Best Mobile Banking The 2nd Best Overall The 2nd Best SMS Banking
Conventional Bank Digital Channel
July 2024 July 2024
July 2024 Infobank Magazine and Marketing July 2024 Infobank Magazine and Marketing
Marketing Research Indonesia Research Indonesia (MRI) Infobank Magazine and Marketing Research Indonesia (MRI)
(MRI) & Infobank Research Indonesia (MRI)
Indonesian Best Bank in Service Appreciation Charter for Inclusive Award from Dharma Wanita Financial Literacy Awards 2024
Excellence 2024 Job Center Implementation Persatuan Ministry of State Best Financial Literacy Program
The 3rd Best Conventional Bank in Participation in Supporting Secretariat RI
Service Excellence Government Programs for Government-Owned Bank that August 2024
Disabled Workers Concerns about Education in 2024 OJK
July 2024
Infobank Magazine and Marketing July 2024 July 2024 & August 2024
Research Indonesia (MRI) BPJS Employment Ministry of State Secretariat
Katadata ESG Awards 2024 The Best Contact Center The Best Contact Center The Best Contact Center
Finance Sector – Social Champion Indonesia 2024 Indonesia 2024 Indonesia 2024
Gold Winner of The Best Silver Winner of Best Human Gold Winner of
August 2024 Customer Experience Resource Development The Best Agent Digital Social
Katadata ESG Media
September 2024 September 2024
Indonesia Contact Center Indonesia Contact Center September 2024
Association (ICCA) Association (ICCA) Indonesia Contact Center
Association (ICCA)
The Best Contact Center The Best Contact Center Award from the Minister of Villages, Indonesia Human Capital Award
Indonesia 2024 Indonesia 2024 Development of Disadvantaged 2024
Bronze Winner Bronze Winner Regions, and Transmigration of the The Best Human Capital Director
The Best Agent Digital Chat The Best Agent English Republic of Indonesia - 2024
Mitra Peduli Desa Wisata 2024
September 2024 September 2024 September 2024
September 2024
Indonesia Contact Center Indonesia Contact Center Economic Review
Ministry of Villages, Development
Association (ICCA) Association (ICCA)
of Underdeveloped Regions, and
Transmigration
Indonesia Human Capital Award Indonesia Human Capital Award Anugerah ESG Republika 2024 Rapat Anev Pengelolaan Materiel
2024 2024 Governance – Sustainability Regident & PNBP T.A. 2024
Best Company In Strategic Best Company In Human Capital Reporting
Sutainability 2024 2024 September 2024
September 2024 Korlantas POLRI
September 2024 September 2024 Republika
Economic Review Economic Review
212 Transforming the Future, Empowering Indonesia
Page 215
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BAZNAS Award BAZNAS Award BAZNAS Award In-House Counsel Awards 2024
SOE with Best Collection SOE with Best Reporting SOE with Best Distribution Indonesia In-House Counsel Elite
2024 (in the Industrial Banking)
September 2024 September 2024 September 2024
BAZNAS BAZNAS BAZNAS October 2024
Hukum Online
In-House Counsel Awards 2024 Malam Anugerah GCG Awards 2024
CSR Awards 2024 CSR Awards 2024
Indonesia’s Most Respected Best Practices for Anti-Graft
Most Impactful Program on Integrity & Tranparancy in Impact
In-House Counsel 2024 (in the Initiatives and Fostering
Environment Award
Industrial Banking) Transparency
October 2024 October 2024 October 2024
October 2024 Investortrust.id & Bumi Global Investortrust.id & Bumi Global
Hukum Online CNBC Indonesia
Karbon Foundation Karbon Foundation
CSR Awards 2024 ATM Bersama Awards 2024 Debtor Performance Assessment Prima Awards 2024
SROI Excellent Award The Most Transaction Growth of Banking Loan Category in 2023 Best Acquirer Bank-All Features
Issuer
October 2024 October 2024 October 2024
Investortrust.id & Bumi Global October 2024 Ministry of Finance Prima
Karbon Foundation Artajasa
Prima Awards 2024 Prima Awards 2024 Annual Report Award 2023 Good Corporate Governance
Best Acquirer Bank (ATM) Best Issuer Bank (ATM) Winner of the Financial SOE Award 2024
Category at the Annual Report CGPI 2023 Indonesia Most Trusted
October 2024 October 2024 Award 2023 Companies Award as a Highly
Prima Prima Trusted Company
October 2024
KNKG November 2024
Swa Magazine and IICG
The Magical Rise Out-Of-Home YPP Awards 2024 Indonesia Client Appreciation Indonesia Client Appreciation
The Most Impactful Campaign Top Corporate Donors – Night 2024 Night 2024
Healthcare Category Coalition Pioneer and Marketing Outstanding Penetration of
November 2024 Excellence Award Co-Brand Corporate Card - KBMI 4
Cityvision November 2024
YPP SCTV Indosiar November 2024 November 2024
PT. Visa Worldwide Indonesia PT. Visa Worldwide Indonesia
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
213
Page 216
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Indonesia Client Appreciation Asia Sustainability Report Rating ESG Appreciation Night ESG Appreciation Night
Night 2024 (ASRRAT) 2024 Appreciated Diversity University Most Appreciated ESG Report
Outstanding Active Growth Gold Rank in Asia Sustainability ESG Report
Signature Credit Cards - KBMI 4 Report Rating (ASRRAT) 2024 November 2024
November 2024 Investor Daily Indonesia
November 2024 November 2024 Investor Daily Indonesia
PT. Visa Worldwide Indonesia (National Center for Corporate
Reporting/NCCR)
ESG Appreciation Night Apresiasi Donatur Beasiswa 2024 Anugerah Reksa Bandha 2024 Anugerah Diktisaintek 2024
Appreciated Circular Economy IPB University’s Scholarship Execution Auction Seller BNI Award as the Most
ESG Report Contributors 2024 Group 1, 3rd Place Innovative Bank for Digital
Campus Transformation
November 2024 November 2024 December 2024
Investor Daily Indonesia Institut Pertanian Bogor Ministry of Finance of the December 2024
Republic of Indonesia Directorate Ministry of Education, Science
General of State Assets and Technology (Kemdiktisaintek)
Republic of Indonesia
The 15th IICD Corporate 2024 Key Strategic Partner in the Award from BAPPENAS Award from BPDPKS
The Best Overall in Corporate Management of Government Partner in Government Account Partner Bank with Best Host to
Governance Accounts for Pre-Employment Management at the Ministry of Host Transaction Automation in
Card Funds BPN/Bappenas 2024 Category Himbara and BSI
December 2024
IICD December 2024 December 2024 December 2024
Coordinating Ministry for BAPPENAS BPDPKS
Economic Affairs
BP TAPERA Award Best Employer Awards 2024 MURI Record Award for Scholarship Activity
Expansion of Host to Host Top 5 Student Care Award First National Bank to Empower
Services for FLPP OIP Funds People with Disabilities December 2024
Collection Accounts December 2024 Institut Teknologi Bandung
Telkom University December 2024
December 2024 MURI
Public Housing Saving
Managent Agency
Best SUN Primary Dealer in 2024
for Quotation Implementation
December 2024
Ministry of Finance
214 Transforming the Future, Empowering Indonesia
Page 217
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Other National Awards
Awards Month and Year Organizer
FI & Treasury Gathering Bank Sulselbar: PT BPD Sulawesi Selatan & Sulawesi
February 2024
Strategic Alliance of FI & Treasury in Indonesian Market Barat (Bank Sulselbar)
BUMN Corporate Communications and Sustainability Summit (BCOMSS) 2024 Ministry of State-Owned Enterprises
March 2024
Gold Medal in the Creating Shared Value (CSV) Category of the Republic of Indonesia
Top Brand Award 2024
March 2024 Marketing Magazine
The Best Mind Share, Market Share, and Commitment Share (Category: KPR)
BUMN Corporate Communications and Sustainability Summit (BCOMSS) 2024
Social Media and Corporate Campaign category and Gold Medal for Creating March 2024 Ministry of SOEs
Shared Value (CSV) category - “BNI agen46 Financial Hero”
Top Brand Award 2024
The Best Mind Share, Market Share, and Commitment Share (Category: Children’s March 2024 Marketing Magazine
Savings Account)
Top Brand Award 2024
The Best Mind Share, Market Share, and Commitment Share (Category: Deposit March 2024 Marketing Magazine
Account)
BUMN Corporate Communications and Sustainability Summit (BCOMSS) 2024
Social Media and Corporate Campaign Category (1st winner), Creating Shared March 2024 Ministry of SOEs
Value Category (Gold Medal)
Indonesia Digital Popular Brand Award 2024
March 2024 Infobrand
Prepaid (Electronic Money) category with its flagship product, Tapcash.
13 Digital Brand Awards 2024
th
April 2024 Infobank
The 3rd Highest Digital Index/Mortgage Loan Conventional Bank
Best Performance of Bank ATMs May 2024 Infobank
CNBC Indonesia Top Women Fest
BNI Finance Director Novita Widya Anggraini received an award as “The Most May 2024 CNBC Indonesia
Inspiring Woman Leader: In Finance Industry”.
BNI is listed in Fortune Indonesia’s 100 Largest Companies in Indonesia August 2024 Fortune Magazine
Financial Literacy Award 2024
August 2024 OJK
BNI received the Best Literacy Program award.
Reformasi Perpajakan 2024 August 2024 Ministry of Finance
Top Social Media Award 2024
September 2024 Marketing Magazine
Rank 2 Credit Card Category - BNI Credit Cards
Top GRC Awards 2024
September 2024 Top Business
#Stars 5
Anugrah ESG Republika 2024
September 2024 Republika
Governance Sustainability Reporting Category
Mitra BUMN Champion 2024
BNI received an award as Top 3 National Champion in the BUMN Creditor/Investor October 2024 Ministry of SOEs
Category
Top 100 CEO 2024
BNI Achieves Top 100 CEO & Top 200 Future Leader 2024 (CEO of The Year, Bankers November 2024 Infobank
of The Years, 200 Future Leader)
BI Award 2024
November 2024 Bank Indonesia
BNI Award as Best Inclusive Financing Supporting Bank
BI Award 2024
November 2024 Bank Indonesia
Bank Award with Best Reporting Compliance KBMI 3 & 4
BI Award 2024
November 2024 Bank Indonesia
Bank Award with Best Foreign Exchange Reporting Compliance
BI Award 2024
November 2024 Bank Indonesia
BNI Award as the Best SKNBI and KPDHN Participant
BI Award 2024
November 2024 Bank Indonesia
Best Supporting Rupiah Money Market Development Award (Repo Award)
Asia Sustainability Report Rating (ASRRAT) 2024 National Center for Corporate
November 2024
Gold Rank Reporting (NCCR)
CNBC Indonesia Awards 2024
December 2024 CNBC Indonesia
Outstanding Banking Transformation of The Year
APPRECIATION
December 2024 Bank Indonesia
Contributor to the 2024 Joint Movement for Consumer Protection (GEBER PK)
Best BI-Fast Participants - KBMI Banks 3 and 4 December 2024 Bank Indonesia
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
215
Page 218
2024 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Certifications
Your reference/letter of Our reference/name Tel. Extension/Email Fax. Extension Date Page Your reference/letter of Our reference/name Tel. Extension/Email Fax. Extension Date Page
MS-2409005 Yuan Handayana +62-21-2903 5015 +62-21-5140 0996 23 December 2024 1/1 MS-2409005 Yuan Handayana +62-21-2903 5015 +62-21-5140 0996 23 December 2024 1/1
Yuan.HANDAYANA@tuv-sud.co.id Yuan.HANDAYANA@tuv-sud.co.id
To Whom It May Concern To Whom It May Concern
Dear Sir/ Madam,
Dear Sir/ Madam,
On behalf of TÜV SÜD Indonesia, I am pleased to inform that:
On behalf of TÜV SÜD Indonesia, I am pleased to inform that:
PT Bank Negara Indonesia (Persero) Tbk - Unit Vendor Management Divisi PFA
Plaza BNI BSD Lantai 5 CBD BSD City, Lot 1 No.5 Jl. Pahlawan Seribu Lengkong Gudang PT Bank Negara Indonesia (Persero) Tbk - Unit Harga Perkiraan Sendiri Divisi PFA
Serpong ID - 15130 Tangerang Selatan Plaza BNI BSD Lantai 5 CBD BSD City, Lot 1 No.5 Jl. Pahlawan Seribu Lengkong Gudang
Serpong ID - 15130 Tangerang Selatan
Has successfully completed ISO 900:2015 Quality Management System Transfer Surveil-
lance Audit as follow: Has successfully completed ISO 900:2015 Quality Management System Transfer Surveil-
The audit has conducted on 11 November 2024 lance Audit as follow:
The audit has conducted on 7 November 2024
For the scope:
Provision of Vendor Management Processes Including Registration, Clarification, Classifica-
For the scope:
tion and Evaluation
Provision of Estimation Processes
Therefore, the organization will be recommended for award certification.
The original certificate is currently in progress. Therefore, the organization will be recommended for award certification.
The original certificate is currently in progress.
This reference letter is given to be used as appropriate. Please do not hesitate to contact us
for any further clarification. Thank you. This reference letter is given to be used as appropriate. Please do not hesitate to contact us
for any further clarification. Thank you.
Yours sincerely,
Yours sincerely,
Yuan Handayana
President Director
PT TÜV SÜD Indonesia Yuan Handayana
President Director
e
PT TÜV SÜD Indonesia
Telephone: +62 21 2903 5015 PT TÜV SÜD Indonesia.
Fax No.: +62 21 5140 0996 Indonesia Stock Exchange Building
www.tuv-sud.co.id Tower I. 8 Floor Suite 806
Jl. Jenderal Sudirman, Kav 52-53, Lot 2
Jakarta Selatan 12190 e
Telephone: +62 21 2903 5015 PT TÜV SÜD Indonesia.
Fax No.: +62 21 5140 0996 Indonesia Stock Exchange Building
www.tuv-sud.co.id Tower I. 8 Floor Suite 806
Jl. Jenderal Sudirman, Kav 52-53, Lot 2
Jakarta Selatan 12190
Certificate of Appreciation ISO 30301:2019 ISO 9001:2015 ISO 9001:2015
Quality Management System Quality Management for Vendor Quality Management for Own
2024 for Provision of Filing Management (VM) Unit Estimate Price (HPS) Unit
The Investor and Financial and Archiving Services
Education Council (IFEC) for Archive Management Unit November 2024 November 2024
Hong Kong part of Securities PT Tuv Sud Indonesia PT Tuv Sud Indonesia
and Future Commission (SFC) December 2024 - December 2027
Hong Kong PT Tuv Sud Indonesia
Platinum Greenship New Building Gold Greenship New Building ISO 9001:2015
V.1.2 Plaza BNI V.1.2 Menara BNI Quality Management System
December 2020-December 2023 March 2023-March 2025
until 26/10/2025 (in the process of renewal) PT SGS Indonesia
Green Building Council Indonesia Green Building Council Indonesia
Certification Validity Organizer
ISO 27001 : 2013 BSI 2023 – 2025
ISO 9001:2015 Llyod’s Register June 26, 2027
ISO 9001:2015 Quality Management System Publication Financial 26 March 2023 - 9 March 2026
PT SGS Indonesia
Reporting Process and Income Tax Reporting Process (Certificate ID17/03935)
216 Transforming the Future, Empowering Indonesia
Page 219
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
217
Page 220
04
Management
Discussion and
Analysis on
Company
Performance
Management
Economy and Industry Overview 220 Details of Matters Arising in 2024 364
BNI Strategic Policy for 2024 226 Business Prospects for 2025 365
Operational Overview per Business Performance Projections for 2025 367
228
Segment Marketing Aspect 369
Digital Banking 282 Dividend and Distribution Policy 373
Discussion and
Comprehensive Financial Overview 300 BNI’s Contribution to National
376
Commitments and Contingencies 331 Development
Spot Transactions, Derivatives, Information regarding the Realization of
333 377
and Hedging Facilities Use of Public Offering Proceeds
Pledged Bank Assets 335 Negotiable Certificate of Deposit (NCD)
384
Prime Lending Rate (SBDK) 336 Rupiah & Foreign Currencies
Ability to Pay Debt 339 Material Information Regarding Corporate
Analysis on
Action, Investments, Expansions,
Company Receivables Collectibility Level/ 385
340 Divestments, Business Mergers,
Loan Collectibility Level
Acquisitions, and/or Restructuring
Credit Risk Management 343
Information on Material Transactions
Capital Structure and Management Policy that Contain Conflicts of Interest and/or 387
for Capital Structure and Capital Risk 352 Transactions with Affiliated/Related Parties
Management Practices
Prohibitions, Restrictions and/or
Material Commitments for Capital Goods Significant Barriers to Transferring Funds
354
Company
Investments 397
Between Banks and Other Entities in One
Capital Goods Investments Business Group
356
Realized In The Last Fiscal Year Changes to Legal Regulations that
Property for Investment 357 398
significantly impacted BNI
Information and Material Facts Changes in Accounting Policies and Their
That Occurred After The Date of the 357 410
Impact on BNI
Accountant’s Report Bank Health Level 411
Performance
Business Target Achievements in 2024 358 PMN Additional Use Report 412
Business Continuity Information 361 Implementation of National Strategic
413
Projects or Other Assignments
Page 221
Page 222
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Economic and
Industry Overview
As of the third quarter of 2024, the Central
Statistics Agency (BPS) has recorded that
Indonesia's economic growth remains strong
and shows resilience, with a performance of
5% in September 2024.
220 Transforming the Future, Empowering Indonesia
Page 223
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
THE GLOBAL ECONOMIC CONDITIONS
The global economic condition is expected to remain solid in 2024, as it is projected by the IMF that the
growth to reach 3.2%, slightly lower than 3.3% in 2023.
Comparison of Economic Growth Among Countries
7.0
6.7
6.6
6.1
5.8
5.7
5.1
5.0
5.0
4.9
4.8
4.8
3.3
3.0
3.0
3.0
2.8
2.8
2.6
2.5
2.4
2.3
1.7
1.5
1.2
1.1
1.0
0.8
0.8
0.4
0.3
-0.5
-0.2
JPN GER GBR EUR AUS MEX THA KOR SGP USA BRA CHN IDN MYS PHL IND VNM
Economic Growth 9M24 (% YoY) Economic Growth FY24F (%)
Source: IMF, BNI Office of Chief Economist
However, not all the world countries are experiencing higher growth. Germany, which is projected to grow
by 0% in 2024, actually contracted by -0.2% until September 2024. The UK and Japan grew only by 0.4% and
-0.5%, respectively, until September 2024, both below their projections of 1.1% and 0.3%.
Taken as a whole, the momentum of economic growth has started to show signs of weakening entering July
2024, as reflected in the average performance of the manufacturing sector, which remains in the contraction
zone (<50) for several major economies. This slowing momentum reached its lowest point in September and
seems to be improving as we enter Q4-2024. Particularly, this improvement is seen in China (51), India (56.4),
the US (49.4), and Vietnam (49.8), which all experienced an increase in their manufacturing PMI indices in
December 2024 compared to September 2024 (end of Q3-2024).
Manufacturing Sector Experiences Weakness, but Improves in the Fourth Quarter - 2024
Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24
GBR 47.0 47.5 50.3 49.1 51.2 50.9 52.1 52.5 51.5 49.9 48.0 47.0
USA 50.7 52.2 51.9 50.0 51.3 51.6 49.6 47.9 47.3 48.5 49.7 49.4
EUR 46.6 46.5 46.1 45.7 47.3 45.8 45.8 45.8 45.0 46.0 45.2 45.1
GER 45.5 42.5 41.9 42.5 45.4 43.5 43.2 42.4 40.6 43.0 43.0 42.5
FRA 43.1 47.1 46.2 45.3 46.4 45.4 44.0 43.9 44.6 44.5 43.1 41.9
CHN 50.9 45.2 53.9 52.2 52.5 51.6 49.4 50.2 49.8 50.4 53.3 51.0
IND 56.5 56.9 59.1 58.8 57.5 58.3 58.1 57.5 56.5 57.5 56.5 56.4
IDN 52.9 52.7 54.2 52.9 52.1 50.7 49.3 48.9 49.2 49.2 49.6 51.2
KOR 51.2 50.7 49.8 49.4 51.6 52.0 51.4 51.9 48.3 48.3 50.6 49.0
PHL 50.9 51.0 50.9 52.2 51.9 51.3 51.2 51.2 53.7 52.9 53.8 54.3
SGP 50.7 50.6 50.7 50.5 50.6 50.4 50.7 50.9 50.9 50.8 51.0 51.1
AUS 50.1 47.8 47.3 49.6 49.7 47.2 47.5 48.5 46.7 47.3 49.4 47.8
MYS 49.0 49.5 48.4 49.0 50.2 49.9 49.7 49.7 49.5 49.5 49.2 48.6
VNM 50.3 50.4 49.9 50.3 50.3 54.7 54.7 52.4 47.3 51.2 50.8 49.8
MEX 50.2 52.3 52.2 51.0 51.2 51.1 49.6 48.5 48.5 48.4 49.9 49.8
BRA 52.8 54.1 53.6 55.9 52.1 52.5 54.0 50.4 53.2 52.9 52.3 50.4
JPN 48.0 47.2 48.2 49.6 50.4 50.0 49.1 49.8 49.7 49.2 49.0 49.6
ITA 48.5 48.7 50.4 47.3 45.6 45.7 47.4 49.4 48.3 46.9 44.5 46.2
Source: CEIC, BNI Office of Chief Economist
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From the price level perspective, inflation rate has also slowed down in major economies. In the United
States, consumer inflation as of November 2024 reached 2.6%, down from 3.4% in December 2023, in line
with the slowdown in inflation in the European Union, which reached 2.5% YoY in November (compared to
3.4% YoY in December 2024) and the UK at 2.6% YoY (compared to 4% YoY in December 2024). In Southeast
Asia, the same trend has been noticeable in Vietnam, Singapore, the Philippines, and Indonesia, all of which
have experienced a slowdown in inflation since the end of 2023.
Comparison of Annual Inflation Rates in Various Countries
5.7
5.5
4.0
3.9
3.7
3.7
3.7
3.6
3.4
3.4
2.9
2.8
2.7
2.6
2.6
2.6
2.5
2.5
2.2
1.8
1.6
1.5
1.5
1.3
0.9
0.2
-0.3
-0.8
CHN IND IDN MYS PHL SGP THA GBR VNM GER FRA USA JPN EUR
Inflation Dec-2023 (% YoY) Inflation Nov-2024 (% YoY)
Source: CEIC, BNI Office of Chief Economist
Driven by unflatering slowdown of inflation, central banks around the world have been able to reduce their
benchmark interest rates. In the United States, the Fed has cut the Fed Fund Rate (FFR) three times by a total
of 100bps in September (50bps), November (25bps), and December 2024 (25bps), bringing the FFR to 4.25-
4.50%. In other regions, such as Europe, the benchmark interest rate has been cut four times, down to 3%
for the deposit facility rate. The same trend has occurred in China, where moderating economic growth and
lower growth prospects have led the People’s Bank of China to cut the Loan Prime Rate (LPR) two to three
times throughout 2024.
Several Central Banks from Other Countries have Lowered Interest Rates
to Address Economic Mederation (as of December 2024)
7.00
6.5
6.00 6.00
5.00
4.75
4.00 4.33
3.25
3.00
3.15
2.00
1.00
0.00
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Oct-22
Nov-22
Dec-22
Jan-23
Feb-23
Mar-23
Apr-23
May-23
Jun-23
Jul-23
Aug-23
Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
Sep-24
Oct-24
Nov-24
Dec-24
Policy Rates (%)
EUR IDN GBR IND USA CND
Source: CEIC, BNI Office of Chief Economist
In the mean time, from the financial markets, various events caused the Indonesian financial market to move
dynamically in 2024. By the end of the year (Q4), the pressure from capital outflows in Indonesia’s financial
market was quite high, recording a negative figure (IDR-54 trillion in Q4-2024), driven by various global
sentiments, including tensions in the Middle East and the US presidential election, which resulted in Donald
Trump being elected as the 47th president of the United States.
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As a result of the financial market dynamics throughout the past year, the performance of the Rupiah
exchange rate and the capital market showed a decline. The Rupiah exchange rate by the end of 2024
depreciated by -4.6% YTD to IDR16,102 per USD, as well as a -2.7% YTD correction in the IDX Composite
(IHSG). Furthermore, bond yields rose by 52bps YTD to 7.0%. However, the Rupiah’s depreciation trend was
better compared to other emerging market currencies (-6.3% YTD).
Capital Market Performance and Exchange Rate Weakened
as a Result of Market Dynamics Throughout 2024
Capital Market Performance YTD 2024 Bond Yield Change YTD 2024
(%) (%)
Japan 19.2 -106.5 Mexico
Malaysia 12.9 -88.6 China
China 12.7 -4.2 Thailand
South Africa 9.4
-41.4 India
India 8.8
-30.4 South Korea
Philippines 1.2
YTD 2024 Malaysia 8.4 YTD
Russia 0.8
As of December 31, 2024 Czech Republic 39.4 As of December 31, 2024
-1.1 Thailand
Japan 47.7
-2.7 Indonesia
-9.6 South Korea Indonesia 51.7
-10.4 Brazil South Africa 68.99
-13.7 Mexico Philippines 142.1
Exchange Rate Changes in 2024
(%YTD)
Malaysia 2.7
South Africa 0.9
Thailand 0.1
-1.3 ASEAN Avg
-1.7 UK
-2.8 China
-2.9 India
-3.4 Singapore
-4.4 Philippines
-4.6 Indonesia
-6.3 EM Average - Ex Arg & Tur Data as of
-6.6 EU December 31, 2024
-6.6 Average Ex Arg & Tur
-7.1 DXY* *DXY positive
-7.8 Swiss indicates appreciation
-7.9 Mexico
-8.6 Canada
-8.9 Czech
-9.9 Sweden
-11.5 Japan
-14.3 South Korea
Source: Bloomberg, BNI Office of Chief Economist
THE NATIONAL ECONOMIC CONDITIONS
Until Q3-2024, the Central Statistics Agency (BPS) reported that the growth of Indonesia’s economic
remained strong and showed resilience, with a growth rate of 5% in September 2024. This growth rate was
supported by government spending (7.5% YoY in September 2024) and construction investment (5.6% YoY
in September 2024). Government spending was propelled by fiscal support for the presidential election and
simultaneous regional elections, followed by the realization of spending on goods and social programs.
Furthermore, investment growth was supported by investments in machinery & equipment, as well as
buildings & structures, in line with the development projects for the new capital city, Nusantara (IKN), and
the completion of national strategic programs (PSN). Meanwhile, household consumption grew moderately
at 4.9% YoY in September 2024.
2024 Annual Report
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By sector, the high economic growth in 09M24 was perceived in the transportation and warehousing
sector (9.0% YoY), accommodation (9.3% YoY), business services (8.5% YoY), and healthcare services (9.2%
YoY); while sectors with weak growth performance in 09M24 included manufacturing (4.3%), agriculture
and plantation sectors (0.7% YoY), and real estate services (2.3% YoY). The weak growth in primary service
sectors and strong growth in tertiary service sectors can be attributed to two factors. First, the stagnation of
purchasing power among the lower-middle-income group. Second, the growth in tertiary service sectors is
largely supported by the upper-income group.
Indonesia's Economic Growth Based on Expenditure Components (% YoY)
1Q22 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24
Aggregate GDP 5.02 5.46 5.73 5.01 5.04 5.17 4.94 5.04 5.11 5.05 4.95
Household Consumption 4.35 5.52 5.40 4.50 4.53 5.22 5.05 4.47 4.91 4.93 4.91
LNPRT Consumption 5.91 5.03 5.99 5.72 6.16 8.59 6.18 18.11 24.29 9.98 11.69
Government Expenditure -6.60 -4.61 -2.50 -4.72 3.31 10.47 -3.93 2.81 19.91 1.42 4.62
Investment (PMTDB) 4.08 3.09 4.98 3.33 2.11 4.63 5.77 5.02 3.79 4.43 5.15
Net Exports 3.60 37.00 -7.95 84.55 67.02 -1.23 11.90 10.10 1.36 10.15 -1.97
Export 14.40 16.32 19.09 14.95 11.74 -2.91 -3.91 1.64 1.44 8.18 9.09
Import 16.06 13.06 25.73 6.49 4.15 -3.23 -6.75 -0.15 1.46 7.79 11.47
Source: BPS, CEIC, BNI Office of Chief Economist
From the consumer price perspective, by the end of 2024, Indonesia recorded an inflation rate of 1.6% YoY
based on the Consumer Price Index (CPI), marking a historically the lowest inflation rate. Throughout 2024,
there were five months (May to September) during which Indonesia experienced deflation on a monthly
basis. The decline in inflation over the past year was primarily contributed by a drop in food prices due to
increased food supply following the impact of El Nino and government market interventions. However, this
decline in food prices may also indicate weak domestic demand from the lower-middle-income groups,
whose food consumption accounts for nearly 40-50% of their total spending. Meanwhile, core inflation rose
to 2.3% YoY, driven by a surge in gold jewelry prices, meaning that core inflation without gold remained low
at 1.7% YoY. This low core inflation is also believed to be related to structural issues, such as a weak formal
labor market and high informality in employment.
Inflation declines annually to 1.6% YoY by end of 2024
7,00 4,00
6,00 3,50
6,0
3,00
5,7
5,00
5,5
5,5
5,4
5,3
2,26
2,50
5,0
4,9
4,7
4,00
4,3
4,3
2,00
4,0
3,00
3,6
3,5
3,5
1,50
3,3
3,1
3,0
3,0
2,9
2,8
2,8
2,00
2,6
2,6
2,6
2,6
2,5
1,00
2,3
2,2
2,1
2,1
2,1
1,8
1,7
1,00
1,5
1,6
0,50
0,00 0,00
Oct- 22
Oct- 23
Oct- 24
Feb- 22
Jul-22
Sep- 22
Nov-22
Dec- 22
Jul-23
Sep- 23
Nov-23
Dec- 23
Dec- 24
Jun- 22
Feb- 23
Jun- 23
Feb- 24
Jun- 24
Jul-24
Sep- 24
Nov-24
Apr- 22
Aug- 22
Apr- 23
Aug- 23
Apr- 24
Aug- 24
Jan- 22
Jan- 23
Jan- 24
Mar- 22
May- 22
Mar- 23
May- 23
Mar- 24
May- 24
Inflasi IHKCPI
Indonesia Indonesia
Inflation(%(%
YoY)
YoY)
Inflasi Umum
General (% (%
Inflation YoY)
YoY) InflasiInflation
Core Inti (% YoY)
(% YoY)
Source: BPS, BNI Office of Chief Economist
The low inflation throughout the second half of 2024, coupled with the reduction in the Fed Fund Rate (FFR)
that initially occurred in September 2024, as well as the strengthening of the Rupiah during that period (by
1.9% YTD in September 2024), constitued factors that were considered by Bank Indonesia in lowering the BI
rate by 25bps in September to 6.0%. However, due to the market volatility that occurred in most of Q4-2024
and the election of Donald Trump as US president, which increased inflation risks in the US, the downward
trend in Bank Indonesia’s policy interest rate did not continue.
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THE BANKING INDUSTRY CONDITION
From the credit growth perspective, the trend shows solid growth, with Bank Indonesia reporting banking
credit growth of 10.4%YoY as of December 2024. Based on the type of usage, working capital credit, investment
credit, and consumer credit grew at 8.4% YoY, 13.6% YoY and 10.6% YoY, respectively. This banking credit
growth is supported by third-party funds (DPK), which grew by 4.5% YoY as of December 2024. Throughout
2024, in addition to cutting interest rates once, Bank Indonesia also implemented macroprudential liquidity
incentive policies (KLM) to support credit distribution to priority sectors, such as the downstream mining
and food sectors, the automotive sector, trade, electricity, gas, and water sectors, tourism and creative
economy sectors, as well as MSMEs.
The resilience of the financial system remained well-maintained during 2024. The loan-to-deposit ratio (LDR)
stood at 89% as of December 2024. The banking capital adequacy ratio (CAR) in December 2024 was strong
at 27%, enabling it to absorb risks and support credit growth. Meanwhile, the non-performing loan (NPL)
ratio in the banking sector in December 2024 continued to decline, reaching 2.1% (compared to 2.4% in
January 2024).
Loan Growth as of December 2024 Reached 10.4% YoY
14.0%
12.0%
10.0% 10,4%
8.0%
6.0%
4,5%
4.0%
2.0%
0.0%
-2.0%
-4.0%
-6.0%
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Oct-22
Nov-22
Dec-22
Jan-23
Feb-23
Mar-23
Apr-23
May-23
Jun-23
Jul-23
Aug-23
Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
Sep-24
Oct-24
Nov-24
Dec-24
Loan & Deposit Growth
Loan Growth (% YoY) Deposit Growth (% YoY)
Source: BI, OJK, BNI Office of Chief Economist
Throughout 2024, in addition to cutting interest
rates once, Bank Indonesia also implemented
macroprudential liquidity incentive (KLM) policies
to support the distribution of credit to priority
sectors, such as the downstream mining and food
sectors, the automotive sector, trade, electricity,
gas, and water sectors, tourism and the creative
economy, as well as MSMEs.
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
BNI Strategic Policy
in 2024
Amidst the volatility of the financial market and the modern digital banking. Its key objective is to help its
challenging liquidity conditions that ensued, BNI customers thrive, from making simple transactions
has consistently recorded positive and sustainable to achieving financial goals.
financial performance growth throughout 2024.
Margin stabilization has begun to be seen BNI has also formulated strategic policy aspirations
following BNI’s strategy to strengthen its liquidity for 2024 that the Bank will continue to implement until
management amidst financial market turmoil. BNI 2029. BNI’s strategic priorities for the next 5 years
also kept its credit growth accelerated in 2024, are summarized in “3P”: Productivity, Platform, and
driven by financing to top-tier debtors in the Private Proposition to help achieve the company’s financial
Corporation and BUMN segments, financing to the targets. Further, in the series of its long-term
Consumer segment mainly supported by Home plans (corporate plan), BNI has made 2024 a year
Ownership Loans and unsecured loans (personal of focus on Productivity by increasing it through
loans), as well as financing to the MSME and skills development, role redesign, office network
Consumer segments through subsidiaries hibank optimization, and analytics. The main results are
and BNI Finance. transformation in HR skills training and leadership,
optimal credit processes, and completion of network
Throughout 2024, BNI implemented various change formats.
strategic policies, which involved selectively
adjusting loan interest rates, diversifying funding Based on its Long-Term Plan stated in the BNI
sources, optimizing the LDR (loan-to-deposit ratio) at Corporate Plan 2024-2028 document, BNI is
a level that remains safe, especially with the positive implementing the 2024 strategic policy in order
catalyst from BI’s GWM incentives, and shifting the to achieve its predetermined targets, as stated as
loan mix focused on the Rupiah denomination. BNI follows:
realizes that the biggest pressure on Cost of Fund
comes from foreign currency funding, therefore 1. Increasing Business Expansion through Top Tier
since the beginning of 2024 BNI has taken strategic by Strengthening Risk Management
steps to reduce foreign currency credit expansion BNI will focus on business expansion in the
and focus on rupiah-denominated loans. Corporate Top Tier segment and priority sectors
by prioritizing a strong risk management culture.
In terms of funding, one of BNI’s strategies has been Relationship Manager (RM) Productivity will be
to optimize the CASA franchise, especially in the increased through more efficient reallocation. In
long term, by utilizing BNI’s new mobile banking addition, BNI will also acquire quality consumers
channel, wondr by BNI, which was launched on through payroll loans and mortgage products,
July 5, 2024. The wondr by BNI application can with a focus on areas with high business potential.
meet various financial needs of retail customers Improving the quality of pipeline management
since the app comes with many transaction features and risk management will be a priority, especially
such as QRIS payments, e-wallet top-ups, virtual for the SME and Commercial segments.
accounts, domestic and international transfers, card
management, financial and investment monitoring 2. Improving Digital Platforms to Optimize
features, and many other features. Transactional Banking and Cross-Selling
Optimizing digital platforms to improve
Through wondr by BNI, we are expanding our transaction and cross-selling services. The
services through the utilization of the BNI ecosystem Mobile Banking platform for consumers and BNI
to meet customers evolving needs in this era of Direct for corporations will be strengthened to
226 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
make them more integrated and efficient. The use be developed through cross-border solutions and
of data analytics will be maximized to support services, including trade, diaspora, investment,
cross-selling in the consumer and non-lending and international transactions. Expansion will be
segments. BNI will also develop technology- carried out by opening outlets in countries with
based solutions for government agencies and high market potential to support BNI’s global
universities to generate low-cost funds. The focus growth.
is on expanding quality customer segments to
increase transactions and low-cost funds. 5. Strengthening Human Capital and IT to Increase
Productivity
3. Strengthening Business Networks through Improving human resources (HR) with a focus on
Outlet Optimization developing critical skills through special training
To strengthen its business network, BNI will for Relationship Managers in the SME, Enterprise,
optimize outlets in saturated markets and priority Commercial, and Wealth segments. In addition, IT
markets.The sales model and business processes capabilities and IT security will be strengthened
will be strengthened to support network renewal, to support more efficient and secure transactions
while synergy between branches and head offices and operations. Data management and analytics
will increase business penetration in various will be optimized to maximize business potential
segments. BNI will also move to digitalization and cross-selling, as well as support data-based
to increase customer transactions and evaluate decisions.
the implementation of the Regional NWOW
organization to ensure the effectiveness of the 6. Optimizing BNI Group to Strengthen the Position
existing network. of Subsidiaries
To strengthen the position of subsidiaries, BNI
4. Developing International Business Networks to will increase the business capacity of subsidiaries
Support Global Market Penetration to provide greater contributions to BNI. The main
Strengthening international business capabilities focus is to increase profitability and achieve
by improving human resources, technology, a higher Return on Equity (ROE) target, and
and business processes to face global market hence, support BNI’s overall growth and financial
challenges. International business will continue to stability.
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
Operational Overview
Per Business Segment
Further explanation about the segments presented below is available for read in the Notes to the Consolidated
Financial Statements as an integral part of this Annual Report. In 2024, BNI grouped its segments based on
the following 2 (two) aspects:
1. Operating segment, which describes BNI's business segments based on the main customer groups and
products as follows: Wholesale & International Banking, Institutional Banking, Enterprise & Commercial
Banking, Retail Banking, Treasury, Head Office and Subsidiaries; and
2. Geographic segment, which describes the geographical distribution of BNI's business grouped under
Indonesia, the United States, Europe, and Asia.
Geographic Operating
Segment BNI Segment
Describes the Segment Based on main
geographical
distribution of BNI Distribution customer groups
and products
business
It takes well-thought strategy to deliver maximum results in meeting end-to-end customer needs with due
consideration of market conditions and the portfolio balances in each segment. The objective of determining
Operation Segment is to develop end-to-end solutions for customers across channels, both physical and
digital, or across products. Customers can make the best use of all BNI products depending on their diverse
needs through a one-stop service where a relationship manager is specifically assigned for each product.
BNI uses customer analysis and portfolio management to translate customer needs in the Business Banking
sector into value-based industry analysis, Business Banking sector portfolio management, review and
refinement of Business Banking credit systems and procedures and develop customized loans for customers
with minimal risk. The various results of these analyses should improve the quality of BNI services with a
sharper focus on the principle of "customer centric" to cater to customer needs.
This specific approach proves that BNI is becoming more capable of improving across geographies, from
its head office, branches, regions, to overseas branches as it continues to provide information for data-
supported decision making and improvements in order to deliver even more. The adoption of the Operating
Segment system also impacts how the performance of BNI's Operating Segment is measured against
customer ownership.
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OPERATING SEGMENT
Information on each segment reporting in BNI's Operating Segment reporting includes the following:
Wholesale &
Retail Banking
International Banking Enterprise &
Institutional Banking
Loans disbursed, customer
Commercial Banking Loans disbursed consist
of program and consumer
deposits and other Loans disbursed, customer
Loans disbursed, customer loans as well as retail deposit
transactions of corporate deposits and other
deposits and other products, services, and other
customers, both SOEs and transactions belonging to
transactions belonging to investments to encourage
private businesses including customers of Ministries,
medium/commercial scale closed loop transactions
financial institutions and Institutions and Universities.
customers. of individual customers to
customers of overseas MSMEs.
offices.
Head Office
Treasury Subsidiaries Managing BNI assets and
liabilities other than those
All transactions carried out managed by other operating
Related to the Bank’s
by Subsidiaries engaged segments, including
treasury activities such as
in insurance, consumer receiving cost allocations
foreign exchange, money
financing, banking, venture for providing centralized
markets, fixed income and
capital, securities and services to other segments
derivative.
investment management. as well as income/costs that
are not allocated to other
reporting segments.
Presented below an overview of the Operating Segment business, presented below is the contribution per
segment to BNI's profit, loan disbursed, and Third Party Funds (DPK) collection.
Operating Segment Profit and Loss
2024 2023 Increase (Decrease)
Operating Segment Nominal Percentage
IDR-billion % IDR-billion %
(IDR-billion) (%)
Wholesale & International Banking 12,538 57.9 11,657 55.2 881 7.6
Institutional Banking 1,702 7.9 1,053 5.0 649 61.7
Enterprise & Commercial Banking 2,668 12.3 2,399 11.4 268 11.2
Retail Banking 9,235 42.6 9,894 46.9 (658) (6.7)
Treasury 2,746 12.7 2,345 11.1 401 17.1
Head Office (7,683) (35.5) (6,564) (31.1) (1,119) 17.0
Subsidiaries 509 2.3 421 2.0 88 20.8
Adjustments and Eliminations (46) (0.2) (99) (0.5) 53 (53.9)
Operating Segment Net Profit and
21,669 100.0 21,106 100.0 563 2.7
Loss
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2024 Report Profile Analysis on Company Performance Functions
Profit and Loss Composition by Operating Segment
(%)
2.0% 2.3%
(31.1)%
(35.5)%
55.2% Wholesale & International Banking
57.9%
Institutional Banking
2023 2024
11.1% Enterprises & Commercial Banking
12.7% Retail Banking
Treasury
5.0% Head Office
7.9%
46.9% Subsidiaries
11.4% 42.6% 12.3%
Loans per Operating Segment
2024 2023 Increase (Decrease)
Operating Segment Nominal Percentage
IDR-billion % IDR-billion %
(IDR-billion) (%)
Wholesale & International Banking 405,376 52.2 353,141 50.8 52,235 14.8
Institutional Banking 37,523 4.8 16,017 2.3 21,506 134.3
Enterprises & Commercial Banking 100,117 12.9 105,519 15.2 (5,402) (5.1)
Retail Banking 218,534 28.2 213,235 30.7 5,299 2.5
Subsidiaries 16,247 2.1 9,043 1.3 7,204 79.7
Adjustments and Eliminations (1,925) (0.2) (1,870) (0.3) (55) 2.9
Total Operating Segment Credit 775,872 100.0 695,085 100.0 80,787 11.6
Loans per Operating Segment
(%)
1.3% 2.1%
30.7%
28.2% Wholesale & International Banking
2023 50.8%
2024 52.2% Institutional Banking
Enterprises & Commercial Banking
Retail Banking
12.9% Subsidiaries
15.2%
2.3% 4.8%
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Practices Governance Responsibility Commitment Statements
Third Party Funds per Operating Segment
2024 2023 Increase (Decrease)
Segment Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Wholesale & International
224,894 27.9 253,649 31.3 (28,755) (11.3)
Banking
Institutional Banking 117,817 14.6 136,146 16.8 (18,329) (13.5)
Enterprise & Commercial
57,400 7.1 54,701 6.7 2,699 4.9
Banking
Retail Banking 392,561 48.7 357,213 44.1 35,348 9.9
Subsidiaries 13,347 1.7 10,236 1.3 3,111 30.4
Adjustments and eliminations (508) (0.1) (1,215) (0.1) 707 (58.2)
Total Third Party Funds of
805,511 100.0 810,730 100.0 (5,219) (0.6)
Operating Segment
Third Party Funds per Operating Segment
(%)
1.3% 1.7%
27.9%
31.3%
Wholesale & International Banking
Institutional Banking
2024
44.1% Enterprises & Commercial Banking
2023 48.7%
Retail Banking
Subsidiaries
16.8% 14.6%
6.7% 7.1%
WHOLESALE & INTERNATIONAL BANKING
Wholesale & International Banking Solution is a service that offers one-stop financial solution with
comprehensive support to help local and international customers with their business operations through
loan distribution, fund management, and other transactional activities in a comprehensive manner.
For loan distribution, Wholesale & International Banking Solution Division offers the customers the following
groups of solutions: Corporate Finance, Project Finance, Supply Chain Financing and Structured Finance.
For fund management and transactional activities, BNI offers need-oriented solutions that help customers
with their finance management.
Falling under the criteria in Wholesale & International banking (WHI) are non-individual customers such as
private companies, SOEs, Multi National Company (MNC), non-banking financial institutions and financial
institutions with the following parameters:
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Wholesale & International Banking (WHI) Customer Profile Parameters
Parameter Customer Profile
Companies with Gross Annual Sales (GAS) > IDR1.5 trillion (including business groups) and Maximum
Company Size
Loans > IDR500 billion and/or Average TPF > IDR100 billion.
a. Domestic:
1. Globe’s 150 Richest Indonesians and its groups; Forbes 500 and its groups; LQ45 and its groups;
SOEs and its groups; Tbk Company and its groups; Non-Tbk Companies and its groups.
2. Bank and Non-Bank Financial Institutions; Regulatory and Non-Regulatory Pension Funds; State
Owned Banks Subsidiaries; Indonesian Financial Group (IFG); Fintech related to financing.
Customer 3. Multi National Companies (MNC)
Corporate segment companies which majority shares or more than 50% shares owned by foreign
entity.
b. Overseas:
Loans and Funds in Overseas Branches managed by the Overseas Offices.
Competitive Advantage and Wholesale & including trade finance, foreign exchange risk
International Banking Innovation management (forex), and treasury management. BNI
Overseas Office (KLN) serves as a strategic partner
Competitive Advantage for companies who seek to expand their operations
BNI affirms its position as the Indonesian bank to international markets with the offerings of various
with the largest global network, consistent with the services such as advisory, project financing, and
government's vision to make it an institution with structured financing.
global capacity. BNI's international network covers
Overseas Offices (KLN) spread across financial BNI Overseas Office (KLN) has been rigorous in
centers worldwide, such as Singapore, Hong Kong, facilitating cross-border trade transactions, from
Tokyo, London, New York, and Seoul. In addition, trade settlement to cross-currency payments,
BNI is present through Representative Offices in to ensure seamless operations of its corporate
Amsterdam and Sydney and Sub-Branches in customers. With a keen focus on the wholesale
Osaka, enabling wider reach to the global market. segment, BNI makes continuous innovations
This presence strengthens BNI's role as a strategic to bring financial solutions designed to help
partner in supporting international business Indonesian pursue global growth and increase their
while expanding access to financial services competitiveness in the international market.
that contribute to Indonesia's economic growth
on the global stage. With a focus on innovation, As a form of commitment to the Indonesian
collaboration, and the best service, BNI continues diaspora, the BNI Overseas Office (KLN) offers
to create new opportunities for customers and support to diaspora entrepreneurs overseas
partners worldwide. BNI's Overseas Offices (KLN) through financial solutions designed to support their
have a strategic role in providing integrated financial business development and match their business
solutions for Wholesale and International Banking with that of Indonesian entrepreneurs through the
customers abroad, including business groups and Xpora program. BNI helps diaspora entrepreneurs
business partners such as suppliers and buyers of contribute to strengthening the Indonesian economy
BNI debtors. BNI Overseas Office (KLN) actively while strengthening cross-country business
contributes to financing top-tier syndicated loans. relations.
It offers special financing schemes, such as supply
chain financing, to support the smooth running of Through synergy with various parties, the BNI
the global supply chain and strengthen the stability Overseas Office (KLN) also supports the growth of
of international business. Indonesian trade with other countries and foreign
investments into Indonesia, consistent with the
Through its extensive international network, BNI Company's strategy to strengthen its global network
Overseas Office (KLN) supports the financing needs and deliver the best service to corporate customers
of large corporations in cross-border trade activities, and diaspora entrepreneurs.
232 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Wholesale & International Banking Segment c. Implementing a one-stop financial solution
Strategy in 2024 designed according to the needs of each
The Commitment of Wholesale & International customer through collaboration with related
Banking for BNI is to provide comprehensive divisions and subsidiaries.
solutions and take strategic steps as priorities in 2. Business strategy
maintaining solid performance and delivering a. Implementing the "Three Pronged Business
optimal income. Given below are some of the Model" by providing transaction solutions to
strategies implemented by Wholesale & International correspondent banks in Indonesia, especially
Banking in 2024: local banks and BPD. Business expansion
into the platinum and gold segments and
Productivity and Profitability of Wholesale & collaboration with new banks are top
International Banking Segment priorities.
1. Portofolio strategy b. Providing integrated solutions by prioritizing
a. Focusing on priority sectors that have a cross-selling of BNI and subsidiary products.
positive impact on increasing potential In addition, the focus of the strategy is also
market share, credit asset quality and BNI prioritized with client diversification and the
profitability, including energy, agribusiness, development of a more efficient system.
manufacturing, telecommunications and c. Collecting healthy quality third-party funds,
digital economy sectors. by offering transactions in one integrated
b. Increasing BNI's ESG portfolio exposure platform and ease of transactions through
by expanding into new renewable energy, single sign-on using BNIdirect so that BNI
energy efficiency, pollution prevention and cash management can be the main choice for
control, management of natural resources corporate customers.
and sustainable land use, environmentally d. Making BNI International Desk a Foreign
friendly transportation, green buildings, Direct Investment (FDI) Advisory Unit that
or other industrial sectors that apply ESG provides the best solutions for foreign
principles. companies through collaboration with
strategic stakeholders, including the Ministry
of Investment, Kemenko Marves, KADIN, and
related business or entrepreneur associations.
WHOLESALE & INTERNATIONAL BANKING PRODUCTIVITY AND PROFITABILITY
Wholesale & International Banking Segment Productivity
Increase (Decrease)
2024 2023
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loan 405,376 353,141 52,235 14.8
Total Third Party Funds 224,894 253,649 (28,755) (11.3)
Current Accounts 150,108 197,876 (47,768) (24.1)
Savings 447 1,070 (623) (58.2)
Deposit 74,339 54,703 19,637 35.9
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Wholesale & International Banking Segment Profitability
Increase (Decrease)
2024 2023
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Net interest income 10,122 11,447 (1,325) (11.6)
Other operating income 4,809 4,615 194 4.2
Other operational expenses (4,467) (4,880) 413 (8.5)
Establishment of allowance for
2,073 475 1,598 336.4
impairment losses
Operating profit 12,538 11,657 881 7.6
Net non operating income
- - - -
(expenses)
Profit before tax expense 12,538 11,657 881 7.6
In 2024, Wholesale & International Banking Segment Portfolio strategy
credit grew by 14.8% YoY, with a laid focused on • Continuing the main focus of the business
top tier clients by adding diamond plus criteria for portfolio on the sectors:
higher quality growth. Meanwhile, Third Party Funds a. Prime, which are sectors with proven high
were corrected by 11.3% YoY, in line with the Bank's GDP growth and high productivity such as
policy of focusing on quality and healthy third party construction, transportation & warehousing,
funds. mining & excavation, information &
telecommunications and electricity & gas.
In terms of profitability, profit before tax was b. Potential, which are sectors that have shown
IDR12,538 billion or an increase of 7.6% compared low GDP growth and high productivity such
to the previous year. The increase was driven by the as manufacturing, accommodation & food
growth of other operating income of 4.2% which provision, real estate and non-bank finance.
was dominated by Fee Based Income, consistent c. Sectors that are the current focus of the
with the growth in transaction volume with one of government in the asta cita such as agro-
its strategies, which was to optimize BNIdirect that maritime, education, healthcare, digital
offers a one-stop, need-based solution and easy economy, food & beverages.
transactions for customer and Syndication business.
Another driver of profitability than increasing growth Business strategy
in other operating income was the more efficient a. Offering a one-stop financial solution that suits
CKPN expenses that resulted from the successful the needs of corporate customers and corporate
improvements in credit quality in the Wholesale & partners through collaboration with related
International Banking segment. divisions and subsidiaries to make BNI through
the Wholesale & International Banking sector a
Prospects, Potential and Strategy of the customer choice as they expand their companies
Wholesale & International Banking Segment sustainably.
in 2025 b. Strengthening its position as a global capacity
As one of the main driving forces of BNI's business, bank as BNI will play a role as an Investment
the Wholesale & International Banking segment is Gate and International Desk as a Foreign
committed to healthy and sustainable growth. This Direct Investment (FDI) Advisory that offers the
optimism will continue in 2025, especially since best solutions for foreign companies through
the Government introduced 8 missions (asta cita) collaboration with strategic stakeholders.
that will be the catalysts for Indonesia's economic c. Making BNI a “Bridge to Indonesia” especially for
growth. To face the upcoming year’s challenges global banks that do not have or have a limited
and opportunities, BNI's Wholesale & International presence in Indonesia by utilizing BNI Overseas
Banking segment will execute the following strategic Offices (KLN) and BNI’s domestic network.
plans:
234 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
DARRICK ROCHILI ROBBY SETIABUDI MADJID
Chief Innovation Officer (CIO) Director of Finance and
at PT Espay Debit Indonesia Koe General Affairs
(DANA) PT Petrokimia Gresik
On behalf of DANA Indonesia, we extend our heartfelt On behalf of PT Petrokimia Gresik, we extend our sincere
gratitude to BNI for the unwavering support and collaboration appreciation to BNI, as our partner, for its unwavering support
in advancing financial inclusion across Indonesia. in assisting us with the implementation of key government
programs in Indonesia.
This strategic partnership has empowered us to introduce
innovative solutions that simplify access to secure and reliable Collaborating with banks has proven to be a highly effective
digital financial services for the community. BNI's support strategy in advancing the government’s food security and self-
serves as a crucial pillar for DANA as we continue to expand sufficiency initiatives. Through this partnership with BNI, we
digital adoption and broaden our reach to various segments have been able to successfully execute programs entrusted to
of society. us.
We firmly believe that the synergy between DANA and BNI BNI consistently delivers comprehensive, accurate, and
will generate significant value for users while reinforcing an responsive services tailored to our needs in ensuring the
inclusive and sustainable financial ecosystem in Indonesia. sustainability of Indonesia’s agricultural sector by offering
Together, we remain optimistic about driving innovation and financing options, streamlined digital payment systems, and a
fostering business growth in the years ahead. more effective financial transaction ecosystem.
BAYU ADJIE MEGANANDA HERI SUPRIADI
Executive Vice President Director of Finance and
Treasury Division Risk Management
PT PLN (Persero) PT Telkom Indonesia
The collaboration between PLN and BNI has spanned over BNI has served as a strategic partner to Telkom for over 50
40 years, with PLN’s achievements to date being inextricably years, this can be realized because this relationship is built on
linked to BNI’s support, which began with financing and has professionalism and alignment with the business strategies of
since evolved into comprehensive financial solutions for both both companies.
corporate and individual segments across the PLN Group.
We sincerely hope that this enduring partnership will continue
BNI’s systems have continuously innovated in line with to drive sustainable business growth and unlock greater
technological advancements, thereby facilitating our daily opportunities for advancement in the future, and ultimately,
operational transactions with greater ease and efficiency. This will create enhanced value for both organizations, enabling
steadfast partnership strengthens our optimism for continued both Telkom and BNI to thrive together as better companies,
growth and development alongside BNI. while making meaningful contributions to society and the
nation of Indonesia.
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2024 Report Profile Analysis on Company Performance Functions
INSTITUTIONAL BANKING
The Institutional Banking Business Segment provides banking products and services for Ministries, agencies
or institutions sourced from the State Revenue and Expenditure Budget (APBN). The banking solutions
provided include management of savings services (current accounts and deposits), distribution of ASN
salaries and performance allowances, distribution of social assistance, state revenues (Tax, PNBP, etc.),
digital banking (virtual accounts, platform/ecosystem collaboration, and others), domestic/foreign loans and
other banking services to meet the needs of Ministries, agencies or institutions so that BNI can serve the
business ecosystem as a whole.
The Institutional banking business segment Customers are divided into clusters of the Ministry of Finance,
Coordinating Ministry for Maritime Affairs and Investment (Marves), Coordinating Ministry for PMK,
Coordinating Ministry for Political, Legal and Security Affairs, Coordinating Ministry for the Economy, State
Agencies/Institutions, Ministry of Education, Culture, Research and Technology, Self-Regulatory Organization
(SRO), SKK Migas Group , Social Insurance and Higher Education which includes Public Service Agencies,
Work Units and Regional Government.
Institutional Banking Customer Profile Parameters
Parameter Customer Profile
Institutional Banking Ministries; State institutions; Agencies managed other than at the Head Office level; Education
& Research Institutions (Top 100 Universities/Colleges determined by Dikti Kemendikti Saintek);
Upstream & Downstream Oil and Gas regulatory institutions; Government-owned Social Security
Providers; Regional Governments with special criteria.
Institutional Banking Competitive 1. Had active participation in distributing and
Advantage and Innovation optimizing the APBN as one of the sources
The Institutional Banking Business involves of liquidity that were allocated to Ministries,
Liquidity Support in the distribution of the APBN, Institutions, Universities, and Public Service
as a Gate Opener for acquiring ecosystems and Agencies (BLU)/Work Units.
APBN derivative businesses, as well as an agent of 2. Laid a focus on the growth of third-party
development as a partner of Ministries, Institutions fund collection from transactional receipts of
and Universities in implementing Government Institutions and BLUs, contribution receipts,
programs including Health Operational Assistance tuition payments at Universities, and increasing
(BOK) Puskesmas, Pre-Employment Card Program, the DHE SDA Customer Fund Account.
Smart Indonesia Card (KIP), Smart Indonesia 3. Increased Fee Based Income by increasing
Program (PIP) and other Social Assistance. financial transactions in optimizing APBN and
Non-APBN transactions at BNIdirect, Foreign
The Institutional Banking Segment has digitized state Exchange Trading, Bank Guarantees, and
financial services in its products such as migrating Custody.
Ministry current accounts into virtual accounts 4. Increased the growth of domestic/foreign loans
equipped with a Cash Management System (CMS), at the Ministry of Finance, Institutions, and
Government Credit Card (KKP) and digital solution Universities and monitored the segment worked
(Govtech) to support Government Programs, the the commitment it had in the pipeline to maintain
APBN ecosystem and value chains, making BNI a sound credit quality.
partner in daily operational transactions, and playing 5. Became a gate opener for BNI to develop a
a role in providing advocacy within Ministries, business ecosystem and become an Agent of
Institutions and Universities. Development at Ministries, Institutions, and
Universities.
Institutional Banking Segment Strategy for 6. Initiated services and advocacy to maintain
2024 healthy relations and BNI's existence in the
Here are the activities that BNI rigorously carried out business ecosystem and value chain with
in 2024 to expand its Institutional Banking segment the segment’s customers such as Ministries,
business: Institutions, and Universities
236 Transforming the Future, Empowering Indonesia
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7. Increased the acquisition of more Work Unit (Satker) to make BNI a financial partner to support and make
Government Programs, Teacher Allowances, and Various Other Allowances a success.
8. Optimized Govtech as a digitalization solution for the financial ecosystem and distribution of Government
Programs from Ministry, Institution, and University Customers which aims to increase low-cost fund
deposits (CASA)
9. The Institutional Banking segment undertook several initiatives to develop derivative businesses,
including:
a. Collaborated with Regions, Centers, Branches, and Subsidiaries to execute business strategies that
focused on improving the performance of the value chain of Ministry, Institution, and University
customers to optimize the absorption of APBN funds and credit distribution to third parties (vendors,
work units and BLU).
b. Worked in synergy with Subsidiaries in providing complete solutions to customers to improve
business achievements with the Parent Account Management (PAM), Regional Account Management
(RAM), and Subsidiaries Account Management (SAM) execution models.
10. To become the best financial partner, the Institutional Banking segment remained committed to
continuous people development in developing human resource competencies and capabilities.
PRODUCTIVITY AND PROFITABILITY OF THE INSTITUTIONAL BANKING SEGMENT
Productivity of the Institutional Banking Segment
Increase (Decrease)
2024 2023
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 37,523 16,017 21,506 134.3
Total Third Party Funds 117,817 136,146 (18,329) (13.5)
Giro 51,806 51,013 793 1.6
Saving 534 440 94 21.4
Deposit 65,477 84,693 (19,216) (22.7)
Profitability of the Institutional Banking Segment
Increase (Decrease)
2024 2023
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 2,560 1,821 739 40.6
Other operating income 139 119 20 16.8
Other operational expenses (977) (906) (71) 7.9
Establishment of allowance for
(19) 18 (37) (205.6)
impairment losses
Operational profit 1,702 1,053 649 61.7
Non-net operating income
- - - -
(expenses)
Profit before tax expense 1,702 1,053 649 61.7
In 2024, the Institutional Banking segment focused on increasing Transactional Giro through closed-loop
transactions in the Institutional Banking customer ecosystem. On a YoY basis, third-party funds were
corrected by 13.5%, corresponding to the strategy to generate quality and sustainable third-party funds. In
terms of asset, credit disbursed reached IDR37,523 billion, up 134.3% YoY with the largest contribution from
financing the defense equipment sector (main weapon system).
In terms of profitability, the Institutional Banking segment delivered IDR1,702 billion in profit before tax,
contributed by an increase of 40.6% in net interest income from the previous year’s figure. Other operating
income (fee-based income) reached IDR139 billion, also an increase of 16.8%, sending positive signal of
BNI's increasing role, especially in encouraging operational transactions through Ministries, Institutions, or
Universities.
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Institutional Banking Business Prospects in 1. The State Budget is still one of the sources
2025 of liquidity through optimization of revenues
The Institutional Banking segment foresees that and expenditures (transactional) in Ministries,
the potential of business development in 2025 Institutions, and Universities.
will remain enormous as we plan to focus on 2. Optimize the collection of third-party funds
business expansion to gain from the Government's from government programs, Institutional and
priority focus on Food Security, Energy & Water, BLU transactions, Receipt of Contributions, and
Health Services, and Strengthening Education. The payment of tuition fees at Universities, and
Institutional Banking to increase BNI's market share Increasing the DHE SDA Customer Fund Account.
in the distribution of the State Budget, penetration, 3. Increase Fee Based Income through increased
and derivative businesses in Ministries/Institutions, financial transaction cooperation, namely
Self-Regulatory Organizations (SRO), Universities, BNIdirect, Foreign Exchange Trading, Bank
and Social Insurance. Guarantee, and Custody.
4. Increase the number of Work Unit (Satker)
With a supportive scheme to absorb some of the State acquisitions to become banking partners through
Budget funds, the institutional banking segment comprehensive financial solutions that support
will gain from the business ecosystem and value and succeed Government Programs.
chain of institutional customers such as ministries, 5. Optimize and develop customized digital
institutions, and universities to increase CASA with solutions (Govetch) as an entry point for the
a focus on closed-loop transactions and optimized financial ecosystem in digital transaction
customer transactions. Further, the Institutional services for Ministry, Institution, and University
Banking segment will acquire Ministries/Institutions Customers which aims to generate cheap CASA
that can give access to corporate partners to the and Fee Based Income (FBI) and accelerate and
value chain to increase low-cost funds (partner DPK monitor ongoing projects.
and employee payroll), consumer loans, and the 6. Execute business strategies with a focus on
business banking ecosystem. improving the performance of the value chain of
Ministry, Institution, and University customers to
The 2025 Draft State Budget for Ministry/Central provide customer solutions through optimization
Institution Expenditure is planned at IDR976.8 trillion. and collaboration with Regions, Centers,
Other than for inclusive and sustainable economic Branches, and Subsidiaries (RAM and SAM) in
growth, the budget will be allocated to multi-year optimizing the absorption of APBN funds and
projects, strengthening the main weapons system credit distribution to third parties (Vendors,
(alutsista)/special material equipment (almatsus) Satker, and BLU).
and flagship programs that support short-term fiscal 7. Pursue higher credit growth of Ministry,
policy strategies. Institution, and University Customers through
domestic/foreign loans, monitor how the plan of
Institutional Banking Work Plan for 2025 existing pipeline/commitments is realized, and
The upcoming 2025 expects further recovery and maintain credit quality.
improvements in the domestic economy despite an 8. Run continuous people development through
equally challenging global economy. As it moves training to create reliable human resources.
ahead, the Institutional Banking segment will
execute the following strategies:
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Practices Governance Responsibility Commitment Statements
DENNI PUSPA PURBASARI PROF. DR. ALI GHUFRON
M.SC., PH.D MUKTI, M.SC., PH.D., AAK.
Executive Director President Director of BPJS
Pre-Employment Program Kesehatan
Management Office (PMO)
As the government account management partner of the Pre- BNI is one of the strategic partners that strongly supports
Employment Program funds, BNI is a very important part of the success of the National Health Insurance (JKN) program
the success of the Pre-Employment journey. managed by BPJS Kesehatan.
BNI can keep up with the pace of the Pre-Employment Through its comprehensive services, BNI provides full support
program which relies on technology to run the program with ranging from channeling for payment of JKN contributions and
extraordinary speed and large-scale operation excellence, health service guarantees, to management of operational and
but still always strives to provide various innovations in investment funds. All of these services are supported by BNI
Virtual Account management and distribution of incentives, business units, such as transactional banking, securities, and
payment of training costs, so that the implementation custodial services. Thanks to this synergy, BPJS Kesehatan can
of the Pre-Employment Program can serve faster, more carry out its duties as a health social security provider more
transparent, accountable and auditable. Together with BNI, optimally, especially in financial management.
the Pre-Employment Program has succeeded in reforming
the Indonesian government to distribute aid funds to the We greatly appreciate BNI's contribution in supporting
community (G2P) by providing voice and choice. With BNI as a the realization of better health services for the people of
strategic partner, Pre-Employment is able to build public trust Indonesia.
in good public services and still have a significant impact on
Indonesia.
DJOKO SISWANTO PROF. DR. OVA EMILIA, PHD
Head of SKK Migas Rector of Universitas
Gadjah Mada (UGM)
BNI is a strategic partner to SKK Migas, playing a pivotal role BNI stands as an innovative and strategic trusted partner in
in driving digital transformation within the upstream oil and realizing sustainable financial services.
gas sector
We extend our gratitude to BNI for being a trusted partner to
The partnership between SKK Migas and Bank BNI has UGM, supporting the advancement of education, research,
delivered highly positive impacts. The solutions provided and community service through its comprehensive financial
by Bank BNI are highly relevant and aligned with the needs service programs.
of the upstream oil and gas industry, including collaboration
in funding for upstream oil and gas project development, as May BNI continue to enhance its innovations and strategies
well as the implementation of digital technology to enhance for sustainable services, fostering the growth of a high-quality
transparent and accountable financial management for SKK financial ecosystem within higher education institutions in the
Migas, Contractor Cooperation Contracts (KKKS), and their years to come.
partners.
The SKK Migas Fund Management and Trustee Dashboard
and the IOG E-Commerce Platform play an important role in
supporting the upstream oil and gas ecosystem, which we
greatly appreciate.
Hopefully, Bank BNI's commitment and innovation in
providing solutions that are relevant and support the needs
of the upstream oil and gas industry will increase, always
accompanied by Bank BNI's initiatives in encouraging digital
transformation and improving better governance, which has a
positive impact on the progress of the upstream oil and gas
industry, a pillar of national energy security.
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ENTERPRISE & COMMERCIAL BANKING
In the Enterprise & Commercial Banking segment, BNI continues to expand business through the
Implementation of the New Way of Working (NWOW) to make customer management more focused on
distribution with agreed capabilities. Enterprise Banking is directed at specialization in the economic sector,
while Commercial Banking at geographical control through the establishment of Commercial Banking
Division 1, which manages the Sumatra and Jabodetabek areas and Commercial Banking Division 2 which
manages the Java (non-Jabodetabek), Kalimantan, Bali, Nusa Tenggara, Sulawesi, Maluku, and Papua areas.
Enterprises & Commercial Banking Customer Profile Parameters
Parameter Customer Profile
Companies with Gross Annual Sales (GAS) > IDR300 billion to 1.5 trillion (including business groups)
and Maximum Loans > IDR150 billion to 500 billion and/or Average TPF > IDR50 billion to IDR100
Enterprise Banking billion.
Loans and Funds of Tbk company customers and their groups; Non-Tbk companies and their groups;
Educational Institutions and Foundations.
Companies with Gross Annual Sales (GAS) > IDR30 billion to IDR300 billion (including business
groups) and Maximum Loans > IDR10 billion to IDR150 billion and/or Average TPF > IDR10 billion to
Commercial Banking IDR50 billion.
Loans and Funds of Tbk company customers and their groups; Non-Tbk companies and their groups;
Educational Institutions and Foundations.
Enterprise & Commercial Banking Innovations carried out by the Enterprise &
Competitive Advantage & Innovation Commercial Banking segment to improve internal
The Enterprise & Commercial Banking segment business processes and provide solutions that
manages the activities of all banking transactions answer customer needs, including:
carried out by Enterprise & Commercial segment 1. Development of economic sector-based risk
customers and their business groups by providing acceptance criteria (RAC) and calibration of
a comprehensive solution (one stop solution) for customer classification as Prime customers as an
customers in meeting their needs and managing initial assessment of business potential.
their financial transactions, including through 2. Develop expansion guidance for priority sectors
superior products such as BNI Mobile banking, BNI and develop expansion directions for sectors in
Cash Management, BNI Debit/Credit Card, Trade quadrant 1 (sectors to be pushed).
Finance, Bank Guarantee, Insurance , credit card, 3. Sustainability Linked Loan (SLL) scheme and
and Treasury products by collaborating with related special team to support a sustainable economy
units. in accordance with Environmental, Social. &
Governance (ESG) principles for Enterprise
Enterprise & Commercial Banking offers competitive customers.
advantages for customers by providing the
following: Enterprise & Commercial Banking Segment
1. Comprehensive solutions to support customer Strategy for 2024
operations through a variety of asset products, In 2024, Enterprise & Commercial Banking Business
liabilities, and transactional according to remained focused on quality growth and credit
customer needs through channels available quality improvements. This quality business growth
at branch offices, business centers, as well as was pursued through strengthening pipeline
flagship digital products such as wondr by BNI management by developing risk acceptance criteria
and BNIdirect. (RAC) to screen high-quality customers. In addition,
2. Strong relationships with anchor clients that open expansion was directed at target markets within top
up opportunities for value chain penetration from tier players in priority sectors in each region, export
Corporate and Institutional segment customers players, value chain/supply chain of Corporate
who have derivative business potential in Banking customers, and other potential customers.
the Enterprise & Commercial Banking market
segment.
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Practices Governance Responsibility Commitment Statements
The general strategies explained above for b. Encouraging customer financial activities
Enterprise & Commercial Banking in 2024 are then through cash management as a transaction
translated into action steps (quick wins) as follows: solution.
1. Quality & Sustainable Business Growth c. Collaboration with the Transaction Banking
a. Expansion of entrepreneurs in the to-be-push unit to improve customer transaction platform
sector quadrant (quadrant 1), those with to meet future needs.
proven sustainable growth prospects d. Development, arrangement & strengthening
b. Improving monitoring of business activities in of customer fund and transaction management
all centers through connect tools to increase functions for the Enterprise and Commercial
productivity and support the acceleration of Segments in each Region & Head Office.
pipeline management processes.
c. Increasing ESG-based portfolios through 3. Increasing Customer Management Capabilities &
major players in ESG-based industries in each Competencies
Region. a. Continuous development of human resources
d. Optimizing value chain financing from in technical & analytical skills by implementing
corporate business anchors through SCF, industry analysis training through in-class
SPAN, DHE and other financing schemes. and on the spot learning programs.
b. Strengthening the System Integrated
2. Increasing Funds & Transactions Monitoring tools that can monitor debtor
a. Optimizing data management and data conditions to get the right account strategy
analytics to increase business potential for each customer
and customer cross-selling for Transaction c. Developing leadership skills and team
banking products such as cash management, potential, through coaching and mentoring
trade finance, escrow, payroll and so on programs.
ENTERPRISE & COMMERCIAL BANKING SEGMENT PRODUCTIVITY AND PROFITABILITY
Enterprise & Commercial Banking Segment Productivity
Increase (Decrease)
2024 2023
Productivity Nominal Precentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Credit 100,117 105,519 (5,402) (5.1)
Total Third Party Funds 57,400 54,701 2,699 4.9
Current Accounts 39,448 38,288 1,160 3.0
Savings 2,343 3,313 (970) (29.3)
Deposit 15,609 13,100 2,509 19.2
Enterprise & Commercial Banking Segment Profitability
Increase (Decrease)
2024 2023
Profitability Nominal Precentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 5,028 5,906 (879) (14.9)
Other operational income 2,783 2,097 686 32.7
Other operational expenses (2,599) (3,050) 451 (14.8)
Establishment of allowance for
(2,545) (2,555) 10 (0.4)
impairment losses
Operational profit 2,668 2,399 269 11.2
Non-net operational income
- - - -
(expenses)
Profit before tax expense 2,668 2,399 269 11.2
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In 2024, Enterprise & Commercial Banking Segment Enterprise & Commercial Banking Work Plan
posted a total Credit of IDR100,117 billion, corrected for 2025
by 5.1% in line with its strategy to focus on improving In 2025, the Enterprise & Commercial Banking
asset quality. Meanwhile, the segment posted Third segment will implement a work plan and back it
Party Funds of IDR57,400 billion, up 4.9% YoY, driven up with its comprehensive execution, in line with
by optimization of debtor and customer transactions the aspirations in the 2024-2028 Corporate Plan
at BNI. formulated as follows:
1. Quality & Sustainable Business Growth
On the profitability side, the Enterprise & a. Business growth in priority sectors by forming
Commercial Banking segment posted a profit before customized RM and product coverage and
tax of IDR2,668 billion, up 11.2% YoY. The largest identifying target sectors in each region
contribution to the increase came from the increase through evaluation of sector growth, NPL, risk
in Other Operating Income. The increase was in line rating, and field information from CMC
with the increase in Fee Based Income which reflected b. Increasing Green & Sustainable Financing,
BNI’s stronger transactional product penetration into targeting growth in renewable energy & eco-
the customers of Enterprise & Commercial Banking efficient products
segment customers, as optimal recovery efforts c. Financing Schemes for Government
for low-quality assets. In terms of asset quality, the Programs, nutritious food financing schemes,
segment managed to press CKPN Expense to -0.4% housing development, school renovation &
YoY, backed d by improvements in the asset quality construction, national food barns, etc.
of the Enterprise segment, while for the Commercial d. Development & Evaluation of Credit Schemes
segment, BNI took prudent steps in anticipating with a laid focus on expansion of corporate
debtor conditions in the future that aligns with the business derivatives and SCF Diamond
Expected Credit Loss (ECL) concept. Corporate Client financing schemes
2. Increasing Funds & Transactions
Enterprise & Commercial Banking Business a. Increasing cross-selling for transaction
Prospects for 2025 banking products such as cash management,
BNI sees as one of the catalysts for growth the trade finance, escrow, and payroll
government’s supportive policy direction of b. Establishing a central team to monitor cross-
industrialization, such as in the downstream sector, sales and non-lending product penetration,
as it will give added values, reduce imports, and by utilizing data from RM Connect
increase exports. Therefore, in 2025, the Enterprise c. Collaboration with the Transaction Banking
& Commercial Banking segment will further unit to improve the customer transaction
strengthen quality and sustainable business growth platform to meet future needs.
with a primary focus on the following: 3. Improving Customer Management Capabilities &
1. Explore the business potential of the target Competencies
market, determined based on the priority sectors a. Learning journey and structured programs
and value chain of Corporate Banking customers, and building RM/SRM priority sector
including sustainable economic sectors in line competencies
with strengthening the ESG portfolio. b. Completing RM Connect with sales
2. Implement initiatives for quality business growth enablement features, e.g. wallet sizing,
by digitizing loan monitoring & processes pricing & cross selling guides, performance
through RM Tools (Connect). Single Integrated tracking at portfolio and account levels
Monitoring Tools (SIMON), and end-to-end loan c. Continuing the implementation of end-to-
tools and initiatives in the 2024-2028 Corporate end credit tools to accelerate and digitize
Plan. business processes while improving credit
underwriting & monitoring.
d. Optimizing RM/SRM and fulfilling the RM-
BA1:1 ratio, as well as recruiting experience
hires.
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KPH. ARYA HIDAYAT
HENRY LEO
ADISENO S.H, M.H.
President Director President Director
Paradise Perkasa Group PT SHA Solo
PT Paradise Perkasa wishes to express its sincere appreciation The Distributor Financing (DF) facility provided by BNI has
to BNI for the significant support provided in financing been instrumental in enabling PT SHA Solo to conduct
solutions tailored to our company’s needs. Since 2018, BNI transactions as a partner of PT Pertamina Patra Niaga, offering
has consistently demonstrated an outstanding commitment a financing scheme tailored to our company’s needs. This
to delivering financial solutions that are precised and also facility delivers key benefits, including flexibility in working
accommodate the dynamic nature of our business operations. capital and expedited payment processes for DO redemptions,
thereby optimizing profitability and enhancing the company’s
On numerous occasions, BNI has offered professional support, bargaining power. The standout advantages of BNI's Distributor
responsive services, and innovative solutions. The assistance Financing facility include competitive rates, swift transaction
provided extends beyond financing, with BNI serving as a processing, straightforward requirements, and guaranteed
strategic partner who deeply understands the challenges and security.
opportunities faced by Paradise Perkasa and its Group.
With the DF facility in place, the trust of PT Pertamina Patra
The trust and continued support from BNI CMC Tangerang Niaga, our supplier, has significantly increased due to the
have made a positive contribution to the growth and success assurance of timely payments. This directly impacts the
of our company. Therefore, we are pleased to wholeheartedly potential for increased sales volume for PT SHA Solo and
recommend BNI as a reliable and trusted financial partner for supports the strengthening of our relationship with PT
companies seeking exceptional service quality and sustainable Pertamina Patra Niaga.
business relationships. Wishing you continued success!
We hope that BNI will continue to grow alongside the business
development of PT SHA Solo and remain our primary banking
partner in the future.
RETAIL BANKING
BNI retail banking is a business activity that provides integrated solutions for retail customers’ needs
including managing productive retail loans, consumer loans, third-party funds, transaction services and
other financial solutions. Retail Banking includes the following segments:
1. Retail Productive banking is a segment that manages productive loans and non-individual third party
funds up to IDR10 billion, through offering products and services of savings, current accounts, deposits,
productive loans and banking transaction management.
2. Business Program is a segment responsible for managing business related to Government programs
and productive loans up to IDR1 billion.
3. Wealth Management is a segment that manages high net worth individual (HNWI) customers with
managed funds starting from IDR1 billion and above through excellent customer service which includes
managing customer fund portfolios through banking, investment and insurance products.
4. Consumer Banking is a segment that manages individual customers with AUM (Asset Under Management)
up to IDR1 billion by offering savings, deposits, consumer loan products and services, and banking
transactions management.
Retail Banking Customer Profile Parameters
Parameter Customer Profile
Retail Productive Individual and non-individual customers with Gross Annual Sales (GAS) up to IDR30 billion (including
Banking business groups) and maximum loan up to IDR10 billion and/or average TPF up to IDR10 billion.
Business Individual and non-individual customers who have program loans (KUR) and other loans with a
Program maximum loan of up to IDR1 billion.
Wealth Individual customers with Asset Under Management (AUM)> IDR1 billion.
Management
Consumer Individual customers with Asset Under Management (AUM) to IDR1 billion.
Banking
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Retail Banking Competitive Advantage and The upcoming 2025 still offers strong potential for
Innovation credit card transactions, and despite the increasingly
BNI offers financial solution services for customers available digital credit platforms, credit cards have
through innovative digital channels, nation-wide their own market share, with various benefits and
outlet network, and overseas branch services that features offered to cardholders. This makes credit
all offer convenient customer transactions. In the cards are still sought after across segments, both as
wholesale segment, BNI has built competitive payment tools and consumer credit needs.
edges on its solid corporate business portfolio and
explored the ecosystem and customer business Retail Banking Strategy in 2024
potentials. It is the services that drive the growth of Here are some of the focuses of strategies that BNI
the retail banking business. successfully executed in 2024 for the retail segment:
1. Improving customer journey through launching
BNI is committed to encouraging the growth of wondr by BNI to increase customer transactions.
MSMEs in Indonesia and continues to innovate, 2. Focusing expansion on quality segments
offering fast and easy services for MSME partners including top tier players, selected developers,
through digitizing loan processing based on the BNI & selected partners for both productive and
Move application (BNI Mobile Innovation for SME) consumer credit through improving business
and supporting MSMEs to go global through BNI processes and increasing RM/Sales productivity.
Xpora which offers convenience for export-oriented 3. Exploring the potential for inorganic business
MSMEs. growth through linkage and joint financing
through synergy amongst subsidiaries and
BNI also continues to increase the value proposition selected partners.
of products through product and service 4. Strengthening risk management through
innovations, transformation and acceleration of the improvements in the scoring system and digital-
end-to-end credit process, as well as operational based credit processes.
standards improvements. Innovations are made to 5. Strengthening the credit card business through
create a range of customer-driven banking services innovation in issuing new products, revamping
by utilizing analytical data focused on payroll-based existing credit card products, adding strategic
customers, business owners, and professionals. partners & strengthening digital features.
This step should increase customer loyalty and 6. Encouraging MSMEs to Go Global through
satisfaction while increasing the quality of the the Xpora program, exploring export-oriented
customer base. customers both as direct and indirect exporters.
7. Establishment of the Product Life Cycle
Enhancement Taskforce, aimed at aligning and
refining the end-to-end product life management
process at BNI for both existing and new
products.
PRODUCTIVITY AND PROFITABILITY OF THE RETAIL BANKING SEGMENT
Retail Banking Segment Productivity
Increase (Decrease)
2024 2023
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Credit 218,534 213,235 5,298 2.5
Total Third Party Funds 392,561 357,213 35,347 9.9
Current accounts 60,127 55,914 4,213 7.5
Savings 253,381 226,180 27,201 12.0
Deposits 79,053 75,119 3,934 5.2
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Retail Banking Segment Profitability
Increase (Decrease)
2024 2023
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 20,890 20,114 776 3.9
Other operational income 10,332 9,890 442 4.5
Other operational expenses (15,289) (13,587) (1,702) 12.5
Establishment of allowance for
(6,698) (6,523) (175) 2.7
impairment losses
Operational profit 9,235 9,894 (659) (6.7)
Non-net operational income
- - - -
(expenses)
Profit before tax expense 9,235 9,894 (659) (6.7)
In 2024, the Retail Banking segment managed to market.The BNI Xpora Platform bridges exporters
record growth in credit and third party funds of and importers and helps business matching
2.5% and 9.9% respectively compared to the same to ensure seamless, safe, and convenient
position in 2023. This growth in third party funds was transactions. This program is also supported by
driven by the increase in savings account products 8 BNI Branch Offices overseas (Singapore, Hong
to 12% in 2024. This is in line with BNI's strategy to Kong, Tokyo, New York, London, Osaka, Seoul,
encourage the increase of low-cost funds (current and Amsterdam) that also give easy access to
accounts and savings) and optimizing transactional funding and transactions for Export and Diaspora
banking by utilizing the potential of the value chain MSMEs.
and consumer solutions for wholesale customers.
Digital Value Chain
On the profitability side, the Retail Banking segment • In addition, for the convenience of its corporate
posted income before tax of IDR9,235 billion, or customer business derivatives and partners,
corrected by 6.7% YoY due partly to the Bank's BNI also gives easy access to funding through
anticipatory steps for the settlement of Non- digital-based value chain lending schemes,
Performing Loan assets in the Retail Productive including through the BNIdirect Supply Chain
and Business Program segments. Despite corrected platform that can accommodate financing
profitability figure, Other Operating Income needs for buying and selling transactions that
increased by 4.5% YoY, corresponding to the help Corporations optimize working capital and
optimization of digital strategies through the wondr cash flow management in working with MSME
by BNI application, dominated by an increase in business partners.
transactions that generate funding related fees.
Signature Ecosystem
Business Program & Retail Productive • BNI encourages the formation of a superior
Banking ecosystem in each of BNI's service areas,
Business Program & Retail Productive Banking specifically closely observing the large potential
is a segment that manages small loans and non- of the MSME segment, BNI provides a range
individual third-party funds of up to IDR10 billion. of financing facilities, from People's Business
This segment offers ease of financing access and Credit (KUR) to Commercial Credit with a focus
ease of transactions for MSME. on the low-risk segment production sector as
a form of support for forming an MSME Go
Retail Productive Banking & Business Program Global ecosystem through the MSME Xpora
supports the development and empowerment of empowerment program, digitalization of MSME
MSMEs, through synergy and collaboration in the financial transactions in collaboration with
following 3 aspects: startups for financial recording, and collaboration
on online marketing access through e-commerce.
Export & Diaspora MSMEs
• An empowerment program for export-ready The three (3) focuses of BNI's strategy are the answer
MSMEs to compete in the global arena through to the challenges faced by MSMEs, by making BNI a
the BNI Xpora Platform which helps develop one-stop banking solution that encourages MSMEs
their business more widely to the international to Go Productive, Go Digital and Go Global through
the various conveniences it offers for MSMEs
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Business Program & Retail Productive Banking provides a choice of financing solutions for customers who
want to increase their business capacity by adding capital and providing financial services to make it easier
for customers to transact, as follows:
1. Working Capital Credit (KMK)
Is a credit used to increase a company’s working capital, e.g., for purchases of raw materials, production
costs, marketing, etc.
2. Investment Credit
Medium or long-term credit for capital expenditures and services needed for the rehabilitation,
modernization, or expansion of existing projects and the establishment of future projects.
3. Fast Trex Export Credit
FastTrex is one of Xpora’s solutions in supporting Go Productive MSMEs by providing easy and integrated
financing for export-oriented MSMEs (direct and indirect).
4. Supply Chain Financing (SCF) Retail
BNI Supply Chain Financing Retail (BNI SCF Retail) is BNI’s financing solution to Corporate Partners
through accelerating payment receipts from Bowheer and in making payments to Principals.
5. Credit to Linkage Institutions (KKLK)
As a form of BNI’s commitment to help develop financial institutions in Indonesia, BNI offers financing
solutions in the form of Credit to Financial Institutions (KKLK). Credit to Financial Institutions is a credit
facility provided to and/or through Financial Institutions and further distributed to end users through
strategic alliances (cooperation).
6. Cash Collateral Credit (CCC)
Cash Collateral Credit (CCC) is a credit secured by savings in the form of deposits/current accounts/
savings issued by BNI, which customers can use as additional working capital for customer businesses.
7. Bond Collateral Credit (BCC)
This is a credit facility provided to individual and non-individual customers in the form of Limited Liability
Companies (PT) with credit collateral in the form of tradable Government Securities (SBN) issued by the
Government of the Republic of Indonesia. Customers can use this credit facility to get additional working
capital for customer businesses.
8. People’s Business Credit (KUR)
People’s Business Credit (KUR) is a subsidized financing program from the government designed to give
Micro, Small, and Medium Enterprises (MSMEs) a broader access to capital.
9. BNI Wirausaha (BWU)
BWU is a credit facility for productive businesses, both in the form of Working Capital Credit (KMK) and
Investment Credit (KI), with a maximum credit of up to IDR 1 billion.
Business Program Performance & Retail Productive Banking
Increase (Decrease)
2024 2023
IDR-billion IDR-billion Nominal Percentage
(IDR-billion) (%)
Total Loans 79,346 85,129 (5,783) (6.8)
Third Party Funds 97,959 80,250 17,709 22.1
Fee Based Income 868 768 100 1.9
Retail Productive Banking and Business Program segment credit was recorded at IDR79,346 billion in 2024
or corrected by -6.8% YoY, where the focus was on how to improve small credit the quality of the credit
portfolio, which involved improving the credit underwriting process and strengthening the Loan at Risk
portfolio management function. Third-party fund in this segment grew 22.1%, mainly driven by the growth
of retail current accounts, while FBI grew 12.9% driven by an increase in customer transactions.
Consumer Retail Banking
The consumer retail segment manages individual customers in the affluent, upper mass and mass categories
that are differentiated based on the management of AUM up to IDR1 billion. The customer business strategy
focus in the consumer retail segment is based on the payroll business, professionals and business owners
to selectively target solution-based financial transaction needs. These transaction needs are packaged in a
profitable bundling package to create close loop transactions for all customers’ financial activities.
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The consumer retail segment offers a wide range at BNI branches or ATMs. BNI Kartu Tunai
of financial solutions for customers both through also collaborates with fintech companies by
easy access to and financial services to facilitate providing loans in the form of cash loans
customer transactions, as follows: carried out with a peer to peer lending scheme.
1. Home Ownership Credit – BNI Griya To manage customer deposits or TPF, BNI has a
BNI Griya is a credit facility aimed at individuals variety of savings products to meet the needs of all
for the needs of owning residential houses, customers, which include savings, current accounts
apartments, shophouses and holiday homes and deposit products.
(villas) for purchasing plots/land, construction,
renovation, refinancing, take over and top up. 1. Savings Products
2. Unsecured Credit – BNI Flexi a. Tabungan Plus (Taplus), is a savings account
BNI Fleksi is a BNI Unsecured Credit product that provides PLUS services with various
available to active employees and retirees who features and benefits;
channel their income, payments and retirement b. Taplus Bisnis, is a savings product intended
benefits through BNI. for business actors and non-business actors,
3. BNI Instan both individuals and non-individuals, which
BNI Instan is a credit product guaranteed by is equipped with features and facilities
Deposits, Savings, BNI Current Accounts and that provide convenience and flexibility in
Government Securities (SBN) which can be supporting business ventures;
traded. c. TAPPA (Taplus Employees/Members), is a
4. Credit Card savings intended for employees/members of a
Credit cards are a consumer loan product as company/institution/association/professional
a means of payment using cards or virtual organization that collaborates with BNI which
cards which can be used by individuals and functions as a means of savings, employee/
corporations to make payments for obligations member identity cards;
that arise, such as shopping transactions and/ d. Taplus Muda, is a savings product in the form
or cash withdrawals. BNI credit card products of savings intended for young people with
consist of: ages ranging from 17 (seventeen) years to 35
a. Regular Credit Cards, consisting of: BNI Visa (thirty five) years;
Gold, BNI Mastercard Gold, BNI JCB Gold, e. Taplus Anak, is a savings product to help teach
and BNI Amex Vibe. children to save from an early age, intended
b. Premium Credit Cards, consisting of: BNI for children under 17 (seventeen) years of
Mastercard Style Titanium, BNI Visa Platinum, age;
BNI JCB Precious, BNI JCB Ultimate, BNI f. Tapenas, is a term savings to help financial
Mastercard World, BNI Visa Signature, and planning to realize future goals with more
BNI Visa Infinite. certainty through a monthly autodebit feature
c. Co-Branding Credit Cards, consisting of with higher fund development than regular
Garuda BNI, BNI Pertamina, BNI Telkomsel, savings.
BNI Bank BJB, BNI LOTTE Mart, BNI Batik Air,
BNI Siloam Hospitals, BNI XL Prioritas, and 2. Current Account Products
BNI MAP Club. The consumer segment offers Individual
d. Affinity Credit Cards, consisting of: University Giro products to its customers as escrow and
Affinity Cards, Alumni Association Affinity transactional accounts. Together with other
Cards, Community/Organization Affinity products, Individual Giro is offered to consumer
Cards, and Company Employee Affinity Cards. segment customers in the form of a bundling
e. Corporate Credit Cards, consisting of: BNI package together with other consumer products.
Visa Corporate Card Gold, BNI Visa Corporate The focus of the offer is aimed at Business
Card Platinum, BNI Mastercard Corporate Owner customers as an effort to work on the
Card, BNI Kartu Kredit Indonesia. cash-to-cash business cycle from upstream to
f. Private Label Credit Cards consisting of: downstream so as to create a one-stop-solution
BNI Travelling Card, BNI Health Card, BNI for Business Owner customers’ finances.
Distribution Card, and BNI Gasoline Card.
g. BNI Kartu Tunai is a revolving unsecured loan
that can be converted into fixed installments,
can only be used to make cash withdrawals
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3. Deposit Product
BNI Deposito is a term savings in various currencies (IDR/USD/SGD/JPY/HKD/EUR/GBP/AUD) with
attractive interest rates. BNI Deposito can be an investment choice for customers who want relatively
higher returns.
Consumer Retail Banking Performance
Increase (Decrease)
2024 2023
Description Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 132,083 122,510 9,573 7.8
Third Party Funds 175,566 164,678 10,888 6.6
Fee Based Income 6,241 6,236 5 0.1
In 2024, the Consumer Retail Banking segment credit grew by 7.8%, driven by the growth of Griya and
Fleksi products. This achievement points to the strategy to increase quality credit that is focused on selected
partners. Meanwhile, third-party funds and the FBI grew by 6.6% and 0.1%YoY, respectively, where the growth
of BNI's digital banking service transactions was in line with the launch of the wondr by BNI application.
Wealth Management
Wealth Management customers are classified into two segments based on total asset placement (AUM),
namely BNI Emerald for individual customers who have a minimum total asset placement of IDR1 billion and
BNI Private Banking for individual customers who have a minimum total asset placement of IDR15 billion. BNI
Wealth Management synergizes with BNI Group and Top Tier Investment Managers in Indonesia to provide
comprehensive wealth products, including mutual funds, bonds, treasury products, and Bancassurance.
Wealth Management Segment Performance
Increase (Decrease)
2024 2023
Description Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
AUM 204,318 181,222 23,096 12.7
Net Interest Income 2,964 2,842 122 4.3
FBI Investasi 288 269,4 19 6.9
In 2024 assets under management (AUM) grew by To optimize this potential, BNI's strategy will focus
12.7%, largely driven by a growth of 25.0% in Bond on increasing transaction-based Retail CASA,
AUM. This increase in AUM pushed a growth of sustainable development for digital channels,
4.3% in Net Interest Income and 6.9% growth in FBI increasing business penetration from the corporate
Investments. customer value chain, and offering product bundling
packages according to customer needs as an effort to
Retail Banking Business Prospects for 2025 provide a one-stop solution for customers segment.
In 2025, Indonesia expects a further upward trend in its
economy amidst high global economic uncertainty. Retail Banking Work Plan for 2025
This gives retail banking a strong outlook that it will In 2025, the Retail Banking Segment is expected
remain the main driver of business growth. That has to become one of the main driving forces of BNI’s
prompted the banking industry to make continuous business with the following strategic highlights:
improvements in digital capabilities, broaden 1. Strengthen the development of the value chain
financial inclusion and offer integrated solutions in business and wholesale customer ecosystem
order to improve customer experience and loyalty. to drive the growth of retail CASA, increasing
All the possible occurrences present the Retail customer PHR and cross-selling products that
Banking segment with enormous opportunities that focus on increasing closed-loop transactions.
will allow it to keep expanding in the upcoming year. 2. Continuously develop wondr by BNI & BNIdirect
to improve customer journey & customer
transactions.
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3. Increase transaction-based retail CASA with a focus on closed-loop transactions and increasing PHR to
increase customer engagement.
4. Focus on quality expansion on top-tier developers & selected partners for consumer credit.
5. Focus on expanding productive credit to top-tier players in leading sectors of the Region and business
ecosystems.
6. Improve credit quality through improving the underwriting process and enhancing risk culture.
7. Increase wealth business through increasing value proposition, strengthening RM, and developing
global capacity.
8. Increase credit card business by focusing on acquisitions in quality segments, increasing digital channel
transactions, and further exploring business ecosystems.
9. Encourage MSMEs to Go Global through the BNI Xpora program.
I GUSTI AYU AGUNG INDA
CUCUP RUHIAT
TRIMAFO YUDHA
Owner of Rumah Tempe Commissioner of
Azaki PT Bali Coklat
To date, we have successfully exported tempe to countries such We extend our gratitude to Bank BNI RCC Denpasar for
as Japan, South Korea, Taiwan, the United States, Hong Kong, providing an additional Credit Facility to support the purchase
Thailand, Australia, and Qatar, as well as tempe chips to South of raw materials. This credit facility aligns perfectly with
Korea, Japan, the Philippines, Australia, and Saudi Arabia. our needs, especially during this challenging year for cocoa
As our export business grows, it naturally brings its own set cultivation. Many farmers have faced crop failures, leading to
of challenges, one of which is finding trustworthy buyers. skyrocketing prices and limited supply. To ensure our inventory
BNI, through its BNI Xpora program, has been instrumental remains stable, we have had to increase our minimum stock
in addressing this need. It has enabled us to showcase our levels (buffer stock), which, in turn, has heightened our working
soybean-based products and connect with potential buyers capital requirements.
across the globe. To fellow SMEs, we can rise to the next level
and go global. The key is having the determination and the
drive to progress, and with BNI Xpora, that journey becomes a
shared success. Keep pushing forward!
REZA PERAZI ARMADI EKO KUSLEGOWO
President Director of PT Berdayakan CEO of Tall&Co Leather
Usaha Indonesia (Fintech Peer-to-
Peer (P2P) Lending Company)
"Our collaboration with BNI aligns perfectly with our vision We extend our gratitude to BNI for providing funding to support
and mission to empower MSMEs across Indonesia. This our leather bag business. The KUR financing from BNI has been
partnership represents a shared commitment to expanding instrumental in helping us expand our operations.
inclusive financial access for MSMEs, the backbone of
Indonesia's economy. This synergy enables us to provide The benefits we’ve experienced are significant—our business
fast and tailored financing solutions for small and medium has grown, and we’ve had the opportunity to participate in
enterprises that remain underserved by conventional banking bazaars and exhibitions organized by BNI. We hope to continue
services. Through this collaboration, BNI and Batumbu reaffirm earning BNI's trust as one of its fostered partners.
their joint commitment to creating a robust and inclusive
financial ecosystem, empowering MSMEs, and strengthening
Indonesia's economic resilience."
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FLORENTINA WIDARISNAWATI KOPI HARBOUR 25
CEO of Yasokhy
We are deeply grateful to BNI for supporting Yasokhy in its batik Kopi Harbour 25 expresses its gratitude to BNI for the KUR
business. Through the KUR facility provided by BNI, we have loan, which has significantly helped coffee farmers run their
received invaluable assistance in advancing our operations. BNI businesses more smoothly and increase their revenue. We, as
has greatly supported us and its other customers by facilitating prosperous coffee farmers, are growing together with BNI.
participation in exhibitions, offering essential tools such as EDC
machines and QRIS to enhance our business activities.
TREASURY c. Forex – SPOT
Sale and purchase of foreign currency where
Treasury Segment Activities transaction settlement is carried out 2 (two)
In the Treasury segment, BNI provides investment working days after the transaction agreement
solutions while still prioritizing customer needs date.
and risk types and offers the best banking products. d. Forex – Bank Notes
Treasury business activities include foreign exchange Transactions involving the exchange
(forex), money market, fixed income and derivative of physical ownership of the currency
transactions. BNITreasury is spread across Indonesia (banknotes) involved in the transaction.
through head offices and regional offices (Treasury
Regional Areas) in major cities in Indonesia, namely 2. Investment
Medan, Batam, Palembang, Bandung, Semarang, Treasury investment products consist of Bonds,
Solo, Surabaya, Denpasar, Balikpapan, Manado Depo Swap, and Market Linked-Dual Currency
and Makassar. BNI also provides web-based digital Investment (ML-DCI). Details related to investment
transaction solutions through BNIFX and through products are described as follows:
the BNI Mobile Banking application (Mobile FX and a. Bonds
Secondary Bond Investment Features). Bonds are proof of debt from the issuer which
will be repaid at maturity in accordance
Variety of Treasury Products and Services with previously determined conditions and
BNI Treasury products are classified into conditions. Bond transactions that can be
Transactional products, Investment products and carried out between the Treasury Division and
Hedging products. Individual Customers include the following
transactions:
1. Transactional • The primary market including corporate
These transactional products consist of Forex- bonds and non-retail Government bonds;
TOD, Forex-TOM, Forex-SPOT, and Forex-Bank • The secondary market including corporate
Notes. Details related to transactional products bonds, Government retail bonds, bonds;
are described as follows: • Non-retail Government and Government
a. Forex – TOD bonds of other countries.
Buying and selling foreign exchange where b. Depo Swap
the transaction agreement and transaction Depo Swap is an investment product in foreign
settlement are carried out on the same day. currency with a maximum rate of return and
b. Forex – TOM 100% guaranteed investment principal. Depo
Sale and purchase of foreign currency where Swap is a combination of forex transactions
transaction settlement is carried out 1 (one) in the form of FX Swap and deposits. In
working day after the transaction agreement this transaction, the customer exchanges
date. their foreign currency with another foreign
currency and at the same time exchanges
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the foreign currency back in the future at domestic market. The fixing mechanism
the tenor and exchange rate determined at is a transaction settlement mechanism
the beginning of the transaction agreement. without movement of principal funds by
The exchange rate gain on foreign currency calculating the difference between the
exchange transactions (forex gain) is an forward transaction rate and the reference
optimal return on the customer’s investment rate on a certain date specified in the
in placing funds. contract (fixing date).
c. Market Linked-Dual Currency Investment (ML- • PAR Forward
DCI) Par Forward is a derivative contract to
Market Linked-Dual Currency Investment carry out a series of sales/purchases of
(ML-DCI) ML-DCI is a structured product, a a currency (reference currency) against
combination of foreign currency savings another currency (non-reference currency)
products and FX Options. This product in a period, where the settlement/delivery
provides high returns when compared to of funds (settlement) is carried out in more
conventional savings products as it combines than 2 (two) working days after the date of
savings products with a view of exchange the transaction agreement (trade date).
rate movements. This product has the b. Currency Swap
characteristic of being non-capital protected/ ‘Buy and sell’ or ‘buy and sell’ transactions of
does not guarantee the investment principal. a currency against another currency carried
out (simultaneously) at the same time with
3. Deposits the same counterparty (customer).
The Treasury Deposit products consist of Deposit c. Currency Option
on Call (DOC) and Money Market Account (MMA). An agreement to give the right and not the
Details regarding these deposit products are as obligation of the seller (option writer) to the
follows: buyer (option holder) to buy or sell a certain
a. Deposit on Call (DOC) nominal amount of currency for the future at a
• Funds are placed for a minimum period of predetermined price (strike price) at or before
3 (three) days up to 30 (thirty) days; a certain time (expiry date).
• The interest rate is based on the interbank d. Interest Rate Swap (IRS)
interest rate; An agreement between two parties to
• Can be withdrawn at any time; exchange a series of fixed interest payments
• Minimum placement is IDR100 million or (fixed rate) in one currency with a series
USD75,000. or series of fluctuating interest payments
b. Money Market Account (MMA) (variable rate) in the same currency (or vice
• Minimum term of fund placement is 1 versa), without exchanging the loan principal.
(one) day up to 1 (one) year e. Overnight Index Swap (OIS)
• Interest rate refers to interbank interest OIS is an interest rate derivative product,
rate; namely a contract/agreement between
• Can be disbursed at any time; 2 parties to exchange interest rate flows
• Minimum placement is IDR1 billion or in Rupiah periodically during a certain
USD100 thousand. contract period, which is calculated using
4. Hedging a daily interest basis (Daily Compounding).
a. Forward Currency The transaction scheme is the same as the
Buying and selling foreign currency where Interest Rate Swap (IRS), but the method for
the transaction settlement is carried out more calculating interest is daily compounding
than 2 (two) working days after the transaction with the overnight reference interest rate.
date. The exchange rate used in this forward f. Cross Currency Swap (CCS)
transaction takes into account forward points. An agreement between two parties to
• Domestic Non-Deliverable Forward exchange loan principal and interest payments
(DNDF) in a different currency. The exchange of loan
Standard (plain vanilla) foreign currency principal uses the exchange rate at the start of
derivative transactions against the rupiah the transaction.
in the form of forward transactions with
a fixing mechanism carried out in the
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g. Call Spread Option (CSO) Treasury Segment Plan and Strategy in 2024
Call Spread Option is a Structured Product The Treasury has a mission to maintain a healthy
with a combination of 2 (two) Currency liquidity condition, ensure strong capitalization, and
Option transactions, namely Buy Call Option contribute maximum profits through the execution
(purchase of the right to buy a certain currency) of superior Treasury business operations as an
and Sell Call Option (sale of the right to buy a active player in both the domestic and international
certain currency), with nominal and term the markets. Throughout 2024, BNI Treasury
same transaction time but with different strike implemented the following strategies:
prices for each Buy Call Option and Sell Call
Option. Financial Strategy
• Series of Call Spread 1. Managed Rupiah and foreign exchange liquidity
Series of CSO is a contract for a series of so that it is always in an efficient and profitable
call spread options within a period. position.
2. Optimized excess liquidity on instruments
Treasury Competitive Advantage and that provide the best return (yield) while still
Innovations paying attention to daily liquidity conditions and
Throughout 2024, BNI Treasury, as one of the key financial market conditions.
players in the market in Indonesia, continued to 3. Increased the securities portfolio and forex
demonstrate excellent performance. This was trading book with measurable risks, both through
reflected in the various awards received throughout the Primary Market and Secondary Market.
the fiscal year, including: Best FX Bank for Structured 4. Optimized the banking book securities and NOP
Hedging Solutions and Proprietary Trading Ideas by positions management by taking into account
Alpha Southeast Asia, Best FX Bank for Hedging liquidity needs, customer needs, existing ratios,
Requirements (Corporates & FIs, CCS, IRS, Forward as well as domestic and global financial market
& Options) by Alpha Southeast Asia, Best Corporate conditions.
Treasury Sales and Structuring Team by Alpha 5. Optimized hedging product management to
Southeast Asia, ,m,Best Trade Finance Bank in support increased hedging solution services to
Indonesia by Alpha Southeast Asia, Best Price Taker customers, increase FBI, and support financial
- LSEG FX, Second Runner-Up Most Active Price market deepening.
Maker - LSEG FX.
Non-Financial Strategy
In 2024, BNI launched a new version of its mobile 1. Develop/migrate the Treasury Management
banking app, wondr by BNI, which includes a new System (TMS) to support a more optimalTreasury
Foreign Exchange Transaction feature. This feature business.
was introduced to make it easier for customers to 2. Increase synergy with related business units
perform foreign exchange transactions through including Corporate Banking, Institutional
wondr by BNI. With this feature, customers can Banking, Syndication & Corporate Solution,
conduct foreign exchange transactions more International, and Regions/Branches to acquire
easily, quickly, and conveniently, with competitive top tier and diamond clients including through
exchange rates. regional sales.
3. Proactively provide education and offering
For treasury transactions, BNI always follows hedging products to customers that can help
regulatory provisions from the Regulator, and is them choose the right hedging solution according
actively involved in developing market deepening, to their business characteristics and risk appetite
including as a Bank Indonesia Agent in carrying out for FX and Bonds products (Bond forward and
monetary operations for market stability, and as a Bond Option)
BNI Main Dealer actively is involved in the issuance 4. Develop the competence and capabilities of
of primary market bonds for SBN and SBSN carried Marketers/RM/Front Liners in business units/
out by the Government. Regional Offices/Branch Offices related to
Treasury products as a one-stop solution for
customer needs and increasing cross-selling and
market share from customer flow.
5. Serve as a treasury expert in providing knowledge
enhancement literacy of Treasury products to
internal and external parties including becoming
a resource person and partner for regulators in
the context of deepening the financial market.
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6. Increase customer engagement, especially potential customers through customer loyalty programs,
sharing sessions/customer gatherings/workshops related to Treasury products to increase the market
share of Treasury transactions.
7. Determine effective & efficient marketing program strategies through above/below the line marketing
in accordance with customer criteria and aggressive Treasury digital product marketing to increase the
volume of forex, derivatives and bonds transactions from customer flow.
Productivity, Operating and Business Performance of the Treasury Segment
Fee Based Income Treasury
Increase (Decrease)
2024 2023
Fee Based Income Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Marketable Securities Related 1,859 1,217 642 52.7
FX Related 1,261 1,020 241 23.7
Total Fee Based Income 3,120 2,237 883 39.5
BNI Treasury segment continues to focus on serving 2. Optimize excess liquidity on instruments that
customer transaction needs, especially Forex provide the best return (yield) while still paying
Related and Marketable Securities transactions. attention to daily liquidity conditions and
In 2024, BNI Treasury recorded an increase in fee- financial market conditions.
based income of 39.5% (YoY) driven by an increase 3. Increase the securities portfolio and forex trading
in customer transaction volume. book with measurable risks, through both the
Primary Market and Secondary Market.
Prospects and Potential 4. Optimize the banking book securities and NOP
Looking ahead, predictions suggest that certain positions management by taking into account
challenges will still mark global and domestic liquidity needs, customer needs, existing ratios,
economic growth. Despite that challenging outlook, as well as domestic and global financial market
the domestic market is expected to remain strong conditions.
with more potential business opportunities. 5. Optimize the hedging product management to
support increased hedging solution services to
Bank Indonesia believes that Indonesia has a strong customers, increase FBI, and support financial
economic outlook in 2025 with higher growth, lower market deepening.
inflation and stronger exchange rate. The outlook
has further convinced the Indonesian central bank 6. Optimization of Wholesale and Retail segment
to release an estimated growth of around 11-13% in treasury product transactions through BNI's
loans distributed in banking in 2025, to be driven by digital platform for Forex and Bond products.
a growth in loans for investment, working capital, 7. Optimization of USD/IDR carryover open
and consumption. A driver of growth will be larger positions with measurable risk management.
investment and banking financing as investment 8. Optimization of yield enhancement products
climate improves. Such as strong market outlook to increase FBI and with measurable risk
for the upcoming 2025 is as source of optimism for management.
BNI Treasury to strengthen quality and sustainable 9. Optimization of BNI digital platform management
business growth with its stated strategies. to improve bond investment services and use
of foreign exchange transactions to improve
Treasury Segment Strategy in the Coming Year customer experience.
Here are some the expansion strategies of Treasury 10. Optimization of the use of tools to support daily
to support achievements in the coming year 2025: activities in transactions and customer portfolio
management.
Financial Strategy
1. Manage rupiah and foreign exchange liquidity
so that it is remains in an efficient and profitable
position.
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Non-Financial Strategy
1. Develop/migrate the Treasury Management System (TMS) to support a more optimal Treasury business
2. Increase synergy with related business units, including Corporate Banking, Institutional Banking,
Syndication & Corporate Solution, International, and Regions/Branches to acquire top tier and diamond
customers, including through regional sales.
3. Proactively providing education and offering hedging products to customers to help them choose the
right hedging solution based on their business characteristics and risk appetite for FX and Bonds products
(Bond forward and Bond Option)
4. Develop the competency and capability of Marketers/RM/Front liners in business units/Regional Offices/
Branches related to Treasury products as a one stop solution for customer needs, as well as increasing
cross selling and market share of customer flow.
5. Become a treasury expert in providing knowledge enhancement literacy on treasury products to internal
and external parties, including being a resource person and regulatory partner in the context of financial
market deepening.
6. Increase customer engagement, especially potential customers, through customer loyalty programs,
sharing sessions/customer gatherings/workshops related to Treasury products to increase the market
share of Treasury transactions.
7. Determine an effective & efficient marketing program strategy through above/below the line marketing in
line with customer criteria and aggressive marketing of digital Treasury products to increase the volume
of forex, derivative and bond transactions from customer flow.
RAFAEL BUHAY
GUNTAR P.M SIAHAAN
CONCEPCION, JR.
Director of Finance and Chief Financial Officer,
Risk Management, PT SMART Tbk
PT Sarinah
“We would like to thank the BNI Treasury team for their reliable The dedication and professionalism of BNI’s Treasury team
and innovative services. The treasury cash management have played a crucial role in the effective management of our
service has helped PT Sarinah optimize cash flow management, resources.
foreign exchange transactions, and operational efficiency. We
hope this synergy continues to grow and provide even greater We are highly impressed with the innovative solutions and
benefits in the future. Wishing BNI continued success!” prompt support that consistently exceed our expectations.
BNI’s Treasury has set the benchmark for excellence, and we are
deeply grateful for the partnership that has been established.
We look forward to continuing this successful collaboration
and achieving even greater milestones together.
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HENNY SANTOSA
Senior Finance Manager,
PT Best Industry Group
We would like to express our gratitude to BNI Treasury for
being a reliable partner to our group, consistently providing
excellent services and competitive pricing, supported by
communicative, dependable, and capable personnel who offer
effective solutions.
We hope this collaboration continues to thrive, grow, and
achieve success together with our clients.
HEAD OFFICE
The Head Office segment manages BNI Wide’s assets and liabilities, such as non-productive assets and
share investment fees for subsidiaries. Management also covers receiving allocations of operational costs
for services carried out centrally to other segments as well as income and expenses that are not allocated
to other segments.
SUBSIDIARIES
In order to support BNI's vision of becoming a financial institution that excels in service and performance in
a sustainable manner, BNI established subsidiaries in various industries in accordance with customer needs
as a one stop financial solution by providing the best products and services.
Subsidiaries play a very important role in complementing the transactional needs of the community, as well
as playing a role in improving BNI's overall performance. As of December 31, 2024, BNI had six subsidiaries,
with majority ownership, namely, PT BNI Life Insurance (60.00%), PT BNI Sekuritas (75.00%), PT BNI Finance
(99.99%), BNI Remittance Ltd (100.00%), PT Bank Hibank Indonesia (63.92%), and PT BNI Modal Ventura
(99.98%).
Financing Securities Life Insurance Remittances Bank Venture Cap.
99,99% 75,00% 60,00% 100,00% 63,92% 99,98%
Also, with minority share ownership, namely, PT Bank Syariah Indonesia Tbk 23.24%, PT Pemeringkat Efek
Indonesia 0.14%, PT Kustodian Sentral Efek Indonesia 2.50%, PT Bank Mizuho Indonesia 1.0 %, PT Kliring
Penjaminan Efek Indonesia 1,11%, and PT Bank SMBC Indonesia Tbk 0.11%.
2024 Annual Report
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In 2024, the contribution of Subsidiaries to BNI continued to increase, driven by rising profits across all
subsidiaries supported by their flagship programs and synergistic collaboration with BNI as the parent
company.
BNI Subsidiaries Profit PerformanceI
Increase (Decrease)
2024* 2023
2023-2024
Subsidiary
Total Total Nominal Percentage
(IDR-billion) (IDR-billion) (IDR-billion) (%)
BNI Life 340 334 6 1.9
BNI Sekuritas 86 71 15 21.2
BNI Finance 1.7 (102) 104 101.7
BNI Remittance (2) (3) 0.4 13.8
hibank 132 130 2 1.7
BNI Ventures 7 4 3 79.9
Total 565 434 131 30.2
*Unaudited
In 2024, BNI’s Subsidiaries posted a net profit of
BNI Life Share Ownership
(%)
IDR565 billion, marking a 30.2% year-on-year (YoY)
growth compared to IDR434 billion in 2023 (audited).
The performance of the Subsidiaries continues 0,000003% 0,000003%
to improve as a result of business development
efforts through transformations within several BNI
subsidiaries. BNI Finance posted a profit of IDR1.7 39,999993%
billion, reflecting a 101.7% YoY growth from a loss
of IDR102 billion in 2023. BNI Life recorded a profit
of IDR340 billion, growing by 1.9% YoY compared
to IDR334 billion in the previous year, in line with
an increase in premium income and operational 60,000000%
cost efficiency. BNI Sekuritas also posted a profit of
IDR86 billion, representing a 21.2% YoY growth from
IDR71 billion in the previous year, supported by a BNI
business strategy focused on retail and corporate
Sumitomo Life Insurance Company
segments. hibank reported a profit of IDR132 billion,
Yayasan Kesejahteraan Pegawai BNI
growing by 1.7% YoY, driven by business growth
Yayasan Dana Swadharma
through healthy and measured loan expansion.
PT BNI Life Insurance (“BNI Life”) The highly dynamic global economic conditions,
BNI Life operates in the life insurance sector including where societies live amidst uncertainty, compel
Sharia life insurance. The insurance products companies across all industries to pursue continuous
offered by BNI Life include life, health, education, innovation and creative disruption. The insurance
investment, pension and sharia insurance. The industry is no exception. According to data from
following shows is the ownership structure of BNI the Indonesian Life Insurance Association (AAJI),
Life. life insurance industry premium income declined by
1.2% year-on-year in the third quarter of 2024.
Meanwhile, BNI Life recorded a 3.8% year-on-year
decline in conventional premiums, which is still
better compared to the overall decline in the national
life insurance industry.
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To maintain its performance, BNI Life is committed to 6. Optimizing automation, digitalization, and
innovation by creating superior products, which suit Artificial Intelligence.
needs and to making continuous improvements, so 7. Strengthening the organization and quality of
that BNI Life can be the choice for the best insurance human resources.
services and protection for the community. 8. Conduct parallel run of IFRS 17 implementation.
9. Sharia Spin Off Preparations.
The management’s strategic policy in 2024 was:
1. Prioritize regular premium products and Throughout 2024, PT BNI Life Insurance has
profitable products. continuously adapted to evolving conditions in
2. Improve business model and market development pursuit of premium growth. In addition, the Bank
(non-captive expansion). continues to be committed to always providing the
3. Optimize investment income and manage risk best service to customers. In line with this, BNI Life
prudently. continues to improve digitization-based business
4. Increase risk mitigation. processes and developments in operational areas
5. Efficiency and proper cost management. by simplifying work systems in operational areas.
BNI Life Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Financial Position
Assets 26,656 24,967 1,692 6.8
Productive/Investment Assets 25,145 23,353 1,792 7.7
Obligations 20,272 18,602 1,670 9.0
Equity 6,384 6,361 23 0.4
Profit & Loss
Total Income 6,868 6,981 (113) (1.6)
Gross Premium Income 5,583 5,380 203 3.8
Investment Income 1,256 1,573 (317) (20.2)
Non LINK 1,038 1,131 (94) (8.3)
LINK 218 442 (223) (50.6)
Other Income 128 127 1 0.8
Total Expenses (6,478) (6,637) 159 (2.4)
Insurance/Claim Fees (5,013) (5,194) 181 (3.5)
Acquisition Fees (607) (634) 27 (4.2)
Business Expenses (732) (690) 42 6.1
Non Operational Expenses (Income) (126) (118) 7 6.0
Profit before tax 390 344 46 13.3
Tax (50) (11) 39 372.1
Net Profit 340 334 6 1.9
*Unaudited PSAK 71
In 2024, there was an increase in the growth of total assets and earning assets which grew by 6.8% YoY and
7.7% YoY respectively, illustrates the strong financial condition and the Company’s ability to manage and
increase asset value. The increase in liabilities reflects a financial strategy aimed at supporting business
growth, showing the Company’s involvement in managing finances well. The increase in equity reflects the
Company’s efforts to support growth through a balanced funding strategy. This provides a positive picture
of the Company’s ability to develop and compete in the market.
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Total income decreased by 1.6% (YoY) reaching IDR6,868 billion in 2024. The decline was due to a decline in
investment returns. Gross premium income increased by 3.8% (YoY), while investment income decreased
by 20.2% (YoY) reaching IDR1,256 billion. Total expenses decreased by 2.4% (YoY), mainly due to lower
insurance/claims expenses. Operating expenses increased but by a lower percentage. These increases or
decreases in costs reflect an efficient cost management strategy. The company's financial performance
during this period showed positive growth and efficient management so that in 2024 BNI Life's net profit
reached IDR340 billion or growth of 1.9% (YoY).
BNI Life Financial Ratio Performance
2024* 2023 Difference
Account
(%) (%) (%)
Return On Asset (ROA) 1.3 1.4 (0.1)
Return On Equity (ROE) 5.3 5.2 0.1
Investment Return/Assets Return 6.7 5.0 1.7
Risk Based Capital (RBC) 796.7 680.6 116.1
*unaudited PSAK 71
The strong financial performance for the 2024 fiscal year has positively impacted the achievement of BNI
Life’s financial ratios, which have also improved.The Return on Assets (ROA) decreased by 0.1%, from 1.4% in
2023 to 1.3% in 2024. The Return on Equity (ROE) reached 5.3%, an increase of 0.1% compared to the previous
year, which was 5.2%. Although this increase is moderate, the improvement in ROE can be considered a
positive outcome, as it reflects the company’s ability to generate higher returns for its shareholders.
The investment yield ratio to investment assets increased by 1.7%, from 5.0% in December 2023 to 6.7% in
2024. The increase in investment returns indicates that the company’s investment strategy has successfully
generated better returns and contributed positively to overall financial performance. The Risk-Based Capital
(RBC) rose by 116.1%, from 680.6% to 796.7%. This increase demonstrates that the company has a greater
capital adequacy to bear risk. It provides confidence that the company possesses strong financial resilience
and is capable of overcoming challenges over time.
In recognition of the performance achieved, BNI Life again received awards in 2024, including the following:
No Award Predicate Category Awarder Description Date
1 Indonesia Best CFO Best Life Warta This award was presented January 31,
Award 2024 Performance Insurance Ekonomi on January 31, 2024 by 2024
Chief Financial Warta Ekonomi Magazine to
officer in companies that consistently
Strengthening implement GCG in managing
partnership business activities that have a
relation for positive impact on the process
revenue gain of sustainable growth.
optimization
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No Award Predicate Category Awarder Description Date
2 InvestorTrust Best BNI Life Syariah Life Investor This award was presented on February 28,
Unit Link Award 2024 Balanced Fund Insurance Magazine February 29, 2024, by Insurance 2024
- Sharia Mixed Media Magazine. The award
Category 3 Year for BNI Life is based on the
Period assessment of the unit-linked
investment performance
3 InvestorTrust Best BNI Life Syariah Life Investor
over the past two years, from
Unit Link Award 2024 Balanced Fund Insurance Magazine
December 2021 to December
- Sharia Mixed
2023. This award is expected to
Category 5 Year
encourage insurance companies
Period
to provide the best protection
4 InvestorTrust Best BNI Life Syariah Life Investor and investment instruments.
Unit Link Award 2024 Balanced Fund Insurance Magazine
- Sharia Mixed
Category 7 Year
Period
5 InvestorTrust Best BNI Life Syariah Life Investor
Unit Link Award 2024 Fixed Income Insurance Magazine
Fund - Sharia
Fixed Income
Category 3 Year
Period
6 InvestorTrust Best BNI Life Syariah Life Investor
Unit Link Award 2024 Fixed Income Insurance Magazine
Fund - Sharia
Fixed Income
Category 5 Year
Period
7 InvestorTrust Best BNI Life Syariah Life Investor
Unit Link Award 2024 Fixed Income Insurance Magazine
Fund - Sharia
Fixed Income
Category 7 Year
Period
8 InvestorTrust Best BLife Link Fixed Life Investor
Unit Link Award 2024 Income SL Insurance Magazine
Secure USD -
Conventional
USD Fixed
Income
Category 5 Year
Period
9 Media Asuransi Best Sharia Shares Life Media This award was presented on February 29,
Unit Link Award 2024 Unitlink Group Insurance Asuransi February 28, 2024, by Investor 2024
on Products: Magazine. The award for BNI
BNI Life Syariah Life is given as recognition
Equity Fund for one of the best unit-linked
products, which has proven to
10 Media Asuransi Best Rupiah Money Life Media
excel in performance and serves
Unit Link Award 2024 Market Unitlink Insurance Asuransi
as an encouragement for life
Group on
insurance companies to issue
Products: BLife
high-quality products that can
Link Liquid
provide optimal benefits to the
Money Market
public.
11 Media Asuransi Best USD Fixed Life Media
Unit Link Award 2024 Income Unitlink Insurance Asuransi
Group on
Products: BLife
Link Fixed
Income SL
Secure USD
2024 Annual Report
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259
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
No Award Predicate Category Awarder Description Date
12 Indonesia Inspiring Indonesia Special The This award is presented on March 21, 2024
Woman Award 2024 Inspiring Award Iconomics March 21, 2024 to women
Woman Award who inspire and demonstrate
2024 extraordinary strength to
achieve their goals and dreams.
They also show courage,
perseverance and determination
and teach the next generation
of women that nothing is
impossible if we have faith in
ourselves and the determination
to achieve it.
13 The Best “Corporate The Best Life Economic This award was presented on March 28, 2024
Secretary & Indonesian Insurance Review March 28, 2024 to companies
Communication“ Corporate that are able to plan, implement,
2024 Secretary & monitor and evaluate Corsec,
Communications Corcomm, PR strategies and
programs and are able to prove
their effectiveness in building
the company’s reputation. This is
expected to increase customer
and stakeholder trust in BNI Life.
14 13th Infobank-Isentia The 2nd Highest Life Infobank This award was presented on April 01, 2024
Digital Brand Digital Index Insurance April 1, 2024 at the 13th Infobank-
Recognition 2024 Unit Link Isentia Digital Brand Recognition
Insurance 2024 as The 2nd Highest Digital
Index Unit Link Insurance for the
Unitlink product (BNI Life Dana
Mantap 2) which is popular in
cyberspace based on the 2024
digital brand research and is
widely discussed by internet
users (buzz) very positively and
obtains a very good total index.
15 Indonesia Financial Improving Life Warta This award was presented on May 16, 2024
Top Leader Awards Financial Insurance Ekonomi May 16, 2024 to the leaders of
2024 Navigation financial industry companies
Adaptively and who consistently innovate,
Innovatively In adapt and develop business in
Disruption Era their company’s activities. This
award is expected to be more
synergistic and perform better
to build Indonesia.
16 Top Global Indonesia TOP Financial Info This award was presented May 30, 2024
Corporate Brand Digital PR Award Sector Ekonomi on May 30, 2024 for the
Award 2024 2024 Special achievements of PT BNI Life
Achievement for Insurance which has won the
Financial Sector title of Indonesia TOP Digital PR
Award 2024 Special Achievement
for Financial Sector at the Top
Global Corporate Brand Award
2024 event.
260 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Award Predicate Category Awarder Description Date
17 50 Most Outstanding The Most Financial Infobank This award was presented on June 1, 2024
Women 2024 Outstanding Sector June 1, 2024 to female leaders
Women 2024 in who have different perspectives
Financial sector that can generate new ideas and
& state owned concepts and provide motivation
enterprise to other women so that they can
continue to encourage Gender
Diversity in the organization.
18 Sharia & Halal Top Indonesia Best Sharia Warta This award was presented July 2, 2024
Brand Sharia Business Business Ekonomi on July 2, 2024 to companies
Unit of Life Unit with the best reputation and
Insurance 2024 of Life financial performance as well as
with Market Insurance innovative sharia products and/
Potential or services.
Optimization
to Achieve
Target Premium
for Sharia
Insurance
19 Indonesia Re The Most Life Indonesia This award was presented by July 25, 2024
International Innovative Insurance RE Indonesia RE on July 25, 2024 to
Conference 2024 Product BNI Life as The Most Innovative
Development Product Development. This
award is a form of appreciation,
hard work, commitment,
motivation to continue to
innovate.
20 25th Insurance Award The Fastest Life Infobank This award was presented by July 26, 2024
Gross Premium Insurance Infobank Magazine on July 26,
Growth Life 2024 to BNI Life at the 2024
Insurance Insurance Award event.
Company
Special Award
Trophy
21 25th Insurance Award The Excellent Life Infobank
Performance Insurance
Life Insurance
Company 2024
(Gross Premium
> IDR 5 Trillion)
22 Insurance Market Life Insurance Life Media This award was presented by July 30, 2024
Leaders Award 2024 Market Leaders Insurance Asuransi Media Asuransi Magazine on
2024 July 30, 2024 to BNI Life at the
2024 Insurance Award event.
23 Insurance Market Sharia Life Life Media
This award is given to companies
Leaders Award 2024 Insurance Insurance Asuransi
based on the best premium and
Market Leaders
performance achievements in
2024
2023. Market Leaders in any
industry have an important role
and great influence, besides this
can encourage companies to
continue to innovate.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
No Award Predicate Category Awarder Description Date
24 5th Indonesia Top Life Insurance Life The This award was given by September 10,
Insurance Awards 2023 with Insurance Iconomics The Iconomics Magazine on 2024
2024 Assets of September 10, 2024 to BNI
IDR10-25 trillion Life through an assessment
of two parameters, namely
the Rank Financial Indicator
(with a weighting of 60%) and
the Rank Financial Growth
Indicator (with a weighting of
40%). The assessment based
on the Rank Financial Indicator
is an assessment given based
on financial performance
figures in a list of insurance
company groups. The Rank
Financial Growth Indicator is an
assessment given to insurance
companies for the achievement
or progress of financial
performance from the previous
year.
25 TOP GRC Awards Top GRC Award Life Top This award was presented by September 11,
2024 2024 5 Stars Insurance Business Top Business Magazine on 2024
September 11, 2024 to BNI Life.
26 TOP GRC Awards The Most Life Top
The company that received
2024 Committed GRC Insurance Business
the TOP GRC Awards was a
Leaders 2024
company that was considered
to have complete GRC Systems
and Infrastructure and was
successful in implementing
GCG, Risk Management, and
Compliance Management (GRC)
to support sustainable business
growth.
27 Best Sharia Award The Best Sharia Life Infobank This award was presented by October 3, 2024
Infobank 2024 Life Insurance Insurance Infobank on October 3, 2024 to
2024(Excellent BNI Life
Financial
Performance
2023)
28 Best Sharia Award The Best Life Infobank
Infobank 2024 State Owned Insurance
Enterprise
Subsidiary
2024 (Excellent
Financial
Performance
2023)
29 TOP 20 Financial The Best Life Infobank This award was presented by October 22,
Institution & The Performing Insurance Infobank on October 22, 2024 to 2024
Finance Awards 2024 Life Insurance BNI Life.
2024 Based
on financial This award is a performance
Performing assessment carried out by a
2021-2023 company that has succeeded in
maintaining its performance for
3 financial periods that remain
stable and grow positively
amidst challenging conditions
for the company’s finances
throughout 2023.
262 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Award Predicate Category Awarder Description Date
30 Stellar Workplace Top 5 Stellar Life Kontan This award was presented by October 31,
Award 2024 Workplace Insurance Kontan on October 31, 2024 to 2024
Award for BNI Life.
Medium Size
Employer This award is given to
companies that have made
31 Stellar Workplace Stellar Life Kontan
efforts to increase the level
Award 2024 Workplace Insurance
of employee commitment in
Recognition
assessing behavior in the form
in Employee
of positive contributions that
Commitment
influence the company’s success
32 Stellar Workplace Stellar Life Kontan in creating the best workplace
Award 2024 Workplace Insurance so that they can have employees
Recognition with high emotional attachment
in Employee (engagement) to the company
Satisfaction where they work.
33 Digital Financial Group Life Life Media This award was given by Media December 5,
Excellence Award Insurance Insurance Asuransi Asuransi on December 5, 2024 2024
2024 Category above to BNI Life.
IDR1.5 Trillion.
This award is given as an
appreciation to companies
in the industry that have
succeeded in carrying out digital
transformation and making
significant contributions in
supporting economic growth
through digital innovation and
is expected to be a motivation
for the financial industry to
continue to adapt and innovate,
presenting inclusive and
sustainable digital financial
solutions and services.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
PT BNI Sekuritas (“BNI Sekuritas”)
BNI Sekuritas is a subsidiary of BNI engaged in securities trading, which includes acting as a securities
broker, securities underwriter, and other activities related to these operations, while adhering to applicable
laws and regulations.
BNI Sekuritas Share Ownership Structure
(%)
25%
75%
BNI
SBI Financial Services Co., Ltd
BNI Sekuritas considers 2024 to be a year centered around one core pillar: resilience. With uncertainty,
particularly surrounding Indonesia's upcoming general election, remaining a significant challenge, the
company is focusing on strategies that enhance its adaptability to shifting dynamics. By closely tracking
economic and political developments, BNI Sekuritas is dedicated to proactively identifying new opportunities
and delivering optimal solutions for its clients and customers.
BNI Sekuritas Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 1,983 2,377 (394) (16.6)
Obligations 681 1,206 (525) (43.5)
Equity 1,302 1,172 130 11.1
Profit/Loss
Income 699 586 113 19.3
Brokerage commissions 200 119 81 68.1
Investment management fees 98 115 (17) (14.8)
Brokerage comm. from fix income
29 46 (17) (37.0)
activities
Fees from investment banking
299 257 42 16.3
activities
Increase/(decrease) on net asset
3 1 2 200.0
value of mutual funds
Interest revenue from fund
26 15 11 73.3
separation & bond & dividen
Gain (Loss) on trading of
10 9 1 11.1
marketable securities - net
Margin and overdue revenue 22 14 8 57.1
Others 12 9 3 33.3
Business Expenses (594) (498) (96) 19.3
Other income 31 25 6 24.0
Interest & Other Finance Fees (35) (23) (12) 52.2
Total Income 730 610 120 19.7
Total Expenses (629) (521) (108) 20.7
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Practices Governance Responsibility Commitment Statements
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Profit Before Tax 101 89 12 13.5
Tax (15) (19) 4 (21.1)
Profit After Tax 86 70 16 22.9
*Unaudited
BNI Sekuritas' total assets in 2024 reached Rp1,983 billion, reflecting a 17% decrease compared to Rp2,377
billion in 2023. This decline was primarily due to a reduction in customer transaction receivables related to
the company's securities trading activities.
The Company's liabilities as of December 31, 2024, experienced a notable decrease, largely driven by a
reduction in customer transaction payables, which corresponded with the decline in customer transaction
receivables. The change in BNI Sekuritas' equity as of December 31, 2024, was primarily attributable to the
company's retained earnings balance.
BNI Sekuritas Financial Ratio Performance
2024* 2023 Selisih
Account
(%) (%) (%)
Return On Asset (ROA) 4.3 3.0 1.3
Return On Equity (ROE) 6.6 6.0 0.6
Operating Expenses to Operating Income
(BOPO)
85.1 85.1 0.0 -
*Unaudited
The growth in ROA and ROE was primarily 4. Alpha Southeast Asia 17th Annual Best Deal &
driven by a substantial increase in the company’s Solution Awards 2023 (Best ESG Green Financing
consolidated profit for FY 2024, rising from IDR70 in Indonesia PT OKI Pulp & Paper Mills’s IDR1.5
billion in December 2023 to IDR86 billion in Trillion Green Bond)
December 2024. This increase was largely attributed 5. The Asset Triple A Sustainable Finance 2024 (Best
to higher brokerage commissions from equity- Green Bond - Financial Institution)
related commission income and a rise in investment 6. The Asset Triple A Sustainable Finance 2024
banking income compared to 2023. (Renewable Energy Deal of the Year)
7. Asian Banking & Finance Awards 2024 (Mergers
BNI Sekuritas continued to receive various awards and Acquisitions Deal of the Year)
throughout 2024, as an appreciation for the 8. Asian Banking & Finance Awards 2024 (Indonesia
performance that grew from year to year, including dan Equity Deal of The Year - Indonesia)
the following. 9. Euromoney (Best for large cap in Indonesia: BNI
Alpha Southeast Asia 17th Annual Best Deal & Sekuritas)
Solution Awards 2023 (Best IPO Deal of the Year 10. Euromoney (Best for research in Indonesia: BNI
in Asia PT Barito Renewables Energy Tbk’s IDR3.1 Sekuritas)
Trillion IPO) 11. Corporate Governance Performance Index (CGPI)
2. Alpha Southeast Asia 17th Annual Best Deal & 2024 (Trusted Company)
Solution Awards 2023 (Best Deal of The Year &
Best Equity Deal of The Year In Asia PT Amman
Mineral Internasional Tbk’s IDR10.73 Trillion PT BNI Multifinance (“BNI Finance”)
(US$720 million) IPO) In accordance with Article 3 of the Articles of
3. Alpha Southeast Asia 17th Annual Best Deal & Association, the scope of activities of BNI Finance
Solution Awards 2024 (Best Local Currency Bond carries out activities in the fields of investment
Deal of the Year in Indonesia PT Bank Mandiri financing, working capital financing, multipurpose
(Persero) Tbk’s IDR5 Trillion (US$333.56 million) financing and operating leases. BNI Finance’s current
Green Bonds) focus is on multipurpose financing or the consumer
segment, with its superior product being financing
for regular (new) four-wheeled vehicles as well as
through the fleet Car Ownership Program (COP).
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Additionally, BNI Finance offers Fleet and Captive The business strategy carried out by BNI Finance in
products, which include financing for passenger and 2024 is a development of the previous year's strategy
non-passenger vehicles (such as buses, trucks, and that supports the BNI Finance transformation
operational vehicles) as well as heavy equipment, process.
with a customer base primarily from the BNI Group.
The business strategy is divided into 5 aspects,
BNI Finance Share Ownership Structure namely:
(%)
1. Business Innovation
Increased consumer business growth through
0.002%
expansion of marketing/distribution network,
improving relationships with dealers and
ATPM, synergy with parent in the form of Joint
Financing, opening BNI savings for BNI Finance
customers and Autodebit.
2. Internal Business Process
Strengthening internal control and strengthening
management collection.
99.998% 3. Financial
Strengthening Funding through additional
loan facilities from parent and other financial
institutions.
BNI
4. Digitalization
Koperasi Karyawan PT BNI Finance Implementation of QR BPKB, WA blast welcome
letter, funding and treasury system, installment
payment via wondr by BNI, new operating lease
data migration and website update.
5. Human Capital & Organization:
Fulfillment of employee needs, improvement of
employee competencies and implementation of
human resource information system.
BNI Finance Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 6,076 3,789 2,287 60.4
Cash and Bank 99 62 37 59.7
Deposits 50 436 (386) (88.5)
Financing 5,686 3,024 2,662 88.0
CKPN Financing (184) (90) (94) 104.4
Leasing 1,164 516 648 125.6
Consumer Payments 4,501 2,464 2,037 82.7
Factoring 20 44 (24) (54.5)
Liabilities 5,229 2,938 2,291 78.0
Equity 847 851 (4) (0.5)
Profit/Loss
Operating Income
Leasing Income 86 50 36 72.0
Consumer Financing Income 465 95 370 389.5
Factoring Income 3 6 (3) (50.0)
Interest Income 554 151 403 266.9
Interest Expense (282) (96) (186) 193.8
Net interest income 272 54 217 394.5
Operating Lease Income 64 72 (8) (11.1)
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Practices Governance Responsibility Commitment Statements
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Fee Based Income 37 33 4 12.1
Recovery Income 6 12 (6) (50.0)
Other Operating Income 66 27 39 144.4
Total Operating Income 445 199 246 123.6
Total Operating Expenses (306) (220) (86) 39.1
PPOP 139 (21) 160 761.9
Provisions (194) (90) (104) 115.6
Tax 11 5 6 120.0
Net Profit/(Loss) After Tax 1.7 (102) 104 101.7
*Unaudited
As of December 2024, total assets reached IDR 6.07 trillion, marking a 60.4% increase compared to IDR3.8
trillion in December 2023. This growth was driven by an 82.7% increase in consumer segment financing,
which resulted from successful business innovations implemented through targeted marketing strategies,
expanding distribution networks in key areas, and strengthening relationships with dealers and authorized
vehicle distributors (ATPM).
Due to significant growth on the asset side, interest income grew positively by IDR403 billion so that
operating income grew 123.6%. On the other side, operational expenses increased by 39% in line with the
transformation carried out including adding branches, IT investment to increase Information Technology
capacity and capability, and recruitment of reliable HC in line with the demands of consumer finance
business processes.
BNI Finance Financial Ratio Performance
2024* 2023 Difference
Account
(%) (%) (%)
Non Performing Financing (NPF) (%) 3.2 1.8 1.4
Return on Asset (ROA) (%) (0.8) (5.4) 4.6
Return on Equity (ROE) (%) 0.2 (31.6) 31.8
Operating Expenses to Operating Income
107.5 137.7 (30.2)
(BOPO) (%)
Debt Equity Ratio (DER) (kali) 6 3.2 2.8
*Unaudited
The Company's Debt Equity Ratio (DER) stood at 6 times and is still below the regulatory threshold of a
maximum of 10 times. Gross Non-Performing Loan (Gross NPL) has increased from 1.8% in December
2023 to 3.2% as of December 2024. BNI Finance management will strengthen internal control and collection
management functions and always be “prudent” in providing new financing so that Gross NPLs improve
and are controlled.
In 2024, the company began to report positive profit after tax, with profitability ratios, including Return on
Assets (ROA) and Return on Equity (ROE), showing improvement compared to the previous year. Additionally,
the efficiency ratio, specifically the company's BOPO, improved by 30.2%, decreasing from 137.7% to 107.5%.
This reflects the company's enhanced efficiency in managing its operating expenses.
BNI finance won several awards throughout 2024 including:
1. The 3rd Best Multifinance Company Asset 1 T - < 5 T: Infobank – April 1, 2024
2. Indonesia Best Multifinance 2024 for Strengthening Transformation and Financing Expansion (Category:
Total Asset 1-5 trillion): Warta Ekonomi – September 26, 2024
3. ISO 27001:2022 Certification: National Accreditation Committee – October 14, 2024
4. Best BUMN Award 2024 for Implementing Efficiency Effectivity to Strengthen Business Performance:
Warta Ekonomi – October 31, 2024
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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2024 Report Profile Analysis on Company Performance Functions
BNI Remittance Limited (“BNI Remittance”)
BNI Remittance Ltd. (“BNI Remittance”) is a BNI Subsidiary engaged in the remittance sector and is wholly
owned by BNI. BNI Remittance collaborates with BNI in the financial inclusion program that provides
financial access to meet the needs of Indonesian Migrant Workers (PMI) in Hong Kong. Apart from the
remittance business, the presence of BNI Remittance in Hong Kong plays a strategic role as a representative
of BNI retail services in Hong Kong where BNI customers in Hong Kong can use BNI services as easily as
services in their homeland.
Synergy with BNI continues by providing various BNI digital services that can also be accessed easily in
Hong Kong, the first is the BNI Mobile Banking service, currently a customer favorite in Hong Kong, for
carrying out financial transactions, then BNI Taplus account opening digitally either through wondr by BNI
or through eForm. BNI Remittance is also actively involved in several activities with PMI such as capacity
building, financial literacy, visits to PMI communities in Hong Kong, and so on.
In 2024, BNI Remittance together with BNI KLN Hong Kong conducting a study to carry out business
transformation to increase market share and as a responsive step to changes in customer transaction
patterns that are currently starting to switch to digital channels.
BNI Remittance Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 9 11 (3) (24)
Current Assets 6 8 (2) (26)
Fixed Assets 0.2 (15) 15 99
Other Assets 3 19 (16) (85)
Liabilities 2 3 (1) (19)
Current Liabilities 2 3 (1) (19)
Equity 6 8 (2) (26)
Profit/Loss
Income
Commission Earned 3 3 0.1 4
Exchange gain/Loss 0.8 0.7 0.1 10
Other Commission 5 5 0.8 16
Total Income 9 9 1 11
Operational Expenses (12) (11) (0.5) 4
Earning Before Tax (2) (3) 0.5 15
Tax** -
Earning After Tax (2) (3) 0.5 15
*) Unaudited
**) There is no tax liability for BNI Remittance due to negative accumulated retained earnings in the equity component
In 2024, BNI Remittance reported a negative profit, primarily due to an 4% increase in operating expenses
(OPEX). This was largely attributed to the relocation of the office in Causeway Bay, where delays in obtaining
regulatory approval for the new office resulted in higher office rental costs. Additionally, BNI Remittance's
revenue showed no year-on-year growth, as customer transaction behaviors shifted towards digital channels.
The rise of new competitors, particularly from non-banking sectors, offering more convenient services and
lower transaction costs for money transfers, further impacted revenue.
268 Transforming the Future, Empowering Indonesia
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BNI Remittance Financial Ratio Performance
2024* 2023 Difference
Account
(%) (%) (%)
Return On Asset (ROA) (%) (26) (17) (7)
Return On Equity (ROE) (%) (33) (23) (10)
Operating Income (BOPO) (%) 126 128 (2)
*Unaudited
BNI Remittance's ROA and ROE in 2024 were to its customers. In 2024, hibank is developing a
recorded at minus 26% and minus 33%, decreasing key strategy by implementing several initiatives as
compared to 2023, this is in line with the decrease in follows:
BNI Remittance's net profit. 1. Lending to support the Bank's business growth is
done selectively, with a focus on lending growth
PT Bank Hibank Indonesia (“hibank”) to MSMEs. The Bank also entered into several
PT Bank Hibank Indonesia (“hibank”) officially partnerships with Anchor for Supply Chain
became a Subsidiary of BNI following BNI’s Ecosystem Financing. Total loan disbursement is
takeover of a majority shares conducted by BNI targeted at IDR9.03 trillion, or grew by 50% (YoY).
toward Bank Mayora on May 18, 2022. PT Bank The Bank also plans to distribute Pay-Later loans
Mayora has officially changed its name to hibank starting January 2024. In accordance with the
after receiving approval from the OJK on May 17, Bank's commitment to empowering the MSME
2023. hibank will be transformed into a Digital Bank segment, the composition of lending to MSMEs
with the vision to become the “Leading Digital-First is increased from 40.00% in 2023 to 45.00% of
MSME Bank in Indonesia”. hibank’s transformation total lending in 2024;
process continues by building a stronger foundation 2. The growth of lending to be achieved by the
for growth in different aspects, including loans, Bank will continue to pay attention to prudential
services, information technology, human capital, aspects, and mitigate risks that may arise, so
risk management and infrastructure. that healthy and productive asset quality can be
maintained. The Bank targets the ratio of non-
The financial performance aspects development performing loans or gross NPLs to be in the
has continued since hibank joined the BNI Group. range of 2.25%;
Improvement initiatives have been carried out by 3. Third Party Funds (DPK) growth in total will
prioritizing BNI Group’s synergy with hibank to be increase by 30% in 2024 which will be supported
able to provide added value and cost efficiency as a by improvements in the composition of low-cost
group. hibank has played an active role in supporting funds, with an increase in the CASA ratio from
the MSME segment through a variety of savings and 32.9% in 2023 to 37.0% in 2024. The Bank will
loan products. increase customer transactions both Individual
and Corporate through Digital banking (Internet
hibank Share Ownership Structure banking/mobile banking retail, Internet banking
(%)
business) in providing banking service solutions
to customers;
63,92% 4. Operating income other than interest is projected
to grow by 137% YoY by the end of 2024. The Bank
36,08%
will increase fee-based income from loan-related
income, Bancassurance products, Forex income
as well as Digital Banking-related income;
5. The Bank will continue to review the performance
of its current branch offices and regularly review
BNI the productivity, profitability and customer
PT Mayora Inti Utama acquisition and transaction levels of all offices
as well as the business potential in the area.
From the results of this review, the Bank plans to
hibank continues to undergo digital transformation close 7 (seven) Sub-Branch Offices (KCP) in 2024,
to achieve its best performance in supporting the respectively 2 KCP in Tangerang, 4 KCP in West
bank's operations and providing the best services Java and 1 KCP in Surabaya;
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
6. The Bank will launch new products and activities The single Hi! Platform can fulfill the needs of
in 2024 where the development of flagship individuals, micro, and SMEs in transactions,
products is ensured to be competitive and value- loan applications, several value-added services,
added and in line with current customer needs. and most importantly will provide connectivity
Various initiatives have been undertaken to for incorporated MSMEs;
accelerate the transformation process of each 9. The Bank will optimize the potential synergies
new product and activity so as to assist business and collaborations with BNI Group and Mayora
growth during 2024 and beyond; Group, to increase the Bank's competitiveness in
7. The Bank's target market will be approached the market and help boost its performance. Some
through community ecosystems such as industry of the potential synergies and collaborations
communities, associations, and demographics. that will be carried out include the utilization of
The Bank will implement a customer acquisition BNI ATMs and Agent 46 as hibank channels, API
strategy through various channels including its integration with BNI for bill payment banking
branch network, value chain and digital channels; services (API sharing biller), BNI as a QRIS
8. The bank will be the orchestrator by connecting acquiring aggregator for hibank merchants at
the dots between MSMEs where hibank creates competitive rates, and supplier financing credit
the MSME market, and grows the market through distribution in collaboration with Mayora Group.
education and financing through the Hi! Platform.
hibank Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Financial Position
Assets 17,799 14,599 3,200 21.9
Placements at BI 1,948 1,900 48 2.5
Placements with Other
1,338 655 683 104.3
Banks
Securities 2,773 5,569 (2,796) (50.2)
Loans 10,561 6,018 4,543 75.5
CKPN (174) (139) (35) 25.2
Liabilities 13,202 10,128 3,074 30.3
Third-party funds 12,643 9,500 3,143 33.1
Current Accounts 4,426 2,566 1,860 72.5
Savings 840 979 (139) (14.2)
Deposits 7,377 5,955 1,422 23.9
Equity 4,597 4,470 127 2.8
Profit/Loss
Operating Income 701 547 154 28.2
Net interest income 632 524 108 20.6
Interest income 1,144 846 298 35.2
Interest expense (512) (321) (190) 59.5
Other Operating Income 69 23 46 200.0
Operating Expenses (496) (352) (144) 40.9
Pre-Provision Operating
205 195 10 5.1
Profit
Provision (36) (32) (4) 12.5
Operating Profit (Loss) 169 163 6 3.7
Non-Operating Profit
1 4 (3) (80.0)
(Loss)
Profit (Loss) After Tax 132 130 2 1.5
*Unaudited
270 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
hibank Financial Ratio Performance
2024* 2023 Difference
Account
(%) (%) (%)
Return On Asset (ROA) 1.1 1.3 (0.2)
Return On Equity (ROE) 3.1 2.9 0.2
Operating Expenses to
86.1 81.2 4.9
Operating Income (BOPO)
Current Account Saving
41.7 37.3 4.4
Account (CASA)
Net Interest Margin (NIM) 4.3 4.5 (0.2)
Loan to Deposit Ratio (LDR) 83.5 63.3 20.2
Cost of Fund (COF) 4.5 3.8 0.7
Capital Adequacy Ratio (CAR) 47.2 86.2 (39.0)
*unaudited
In 2024, hibank demonstrated excellent performance, (MSME) sector. This support is also reflected in the
as seen in the Operational Income (Gross), which percentage of credit given to the MSME sector,
increased by 28.2% (YoY), indicating that the bank which reached 34.4% in December 2024, exceeding
has successfully raised the level of loans granted. the minimum requirement set by the Regulator at
The CASA ratio improved to 41.7% in December 20%.
2024, from 37.3% in December 2023, reflecting
that Hibank has implemented the right strategy in The Bank’s Credit Quality Ratio (gross NPL)
funding management. decreased to 0.8% in December 2024, improving
from the previous period’s gross NPL of 1.2%.
Non-interest income grew significantly by 200.0% This achievement reflects the bank’s commitment
(YoY), reflecting the bank’s success in various to assisting customers in facing challenges and
treasury transactions, fees from bancassurance restructuring credit to maintain asset quality.
and wealth management product sales, as well as
increased banking transactions. On the other hand, the Bank's Liquidity Ratio (LDR)
in December 2024 was well-maintained at 83.5%, up
Operating expenses rose by 40.9% (YoY) due to efforts from 63.3% in December 2023.
to increase awareness and support hibank's digital
service transformation in corporate rebranding and The Bank’s funding profile remained well-
comprehensive digital transformation activities. managed, reflected in the positive growth of the
Current Account and Time Deposit portfolios,
The ROE and ROA ratios in December 2024 were which increased by 72.5% (YoY) and 23.9% (YoY),
recorded at 3.1% and 1.1%, respectively. These respectively, while savings slightly decreased by
ratios decreased compared to the same period the 14.2%. Maintaining liquidity remains a key focus for
previous year, in line with the decline in the bank’s the bank’s management given external (domestic
net profit. and global) factors. Strict monitoring continues
to ensure the bank’s liquidity remains within safe
However, hibank posted other positive performance levels.
achievements, as seen in credit distribution, which
surged by 75.5% (YoY). This achievement indicates The Bank’s Capital Adequacy Ratio (CAR) was
the bank’s success in building an ecosystem through strong at 47.2% in December 2024, demonstrating
a channeling model to companies with strong hibank's stability and sustainability in supporting
ecosystems. economic growth. This achievement also reflects
hibank's dedication and solid strategy in navigating
In line with the bank's new vision and mission, hibank challenges and optimizing opportunities in the face
consistently plays an active role in supporting the of modern banking dynamics.
growth of the Micro, Small, and Medium Enterprises
2024 Annual Report
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Additionally, hibank received several awards in 2024 as a recognition of its performance, including the
following:
Awards Received by Bank Mayora in 2024
No. Award Name Date Event Name Organizer
1. Top Digital Innovation February 20, 2024 Indonesia 20 Top Digital The Iconomics
in Product Offering and Innovation Award 2024
Experience Innovation
2. The 3rd Best Bank Digital 2024 April 01, 2024 13th Infobank Digital Brand Infobank
KBMI 1 Recognition 2024
3. The Best Indonesia Sales May 29, 2024 7th Indonesia Sales & Economic Review
Marketing VII 2024 Gold Award Marketing Award 2024
4. Indonesia Best Bank 2024 for July 31, 2024 Indonesia Best Bank Award Warta Ekonomi
Innovation and Transformation 2024
to Increase MSMEs Financial
Inclusion
5. The Best Indonesia Finance August 12, 2024 Indonesia Finance Award Economic Review
Award VII 2024 Gold Award VII 2024 & Indonesia
Leader Award III 2024
6. Top GRC Award 2024 4 Star September 11, 2024 Top GRC Award 2024 Top Business
7. The Best State Owned October 03 2024 The Asian Post Best State Infobank
Enterprise Subsidiary 2024 Owned Enterprise 2024
8. The Best Indonesia Annual October 11 2024 Indonesia Annual Report Economic Review
Report Award 2024 Gold Award III 2024
Award
9. The Best Finance Award 2024 October 22, 2024 The Finance Executive Infobank
kategori Bank Beraset 10 T - Forum & Top 20 Financial
<25T Institution 2024
PT BNI Modal Ventura (“BNI Ventures”) BNI Ventures envisions itself as a leading corporate
BNI Ventures is a manifestation of BNI Group's venture capital firm in Southeast Asia, with a focus
commitment to addressing the challenges of on creating synergistic value and achieving superior
exploring the continuously evolving digital economy investment performance while growing sustainably.
ecosystem. With a focus on strategic investments, To achieve this vision, the company engages in
BNI Ventures emphasizes collaboration and synergy various operational activities in the form of equity
with the BNI Group ecosystem. This approach participation, the purchase of convertible bonds
not only accelerates the growth of early-stage (quasi-equity participation), funding through the
startups and potential digital businesses but also purchase of debt securities issued by startups or
strengthens the integration of technology-based businesses in the development stage, as well as
financial services, ensuring the sustainability of venture debt financing for productive enterprises.
innovation and creating added value for BNI Group. BNI Ventures also aims to manage venture funds
Through this initiative, BNI Ventures is committed that not only provide financial returns through high
to becoming a relevant and impactful catalyst for investment yield potential but also offer strategic
digital transformation. benefits such as access to innovation, the expansion
of the business ecosystem, and strengthening the
BNI Ventures takes the lead in expanding the reach of competitiveness of BNI Group in the digital economy
digital banking as part of BNI Group's broader vision sector.
to adapt and excel in the digital transformation
era. As a key catalyst, BNI Ventures partners with Gradually BNI Ventures has developed 5 (five) main
strategic collaborators such as fintechs, startups, strategic steps in the work plan, namely:
and technology providers to build a more inclusive 1. Governance, Legal & Compliance
and innovative financial ecosystem. Through this Overseeing the company's business and
approach, BNI Ventures strengthens BNI Group's operational activities from a legal and compliance
digital infrastructure through synergy and strategic perspective by accommodating the company's
investments, ensuring sustainable development, needs without neglecting the protection of
creating value, and promoting financial inclusion in the company's interests and compliance with
Indonesia. applicable regulations.
272 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2. Investment & Risk Management 4. Finance & Operations
Proactively, identify investment opportunities Optimize planning and management of financial
and invest in startups that have the potential to resources to achieve targets and objectives,
provide financial benefits with controlled risks, support the execution of strategic plans, and
while making a positive contribution to business become a bridge for stakeholders.
development in the BNI Group ecosystem, 5. People & Culture
while adhering to the principle of prudence. Encourage increased capability and employee
This investment strategy is also focused on performance and build a positive, creative,
strengthening business synergies and supporting agile and collaborative work culture to support
sustainable digital ecosystem growth. sustainable company growth and synergy, while
3. Synergy & Innovation strengthening employee involvement, capability
Actively participating in ecosystem activation and sense of ownership.
and innovation activities in the industry and
acting as a liaison between business solutions
BNI Ventures Share Ownership
offered by startups to business units within the (%)
BNI Group.
0.02%
99.98%
BNI
BNIAM
BNI Ventures Financial Performance
Increase (Decrease)
2024* 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 524 511 12 2.4
Current Assets 458 463 (5) (1)
Venture Capital Investment Assets 62 46 16 35.9
Fixed Assets 2 2 (0.1) (3.9)
Other Assets 0.8 0.9 (0.1) (10.9)
Liabilities 9 4 5 146.4
Equity 515 508 7 1,4
Profit/Loss
Operating Income 8 0,6 7 1,069.0
Other Operational Income 25 18 7 38.5
Total Income 32 18 14 74.7
Operational Expenses (24) (14) (10) 71.9
Profit Before Tax 8 4 4 85.8
Deferred Tax (0.5) (0.1) (0.4) 253.4
Tax - - - - -
Profit After Tax 7 4 3 79.9
*) unaudited
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BNI Ventures Financial Ratio Performance
2024* 2023 Selisih
Account
(%) (%) (%)
Return On Asset (ROA) 1.4 0.8 0.6
Return On Equity (ROE) 1.4 0.8 0.6
*Unaudited
In 2024, BNI Ventures will continue to demonstrate The net profit after tax successfully recorded in
its commitment to realizing sustainable growth 2024 was IDR7,2 billion or a significant increase of
through investment activities, in accordance 79.9% compared to 2023. This achievement not only
with its founding mandate. This is proven by the reflects BNI Ventures' success in improving business
implementation of an investment activity, through performance, but also emphasizes its position as a
participation in a start-up company operating in the company with consistent growth potential. Solid
fintech ecosystem in February 2024. In addition, financial performance reflects BNI Ventures' bright
BNI Ventures has fulfilled its first Red White Fund prospects as a Corporate Venture Capital that
capital call in August 2024. On the other hand, supports the development of the digital ecosystem
the increase in liabilities was mainly influenced in Indonesia. With the increasing adoption of digital
by reserves for human resource costs which will technology, investment opportunities in the fintech,
be paid at the beginning of the following year, as fintech enabler, healthtech, edutech, and agritech
well as the formation of reserves for professional sectors continue to grow, in line with the large
services expenses to support the increase Company potential of Indonesia's digital market. Focusing
business activities. The Company's equity position on sustainability-based startups (ESG) is also a
also increased along with the accumulated retained strategic step in line with global trends, opening up
earnings for the year. new opportunities for investment portfolio growth.
As part of the BNI Group, BNI Ventures managed BNI Ventures is committed to maximizing potential
to record solid financial performance in 2024. Total by consistently seeking startups in the early stages
revenue was recorded at IDR32 billion, a significant and growth stages that have promising investment
increase of 74.7% compared to the previous year. prospects, especially those that can synergize with
This increase was driven by the recording of the BNI Group ecosystem. In realizing this goal,
investment asset revaluation, interest income from BNI Ventures organizes acceleration and incubation
convertible notes investments, and returns from programs by collaborating with strategic partners,
fund placements. opening investment opportunities to the global
market. This program is designed to accelerate the
Meanwhile, operating costs were recorded at growth of startups to reach their maximum potential,
Rp24 billion, up 71.9% from the previous year. This while providing strategic benefits for the BNI Group
increase was mostly allocated to support business in facing competition in the digital economy sector.
development, including the implementation of In addition to being a means for BNI to win the digital
synergy and innovation activities, as well as economy market, BNI Ventures also plays a role in
recruitment of human resources to meet the driving the acceleration of digital transformation in
company's strategic needs. the BNI Group ecosystem.
Subsidiary Segment Profitability
Overall, the revenue and profitability of the Subsidiary Company segment are presented as follows:
Increase (Decrease)
2024 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Profit (Loss)
Interest income - Net*) 990 632 358 56.6
Premium income - Net 1,724 1,659 65 3.9
Other operating income 989 872 117 13.4
Establishment of impairment
(230) (125) (105) 84.0
reserve
Other operating expenses (2,792) (2,444) (348) 14.2
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Practices Governance Responsibility Commitment Statements
Increase (Decrease)
2024 2023
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Operating profit 681 594 87 14.6
Income Before Tax Expenses 483 7.4
Tax expense 561 483 78 16.1
Net profit (53) (62) 9 (14.5)
Financial Position 509 421 88 20.9
Total Assets
Total Assets 52,994 46,283 6,711 14.5
Total Liabilities 39,400 32,940 6,460 19.6
SUBSIDIARY SEGMENT PROSPECTS, BNI Life’s key strategies for 2025 are as follows:
POTENTIAL AND STRATEGIES FOR 2025 1. Increasing regular premiums and profitable
FOR THE FUTURE products.
2. Improving the business model.
BNI Life 3. Enhancing financial management.
The Company consistently strives to strengthen its 4. Driving cost efficiency and management.
capacity in facing challenges within the life insurance 5. Strengthening risk mitigation.
industry while continuing to deliver added value to 6. Optimizing business processes.
stakeholders and enhancing business sustainability 7. Developing organizational and human resources.
for the future. 8. Preparing for the spin-off of its Sharia business
unit.
The recent surge in health claims has become
a prominent issue in the life insurance industry. BNI Sekuritas
This situation is driven by factors such as BNI Sekuritas will continue to provide the best
medical cost inflation, over-utilization of benefits, solutions for clients and customers and improve the
overtreatment in hospitals, and extreme climate Company’s position in the country’s capital market
changes. In response to these challenges, BNI industry. BNI Sekuritas’ business strategy which to
Life has implemented improvements, including be implemented in 2025 will focus on developing
strengthening its underwriting processes and solutions and services, marketing development and
evaluating the suitability of products and premiums. synergy with the BNI Group in a number of Company
businesses including Retail Brokerage, Institutional
The Company is also preparing for the implementation Equities Brokerage, Institutional Fixed Income
of the Financial Accounting Standards Statement Brokerage, as well as Securities Underwriting and
(PSAK) 117, which will take effect on January 1, 2025. Advisory.
Preparations for this include system readiness,
particularly in enhancing the Company’s reporting BNI Finance
framework. BNI Finance consistently strives to strengthen its
presence and position itself as a top-tier player in the
In addition, the Company plans to adopt broader financing industry. Various strategic initiatives have
technological advancements, such as mobile been prepared in alignment with the Company’s
applications, data analytics, and artificial intelligence. transformation over the past two years. The
These technologies will enable the company to Company aims to enhance synergy with its parent
distribute its products and services more effectively entity through joint financing while leveraging Bank
and efficiently, reaching a wider audience. BNI’s customer database to acquire new consumers
for BNI Finance.
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Business processes will be fully digitalized through 4. Competing to become a leader in human capital
the implementation of a credit scoring system, Bank capabilities, driven by a high-performance
Statement Analyst, Dashboard Management, and culture.
other technological advancements that optimize 5. Enhancing business efficiency through the
existing operations. In its financing activities, digitalization of processes and operations,
the Company remains committed to prudent risk supported by a strong digital work culture.
management to ensure sustainable business 6. Increasing customer acquisition through digital
growth. channels.
The key strategic initiatives that BNI Finance will To support business growth in alignment with its
implement in 2025 include: Vision and Mission, the following is a summary of
1. Growth of high-quality financing assets hibank’s optimistic and forward-looking work plans
2. Strengthening business processes and initiatives for 2025:
3. Enhancing internal controls 1. Establishing partnerships with key anchors
4. Advancing information technology as entry points for holistic business chain
5. Developing human resources and organizational engagement, alongside credit distribution
capacity through channeling and joint financing with
6. Strengthening funding sources selected Fintech Lending customers.
7. Enhancing synergy with the parent company and 2. Increasing customer transactions—both
business group individual and corporate—through digital
banking by providing comprehensive banking
BNI Remittance solutions and acquiring new customers via
Currently BNI Remittance together with BNI KLN community-based approaches.
Hong Kong is conducting a comprehensive study to 3. Boosting fee-based income from loan-related
prepare for business transformation. This is being fees, third-party fund (TPF) account services
done as a responsive step to changes in customer (administration fees, transfers), bancassurance
transaction patterns in Hong Kong. In 2025, the products, and treasury activities.
target for business transformation will be carried 4. Developing products, features, and electronic
out so that efficient business patterns and increasing channel services to facilitate more efficient
market share in the remittance business in Hong business operations for MSMEs, enhancing
Kong can be executed well. accessibility and user convenience.
5. Reviewing the performance of existing branch
hibank offices regularly, focusing on productivity,
In 2025, as a continuation of the transformation profitability, customer acquisition, transaction
process stages that have been undertaken, hibank levels, and business potential in each region.
will advance to the next phase, focusing on 6. Launching new products and activities, ensuring
strengthening the infrastructure and organization that flagship products are competitive, value-
built during the transformation phase. This effort added, and tailored to meet current customer
aims to ensure sustainable business growth with needs.
a primary focus on the Micro, Small, and Medium 7. Establishing a strong brand image as the Digital-
Enterprises (MSME) segment. First Bank for MSMEs in Indonesia.
8. Ensuring the Bank’s financial health remains at
hibank’s Business Development Strategy for 2025: a sound level while maintaining stability and
1. Prudent business growth in the digital customer trust.
supply chain through strategic engagement
with principals, suppliers, distributors, sub- BNI Ventures
distributors, and retailers. BNI Ventures is committed to managing its Venture
2. Strengthening end-to-end visibility within Fund in 2025 by adopting a diversified portfolio
selected ecosystems to reinforce its role as an approach, with a focus on strategic sectors. Fund
orchestrator of the MSME ecosystem. management will be directed towards achieving
3. Automating business processes to support the a balanced allocation between early-stage and
digitalization of operations from the middle to growth-stage startup investments.
the back end.
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Enhancing investment disbursement activities issuance of venture fund instruments, synergy
will also be a key strategic priority. The investment activities along with innovation programs, and other
deployment process will be accelerated through the strategic actions.
enhancement of capabilities to improve the quality
of due diligence. BNI Ventures will proactively build Investment activities will be driven by the synergy
a strong investment pipeline by scouting startups potential that can create added value between
through incubators, accelerators, and startup prospective investees and BNI Group’s business
summit events. In addition, collaboration with other units. Investments may be carried out through
venture capital (VC) and corporate venture capital instruments such as direct equity purchases,
(CVC) firms will be strengthened to unlock greater convertible bonds, or other instruments agreed
co-investment opportunities. upon by the parties. The investment process will
adhere to the company’s internal procedures and
In addition, BNI Ventures will explore venture debt- applicable regulatory requirements. Additionally,
based funding products as an alternative to startup the principle of prudence will remain a priority
funding that does not involve the release of equity. through the strengthening of risk management and
This product is designed to meet the working portfolio management.
capital needs of startups by offering flexible funding
schemes and competitive interest rates. For its BNI Ventures is also preparing to issue venture
implementation, BNI Ventures will conduct in- funds, as one of BNI Ventures’ efforts to increase
depth market research, launch a pilot program, and its investment scale by collaborating with strategic
collaborate with BNI Group to provide integrated partners. Apart from that, venture funds can also
funding solutions that support startup growth. become a source of new, sustainable income which
will be managed separately with an independent
As part of the BNI Group, BNI Ventures will form and prudent structure. Not to mention, by issuing
strategic partnerships with startups that can provide venture funds, BNI Ventures can also expand the
direct added value to the group's performance. diversity of its investment portfolio in other sectors
Identification of startups that are relevant to BNI that have the potential for better returns in the
Group's business needs will be carried out to market in accordance with the venture fund theme.
maximize synergies. The Innovation Program will
be launched to facilitate collaboration, including In 2024, BNI Ventures actively contributed to
the integration of startup technology into the BNI industry development through synergy activities
Group's digital ecosystem such as payment services, and innovation programs. The innovation program
lending, and data processing. plans to enhance capacity and capabilities, including
incubators, accelerators, and venture builders. This
Through these strategic initiatives, BNI Ventures aims indicates that BNI Ventures is seriously committed
to create a significant positive impact on Indonesia’s to fostering the creation of innovations and industry
digital ecosystem while strengthening BNI Group’s trends that impact the maturity and independence
position in the era of digital transformation. The of startup entrepreneurs in Indonesia.
success indicators of this work plan include an
increase in ROI, the acceleration and growth of Apart from that, as an agent of change within the BNI
investment disbursement volumes, as well as the Group, BNI Ventures also helps realize the targets
number of strategic partnerships that effectively and objectives of Bank BNI as the parent company
enhance BNI Group’s overall performance. through mandated strategic actions. Apart from
being a form of investment vehicle management at
In line with the growth of the Company’s organization BNI, this transaction also provides proof that BNI is
and industrial development, BNI Ventures plans fully committed to realizing the government’s policy
4 (four) work programs which are planned to be direction to increase and optimize the potential of
implemented during 2025. The four work programs the digital economy in Indonesia.
are investments with added value synergies,
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GEOGRAPHICAL SEGMENT
In addition to presenting operating segments based on main customer groups and products, BNI’s Audited
Financial Report also presents geographic segment information that can provide an overview of BNI’s
business distribution. BNI’s geographical segment is divided into Indonesia, the United States, Europe, and
Asia. To provide an overview of the distribution of business from the geographical segment, the following
shows the contribution per region to BNI’s interest income and total assets.
Interest Income - Net Composition per Geographic Segment
2024 2023 Increase (Decrease)
Segment Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Indonesia 39,082 96.5 40,235 97.5 (1,153) (2.9)
United States 311 0.8 352 0.9 (41) (11.6)
Europe 132 0.3 86 0.2 46 53.3
Asia 953 2.4 629 1.5 324 51.5
Adjustment and Elimination 2 0 (26) (0.1) 28 (107.7)
Total Interest Income - Net 40,480 100.0 41,276 100.0 (796) 1.9
Interest Income - Net Composition per Geographic Segment
(%)
0.2% 1.5% 0.3% 2.4%
0.9% 0.8%
Indonesia
2023 97.5%
2024 96.5%
United States
Europe
Asia
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Bank Assets Composition per Region
2024 2023 Increase (Decrease)
Segment Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Indonesia 1,022,444 90.5 995,001 91.6 27,443 2.8
United States 21,339 1.9 24,964 2.3 (3,625) (14.5)
Europe 15,820 1.4 10,200 0.9 5,620 55.1
Asia 77,876 6.9 64,844 6.0 13,032 20.1
Adjustment and Elimination (7,673) (0.7) (8,345) (0.8) 672 (8.1)
Total Interest Income - Net 1,129,806 100.0 1,086,664 100 43,142 4.0
Composition by Region to Bank Assets
(%)
0,9% 1,4%
2,3% 6,0% 6,9%
1,9%
Indonesia
2023 91,6%
2024 90,5%
United States
Europe
Asia
It can be seen from the table and graph above that in 2024, the Indonesian region contributed significantly
to BNI's net interest income and sharia income and also to the Bank's total assets. The Bank's net interest
income contribution in 2024, other than the Indonesian region, decreased by IDR1.2 trillion or 2.9% compared
to 2023 of IDR40.2 billion. Meanwhile, the regional contribution to the Bank's assets in 2024, other than the
Indonesian region, amounted to IDR27.4 trillion or 2.8% from the previous year.
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The financial performance of the Geographic Segment in 2023-2024 can be presented as follows:
Indonesia United States
Increase (Decrease) Increase (Decrease)
Account 2024 2023 2024 2023
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Profit (Loss)
Interest income - Net 39,082 40,234 (1,152) (2.9) 311 352 (41) (11.6)
Premium income - net 1,724 1,659 65 3.9 0 - 0 0
Operating income 22,055 19,743 2,312 11.7 55 41 14 34.1
Establishment of allowance
(8,046) (9,142) 1,096 (12.0) 15 20 (5) (25.0)
for impairment losses
Other operating expenses (29,023) (27,140) (1,883) 6.9 (198) (287) 89 (31.0)
Operating profit 25,793 25,354 439 1.7 182 126 56 44.4
Non-Operating Income
(48) (131) 83 (63.4) 10 - 10 100.0
(Expense) - Net
Profit Before Tax Expenses 25,744 25,223 521 2.1 192 126 66 52.4
Tax Expenses (4,911) (4,534) (377) 8.3 0 - 0 0
Net Profit 20,833 20,690 143 0.7 192 126 66 52.4
Financial Position
Total Assets 1,022,444 995,001 27,443 2.8 21,339 24,964 (3,625) (14.5)
Total Liabilities 849,867 834,842 15,025 1.8 21,496 25,143 (3,647) (14.5)
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Europe Asia
Increase (Decrease) Increase (Decrease)
2024 2023 2024 2023
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
132 86 46 53.3 953 629 324 51.5
0 0 0 0 0 - 0 0
206 180 26 14.4 490 390 100 25.6
40 (23) 63 (273.9) (219) (52) (167) 321.2
(230) (195) (35) 17.9 (687) (625) (62) 9.9
148 48 100 208.3 538 342 196 57.3
0 (1) 1 100 4 1 3 300
148 47 101 214.9 542 343 199 58.0
0 0 0 0 0 0 0 0
148 47 101 214.9 542 343 199 58.0
15,820 10,200 5,620 55.1 77,876 64,844 13,032 20.1
15,985 10,352 5,633 54.4 78,375 65,398 12,977 19.8
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Digital
Banking
BNI is implementing a digital banking initiative as BNI brings digital excellence through several
one of its main agendas where the key objective is channels to the retail and wholesale segments,
to provide banking services to facilitate customers including wondr by BNI, BNI Mobile Banking,
as they are making online financial transactions BNIdirect, SMS Banking, Internet Banking and ATM/
through multiple digital platforms. While this is CRM. There are various prominent features, such
applied internally, BNI also implements digital as Online Debit, SMS Notification as well as Digital
initiatives to support the 2030 Indonesian Payment Card Issuance. In addition to Company initiatives,
System Blueprint (BSPI) issued by Bank Indonesia to BNI also supports government programs, especially
encourage the payment industry so it can transform Bank Indonesia, to continue to encourage the
digitally within the framework of developing open acceleration of digitalization of payment systems
banking, data openness, improving retail payment and expansion of cooperation to encourage financial
systems, and interlinks between banks and other inclusion in the digital economy era.
players in the digital financial service sector.
In supporting customer convenience with their
Based on data from Bank Indonesia (BI), the banking transaction activities, BNI offers superior
performance of digital economic and financial products, namely wondr by BNI and BNI Mobile
transactions in August 2024 remained robust, driven Banking for retail customers and BNIdirect for
by a safe, smooth, and reliable payment system. In wholesale customers. Both superior products have
terms of large value, BI-RTGS transactions increased won various national and international awards. In
by 11.73% (YoY) to reach IDR14,731 trillion. In retails, each of the products, there are various customer-
the volume of BI-FAST transactions grew by 59.12% centric features that are able to adjust to customer
(yoy) to reach 312.67 million transactions. Digital needs for daily activities. These various digital
banking transactions reached 1,871.19 million products are supported by qualified IT capabilities,
transactions, up 31.11% (YoY), while Electronic advanced data analytics and Open APIs, making it
Money (EU) transactions grew by 21.53% (YoY) easier for customers to access their favorite services.
to reach 1,246.58 million transactions. Payment
transactions using ATM/D cards fell by 6.82% As of December 31, 2024, as many as 18.1 million
(YoY) to 591.92 million transactions. Credit card customers had become users of BNI Mobile
transactions grew by 22.79% (YoY) to reach 41.59 Banking which increased by 14.8% compared to the
million transactions. QRIS transactions showed previous year. In line with digital transformation as
another rapid growth of 217.33% (YoY), with 52.55 one of the company’s main agendas in 2024, BNI
million users and 33.77 million merchants. has launched a new application called wondr by
BNI. The launch of wondr by BNI on July 5, 2024,
BNI has continued to improve digital banking coinciding with BNI’s 78th anniversary, manifests
to provide convenience, speed, and comfort for BNI’s transformation in presenting innovative
customers, which can be accessed through multiple banking applications to facilitate transactions as
digital banking service using digital tools, from well as more optimal community future planning.
mobile devices, desktops, as well as ATMs and BNI hopes that wondr by BNI can be a solution
CRM. BNI has been very consistent in its effort to in improving more comprehensive community
to improve digital capabilities and continues to banking activities through the 3 Dimensions of
innovate in developing customer-driven digital Finance feature (Transaction, Insight, and Growth).
financial solutions.
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Featured with 3 unique Financial Dimensions; Insight allows customers to daily monitor and manage their
finances more optimally based on complete historical data. Through Transactions, it supports customers’
real-time financial needs with features such as domestic transfers, bill payments, and transfer schedule
settings, all of which can be done with simple steps, making it easier for customers to manage daily
transactions. Meanwhile, Growth focuses on future planning by providing a variety of financial product
options that best suit customers’ needs, such as investments and savings, providing the customers with an
opportunity to grow and develop financially depending on their future goals.
DIGITAL BANKING PRODUCTS AND SERVICES FOR CONSUMERS
1. wondr by BNI
Launched on July 5, 2024, wondr by BNI is a new mobile banking application that has been equipped with
the latest technology with global standards, offering services that are more personalized and tailored to
the needs of each customer in managing finances and planning for the future. One of the advantages of
wondr by BNI includes 3 financial dimensions that will be a solution for customers, namely Transaction,
Insight & Growth. Promoting Hyper-Personalization by utilizing data and analytics to offer services that
are more personalized and tailored to the needs of each customer. The wondr by BNI application is
equipped with 3 Dimensions of Financial feature (Transaction, Insight, and Growth), which reflect the
concept of the present, past, and future to be able to provide the best banking experience in transactions
and planning for the future.
wondr by BNI Performance
wondr by BNI Performance 2024
Users (millions) 5,3
Number of Transactions (million) 195
Transaction Volume (IDR-billion) 191
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2. ATM and CRM
This Banking service channel is ready to facilitate customers 24 hours a day to conduct cash withdrawals
(Cash Recycle Machine/CRM), balance checks, transfers, payments and purchases. As of December 31,
2024, BNI had 13.388 ATM/CRM machines, including 2,990 ATMs for people with disabilities throughout
Indonesia, connected to ATM Link, Merah Putih, Bersama, Prima, Alto networks, and international
networks such as Mastercard, Visa, JCB, APN, Union Pay and Cirrus.
ATM Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of Transactions (million) 912 1.189 (277) (23.2)
Transaction Volume (IDR-trillion) 630 631 (1) (0.2)
The decline in ATM/CRM transactions reflects the shift in user behavior along with the development of
digital channels by BNI, such as mobile banking for daily transaction needs (credit purchases, electricity
tokens, e-commerce payments). The trend of digitalization and cashless transactions, especially in big cities,
is also a factor in people’s reliance on cash. However, that growing trend has not fully affected the company
in optimizing ATM/CRM machines as BNI continues to develop ATM/CRM channels through cooperation
with various parties to meet the needs of segments that still rely on cash transactions.
The development of ATM/CRM channels focuses on developing partnerships with various third parties
such as e-Commerce partners and various BPDs in Indonesia to provide cardless cash withdrawal banking
services and various other services. In addition, the development of ATM/CRM channels is also focused on
the development of CRM channels, where customers can make cash deposit and withdrawal transactions
without having to go to a branch. The use of this CRM channel in the long term makes it easier for customers
to make the transition from cash to digital transactions, thus creating a cashless society supported by
various BNI digital banking products.
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3. BNI SMS Banking
BNI SMS Banking is a banking service facility that can be used by customers for transfers, payments
and purchase transactions, which can be accessed via the BNI SMS Banking application (for Android &
iOS based smartphone users), SMS Syntax and USSD access *141#. The SMS Banking service provides
banking transaction inclusiveness and convenience for BNI customers who want to make financial
transactions, but are in areas that have low internet connectivity.
SMS Banking Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Users (millions) 12,7 12,6 0,1 0.8
Number of Transactions (million) 688 660 28 4.2
Transaction Volume (IDR-billion) 8,5 16,8 (8) (49.4)
SMS Banking services remain customers’ preferred option in making transactions such as same-bank
or inter-bank transfers, BIFAST, e-wallet top ups, and bill payments. The recently faster development of
infrastructure that can reach rural areas such as villages has caused a decline in the use of SMS Banking.
However, this should not be misconstrued as BNI is paying less attention to this channel, instead BNI is
utilizing it as an optional channel that can accommodate the needs of customers in areas where internet
access has not been adequate.
4. BNI Internet Banking
Through BNI Internet Banking, customers can enjoy banking service channels that can be accessed via
a web browser with the BNI Internet Banking URL. Not only transactional services, BNI Internet Banking
also has a flagship feature in the form of Personal Financial Management that allows customers to make
financial plans according to their needs, complete with automatic deposit scheduling, and can be used to
monitor cash flow and trends in spending/incoming funds in graphical form. BNI Internet Banking is also
equipped with security standards that use two types of financial transaction authorization tools, namely
BNI e-Secure and BNI m-Secure based on customer needs when conducting business transactions.
Internet Banking Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Users (millions) 2,2 2,2 0 0.0
Number of Transactions (million) 10,3 13,6 (3) (24.3)
Transaction Volume (IDR-billion) 18,9 29,5 (11) (35.9)
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5. BNI Mobile Banking
BNI Mobile Banking is BNI’s flagship product that makes it easier for customers to make transactions
anywhere and anytime. There are several features that are superior to BNI customers, namely interbank
transfers, telco purchases/payments and utilities. BNI Mobile Banking product has value-added features,
such as a digital account opening feature, fast payments with QRIS Payment, cardless cash withdrawals
both at ATMs and BNI partners such as Alfamart and Indomaret, investments, foreign exchange
transactions in your own account via FX Mobile, International Transfer, Lifestyle such as ordering taxis
(Bluebird) and fast trains (Whoosh), and these provide convenience, speed and comfort in customer
transactions.
Mobile Banking Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Users (millions) 18.1 16.2 1.90 11.7
Number of Transactions (million) 1,379 1,043 336 32.2
Transaction Volume (IDR-billion) 1,495 1,215 280 23.0
The growth of both users and transactions 8. Digital Card Issuance
in BNI Mobile Banking in terms of users and Issuance of Digital Credit Cards for those applying
transactions shows the positive impacts of BNI’s for BNI credit cards via digital channels, so that
continuous feature development and business in card holders can use their digital credit cards to
collaboration with competent partners, especially make transactions at e-commerce merchants or
on BNI customers. BNI Mobile Banking has carry out transactions at BNI Mobile Banking.
proven successful in providing easy transactions
anywhere and anytime. This transactional 9. Virtual Card Number for BNI Credit Card
capability, in turn, encourages inclusive and The BNI Credit Card feature is an effective
sustainable banking, especially for customers in and efficient alternative payment for credit
rural areas and overseas. card transactions that provides comfort and
convenience in online transactions (card not
6. BNI Credit Card Mobile present) using a unique virtual number as a
Apart from using the Mobile Banking/wondr by replacement for the original credit card number
BNI application, BNI credit card services can used in the BNI Corporate Credit Card.
also be accessed via the BNI Credit Card Mobile
application, an application that makes it easier 10.QRIS Source of Funds for Domestic
for credit card holders to access their transaction Government Credit Cards (KKPD)
information via smartphone. BNI Credit Card The QRIS payment feature with Domestic
Mobile is equipped with features such as billing Government Credit Card funding sources using
information, recording transactions, installment BNI Mobile Banking aims to facilitate operational
conversions, bill payments and insurance spending and work unit (Satker) official travel,
registration, cash withdrawals, as well as credit both at the central and regional levels with the
limit increase application services, and data Government Credit Card (KKP) payment scheme
updates and new credit card applications. BNI where processing is carried out through domestic
Credit Card Mobile also provides information on principals.
BNI Credit Card promos and products.
11. Fitur Contactless
7. E-KYC Biometric Face Recognition & With the Contactless feature, card holders can
Liveness make transactions easily, quickly and safely by
Using the Biometric Face Recognition & simply holding or tapping their credit card on the
Liveness feature as e-KYC in the digital credit EDC Contactless machine, without having to use
card application process provides convenience, a PIN (certain nominal amount). Transactions can
security and comfort for prospective card holders be made at any time by card holders at merchants
in the credit card application process. displaying the contactless symbol.
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12.SMS Notifikasi
An information service for customers’ banking transactions delivered via SMS to the mobile number
registered by the customer for notification of customers debit/credit transactions, especially BNI Taplus/
BNI Giro IDR Individual account holders.Through SMS Notifications, customers will be informed about all
financial transactions that occur in their accounts, and help prevent potential unauthorized transactions.
13.BNI Debit Online
BNI Debit Online (BDO) is a method of paying for online transactions using a Virtual Card Number (VCN)
requested via BNI Mobile Banking, thus providing convenience for customers making transactions. The
Virtual Card Number also increases the security of customer accounts by preventing the customer’s
original debit card number from being known by third parties.
14.BNI Agen46
BNI Agen46 are BNI’s partners that provide banking services to the community in the context of financial
inclusion. BNI Agen46 are also partners in Government programs, such as the distribution of social
assistance and subsidies for beneficiary families.
Through BNI Agen46, banking transactions become easier, faster and closer to the surrounding
community, especially in rural areas that are not yet reached by banking services. With the number of
agents continuing to increase every year, BNI Agen46 act as an extension of the BNI channel so at to
exploit the business potential of the surrounding community, such as the potential forTPF receipts through
Smart Savings (Tabungan Pandai), making banking transactions such as payments and purchases, and
can be used for potential referral transactions for the distribution of People’s Business Loans (KUR), BNI
Entrepreneurship (BWU), BNI Credit Card, adnd others.
BNI Agen46 Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of BNI Agen46 (agents) 213,370 185,697 27,673 14.9
Transaction Volume (IDR-million) 79.4 85.5 (6.1) (7.1)
Fee Based Income (IDR-million) 225.8 92.2 133.7 144.9
TPF BNI Agen46 (IDR-trillion) 4.8 3.7 1.2 29.7
The number of BNI Agen46 continues to increase and expands the reach of banking transaction services
to the public. In 2024, the number of BNI Agen46 grew by 14.9%, in 6,196 districts and 34,241 sub-districts/
villages throughout Indonesia. The number of transactions generated by BNI Agen46 in 2024 reached 79.4
million transaction with the dominant transactions being transfers, cash withdrawals, credit purchases,
electricity payments and travel ticket purchases. The increase in BNI Agen46 chargeable transactions had a
positive impact on the achievement of Fee Based Income which grew by 144.9% (YoY) in 2024. This also had
an impact on the increase in BNI Agen46 Operational TPF which grew by 29.7% (YoY) in 2024.
BNI Agen46 is targeted to expand the number of agents by more than 15% and fee based income by more
than 30% with a focus on expanding to qualified BNI Agen46 candidates to generate fee based income
through transactions by customer-based agents. The increase in BNI Agen46 business in the future will focus
on massive business execution targeting the community, potential market captive customers and debtors,
value chance ecosystem, and potential customer base balanced with system development, expansion of
super agent partner cooperation and strengthening marketing campaigns.
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15.BNI TapCash
As part of the all-in-one digital financial ecosystem, BNI has a superior card-based electronic money
product, called BNI TapCash. There are several advantages of BNI TapCash, namely:
a. The transaction experience is just a matter of tapping
b. Fast transaction speed
c. Ease of BNI TapCash top up channels through several BNI channels including BNI Mobile Banking,
ATM/CRM, EDC, and BNI Agen46, as well as strategic partner channels such as Tokopedia, Shopee,
Gopay, LinkAja, Blibli, Indomaret, Alfagroup, and other strategic partners.
d. Acceptance of BNITapCash cards in payment ecosystems, such as tolls, parking, transportation (KRL,
LRT, MRT, TransJakarta), modern retail stores (Alfagroup, Indomaret), tourist attractions, Government
institutions and other payment ecosystems.
TapCash Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of Transactions (million) 116.0 93.0 23 24.7
Transaction Volume (IDR-billion) 2,779.0 2,259.0 520 23.0
Until December 2024, BNI recorded an increase in The increase in BNITapCash card transactions
the number of BNI TapCash transactions reaching has been driven by several factors, including the
116.0 million or an increase of 24.7% (YoY) from development of the TapCash top-up mechanism
the previous of 93.0 million. Transaction volume within the wondr by BNI application and growth
also increased by 23.0% (YoY) or reached Rp2,779.0 in the transportation sector, particularly in parking
billion from Rp2,259.0 billion in the previous year. services, due to the rising number of parking
Community movement during Eid was one indicator partners collaborating with BNI. Additionally, BNI has
of an increase in BNI TapCash transactions, when partnered with Regional Development Banks (BPD)
the volume of BNITapCash card use increases for and other institutions to provide cashless payment
transportation used for going home, and in toll services through BNITapCash. Furthermore, BNI
roads, rest areas and tourist attractions. continues to expand into various new merchants,
including those in the Food and Beverage (F&B) and
entertainment sectors.
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16.BI-FAST
BI-Fast is Bank Indonesia’s payment system infrastructure to facilitate retail payments that can be
accessed at any time. BNI as a SOE has been a BI-Fast participant since it was first launched in 2021.
BNI as one of the state-owned banks has become a participant to support the creation of an integrated,
interoperable and interconnected digital ecosystem.
To improve services, in 2024 new features were added in the BI-Fast transaction system, including:
a. BI FAST API development: carried out to facilitate interbank transfer services using the BI FAST scheme
based to standards issued by Bank Indonesia (SNAP API).
b. Direct Debit: A feature designed to make it easier for customers to pay monthly bills with autodebit, bill
payments can be made inclusively between banks so that it is simpler and can be done automatically
via the BI-Fast platform.
c. RFP (Request for Payment): A feature that allows customers to easily make requests to transfer
funds to other customers. This smoother process is expected to reduce difficulties in daily financial
transactions.
d. Bulk Credit Transfer: This feature allows corporate customers to use BNIdirect to make transfers to
several account destinations simultaneously.
Benefits of these innovations include:
a. Fast: More efficient transactions allowing time savings.
b. Easy: Intuitive user interface making it easy to carry out transactions.
c. Cheap: Competitive transaction fees for all payment types.
d. Safe: Latest security features to protect customer data and funds.
e. Reliable: A stable and reliable system for all financial transactions.
BI FAST Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of Transactions (million) 556.6 361.9 194.7 53.8
Transaction Volume (IDR-billion) 1,497,075.3 975,821.3 521,254.0 53.4
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During 2024, total BI-Fast transactions increased a. Merchant Presented Mode (MPM), where
by 54% with an increase in the total nominal QR customers at BNI Merchants can transact
transactions reaching 53% compared to the using all application providers connected to
previous year. Thus showing an increasing the QRIS network.
adoption and trust of customers in fast and b. Customer Presented Mode (CPM), where BNI
efficient payment systems. The significant Mobile Banking customers can make QRIS
increase in BI-Fast services usage is in line transactions at all QRIS network merchants
with efforts to improve systems and services by simply scanning the QR code generated by
for customers. The strategy to increase BI-FAST the BNI Mobile Banking application.
transactions includes improving technological
infrastructure, and increasing security features. To increase QRIS transactions, BNI has
collaborated with strategic partners such as
17. BNI Merchant Business Government institutions, such as Ministry
BNI’s Merchant Business services consists of of Finance and BPJS Employment), fintech,
Electronic Data Capture (EDC), Quick Response educational ecosystems, hospitals, markets, and
Code Indonesian Standard (QRIS) and Online others.
Merchant transactions (Acquiring Online) as
part of increasing the digitalization of financial In terms of products, BNI is also innovating with
transactions, especially retail transactions. One of new products including QRISTUNTAS (Transfer,
BNI’s strategies to develop its merchant business Withdraw and Cash Deposit), which allows
is acquisitions at hype locations in Indonesia, users to transfer funds between QRIS users
and excellent after sales service. via BNI Mobile Banking, as well as make cash
withdrawals and cash deposits at ATM and CRM,
The BNI EDC network serves payment BNI Agen46 and Partners. In addition, to facilitate
transactions using payment instruments in the international transactions via QR, BNI will launch
form of cards (debit, credit and prepaid cards) a QR Cross Border product to make it easier for
and QRIS.The BNI merchant network has wide BNI customers to carry out QRIS-based payment
acceptance, and is a collaboration between BNI transactions in countries such as Thailand,
and global principals such as VISA, MasterCard, Malaysia, Singapore (following countries such as
JCB, American Express (AMEX), China UnionPay, Japan, Vietnam, Brunei Darussalam, India, China
and the National Standard, called the Nusantara and South Korea).
Payment Gateway (GPN).
BNI also supports merchant convenience through
In addition, BNI offers superior services such as the BNI Merchant application that offers several
payments via BNI QRIS using the National QR superior features such as same-day merchant
code standard. With QRIS, BNI Merchants can payments, digital merchant registration,
receive payments from the BNI Mobile Banking transaction notifications in real time transaction
application or from other payment service reports, and biometric login capabilities.
providers (other bank applications, e-wallet
applications such as Gojek, DANA, etc.). There are As well as EDC and QRIS, BNI also has Online
2 types of QRIS payments used at BNI, namely: Acquiring products, services provided to e-commerce
merchants or online merchants. Through online
acquiring, customers can carry out different types of
transactions such as purchasing goods and services
online and other services.
QRIS Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of Transactions (million) 145.4 60.5 84.9 140.3
Transaction Volume (IDR-billion) 21,224.5 6,947.9 14,276.6 205.5
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BNI saw a rapid growth in QRIS transactions in line with the increase in digital payment transactions. Up to
December 2024, QRIS transactions grew by 140.3% (YoY), and transaction volume grew by 205.5% (YoY), to
reach IDR21,224.5 billion. BNI will continue to expand the network and cooperation in using QRIS through
BNI Mobile Banking and QRIS merchant acceptance.
Merchant Business Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Number of Transactions (million) 459.0 270.0 189.0 70.0
Transaction Volume (IDR-billion) 113,205.9 87,000.0 26,205.9 30.1
In 2024, BNI recorded transaction growth of 70% (YoY) and Transaction Volume growth of 30.1% (YoY). This
was achieved with strategic partnerships with principal networks such as VISA, MasterCard, JCB, American
Express (AMEX), China UnionPay, and the National Standard called Nusantara Payment Gateway (GPN), as
well as by expanding the merchant network and excellent after sales services from BNI to support improving
merchant business performance.
18.Source of funds credit card in BNI Mobile Banking
Customers can carry out BNI credit card transactions on BNI Mobile Banking using the QRIS feature & bill
payment feature that provides convenience & a better customer experience in carrying out transactions
and paying bills using credit card funding sources.
19.BNI DigiCS & DigiCS Lite
BNI DigiCS & DigiCS Lite are self-service machines that replace the need for Customer Service (CS)
officers. With BNI DigiCS & DigiCS Lite, customers can carry out CS activities independently (self-service).
The features include account opening, changing cards, unblocking debit cards, activating e-channels,
resetting pins, purchasing and topping up Tapcash, and printing account movements/history.
With the DigiCS & DigiCS Lite services, CS officers in branches can focus on CS advisory and sales
activities. This service also reduces customer waiting time. Activities can be carried out quickly, easily
and safely thanks to user friendly technology.
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The Digital Banking products and services for Consumers performance can be seen below.
E-Banking Users Composition*)
2024 2023 Increase (Decrease)
Composition Composition Nominal Percentage
Total (users) Total (users)
(%) (%) (user) (%)
BNI Mobile Banking
18.13 47 16.28 52 1.86 11.4
(million)
wondr by BNI (million) 5.30 14 - - - -
SMS Banking (million) 12.71 32.2 12.70 41 0.01 0.1
Internet Banking (million) 2.24 5.7 2.22 7 0.02 0.9
Total 38.38 100 31.19 100 7.19 23
*) Data is presented based on the number of registered users in each product, not taking into account the possibility of customers registered as
multi-product users.
E-Banking Users Composition
(%)
5.7%
7.1%
40.7% 32.2%
Mobile Banking and
wondr by BNI
2023 52.2%
2024 60.1%
SMS Banking
Internet Banking
By the end of 2024, for Digital Banking users, BNI mobile banking was the customers’ first choice for
transactions, showing that the programs and developments carried out by BNI are having a positive impact.
This was carried out by BNI to support Government programs and the Company’s internal initiatives to
support economic growth in Indonesia in the digital financial sector.
DIGITAL BANKING PRODUCTS AND SERVICES FOR CORPORATIONS
BNIdirect
BNIdirect is an electronic channel provided by BNI for non-individual customers to carry out financial
transaction activities from customer accounts at BNI more quickly, easily and safely. BNIdirect supports
optimal business financial management through the following excellent features:
a. 360 view Financial Dashboard
This feature provides full visibility of the customer's financial condition, including cash flow, loans,
deposits, and other financial information in real-time. The Financial Dashboard allows the customers to
monitor in a one integrated view cash flow trends, loan information, deposits, and foreign exchange rates
in. The comprehensive information supports fast and accurate data-based strategic decision-making,
which is key element of a business success.
b. Single Access to All Solutions
BNIdirect provides easy access through a single sign-on system, which allows customers to manage
various services, such as Cash Management, Supply Chain, Trade, Receivables, and others, on one
platform. With this system, customers do not need to remember many credentials to access services,
allowing them to increase productivity and efficiency in managing financial transactions.
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c. Easy Onboarding Process b. Payment Management
The onboarding process at BNIdirect is This service facilitates various types of
designed to make it easier for customers to start payments, including mass payments, payroll,
services without getting caught up in complex and tax payments, with high efficiency and
administrative procedures. Now, customers can timeliness. With the support of international
easily open Giro and Business Savings accounts connectivity, customers can also make
through this platform, ensuring fast access to the payments in various currencies in an
financial solutions needed to support business integrated manner, increasing flexibility in
operations. global transactions.
d. Security with Multi-Factor Authentication c. Liquidity Management
Security is BNIdirect's top priority. Through the This feature optimizes cash flow management
implementation of multi-factor authentication, through strategic solutions such as:
this platform ensures that only authorized parties • Cash Pooling: a Merging account balances
can access transactions, providing additional to maximize the use of company liquidity.
protection that is essential in the digital era. This • Range Balance & Target Balance:
approach gives a sense of security for customers Management of account balances to
in carrying out financial activities online. ensure operational adequacy.
• Notional Pooling: Cross-currency
1. BNIdirect Cash management without physically moving
BNIdirect Cash is designed to provide convenience funds, providing greater flexibility in
and efficiency in transactions through managing finances.
comprehensive features, such as collection d. Online Open Account
management, payment management, liquidity Customers can open Giro and Deposit
management, foreign exchange transactions, accounts online through a real-time process,
online trading, and supply chain management. providing convenience and time efficiency.
Transaction security is guaranteed through a This solution is designed to support easy
hard token-based authorization system (BNI access to services without the complex
e-Secure) or soft token (mobile token) combined administrative procedures.
with flexible user authority settings according to e. Information Management
customer needs. This feature gives comprehensive access to
financial information, including:
This platform can be accessed via the web or • Account Balance and Bank Statement:
mobile application, providing convenience for Ensure full visibility of financial conditions.
highly mobile customers. In addition, BNIdirect • Exchange Rates and Interest Rates: Current
also provides multilingual services, including information to support strategic decision
Indonesian, English, and Mandarin, to support making.
various customer needs. A special responsive • Financial Statements: Reports that can be
team has been prepared to give assistance at downloaded or sent via e-mail for in-depth
every stage of the transaction, both before (pre- financial analysis.
transaction) and after (post-transaction) the
process takes place. Going forward, BNI will remain to presenting
new, more comprehensive and relevant
a. Collection Management solutions, which should support increasingly
BNIdirect Cash supports efficient fund complex business needs in the future.
collection through the Autodebit service,
which enables automation of fund
withdrawals, as well as Virtual Account,
which provides unique identification for
each transaction. This feature is designed
to facilitate real-time fund reconciliation,
supporting smooth business operations.
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2. BNIdirect Supply Chain 4. BNIdirect API
BNIdirect Supply Chain is a solution for BNIdirect API provides a digital solution for
Corporations (Anchors) and Corporate Partners corporate customers to integrate directly with BNI
(Supplier/Buyer) in making electronic invoice banking services easily and safely. Through this
financing transactions through the Supply service, customers or companies can integrate
Chain Financing (SCF) mechanism. This platform various financial transaction features directly
offers guaranteed security through a certified into their internal systems, allowing banking
system and the application of authorization transactions to be carried out directly through
matrix approval for each transaction. In addition, the company's platform. Currently, BNIdirect
BNIdirect Supply Chain provides convenience API has 280 of its services in this approved by
for customers in monitoring transactions in real- the Financial Services Authority (OJK) and has
time, including the use of monitoring features, implemented the National Payment API Standard
data storage, and provision of electronic reports. (SNAP), which is an innovation standard to
improve the security and reliability of payment
SCF transaction services available through systems in Indonesia.
BNIdirect Supply Chain include:
• Supplier Financing: Financing to Corporate BNI API services cover various transaction
Partners (Supplier) for bills/receivables to functions, such as disbursement, collection,
Corporations that can be paid faster with a payment, account information, and digital
discount. account opening. In addition, this API also
• Distributor Financing: Financing to Corporate supports non-financial features, such as the Know
Partners (Distributors/Buyers) to settle debts Your Customer (KYC) process and other account
to Corporations with an extension of the tenor management. This support allows customers to
by the Bank and fees/interest charged upon accelerate business processes while increasing
settlement. operational efficiency.
• Receivable Financing: Financing to
Corporations (sellers) for accounts receivable/ Through BNIdirect API, BNI partners will get step-
unpaid bills. by-step guidance, from registration to application
• Payable Financing: Financing facility to testing in a sandbox environment. This portal
Corporations (buyers) to pay off debts to is also equipped with comprehensive technical
Corporate Partners (Supplier) before the due specifications, a designated page for reviewing
date. sample errors, and tracking documentation
changes, providing a seamless integration
3. BNIdirect Trade experience for partners.
As part of BNI's digital innovation, BNIdirect
Trade presents the GB Online service designed to BNI supports Customer businesses both
support the efficiency and effectiveness of bank domestically and overseas through API One Gate
guarantee management for customers. With Payment (OGP), Lender Fund Account (RDL),
various superior features such as e-Application Virtual Account (VA), and various other API
for online submission, e-Tracking to monitor services according to Customer business needs.
issuance status in real-time, e-Reporting to This is reflected in the increase 0f 58.11% in the
present reports of bank guarantees issued and volume of BNIdirect API transactions in 2024
received, and e-Checking which allows verification from the previous year.
of the validity of documents through a digital
platform, GB Online provides convenience and BNIdirect for SME Clients
security in every transaction. In addition, the BNI
m-BG Checking feature strengthens this service As a form of BNI's commitment to supporting
with document validation through a mobile digital transformation in the micro, small, and
application using a QR Code, thus ensuring medium enterprises (MSMEs) sector, various
flexibility and reliability of services anywhere new capabilities will soon be introduced through
and anytime. Throughout 2024, this service has BNIdirect specifically for MSMEs. This platform is
made a significant contribution in supporting designed to facilitate MSME players in monitoring
the growth of BNI's digital transactions while cash flow in real-time, manage liquidity better, meet
strengthening BNI's position as a trusted partner other transaction needs, and present a fresher and
in corporate banking solutions.
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more modern appearance. This capability should This convenience is supported by advanced security
provide a more personal experience and facilitate features designed to ensure that every transaction
transactions for customers. is protected. The security system includes the use
of M-PIN, hard token (BNI e-Secure), and soft token
In supporting MSMEs to go global, BNIdirect comes (mobile token) as transaction authorization tools.
with excellent features, such as fast international This combination of technologies not only provides
transfers, multi-currency management in one maximum protection, but also ensures that the
account, and integration with various other digital transaction process remains efficient and easy to
financial solutions. use.
The core value offered by BNI for MSME customers With this innovation, BNIdirect Mobile supports
is: "Simplify Transaction, Personalized, and a faster, safer, and more convenient business
Comprehensive Financial Report." experience, in line with customer needs in the
1. Simplify Transaction dynamic digital era.
BNIdirect allows MSME customers to run a more
efficient daily transaction managements and skip • BNIdirect Mobile Advantages
the normally complicated process. This platform a. Accessed via Android and iOS based devices.
simplifies payment and receipt transactions, b. Display based on layer size.
either through bank transfers, digital payments, c. No need to carry tokens.
or other payment systems, with better speed and d. Layered security.
security. e. Auto update BNIdirect Mobile feature (no
2. Personalized need to reinstall).
This service allows MSMEs to categorize and • BNIdirect Mobile Security
mark transactions by type, such as expenses a. Transaction authentication uses M-PIN
for raw materials, salary payments, or other and OTP sent to the User’s mobile number
operational costs. This feature helps MSMEs registered with BNIdirect.
monitor frequent transactions and pay special b. Access to sensitive menus requires M-PIN.
attention to areas that require more detailed c. Data communication between the Device and
management. the App server is AES 256 encrypted.
3. Comprehensive Financial Report d. Web Application Firewall (WAF) verification
MSMEs are given the convenience of compiling • Terms and Conditions for Becoming a BNIdirect
integrated financial reports, thus supporting faster Mobile User Customer
and more accurate business decision making. a. Already registered on the web version of the
This feature facilitates business planning, credit BNIDirect application.
applications, and financial analysis. Customers b. New customers can use the BNIdirect/
can also monitor their financial position in real- BNIDirect Mobile Registration Application
time, including cash balances, receivables, and by adding the BNIdirect Mobile feature and
liabilities, which helps manage finances more including the mobile/HP number for each
effectively, drive business growth, and increase user.
competitiveness. c. Existing customers can use the BNIdirect/
BNIdirect Mobile Maintenance Application to
BNIdirect Mobile add BNIdirect Mobile features and mobile/HP
number for each user
BNIdirect Mobile a complement to the website
version of BNIdirect to facilitate customers making
transactions via a smartphone. This application is
available for Android and iOS operating systems,
providing flexibility of access for customers with
high mobility. With BNIdirect Mobile, customers
can perform transactions instantly and practically,
as well as monitor transaction activities in real-time
anytime and anywhere.
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Landing Page BNIdirect BNIdirect Mobile
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BNIdirect Performance
Increase (Decrease)
2024 2023 Percentage
Nominal
(%)
Transaction Volume (IDR-trillion) 7,931 6,433 1,498 23.3
Number of users 172,670 151,207 21,463 14.2
The 14.19% growth in the number of BNIdirect users in 2024 resulted in an increase of 23.3% its transaction
volume. This reflects the high adoption and trust of customers in digital solutions offered by BNI to support
efficiency and productivity in financial management.
BNI Xpora
In line with the development of Xpora as an export-oriented MSME ecosystem, BNI supports increasing
the potential of Indonesian MSMEs as they develop their businesses towards MSME Go Productive, Go
Digital, & Go Global while serving as a service center for Indonesian diaspora operating overseas. Related
to Go Digital, the BNI Xpora portal, whose electronic address is www.xpora.bni.co.id, offers a range of
recommendations for financial solutions and digital solutions in a comprehensive and integrated manner
through appropriate business development depending on the level of experience of entrepreneurs through
Business Level Checks, provides access to business insights through learning videos that can be followed
through training and inspiration modules, brings export opportunities to the international market through
Market Expansion (Business Matching) with the diaspora or global buyers, provides digital tools to support
business activities through SME Tools, and offers various other services.
As of December 31, 2024, the BNI Xpora program has encouraged 43,089 MSME actors to reach the global
market. From the Xpora service, the value of BNI's export credit distribution for MSMEs in 2024 reached IDR
33.61 trillion, and grew by 8.46% from the previous year.
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BNI DPLK Sure
BNI DPLK SURE is an application to support the Trade Finance Overseas
BNI DPLK business, and provides convenience and One of BNI’s flagship businesses which is currently
solutions for managing retirement planning for still being developed is Trade Finance to support
BNI DPLK customers. The BNI DPLK SURE services BNI’s mission, namely Strengthening International
consist of account opening, deposits, claims, balance Services to Support the Needs of Global Business
information, and fund management according to Partners. To achieve this, BNI continues to improve
the investment package chosen by the customer. the performance of its Trade Finance application. To
BNI DPLK SURE is also connected to BNI Mobile adopt the SWIFT Changes in 2023, which impacted
Banking, BNI ATM, and BNI Direct so that customers trade transaction processing, in 2024 BNI upgraded
can make transactions anytime and anywhere. The the Trade Finance (TiPlus) application in overseas
BNI DPLK Investment Package consists of various branches (KCLN) Singapore and Hong Kong. The
products, including Deposits, Bonds, Mutual Funds, SWIFT format update was also one of BNI’s efforts to
Sharia Mutual Funds, and others. fulfill compliance aspects with the latest regulations.
As well as the main services for customers, there are Contribution of Digital Banking to BNI’s
other modules in DPLK SURE, such as reconciliation, Financial Performance
integration, daily accrual modules, reporting The variety of digital banking products and services
modules to regulators and operational monitoring, developed by BNI not only strengthens BNI’s image
which strengthen the reliability of DPLK SURE, while as one of the largest banks in Indonesia, but also
still meeting the requirements of regulators. has a positive impact on BNI’s overall financial
performance. In the form of increasing the Current
Since 2021, DPLK BNI has become a market leader in Account Saving Account (CASA) and obtaining Fee
the pension fund management industry in Indonesia Based Income.
since 2001. As of December 31, 2024, DPLK BNI’s
AUM (Asset Under Management) reached ID33.3 BNI's total CASA in December 2024 reached
trillion for a total of more than 900 thousand IDR563.3 trillion. This achievement is also supported
corporate and individual customers. by BNI's success in increasing digital capabilities
which were able to increase customer engagement
and transaction experience.
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The following is the contribution of digital banking products and services developed by BNI to achieving Fee
Based Income:
2024 2023 Increase (Decrease)
Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
ATM & e-channel 1,549 61.5 1,466 69.6 83 5.7
Payment Point Online 383 15.2 311 14.8 72 23.1
Banking (PPOB) & Bill
Payment
Wholesale Digital 587 23.3 321 15.3 266 82.9
Transaction Platform
Total 2,519 100.0 2,098 100.0 421 20.1
In 2024, total Fee Based Income from digital services reached IDR2.5 trillion. Fees from ATMs & e-channels
decreased, influenced by the implementation of the national payment system (BI Fast) which has lower
transaction rates. Currently, more than 90% of interbank transfer transactions carried out by BNI customers
have been carried out via BI Fast. This is a form of BNI’s support for the government’s program in integrating
the national payment system.
Fees from PPOB & Bill Payment in 2024 increased by 23.1% compared to last year. Meanwhile, fees from
the Wholesale Digital Transactional Platform increased by 82.9% compared to 2023, reflected in the value of
transactions through BNIdirect which increased 23.3% Year on Year.
It indicates the success of BNI’s strategy in increasing digital transactions by customers so that BNI digital
services, especially Mobile Banking in the Retail Segment and BNIdirect in the Business Banking Segment,
have also been used for transactions other than sending money.
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Comprehensive
Financial Review
PRESENTATION AND COMPLIANCE WITH ACCOUNTING STANDARDS APPLICABLE IN
INDONESIA
The following discussion of the financial performance review is taken from the Consolidated Financial
Statements of PT Bank Negara Indonesia (Persero) Tbk and Subsidiaries prepared by Bank management in
accordance with Indonesian Financial Accounting Standards. BNI's Consolidated Financial Statements as
of the date and for the years ended December 31, 2024, 2023, and 2022 have been audited by KAP Rintis,
Jumadi, Rianto & Partner (formerly KAP Tanudiredja, Wibisana, Rintis & Partner and a member firm of the
PricewaterhouseCoopers network) with the partner in charge being Jimmy Pangestu, S.E., CPA (2023 and
2022: Drs. M. Jusuf Wibisana, M.Ec., CPA), an independent auditor, based on Audit Standards established
by the Indonesian Institute of Public Accountants, with opinions without modification, as stated in their
respective reports dated January 22, 2025, January 25, 2024, and January 20, 2023. Since the consolidated
financial information above is taken from the Audited Consolidated Financial Statements, thus the information
is not a complete presentation of the Audited Consolidated Financial Statements. The presentation of values
for the accounts described in this report represents the net value after deducting allowances for impairment
losses, unless otherwise stated.
The audited Annual Financial Report is released in less than 60 days from the end of the financial year, on
January 22, 2025. [ACGS (B) C.1.1]
FINANCIAL PERFORMANCE ANALYSIS
Consolidated Statements of Financial Position
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Assets 1,129,806 1,086,664 1,029,837 43,142 4.0 56,827 5.5
Liabilities 962,619 931,931 889,639 30,688 3.3 42,292 4.8
Equity 167,187 154,733 140,198 12,454 8.1 14,535 10.4
ASSETS
In 2024, total assets reached IDR1,130 trillion, On the other hand, the other largest contribution
grew by IDR43.1 trillion or 4.0% compared to the from productive assets was Government Bonds,
achievement in 2023. BNI's Total Asset growth was which amounted to 11.7% of Total Assets, which
driven by Financial and Non-Financial Assets. increased by 3.9% from IDR127.1 trillion in 2023 to
IDR132.1 trillion in 2024.
Financial Assets in 2024 reached IDR1,076 trillion, up
3.9% on an annual basis, mainly derived from the Meanwhile, Non-Financial Assets grew by 6.3% to
growth of Loans Distributed that contributed 68.7% IDR53.8 trillion in 2024. The largest contributor was
to Total Assets in 2024 from 64.0% in the previous Fixed Assets and Right of Use Assets (Net) of IDR30.4
year. This reflects BNI's main business as a lender. trillion, which grew 9.5% on an annualized basis.
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Total Assets
(IDR billion)
1,129,806
1,086,664
1,029,837
2022 2023 2024
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Financial Assets
Cash 13,710 11,207 13,448 2,503 22.3 (2,241) (16.7)
Current accounts
with Bank 51,669 65,256 82,922 (13,587) (20.8) (17,666) (21.3)
Indonesia
Current accounts
with other banks 22,074 35,023 15,922 (12,949) (37.0) 19,101 120.0
- Net
Placements with
other banks and
17,076 43,794 51,569 (26,718) (61.0) (7,775) (15.1)
Bank Indonesia
- Net
Marketable
48,534 37,165 28,556 11,369 30.6 8,609 30.1
securities - Net
Securities
purchased under
7,972 13,951 16,631 (5,979) (42.9) (2,680) (16.1)
agreements to
resell - Net
Bills and other
13,243 18,999 20,729 (5,756) (30.3) (1,730) (8.3)
receivables - Net
Acceptance
15,926 17,091 18,912 (1,165) (6.8) (1,821) (9.6)
Receivables - Net
Derivative
1,793 996 685 797 80.0 311 45.4
Receivables
Loans disbursed 775,872 695,085 646,188 80,787 11.6 48,897 7.6
CKPN Loans
(38,685) (47,158) (50,334) 8,473 (18.0) 3,176 (6.3)
disbursed
Government
132,069 127,099 121,291 4,970 3.9 5,808 4.8
Bonds - Net
Equity
637 564 609 73 12.9 (45) (7.4)
Investments - Net
Other Assets- Net 14,107 16,972 13,856 (2,865) (16.9) 3,116 22.5
Total Financial
1,075,997 1,036,044 980,984 39,953 3.9 55,060 5.6
Assets
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Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Non Financial Assets
Prepaid Taxes 19 643 644 (624) (97.0) (1) (0.2)
Prepaid
2,941 2,743 3,244 198 7.2 (501) (15.4)
Expenses
Investments in
12,748 11,284 10,049 1,464 13.0 1,235 12.3
Associates
Fixed Assets -
30,408 27,765 26,549 2,643 9.5 1,216 4.6
Net
Intangible
743 744 753 (1) (0.1) (9) (1.2)
assets
Deferred Tax
6,950 7,441 7,614 (491) (6.6) (173) (2.3)
Assets - Net
Total Non-
53,809 50,620 48,853 3,189 6.3 1,767 3.6
Financial Assets
Total Assets 1,129,806 1,086,664 1,029,837 43,142 4.0 56,827 5.5
Cash
In 2024, BNI recorded cash of IDR13.7 trillion, an increase of 22.3% compared to the position in 2023 of
IDR11.2 trillion. There was an increase in cash in Rupiah of 21.4% to IDR2.2 trillion in 2024. Cash in foreign
currencies experienced an increase and was dominated by USD. The portion of cash in Rupiah remained
dominant at 92.0% of BNI's total cash.
Current accounts with Bank Indonesia
BNI and its Subsidiaries are required to keep Minimum Statutory Reserve (MSR) in Rupiah for their activities
as commercial and sharia banks, as well as an MSR in foreign currency for their activities when conducting
foreign currency transactions.
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Rupiah 43,717 84,6 57,795 88,6 76,037 91,7 (14,078) (24.4) (18,242) (24.0)
US Dollar 7,952 15,4 7,461 11,4 6,885 8,3 491 6.6 576 8.4
Total 51,669 100,0 65,256 100,0 82,922 100,0 (13,587) (20.8) (17,666) (21.3)
In 2024, BNI recorded Current Accounts with Bank Indonesia (Bl) of IDR51.7 trillion, a decrease of 20.8%
compared to IDR65.3 trillion in the previous year. This decrease corresponds to Bank Indonesia’s incentive
of relaxed obligation to fulfill the reserve requirement in rupiah to banks that channel credit or financing to
certain priority sectors selected by Bank Indonesia.
2024 2023 2022
Minimum Statutory Reserves (GWM)
(%) (%) (%)
GWM - Rupiah 6.5 9.5 11.9
GWM - Foreign Currencies 4.0 4.0 4.0
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BNI's primary MSR ratio for Rupiah was 6.5% as of December 31, 2024, and 9.5% as of December 31, 2023,
whereas for foreign currency, they were 4.0% and 4.0%, respectively. The decrease in primary MSR was due
to BNI receiving incentives this year in the form of a 2.6% relaxation of the statutory reserves in Rupiah from
Bank Indonesia, as stated in its macroprudential liquidity policy. By utilizing this incentive, banks obtain
additional liquidity which can be optimized to increase lending to the public and is reflected in BNI's credit
growth in 2024 growing at a healthy 11.6% on an annual basis with an LDR ratio of 96.1%.
Current accounts with Other Banks
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Rupiah 192 0.9 602 1,7 385 2.4 (410) (68.1) 217 56.4
Foreign
21,882 99.1 34,421 98,3 15,537 97.6 (12,539) (36.4) 18.884 121.5
Currencies
Allowance for
impairment - - - - - - - - - - -
losses
Total – Net 22,074 100.0 35,023 100,0 15,922 100.0 (12,949) (37.0) 19.101 120.0
Current accounts with other banks in 2024 reached IDR22.1 trillion with current collectibility delining by 37.0%
IDR35.0 trillion in 2023. The decrease was mainly in forex-denominated Current Accounts with Other Banks
that reached IDR12.5 trillion, down 36.4% compared to the previous year's position. This was influenced by
operational activities with counterparty banks in order to optimize liquidity. The contribution of this account
to Total Assets was 2.0% in 2024, an increase compared to the previous year's portion of 3.2%.
Placements with Other Banks and Bank Indonesia
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (Rp-billion) (%)
Deposit
10,125 59.3 39,429 90.0 49,389 95.8 (29,304) (74.3) (9.960) (20.2)
Facility
Call money 3,142 18.4 1,364 3.1 911 1.8 1.778 130.4 453 49.7
Time
3,809 22.3 2,963 6.8 1,269 2.5 846 28.6 1.694 133.5
Deposits
Negotiable
Certificate - - 38 0.1 - - (38) (100) 38 100.0
Deposits
Allowance for
impairment - - - - - - - - - - -
losses
Total - Net 17,076 100.0 43,794 100.0 51,569 100.0 (26.718) (61.0) (7.775) (15.1)
Placements with other banks and Bank Indonesia were recorded at IDR17.1 trillion, or a decrease of 61.0%
from the previous year. This decrease was due to BNI's focus on increasing productive assets that have
higher yields, such as loans. The annual interest rate for this account in Rupiah was 0.0-7.0% and 0.0-7.3%,
respectively, while for foreign currency (USD), it was 2.0-5.2% and 0.0%-5.7% for 2024 and 2023.
Securities
Securities are one of the alternative fund placements carried out by BNI, other than loans. In addition to
earning interest income from investing in these securities, BNI also earns non-interest income from sales
transactions and mark to market on these securities. As of December 31, 2024, the Bank recorded total
securities of IDR48.5 trillion, an increase of 30.6% compared to the previous year's achievement of IDR37.2
trillion. The composition of securities owned by BNI is as follows:
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Securities by Type
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Securities Nominal Nominal
Total Composition Total Composition Total Composition Percentage Percentage
(IDR- (IDR-
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (%) (%)
billion) billion)
Mutual funds 37,368 77.0 24,199 64.7 19,350 67.2 13,169 (10.2) 4,849 25.1
Bonds 6,782 14.0 7,348 19.6 7,021 24.4 (566) (7.7) 327 4.7
Subordinated
352 0.7 607 1.6 604 2.1 (255) (42.0) 3 0.5
Bonds
Bank
Indonesia - - - - 78 0.3 - - (78) (100.0)
Certificates
Bank
Indonesia
Rupiah 18,496 5.9 3,700 9.9 - - (851) 399.9 3,700 100.0
Certificates
(SRBI)
Bank
Indonesia
Foreign
- - 76 0.2 - - (76) (100.0) 76 100.0
Currency
Certificates
(SVBI)
Other
1,183 2.4 1,478 4.0 1,750 6.1 (295) (19.9) (272) (15.5)
Securities
Allowance for
impairment (0,3) (0.0) (243) (247) 243 (99.9) 4 (1.6)
losses
Total - Net 48,534 100.0 37,165 100.0 28,556 100.0 11,369 30.6 8,609 30.1
Securities by Type and Classification of Financial Assets
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Securities Nominal Nominal
Total Composition Total Composition Total Composition Percentage Percentage
(IDR- (IDR-
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (%) (%)
billion) billion)
Fair Value through Profit and Loss Statements
Mutual Funds 18,496 38.1 4,745 12.7 5,425 18.8 (1,860) (39.2) (680) (12.5)
Bank Indonesia
Rupiah
2,855 5.9 2,549 6.8 - - 15,947 625.6 2,549 100.0
Certificates
(SRBI)
Bank Indonesia
Foreign
Currency - - (76) (100.0)
Certificates 76 0.2 - - 76 100.0
(SVBI)
Bonds 1,297 2.7 642 1.7 3 - 655 102.0 639 21.300.0
Subordinated
122 0.3 269 0.7 6 - (147) (54.6) 263 4.383.0
Bonds
Other
1,159 2.4 1 0.0 1,742 6.0 1,158 115.800.3 (1,741) (99.9)
Securities
Total Fair
Value Through
23,959 49.4 8,282 22.1 7,176 24.9 15,678 189.3 1,106 15.4
Profit and Loss
Statement
Fair Value through Other Comprehensive Income
SBI - - - - 78 0.3 - - (78) (100.0)
Mutual Funds 18,836 38.8 19,454 52.0 13,926 48.3 (618) (3.2) 5,528 39.7
Other Bonds 5,121 10.6 6,101 16.3 6,303 21.9 (980) (16.1) (202) (3.2)
Subordinated
231 0.5 338 0.9 597 2.1 (107) (31.7) (259) (43.4)
Bonds
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Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Securities Nominal Nominal
Total Composition Total Composition Total Composition Percentage Percentage
(IDR- (IDR-
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (%) (%)
billion) billion)
Bank Indonesia
Rupiah
- - 1,151 3.1 - - (1,151) (100.0) 1,151 100.0
Certificates
(SRBI)
Other
- - 1,477 3.9 - - (1,477) (100.0) 1,477 100.0
Securities
Asset Backed
- - - - - - - - - -
Securities
Total Fair Value
through Other
24,188 49.8 28,521 76.2 20,904 72.6 (4,333) (15.2) 7,617 36.4
Comprehensive
Income
Amortized Acquisition Cost
Other Bonds 364 0.7 605 1.6 716 2.5 (241) (39.8) (111) (15.5)
Other
23 0.0 - - 7 - 23 100.0 (7) (100.0)
Securities
Total Amortized
Acquisition 387 0.8 605 1.6 723 2.5 (218) (36.0) (118) (16.3)
Cost
Allowance for
Impairment (0,3) (243) (247) 243 (99.9) 4 (1.6)
Losses
Total - Net 48,534 100.0 37,165 100.0 28,556 100.0 11,369 30.6 8,609 30.1
In 2024, the growth in securities owned by BNI was 30.6% or IDR11.4 trillion. This increase was mainly
contributed by an increase in securities with type of instrument newly issued by Bank Indonesia in 2024,
namely Bank Indonesia Rupiah Securities (SRBI) resulting in a total portfolio of IDR18.5 trillion.
Increase (Decrease) Increase (Decrease)
Securities 2024 2023 2022
2023-2024 2022-2023
Based on
Issuer Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Corporate 27,993 57.7 30,646 81.9 25,352 88.0 (2,653) (8.7) 5,294 20.9
Banks 2,045 4.2 2,986 8.0 3,373 11.7 (941) (31.5) (387) (11.5)
Bank
18,496 38.1 3,776 10.1 78 0.3 14,720 389.8 3,698 4.741.0
Indonesia
Sub Total 48,535 100.0 37,408 100.0 28,803 100.0 11,126 29.7 8,605 29.9
Allowance
for
(1,0) (243) (247) 243 (99.9) 4 (1.6)
Impairment
Losses
Total - Net 48,534 37,165 28,556 11,369 30.6 8,609 30.1
Looking at the composition of the issuers of these securities, securities issued by corporations had the
largest portion reaching 57.7% or IDR28.0 trillion in 2024, a decrease of IDR30.6 trillion (gross) compared to
the previous year.
Viewed from collectability perspective, most of BNI’s securities were in the current category with portions
of 99.3% and 98.6% for the period ending December 31, 2024 and 2023, respectively. Management assesses
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that the amount of allowance for impairment losses rate swaps, and spot transactions for financing,
on securities owned by the Bank is adequate. trading, and hedging. The instruments used by BNI
are classified based on the type of risk related to
Securities Purchased under Agreements to exchange rates, interest rates, or both. Based on
Resell the exchange rate, derivative receivables are in the
As of December 31, 2024, Securities Purchased under form of buy/sell forward contracts, buy/sell foreign
Agreements to Resell amounted to IDR8.0 trillion, currency swaps, buy/sell foreign currency spots,
with the current classification decreasing by 42.9% and buy/sell foreign currency options. Instruments
compared to IDR14.0 trillion last year. The biggest related to interest rates are swaps on interest rates,
decline was with Bank Indonesia counterparties, while instruments related to exchange rates and
where the decline in Reverse Repo amounted to interest rates are foreign currency swaps and US
IDR12.5 trillion. The contractual interest rates for Dollar interest rates.
Securities Purchased under Agreements to Resell as
of December 31, 2024, and December 31, 2023, were Cumulatively, BNI derivative receivables amounted
6.5%-6.8% and 6.0%-6.7%, respectively. to IDR1.8 trillion in 2024, an increase of 80.0% from
the achievement in 2023 of IDR1 trillion. Of the
Export Bills and Other Receivables total derivative receivables, foreign currency swap
In 2024, BNI recorded export bills and other instruments in US Dollars recorded the largest
receivables worth IDR13.2 trillion, a decrease of nominal value of USD1.5 billion in 2024 from USD1.3
30.3% from IDR19.0 trillion in 2023.This decrease was billion in 2023. All derivative receivables as of
mainly due to a decline in export bills transactions in December 31, 2024, were classified as current.
foreign exchange of IDR2.8 trillion, or 21.7%, where
the total export bills transactions in 2024 reached Loans Disbursed
IDR10 trillion, from IDR12.7 trillion in the previous Loans disbursed are BNI's main business, with a
year. Export bills and other receivables in Rupiah contribution of 68.7% to Total Assets in 2024 and
made up a dominant portion of the BNI export bills 64.0% in 2023. Based on the type of credit, BNI
and other receivables composition, with portions of provides loans in the form of working capital loans,
74.8% and 65.9% for 2024 and 2023, respectively. investment loans, consumer loans, syndicated
Export bills and other receivables are in the form of loans, employee loans, and government program
Domestic Documented Certificates (SKBDN), export loans.
bills, open account financing, and supply chain
financing. BNI's loans disbursed reached IDR775.9 trillion,
growing 11.6% compared to the previous year of
Acceptance Receivables IDR695.1 trillion. The growth in loans provided was
Based on the beneficiary, BNI acceptance receivables driven by Consumer Loans, which increased by
are divided into non-bank and bank debtors. In 2024, 17.1%, or IDR21.1 trillion, where the current position
BNI acceptance receivables reached IDR15.9 trillion, was IDR144.5 trillion and the position in 2023 was
a decrease of 6.8% compared to IDR17.1 trillion IDR109.4 trillion. BNI loans are provided in Rupiah
the previous period. This decrease was mainly and foreign currency. Loans in Rupiah still have the
influenced by a decrease in acceptance receivables largest portion, namely 78.8% (2024) and 80.9%
from customers in foreign exchange from non- (2023). Meanwhile, loans in foreign currency are
bank debtors of IDR1.6 trillion (gross) in 2024. By dominated by US Dollars with a contribution of
Financial Service Authority (OJK) Rule Collectibility, 20.4% and 18.6% to total loans in 2024 and 2023,
all Acceptance Receivables are classified as current, respectively.
with a provision for impairment losses that have
been established in accordance with applicable As of December 31, 2024, the prime lending rate was
regulations. Management believes that the amount recorded at 8.8% for the corporate segment, 9.0%
of allowance for impairment losses established is for the retail segment, 10.0%-11.9% for the MSME
adequate. segment, 9.3% for home ownership loans (KPR),
and 10.7% for consumer loans apart from KPR.
Derivative Receivables
In conducting business, BNI transacts in derivative
financial instruments such as foreign currency
futures contracts, foreign currency swaps, interest
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Total Loans Disbursed Working capital loans made up the largest portion of
(IDR billion)
BNI's loans portfolio (gross) at 51.5% and 50.8% in
695,085 775,872
646,188 2024 and 2023, respectively. Cumulatively, the loan
portfolio was well diversified with contributions
from other types, with a relatively large portion
being investment loans (17%); consumer loans
(18.6%); and syndicated loans (12.5%) in 2024.
The composition of loans based on loan type is as
follows:
2022 2023 2024
Increase (Decrease) Increase (Decrease)
2024 2023 2022
Loans by 2023-2024 2022-2023
Type Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Working
399.771 51,5 352.886 50,8 350.624 54,3 46.885 13,8 2.262 0,7
Capital
Investment 131.623 17,0 117.616 16,9 133.840 20,7 14.007 11,9 (16.224) (12,1)
Consumer 144.460 18,6 123.317 17,7 109.424 16,9 21.143 17,1 13.893 12,7
Employee 2.894 0,4 3.635 0,5 4.151 0,6 (741) (20,4) (516) (12,4)
Syndicated 97.121 12,5 97.600 14,0 48.079 7,4 (479) (0,5) 49.521 103,0
Government
3 0,0 31 0,0 70 0,0 (28) (91,5) (39) (55,7)
Programs
Total - Gross 775.872 100,0 695.085 100,0 646.188 100,0 80.787 11,6 48.897 7,6
Allowance
for
(38.685) (47.158) (50.334) 8.474 (18) 3.176 (6,3)
Impairment
Losses
Total - Net 737.187 647.927 595.854 89.261 13,8 52.073 8,7
Regarding syndicated loans, BNI's participation in syndicated loans with other banks amounted to IDR97.1
trillion and IDR97.6 trillion as of December 31, 2024 and 2023, respectively. Syndicated loans are loans
provided to debtors based on joint financing agreements with other banks. The percentage of BNI's share in
syndicated loans, where BNI acts as the syndication leader, is 5.0%-100.0% in 2024 and 5.0%-100.0% in 2023.
Employee loans are loans given to BNI employees with an interest rate of 0%-5% per year intended for
home purchases and other purposes with a term ranging from 1 year to 20 years. Loan principal and
interest payments are paid through monthly salary deductions. The Government Credit Program consists
of Food Security Credit (KKP) Two Steps Loan (TSL), Cattle Breeding Business Credit (KUPS), and Plantation
Revitalization which can be partially and/or fully funded by the Government.
Increase (Decrease) Increase (Decrease)
2024 2023 2022
Loans by 2023-2024 2022-2023
Type Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Corporate 365,945 47.2 317,592 45.7 255,639 39.6 48,353 15.2 61,963 24.2
Rupiah 287,996 37.1 252,995 36.4 207,969 32.2 35,001 13.8 45,026 21.7
Foreign
77,949 10.0 64,597 9.3 47,670 7.4 13,352 20.7 16,927 35.5
Currency
Middle 100,422 12.9 102,460 14.7 112,462 17.4 (2,038) (19.9) (10,002) (8.9)
Rupiah 89,175 11.5 91,224 13.1 99,092 15.3 (2,049) (2.2) (7,868) (7.9)
Foreign
11,247 1.4 11,236 1.6 13,370 2.1 11 0.1 (2,134) (16.0)
Currency
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Increase (Decrease) Increase (Decrease)
2024 2023 2022
Loans by 2023-2024 2022-2023
Type Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Small 75,752 9.8 84,892 12.2 97,210 15.0 (9,140) (10.8) (12,318) (12.7)
Rupiah 75,747 9.8 84,876 12.2 97,115 15.0 (9,129) (10.8) (12,239) (12.6)
Foreign
5 0.0 16 0.0 95 0.0 (11) (68.8) (79) (83.2)
Currency
Consumer 142,492 18.4 124,487 17.9 109,602 17.0 18,005 14.5 14,885 13.6
Rupiah 142,469 18.4 124,463 17.9 109,577 17.0 18,006 14.5 14,886 13.6
Foreign
23 0.0 24 0.0 25 0.0 (1) (4.2) (1) (4.0)
Currency
Overseas 75,014 9.7 56,611 8.1 67,405 10.4 18,043 32.5 (10,794) (16.0)
Rupiah - - - - - - - - - -
Foreign
75,014 9.7 56,611 8.1 67,405 10.4 18,043 32.5 (10,794) (16.0)
Currency
Subsidiaries 16,247 2.1 9,043 1.3 3,870 0.6 7,204 79.7 5,173 133.7
Rupiah 16,197 2.1 9,033 1.3 3,834 0.6 7,165 79.3 5,199 135.6
Foreign
50 0.0 10 0.0 36 0.0 40 400.0 (27) (73.0)
Currency
Total Loans 775,872 100.0 695,085 100.0 646,188 100.0 80,787 11.6 48,897 7.6
Total
611,584 78.8 562,591 80.9 517,587 80.1 48,993 8.7 45,004 8.7
Rupiah
Total
Foreign 164.288 21.2 132.494 19.1 128.601 19.9 31.794 24.0 3.893 3.0
Currency
Increase (Decrease) Increase (Decrease)
Loan by 2024 2023 2022
2023-2024 2022-2023
Economic
Sector Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Trade,
restaurants and 125,412 16.2 130,427 18.8 109,753 17.0 (5,015) (3.8) 20,674 18.8
hotels
Industry 159,581 20.6 137,662 19.8 133,896 20.7 21,919 15.9 3,766 2.8
Agriculture 48,890 6.3 56,438 8.1 57,131 8.8 (7,548) (13.4) (693) (1.2)
Business
52,323 6.7 47,189 6.8 47,153 7.3 5,134 10.9 36 0.1
services
Construction 60,442 7.8 54,444 7.8 55,865 8.6 5,998 11.0 (1,421) (2.5)
Transport,
warehousing
57,825 7.5 49,271 7.1 44,962 7.0 8,554 17.4 4,309 9.6
and
communication
Electricity, gas
31,643 4.1 21,541 3.1 22,073 3.4 10,102 46.9 (532) (2.4)
and water
Social services 40,740 5.3 14,431 2.1 23,240 3.6 26,309 182.3 (8,809) (37.9)
Mining 51,660 6.7 48,943 7.0 39,063 6.0 2,717 5.6 9,880 25.3
Others 147,356 19.0 134,739 19.4 113,052 17.5 12,617 9.4 21,687 19.2
Sub Total 775,872 100.0 695,085 100.0 646,188 100.0 80,787 11.6 48,897 7.6
Allowance for
Impairment (38,685) (47,158) (50,334) (8,473) (18.0) 3,176 (6.3)
Losses
Total - Net 737,187 647,927 595,854 89,260 13.8 52,073 8.7
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From the economic sector perception, loans disbursed by BNI are well diversified; therefore, they are not
exposed to the risk of loan concentration in certain economic sectors. The three economic sectors that
have the highest contribution to loans disbursed in 2024 are the industrial or manufacturing sector with
a share of 20.6%; trade, restaurants, and hotels (16.2%); and agriculture (6.3%). In the previous year, the
portion of loans distribution for the three sectors remained relatively unchanged at 19.8%; 18.8%; and 7.8%,
respectively.
Loans Increase (Decrease) Increase (Decrease)
2024 2023 2022
Disbursed 2023-2024 2022-2023
by Overseas Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
Offices (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
BNI Tokyo 7,524 10.0 6,510 11.5 7,659 11.4 1,014 15.6 (1,149) (15.0)
BNI Hong
18,967 25.3 8,618 15.2 9,281 13.8 10,349 120.1 (663) (7.1)
Kong
BNI Singapore 18,215 24.3 18,900 33.4 17,278 25.6 (685) (3.6) 1,622 9.4
BNI New York 14,039 18.7 12,621 22.3 17,467 25.9 1,418 11.2 (4,846) (27.7)
BNI London 13,137 17.5 7,531 13.3 13,161 19.5 5,606 74.4 (5,630) (42.8)
BNI Seoul 3,132 4.2 2,431 4.3 2,559 3.8 701 28.8 (128) (5.0)
Total 75,014 100.0 56,611 100.0 67,405 100.0 18,403 32.5 (10,794) (16.0)
Based on disbursement by Overseas Branches (KLN), loans at BNI Overseas Branches increased by IDR18.4
trillion, or 32.5%, compared to the previous year. The increase in loans disbursement by Overseas Branches
was dominated by BNI Hong Kong and BNI England, respectively amounting to IDR10.3 trillion and IDR5.6
trillion, or increased by 120.1% and 74.4% compared to the previous year.
BNI Tokyo BNI Hong Kong BNI Singapore
(IDR billion) (IDR billion) (IDR billion)
8,228 9,281 18,967 18,900 18,215
7,659 8,618 17,278
6,510
2022 2023 2024 2022 2023 2024 2022 2023 2024
BNI New York BNI London BNI Seoul
(IDR billion) (IDR billion) (IDR billion)
17,467 14,039 13,161 13,137 2,559 3,161
2,431
12,621
7,531
2022 2023 2024 2022 2023 2024 2022 2023 2024
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Increase (Decrease) Increase (Decrease)
2024 2023 2022
Loan 2023-2024 2022-2023
Collectibility Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Current 731,053 94.2 646,349 93.0 605,232 93.7 84,704 13.1 41,117 6.8
Special
29,566 3.8 33,901 4.9 22,795 3.5 (4,335) (12.8) 11,106 48.7
Mention
Substandard 3,838 0.5 2,954 0.4 3,123 0.5 884 30 (169) (5.4)
Doubtful 2,138 0.3 2,822 0.4 1,471 0.2 (684) (24.2) 1,351 91.8
Loss 9,277 1.2 9,059 1.3 13,567 2.1 218 2.4 (4,508) (33.2)
Sub Total 775,872 100.0 695,085 100.0 646,188 100.0 80,787 11.6 48,897 7.6
Allowance
for
(38,685) (47,158) (50,334) 8,473 (18.0) 3,176 (6.3)
Impairment
Losses
Total - Net 737,187 647,927 595,854 89,260 13.8 52,073 8.7
In terms of Bank Indonesia collectibility in accordance prioritizes debtors who go bankrupt and have legal
with OJK Regulations, the collectibility of loans problems, where maximum efforts have been made.
disbursed by BNI was mostly in the current category, When compared with the total loans provided by the
with a portion of 94.2% and 93.0% for 2024 and Bank Only, the loan assets write-off ratio is relatively
2023, respectively. The gross non-performing loan low at around 2.4%. In 2024, the recovery of written-
ratio (before deducting allowance for impairment off loans amounted to IDR6.0 trillion with a recovery
losses) for BNI and Subsidiaries as of December 31, rate of 32.2%, a decrease compared to 35.9% in 2023.
2024, and 2023 was 2.0% and 2.1%, respectively. BNI
Consolidated’s net non-performing loan ratio for the Government Bonds
same periods reached 0.7% and 0.6%. Government Bonds are financial instruments that
fall under low-risk criteria but offer competitive
Write-off of Loan Assets and Recovery – Bank interest rates. On the other hand, these instruments
Only assist the Government in managing the APBN (State
In 2024, BNI wrote off loan assets amounting to Budget).
IDR18.7 trillion, higher than in 2023 of IDR14.3
trillion. In its implementation, BNI Management
Increase (Decrease) Increase (Decrease)
2024 2023 2022
Loan 2023-2024 2022-2023
Collectibility Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Fair value
through profit 3.957 3,0 4.188 3,3 1.775 1,5 (231) (5,5) 2.413 135,9
or loss
Fair Value
through Other
90.905 68,8 86.549 68,1 82.328 67,9 4.356 5,0 4.221 5,1
Comprehensive
Income
Amortized
37.210 28,2 36.363 28,6 37.189 30,6 847 2,3 (826) (2,2)
Expenses
Total 132.072 100,0 127.100 100,0 121.292 100,0 4.972 3,9 5.808 4,8
Fixed interest
131.972 99,9 127.001 99,9 121.192 99,9 4.971 3,9 5.809 4,8
rate
Floating interest
100 0,1 99 0,1 100 0,1 1 1,0 (1) (1,0)
rate
Total 132.072 100,0 127.100 100,0 121.292 100,0 4.972 3,9 5.808 4,8
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Government Bonds are financial instruments that For fixed interest rates, the market price of
fall under low-risk criteria but offer competitive Government Bonds ranges between 81.0% and
interest rates. On the other hand, these instruments 129.3% and between 73.9% and 132.3% on December
help the government fund the APBN (State Budget). 31, 2024 and 2023, respectively. Meanwhile, the
As of December 31, 2024, BNI recorded Government market price of Government Bonds with floating
Bonds amounting to IDR132.1 trillion, or an increase interest rates was 100.0% and 100.0% on December
of 3.9% compared to the same position in 2023. BNI’s 31, 2024 and 2023.
Government Bonds are denominated in Rupiah and
foreign currency. Government Bonds denominated In the Government Bond financial instruments, there
in Rupiah reached IDR99.2 trillion, or an increase are Government Bonds from the recapitalization
of 4.1% in 2024, compared to IDR95.3 trillion the program; the amount of recapitalization bonds on
previous year. Meanwhile, Government Bonds in December 31, 2024, and December 31, 2023, was
foreign currencies amounted to IDR32.8 trillion and IDR100 billion each.
IDR31.8 trillion in 2024 and 2023, respectively. The
contribution of this account to BNI's total assets in The contract interest rate for Government Bonds
2024 and 2023 was 11.7% and 11.7%, respectively. in 2024 for fixed interest rates was 4.9%-12.0% in
Rupiah, 0.5-7.8% in US Dollars, and 0.5%-1.3% in
Using the type of Government Bond interest rates, Singapore Dollars. Meanwhile, the contract interest
Government Bond transactions with fixed interest rate for fixed interest rates in the previous year for
rates delivered a dominant portion of 99.9% in 2024 the three types of currencies was 3.9%-12.0%, 0.5%-
and 2023. Whereas for floating interest rate bonds, 7.8%, and 0.5%-1.3%. On the other hand, the annual
the portion of Government Bond transactions was floating interest rate for Government Bonds in 2024
0.1% and 0.1% in 2024 and 2023. was 6.0%, up from 4.5% in the previous year.
Prepaid Taxes and Prepaid Expenses
BNI posted prepaid taxes and expenses for the period ending December 31, 2024, amounting to IDR19
billion and IDR2.9 trillion, respectively. In the previous year, the two accounts reached IDR0.6 trillion and
IDR2.7 trillion, respectively.
Equity Investments and Investments in Associates
2024 2023 2022
(%) (%) (%)
PT Bursa Efek Indonesia 1.2 1.2 1.2
PT Kustodian Sentral Efek Indonesia 2.5 2.5 2.5
PT Pemeringkat Efek Indonesia 0.1 0.2 0.6
PT Bank Mizuho Indonesia 1 1.0 1.0
PT Bank SMBC Indonesia Tbk 0.1 0.2 0.2
PT PANN Pembiayaan Maritim - 48.4 48.4
PT Fintek Karya Nusantara 9.8 9.8 9.3
PT Penyelesaian Transaksi Elektronik Nasional (PTEN) 17.5 17.5 17. 5
PT Bank Syariah Indonesia Tbk 23.2 23.2 23.2
In 2024, BNI's net equity investments and investments in associates reached IDR13.4 trillion, higher than
the position in 2023 of IDR11.8 trillion due to additional participation and recognition of the profit portion of
PT Bank Syariah Indonesia Tbk in 2024.
Other Assets
BNI's net Other Assets reached IDR14.1 trillion in 2024, a decrease of 16.9% compared to 2023's position
of IDR17.0 trillion due to a decrease in several accounts, including receivables from transactions related to
ATMs and credit cards and BI's Export Proceeds Foreign Exchange (DHE).
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Fixed Assets
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account (IDR- (IDR- (IDR-
billion) billion) billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Land 17,169 16,364 16,023 805 4.7 341 2.1
Building 9,970 9,246 8,724 724 7.3 522 6.0
Office Equipment
16,300 15,187 13,958 1,113 6.8 1,229 8.8
and Motor Vehicles
Total Acquisition
43,439 40,797 38,705 2,642 6.1 2,092 5.4
Cost
Assets in
2,267 1,239 707 1,028 45.3 532 75.2
Settlement
Right-of-Use Assets 3,110 2,652 2,343 458 14.7 309 13.2
Total Acquisition
48,816 44,688 41,755 4,128 8.5 2,933 7.0
Cost
Accumulated Depreciation
Land 3,877 3,366 2,814 511 15.2 552 19.6
Office Equipment
13,175 12,317 11,345 858 7.0 972 8.6
and Motor Vehicles
Right-of-Use Assets 1,356 1,240 1,047 116 9.4 193 18.4
Total Accumulated
18,408 16,923 15,206 1,485 8.8 1,717 11.3
Depreciation
Net Book Value 30,408 27,765 26,549 2,643 9.5 1,216 4.6
In 2024, BNI posted net fixed assets of IDR30.4 LIABILITIES
trillion, an increase of 9.5% from IDR27.8 trillion
in 2023. None of BNI's fixed assets were pledged. In 2024, BNI's Liabilities grew by 3.3% to IDR963
The right-of-use assets as of December 31, 2024, trillion, mainly due to an increase in deposits from
amounted to IDR1.7 trillion (net). In addition, other banks, securities sold under agreements to
management believes that there was no impairment repurchase, securities issued, and borrowings.
in the value of fixed assets owned by BNI during BNI's Third Party Funds (DPK) decreased by 0.6% to
the year, as management believes that the carrying IDR805.5 trillion in line with a decrease in Current
value of fixed assets does not exceed the estimated Account Saving Account (CASA) of IDR14.2 trillion
value that can be recovered. The contribution of to IDR563.3 trillion, or a decrease of 2.5% from the
fixed assets (net) to BNI's total assets in 2024 and previous year.
2023 was 2.7% and 2.6%, respectively.
Total Liabilities
(IDR billion)
In 2024, the Bank has revaluated its fixed assets for
land and buildings, in accordance with the provisions 962,619
931,931
of the Decree of the Chairman of Bapepam (Capital
Market and Financial Institution Supervisory 889,639
Agency) No. KEP-347/BL/2012 dated June 25, 2012
concerning the Presentation and Disclosure in
Financial Report of Issuer or Public Company, point
27.e, by considering the book value of fixed assets
(land and buildings).
Deferred Tax Assets - Net
In 2024, BNI's Net Deferred Tax Assets amounted
to IDR6.9 trillion. This achievement was lower than 2022 2023 2024
the previous year's position of IDR7.4 trillion, which
was influenced by the provision of provisions for
impairment losses on earning assets – other than
loans.
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Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Financial Liabilities
Obligations due
5,515 5,295 4,686 220 4.2% 609 13.0%
immediately
Deposits from
805,511 810,730 769,269 (5,219) -0.6% 41,461 5.4%
customers
Deposits from
18,548 11,894 15,245 6,654 55.9% (3,351) -22.0%
other banks
Derivative
1,479 810 775 669 82.6% 35 4.5%
payables
Securities sold
under agreements 15,891 6,891 2,885 9,000 130.6% 4,006 138.9%
to repurchase
Acceptance
4,229 5,748 5,301 (1,519) -26.4% 447 8.4%
payables
Accrued expenses 1,529 1,664 1,441 (135) -8.1% 223 15.5%
Other liabilities 26,564 26,125 21,130 439 1.7% 4,995 23.6%
Debt Securities 12,975 4,893 4,897 8,082 165.2% (4) -0.1%
Borrowings 42,931 30,950 35,654 11,981 38.7% (4,704) -13.2%
Subordinated
17,699 16,929 17,213 770 4.5% (284) -1.6%
Securities
Total Financial
952,871 921,929 878,496 30,942 3.4% 43,433 4.9%
Liabilities
Non-Financial Liabilities
Taxes payable 318 823 1,551 (505) -61.4% (728) -46.9%
Employee benefits 7,147 7,006 6,880 141 2.0% 126 1.8%
Provisions 2,283 2,173 2,712 110 5.1% (539) -19.9%
Total Non-Financial
9,748 10,002 11,143 (254) -2.5% (1,141) -10.2%
Liabilities
Total Liabilities 962,619 931,931 889,639 30,688 3.3% 42,292 4.8%
Financial Liabilities in 2024 increased by Rp30.9 Deposits from Customers
trillion or 3.4% from the previous year, which was In 2024, BNI recorded total Third Party Funds (TPF)
dominated by an increase of IDR12 trillion or 38.7% of IDR805.5 trillion amidst tight liquidity conditions
in Loans received, of Rp9.0 trillion or 130.6% in in the banking industry. BNI's TPF portfolio was well
Securities sold under agreements to repurchase, diversified with a composition of Current Account
and of IDR6.7 trillion or 55.9% in Deposits from other Savings Accounts (CASA) of 69.9% or IDR563.3
banks from the previous month. trillion, while Time Deposits were 30.1% or IDR242.2
trillion in 2024.
Non-Financial Liabilities in 2024 decreased by
IDR254 billion or 2.5% from the previous year, which This TPF achievement was mainly driven by savings,
was dominated by a decrease of IDR505 billion or which were able to grow 11.0% compared to the
61.4%.in Tax Payables. previous year's achievement, for the amount of
IDR257.4 trillion in 2024. Therefore, CASA Ratio could
Obligations Due Immediately be maintained at 69.9% or IDR563.3 trillion. This
BNI's Obligations due Immediately increased by increase in savings was in line with BNI's strategy
IDR220 billion or 4.2% to IDR5.5 trillion compared to to focus more on low-cost funding by increasing the
the previous position of IDR5.3 trillion. The increase capabilities of customer digital services through the
was in line with an increase in temporary deposit launch of wondr by BNI on July 5, 2024.
transactions not yet settled of IDR543.2 billion and
Trust Funds of IDR1.1 trillion compared to 2023. Third Party Funds in the form of Deposits increased
However, there was a decrease in BNI's obligation by IDR9.6 trillion, or 4.1%, from the previous year to
as issuer bank (ATM) in 2024 of IDR1.8 trillion. IDR242.2 trillion in 2024.
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From the currency side, BNI's Third Party Funds in Rupiah were 0.00%-7.50%; 0.00%-6.90% (US Dollar);
Rupiah had a dominant portion of 79.6% and 78.2% 0.00%-1.75% (Singapore Dollar); 0.00%-0.10%
in 2024 and 2023, in line with loan disbursement, (European Euro) and 0.01% (Japanese Yen).
which was also dominated in Rupiah. However, the
portion of Third Party Funds in foreign currency was Total Customers Deposits
(IDR billion)
20.4% and 21.8% in 2024 and 2023, respectively.Third
Party Funds in foreign currency reached IDR164.0 810,730 805,511
769,269
trillion, with Third Party Funds in US Dollars having
the dominant portion of IDR151.2 trillion in 2024 and
IDR165.8 trillion in 2023.
In 2024, the interest rate and annual profit sharing
for Third Party Funds in Rupiah were 0.00%-8.10%;
0.0%-6.25% (US Dollar); 0.00%-2.25% (Singapore
Dollar); 0.00%-0.10% (European Euro) and 0.00%-
0.07% (Japanese Yen). While in the previous year,
the interest rate and annual profit sharing for DPK in 2022 2023 2024
Increase (Decrease) Increase (Decrease)
2024 2023 2022
Deposits 2023-2024 2022-2023
by Type Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Current Accounts 305,734 37.9 345.496 42,6 314.625 40.9 (39,762) (11.5) 30,871 9.8
Rupiah 192,231 23.8 203.157 25,1 211.972 27.6 (10,926) (5.4) (8,815) (4.2)
Foreign Currency 113,503 14.1 142.339 17,6 102.653 13.3 (28,836) (20.3) 39,686 38.7
Savings 257,544 32.0 231.982 28,6 242.695 31.5 25,562 11.0 (10,713) (4.4)
Rupiah 247,370 30.7 222.513 27,4 230.379 29.9 24,857 11.2 (7,866) (3.4)
Foreign Currency 10,174 1.3 9.469 1,2 12.316 1.6 705 7.4 (2,847) (23.1)
Total Current
accounts and 563,278 69.9 577.478 71,2 557.320 72.4 (14,200) (2.5) 20,158 3.6
Savings accounts
Time deposits 242,233 30.1 232.664 28,7 208.798 27.1 9,569 4.1 23,866 11.4
Rupiah 201,908 25.1 208.275 25,7 185.146 24.1 (6,367) (3.1) 23,129 12.5
Foreign Currency 40,325 5.0 24.389 3,0 23.652 3.1 15,936 65.3 737 3.1
Negotiable
Certificate of
0 0 588 0,1 3.151 0.4 (588) (100.0) (2,563) (81.3)
Deposit (NCD)
issued
Rupiah 0 0 0 0 1.920 0.2 0 0 (1,920) (100.0)
Foreign Currency 0 0 588 0,1 1.231 0.2 (588) (100.0) (643) (52.2)
Total Deposits
805,511 100.0 810.730 100,0 769.269 100.0 (5,219) (0.6) 41,461 5.4
from Customers
Rupiah 641,509 79.6 633.945 78,2 629.417 81.8 7,564 1.2 4,529 0.7
Foreign Currency 164,002 20.4 176.785 21,8 139.852 18.2 (12,783) (7.2) 36,932 26.4
Composition of Customer Deposits
Percentage (%)
37.9
2024 32.0
30.1
42.6
2023 28.6
28.7
40.9
2022 31.5
27.1
Current accounts Savings Deposits
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Deposits from Other Banks
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Current
3,725 20.1 4,376 36.8 4,206 27.6 (651) (14.9) 170 4.0
accounts
Time
832 4.5 804 6.8 903 5.9 28 3.5 (99) (11.0)
Deposits
Other
926 5.0 1,080 9.1 1,173 7.7 (154) (14.3) (93) (7.9)
Deposits
Interbank
Money 12,294 66.3 5,118 43.0 8,175 53.6 7,176 140.2 (3,057) (37.4)
Market
Negotiable
Certificate
771 4.2 516 4.3 788 5.2 255 49.4 (272) (34.5)
of Deposit
(NCD)
Total 18,548 100.0 11,894 100.0 15,245 100.0 6,654 55.9 (3,351) (22.0)
BNI's Deposits from Other Banks reached IDR18.5 trillion, an increase of 55.9% in 2024, compared to the
position in 2023 of IDR11.9 trillion. The increase was due to the Interbank Money Market (PUAB) instruments
of IDR12.3 trillion, an increase of IDR7.2 trillion, or 140.2%, compared to the position in 2023 of IDR5.1 trillion.
The interest rate and annual profit sharing for deposits from other banks in Rupiah in 2024 were 0.00%-
6.90% (Rupiah); 0.00%-5.14% (US Dollar); 0.00%-0.77% (Japanese Yen); and 0.00%-3.28% (Singapore Dollar).
For 2023, the interest rate and annual profit sharing for this account from the four currencies were 0.00%-
6.70% (Rupiah); 0.00%-6.05% (US Dollar); 0.00%-0.45% (Japanese Yen); and 0.00%-4.20% (Singapore Dollar).
Derivative Payables
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(Rp-billion) (Rp-billion) (Rp-billion) Nominal Percentage Nominal Percentage
(Rp-billion) (%) (Rp-billion) (%)
Related parties 155 136 118 19 14.0 18 15.3
Third parties 1,324 674 657 650 96.4 17 2.6
Total 1,479 810 775 669 82.6 35 4.5
In order to run its business, BNI carries out derivative financial instruments such as foreign currency forward
contracts, foreign currency swaps, interest rate swaps, and spot transactions to finance, trade, and hedge.
BNI's derivative payables increased by IDR669 billion, or 82.6%, to IDR1.5 trillion from the previous year of
IDR810 billion. The increase in derivative payables came specifically from derivative payables to third parties
of 96.4% or IDR650 billion.
Securities Sold under Agreements to Repurchase
In 2024, BNI recorded securities sold under agreements to repurchase increased by IDR9.0 trillion or 130.6%
from IDR6.9 trillion in 2023 to IDR15.9 trillion. The annual interest rate for securities sold under agreements
to repurchase was 5.50%-8.38% (Rupiah) and 1.85%-4.75% (US Dollar) for 2024.
Acceptance Payables
In 2024, BNI recorded a decrease in acceptance payables of IDR1.5 trillion or 26.4% from IDR5.7 trillion in
2023 to IDR4.2 trillion. This decrease was due to acceptance receivables to third parties from the previous
year of IDR4.7 trillion to IDR3.3 trillion in 2024.
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Accrued Expenses
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Issuer Bank Liabilities 245 461 308 (216) (46.9) 153 49.7
Office Expenses 413 467 474 (54) (11.6) (7) (1.5)
Technology and
Telecommunication 615 559 510 56 10.0 49 9.6
Expenses
Loyalty Expenses 49 50 48 (1) (2.0) 2 4.2
Promotion Expenses 5 5 6 0 0.0 (1) (16.7)
Others 202 122 95 80 65.6 27 28.4
Total 1,529 1,664 1,441 (135) (8.1) 223 15.5
In 2024, BNI's accrued expenses reached IDR1.5 trillion, a decrease of 8.1% compared to the position in 2023
of IDR1.7 trillion. The decrease in accrued expenses was mainly due to BNI's obligations as the issuer bank
of IDR245 billion.
Taxes Payables
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Corporate Income
223 702 1,392 (479) (68.2) (690) (49.6)
Tax
Other Taxes 95 121 159 (26) (21.5) (38) (35.9)
Total - Net 318 823 1,551 (505) (61.4) (728) (46.9)
In 2024, BNI recorded a decrease in taxes payables of 61.4% from IDR823 billion in 2023 to IDR318 billion.
This decrease was in line with the decrease in corporate income tax debt from IDR702 billion in 2023 to
IDR223 billion in 2024, a decrease of 68.2% or down IDR479 billion from the previous year.
Employee Benefits
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Short-term
3,230 2,525 3,157 705 27.9 (632) (20.0)
employee benefits
Long-term
3,917 4,481 3,723 (564) (12.6) 758 20.4
employee benefits
Total 7,147 7,006 6,880 141 2.0 126 1.8
In 2024, employee benefits reached IDR7.1 trillion, an increase of 2.0% compared to IDR7.0 trillion in 2023.
BNI posted an increase in short-term employee benefits of IDR3.2 trillion, up 27.9% from IDR2.5 trillion in
2023. Long-term employee benefits, especially for the defined benefit pension programs, decreased by
IDR564 billion or 12.6%, dominated by defined benefit pension programs, decreased by IDR756 billion.
Allowances
BNI's allowance account consists of estimated losses on commitments and contingencies as well as
provisions for legal cases and others. In 2024, BNI recorded a provision of IDR2.3 trillion, an increase
compared to the previous year's position of IDR2.2 trillion. This increase in provisions was due to estimated
losses on commitments and contingencies of IDR2.3 trillion from the previous IDR2.2 trillion. This was due
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to the establishment of provisions for off balance sheet accounts as an impact of the implementation of
PSAK 109 in 2020. Meanwhile, reserves for legal and other cases increased by IDR2.1 billion compared to
the previous position.
Other Liabilities
In 2024, other liabilities increased by 1.7% to IDR26.6 trillion from IDR26.1 trillion in 2023. The increase was
driven by Liabilities to policyholders increasing by IDR1.4 trillion. However, there was a decrease in Term
Deposits of Foreign Exchange from Export Proceeds (TD DHE) by IDR1.6 trillion compared to 2023.
Securities Issued
Increase (Decrease) Increase (Decrease)
By 2024 2023 2022 2023-2024 2022-2023
Relationship (IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Related parties 1,892 1,764 1,785 128 7.3 (21) (1.2)
Third parties 11,083 3,129 3,112 7,954 254.2 17 0.5
Total 12,975 4,893 4,897 8,082 165.2 (4) (0.1)
On April 5, 2024, BNI issued USD-denominated Senior Bonds, BNI Global Bond 2024 with a nominal value of
USD500,000,000 (full amount) with a tenor of 5 years. As of December 31, 2024, BNI Global Bond 2024 had
a net value of IDR8.0 trillion after deducting the unamortized issuance fee of IDR1.5 trillion.
Borrowings
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Borrowings by Type
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Two step loans 49 52 56 (3) (5.8) (4) (7.1)
Liquidity loans
for members
1 1 1 - 0.0 - -
of primary
cooperatives
Bilateral loans 35,115 21,856 28,916 13,259 60.7 (7,060) (24.4)
Bankers
4,171 7,768 6,066 (3,597) (46.3) 1,702 28.1
acceptance
Others 3,595 1,273 615 2,322 182.4 658 107.0
Total 42,931 30,950 35,654 11,981 38.7 (4,704) (13.2)
BNI’s loans consist of various loans, namely two-step loans, liquidity loans for members of primary
cooperatives, bilateral loans, bankers acceptances, and other loans. Total loans received for the period
ended December 31, 2024, amounted to IDR42.9 trillion, or increased by 38.7% from the same period in the
previous year, which reached IDR30.9 trillion. This increase was dominated by bilateral loans of 60.7% to
IDR35.1 trillion in 2024 from IDR21.9 trillion in the previous year.
Subordinated Securities
Increase (Decrease) Increase (Decrease)
By 2024 2023 2022 2023-2024 2022-2023
Relationship (IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Subordinated MTN - - 100 - - (100) (100)
BNI Tier 2 8,046 7,696 7,780 350 4.5 (84) (1.1)
BNI Additional Tier 9,653 9,233 9,333 420 4.5 (100) (1.1)
Total 17,699 16,929 17,213 770 4.5 (284) (1.7)
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As of December 31, 2024, BNI Tier 2 Subordinated Notes had a net value of IDR8.0 trillion after deducting
unamortized issuance costs of IDR1.3 trillion and had obtained ratings from Moody's and Fitch with Ba2 and
BB ratings, respectively.
EQUITY
In 2024, BNI's total equity was recorded at IDR167.2 trillion, an increase of 8.0% from IDR154.7 trillion in
2023. This significant increase came from an increase in retained earnings of 10.7%, or equivalent to IDR11.4
trillion compared to the previous year as a result of BNI's profit growth.
Total Equity
(IDR billion)
167,187
154,733
140,198
2022 2023 2024
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Share capital: Issued and
9,055 9,055 9,055 - 0.0 - -
fully paid
Additional paid-in capital 17,010 17,010 17, 010 - 0.0 - -
Share-based Payment
323 260 - 63 24.2 260 100.0
Reserves
Transactions with non-
2,257 2,257 2,257 - 0.0 - -
controlling interests
Asset revaluation reserve 16,711 15,448 15,441 1,263 8.2 7 0.0
Unrealized gains (losses)
on marketable securities
and Government Bonds
(1,465) (896) (1,971) (569) 63.5 1,075 (54.5)
at fair value through other
comprehensive income,
net of tax
Differences in Foreign
Currency Translation of (97) (58) (36) (39) 67.2 (22) (62.1)
Financial Statements
Retained earnings 118,664 107,236 94,060 11,428 10.7 13,176 14.0
Non-controlling interests 4,729 4,601 4,382 128 2.8 219 5.0
Treasury Shares 0 (180) - 180 (100.0) (180) -
Total Equity 167,187 154,733 140,198 12,454 8.0 14,535 10.4
Total BNI equity in 2024 was recorded at IDR167.2 trillion, or an increase of 8.0% compared to last year, as
a result of BNI's increasing profitability compared to last year, as further explained in detail in the points
below.
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Share Capital Unrealized Net Gains/Losses in Marketable
BNI’s share capital reached IDR9.1 trillion in 2024. Securities and Government Bonds at Fair
This achievement remained the same as in 2023 of Value through Other Comprehensive Income
IDR9.1 trillion. – Net of Tax
Unrealized Net Losses from the increase in the fair
Additional Paid-in Capital value of Marketable Securities and Government
Additional paid-in capital/share premium at BNI Bonds measured at fair value through other
reached IDR17.0 trillion in 2024. This achievement comprehensive income net of taxes at BNI amounted
has not changed from 2023 of IDR17.0 trillion. to IDR1.5 trillion in 2024, an increase of IDR569 billion
from 2023, which experienced an unrealized loss of
Asset Revaluation Reserve IDR896 billion. This increase was due to the mark to
The asset revaluation reserve in 2024 was recorded market calculation of FVOCI and AC securities with
at IDR16.7 trillion, an increase of 1.3 trillion or 8.2% the decrease in the market reference rates in 2024
from 2023 of IDR15.4 billion. This was due to the compared to 2023.
realization of revaluation losses on fixed assets and
buildings carried out in 2024. Exchange Difference on Translation of Foreign
Currency Financial Statements
Share-Based Payment Reserve In 2024, BNI’s losses from exchange differences on
Referring to PSAK 102 concerning share-based translation of foreign currency financial statements
payments, banks are required to form a Share-Based reached IDR97 billion, an increase of IDR39 billion
Payment reserve according to the market price on compared to IDR58 billion in 2023.
the Grant Date. The Company has a share ownership
remuneration program for the Board of Directors, Retained Earnings
non-independent Board of Commissioners and In 2024, retained earnings reached IDR118.7 trillion,
employees whose distribution has been carried out an increase of IDR11.4 trillion, or 10.7%, compared
in 2022. However, the opening of the lock up period to IDR107.2 trillion in 2023. The increase in profit
for this distribution is carried out in stages until achievement in 2024 was supported by BNI's healthy
2025. As a result of the program and mechanism for business expansion in the low-risk segments, an
opening the lock up period which is still up to 2025, increase in fee-based income, and improvements in
the bank has set aside reserves for share-based asset quality. This increase in retained earnings has
payments of IDR323 billion in 2024. been reduced by cash dividend payments on profits
in the 2023 fiscal year of IDR10.5 trillion.
Transactions with Non-Controlling Interests
In 2024, transactions with non-controlling interests Total Retained Earnings
were recorded at IDR2.3 trillion, unchanged from (IDR billion)
2023. The value of transactions with controlling 118,664
interests is all proceeds from Sumitomo Life 107,236
after deducting transaction costs for the strategic 94,060
partnership of the acquisition of 40% of BNI Life
shares by Sumitomo Life in 2013.
2022 2023 2024
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Non-Controlling Interests
BNI’s Non-controlling interests in the consolidated net assets of subsidiaries in 2024 reached IDR4.7 trillion,
an increase of 2.8% or IDR128 billion from IDR4.6 trillion in 2023. This increase was due to an increase in
profits of BNI subsidiaries.
Treasury Shares: Reacquired Share Capital
In 2024, the Bank allocated all treasury shares as a Share Ownership Program for Bank Management and
Employees in the form of Bonus Shares.
Consolidated Statement of Profit or Loss and Other Comprehensive Income
In 2024, BNI delivered IDR21.5 trillion in profit for the current year attributable to owners of the parent entity,
growing 2.7% year on year, and IDR22.5 trillion in Comprehensive Income for the current period attributable
to owners of the parent entity, growing 4.5% year on year. The profit growth was mainly driven by an
increase of 12.6% year on year in Non-Interest Operating, including digital fee-based income as a result of
the Company's efforts to build transactional capabilities and digital services for both the Retail Segment
through wondr by BNI and the Wholesale Segment through BNIdirect.
Net Profit (Profit Attributable to Owners of the Parent Entity -
as a reference for dividend distribution)
(IDR billion)
20,909 21,464
18,312
2022 2023 2024
Statement of Profit or Loss and Other Comprehensive Income
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Interest income
66,583 61,472 54,659 5,111 8.3 6,813 12.5
and sharia income
Sharia interest
expense and (26,103) (20,196) (13,338) (5,907) 29.2 (6,858) 51.4
income
Interest income
and sharia 40,480 41,276 41,321 (796) (1.9) (45) (0.1)
income - net
Net premium
1,724 1,659 1,551 65 3.9 108 7.0
income
Other operating
22,311 19,812 18,600 2,499 12.6 1,212 6.5
income
Total operating
64,515 62,747 61,472 1,768 2.8 1,275 2.1
income
Other operating
(29,688) (27,778) (27,059) (1,910) 6.9 (719) 2.7
expenses
Establishment
of allowance for (8,211) (9,196) (11,514) 985 (10.7) 2,318 (20.1)
impairment losses
Operational profit 26,616 25,773 22,899 843 3.3 2,874 12.6
Non-net operating
(36) (133) (212) 97 (72.9) 79 (37.3)
income (expenses)
320 Transforming the Future, Empowering Indonesia
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Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Profit before tax
26,580 25,640 22,687 940 3.7 2,953 13.0
expense
Tax expense (4,911) (4,534) (4,205) (377) 8.3 (329) 7.8
Current year profit 21,669 21,106 18,482 563 2.7 2,624 14.2
Other
comprehensive
997 674 (3,826) 323 47.9 4,500 (117.6)
income, after
income tax
Total
comprehensive
22,666 21,780 14,656 886 4.1 7,124 48.6
income for the
period
Profit for the year attributable to:
Parent entity owner 21,464 20,909 18,312 555 2.7 2,597 14.2
Non-controlling
205 197 170 8 4.1 27 15.9
interests
Total comprehensive income for the period attributable to:
Parent entity owner 22,539 21,560 14,594 979 4.5 6,966 47.7
Non-controlling
127 220 62 (93) (42.3) 158 254.8
interests
Earnings per Share
Attributable to
Owners of the 576 561 983 15 2.7 (422) (42.9)
Parent Entity
(EPS) (Full Rupiah)
Interest Income and Sharia Income
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Loans
55,681 83,6 50,753 82,6 46,102 84.3 4,928 9.7 4,651 10.1
disbursed
Government
Bonds and 7,245 10,9 6,695 10,9 6,077 11.1 550 8.2 618 10.2
securities
Placements
with other
banks 2,282 3,4 2,781 4,5 1,537 2.8 (499) (17.9) 1,244 80.9
and Bank
Indonesia
Bills and
other 1,133 1,7 1,091 1,8 577 1.1 42 3.8 514 89.1
receivables
Others 242 0,4 152 0,2 366 0.7 90 59.2 (214) (58.5)
Total 66,583 100,0 61,472 100,0 54,659 100.0 5,111 8.3 6,813 12.5
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
83.6
10.9
-
2024
3.4
1.7
0.4
82.6
10.9
-
2023
4.5
1.8
0.2
84.3
11.1
-
2022
2.8
1.1
0.7
Loans disbursed Government bonds and securities Margin, profit-sharing revenue and sharia bonus
Placements with other banks and Bank Indonesia Bills and other receivables Others
BNI’s interest income was IDR66.6 trillion in 2024, an increase of 8.3% YoY. Interest income from loans still
provided the largest contribution, with 83.6% of total interest income in 2024, followed by interest income
from Government Bonds and Securities of 10.9%.
Interest Expense
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Deposits from
customers
21,276 81,6 16,458 81,5 10,726 80.4 4,818 29.3 5.732 53.4
and other
banks
Other bank
3,483 13,3 2,713 13,4 1,279 9.6 770 28.4 1.434 112.1
borrowings
Securities
1,334 5,1 1,014 5,0 979 7. 3 320 31.6 35 3.6
issued
Others 10 0 11 0,1 354 2.7 (1) (9.1) (343) (96.9)
Total 26,103 100,0 20,196 100,0 13,338 100.0 5,907 29.2 6.858 51.4
322 Transforming the Future, Empowering Indonesia
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81.5
13.3
-
2024
5.1
0
81.5
13.4
2023 -
5.0
0.1
80.4
9.6
2022 -
7.3
2.7
Deposits from customers and other banks Borrowings Mudharabah profit sharing
Securities issued Others
The composition of interest expense in 2024 Premium Income - Net
increased by IDR5.9 trillion, or 29.2%, compared to This account represents the contribution of BNI
the previous period. In addition to being dominated Life as a BNI subsidiary that contributes to BNI's
by deposits from customers and other banks, consolidated income. In 2024, BNI Life's net
which were the main sources of BNI funding with a premium reached IDR1.7 trillion, an increase of 3.9%
contribution of 81.6% in 2024 and 81.5% in 2023, the or IDR65 billion compared to IDR1.7 trillion in 2023.
increase in interest expenses was also influenced by In addition, investment income was also affected
an increase in interest expenses on borrowings of by fluctuations in market prices for securities and
IDR770 billion, or 28.4%, and interest expenses on Government Bonds, which are BNI Life's investment
securities issued of IDR320 billion, or 31.6%, from vehicles for developing its portfolio.
the previous year.
Interest Income - Net Premium Income - Net
(IDR billion)
In 2024, BNI booked interest income - net of IDR40.5
trillion, a decrease of 1.9% compared to the previous 1,659
1,724
year, due to a more aggressive increase in interest 1,551
expense of 29.2% YoY compared to an increase in
interest income of 8.3% YoY. The significant increase
in interest expense was the impact of tight liquidity,
which resulted in an upward trend in interest rates
in the market.
Interest Income and
Sharia Income – Net
(IDR billion)
41,321 41,276 2022 2023 2024
40,480
2022 2023 2024
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Other Operating Income
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Other fees and
10,249 10,120 9,738 129 1.3 382 3.9
commission
Profit for
1,523 1,328 1,083 195 14.7 245 22.6
Associated Entities
Recovery of assets
6,025 5,030 3,780 995 19.8 1,250 33.1
written off
Unrealized gains/
(losses) from
changes in the fair
value of financial 145 73 15 72 98.6 58 386.7
assets measured at
fair value through
profit or loss
Gain on sale of
financial assets
measured
at fair value
through other 1,769 1,180 1,332 589 49.9 (152) (11.4)
comprehensive
income and fair
value through
profit or loss
Foreign exchange
1,262 1,019 1,597 243 23.8 (578) (36.2)
gains - net
Others 1,338 1,061 1,055 277 26.1 6 (0.6)
Total 22,311 19,812 18,600 2,500 12.6 1,212 6.5
In 2024, BNI’s other operating income was IDR22.3 trillion, an increase of 12.6% from the position in 2023
of IDR19.8 trillion. The largest increase came from the recovery of assets written off, amounting to IDR6.0
trillion, an increase of 19.8% compared to the previous year's realization. BNI also recorded operating income
from the profits of the associated entity PT Bank Syariah Indonesia Tbk of IDR1.5 trillion, an increase of 14.7%
compared to IDR1.3 trillion in the December 2023 period. Revenue from other fees and commissions also
increased by IDR129 billion, or 1.3%, compared to the previous year's realization.
Other Operating Income
(IDR billion)
22,311
19,812
18,600
2022 2023 2024
324 Transforming the Future, Empowering Indonesia
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Other Operating Expenses
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Salaries and
Employee
13,948 47,0 12,834 46,2 12,456 46.0 1,114 8.7 378 3.0
Benefits
Expenses
General and
Administrative 9,185 30,9 9,193 33,1 8,792 32.5 (8) (0.1) 401 4.6
Expenses
Promotion
1,136 3,8 1,067 3,8 1,116 4.1 69 6.5 (49) (4.4)
Expenses
Guarantee
Savings 1,567 5,3 1,476 5,3 1,412 5.2 91 6.2 64 4.5
Premiums
Others 3,852 13,0 3,208 11,5 3,283 12.2 644 20.1 (75) (2.3)
Total 29,688 100,0 27,778 100 27,059 100.0 1,910 6.9 719 2.7
Total Other Operating Expenses Profit Before Tax Expenses
(IDR billion)
In 2024, BNI posted a profit before tax of IDR26.6
29,688 trillion, an increase of 3.7% compared to IDR25.6
27,778
27,059
trillion in 2023.
Profit Before Tax Expenses
(IDR billion)
26,580
25,640
22,687
2022 2023 2024
In 2024, other operating expenses increased by
6.9% or IDR1.9 trillion to IDR29.7 trillion from IDR27.8
trillion in 2023. This increase supported BNI's
business expansion throughout 2024. The increase 2022 2023 2024
in other operating expenses was dominated by
other expenses, which grew 20.1% year on year due Tax Expense
to the increase in BNI’s investment in digital banking BNI’s tax expense was IDR4.9 trillion in 2024, an
services through the launch of wondr by BNI and increase of 8.3% compared to IDR4.5 trillion in 2023.
New BNI Direct to increase customer transactions This increase was mainly due to an increase in profit
and is expected to be a catalyst for future business before tax of IDR940 billion from IDR25.6 trillion in
growth. 2023 to IDR26.6 trillion in 2024.
Establishment of Allowance for Impairment Other Comprehensive Income, After Income
Losses Tax
In 2024, the establishment of allowance for In 2024, BNI's other comprehensive income
impairment losses decreased by IDR985 billion or experienced a profit of IDR997 billion, from IDR674
10.7% to IDR8.2 trillion from IDR9.2 trillion in 2023. billion in 2023. This was dominated by profits from
The establishment of this allowance for impairment the revaluation of fixed assets in 2024.
losses is in line with consistent improvements in
asset quality and the impact of business acceleration
in the low-risk segments.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Total Comprehensive Profit for the Current Period
BNI's attributable profit and comprehensive income reached IDR22.7 trillion, an increase of IDR886 billion or
4.1% compared to IDR21.8 trillion in 2023.
Total Comprehensive Profit for the Current Period
(IDR billion)
22,666
21,780
14,656
2022 2023 2024
Earnings per Share Attributed to Owners of the Parent Entity
Basic earnings per share are calculated by dividing the profit for the year attributable to owners of the parent
entity by the weighted average number of ordinary shares outstanding in the relevant year.
Increase (Decrease) Increase (Decrease)
2024 2023*) 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Profit for the
current year
attributable to
21,464 20,909 18,312 555 2.7 2,597 14.2
Equity Holder of
the Parent Entity
(IDR billion)
Weighted average
number of ordinary
37,290 37,257 18,638 33 0.1 18,619 99.9
shares outstanding
(million shares)
Basic earnings per
share attributable
to Equity Holder of 576 561 983 15 2.7 (422) (42.9)
the Parent Entity
(full amount)
*) In 2023, BNI carried out a corporate action in the form of a stock split with a ratio of 1:2 which effective starting October 6, 2023. The stock split did not cause a change in
the value of share ownership by investors because the number of shares in circulation will double, followed by the share price adjusting 0.5 times the previous price.
326 Transforming the Future, Empowering Indonesia
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Practices Governance Responsibility Commitment Statements
In 2024, Earnings per Share Attributable to Owners Consolidated Statement of Cash Flows
of the Parent Entity were recorded at IDR576, an In 2024, BNI recorded a decrease in net cash flows
increase of IDR561 or 2.7% from 2023. of IDR50.8 trillion, an increase of 472.3% compared
to the decrease in net cash flows in 2023 of IDR8.9
Basic Earnings per Share trillion.The decrease in net cash flows was influenced
(IDR)
by financing activities for dividend payments
576
on current profit for the 2023 financial year and
561
investment activities for the purchase of Securities
and Government Bonds during 2024. Net cash flows
492 from Operating, Investing and Financing Activities
in 2024 were IDR63.2 trillion, IDR5.2 trillion, and
IDR17.7 trillion, respectively.
Cash and Cash Equivalents at the End of the Year
(IDR billion)
163,900
154,879
2022 2023 2024
104,075
2022 2023 2024
Consolidated Statement of Cash Flows
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Net cash provided
by operating (63,218) 10,393 19,953 (73,611) (708.3) (9,560) (47.9)
activities
Net cash used for
investment (5,270) (10,771) (32,233) (5,501) (51.1) 21,462 (66.6)
activities
Net cash from/
(used for) financing 17,718 (8,493) 2,725 26,211 (308.6) (11,218) (411.7)
activities
Net increase in
cash and cash (50,770) (8,871) (9,555) (41,899) 472.3 684 7.2
equivalents
Impact of losing
- - - - - - -
control
Net cash flow after
the impact of loss (50,770) (8,871) (9,555) (41,899) 472.3 684 7.2
of control
Exchange rate
(34) (150) 115 116 77.3 (265) (2.3)
impact
Cash and cash
equivalents at the
154,879 163,900 173,340 (9,021) (5.5) (9,440) (5.4)
beginning of the
year
Cash and cash
equivalents at the 104,075 154,879 163,900 (50,804) (32.8) (9,021) (5.5)
end of the year
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Cash Flows from Operating Activities Cash Flow from Financing Activities
BNI’s net cash used in operating activities was In 2024, net cash flows obtained for financing
IDR63.2 trillion in 2024, and provided from operating activities was recorded at IDR17.7 trillion. There are
activities was IDR10.4 trillion in 2023. The operating 2 financing activities that dominate, namely receipt
cash flow activity was influenced by deposits from from borrowings of IDR29.0 trillion and borrowings
customers of IDR5.2 trillion in 2024 while in 2023 payments of IDR16.6 trillion. In addition, there was
it was IDR41.5 trillion. In terms of the operating also proceed in securities sold under agreements
assets, the decrease in operating cash flows was to repurchase (net) of IDR8.4 trillion and receipt in
also influenced by loans of IDR36.2 trillion from the securities issued (net) of IDR8.2 trillion. On the other
previous IDR63.3 trillion in 2023 to IDR99.5 trillion hand, there was a payment of dividends of IDR10.5
in 2024. trillion.
Cash Flows from Investment Activities Cash and Cash Equivalents at the End of the
In 2024, BNI posted net cash flows from investment Period
activities of IDR5.3 trillion, dominated by the proceed In 2024, BNI posted a net decrease in cash and cash
from Government Bonds (net) of IDR1.2 trillion and equivalents deficit of IDR50.8 trillion, dominated
the purchase of Securities (net) of IDR974 billion and by cash flow from borrowings from operational
a reduction in fixed assets of IDR3.1 trillion. activities and payment of dividends from financing
activities, so that the cash and cash equivalents at
the end of 2024 were IDR104.1 trillion.
Statements of Changes in Equity
PT BANK NEGARA INDONESIA (PERSERO) Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2024 DAN 2023 FOR THE YEARS ENDED 31 DECEMBER 2024 AND 2023
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Kerugian yang
belum direalisasi
atas efek-efek
dan Obligasi
Pemerintah
yang diukur
pada nilai
wajar melalui
penghasilan
komprehensif Selisih
lain setelah kurs karena
pajak/ penjabaran
Unrealised laporan Saldo laba/Retained earnings
losses keuangan
on marketable dalam mata Dicadangkan/
Transaksi securities uang asing/ Appropriated
Modal dengan and Government Exchange
ditempatkan kepentingan Bonds at difference on Cadangan Cadangan Cadangan
dan disetor nonpengendali/ fair value translation of revaluasi umum pembayaran Total ekuitas
penuh/ Tambahan Transactions through other foreign aset/ dan wajib/ Saham berbasis saham/ pemilik entitas Kepentingan
Issued and modal disetor/ with comprehensive currency Asset General Tidak treasuri/ Share-based induk/Total nonpengendali/
Catatan/ fully paid-up Additional non-controlling income - financial revaluation and legal dicadangkan/ Treasury payment equity owners Non-controlling Total ekuitas/
Notes capital paid-in capital interest net of tax statements reserve reserves Unappropriated*) shares reserve of parent interest Total equity
Saldo pada tanggal 31 Desember 2023 9,054,807 17,010,254 2,256,999 (896,178) (58,367) 15,447,829 2,778,412 104,457,102 (179,960) 260,116 150,131,014 4,601,506 154,732,520 Balance as of 31 December 2023
Laba tahun berjalan - - - - - - - 21,882,818 - - 21,882,818 205,798 22,088,616 Profit for the year
Laba komprehensif lainnya Other comprehensive income
untuk tahun berjalan 8,13 - - - (568,881) (38,631) 1,263,566 - - - - 656,054 (78,332) 577,722 for the year
Pembagian dividen 34 - - - - - - - (10,454,738) - - (10,454,738) - (10,454,738) Distribution of dividends
Saham treasuri - - - - - - - - 179,960 - 179,960 - 179,960 Treasury shares
Penambahan cadangan pembayaran Additional of share-based
berbasis saham 43 - - - - - - - - - 62,473 62,473 - 62,473 payment reserve
Saldo pada tanggal 31 Desember 2024 9,054,807 17,010,254 2,256,999 (1,465,059) (96,998) 16,711,395 2,778,412 115,885,182 - 322,589 162,457,581 4,728,972 167,186,553 Balance as of 31 December 2024
*) Termasuk di dalam saldo laba tidak dicadangkan adalah pengukuran kembali liabilitas imbalan kerja. *) Included in unappropriated retained earnings is the remeasurement of post employment benefit.
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang The accompanying notes to the consolidated financial statements form an integral part of these
tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
Halaman - 8 - Page
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ABILITY TO OPERATE AS WELL AS ABILITY TO GENERATE PROFITS AND PERFORM
EFFICIENCIES
Difference Difference
2024 2023 2022
Description 2023-2024 2022-2023
(%) (%) (%)
(%) (%)
Asset Quality
Non Performing Loan (NPL) 2.0 2.1 2.8 (0.1) (0.7)
NPL Coverage Ratio 255.8 319.0 278.3 (63.2) 40.7
Profitability
Return on Assets (ROA) 2.5 2.6 2.5 (0.1) 0.1
Return on Equity (ROE) 15.8 16.8 16.4 (1.0) 0.4
Return on Equity (ROE) - Equity Based 14.2 15.2 14.9 (1.0) 0.3
Net Interest Margin (NIM) 4.2 4.6 4.8 (0.4) (0.2)
Efficiency
Operating Expenses to Operating Income
70.0 68.4 68.6 1.6 (0.2)
(BOPO)
Cost to Income (CIR) 44.6 42.9 42.6 1.7 0.3
Liquidity
Loan to Deposit Ratio (LDR) 96.1 85.8 84.2 10.3 1.6
Macroprudential Intermediation Ratio (RIM) 93.3 89.0 83.4 4.3 5.6
Asset Quality Ratio 2. Return on Equity (ROE)
1. Non Performing Loan (NPL) Ratio BNI's Return on Equity (ROE) - Equity Based was
BNI's NPL as of December 31, 2024 decreased recorded at 14.2%, in line with BNI's profit in
from the previous year’s 2.1% to 2.0%, while 2024 of IDR21.5 trillion.
Net NPL increased from 0.6% to 0.7%. This 3. Net Interest Margin (NIM)
achievement was due to BNI's policy of prudently BNI's Net Interest Margin (NIM) experienced
managing productive assets amidst the loan a slowdown from 4.6% in 2023 to 4.2% in 2024
expansion period, by selectively choosing loan which was due to the significant percentage
sectors that focus on Top Tier debtors and their increase in interest expenses, which was above
derivative businesses supported by management the growth in interest income.
of debtors in trouble through remedial and
restructuring schemes to support improvements Efficiency Ratio
in debtors’ financial and business conditions. All 1. Operating Expense to Operating Income Ratio
the key measures for BNI's NPL management. BNI's BOPO (Operating Expense to Operating
2. NPL Coverage Ratio Income) ratio increased to 70.0% in 2024 from
BNI's NPL Coverage Ratio as of December 31, 68.4% in 2023. This was in line with the increase
2024 was maintained at 255.8% in line with the in interest expenses due to liquidity pressures in
quality improvements made, as seen from the the market, which has an impact on the decline in
decrease in the NPL ratio. The improvement in NIM.
the NPL ratio accompanied by maintaining the 2. Cost to Income Ratio (CIR)
NPL coverage ratio proves that BNI is always Cost to Income Ratio (CIR) is a ratio that measures
conducting healthy and prudent business growth. the level of efficiency of operating expenses
incurred to obtain optimal income. BNI's CIR
Profitability Ratio increased by 1.7% from 42.9% in 2023 to 44.6%
1. Return on Assets (ROA) in 2024 in line with the increase in operating
BNI's Return on Assets (ROA) for the period of expenses in 2024, especially in digitalization
December 31, 2024 was at the level of 2.5%, in costs, due to BNI’s efforts to invest more
line with BNI's profit in 2024 which grew by 2.7%. resources to improve its digital services through
the launch of wondr by BNI and BNIdirect.
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
Liquidity Ratio
1. Loans to Deposit Ratio (LDR)
Loans to Deposit Ratio reports the ratio of loans disbursed to deposits collected by BNI. In 2024, BNI's
LDR was recorded at 96.1%, an increase of 10.3% compared to 2023 of 85.8%. LDR 2024 was 96.1% due
to BNI receiving incentives to reduce MSR by around 3%, from the original MSR of 9% to around 6%
accompanied by a reduction in the portion of special rate funds, therefore, the Cost of Fund is expected
to be more efficient.
2. Macroprudential Intermediation Ratio (RIM)
In 2024, BNI's Macroprudential Intermediation Ratio increased to 93.3% compared to 89.0% in 2023. The
RIM ratio level met the regulator's requirements of 84% -94%.
Compliance Ratio
Difference Difference
2024 2023 2022
Account 2023-2024 2022-2023
(%) (%) (%)
(%) (%)
Minimum Statutory Reserve (MSR)
MSR (Rupiah) 6.5 9.5 11.9 (3.0) (3.4)
MSR (Foreign Currencies) 4.0 4.0 4.0 - -
Net Open Position 0.9 1.7 1.6 (0.8) 0.1
BMPK Violation Percentage Nil Nil Nil - -
BMPK Exceedance Percentage Nil Nil Nil - -
1. Minimum Statutory Reserves (MSR)
BNI consistently maintained an optimal level of liquidity adequacy to its support daily operations and
fulfill Bank Indonesia's regulations through the Minimum Statutory Reserves (MSR). In 2024, BNI's Rupiah
MSR position was 6.5% and Foreign Currency MSR was 4.0%, a decrease compared to the position in
2023, especially in the Rupiah MSR of 3.0%. BNI's Minimum Statutory Reserves (MSR) is in accordance
with Bank Indonesia Regulation (PBI) No. 24/4/PBI/2022 dated March 1, 2022 concerning the Minimum
Mandatory Reserves for Commercial Banks in Rupiah and Foreign Currency for Conventional Commercial
Banks, and the Board of Governors Members Regulation (PADG) Number 2 of 2023 dated April 1, 2023.
The decrease in Rupiah MSR was due to BNI receiving incentives for MSR relaxation in accordance with
Bank Indonesia's Macroprudential Liquidity Policy (KLM).
2. Net Open Position
BNI's Net Open Position (NOP) for the period ending December 31, 2024 was recorded at 0.9%, lower
than the position in the same period the previous year of 1.7%. This figure is still far below the maximum
amount set by BI in PBI No. 5/13/PBI/2003 concerning the Net Open Position for Commercial Banks, as
amended several times, most recently by PBI No. 17/5/PBI/2015, which is 20% of capital.
3. Fulfillment of Compliance with the Legal Lending Limit (LLL)
Throughout 2024, there was neither any breach nor violation of exceeding the Legal Lending Limit. BNI
has established adequate policies and monitors the Legal Lending Limit (LLL) and House Limit (Maximum
Limit of Credit License) for large debtors.
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Commitments and
Contingencies
BNI’s commitments and contingencies with details stated in the contract value as follows:
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Commitment Receivables
Unsettled Purchase
of Foreign 211,120 95,743 95,553 115,377 120.5 190 0.2
Currency Futures
Others 87 83 84 4 5.3 (1) (1.2)
Total 211,207 95,826 95,637 115,381 120.4 189 0.2
Commitment Payables
Unused Customer
57,553 55,883 57,335 1,670 3.0 (1,452) (2.5)
Loan Facilities
Outstanding
Irrevocable Letters 9,953 16,854 16,074 (6,901) (40.9) 780 4.9
of Credit
Sales of Foreign
Currency Futures 210,838 95,576 96,358 115,262 120.6 (782) (0.8)
Unresolved
Others 87 84 85 3 3.6 (1) (1.2)
Total 278,431 168,397 169,852 110,034 65.3 (1,455) (0.9)
Contingent Receivables
Bank Guarantees
27,162 23,426 20,691 3,736 15.9 2,735 13.2
Received
Interest Receivable
on Non Performing 11,790 12,030 11,673 (240) (2.0) 357 3.1
Assets
Others 533 459 382 74 16.1 77 20.2
Total 39,485 35,915 32,746 3,570 9.9 3,169 9.7
Contingent Payables
Guarantees Issued
in the form of 29,531 29,116 26,927 415 1.4 2,189 8.1
Performance Bonds
Advance Payment
12,002 11,951 10,809 51 0.4 1,142 10.6
Bonds
Standby Letters of
20,640 15,062 12,868 5,578 37.0 2,194 17.1
Credit
Other Bank
9,717 9,465 10,412 252 2.7 (947) (9.1)
Guarantees
Bid Bonds 1,560 1,183 2,092 377 31.9 (909) (43.5)
Shipping
0 - - - -
Guarantee
Others 3,120 2,001 571 1,119 55.9 1,430 250.4
Total 76,570 68,778 63,679 7,792 11.3 5,099 8.0
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Commitment and contingency transactions that occur in the Bank’s normal activities that carry credit risk are
explained in the following table:
Increase (Decrease)
2024 2023 2023-2024
(IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%)
Bank Guarantees Issued
Related Parties 22,790 22,324 466 2.1
Third Parties 50,661 44,453 6,208 14.0
Irrevocable Letters of Credit
Related Parties 3,908 12,276 (8,368) (68.2)
Third Parties 6,044 4,578 1,466 32.0
Unused Loan Facilities
Related Parties 16,172 9,205 6,967 75.7
Third Parties 41,381 46,679 (5,298) (11.3)
Total 140,956 139,515 1,441 1.0
Commitment and contingency transactions that have loan risks based on collectibility are explained in the
following table:
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Current 137,900 135,987 133,206 1,913 1.4 2,781 2.1
Special Mention 2,128 2,879 2,735 (751) (26.1) 144 5.3
Substandard 42 68 39 (26) (38.2) 29 74.4
Doubtful 54 80 65 (26) (32.5) 15 23.1
Loss 832 501 473 331 66.1 28 5.9
Total 140,956 139,515 136,518 1,441 1.0 2,997 2.2
Commitment Receivables in 2024 increased by 120.4% or IDR115.4 trillion, dominated by Unsettled Purchased
of Foreign Currency Futures. The amount of Commitment Payables in 2024 increased by IDR110.0 trillion or
65.3% compared to 2023, which was mostly influenced by an increase in Sales of Foreign Currency Futures
Unresolved. Contingent Receivables in 2024 increased by 9.9% compared to 2023, dominated by an increase
in Bank Guarantees received by 15.9% and Others by 16.1%. The Contingent Payables position increased by
11.3% in 2024 compared to 2023, influenced by an increase in Standby Letter of Credit by 37.0% and Others
by 55.9%. In general, fluctuations in the movement of commitments and contingencies posts were in line
with credit growth, considering that debtors were increasingly optimizing the use of BNI’s diverse products
and services with competitive features.
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Spot Transactions, Derivatives,
and Hedging Facilities
PT Bank Negara Indonesia (Persero) Tbk (BNI) BNI has expertise and experience in executing
actively carries out derivative financial instrument derivative instruments with a balanced strategy
transactions both for the Bank’s interests and to between the Bank’s internal needs and those of
meet customer needs. Through the implementation customers. The focus on compliance, efficiency, and
of a structured strategy, BNI utilizes derivative accuracy allows BNI to provide significant added
instruments including SPOT, Forward, Currency value for investors.
Swap, Interest Rate Swap, Cross Currency Swap,
and Options to manage exposure to market risks, With this step, BNI not only maintains its financial
such as foreign currency risk and interest rate risk. stability but also provides innovative solutions for
risk management for customers. This combination
All derivative instruments are recognized in the creates a competitive advantage that supports BNI’s
consolidated statement of financial position at fair vision as a trusted financial partner at the national
value in accordance with applicable accounting and global level.
standards. Derivative assets are recorded if the fair
value of the contract shows a positive number, and With a commitment to prioritizing the principles of
derivative liabilities are recorded if the fair value of good corporate governance (GCG), BNI continues
the contract shows a negative number. to innovate in providing optimal added value for
shareholders and all stakeholders.
Changes in fair value are recorded directly in the
consolidated statement of income, thereby reflecting All derivative receivables as of December 31, 2024
the real-time impact of market movements. Fair and 2023 are classified into the current category
value measurements are based on discounted cash based on the results of the Bank’s management
flow models, financial pricing models, or prices review and evaluation.
quoted by brokers for similar instruments that have
the same market characteristics.
2024 Annual Report
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Derivative Receivables and Payables by Type and Currency
2024 2023
Notional Amount Fair Value Notional Amount Fair Value
Instruments In Foreign Derivative Derivatif In Foreign Derivative Derivative
Currency (Full Receivables Payables Currency (Full Receivables Payables
Amount) (IDR-Million) (IDR-Million) Amount) (IDR-Million) (IDR-Million)
Exchange Rate Related
Forward contract - buy
AUD 1,000,000 - (727) - - -
CNY 490,150,583 5,156 (4,938) 416,972,397 7,084 -
USD 619,063,138 145,043 (16,782) 543,853,761 3,039 (78,127)
Forward contract - sell
CNY - - - 102,000,000 19 -
EUR - - - 4,000,000 - (988)
USD 709,039,849 35,034 (114,357) 246,529,197 38,242 (7,255)
Foreign currency
swaps - buy
EUR 7,000,000 - (1,565) 46,764 18 -
GBP 2,500,000 - (828) - - -
JPY 35,963,593,684 5,170 (74,125) 27,529,802,340 72,213 (929)
SGD 43,000,000 - (1,599) 15,000,000 969 -
USD 1,720,986,416 423,786 (55,650) 968,073,582 11,349 (198,979)
Foreign currency
swaps - sell
AUD 200,000 68 - 11,000,000 270 (50)
EUR 118,766,365 43,757 (1,458) 85,959,000 1,228 (16,180)
GBP 20,500,000 5,724 (401) 15,000,000 294 (1,447)
NZD 7,000,000 117 - - - -
SGD 57,890,550 1,953 (6,592) 88,844,400 8,123 (238)
USD 1,454,456,761 41,171 (256,972) 1,328,878,993 300,017 (6,393)
Foreign currency spots
- buy
AUD 461,560 3 (5) 40,800,000 - (825)
EUR 6,550,000 16 (117) 16,500,000 - (783)
GBP 2,100,000 - (47) 3,250,000 - (281)
USD 233,043,126 218 (13,280) 198,539,729 956 (4,759)
Foreign currency spots
- sell
AUD 8,000,000 41 (160) 35,064,185 482 (40)
CNY 90,000,000 1,484 - - - -
EUR 1,402,632 5 (7) 9,900,000 337 -
GBP 97,000 1 - - - -
USD 361,110,000 12,705 (394) 197,070,000 3,871 (834)
OTC Option - buy
USD 2,490,000,000 362,558 (73,145) - - -
OTC Option - sell
USD 2,490,000,000 106,802 (362,141) - - -
Exchange and Interest
Rate Related
Interest rate swap
USD 530,138,055 167,815 (139,124) 530,138,055 356,400 (321,987)
Cross currency swaps
and interest rate
USD 758,826,078 340,969 (243,174) 776,376,200 157,150 (109,419)
Risk Free Rate
IDR 1,000,000,000,000 22,306 (16,153) 1,000,000,000,000 11,408 (4,080)
USD 672,791,977 71,076 (95,444) 350,398,400 22,208 (56,868)
Total 1,792,978 (1,479,185) 995,677 (810,462)
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Derivative Receivables and Payables by Relationships
Increase (Decrease)
2024 2023 2023-2024
(IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%)
Derivative Receivables
Related Parties
Foreign Currencies 341,832 37,939 303,893 801.0
Third Parties
Rupiah 22,306 11,407 10,899 95.5
Foreign Currency 1,428,840 946,331 482,509 51.0
Total 1,792,978 995,677 797,301 80.1
Derivative Payables
Related Parties
Foreign Currencies (154,840) (136,138) (18,702) 13.7
Third Parties
Rupiah (16,153) (4,080) (12,073) 295.9
Foreign Currencies (1,308,192) (670,244) (637,948) 95.2
Total (1,479,185) (810,462) (668,723) 82.5
All derivative receivables as of December 31, 2024 and 2023 are classified as current based on the Bank’s
management review and evaluation.
Pledged
Bank Assets
There were no pledged assets at BNI in the period ending December 31, 2024.
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Prime Lending
Rate (SBDK)
Based on OJK Regulation No. 37/POJK.03/2019, as In general, SBDK is calculated based on 3 (three)
updated through POJK No. 13 of 2024 dated July components, namely the Principal Cost of Funds
30, 2024 concerning Transparency and Publication for Credit (HPDK) arising from customer fund
of the Prime Lending Rate (SBDK) for Conventional collection activities, operating expenses incurred
Commercial Banks, it is stipulated that Conventional for fundraising and lending and the profit margin
Commercial Banks are required to prepare, component set by the Company in its lending
announce and submit SBDK. activities. The prime lending rate calculation does
not take into account the risk premium component
The prime lending rate implementation aims to of the debtor, the amount of which depends on
provide clarity to customers and facilitate customers the risk assessment of each debtor. Thus, the loan
in weighing the benefits, costs and loan risks offered interest rate charged to debtors is not necessarily
by the Company. In addition, publication of SBDK is the same as the prime lending rate.
intended to improve Good Governance and promote
healthy competition in the banking industry, among BNI is required to report the prime lending rate
others, through the creation of better market calculation to OJK and the public. With the enactment
disciplines. of POJK No. 13 of 2024, there are several changes
to the preparation of the prime lending rate as of
In addition, the prime lending rate is used as an September 2024, including the method/reference
indicator of the amount of loan interest rates that for the preparation of the prime lending rate and the
will be charged to customers applying for Bank addition of Credit Segmentation, from the previous
loans. Therefore, BNI updates the prime lending rate 5 (five) segmentations to 7 (seven) segmentations.
in accordance with the movement of the reference
interest rate set by Bank Indonesia.
The following shows the prime lending rate determined by BNI in 2024:
(Effective % per annum)
Prime Lending Rate
Based on Type of Credit
Month
Non MSME Credit MSME Credit Non KPR/
KPR/KPA
Corporate Retail Medium *
Small* Micro NonKPA
January 2024 8.05% 8.30% - - - 7.40% 8.80%
February 2024 8.05% 8.30% - - - 7.40% 8.80%
March 2024 8.05% 8.30% - - - 7.40% 8.80%
April 2024 8.05% 8.30% - - - 7.40% 8.80%
May 2024 8.05% 8.30% - - - 7.40% 8.80%
June 2024 8.05% 8.30% - - - 7.40% 8.80%
July 2024 8.05% 8.30% - - - 7.40% 8.80%
August 2024 8.05% 8.30% - - - 7.40% 8.80%
September 2024 8.63% 8.79% 9.80% 10.43% 11.61% 9.11% 10.45%
October 2024 8.71% 8.88% 9.83% 10.46% 11.62% 9.13% 10.47%
November 2024 8.56% 8.72% 9.71% 10.47% 11.59% 9.03% 10.35%
December 2024 8.80% 9.00% 9.96% 10.85% 11.89% 9.32% 10.69%
* * There is a new segmentation in September 2024
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IMPACT OF CHANGES IN INTEREST RATES ON BNI PERFORMANCE
10.45% 10.47% 10.35%
9.11% 9.13% 9.03%
8.80%
8.79% 8.88%
8.72%
8.30%
8.63% 8.71%
8.56%
8.05%
7.40%
6.00%
6.25%
6.00%
Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24
BI Rate SBDK Corporation SBDK Retail SBDK KPR SBDK Non KPR
Throughout 2024, Bank Indonesia raised the benchmark interest rate once on April 24, 2024, by 25bps to
6.25%, then brought it back down on September 18, 2024 by 25bps to 6.00%. The Bank Indonesia Board
of Governors (RDG) Meeting on November 20, 2024 decided to keep its BI-Rate at 6%, the Deposit Facility
interest rate at 5.25%, and the Lending Facility interest rate to 6.75%. The decision to maintain the BI-Rate
at 6.00% remains consistent with the focus of pro-stability monetary policy which is to strengthen Rupiah
exchange rate stabilization as well as pre-emptive and forward looking measures to ensure inflation remains
under control within the target of 2.5±1% in 2024.
The movement of the benchmark interest rate did not affect the SBDK directly. It can be seen in the Corporate,
Retail, KPR, and Non-KPR SBDK from BNI which has not changed from January to August 2024.
FEE BASED INCOME ACCELERATION GROWTH
Increase (Decrease) Increase (Decrease)
2024 2023 2022
2023-2024 2022-2023
Account
Total Composition Total Composition Total Composition Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Recurring
15.669 96,2 14.438 97,7 13.629 92,0 1.231 8,5 809 5,9
Fee
Non
Recurring 617 3,8 344 2,3 1.191 8,0 273 79,4 (847) (71,1)
Fee
Total 16.286 100,0 14.783 100,0 14.820 100,0 1.504 10,2 (38) (0,3)
2024 Annual Report
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Development of Fee Based Income
(IDR billion)
16,286
14,820 14,783
2022 2023 2024
In 2024, fee-based income was IDR16.3 trillion on a consolidated basis or grew by 10.2% from the previous
year of Rp14.8 trillion. The biggest increase was in recurring fees which were able to grow 8.5% YoY, mainly
driven by fees based on digital transactions such as Billpayment fees which grew by 25.2% YoY, cash
management fees (API, Cash Pooling) which were able to grow 82.8% YoY as a positive impact of improving
digital banking services through the launch of wondr by BNI and New BNIdirect this year.
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Ability
to Pay Debt
BNI maintains a good level of liquidity and solvency.This is demonstrated by BNI’s ability to fulfill all maturing
obligations on time, both in terms of debt principal payments and interest payments.
1. Bank Liquidity: Ability to Pay Short-Term Debt
LCR is a comparison ratio between High Quality Liquid Assets (HQLA) and estimated total net cash
outflow for the next 30 days in a crisis scenario. In December 2024, BNI’s LCR reached 147.95% (bank
only) and 150.67% (consolidated), above the regulator’s provisions which stipulate that LCR fulfillment is
at least 100%.
To manage liquidity over a longer period (1 year), BNI maintains the Net Stable Funding Ratio (NFSR)
by increasing the Bank’s funding stability, adjusted to the composition of assets and administrative
accounts. NSFR is a ratio comparing the Available Stable Funding with the Required Stable Funding. As of
December 2024, BNI’s NSFR was 132.48% (bank only) and 133.08% (consolidated), above the regulatory
provisions which stipulate NSFR compliance at a minimum of 100%.
Difference Difference
2024 2023 2022
Description 2023-2024 2022-2023
(%) (%) (%)
(%) (%)
Liquidity Coverage Ratio (LCR)
Bank Only 147,95 191,5 219,0 (43,55) (27,5)
Consolidation 150,67 197,2 223,4 (46,53) (26,2)
Net Stable Funding Ratio (NFSR)
Bank Only 132,48 145,3 164,1 (12,82) (18,8)
Consolidation 133,08 146,4 165,7 (13,32) (19,3)
2. Bank Solvency: Ability to Pay Long-Term Debt
Bank capital is the most important component in measuring the ability to pay long-term debt (solvency
ratio). Therefore, BNI always ensures that its capital is able to meet the Capital Adequacy Ratio (CAR)
requirements.
Difference Difference
2024 2023 2022
Description 2023-2024 2022-2023
(%) (%) (%)
(%) (%)
Capital Adequacy Ratio (CAR)-Tier I 20,0 20,3 17,5 (0,3) 2,8
Capital Adequacy Ratio (CAR)-Tier II 1,4 1,7 1,8 (0,3) (0,1)
Capital Adequacy Ratio (CAR) (Loan,
21,4 22,0 19,3 (0,6) 2,7
Market and Operational Risk)
BNI's Capital Adequacy Ratio (CAR) represents the ratio of capital to Risk-Weighted Assets (RWA). In 2024,
BNI's CAR stood at 21.4%, reflecting a slight decline of 0.6% from 22.0% in 2023. However, this figure still
indicates that BNI's capital structure remains robust and capable of absorbing credit risk, market risk, and
operational risk. Moreover, the ratio remains well above the minimum capital adequacy requirements set
by regulators.
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2024 Report Profile Analysis on Company Performance Functions
Company Receivables
Collectibility Level/Loan
Collectibility Level
Asset Quality
Difference Difference
2024 2023 2022
Description 2023-2024 2022-2023
(%) (%) (%)
(%) (%)
Non-Performing Loan (NPL) Neto 0.7 0.6 0.5 0.1 0.1
Non-Performing Loan (NPL) Gross 2.0 2.1 2.8 (0.1) (0.7)
Adequacy ratio of provision for losses to
255.8 319.0 278.3 (63.2) 40.7
non- performing loans/Coverage Ratio
In December 2024, BNI's Gross NPL Ratio was recorded at 2.0%, a better figure of 0.1% compared to the
previous year as continuous improvements in credit quality through selective efforts of expansion in leading
sectors that had low risk, more stringent credit underwriting process, and more prudent credit monitoring
process. Along with the decline in NPLs, we also maintained an adequate level of credit risk provisioning, as
seen from the NPL Coverage Ratio which was maintained at 255.8% this year.
Loan Restructuring
Total restructured loans as of December 31, 2024 amounted to IDR66.8 trillion, down IDR9.0 trillion or 11.9%
from IDR75.8 trillion in the previous year.
Restructured Loans Based on Restructuring Categories
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Category
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Decrease in Loan
25,710 23,729 27,824 1,981 8.3 (4,095) (14.7)
Interest Rates
Extension of Loan
24,754 25,940 26,100 (1,186) (4.6) (160) (0.6)
Period
Other Restructuring
16,294 26,122 38,135 (9,828) (37.6) (12,013) (31.5)
Scheme
Total 66,758 75,791 92,059 (9,033) (11.9) (16,268) (17.7)
Allowance for
(27,930) (33,615) (36,560) 5,685 (16.9) 2.945 (8.1)
Impairment Losses
Total - Net 38,829 42,176 55,499 (3,347) (7.9) (13.323) (24.0)
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Restructured Loans per Collectibility
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Description
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Current 34,478 40,863 62,684 (6,385) (15.6) (21,821) (34.8)
25,255 (4,245) (14.4)
Special Mention 29,500 19,183 10,317 53.8
Substandard 2,954 2,388 2,804 566 23.7 (416) (14.8)
Doubtful 667 678 723 (11) (1.6) (45) (6.2)
Loss 3,404 2,362 6,665 1,042 44.1 (4,303) (64.6)
Total 66,758 75,791 92,059 (9,033) (11.9) (16,268) (17.7)
Restructured Loans per Type of Business Sector
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Description
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Business Services 6,942 9,129 11,250 (2,187) (24.0) (2,121) (18.9)
Social Services 823 995 1,339 (172) (17.3) (344) (25.7)
Construction 13,093 13,156 14,570 (63) (0.5) (1,414) (9.7)
Others 3,546 3,765 6,908 (219) (5.8) (3,143) (45.5)
Electricity, Gas and
788 364 428 424 116.5 (64) (15.0)
Water
Freight,
warehousing and 5,279 5,258 6,963 21 0.4 (1,705) (24.5)
communications
Trading,
9,406
Restaurants and 13,292 19,741 (3,886) (29.2) (6,449) (32.7)
hotels
Mining 5,771 7,743 1,283 (1,972) (25.5) 6,460 503.5
Industry 19,517 19,073 24,557 444 2.3 (5,484) (22.3)
Agriculture 1,593 3,016 5,020 (1,423) (47.2) (2,004) (39.9)
Total 66,758 75,791 92,059 (9,033) (11.9) (16,268) (17.7)
The smaller number of restructured loans corresponds to the decline in the most affected sectors such as
the Trade, Restaurant and Hotel sector with IDR3.9 trillion or 29.2%, the Business Services sector with IDR2.2
trillion or 24.0%, the Agriculture sector with IDR1.4 trillion or 47.2% and the mining sector with IDR2.0 trillion
or 25.5% from the previous year's position.
Restructured Loans per Designation Type
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Designation
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Working capital
50,651 54,956 60,116 (4,305) (7.8) (5,160) (8.6)
Loans
Investment Loans 12,561 17,095 26,191 (4,534) (26.5) (9,096) (34.7)
Consumptive
3,546 3,740 5,752 (194) (5.2) (2,012) (35.0)
Loans
Total 66,758 75,791 92,059 (9,033) (11.9) (16,268) (17.7)
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Total restructured loans decreased significantly or by IDR9 trillion or 11.9% from the corresponding figure
in 2023. The composition of restructured loans as of December 31, 2024 was dominated by Working Capital
Loans that accounted for 75.9% of the total restructured loans or IDR51 trillion.
Restructured Loans per Segment Type
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Segment
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Consumer 935 3,738 5,766 (2,803) (75.0) (2,028) (35.2)
Corporate 45,692 49,319 48,418 (3,627) (7.4) 901 1.9
Small 8,646 9,328 13,543 (682) (7.3) (4,215) (31.1)
Middle 11,485 13,406 24,332 (1,921) (14.3) (10,926) (44.9)
Total 66,758 75,791 92,059 (9,033) (11.9) (16,268) (17.7)
Segments that experienced decreases in restructured loans were the corporate segment that decreased by
IDR3.6 trillion or 7.4% (YoY), followed by the medium segment that decreased by IDR1.9 trillion or 14.3%
(YoY) and the consumer segment that decreased by IDR2.8 trillion or 75.0% (YoY).
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Credit Risk
Management
Credit risk management at BNI is an essential Social and Corporate Governance (ESG)
process, which is run to maintain the quality of the factors and by weighing Industry Risk
Bank’s earning assets, and manage all potential Appetite, Risk Acceptance Criteria, Risk
losses that may arise due to failure on the part Appetite Statement for Credit Risk, and Loan
of debtors to meet their credit obligations. BNI’s Exposure Limit.
strategy has always been provide loan facilities b. Supporting quality credit expansion through
to customers with proven credit track record. In the preparation of sector expansion quadrant
addition, BNI runs very prudent risk process and guidance in exploring the business potential
applies a very strict loan monitoring. of each industrial sector in each region.
c. Running a better risk management by
STRATEGY AND POLICY FOR 2024 developing technology infrastructure and
digital innovation through data driven
BNI continues to apply its sustainable loan risk based on customer experience analytics and
management strategies and policies to produce partnership expansion.
consistent quality loan growth. BNI continues to d. Consistently assuming a supportive role in
optimize Credit Risk Management and carries out MSME businesses through BNI Xpora to
enhancements at every stage of the credit process increase MSMEs to Go Global potential.
by determining target markets based on priority e. Developing solutions that support the value
sectors, developing Pipeline Management with chain, which involved reviewing Supply Chain
Pre Screening and Risk Acceptance Criteria (RAC) Financing/Open Account Financing and Bank
that have been sharpened, strengthening the Guarantee products (including the application
underwriting process, credit monitoring, and credit of scoring for Bank Guarantee products)
remedial & recovery. to support transaction solutions that can
increase debit balances and fee-based income
In 2024, BNI implemented a New Way of Working (FBI).
(NWOW) by strengthening credit risk management
in all BNI loan segments, with the assistance of 2. Development of the underwriting process
SEVP Credit Risk and Senior Credit Risk Executive a. Integrating all credit process applications end-
(SCX), and by strengthening the risk function in all to-end through the development of the Loan
operational units. Management System (LMS) in all segments
with the hope of increasing efficiency,
To improve loans, BNI continued to improve its productivity, and asset quality.
risk culture through an end-to-end credit process b. Self-assessment checklist for ESG fulfillment
transformation program that included strengthening criteria according to the industrial sector.
LaR management strategies. In 2024, BNI instigated c. Increasing understanding of the financed
strategic policies supported by initiatives to industrial sector through the preparation of
strengthen discipline in the credit risk management Credit Guidance for priority sectors.
and processes. Here are some of the strategies d. Adjusting customer-centric segmentation and
and policies BNI executed in 2024 to strengthen fine tuning credit scoring and Risk Acceptance
risk management in the corporate, enterprise, and Criteria based on industrial sectors.
commercial banking segments: e. Implementing credit risk analytics through
sensitivity analysis and stress testing of
1. Pipeline Management Development credit portfolios along with changes in
a. Increasing business expansion in Diamond economic conditions, reviewing credit risk
Clients, Diamond+ Clients, Wave Clients, KLN methodologies, risk-based pricing, and
debtors, Regional Target Market, value chain, enhancing impairment models.
supply chain financing, expansion in to be f. Optimizing underwriting tools with
pushed & potential sectors, and Cross Selling adjustments to BNI policies and
with due consideration of Environmental, accommodating business needs.
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g. Enhancement of verification tools (including d. Implementing Credit Risk Review for KLN
PACE) in an effort to improve the quality of and enhancing the capabilities of KLN HR
verification in the Commercial segment. who carry out risk functions to support the
development of trade and investment centers.
3. Strengthening the Monitoring Process
a. Optimizing the use and development of the 5. Strengthening Remedial & Recovery
Single Integrated Monitoring Tool (SIMON) as Optimizing credit rescue and settlement using
a tool to monitor debtors. conventional strategies such as restructuring
b. Using monitoring tools such as EWS Moody's, debtors’ troubled yet still prospective loans and
Bloomberg, and Checklist Monitoring as initial meeting the 3 (three) pillars, massive auctions,
screening for action against debtors. optimizing cooperation with Third Parties and
c. Intensive monitoring of debtor conditions non-conventional strategies including credit
and pairing that effort with comprehensive collateral sales acceleration programs.
evaluation and handling of debtors to
determine the level of debtor loans that are At the same time, the plan and strategy of risk
more sustainable and handling troubled management in the retail credit segment was
debtors more progressively, including continuously run comprehensively and prudently
restructuring, strategic investors, phase out with constant improvements, as given below:
or downsizing through the sale of collateral 1. Increasing selective retail credit business
(joint effort business units, risk, and remedial expansion through:
recovery). a. Focus on BNI Fleksi expansion to the low-risk
d. Determining action plans based on the segment through:
results of monitoring the performance of • Optimizing the provision of BNI Fleksi
debtors of overseas branches which covered Aktif to fixed income selected institutions
historical credit facility utilization, fulfillment and Corporate Client companies based
of covenants, accuracy of payment of on the determination of institutional
obligations, transactions, and assessment of classification.
potential lawsuits. • Optimizing the provision of BNI Fleksi
e. Implementing the Credit Risk Portfolio Pensiun to Taspen, ASABRI, and selected
Committee to optimize credit risk management participants of SOE/ROE Pension Fund
that can affect the bank's health level by in accordance with the established Risk
conducting credit risk assessments as a basis Acceptance Criteria (RAC).
for determining the adequacy of reserves, • Automation of BNI Fleksi approval on
discussing developments in conditions along the mobile banking channel for selected
with portfolio quality, and determining follow- segments based on the established RAC
up strategies for credit management. criteria.
f. Running business banking credit portfolio • Adjustment of BNI Fleksi provisions for
management through credit quality financing to prospective debtors who work
monitoring to maintain bank-wide target in companies included in the Warning
achievement. List with due attention to the prudential
principle.
4. Improving Human Resources Capabilities and b. Focus on Credit Card expansion to the low-
Competencies risk segment through:
a. Improving competencies through the • Optimizing acquisition through staff
implementation of Risk Awareness/training/ channels with relaxation without fixed
certification and risk mitigation through the lines to selected segments (having a good
provision of industry data/information in SLIK history, passing scoring, already on
accordance with industry specializations. payroll/customers, permanent employees
b. Enhancing Corporate and Enterprise Credit of selected companies).
Risk Manager (CRC) capabilities in accordance • Calibration of Credit Card eForm scoring
with the managed industry specializations to ensure optimum results of decision
and Commercial Credit Risk (CCR) through automation
various soft skill and hard skill trainings. • Selective in providing credit cards with the
c. Improving HR capabilities in risk management Pre Embossed mechanism or providing
through a focused and structured Risk Culture management references for credit card
development program in accordance with applications.
AKHLAK.
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c. Focus on BNI Griya expansion to the low-risk 7. Setting up the Head of Retail Productive Credit
segment through: Risk (HRP) responsible for expansion and quality
• Optimizing BNI Griya expansion to of credit for the managed regional portfolio and
purchase new homes in developers in authorized to decide on credit distribution.
collaboration with BNI (primary market 8. Strengthening digital capability through
segment) especially in top highly selected sustainable innovation, including:
developers, highly selected developers, a. Development of a mobile collection system to
selected developers, and local selected improve collection in consumer product and
developers. business program (dhi. BNI Griya, BNI Fleksi,
• Optimizing BNI Griya for the fixed income KUR, and BWU).
segment of selected institutions, BNI b. Improvement of assessment (standardized
payroll customers, Emerald customers, digitally through BNIMove within a radius
and existing BNI Griya/Business Banking coverage of 10 km and RAC Finance) on
debtors with good performance. business program credit.
• Making adjustments to BNI Griya provisions c. Expansion of product features that can be
for financing to prospective Non-fixed accessed through BNIMove (KUR, BWU, and
income debtors in the secondary market BWU Pandu).
segment (i.e., purchasing a new property d. Integration of BNIMove with the Financial
from non-collaborating developers, Supply Chain Management (FSCM) system to
purchasing a second property, take over, top facilitate credit disbursement on BWU retail
up, renovation/construction, refinancing, financing products.
and BNI Griya Multiguna) with due regard e. Development of pre-screening automation
of prudential principle. and other underwriting-related capability
d. Retail credit expansion through cooperation tools to support business processes for
with financial technology-based third parties, business program products
digital partners, and utilization of data leads. f. Enhancement of verification tools (including
2. Strengthening risk management role, especially PACE) in an effort to improve the quality of
in the expansion of the Business Program on: verification on retail productive credit.
a. Preparation of Risk Acceptance Criteria (RAC) g. Implementation of Credit Decree (SKK)
for BNI Wirausaha Loan Andalan UMKM and Credit Agreement (PK) automation of
(BWU Pandu) Products for KUR facility debtor standardization and acceleration of SKK & PK
graduations. preparation time for BNI Fleksi and BNI Griya
b. Preparation of RAC for BNI Wirausaha Pembelian.
Products (BWU) linkage channeling. h. Storage of Integrated Credit Documentation
c. Strengthening risk analysis and mitigation in (PDKT) for consumer credit.
each proposal for Core Plasma Investment i. Automation of credit insurance closing (for
Credit Facilities. BNI Fleksi) through ePolis.
d. Implementation of non-relationship based as j. Automation Instruction Credit (ASIC) as a
a quality expansion management strategy process of automating credit bookkeeping
with a focus on separating expansion orders and loan account maintenance while
management in business units and on quality also a means of documenting underlying
management in the RCR unit in the business transaction processes.
program segment. k. E-Office365 as a means of communication
3. Implementing the use of credit scoring in running and acceleration of the decision-making
credit processes up to IDR 10 billion in retail process in the context of validating SKK, PK,
productive credit. and credit disbursement through automation
4. Sharpening the management of retail productive and document integration with real-time
credit portfolios by determining regional and unit collaboration equipped with OneDrive and
categories based on credit quality indicators that sharepoint features as well as a guaranteed
are used as references for expansion policies in data security and protection system.
regions and units. 9. Improving HR capabilities through end-to-end
5. Remapping Retail Productive Credit Risk (RPR) credit process training.
management to run a more effective retail 10. Maximizing the strategies that have been
productive credit management. implemented since the previous year as follows:
6. Improving risk culture through end-to-end credit a. Optimizing the use of Interactive WA.
process transformation by simplifying the credit b. Optimization of Legal Action Collection
process based on segments with due attention to (simple lawsuits, lawyer's summons, cession,
the principle of prudence. bankruptcy, and Attorney General's Office).
c. Acceleration of auctions based on the
classification of potential collateral.
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In the event of a troubled credit portfolio in the In addition, to minimize the risk in credit distribution
Corporate Banking, Enterprise Banking, Commercial for the Business Banking segment, there is a
Banking, and Retail Banking segments, BNI made Rejected Debtor Directory (3D) application through
credit rescue efforts referred to as collection, remedial which the Business unit can access data to verify
and/or recovery activities. To avoid Corruption, declined debtors or declined prospective debtors.
Collusion, and Nepotism (KKN) practices including
gratification in the credit granting process, BNI The retail segment also continued to improve end-
strengthened the implementation of the Integrity to-end credit digitalization through the development
Pact by requiring debtors or prospective debtors of a Loan Management System (LMS) to simplify
to sign the Integrity Pact before signing the credit and accelerate the debtor acquisition process, as
agreement (PK). well as strengthen the underwriting process more
standardized with measurable risks.
In managing credit risk, BNI continued to make
improvements through: CREDIT MONITORING
1. The preparation of electronic Company
Guidelines (e-PP) that offered guidance for BNI carefully monitors credit and the condition
implementing credit granting. of the debtor industry as well as intensive credit
2. Monitoring of maximum credit limit or BMPK collection to create quality asset growth. We
and House Limit for large debtors. conduct monitoring using various methods, which
3. The implementation of PSAK 71 in the context of involve closely attending to business progress
credit risk reserves or ECL. both indirectly (online) and directly, conducting a
review of the creditworthiness of the debtor, and
IMPROVEMENT OF THE CREDIT PROCESS monitoring the payment of debtor obligations. In
principle, the credit monitoring process is based
BNI continues to improve the credit distribution on an assessment of the 3 (three) pillars in the OJK
process flow in Business Banking (Corporate, provisions on the quality of productive assets.
Enterprise, Commercial and Retail Banking
Segments). The improvement of the credit granting The following are efforts BNI has made in the credit
process flow carried out includes: quality monitoring process in the Business Banking
segment:
1. Sharpening the function of the business unit 1. Developing and strengthening of Single
in planning prospect lists, marketing, making Integrated Monitoring Tools (SIMON) as an early
comprehensive assessments of creditworthiness warning system to detect debtors who have the
(including first way out and second way out potential to be problematic and monitor their
analysis) and monitoring debtors. action plans.
2. Sharpening the function of the risk unit starting 2. Sharpening portfolio management analysis
from the Pipeline Management stage, making through intensive monitoring of the adequacy
credit risk analysis (deep dive) and identification- and availability of funds in the debtor's account
mitigation/risk control, as well as analyzing and to fulfill their obligations.
monitoring information related to credit and the 3. Optimizing LaR portfolio management by
debtor's industry. implementing 4M (mapping, reducing, avoiding,
3. Implementing in phases the collateral valuation and controlling).
function in Credit Operations to do checks & 4. Setting action plan based on monitoring results
balances on the results of the Public Appraisal of performance of overseas branch debtor which
Service Office (KJPP) assessment, collateral CEV include historical utilization of credit facilities,
calculations, collateral assessments in the retail fulfillment of covenants, accuracy of payment
segment, implementation of advisory functions of obligations, transactions, and assessment of
related to the credit facility structure in the credit potential lawsuits.
committee, and credit operations documentary. 5. Implementing the Credit Risk Portfolio
4. Simplification of the BNI Fleksi credit Committee in order to optimize credit risk
disbursement process flow while still considering management that can affect the bank's health
risk mitigation at each stage. level by conducting credit risk assessments as a
5. Conducting reviews related to the tiering of basis for determining the adequacy of reserves,
credit document validation authority (SKK & discussing developments in conditions along
PK) and credit disbursement at the Retail Credit with portfolio quality, and determining follow-up
Operations unit. strategies for credit management.
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6. Business Banking credit portfolio management 17. Submitting notification to debtors and collateral
through credit quality monitoring to maintain owners to immediately extend collateral
bank-wide target achievement. documents that will mature through a Notary/
PPAT appointed by the Bank.
Meanwhile, credit monitoring for retail credit is
carried out by: CREDIT RESCUE AND SETTLEMENT
1. Determining credit quality thresholds (Pre NPL To strengthen financial fundamentals and maintain
and NPL) for each program and cooperation with loan quality, BNI implemented efforts to optimally
third parties. handle nonperforming loans, coupled with a prudent
2. Monitoring and limiting the BNI Griya and BNI increase in the coverage ratio. In this case, including
Fleksi credit process for certain segments at loans that have been written off, efforts are also
Branch Offices included in the corrective action being made to optimally resolve them to minimize
and institutions where debtors work that are the Bank’s losses.
included in the warning list
3. Conducting quarterly performance reviews of Efforts to deal with non-performing loans in the
developers working with BNI Griya corporate, medium and small segments are generally
4. Monitoring the implementation of non- pursued through 2 (two) strategies, namely credit
relationship based implementation and rescue and settlement. The rescue strategy includes:
determining the threshold for Corrective Action
KUR & BWU 1. Restructuring (restructuring, reconditioning,
5. Overseeing the retail productive credit processing rescheduling) for debtors who are experiencing
unit in order to evaluate the credit process and difficulties in fulfilling their obligations but still
explain credit quality. have prospects and are considered cooperative;
6. Adjusting the provisions of the Debt Service 2. Proactively conducting monitoring and Joint
Payment Account (DSPA) and Debt Service Effort Loan at Risk (LaR).
Reserve Account (DSRA) so that it can increase 3. Increasing collection of principal & interest
engagement with debtors in retail productive installments.
credit 4. Selling collateral with downsizing facilities to suit
7. Improving the provisions of the Cycle Payment the debtor’s capabilities
Date to ensure its determination aligns with the
Cash to Cash Cycle of debtors in retail productive Meanwhile, the settlement strategy is applied to
credit debtors who are considered to have no prospects,
8. Increasing debtor monitoring through the SIMON and/or ability to pay, including:
application by strengthening the RPR function as
SIMON approval 1. Sale of collateral (auction and non-auction).
9. Conducting routine monitoring of the 2. Debt settlement through strategic investors.
Implementation of SIMON tools. 3. Legal action through litigation, bankruptcy/PKPU,
10. Conducting intensive monitoring of the civil lawsuits, and debt collection (personal
availability of debtor funds to pay their obligations guarantee and company guarantee).
to the Bank.
11. Segmenting collection priority based on historical In addition to the efforts mentioned above,
transaction scoring analysis and historical credit alternative credit rescue or settlement processes are
card payments. also carried out through both program initiatives
12. Prioritizing collection based on warning list and non-conventionally, including:
institution segmentation for BNI Fleksi products.
13. Increasing collection productivity through 1. Acceleration of settlement of problematic
the implementation of the Mobile Collection assets through auction programs by increasing
application for credit card products. coordination and cooperation with related parties
14. Submitting credit quality improvements to (DJKN/KPKNL and ATR/BPN).
centers/branches.
15. Making adjustment of debtor due dates based on
payment behavior.
16. Collaborating on buyback guarantees to related
developers.
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2. Acceleration program for settlement of 1. Pipeline Management Development
problematic assets through a governed scheme a. Continuing the expansion of Corporate
(cessie or other programs). Banking, Enterprise Banking, and Commercial
3. Strengthening cooperation with third parties Banking portfolios focusing on priority
(Lawyers, Collection Agents, JPN, Securities and sectors.
others). b. Quality credit expansion to improve market
4. Investor Gathering. share, with a focus on prospective industries
across all segments by reviewing Industry
As mentioned above, troubled retail loans were Risk Appetite, Risk Acceptance Criteria, Risk
handled using 2 (two) strategies, namely credit Appetite Statement for Credit Risk and Loan
rescue and settlement. Credit rescue and settlement Exposure Limit while sharpening the guidance
strategies carried out include: of the expansion sector quadrant exploring
business potential of each industrial sector in
1. Asset Quality Improvement and Recovery each region.
Acceleration Program (PPKA) for debtors who c. Considering Environmental, Social and
are having difficulty meeting their obligations Corporate Governance (ESG) factors in
but still show prospects and thus are considered making expansion.
feasible through restructuring and/or special d. Enhancement of the pipeline process for KLN
discounts. debtors through the implementation of IRA
2. Optimization of buyback guarantees and and RAC.
Collateral Auction sites/websites. e. Enhancement of credit risk analytics,
3. Optimization of Legal Action Collection (simple especially sensitivity analysis and commodity
lawsuits, cession, summons, bankruptcy, and stress testing in response to macro changes.
JPN). f. Further improvement in transaction solutions
4. Acceleration of auctions based on the through optimization of transaction solutions
classification of collateral potential and to increase global market expansion, fee-
optimization of the Collateral Auction website, based income, and sustainable CASA through
as well as cooperation with third parties (dhi. Xpora, Supply Chain Financing/Open Account
Property Agents). Financing, and other trade finance.
5. Credit settlement through the transfer of NPL g. Enhancement of 3D application (Debtor
receivables and Write-Off (cession-transfer or Directory Rejected) to strengthen pre-
sale of credit bills owned by the bank against screening.
debtors to other parties or investors according to
the criteria set by the Bank). 2. Development of Underwriting Process
6. Optimization of remedial and recovery through a. Self-assessment of ESG fulfillment criteria
cooperation with third parties (dhi. collection according to the industrial sector to improve
agencies). BNI's ESG performance.
b. Implementation of Loan Management
CREDIT RISK MANAGEMENT PERFORMANCE System (LMS) in all segments that integrates
IN 2024 the entire credit process starting from
Pipeline Management, analysis, approval,
BNI's Gross NPL ratio at the end of 2024 improved administration and remedial & recovery
from the end of 2023, from 2.1% to 2.0% or up 0.1% processes that have an impact on increasing
(YoY). The achievement was also seen in the LaR efficiency, productivity, and asset quality.
ratio, which improved by 2.6% (YoY) from December c. Supporting quality credit expansion through
2023 12.90% to 10.3% in December 2024. With the the creation of risk studies based on priority
improvement in credit quality, BNI also recorded a sectors.
decrease of 10.7% in loss impairments. d. Adjustment of customer-centric segmentation
and Risk Acceptance Criteria based on
STRATEGY AND WORK PLANS FOR THE industrial sectors.
NEXT YEAR e. Enhancement of credit risk analytics through
sensitivity analysis and stress testing of credit
In 2025 BNI will continue to optimize the previous portfolios along with changes in economic
program and has instigated strategic policies in the conditions, review of credit risk methodology,
Corporate Banking, Enterprise Banking, Commercial risk-based pricing, and enhancement of
Banking and Retail Productive Banking segments by impairment models.
planning several initiatives as follows:
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f. Strengthening and optimizing underwriting progressively, including restructuring,
tools that are adjusted to policies and strategic investors, phase out or downsizing
accommodate business needs. through collateral sales (joint effort business
g. Implementation of PACE 2.0 as a tool to units, risk and remedial recovery).
improve the quality of checking account
verification in the Commercial segment. 4. Improving Human Resources Capabilities and
Competencies
3. Strengthening the Monitoring Process a. Improving HR capabilities in risk management
a. Continuous strengthening and enhancement through a focused and structured Risk Culture
of Single Integrated MonitoringTools (SIMON) development program in accordance with
for all segments. AKHLAK.
b. Continued development of Checklist b. Improving HR capabilities and competencies,
Monitoring phase II for Corporate & Enterprise both soft skills and hard skills, through
segments and initiation of Checklist Monitoring training, socialization related to credit process
development for Commercial segments that systems & automation, and certification.
can assist managers in monitoring debtor c. Enhancement of Credit Risk Review
conditions every quarter. implementation and KLN HR capabilities
c. Use of monitoring tools such as EWS that carry out risk functions to support
Moody's, Bloomberg, Checklist Monitoring credit distribution, trade development, and
as initial screening for action on debtors and investment centers.
expansion of the use of EWS Moody's for
KLN. 5. Strengthening Remedial & Recovery
d. Intensive monitoring of debtor conditions, Optimizing credit rescue and settlement using
accompanied by evaluation and conventional strategies such as restructuring
comprehensive handling of debtors to NPL debtors who still have prospects and meet
determine the level of debtor loans that are the 3 (three) pillars, massive auctions, optimizing
more sustainable and handling of problematic cooperation with Third Parties, and programs to
debtors more progressively, including accelerate the sale of collateral of troubled loans.
restructuring, strategic investors, phase
out or downsizing through collateral sales 6. Expansion of ASIC implementation in all
(joint effort business units, risk and remedial Corporate & Enterprise segments for loan
recovery). accounts that have booking offices throughout
e. Determination of action plans based on the Indonesia.
results of monitoring the performance of KLN
debtors which include historical utilization 7. Document Management System (DMS) for digital
of credit facilities, fulfillment of covenants, credit document management.
accuracy of payment of obligations,
transactions, and assessment of potential 8. Collateral Management System (CMS) as credit
lawsuits. guarantee database automation.
f. Improvement of the implementation of the
Credit Risk Portfolio Committee in order Meanwhile, the following are plans and strategies
to optimize the management of credit risk to improve credit quality in the retail credit segment
that can affect the bank's health level by in 2025:
conducting a credit risk assessment as a basis Meanwhile, the following are plans and strategies to
for determining the adequacy of reserves, improve credit quality in the retail credit segment
discussing the development of the following in 2025:
conditions with portfolio quality, and 1. Focus on business expansion that prioritizes risk
determining follow-up strategies for credit culture with a focus on low-risk segments:
management. a. BNI GRIYA on fixed income selected (BUMN/
g. Business Banking credit portfolio BUMD/BHMN Employees, Government
management through more precise credit Agencies, Educational Institutions, TNI/
quality monitoring for the achievement of Polri Members), Diamond Client, Deal Team,
bankwide targets. and Fund Customers, Emerald, Existing
h. Intensive monitoring of debtor conditions, Debtors. Optimizing penetration on selected
accompanied by comprehensive evaluation developers (Top Highly Developer Selected,
and handling of debtors to determine the Highly Selected, and Top 10 Local Selected
level of debtor loans that are more sustainable Areas).
and handling problematic debtors more
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b. BNI FLEKSI on Fixed Income Selected (BUMN/ c. Credit Cards
BUMD/BHMN Employees, PTN, CASN/ASN, 1) Providing selective Management
Regulators, Higher Institutions/Government References for credit card applications
Agencies) and employees of institutions based on the historical credit quality
managed by the head office. generated from the channel.
c. CREDIT CARDS on fund customers, payroll, 2) Increase credit card credit limits carried
selected companies, and management out selectively to loyal cardholders who
references that have a mature relationship actively use BNI banking services.
with BNI. 3) Be selective in providing credit cards with
2. Channeling cooperation with third parties (fintech the Pre Embossed mechanism with the
and other financial institutions) by determining addition of corrective action to applicant
measurable RAC for flexi products, credit cards, geographies.
and Linkage Channeling. 4) Collaborate with BNI subsidiaries to
3. Compiling and reviewing Risk Acceptance Criteria explore new market potential while
(RAC) for retail credit distribution through debtor remaining prudent.
risk mapping (High – Low Risk). 5) Improvement and expansion of telesales
4. Conducting credit process assessments to channels (fintech debtors, home debtors,
increase business expansion by prioritizing flexi debtors, and wondr by BNI users) as
prudent risk culture: Credit Card acquisition channels.
a. BNI Griya 6) Optimization of Credit Card acquisition
1) Simplifying the credit process for selected through e-form channels with card for card
developers (Top Highly Developer credit assessments from selected banks.
Selected, Highly Selected, and Top 10 Local d. BWU Credit
Selected Areas) while still carrying out the 1) Development of BWU Pandu Mikro Digital
verification process. product to increase credit expansion
2) Adjusting BNI Griya processing provisions program to value chain and digital
in order to improve credit quality at LNC partners, through easy additional collateral
or Branch Offices that have BNI Griya NPL requirements but still paying attention
credit quality above the threshold. to risk mitigation through transactional-
3) Expansion in the non-fixed income based potential selection and digital
secondary market segment is carried out ecosystem.
by adhering to the principle of prudence 2) Improvement of Working Capital Turnover
and referring to applicable provisions. (PMK) calculation for KMK credit facilities
b. BNI Fleksi in the business program segment.
1) Expansion of the BNI Fleksi Pensiun (BFP) b. Retail Productive
distribution market to Corporate Clients. 1) Improve risk management function in
2) Adjustment of policies for BNI Fleksi Aktif developing special schemes to support
based on company profiling for the Private retail productive credit growth.
Company employee segment. 2) Improvement of Working Capital Turnover
3) Enrichment of BNI Fleksi Aktif features. (PMK) calculation for retail productive
4) Optimizing data leads through the BNI credit segment.
Fleksi Mobile Banking Digital Loan 3) Improvement in managing retail
program with eligible debtor filtering on productive credit portfolio by determining
the datamart. regional and unit categories based on
credit quality indicators that are the
reference for expansion policies in regions
and units.
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5. Increase risk awareness and risk culture, especially b. Increasing the intensity of visits to EWS (Early
for retail credit through various digital channels, Warning System) Yes debtors by BNI Griya
including: employee exams through the collection officers at STA branches.
"deep46" menu on the employee application, the c. Segmentation of Pre-NPL debtors for
"Knowledge" menu on the BNI Move application, collection priority (dunning, visit, and digital
routine delivery of lessons learned to all retail collection).
credit processing units and others. d. Increasing the portion of collection in Col-
6. Conducting regular training and brevets related to 4 from internal collection (inhouse) to third
retail credit provisions and processes for credit parties (collection agencies).
processing units including the Head of Retail e. Initiation of control of unfulfilled DSRA/DSPA
Productive Credit (HRP) and Retail Productive for RPB products through the use of reminder
Credit Risk (RPR) who act as credit decision automation (WhatsApp blast/SMS/voice
makers so that credit decisions are increasingly blast).
qualified. f. Acceleration of execution of debtor account
7. Increasing the number of Heads of Retail hand over (AHO) for RPB products.
Productive Credit Risk (HRP) and implementing g. Cooperating with property agents and Private
Retail Productive Credit Risk (RPR) clustering to Auction Houses (BLS) and e-Commerce.
strengthen the function of retail productive credit h. Focus on liquidation value, unoccupied, and
risk management. collateral value above the debit balance as
8. Strengthening digital capability through potential cession.
enhancement of the underwriting process 10. Strengthening digital capability in maintaining
through: credit quality through innovations below:
a. Development of the PACE 2.0 application for a. Utilizing Artificial Intelligence (AI) technology
automation of analysis of bank statement to increase collection productivity.
mutations for prospective and existing b. Developing an auction website to monitor the
debtors. auction process (from auction preparation to
b. Optimizing the use of the BNIdirect Supply auction results).
Chain system which has been integrated with 11. Providing easy access to the BNI Griya developer
BNI Move for the credit disbursement process Cooperation Agreement (PKS) database in
for BWU retail financing products. supporting operational activities of collateral
9. Optimizing efforts to improve credit quality and valuation in the retail segment.
recovery of the retail segment through:
a. Implementation of write-offs the Micro and
Small Business Funding Program (PUMK) in
accordance with the policy to be regulated by
the Ministry of SOEs.
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2024 Report Profile Analysis on Company Performance Functions
Capital Structure and
Management Policy
for Capital Structure and Capital
Risk Management Practices
Details of Bank Capital Structure
Increase (Decrease) Increase (Decrease)
Capital Component-Bank Only 2024 2023 2022 2023-2024 2022-2023
Nominal Percentage (%) Nominal Percentage (%)
Core Capital (IDR billion) 142.043 130.938 118.936 11.105 8,5 12.002 10,1
Supplementary Capital (IDR billion) 10.264 11.079 12.400 (815) (7,4) (1.321) (10,7)
Total Core Capital and Supplementary
152.307 142.016 131.336 10.291 7,2 10.680 8,1
Capital (IDR billion)
Risk Weighted Assets (RWA) for
660.200 609.161 586.142 51.039 8,4 23.019 3,9
Credit Risk (IDR billion)
Risk Weighted Assets (RWA) for
37.411 34.967 92.999 2.444 7,0 (58.032) (62,40)
Operational Risk (IDR billion)
Risk Weighted Assets (RWA) for
14.162 2.812 2.244 11.350 403,6 568 25,3
Market Risk (IDR billion)
Core Capital Ratio (%) 20,0 20,2 17,5 (0,2) 2,7
Capital Adequacy Ratio for
Credit Risk, Operational Risk 21,4 22,0 19,3 (0,6) 2,6
and Market Risk (%)
Management Policy on Bank Capital Structure [ACGS B.3.1]
To anticipate domestic and global economic challenges as well as the increasing risk exposure faced by
BNI, an effective and integrated capital management system is required. This system must support the
achievement and sustainable growth of performance while enhancing BNI’s competitiveness. BNI’s
capital management is conducted by maintaining a strong capital position to support business growth,
retain investor, depositor, customer, and market confidence, and ensure compliance with capital adequacy
requirements set by regulators while covering the risks managed by the Bank.
In its capital management, BNI maintains capital levels according to risk exposure and conducts periodic
reviews.The Bank also considers factors such as optimizing shareholder returns, balancing higher profitability
with the gearing ratio, and ensuring security through a sound capital position. This approach reflects BNI’s
strong commitment to maintaining a capital structure composition that complies with regulations and does
not fall below the minimum limits set by the Financial Services Authority (OJK) as the banking regulator.
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Basis for Policy 2. Calculating the Minimum Capital Requirement
1. Core Capital according to BNI’s risk profile.
Core capital consists of primary and additional As of December 31, 2024, BNI’s risk profile, which
core capital in accordance with the Financial serves as one of the assessment factors for the
Services Authority Regulation (POJK) on Bank Soundness Rating (TKB), was rated at level
"Minimum Capital Requirement for Commercial 2 (Low to Moderate). Due to this Low to Moderate
Banks”. BNI’s core capital increased by 8.5%, risk profile and calculations based on the Internal
rising from IDR130.9 trillion in 2023 to IDR142.0 Capital Adequacy Assessment Process (ICAAP),
trillion in 2024. This increase was driven by the the minimum Capital Adequacy Ratio (CAR) for
Bank’s profit throughout 2024 and a revaluation BNI is set at 9.80%.
surplus balance of fixed assets amounting to
IDR1.3 trillion. 3. In addition to calculating the Minimum Capital
Adequacy Requirement based on the risk profile,
2. Supplementary Capital (maximum 100% of core BNI also determines additional capital buffers to
capital) safeguard against financial and economic crises
Supplementary capital (referring to bank capital) that could disrupt financial system stability.
consists of general reserves for productive These additional capital buffers include Capital
assets and capital instruments that meet Tier Conservation Buffer, Countercyclical Buffer, and
2 requirements. BNI’s supplementary capital Capital Surcharge for Systemic Banks. Additional
decreased by 7.4%, from IDR11.1 trillion in 2023 to buffer capital is carried out in accordance with
IDR10.3 trillion in 2024. This IDR1.5 trillion decline the provisions of the Regulator.
was primarily due to the amortization of capital- a. Capital Conservation Buffer is additional
characterized securities amounting to USD capital that functions as a buffer in the event
500,000,000. The reduction in supplementary of losses during a crisis period.
capital was influenced by the amortization of b. Countercyclical Buffer is additional capital that
subordinated bond values, which are considered functions as a buffer to anticipate losses in the
as part of the supplementary capital component. event of excessive banking credit growth that
has the potential to disrupt the stability of the
Capital-Related Risk Management Practices financial system.
How BNI’s capital can absorb risks is measured by c. Capital Surcharge is additional capital
calculating KPPM as prescribed by regulators, which capacity that functions to reduce the negative
involves the following phases: impact on the stability of the financial system
1. Calculating the minimum capital adequacy based and the economy in the event of a Systemic
on the Risk-Weighted Assets (RWA) measurement Bank failure by increasing the Systemic Bank’s
method: ability to absorb losses.
a. Credit Risk: Standardized Approach
b. Market Risk: Standardized Approach When incorporating these capital buffers,
c. Operational Risk: Standardized Approach Conservation Buffer of 2.50%, Countercyclical Buffer
of 0.00%, and Capital Surcharge of 1.50%, BNI’s total
Minimum Capital Adequacy Requirement (KPMM)
ratio threshold stands at 13.80%.
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2024 Report Profile Analysis on Company Performance Functions
Material Commitments
for Capital Goods Investments
During 2024, BNI recorded material commitment for investment in capital goods as follows:
No. Project Name Vendor
1 Construction of Pantai Indah Kapuk 2 - PT Virama Karya
- PT Pembangunan Perumahan (Persero) Tbk
- PT Alien Desain Nusantara
- PT Kanta Karya Utama
2 Office Automation - PT Air Mas Perkasa
- PT Belpin Blessin Indonesia
- PT Berca Hardayaperkasa
- PT Bhinneka Mentaridimensi
- PT Bismacindo Perkasa
- PT Datascrip
- PT Digital Teknologi Nusa
- PT Multipolar Technology
- PT Nextindo Global Solusi
- PT Nusantara Compnet Integrator
- PT Pandu Siwi Sentosa
- PT Sentra Paramitra
3 Maverick MMP 1 - KJPP Toha, Okky, Heru, and Partner
- PT Accenture
- PT Adi Data Informatika
- PT Bhinneka Mentaridimensi
- PT Deloitte Konsultan Indonesia
- PT Dymar Jaya Indonesia
- PT Fan Integrasi Teknologi
- PT Idpay Asia Jaya
- PT Indocyber Global Teknologi
- PT Ipsos Market Research
- PT Karlin Mastrindo
- PT Mastersystem Infotama
- PT Mitra Integrasi Informatika
- PT Niagaprima Paramitra
- PT NTT Indonesia Technology
- PT Nusantara Compnet Integrator
- PT Phintraco Technology
- PT Sentra Paramitra
- PT Swadharma Duta Data
4 Treasury Management System - PT Aurionpro Solutions Indonesia
5 Enterprise License - PT Metrocom Global Solusi
- PT Multipolar Technology
6 Base 24 Extension - PT Abhimata Persada
7 LMS Wholesale - PT FIS Systems Indonesia
8 #26 & 27 30 Raffles Place Rent - ADM Design & Build (S) Pte Ltd
- Crimsign Graphic Pte Ltd
- Oxley Beryl Pte Ltd
9 Grha BNI Rennovation - PT Setara Karya Permata
- PT Alien Bangun Nusantara
- PT Bumi Inti Persada Raya
- PT Solargard Indonesia
- PT Grafindo Triutama
- PT Karya Perdana Baru
- PT Grahacipta Hadiprana
10 Enterprise License Agreement – Dynatrace - PT Mitra Integrasi Informatika
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Commitment Purpose
The material commitment for capital goods investments includes the commitment to purchase capital
goods as planned in BNI’s Bank Business Plan (RBB).
Source of Funds
BNI’s funding sources utilise the remaining investment budget, total depreciation expense and a share or
percentage of net profit from the previous financial year as funding sources for capital expenditure from
the previous financial year as a source of funding for capital expenditure.
Currency Used
All transactions carried out in the context of binding investment materials for capital goods are denomi-
nated in Rupiah.
Planned Steps to Protect Foreign Currency Risk
BNI does not protect against foreign currency protection risks as all investment capital goods commit-
ments are carried out in Rupiah.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Capital Goods Investments
Realized In The Last Fiscal Year
BNI issued funds for Capital Goods Expenditure investment to purchase a number of fixed assets or to
increase the value of fixed assets that are expected to provide value for future benefits.
Types of Capital Goods Investment
The capital goods investments in 2024 totalled IDR3,894 billion, and consisted of buildings and land,
automation equipment, non-automation equipment and vehicles, amounting to IDR1,689 billion, IDR1,689
billion, IDR274 billion and IDR62 billion, respectively.
Capital Goods Investment Purpose
BNI purchases capital goods to support the Company’s overall operational activities.
Capital Goods Investment Value
The following table explains the capital goods investment value.
Increase (Decrease) Increase (Decrease
Types of Capital 2024 2023 2022 2023-2024 2022-2023
Goods Investment (IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Building and Land 1,689 1,027 404 662 64.5 623 154.2
Automation 1,869 1,236 899 633 51.2 337 37.5
Equipment
Automation 274 207 146 67 32.4 61 41.8
Equipment
Vehicles 62 1 3 61 6,100.0 (2) (66.7)
Total 3,894 2,471 1,452 1,423 57.6 1,019 70.2
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Property
for Investment
As of the financial year ending December 31, 2024, BNI does not hold any property assets for investment
purposes.
Information and Material Facts
That Occurred After The Date
of the Accountant’s Report
During 2025, there is information and material facts to report that occurred after the date of the accountant’s
report until this Annual Report was published on February 19, 2025 as set out below. [ACGS C.8.1, C.8.2, C.8.3]
Share Buyback
Plan
The Company announced its Share Buyback Plan issued by the public company and the Share Transfer
Plan from the Buyback Results on February 4, 2025. Later, on February 17, 2025, the Company made some
updates in the Information Disclosure pertaining to the Buyback Plan and the Share Transfer Plan from the
Buyback Results. Furthermore, the Buyback Plan and the transfer of Buyback Shares will be submitted for
approval at the Annual General Meeting of Shareholders for the 2024 fiscal year.
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
Business Target
Achievements in 2024 [ACGS C.2.1]
PRESUMPTIONS FOR 2024 TARGET Furthermore, the rupiah was projected to hover
FORMULATION at IDR15,200 - 16,200 per US dollar. The Rupiah
exchange rate fluctuated throughout the year due
When the 2024 target formulation process was to various factors, including the decrease in the Fed
underway at the end of 2023, global economic Fund Rate (FFR) in the US in the first half of 2024
growth was projected at a lower 2.9% as various and the year’s various geopolitical conflicts, causing
geopolitical factors were expected, during which markets to gravitate towards safe-haven assets as
FY2023 economic growth was estimated to close the Dollar was strengthening against the currencies
at 3.0%). As 2024 unfolded, the economy appeared of developing countries (EMs), so BNI maintained its
to be growing at a stronger pace than initial projection range throughout 2024. As of December
expectations, so the IMF edged up its projection to 31, 2024, the average Rupiah exchange rate was
3.2% for the year in review and revised its projection IDR15,844 per US dollar.
for FY2023 to 3.3%.
The BI-rate interest rate projection for 2024 was 6.0-
Seeing stronger global economic growth, increased 6.5% and was maintained at that level until the end
investments and the general elections in 2024, of 2024. The BI rate at the beginning of the year was
which were expected to be economic catalysts, 6.0%. As the year went on, BI raised interest rates
BNI expected Indonesia’s economic growth would once in April 2024 to 6.25% and brought it back to
remain resilient at around 4.8-5.2%YoY. Furthermore, 6.0% in September, in line with the FFR rate cut. At
investment growth is projected to be driven by the end of the year, BI’s policy interest rate closed at
investments in machinery & equipment and buildings 6.0% as the pressure on the exchange rate continued
& structures, in line with the development project of in Q4 of 2024.
the Indonesian Capital City (IKN) and the completion
of the national strategic program (PSN) towards the Considering macroeconomic and financial market
end of President Joko Widodo’s administration. This movements, BNI estimated credit growth in the
economic growth range was maintained throughout banking industry for 2024 at 7.0–12.0%, supported
2024 and was not revised. by TPF growth of 5.0–10.0%. This projection was
maintained throughout 2024.The realization of credit
In terms of consumer price levels, inflation in 2024 growth in 2024 closed at 10.4% FY2024 and was in
was expected to remain within Bank Indonesia’s line with BNI’s projection, while the realization of
projection range. Initially, BNI expected a higher TPF growth was 4.5% FY2024, slightly lower than
range of inflation at 2.8–4%. However, as inflation BNI’s projection. BNI did not adjust the projection
lowered in Quarter IV – 2024, BNI revised it projection of TPF growth because, as of November, the
down to 1.5 – 2.5%. Amongst the causes of low realization appeared in line with its projection range
inflation in 2024 were: first, the normalization of (November 2024: 7.5% YoY); the below-projection
food prices after a sharp increase post El Nino in May realization happened once in December 2024. With
2024. Second, the unrestored people’s purchasing such realization, the loan-to-deposit (LDR) ratio
power, especially in the low-middle income earner position in December 2024 was 88.6%, up from 2023
group. Third, structural problems, such as a weak (83.8%).
formal labor market and high informality of work,
underlay much weaker purchasing power. At the Based on these external conditions, BNI felt that
end of 2024, inflation closed at the lower end of the it needed to adjust its views of several macro
projection, which was 1.6% YoY, with core inflation assumptions and business targets for 2024, as given
of 2.3% YoY. in the following presumptions:
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Macroeconomic Variable Projections and Realization 2024
Indicator 2024 Projection 2024 Realization
Economic Growth (%) 4.8 – 5.2 5.0*
Inflation Rate (%) 1.5 – 2.5 1.6
Rupiah Exchange Rate (IDR/USD) 15.200 – 16.200 15,844
BI-7 Days Repo Rate (%) 6.0-6.5 6.0
Loan Growth (%) 7.0 – 12.0 10.4
Third Party Funds Growth (%) 5.0 – 10.0 4.5
*) Preliminary estimated figures
Source: BPS, BI, BNI Office of Chief Economist
COMPARISON BETWEEN TARGET AND REALIZATION YEAR 2024
Comparison between Target and Realization of Business Year 2024
2024 Target
2024 Realization 2024 Target
Description Achievement
(IDR-billion) (IDR-billion)
(%)
Loans disbursed 775,872 774,977 100.1
Deposits from Customers 805,511 856,642 94.0
Current Accounts 305,734 357,266 85.6
Savings 257,544 264,175 97.5
Deposits 242,233 235,200 103.0
In general, BNI was able to achieve its stated targets in 2024. BNI managed to deliver this strong achievement
by adapting to the dynamic business environment in 2024 on healthy financial fundamentals and a
competitive digital platform. Given below are some of the strategies we carried out to optimize business
achievements:
• Optimization of KLM (Macroprudential Liquidity Policy) incentives in the second half to manage liquidity
to reduce Cost of Fund (CoF).
• Optimization of LDR, followed by acceleration of credit growth
• Increasing CASA acquisition, especially savings, utilizing the momentum of the release of wondr by BNI,
which had positive acceptance from customers.
• Optimization of data analytics to generate leads and encourage cross-selling.
Through disciplined execution of the strategies above, BNI managed to close 2024 with quite positive
achievements.
Comparison between Target and Actual Profitability and Other Important Financial Ratios in 2024
2024 Target
Description 2024 Realization 2024 Target Achievement
(%)
Revenue (IDR Billion) 40,480 40,014 101.2
Net Profit (IDR billion) 21,464 21,244 101.0
Return on Asset (ROA) (%) 2.5 2.4 104.2
Return on Equity (ROE) (%) 15.8 15.8 100.0
Return on Equity (ROE) -
14.2 14.2 100.0
Equity Based (%)
Net Interest Margin (NIM) (%) 4.2 4.0 105.0
Operating Expenses to
70.0 70.3 99.6
Operating Income (BOPO) (%)
Cost to Income Ratio (CIR) (%) 44.6 43.8 101.8
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
BNI’s profitability realization showed quite satisfactory performance, with profitability indicators such as
Net Profit, Net Interest Margin (NIM), Return on Equity (ROE), and Return on Asset (ROA) exceeding their
predetermined targets. BNI’s net profit in the 2024 financial year was recorded at IDR21.5 trillion, or grew by
2.7% YoY. This profit achievement was 101.0% of the target and in line with market expectations (consensus).
Target vs Realization of Capital Structure in 2024
2024 Target
2024 Realization 2024 Target
Description Achievement
(%) (%)
(%)
Minimum Capital Adequacy
21.4 20.3 105.4
Ratio (KPMM)
Gross Non Performing
2.0 1.9 105.3
Loan (NPL)
BNI’s capital management strategy was reflected in its achieved capital structure target, namely the
Minimum Capital Provision Obligation (KPMM) ratio, in 2024, even exceeding its predetermined target.
The achievement of the Minimum Capital Provision Obligation (KPMM) target was due to BNI’s increasing
profitability in 2024, allowing for an organic increase in capital accumulation. BNI’s success was further seen
in the quality management of its earning assets. The realization of Gross Non-Performing Loans (NPL) was
suppressed from the previous year at 2.14% and achieved the target. This shows BNI’s strong commitment
to continue to maintain the quality of its assets.
Target vs Realization in Human Resources in 2024
2024 Target
Description 2024 Realization 2024 Target Achievement
(%)
Total Headcount 27,203 27,200 100.0
(Employees)
Number of employees 26,919 26,925 99.98
participating in training
(people)
Education and Training 200.98 200.98 100.0
Costs (IDR-billion)
As one of the important capital factors for the sustainability of the Bank, BNI knows that it needs competent
and professional human resources (HR) to achieve all of its stated targets. That’s why BNI always organizes
HR education and training and see them as an investment that will help employees to achieve the expected
skills, knowledge, and creativity and ultimately increase the Bank’s productivity and competitiveness.
In 2024, BNI had a total of 27,203 headcount and spent IDR 201 billion for investment in education and
training. The realization of education and training costs was equivalent to 3.8% of total gross salary, higher
than the level set by the regulator in POJK No. 24 of 2022 of 3.5% of gross salary. The cost of education and
training is an important investment for BNI in the future.
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Business Continuity
Information
MATTERS WOULD POTENTIALLY HAVE Demographic Dividend Would Be A Catalyst
A SIGNIFICANT IMPACT ON THE BANK'S For Indonesia's Consumption Growth In The
BUSINESS CONTINUITY IN 2024 Medium Term
Indonesia's consumption growth, which represents
BNI had identified some economic risk exposures 54% of the economy, was also expected to
ahead. The first would be regressing growth remain solid in the future along with a supportive
momentum if manufacturing activity did not demographic profile. Indonesia is currently
improve. The second would be a possible economic experiencing the peak of the demographic dividend
slowdown in Indonesia's main trading partners, because the dependency ratio had hit its lowest
such as China. The third would be a deeper level since >50% of the country's population then
slowdown in the Chinese economy due to the consisted of millennials (born in 1981-1996) and
aggressive import tariff policy the US was likely Generation-Z (born in 1997-2012). Indonesian
to impose on this closest economic rival of, which consumption would also be driven by the growth
might slow Indonesia’s economy given the latter’s of the aspiring middle class and middle class which
economic concentration with China. Furthermore, currently accounts for 66% of the total population.
structural problems in China, such as a declining
productive population, a property sector crisis, and That’s why BNI saw a higher potential for
high private debt to GDP, also had spillover effects consumption growth in the medium term when
on the country's economic growth in the medium Indonesia's GDP per capita reaches USD5000 level.
term. The fourth would be geopolitical factors, such The experience of other countries shows that when
as relations between countries such as the Russia- GDP per capita reaches that level, consumption
Ukraine conflict, tensions with NATO, and the growth has the potential to increase by 2-3% in
boiling situation in the Middle East region - including the medium term supported by more diversified
changes in leadership in major countries that could consumption. To illustrate this, he higher the GDP
bring changes in global policy. The fifth and final risk per capita of a country, the higher the proportion of
BNI would be observant was the slowing economic durable goods and services consumption.
growth from a structural perspective, which could
be triggered by a lack of adequate employment MANAGEMENT ASSESSMENT OF MATTERS
opportunities and an increasing proportion of the WITH A POTENTIALLY SIGNIFICANT
informal economy. INFLUENCE ON THE BANK’S BUSINESS
CONTINUITY
Investment Will Remain a Drive for
Economic Growth in the Medium Term Overall, BNI carries out scenario analysis covering
In the medium-term context, BNI had envisioned 2 (two) levels of crisis, namely liquidity and
an economic growth that would be driven by solvency. Liquidity crisis to see the impact of stress
higher quality investment and consumption. In conditions on BNI’s liquidity conditions as shown by
its calculation, BNI spotted a need for an average liquidity indicators, namely MSR, LCR and NSFR.
increase of 6% in economic growth towards While, the solvency crisis is to see the impact of
2045 (vs. current growth of 5%) for the country to stress conditions on asset quality (NPL Gross and
evade middle-income trap. To achieve this target, NPL Net), profitability (ROA, ROE and BOPO) and
investment growth needs to increase to 8% from capital (KPMM and KPMM CET 1) of BNI. Each crisis
current average of 4% in 2021-2024. Investment condition includes scenarios of idiosyncratic crisis
would be directed to high-tech manufacturing and conditions, market-wide shock, and a combination
service sectors, including downstreaming of natural of both.
resources and agriculture (agro-downstream).
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
1. Liquidity Stress Test Scenario Changes in income, reserve value, unrealized
The liquidity stress scenario is divided into 3 gains/losses and other comprehensive income of
(three) scenarios, namely idiosyncratic, market the bank will be transmitted to further influence
wide, and a combination, which are prepared Profit/loss for the current period which has an
based on Bank Indonesia’s granular stress test impact on the Bank’s capital. In the end, changes
scenarios, and the LCR calculation scenario in Profit/Loss and RWA will affect the Bank’s
which is adjusted to BNI’s internal conditions. minimum capital adequacy (KPMM).
2. Solvency Stress Test Scenario ASSUMPTIONS USED BY MANAGEMENT
The solvency aspect stress test is designed to IN CONDUCTING ASSESSMENT OF
see the impact of changes in internal factors MATTERS THAT HAVE A POTENTIALLY
(idiosyncratic), as well as external factors (market SIGNIFICANT EFFECT ON THE BANK’S
wide) or together, both directly and indirectly, BUSINESS CONTINUITY
on the Bank’s solvency. These scenarios are
interrelated with stress tests on indicators of Several assumptions BNI considers when conducting
asset quality, profitability and capital. a business continuity assessment include:
1. Liquidity Stress Test Assumptions
A number of internal and external (market wide) The liquidity stress test assumptions for each
factors for stressful conditions are seen to be scenario are as follows:
independent or interrelated, influencing several a. Idiosyncratic Scenario
bank performance variables. These changes are Liquidity stress is triggered by a decrease in
then transmitted into the Balance Sheet and BNI’s trust or reputation that can be caused by
Profit/Loss items so that they have an impact evevnts such as a decrease in BNI’s rating, IT
on the Bank’s financial ratios. The relationship failure, the occurrence of significant internal
between each solvency indicator in each stress fraud or other risk events that have an effect
scenario will ultimately have an impact on the on decreasing public trust in BNI that can
Minimum Capital Adequacy Ratio (KPMM). trigger large withdrawals by customers of TPF.
b. Market-wide scenario
The stress test scenario is carried out for 3 Liquidity stress is triggered by a decrease
scenarios, the first scenario is the shock condition in liquidity in the interbank market due to
triggered by internal factors (idiosyncratic) such worsening overall domestic and/or global
as a decline in loan quality, especially in a number economic conditions, resulting in significant
of quality Debtors who have shifted from current deposit withdrawals and difficulty in obtaining
to default, then in the second scenario the trigger funding in the market, either through the
factors taken into account come from external liquidation of assets owned or through
factors. The third scenario is a combination of interbank loans.
internal (idiosyncratic) trigger factors together c. Combination Scenario
with external (market wide). Liquidity stress is triggered by stress resulting
from a combination of idiosyncratic and
Some of these disturbances are transmitted into market-wide events.
the Bank’s financial performance in the form of
changes in a number of variables. Changes in the
quality of the loan portfolio, Net Open Position,
and market prices in the securities and bond
portfolio will affect the value of Risk Weighted
Assets (RWA).
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2. Solvency Stress Test Assumptions The solvency b. Market-wide scenario
stress test assumptions for each scenario are as Solvency stress is triggered by tight global
follows: financial conditions, market financial turmoil
a. Idiosyncratic Scenario and economic recession that will have an
Solvency stress is triggered by an inaccurate impact on bank solvency conditions in terms
loan growth strategy, and accompanied of loan risk and market risk, including:
by an inaccurate loan monitoring process, • Decreasing GDP growth rate
causing several debtors to default using MEV • Increasing inflation
in the baseline scenario. The default debtors • Increasing interest rates
are determined based on the results of an • Changing exchange rates
assessment of the impact of macroeconomic • Worsening commodity prices
conditions on BNI’s loan portfolio for the Q3 • Other macroeconomic worsening
2024 period. It was projected that there was a • Market risk increasing due to high
shadow NPL (collection of 1 restructured non- Government bond yields
Covid and Pre NPL) of IDR30.27 trillion, and c. Combination Scenario
assumption that 25% (IDR7.56 trillion) of total Solvency stress is triggered by stress from
shadow NPL will default. idiosyncratic and market-wide conditions that
influence simultaneously.
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Details of Matters
Arising in 2024
Throughout 2024, the Bank remained observant of the dynamic macroeconomic conditions and the spillover
effects they might have on the banking business as we worked to mitigate their impacts on our 2024
performance. Given below are some of the referred impacts and how BNI overcame the issues:
Interest Rate Hike Trend
The trend of high global interest rates (higher for longer) and volatile global geopolitical & economic
conditions in 2024 had an impact on the financial market in the form of tight liquidity conditions and a
more limited decrease in the benchmark interest rate (BI-rate) as the Rupiah remained under pressure.
Since April 2024, BI had paused rate at a high 6.25% and only decreased it once by 25 bps in September.
Impact on BNI:
The pressure on DPK (Cost of Fund) costs became heavier due to tight liquidity conditions that lead
tod an increase in interest expenses and put pressure on Net Interest Margin (NIM). In response to this
condition, BNI took proactive steps to optimize incentives from Bank Indonesia in the form of relaxation of
the obligation to fulfill the minimum reserve requirement (GWM) in rupiah to banks that distribute credit
or financing to certain sectors’ a policy that took effect in June 1, 2024. The incentive package allowed the
Company to have extra liquidity that can be optimized to increase credit distribution to the public while
improving its third-party fund structure, and eventually improve NIM. Another strategy BNI executed was
strengthening its e-channels, both retail and corporate, to strengthen transactions and increase CASA.
Weakening Purchasing Power
There were indications of weakening public purchasing power as reflected in e.g. the lower household
consumption throughout 2024 that tended to remain below 5%, and has not yet to reach the pre-pandemic
growth rate. The moderate growth in household consumption was largely influenced by stagnant
purchasing power for the lower middle class, as also reflected by the low core inflation rate.
Impact on BNI:
Higher credit risk, especially in small loans, which had not fully recovered from the Covid-19 pandemic.
As a mitigation measure, BNI adopted selective and prudent growth in the small segment with a growth
orientation on the wholesale customer value chain, optimized data leads, and implemented a scoring
model to maintain a fast and accurate credit assessment process based on data and statistical models
while maintaining the quality of the credit disbursed.
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Business Prospects
for 2025
Based on the assessment of macroeconomic 20% in Trump's first term). Knowing that income
conditions we have disclosed in the previous section, tax cuts and continued fiscal incentives in the US
BNI had estimated that Indonesia's economic growth will likely ensue, BNI again foresees a higher risk of
in 2024 would close in the range of 5% (GDP figures US inflation in 2025, which may lead to a smaller
in Q4-2024 will not be published until February 2025). room for lowering the US benchmark interest rate/
For 2025, BNI projects that Indonesia's economic Fed Fund Rate (FFR) than previously estimated. As
growth will be in the range of 4.9%-5.4%, driven by an illustration, market consensus has revised the
household consumption and investments. One of FFR cut in 2025 by only 25bps compared to the
the projected driving factors of higher consumption September 2024 estimate of 100bps.
will be the effect of fiscal spending, which is more
directed at domestic demand, while the main factor Market expectations on FFR rate
driving investment is capital expenditure activity cuts continue to decline
from the private sector. This corresponds with
historical trends, where private investment tends -25
to increase around four quarters after the election.
In addition, the formation of a cabinet and the clear
direction of the new government's pro-growth -75
and pro-consumption policies can provide greater -100 -100 -100
confidence for investors.
-125
Furthermore, BNI projects that inflation will reach FOMC Sep-24 FOMC Nov-24 FOMC Des-24
the range of 2.5-3.5% in 2025, higher than 1.6% in the
year in review. The first of two key factors that may Total Pemotongan FFR di 2024
cause inflation to increase in 2025 will be the effect
Proyeksi Pemotongan FFR di 2025
of the increase in VAT rates for luxury goods and the
implementation of excise on sweetened beverages.
The second will be an increase in core inflation as Source: Bloomberg, BNI Office of Chief Economist
household consumption improves evenly.
Therefore, along with the strengthening of the Dollar
In terms of risk, BNI foresees that the largest source index and the 10-year US Treasury yield >4.0%,
will still come from external factors, especially after BNI foresees the potential of the Rupiah exchange
the election of Donald Trump as president of the rate average to reach IDR15,000 - 16,200/USD in
United States (US) for the 2025-2029 period. The 2025, which may lead to a more restrictive room
recent election of Donald Trump will bring with it for Bank Indonesia to lower its benchmark interest
a risk of a more inward-looking, potentially more rate. At this point, BNI estimates that the BI rate will
aggressive US policy direction than the 2017-2020 only decrease in the range of 25bps in 2025. After
period when he was in office for the first time. weighing all the above factors, BNI projects that
Specifically, the Trump administration has the idea credit and TPF will grow at around 9.0-12.5% and
of imposing a broad import tariff of 10-20%, where 8.0-11.0%, respectively.
specifically for China, the tariff is planned to reach
60% (higher than the import tariff to China of 15-
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Macroeconomic Variable Projection, Bank Business Plan 2025-2027
2024F 2025F 2026F 2027F
GDP Growth (% FY) 4.8 – 5.2 4.9 – 5.4 5.0 – 5.6 5.1 – 5.7
Inflation (% FY) 1.5 – 2.5 2.5 – 3.5 2.5 – 3.5 2.4 – 3.4
BI7DRRR (%) 6.00 – 6.50 5.00 – 5.75 4.25 – 5.00 4.00 – 4.75
Exchange Rate (Rp/USD, rerata) 15,200 – 16,200 15,000 – 16,200 14,800 – 15,800 14,400 – 15,300
Growth of TPF (% YoY) 5.0 – 10.0 8.0 – 11.0 9.0 – 11.0 9.0 – 12.0
Growth of Credit (% YoY) 7.0 – 12.0 9.0 – 12.5 9.0 – 13.0 9.5 – 13.0
Source: Estimation of BNI Office of Chief Economist
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Performance Projections
for 2025
After considering the business prospects and potential as well as macro and micro conditions as explained
above, BNI has prepared a Bank Business Plan (RBB) for 2025 with several important points as shown below:
Performance Indicator 2025 Projection
Quality Balance Sheet Growth
Credit Growth 8%-10%
DPK Growth 9%-11%
CASA Ratio >70%
NPL Gross < 2.0%
Credit Cost (CKPN Cost to Total Loans) 1.0%-1.1%
Profitability
Net Interest Margin (NIM) 4,0%-4,2%
Return on Equity (ROE) - Equity Based 14,0%-15,0%
Capital Structure
Capital Adequacy Ratio (CAR) >20%
Dividend Policy
Projected Dividend Payment in 2025 minimal 25%
Credit growth historically has a strong correlation with GDP growth. Hence, as the domestic economy will
likely remain in fine fettle, we expect an even bigger role of banking intermediation. We are projecting
that credit distribution in 2025 will continue the positive trend it has shown in resilient sectors and sectors
on which the new administration has placed their priority on. Internally, BNI also has aspired to grow at
a stronger 8.0%-10.0% compared to 2024 (year on year). Besides corporate and consumer segments as
our main growth engines, BNI foresees opportunities for stronger credit growth in the small and medium
segments.
While tight banking liquidity is likely into the first half of 2025, we still expect to see a relatively healthy growth
in the third-party fund of the banking industry. However, as we plan to remain focused on third-party fund
growth in retail funds and transactional funds, continue to optimize wondr by BNI app (personal banking
super-app) and BNIdirect (business banking Transactional platform), as well as other digital platforms that
can strengthen the customer journey, encourage the entire network of outlets and subsidiaries to increase
productivity and see business potential in each region, we are projecting a growth of 9.0%-11.0% year on
year (YoY) in third-party funds.
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In terms asset quality, through our ongoing In achieving the established projections, based on
transformation since 2021, we have made the Business Plan stated in the Bank Business Plan
fundamental improvements in the credit process (RBB) 2025-2027 document, BNI has set 6 (six) the
and risk management, including the use of credit following strategic policies in 2025 as an effort to
scoring and digitalization in the small segment, as continue to grow in line with market demand:
well as optimizing the corporate segment value 1. Branch Transformation, which will involve
chain that will allow for healthy growth in the small arranging distribution networks, both
and medium segments. With selective and prudent conventional and digital and their integration,
credit growth, our NPL ratio is projected to show increasing RM productivity, sales and outlets, and
impressive and sustainable improvements in 2025 streamlining processes through digitalization,
and dip below 2.0%. and strengthening the back office.
2. Increasing Retail Savings and Deposits, as well
Such a strong projection of quality balance sheet as transaction-based Giro.
growth should have positive impacts as it will 3. Pursuing healthy and sustainable growth across
improve BNI’s profitability in 2025 with NIM all segments, with a primary focus on the
projected to reach f 4.0% -4.2% and ROE Equity corporate segment and its derivatives, as well as
Based to reach 14.0% to 15.0%. This projection quality consumers and wealth.
of increased profitability should then strengthen 4. Improving asset quality to reduce Loan at Risk
capital as reflected in the Capital Adequacy Ratio (LAR).
(CAR) at above 20%. This level provides BNI with the 5. The development of excellent digital platforms,
ability to meet the needs of BNI Group’s business including the ongoing development of wondr
expansion and investment, as well as promising by BNI and BNIdirect, and other platforms that
dividends without having a negative impact on support the customer journey.
capital adequacy. 6. Strengthening supporting factors including
Human resource transformation, strengthening
With the increasingly better performance projection, IT architecture, and improving cost efficiency
we are optimistic about increasing profit in 2025, ratios and operational excellence.
consistent with BNI’s commitment to deliver optimal
value for all stakeholders, especially shareholders.
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Marketing
Aspect
MARKETING STRATEGY
BNI is committed to always bringing the best financial institution in service and performance
products and services, not only to strengthen to realize Golden Indonesia by 2045. This theme
brand image and increase market share, but also to reaffirms BNI's mission of realizing a big goal: to
create added value for all stakeholders anywhere always serve the country and become a source of
and anytime. In today's era where digitalization is pride for the Indonesian people.
still growing rapidly, BNI has consistently become
a leading financial institution that is agile in In terms of digital marketing, BNI optimizes its own
facing rapid market changes and needs as well as digital media platforms to reach a wide market
increasingly tight business competition. segment. One way to use the media platforms
is by making the best use of BNI's organic social
In communicating its signature products and media. According to data as of December 31, 2024,
services, BNI executes an integrated marketing Instagram @bni46 had 1,766,438 followers. BNI
communication strategy and uses more digital Facebook had 411,835 fans, Twitter/X @BNI had
media, both the publication of BNI as a corporation 1,245,035 followers. TikTok @bni46 had respectively
and BNI's products. The message covers a range 521,500 current followers, and Youtube had 42,200
of information, from BNI's aspiration to become subscribers with more than 8,000 total posts
a state-owned bank with global capabilities to its throughout 2024, showing a high engagement rate
commitment to becoming a digital-based bank. that has made BNI's social media one of the best in
the banking business sector.
BNI has an aspiration to become a state-owned
bank with global capabilities in that it bridges BNI also ran marketing communication campaigns
players in the business circle to the global arena. in conventional media, such as television, radio,
BNI cements its position overseas as a gateway OOH & public transportation, as a strategy to reach
for investors, diaspora, and potential customers out to more audiences offline with a more massive
to drive international banking performance. In number of viewers. In addition to conventional
addition, BNI continues to develop digital-based media campaigns, BNI also used online media
products and services for both the wholesale and platforms such as publishers, KOL/influencers, and
retail segments to make a significant contribution to other digital media that aim to expand the reach of
Indonesia's economic growth. This idea is the basis the audience in all segments. For certain/specific
of BNI's corporate message and was emphasized target segments, BNI remained active in carrying out
at the commemoration of its 78th anniversary in various activations through events, sponsorships,
2024 with the theme "Leading a Wondrous Nation," and branding in premium and strategic areas.
portraying BNI's efforts to become the leading
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MARKET SHARE
Increase (Decrease) 2023-2024
Account 2024 2023 2022 Percentage
Nominal Trend
(%)
Based on Banking Industry Assets
Industry*) (IDR-billion) 12,172 11,428 10,488 744 6.5
BNI (IDR-billion) 1,130 1,087 1,030 43 4.0
Industry Market Share (%) 9,3 9,5 9,8 - (0.2)
Based on Banking Industry Outstanding Loans
Industry*) (IDR-billion) 7,657 6,966 6,275 691 9.9
BNI (IDR-billion) 776 695 646 81 11.7
Industry Market Share (%) 10,1 10,0 10,3 - 0.1
Based on Outstanding Third Party Funds in the Banking Industry
Industry*) (IDR-billion) 8,751 8,216 7,647 535 6.5
BNI (IDR-billion) 806 811 769 (5) (0.6)
Industry Market Share (%) 9,2 9,9 10,1 - (0.7)
Comparison of Capital Adequacy Ratio (CAR) with the Commercial Bank Industry Average
Industry*) (IDR-billion) 27,0 27,9 25,2 - (0.9)
BNI (IDR-billion) 21,4 22,0 19,3 - (0.6)
Comparison of Operating Expenses to Operating Income (BOPO) Ratio with the Commercial Bank Industry Average
Industry*) (IDR-billion) 79,0 76,8 77,1 - 2.2
BNI (IDR-billion) 70,0 68,4 68,6 - 1.6
Comparison of Return On Asset (ROA) Ratio with Commercial Bank Industry Average
Industry*) (IDR-billion) 2,7 2,7 2,5 - 0.0
BNI (IDR-billion) 2,5 2,6 2,5 - (0.1)
Comparison of Loan to Total Deposits (LDR) with the Average of the Commercial Bank Industry
Industry*) (IDR-billion) 87,5 84,8 82,1 - 2.7
BNI (IDR-billion) 96,1 85,8 84,2 - 10.3
*) Source: Indonesian Banking Statistics, Financial Services Authority, Position as of October 2024
MARKET SHARE BASED ON ASSETS
BNI has positioned itself as one of the leading banks in Indonesia in terms of assets. BNI assets in 2024 will
increase to IDR1,130 trillion, with a market share value based on assets to industry of 9.3%.
MARKET SHARE BASED ON THIRD PARTY FUNDS (TPF)
In terms of fund raising, BNI was able to maintain its position as one of the largest banks in Indonesia. In
2024, BNI's TPF reached IDR806 trillion, BNI's market share in terms of TPF was 9.2%.
MARKET SHARE BASED ON LOANS
Disbursed In line with the increase in TPF, BNI optimized its loans disbursed by paying attention to loan
quality, as it reached IDR776 trillion by 2024 with a market share of 10.1%.
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COMPARISON OF BNI STOCK PERFORMANCE AND LQ-45 (YTD) IN 2024
-14.8%
-19.1%
1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-Jun 1-Jul 1-Ags 1-Sep 1-Oct 1-Nov 1-Dec
BNI LQ45
In the midst of various external challenges in 2024, from the retail segment. In this journey, BNI has
BNI successfully maintained solid performance, embarked on two major initiatives to support its
delivering optimal returns for shareholders and strategic vision.
strengthening market confidence. BNI's commitment
to transformation, which is focused on strengthening The transformation of branch offices was one of the
fundamentals, was reflected in improvements to key initiatives. This new approach aims to shift the
its cost of funds structure, the enhancement of its role of branch offices, which previously focused on
portfolio for blue-chip customers, and lower risk transactions and services, towards a more sales-
profiles as indicated by better NPL and Credit Cost oriented culture. This transformation has been
ratios. This transformation ensures BNI's ability to implemented gradually since 2024, creating a more
sustainably increase its Return on Equity (ROE). productive work pattern that aligns with customer
needs.
With the onset of a new government era, BNI is
optimistic about becoming one of the frontrunners in Another equally important initiative is digital
supporting national economic growth by capitalizing transformation. As one of Indonesia's largest
on various strategic opportunities. BNI envisions systemic banks, BNI prioritizes agile services and
significant and sustainable business growth aligned products through digital transformation. This
with the government's vision to boost GDP, alleviate commitment is reflected in various innovations
poverty, and support various sectoral programs launched throughout 2024. On October 9, 2024,
such as infrastructure development, energy and BNI introduced BNIdirect with new capabilities as
food security, SME empowerment, and industrial a wholesale banking platform supporting digital
downstream, including agriculture, fisheries, and business transactions, equipped with a single sign-
housing programs. Optimism surrounding the new on feature for seamless access to integrated services.
government's economic priority policies, coupled Earlier, on July 5, 2024, BNI also launched its latest
with a smooth transition process, is expected to digital banking application for the retail segment,
serve as a catalyst for credit growth in the banking wondr by BNI, which achieved positive performance
sector. indicators and significantly contributed to low-cost
funding (CASA). Currently, 70% of BNI savings
The year 2024 marked a pivotal moment for BNI's customers are users of wondr by BNI, supporting
corporate transformation. The primary focus was improvements in the Cost of Funds (CoF), which
on strengthening the structure of third-party funds, contribute to an increase in Net Interest Margin
with an emphasis on securing more robust funding (NIM).
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Through solid strategic initiatives and consistently These achievements were accompanied by several
improving financial performance, BNI has record-breaking milestones for the company: (1) A
successfully maintained the trust of shareholders market capitalization value of IDR 232 trillion, the
and the public. Strong fundamentals and consistent highest ever recorded in the company's history; (2)
transformation have provided a positive outlook A continuous increase in market cap, supported by
for BNI's future performance. This trust is reflected strong investor confidence, despite BNI recording
in BNI's stock performance (BBNI), which recorded a net foreign sell off -IDR 868.7 billion (equivalent
positive results throughout 2024. to 0.5% of total market cap) throughout 2024 due
to external factors; and (3) BBNI remains one of the
As of the close of trading on the Indonesia Stock issuers with high trading liquidity in 2024, with a
Exchange on December 31, 2024, BBNI shares ended total trading value reaching IDR 71 trillion.
at IDR 4,350 per share, marking a year-on-year (YoY)
decline of -19.1%, slightly lower than the LQ-45 BNI believes that its strong stock performance
index's decline of -14.8% YoY. This was influenced by reflects the quality of its achievements throughout
global uncertainties, exchange rate fluctuations, and 2024, supported by the implementation of effective
tight liquidity at the end of 2024. However, based on long-term strategies. Moving forward, BNI remains
the average monthly daily stock price throughout committed to sustainably increasing profitability
2024, the performance was generally better than in and creating optimal value for all stakeholders,
2023, with an FY24 average stock price of IDR 5,239, especially shareholders.This strategy aims to ensure
an 11.1% increase compared to the FY23 average. that BNI continues to be one of the key pillars in
This indicates that investor confidence in BNI supporting national economic growth.
remains strong.
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Dividend
and Distribution Policy [ACGS C.2.4]
BASIS OF DIVIDEND DISTRIBUTION POLICY DIVIDENDS DISTRIBUTED IN 2024 AND
DIVIDEND DISTRIBUTION HISTORY
BNI implements a cash dividend payment policy
referring to Article 21 paragraph (2) letter b in BNI's Annual GMS for the 2023 financial year held
conjunction with Article 26 of the Bank’s Articles on March 4, 2024, approved the use of Net Profit for
of Association. The Articles of Association governs the 2023 Financial Year of Rp20,909,476,149,342,-
that in the Annual GMS, the Board of Directors shall with the following details:
submit a proposed use of net profit on condition that
the Bank has earned a positive profit to the Annual 1. 50% or IDR10,454,738,074,671,- or
GMS, here referred to as the amount of dividends IDR280.49516984960 per share was determined
to be distributed to the Shareholders. Dividends as Cash Dividends. The payment was made with
shall only be paid based on decisions taken in the the following provisions:
Annual GMS. The Company shall then make cash a. Dividends of the Republic of Indonesia's
dividend payments to entitled Shareholders no later portion of IDR6,277,029,672,896.46 were
than 30 (thirty) days after the announcement of the deposited into the State Treasury account.
Summary of Minutes of the GMS which decided b. Dividends for the 2023 FinancialYear were paid
on the distribution of cash dividends. Further, proportionally to each Shareholder whose
referring to Article 70 and Article 71 of Law No. 40 names were registered in the Shareholders
of 2007 concerning Limited Liability Companies, it register on the Recording Date.
is stipulated that all net profit after the provision c. The Board of Directors was delegated
for reserves is deducted shall be distributed to the power and authority with the right of
shareholders as dividends, unless otherwise substitution to:
specified in the GMS. The use of net profit including i. Determine the schedule and procedures
the determination of the amount of provision for for distribution related to the payment of
reserves is decided by the GMS. Dividends shall Dividends for the 2023 financial year in
only be distributed if the Bank has a positive retained accordance with applicable provisions.
earnings. ii. Deduct Dividend tax in accordance with
applicable tax regulations.
BNI has had and implemented Dividend Policy iii. Decide on other technical matters in
Guidelines and has published them on its official accordance with applicable provisions.
website. In the Policy Guidelines, BNI’s dividend 2. 50% or IDR10,454,074,671,- was determined as
distribution shall be a minimum of 25% of net profit Retained Earnings.
per year in line with the BNI prospectus, the amount
of which is determined at the GMS. BNI’s Dividend Based on this decision, the GMS has
Policy Guidelines regulate, among others: approved the payment of dividends from net
1. Purpose of Dividend Policy. profit of IDR10,454,738,074,671,- or at least
2. Principles of Dividend Distribution. IDR280,49516984960 per share that would be
3. The Company's considerations in distributing distributed to shareholders with the following
Dividends. schedule and procedures for the distribution of cash
4. Type of Dividend dividends for the 2023 Financial Year:
5. Amount of Dividend distributed
6. Approval mechanism for proposed Dividend
distribution
7. Period of Dividend payment
8. Tax provisions for Dividend distribution
9. Authority of the Financial Services Authority and
the Company in certain circumstances
10. Policy communication
11. Dividend Policy update period
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No Description Date
End of Trading Period Shares With Dividend Rights (Cum Dividend)
• Regular and Negotiation Market March 14, 2024
• Cash Market March 18, 2024
Beginning of Stock Trading Period Without Dividend Rights (Ex Dividend)
• Regular and Negotiation Market March 15, 2024
• Cash Market March 19, 2024
List of Shareholders entitled to Dividends (Recording Date) March 18, 2024
Cash Dividend Payment Date April 2, 2024
Description: Taking into account international best practice, the company will make payments in 2024 within 30 (thirty) days from the date of the
GMS approving the use of the Company’s net profit to be paid as cash dividends. GMS approving the use of the Company’s net profit to be paid
as cash dividends. [ACGS A.1.1]
The following details procedure for distributing cash Indonesia. For Domestic Taxpayers who did not
dividends from BNI’s net profit for the 2023 Fiscal meet the investment requirements as stated
Year: above, the Cash Dividends received by the
1. Cash Dividends were distributed to Shareholders person concerned would l be subject to income
whose names were registered in the Shareholders tax (“PPh”) in accordance with the applicable
Register (“DPS”) or recording date and/or laws and regulations, and the PPh must be paid
shareholders in the securities sub-account at by the relevant Domestic Taxpayers themselves
PT Kustodian Sentral Efek Indonesia (“KSEI”) at in accordance with the provisions of Government
the close of trading on March 18, 2024. Regulation No. 9 of 2021 concerning Tax
2. For Shareholders whose shares were included in Treatment to Support Ease of Doing Business.
KSEI’s collective custody, cash dividend payments 5. Shareholders could obtain confirmation of
were made through KSEI and distributed on April dividend payments through securities companies
2, 2024, into the Customer Fund Account (RDN) and/or custodian banks where the Shareholders
at the securities company and/or custodian had securities accounts, then the Shareholders
bank where the Shareholders have a securities were required to be responsible for reporting the
account. Meanwhile, for Shareholders whose receipt of the said dividends including in the tax
shares were not included in KSEI’s collective reporting in the relevant tax year in accordance
custody, cash dividend payments would be with the applicable tax laws and regulations.
transferred to the Shareholder’s account. 5. For Shareholders who were Foreign Taxpayers
3. The cash dividends were subject to tax in whose tax deductions would l use rates based
accordance with applicable tax laws and on the Double Tax Avoidance Agreement
regulations. (“P3B”), they had to fulfill the requirements of
4. Based on the applicable tax laws and the Regulation of the Director General of Taxes
regulations, the cash dividends would be No. PER-25/PJ/2018 concerning Procedures
exempt from taxation if received by domestic for Implementing the Double Tax Avoidance
corporate taxpayer shareholders (“DN Corporate Agreement and submit proof of record documents
Taxpayers”) and the Company did not deduct or receipts of DGT/SKD that have been uploaded
Income Tax on the cash dividends paid to the to the Directorate General of Taxes website to
referred Domestic Corporate Taxpayers. Cash KSEI or BAE within the deadline according to
dividends received by domestic individual KSEI regulations and provisions, and without the
taxpayer shareholders (“DN Taxpayers”) would said documents, cash dividends paid would be
be exempt from taxation as long as the dividends subject to Article 26 Income Tax of 20%.
were invested in the territory of the Republic of
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Distribution and payment history of dividends for the last 5 (five) years is as follows:
Dividend Distribution Year
2024 2023 2022 2021 2020
(For Business (For Business (For Business (For Business (For Business
Results In 2023) Results In 2022) Results In 2021) Results In 2020) Results In 2019)
Cash Dividend 10,454.7 7,324.8 2,724.6 820.1 3,846.1
Distributed
(IDR billion)
Dividend per Share 280.5 196.4 146.3 44.0 206.2
(IDR)
Percentage of Total 50% of net profit 40% of net profit 25% of net profit 25% of net profit 25% of net profit
Dividends to Net for the year for the year for the year for the year for the year
Profit attributable to attributable attributable to attributable to attributable to
(%) owners of the to owners of the owners of the owners of the owners of the
parent entity for parent entity for parent entity for parent entity for parent entity for
the 2023 fiscal the 2022 fiscal the 2021 fiscal the 2020 fiscal the 2019 fiscal
year year year year year
Announcement March 5, 2024 March 16, 2023 March 17, 2022 March 31, 2021 February 24, 2020
Date
Payment Date April 2, 2024 April 14, 2023 April 14, 2022 April 30, 2021 March 24, 2020
Development of Total Cash Dividends
Distributed in the Last 5 Years
(IDR billion) 10,454.7
7,324.8
3,846.1
2,724.6
820.1
2020 2021 2022 2023 2024
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BNI’s Contribution
to National Development
BNI acts as a taxpayer and tax withholding/collector as its contribution to the State. BNI’s biggest contribution
as a taxpayer is by fulfilling its Corporate IncomeTax obligations. BNI also actively contributes to withholding
tax when carrying out its function as a tax with holder. BNI is always on time in terms of paying tax
obligations for Corporate Income Tax, Employee Income Tax, VAT and PBB. BNI also submits tax liability
documents, such as annual and monthly tax returns, as well as liability documents to regulatory agencies
in a timely manner.
Tax Payments 2022-2024 (Bank Only)
Increase (Decrease) Increase (Decrease)
2024 2023 2022 2023-2024 2022-2023
Type of Tax
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
VAT 537 653 557 (116) (17.76) 96 17.2
Withholding 6,125 4,910 3,568 1,215 24.75 1,342 37.6
Income Tax*)
Corporate Tax 4,131 4,387 4,997 (256) (5.84) (610) (12.2)
Other Taxes 101 111 103 (10) (9.01) 8 7.8
Total 10,894 10,061 9,225 833 8.3 836 9.1
*) Income Tax Withholding/Collection consists of Income Tax Articles 21/26, 15, 22, 23/26, and Income Tax Article 4 paragraph (2).
Development of Total Tax Payment 2020 - 2024
(IDR billion)
6,125
4,997 4,910
4,387
4,131
3,568
557 653 537
103 111 101
2022 2023 2024
PPN PPH (Potput) PPh Agency Other Taxes
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Information Regarding
the Realization of Use
of Public Offering Proceeds
PUBLIC OFFERING OF SHARE SECURITIES ON
November 25, 2010, at the Extraordinary General Shareholders’ Meeting, the shareholders decided, among
other matters, to increase the issued and paid-up capital through a limited public offering with preemptive
right (LPO III) to shareholders for the issuance of 3,374,715,948 new Class C shares with a nominal value
of IDR375 (full amount) per share. The Preemptive Rights could be traded on and off the Indonesia Stock
Exchange (IDX) from December 10, 2010 to December 16, 2010, taking into account the applicable provisions
in the capital market.
Total Proceeds
Proceeds generated from the Rights Issue III, the net realized value after share issuance costs were deducted
was Rp10.2 trillion. Here is the proposed allocation scheme of proceeds from the Limited Public Offering III:
1. 80% for Corporate, Commercial, Small Business and Consumption loans;
2. 15% for infrastructure development in information technology, outlets, ATMs and others;
3. 5% for the development of subsidiaries, namely BNI Life, BNI Syariah, BNI Sekuritas and BNI Finance.
Fund Balance
On December 31, 2018, the proceeds from the Limited Public Offering III were Nil, as 100% of the funds
obtained had been distributed.
Use Of Proceeds Realization From Limited Public Offering III Nominal
Proceeds from Public Offering (after expenses) - nett Rp10.216.388.163.029
Use of Proceeds Realization
About 80% used for corporate, commercial, small business and consumer as of December 31, 2014
loans Rp8.173.110.530.423,-
About 15% used for infrastructure development on information technology, as of December 31, 2014
outlets, ATMs and others Rp1.532.458.224.454,-
About 5% used for the development of subsidiaries namely BNI Life, BNI as of December 31, 2014 Rp510.819.408.152,-
Syariah, BNI Securities and BNI Finance
Balance of Funds Nil
In 2024, BNI was not obliged to submit a report on the realization of the use of funds from a public offering
in accordance with OJK Regulation No. 30/POJK.04/2015 concerning Realization Report on the Use of Public
Offering Proceeds.
PUBLIC OFFERING OF SUBORDINATED MTN BONDS
Subordinated Medium Term Notes (MTN)
BNI issued Subordinated MediumTerm Notes (MTN) with the aim of strengthening supplementary capital (tier 2)
and working capital for business development, especially lending and increasing the composition of the long-term
fund association structure, in accordance with OJK Regulation No. 11/POJK.03/2016 concerning the Minimum
Capital Adequacy Requirement for Commercial Banks as amended by OJK Regulation No. 34/POJK.03/2016.
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This Subordinated MTN is not guaranteed by any special collateral, including not guaranteed by the Bank
or its Subsidiaries, the Republic of Indonesia or other third parties and is not included in the bank guarantee
program implemented by the Deposit Insurance Agency or its replacement in accordance with the applicable
laws and regulations and follows the provisions in article 19 paragraph (1) letter f in accordance with OJK
Regulation No. 11/POJK.03/2016, as amended by OJK Regulation No. 34/POJK.03/2016 and is a subordinated
Bank obligation, in accordance with the provisions of the Subordinated MTN issuance agreement. The rights
of Subordinated MTN holders are junior to the rights of other creditors.
Information about the Subordinated MTN Offered
Subordinated MTN were issued in the amount of IDR100,000,000,000.00 with a coupon payment period of
8% p.a and every 3 months (quarterly), based on the interest calculation of 30/360 with a tenor of 5 (five)
years.
Name Subordinated Medium Term Notes I BNI - 2018
Principal amount IDR100,000,000,000
Bid Price 100.00% from Subordinated MTN principal value
Tenor 5 years from date of issue
Coupon Rate 8.00% per annum
Type of Interest Rate Fixed
Interest Payment Periode Quarterly
First Interest Payment Date November 10, 2018
Collateral This Subordinated MTN is not guaranteed by any special collateral, including not
guaranteed by the company or subsidiaries, the Republic of Indonesia or other
third parties, and is not included in the bank guarantee program in the deposit
insurance agency, in accordance with applicable laws and regulations, and following
the provisions in Article 19 Paragraph (1) point f in POJK No. 11/POJK.03/2016 as
amended by the Financial Services Authority Regulation No. 34/POJK.03/2016 and
is a subordinated liability of the Company, in accordance with the provisions of the
Subordinate MTN issuance agreement. The rights of Subordinated MTN holders are
junior to the rights of other corporate creditors at the time of liquidation in accordance
with the applicable laws and regulations.
Securities Rating idAA (double A flat) from PT Pemeringkat Efek Indonesia (Pefindo)
Purpose of Use of Subordinated MTN Funds
The issuance of the Subordinated MTN aims to comply with OJK Regulation No. 14/POJK.03/2017 article
24 and article 37 concerning the Recovery Plan, in which systemic banks are required to have capital
characteristics debt notes by December 31, 2018 at the latest.
Subordinated MTN Fund Balance
As of December 31, 2024, the Subordinated MTN balance was 0 (already paid off).
Subordinated MTN Interest Payment Schedule
The interest rate of 8% per year was paid periodically every 3 (three) months with the following schedule:
Subordinated MTN Interest Payments
Interest No. Date of Interest Payment Interest (%)
1 November 10, 2018 8.0
2 February 10, 2019 8.0
3 May 10, 2019 8.0
4 August 10, 2019 8.0
5 November 10, 2019 8.0
6 February 10, 2020 8.0
7 May 10, 2020 8.0
8 August, 10 2020 8.0
9 November 10, 2020 8.0
10 February 10, 2021 8.0
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Interest No. Date of Interest Payment Interest (%)
11 May 10, 2021 8.0
12 August 10, 2021 8.0
13 November 10, 2021 8.0
14 February 10, 2022 8.0
15 May 10, 2022 8.0
16 August 10, 2022 8.0
17 November 10, 2022 8.0
18 February 10, 2023 8.0
19 May 10, 2023 8.0
20 August 10, 2023 8.0
Tier II Capital Bond 2021
BNI issues debt instruments with capital characteristics in the form of Tier II Capital Bonds which are listed
on the Singapore Exchange (SGX Listing) with a principal amount of USD500,000,000.00 with a write down
feature and can be calculated as a Tier II capital component through OJK letter No. S-64/PB.31/2021 dated
March 31, 2021. The issuance of the Tier II Capital Bond is one of BNI’s strategies in increasing bank capital
through Tier 2 Capital.
Tier II Capital Bonds are offered with a fixed interest rate of 3.75% p.a. for term of 5 (five) years. Acting as
supporting institutions and professions for the issuance of Tier II Capital Bonds were HSBC and Citi Group.
The legal consultants used were Ginting & Reksodiputro and Allen & Overy, and HSBC acting as Trustees
and Paying Agents. The bonds have received a rating on long-term debt securities from Fitch Rating with a
BB rating, and a Moody’s Rating of Ba2.
Description of Tier II Capital Bonds Offered
Tier II Capital Bonds issued for IDR500,000,000.00 have a coupon payment period of 3,75% p.a every 6
months (semi-annually), with an interest calculation basis of 30/360 with a tenor of 5 years.
Name Tier II Capital Bond 2021
Principal Amount USD500,000,000.00
Bid price 100.0% of principal
Time period 5 years from the date of issuance
Interest Rate 3.75% per year
Type of Interest Rate Fixed
Interest Payment Period Half Yearly
First Interest Payment Date September 30, 2021
Loss Absorption Permanent write-down (partial is allowed) as determined by the
issuer and with the approval of FSA
Securities Rating Fitch Rating of BB Moody’s Rating of Ba2.
Purpose of Funds Use from Tier II Capital Bonds
The issuance of Tier II Capital Bonds aims to increase Bank capital through Tier II Capital, for general funding
needs and to increase long-term funding.
Tier II Capital Bond Fund Balance
As of December 31, 2024, the remaining balance of funds from the Tier II Capital Bond is Rp8,046 billion or
in other words, 100% of the funds obtained have been disbursed.
Tier II Capital Bond Interest Payment Schedule
The interest rate is 3.75% per annum which is paid periodically every 6 months with the following schedule:
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Tier II Capital Bond Interest Payments
Interest No. Date of Bond Interest Payment Interest (%)
1 September 30, 2021 3.75%
2 March 30, 2022 3.75%
3 September 30, 2023 3.75%
4 March 30, 2023 3.75%
5 September 30, 2024 3.75%
6 March 30, 2024 3.75%
7 September 30, 2024 3.75%
8 March 30, 2025 3.75%
9 September 30, 2025 3.75%
10 March 30, 2025 3.75%
Additional Tier I Capital Bond 2021
BNI issues debt instruments with capital characteristics in the form of Additional Tier I Capital Bonds which
were registered on the Singapore Exchange (SGX Listing) with a principal amount of USD600,000,000.00
which has a write down feature and can be counted as a Tier I capital component through OJK letter No
S-210/PB.31/2021 September 30, 2021.
The issuance of the Additional Tier I Capital Bond aims to increase Tier I Capital, general funding, and
improve the structure of long-term funds. Additional Tier I Capital Bonds are offered with a fixed interest
rate of 4.30% p.a. perpetual timeframe (no maturity) with a call option after 5.5 (five and a half) years. Acting
as supporting institutions and professionals in the issuance of Additional Tier I Capital Bonds were BNI
Sekuritas, JP Morgan and UBS. The legal consultants used were Hadiputranto, Hadinoto & Partners and
Baker McKenzie, and HSBC as Trustee and Paying Agent. The bonds have received a rating on long- term
debt securities from Moody’s Rating, of Ba3.
Information on the Additional Tier I Capital Bonds Offered
Additional Tier I Capital Bonds issued for USD600,000,000.00 with a coupon payment period of 4.3% p.a
every 6 months (semester), with an interest calculation basis of 30/360 with a tenor of 5.5 years until the
date of the call option.
Name Additional Tier I Capital Bond BNI of 2021
Principal amount USD600,000,000.00
Bid Price 100.0% of principal
Tenor Perpetual, Non Callable 5.5 years from the date of issue
Coupon Rate 4.3% per year
Type of Interest Rate Fixed
Interest Payment Periode Half yearly
First Interest Payment Date March 24, 2022
Loss Absorption Permanent write-down (full or partial) if the Point of Non-Viability condition is
determined by FSA.
Securities Rating Moody’s Rating Ba3.
Purpose of Use of Additional Tier I Capital Bond Funds
The issuance of Additional Tier I Capital Bonds aims to increase the Bank’s capital through Tier II Capital, for
general funding needs and to increase long-term funding.
Additional Tier I Capital Bond Fund Balance
As of December 31, 2024, the remaining balance of funds from Additional Tier I Capital Bond is Rp9,653
billion or in other words, 100% of the funds obtained have been disbursed.
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Additional Tier I Capital Bond Interest Payment Schedule
The interest rate is 4.30% per annum paid every 6 months with the following schedule:
Tier I Capital Bond Interest Payments
Interest No. Date of Bond Interest Payment Interest (%)
1 March 24, 2022 4.3%
2 September 24, 2023 4.3%
3 March 24, 2023 4.3%
4 September 24, 2024 4.3%
5 March 24, 2024 4.3%
6 September 24, 2025 4.3%
7 March 24, 2025 4.3%
8 September 24, 2026 4.3%
9 March 24, 2026 4.3%
10 September 24, 2026 4.3%
11. March 24, 2027 4.3%
Environmentally Friendly Bonds (Green Bond) I
BNI received an effective statement from OJK through letter No. S-93/D.04/2022 on June 10, 2022 to issue
PT Bank Negara Indonesia (Persero) Tbk 2022 environmentally Friendly Green Bond I. Green Bonds were
issued with a value of IDR5,000,000,000,000.00 in 2 (two) series, series A and B, with consecutive tenors of
3 years and 5 years, and consecutive coupons of 6.35% and 6.85%. The Green Bonds were issued on June
21, 2022 and listed on the Indonesia Stock Exchange (IDX) on June 22, 2022. BNI has obtained an idAAA
rating on Green Bond from PT Pemeringkat Efek Indonesia (PEFINDO) and a Second Party Opinion provided
by Sustainalytics.
Name Obligasi Environmentally Friendly Bonds (Green Bond) I of PT Bank Negara Indonesia
(Persero) Tbk in 2022
Bond Principal Amount IDR5,000,000,000,000.00
Bid price 100.00% of the principal amount of the Bonds
Time period Series A : 3 (three) years from the date of issuance
Series B : 5 (five) years from the date of issuance
Overbooking Unit IDR1 or multiples thereof
Unit/Trade IDR5,000,000 or multiples thereof
Bond Interest Rate Series A : 6.35% per annum
Series B : 6.85% per annum
Type of Interest Rate Fixed
Interest Payment Period Quarterly
First Interest Payment Date September 21, 2022
Collateral This bond is not guaranteed by a special guarantee, but is guaranteed by all of
the Bank’s assets, both movable and immovable property, both existing and those
that will exist in the future as collateral for the Bondholders in accordance with the
provisions in articles 1131 and 1132 of the Indonesian Civil Code. The rights of the
Bondholders are paripassu without preferential rights with other creditor rights, both
current and future, except for creditor rights that are specifically guaranteed by the
Bank’s assets, both existing and future.
Securities Rating idAAA (triple A) from Pefindo
Sinking Fund The Bank does not provide a sinking fund for Bond Principal redemption funds with
the consideration of optimizing the use of emission proceeds in accordance with the
purpose of the planned use of emission funds.
Buy Back This Green Bond has an buy back option based on the terms and conditions of the
Trustee Agreement.
Trustee PT Bank Mandiri (Persero) Tbk was appointed as the Trustee in the issuance of this
Bond in accordance with the provisions contained in the Trustee Agreement
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Plan of Use from Public Offering of Environmentally Friendly Bonds (Green Bond) I Funds
The proceeds from the issuance of the Green Bonds after deducting issuing costs, will all be used by BNI
to finance and refinance projects in the Environmentally Friendly Business Activities category (KUBL),
namely projects related to renewable energy, energy efficiency, processing waste into energy. and
waste management, sustainable use of natural resources and land use, conservation of land and aquatic
biodiversity, environmentally friendly transportation, sustainable management of water and wastewater,
climate change adaptation, environmentally sound buildings, and sustainable agriculture, taking into
account OJK Regulation No. 60/POJK.04/2017 concerning Issuance and Requirements for Environmentally
Friendly (Green Bond) Debt Securities.
Information on Changes in Use of Funds
During 2024 there were no changes in the use of funds.
Use of Proceeds from Bond Public Offering Realization
Realization of Use of Proceeds from the Public Offering of Environmentally Friendly Bonds, (Green Bond) I
PT Bank Negara Indonesia (Persero) Tbk.
Realized Public Offering Use of Funds
Realized Public Offering Results Remaining
Results Realization
Funds
Total Total Financing or Financing or from
Use of Funds Effective Public Public refinacing refinacing
Net Yield Total Total Public
Realization Date Offering Offering of projects of projects
(IDR- (IDR- (IDR- Offering
Results Results in the KUBL in the KUBL (IDR-
billion) billion billion
(IDR- (IDR- category*) category*) billion)
billion) billion) (IDR-billion) (IDR-billion)
Environmentally
Friendly Bonds
(Green Bond) I
June 10,
PT Bank Negara 5,000 16 4,929 4,929 4,929 4,929 4,929 -
2022
Indonesia
(Persero) Tbk
2022
*) KUBL Category (Environmentally Friendly Business Activities): projects relate to renewable energy, energy efficiency, processing waste into
energy and waste management, sustainable use of natural resources and land use, land and water biodiversity conservation, environmentally
friendly transportation, sustainable water and wastewater management, climate change adaptation, environmentally sound buildings, and
sustainable agriculture, and take into account Financial Services Authority Regulation Number 60/POJK.04/2017 concerning Issuance and
Requirements for Environmentally Sound Debt Securities (Green Bond).
Fund Balance
As of December 31, 2024 the remaining balance of funds from the Green Bond is IDR4,929 billion or in other
words, 100% of the funds obtained have been disbursed.
Interest Payment Schedule
Green Bond Payments
Interest Series A Series B
No Date of Interest Payment Interest (%) Date of Interest Payment Interest (%)
1 September 21, 2022 6.35% September 21, 2022 6.85%
2 December 21, 2022 6.35% December 21, 2022 6.85%
3 March 21, 2023 6.35% March 21, 2023 6.85%
4 June 21, 2023 6.35% June 21, 2023 6.85%
5 September 21, 2023 6.35% September 21, 2023 6.85%
6 December 21, 2023 6.35% December 21, 2023 6.85%
7 March 21, 2024 6.35% March 21, 2024 6.85%
8 June 21, 2024 6.35% June 21, 2024 6.85%
9 September 21, 2024 6.35% September 21, 2024 6.85%
10 December 21, 2024 6.35% December 21, 2024 6.85%
11 March 21, 2025 6.35% March 21, 2025 6.85%
12 June 21, 2025 6.35% June 21, 2026 6.85%
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Green Bond Payments
Interest Series A Series B
No Date of Interest Payment Interest (%) Date of Interest Payment Interest (%)
13 September 21, 2025 6.85%
14 December 21, 2025 6.85%
15 March 21, 2026 6.85%
16 June 21, 2026 6.85%
17 September, 21 2026 6.85%
18 December 21, 2026 6.85%
19 March 21, 2027 6.85%
20 June 21, 2027 6.85%
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Negotiable Certificate
of Deposit (NCD) Rupiah & Foreign
Currencies
BNI issued Rupiah scripless Negotiable Certificates 4. In semester I 2019, BNI issued scripless Rupiah
of Deposit (NCD) Rupiah and Forex aimed at NCDs twice with a total issuance of IDR950 billion
strengthening the liquidity and structure and (NCD IDR I BNI 2019) and IDR1 trillion (NCD IDR II
composition of Rupiah funding as follows: BNI 2019)
1. In semester I 2016, BNI issued its first scripless 5. In semester II 2019, BNI again issued scripless
Rupiah NCDs for IDR3.0 trillion in 6 series of Rupiah NCDs for IDR2.39 trillion.
tenors (6 months to 3 years.) 6. In semester I 2020, BNI issued scripless Rupiah
2. In semester II 2016, BNI issued another scripless NCDs for IDR1.39 trillion.
Rupiah NCDs for IDR2.2 trillion, from an original 7. In Semester II 2022, BNI issued scripless Rupiah
target of IDR1 trillion (oversubscribed). This NCDs for IDR2.5 trillion and scripless USD NCDs
oversubscribe shows the high level of investor for USD 31.5 million (IDR500 billion).
trust and interest in BNI.
3. In semester I 2017, BNI issued scripless Rupiah
NCDs for IDR2.7 trillion.
Issuance Principal Amount Average Rate
Date Currency
Phase (IDR Billion) (IDR Billion) (%)
1 June 16, 2016 IDR 3,023 2,598 8.20%
2 September 27, 2016 IDR 2,200 1,877 6.70%
3 March 10, 2017 IDR 2,700 2,483 7.00%
4 March 28, 2019 IDR 1,000 950 7.70%
5 June 28, 2019 IDR 1,000 1,000 7.55%
6 September 25, 2019 IDR 2,390 2,232 6.61%
7 May 12, 2020 IDR 1,390 611.6 5.60%
8 December 8, 2022 IDR 2,500 2,390 6.04%
9 December 8, 2022 USD 500 489 4.25%
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Material Information Regarding
Corporate Action, Investments, Expansions,
Divestments, Business Mergers,
Acquisitions, and/or Restructuring
MATERIAL INFORMATION REGARDING CORPORATE ACTION
Throughout 2024, BNI did not carry out any corporate action plans such as asset sales, debt issuance, and
capital injections.
MATERIAL INFORMATION REGARDING THE ISSUANCE OF DEBT SECURITIES
1. Date of Event : April 5, 2024 and April 8, 2024
2. Type of Material Information : Other Material Information or Facts:
or Facts Issuance of BNI Senior Debt Notes 2024 amounting to USD500,000,000 (five
hundred million United States Dollars) and listed on the Singapore Stock Exchange.
3. Description of Material : On April 5, 2024, the Company issued BNI Senior Debt Notes 2024 amounting
Information or Facts to USD 500,000,000 (five hundred million United States Dollars) with an annual
interest rate of 5.28% (five point two eight percent). The issuance was conducted
in accordance with Regulation S (“Reg S”) under the U.S. Securities Act and was
subsequently registered on the Singapore Stock Exchange on April 8, 2024.
The BNI Senior Debt Notes 2024 are issued under the Euro Medium Term Note
(EMTN) Program, which was established on May 6, 2020, and subsequently
renewed on March 22, 2021, and March 26, 2024. Under the EMTN Program, the
Company is authorized to issue debt securities in tranches, with a maximum
principal amount of USD 2,000,000,000 (two billion United States Dollars).
The proceeds from the issuance of BNI Senior Debt Notes 2024, totaling USD
500,000,000 with a five-year term, will be allocated for the Company’s general
financing and funding needs.
4. Impact of the event, : The establishment and issuance plan of BNI Senior Debt Notes 2024 is expected
information or material facts to have a positive impact on the Company’s financial position.
on the operational activities,
law, financial condition, or
business continuity of the
Issuer or Public Company.
5. Other information : The offering of BNI Senior Debt Notes 2024 does not constitute a public offering in
Indonesia as defined under Law No. 8 of 1995 on Capital Markets, as amended by
Law No. 4 of 2023 on the Development and Strengthening of the Financial Sector,
along with its implementing regulations.
Furthermore, the planned issuance of BNI Senior Debt Notes 2024 represents less
than 20% of the Company’s equity, based on the audited Financial Statements
as of December 31, 2023, prepared by KAP Tanudiredja, Wibisana, Rintis & of the
supplementary capital component (a member firm of the PricewaterhouseCoopers
network) as an independent auditor. As a result, the issuance does not qualify as
a Material Transaction under OJK Regulation No. 17/POJK.04/2020 on Material
Transactions and Changes in Business Activities.
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MATERIAL INFORMATION REGARDING MATERIAL INFORMATION REGARDING
INVESTMENT EXPANSION, DIVESTMENT, BUSINESS
MERGER, ACQUISITION, AND DEBT/
On September 26, 2024, the Company effectively CAPITAL RESTRUCTURING
completed a capital participation in PT Kliring
Penjaminan Efek Indonesia (“KPEI”), an entity Throughout 2024, the Company did not make
serving as the Clearing and Guarantee Institution any expansion, divestment, business merger,
for the Indonesian Capital Market. The investment acquisition, or debt/capital restructuring activities.
amounted to IDR 20,000,000,000 (twenty billion Hence no information about the objectives,
Rupiah) or 2,500 shares. This capital participation transaction values, and sources of funds related to
was intended to support the development of a these activities is available. [ACGS A.3.1]
Central Counterparty for Over-The-Counter Interest
Rate and Exchange Rate Derivative Transactions
(“CCP-SBNT”), in alignment with the implementation
of Law No. 4 of 2023 on the Development and
Strengthening of the Financial Sector, as well as
Bank Indonesia Regulation No. 6 of 2024 on the
Money Market and Foreign Exchange Market. As a
result of this investment, the Company now holds a
1.11% ownership stake in KPEI. Capital participation
was also carried out by Bank Indonesia together
with 7 other commercial banks.
This capital participation was part of a broader
initiative, with Bank Indonesia and seven other
commercial banks also making similar investments.
Prior to executing this investment, the Company
obtained all necessary approvals and permits
and complied with the applicable regulatory
requirements, including securing investment
approval from the relevant authorities and
regulators.
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Practices Governance Responsibility Commitment Statements
Information on Material Transactions
That Contain Conflicts of Interest and/
or Transactions with Affiliated/Related
Parties
To safeguard the interests of shareholders and During 2024, there were no material transactions
stakeholders, all material transactions, particularly or transactions that contain conflicts of interest
those involving potential conflicts of interest and/or that required independent/minority shareholder
affiliated transactions, are conducted in accordance approval at the GMS.
with proper procedures. [ACGS A.8.1]
AFFILIATE TRANSACTIONS WITH
The BNI Board of Directors ensures that material AFFILIATED/RELATED PARTIES
transactions and affiliated/related party transactions
are conducted in line with generally accepted Definition of Affiliated/Related Parties
business practices. The Board of Commissioners Affiliation is defined as:
and the Audit Committee also play a critical role 1. Family relationship by marriage and descent
in overseeing that these transactions adhere to to the second degree, both horizontally and
such practices and are executed through proper vertically.
procedures. This involves ensuring compliance 2. Relationship between the party and the employee,
with the arm's length principle and appointing an director, or commissioner of the party.
independent party to assess the fairness of the 3. Relationship between 2 (two) companies in which
transaction value. [ACGS A.3.1, A.8.1, A.9.1] there are 1 (one) or more members of the same
board of directors or board of commissioners.
Material transactions and affiliated/related party 4. Relationship between the company and the
transactions are conducted in compliance with party, either directly or indirectly, controlling or
applicable laws and regulations, including the controlled by the company.
Indonesian Financial Accounting Standards 5. Relationship between 2 (two) companies that
(PSAK), OJK Regulation No. 42/POJK.04/2020 on are controlled, either directly or indirectly, by the
Affiliated Transactions and Conflict of Interest same party.
Transactions ("POJK 42"), and OJK Regulation No. 6. Relationship between the company and its major
32/POJK.03/2018 concerning the Maximum Credit shareholders.
Limit (BMPK) for Commercial Banks.
Company Policy concerning Review
MATERIAL TRANSACTIONS AND Mechanism for Transactions and Compliance
TRANSACTIONS THAT CONTAIN with Related Regulations and Provisions
CONFLICTS OF INTEREST BNI conducts transactions with affiliated/related
parties in accordance with PSAK 7 concerning
Pursuant to POJK 42, for affiliated/related party “Related Party Disclosures” and Financial Services
transactions that meet the material transaction value Authority Regulation No. 42/POJK.04/2020
thresholds, the Company requires prior approval concerning Affiliated Transactions and Conflict of
from independent or minority shareholders Interest Transactions (“POJK 42”), and Financial
(disinterested shareholders). During the General Services Authority Regulation No. 38/POJK.03/2019
Meeting of Shareholders (GMS), the transaction concerning the Legal Lending Limit and Provision of
must receive an affirmative vote from more than Large Funds for Commercial Banks.
50% of disinterested shareholders. Controlling
shareholders with a conflict of interest are Based on POJK 42, AffiliatedTransactions are defined
considered to have approved the decision made by as any activities and/or transactions carried out by
the minority shareholders. [ACGS A.9.2] a public company or a controlling company with
Affiliates that are a public company or are Affiliated
to members of the Board of Directors, members
of the Board of Commissioners, the Majority and
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
387
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Controlling Shareholders, including all activities related transactions, ensuring a robust process
and/or transactions conducted by public companies for approving, reviewing, and monitoring such
or controlling companies for the benefit of affiliates transactions, particularly those involving potential
of public companies or affiliates of members of the conflicts of interest. This includes the formation
Board of Directors, and the Board of Commissioners, and/or involvement of the Audit Committee. The
and the Majority and Controlling Shareholders. BNI Audit Committee is responsible for reviewing
and providing recommendations on significant
All affiliate transactions at BNI are conducted based affiliated/related party transactions, presenting
on adequate procedures to ensure that affiliate these to the Board of Commissioners to assess
transactions are carried out in accordance with whether the transaction serves the best interests
generally accepted business practices. of the Company. If deemed appropriate, the Audit
Committee ensures that the terms of the transaction
Statement of Board of Directors and Board are fair and reasonable. [ACGS C.4.1]
of Commissioners on Affiliated Transactions
In carrying out affiliate transactions, BNI always AFFILIATE/RELATED TRANSACTION
adheres to POJK 42. By referring to the regulation, DISCLOSURE
the Board of Directors states that each affiliate
transaction has gone through adequate procedures POJK 42 outlines the procedural requirements for
to ensure that affiliate transactions are carried out Public Companies, including exceptions, in the
in accordance with generally accepted business execution of Affiliate Transactions. In accordance
practices, including by fulfilling the arm's-length with Articles 8 and 9 of POJK 42, AffiliateTransactions
principle, as well as compliance with Article 3 of that involve business activities aimed at generating
POJK 42. The Board of Commissioners and the Audit income and are conducted routinely, repeatedly,
Committee play a role in carrying out adequate and/or continuously must be disclosed in the annual
procedures to ensure that affiliate transactions are report or annual financial statement of the Public
carried out in accordance with generally accepted Company.
business practices, including by fulfilling the arm's-
length principle. [ACGS A.8.1, A.9.1] In 2024, the affiliate/related transactions conducted
by BNI to generate business income and carried out
The Board of Commissioners, in collaboration with routinely, repeatedly, and/or continuously are as
the Board of Directors, continually develops, adopts, follows:
discloses, and refines policies regarding affiliated/
Disclosure of Affiliated/Related Parties [ACGS C.4.2]
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
Social Security Agency (BPJS) Health Loans provided Control through the Government 180,259,621
of the Republic of Indonesia
Unutilized loan Control through the Government 5,026,165,185
facility of the Republic of Indonesia
Social Security Agency (BPJS) Employment Issued securities Control through the Government 629,937,505,333
of the Republic of Indonesia
Ministry of Finance of the Republic of Securities Control through the Government 1,675,069,413,441
Indonesia of the Republic of Indonesia
Issued securities Control through the Government 619,938,497,312
of the Republic of Indonesia
Government bonds Control through the Government 126,661,172,018,732
of the Republic of Indonesia
Borrowings Control through the Government 48,557,045,663
of the Republic of Indonesia
Loans provided Control through the Government 36,774,521,685,704
of the Republic of Indonesia
Unutilized loan Control through the Government 5,841,173,354,281
facility of the Republic of Indonesia
388 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
Perum BULOG and Subsidiaries Irrevocable Letters Control through the Government 398,922,121,141
of Credit of the Republic of Indonesia
Loans provided Control through the Government 19,742,437,677,134
of the Republic of Indonesia
Unutilized loan Control through the Government 155,217,734,949
facility of the Republic of Indonesia
Perum Percetakan Uang Republik Indonesia Bank guarantee Control through the Government 89,931,586,172
(‘Perum Peruri’) and Subsidiaries of the Republic of Indonesia
Irrevocable Letters Control through the Government 21,664,626,944
of Credit of the Republic of Indonesia
Loans provided Control through the Government 124,997,642,360
of the Republic of Indonesia
Unutilized loan Control through the Government 1,710,762,283
facility of the Republic of Indonesia
Perum Perumnas Bank guarantee Control through the Government 600,708,256
of the Republic of Indonesia
Loans provided Control through the Government 127,875,981,917
of the Republic of Indonesia
PT Adhi Karya (Persero) Tbk and Securities Control through the Government 49,917,012,084
Subsidiaries of the Republic of Indonesia
Export bills and Control through the Government 104,616,414,732
other receivables of the Republic of Indonesia
Acceptance Control through the Government 59,768,561,562
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 1,648,980,340,583
of the Republic of Indonesia
Irrevocable Letters Control through the Government 11,051,002,535
of Credit of the Republic of Indonesia
Loans provided Control through the Government 1,667,598,621,058
of the Republic of Indonesia
Unutilized loan Control through the Government 965,677,837
facility of the Republic of Indonesia
PT Amarta Karya (Persero) Bank guarantee Control through the Government 2,402,903,050
of the Republic of Indonesia
PT Asuransi Jiwasraya (Persero) Loans provided Control through the Government 44,274,139
of the Republic of Indonesia
Unutilized loan Control through the Government 269,712,660
facility of the Republic of Indonesia
PT Asuransi Sosial Angkatan Bersenjata Issued securities Control through the Government 39,996,032,084
Republik Indonesia (Persero) of the Republic of Indonesia
PT Aviasi Pariwisata Indonesia (Persero) dan Bank guarantee Control through the Government 45,025,133,436
Entitas Anak of the Republic of Indonesia
Loans provided Control through the Government 2,065,008,106,641
of the Republic of Indonesia
Unutilized loan Control through the Government 2,943,963,147
facility of the Republic of Indonesia
PT Bahana Pembinaan Usaha Indonesia Securities Control through the Government 1,980,974,733,644
(Persero) dan Entitas Anak of the Republic of Indonesia
Issued securities Control through the Government 85,975,640,880
of the Republic of Indonesia
Bank guarantee Control through the Government 38,019,424,023
of the Republic of Indonesia
Loans provided Control through the Government 631,452,026,818
of the Republic of Indonesia
Unutilized loan Control through the Government 3,578,754,283
facility of the Republic of Indonesia
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
389
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
PT Bank Mandiri (Persero) Tbk and Demand deposits Control through the Government 40,262,568,346
Subsidiaries with other banks of the Republic of Indonesia
Placements with Control through the Government 1,097,013,340,003
other banks and of the Republic of Indonesia
Bank Indonesia
Securities Control through the Government 1,278,725,065,288
of the Republic of Indonesia
Export bills and Control through the Government 668,800,314,797
other receivables of the Republic of Indonesia
Acceptance Control through the Government 41,508,981,201
receivables of the Republic of Indonesia
Derivative Control through the Government 57,994,021,775
receivables of the Republic of Indonesia
Investments in Control through the Government 12,748,126,558,168
associate entities of the Republic of Indonesia
and equity
participation
Issued securities Control through the Government 55,982,782,107
of the Republic of Indonesia
Borrowings Control through the Government 1,525,653,953,451
of the Republic of Indonesia
Subordinated Control through the Government 3,218,478,599
securities of the Republic of Indonesia
Derivative Payables Control through the Government 37,180,391,561
of the Republic of Indonesia
Acceptances Control through the Government 834,267,224,219
Payables of the Republic of Indonesia
Bank guarantee Control through the Government 1,942,938,879,652
of the Republic of Indonesia
PT Bank Rakyat Indonesia (Persero) Tbk and Demand deposits Control through the Government 2,357,286,359
Subsidiaries with other banks of the Republic of Indonesia
Placements with Control through the Government 50,000,000,000
other banks and of the Republic of Indonesia
Bank Indonesia
Securities Control through the Government 689,191,896,376
of the Republic of Indonesia
Export bills and Control through the Government 203,484,517,318
other receivables of the Republic of Indonesia
Derivative Control through the Government 31,688,802,667
receivables of the Republic of Indonesia
Issued securities Control through the Government 352,030,375,559
of the Republic of Indonesia
Derivative payables Control through the Government 20,802,514,529
of the Republic of Indonesia
Bank guarantee Control through the Government 96,802,421,825
of the Republic of Indonesia
Loans provided Control through the Government 7,821,687,896,386
of the Republic of Indonesia
Unutilized loan Control through the Government 902,904,988,272
facility of the Republic of Indonesia
PT Bank Tabungan Negara (Persero) Tbk Demand deposits Control through the Government 354,460,010
with other banks of the Republic of Indonesia
Placements with Control through the Government 473,177,550,251
other banks and of the Republic of Indonesia
Bank Indonesia
Securities Control through the Government 24,486,656,740
of the Republic of Indonesia
Acceptance Control through the Government 1,000,000
receivables of the Republic of Indonesia
390 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
PT Barata Indonesia (Persero) Bank guarantee Control through the Government 1,649,520,662
of the Republic of Indonesia
PT Bio Farma (Persero) Loans provided Control through the Government 2,171,366,376,651
of the Republic of Indonesia
Unutilized loan Control through the Government 1,094,969,983
facility of the Republic of Indonesia
Bank guarantee Control through the Government 74,400,000
of the Republic of Indonesia
PT Biro Klasifikasi Indonesia (Persero) Bank guarantee Control through the Government 164,897,120,199
of the Republic of Indonesia
PT Brantas Abipraya (Persero) Export bills and Control through the Government 1,905,956,488,564
other receivables of the Republic of Indonesia
Acceptance Control through the Government 38,703,348,125
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 551,717,728,630
of the Republic of Indonesia
Irrevocable Letters Control through the Government 10,256,091,828
of Credit of the Republic of Indonesia
Unutilized loan Control through the Government 25,000,000,000
facility of the Republic of Indonesia
PT Danareksa (Persero) and Subsidiaries Securities Control through the Government 2,758,638,784,000
of the Republic of Indonesia
Export bills and Control through the Government 321,559,467,813
other receivables of the Republic of Indonesia
Acceptance Control through the Government 146,703,744,656
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 1,549,759,701,688
of the Republic of Indonesia
Irrevocable Letters Control through the Government 91,520,942,167
of Credit of the Republic of Indonesia
Loans provided Control through the Government 370,052,407,864
of the Republic of Indonesia
Unutilized loan Control through the Government 1,276,863,209
facility of the Republic of Indonesia
PT Djakarta Lloyd (Persero) and Subsidiaries Loans provided Control through the Government 110,792,997,226
of the Republic of Indonesia
Unutilized loan Control through the Government 21,365,623
facility of the Republic of Indonesia
PT Garuda Indonesia (Persero) Tbk and Derivative Control through the Government 390,748,133
Subsidiaries receivables of the Republic of Indonesia
Loans provided Control through the Government 3,695,997,525,163
of the Republic of Indonesia
Unutilized loan Control through the Government 446,520,016
facility of the Republic of Indonesia
Bank guarantee Control through the Government 196,250,000
of the Republic of Indonesia
PT Hutama Karya (Persero) and Subsidiaries Securities Control through the Government 386,870,400,000
of the Republic of Indonesia
Export bills and Control through the Government 993,367,141,919
other receivables of the Republic of Indonesia
Acceptance Control through the Government 445,931,142,858
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 2,964,795,832,456
of the Republic of Indonesia
Irrevocable Letters Control through the Government 185,879,475,513
of Credit of the Republic of Indonesia
Loans provided Control through the Government 1,813,311,642,966
of the Republic of Indonesia
Unutilized loan Control through the Government 152,570,798,954
facility of the Republic of Indonesia
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
391
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
PT Indonesia Asahan Aluminium (Persero) Securities Control through the Government 24,465,475,280
of the Republic of Indonesia
Irrevocable Letters Control through the Government 791,975,345
of Credit of the Republic of Indonesia
Loans provided Control through the Government 3,244,823,056,789
of the Republic of Indonesia
Unutilized loan Control through the Government 5,072,763,175
facility of the Republic of Indonesia
Bank guarantee Control through the Government 76,075,200
of the Republic of Indonesia
PT Indra Karya (Persero) Bank guarantee Control through the Government 6,654,954,387
of the Republic of Indonesia
PT Industri Kereta Api (Persero) and Bank guarantee Control through the Government 50,870,260,484
Subsidiaries of the Republic of Indonesia
Irrevocable Letters Control through the Government 573,806,355,277
of Credit of the Republic of Indonesia
PT Industri Telekomunikasi Indonesia Bank guarantee Control through the Government 308,072,518
(Persero) of the Republic of Indonesia
PT Jasa Marga (Persero) Tbk and Securities Control through the Government 4,825,057,560
Subsidiaries of the Republic of Indonesia
Bank guarantee Control through the Government 150,374,783,508
of the Republic of Indonesia
Loans provided Control through the Government 14,511,462,813,927
of the Republic of Indonesia
Unutilized loan Control through the Government 272,956
facility of the Republic of Indonesia
PT Kereta Api Indonesia (Persero) and Securities Control through the Government 41,635,462,230
Subsidiaries of the Republic of Indonesia
Irrevocable Letters Control through the Government 8,681,769,696
of Credit of the Republic of Indonesia
Loans provided Control through the Government 4,687,981,821,471
of the Republic of Indonesia
Unutilized loan Control through the Government 5,205,826,588
facility of the Republic of Indonesia
PT Krakatau Steel (Persero) and Subsidiaries Export bills and Control through the Government 12,198,147,099
other receivables of the Republic of Indonesia
Acceptance Control through the Government 10,860,808,950
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 5,249,468,381
of the Republic of Indonesia
Irrevocable Letters Control through the Government 27,116,725,950
of Credit of the Republic of Indonesia
Loans provided Control through the Government 4,699,123,467,623
of the Republic of Indonesia
Unutilized loan Control through the Government 1,208,377,429,417
facility of the Republic of Indonesia
PT Len Industri (Persero) and Subsidiaries Acceptance Control through the Government 266,911,335,996
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 781,895,847,770
of the Republic of Indonesia
Irrevocable Letters Control through the Government 337,571,241,955
of Credit of the Republic of Indonesia
Unutilized loan Control through the Government 211,190,749,404
facility of the Republic of Indonesia
Loans provided Control through the Government 3,583,347,905,064
of the Republic of Indonesia
392 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
PT Pelabuhan Indonesia (Persero) and Securities Control through the Government 65,718,283,155
Subsidiaries of the Republic of Indonesia
Bank guarantee Control through the Government 62,791,568,453
of the Republic of Indonesia
Loans provided Control through the Government 870,707,856,243
of the Republic of Indonesia
Unutilized loan Control through the Government 3,956,960,827
facility of the Republic of Indonesia
PT Pelayaran Nasional Indonesia (Persero) Irrevocable Letters Control through the Government 10,801,487,806
and Subsidiaries of Credit of the Republic of Indonesia
PT Pembangunan Perumahan (Persero) Tbk Securities Control through the Government 122,127,936
and Subsidiaries of the Republic of Indonesia
Acceptance Control through the Government 1,218,513,113,471
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 514,688,045,623
of the Republic of Indonesia
Irrevocable Letters Control through the Government 548,384,084,871
of Credit of the Republic of Indonesia
Loans provided Control through the Government 540,958,445,525
of the Republic of Indonesia
Unutilized loan Control through the Government 1,933,554,475
facility of the Republic of Indonesia
PT Pengembangan Pariwisata Indonesia Bank guarantee Control through the Government 58,198,855,995
(Persero) of the Republic of Indonesia
Loans provided Control through the Government 67,924,581,814
of the Republic of Indonesia
PT Perkebunan Nusantara III (Persero) and Acceptance Control through the Government 292,727,490,600
Subsidiaries receivables of the Republic of Indonesia
Irrevocable Letters Control through the Government 11,122,297,625
of Credit of the Republic of Indonesia
Loans provided Control through the Government 7,540,938,939,984
of the Republic of Indonesia
Unutilized loan Control through the Government 2,187,737,755
facility of the Republic of Indonesia
PT Pertamina (Persero) and Subsidiaries Securities Control through the Government 69,078,054,895
of the Republic of Indonesia
Acceptance Control through the Government 8,545,582,147
receivables of the Republic of Indonesia
Derivative Control through the Government 2,567,652,733
receivables of the Republic of Indonesia
Issued securities Control through the Government 12,996,002,989
of the Republic of Indonesia
Derivative liabilities Control through the Government 26,893,175,416
of the Republic of Indonesia
Bank guarantee Control through the Government 4,728,735,075,224
of the Republic of Indonesia
Irrevocable Letters Control through the Government 1,017,057,252,609
of Credit of the Republic of Indonesia
Loans provided Control through the Government 4,288,890,195,329
of the Republic of Indonesia
Unutilized loan Control through the Government 19,261,164,263
facility of the Republic of Indonesia
PT Perusahaan Listrik Negara (“PLN”) Securities Control through the Government 719,619,280,747
(Persero) and Subsidiaries of the Republic of Indonesia
Derivative Control through the Government 228,720,194,900
receivables of the Republic of Indonesia
Derivative liabilities Control through the Government 69,963,823,603
of the Republic of Indonesia
Bank guarantee Control through the Government 363,998,928,063
of the Republic of Indonesia
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
393
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
Irrevocable Letters Control through the Government 135,576,230,886
of Credit of the Republic of Indonesia
Loans provided Control through the Government 8,538,267,520,696
of the Republic of Indonesia
Unutilized loan Control through the Government 1,014,647,434,792
facility of the Republic of Indonesia
PT Pos Indonesia (Persero) and Subsidiaries Bank guarantee Control through the Government 1,700,582,143
of the Republic of Indonesia
Loans provided Control through the Government 369,776,603,848
of the Republic of Indonesia
PT Primissima (Persero) Loans provided Control through the Government 3,560,316
of the Republic of Indonesia
Unutilized loan Control through the Government 392,617,442
facility of the Republic of Indonesia
PT Pupuk Indonesia Holding Company Securities Control through the Government 49,455,500,000
(Persero) and Subsidiaries of the Republic of Indonesia
Acceptance Control through the Government 211,198,870,275
receivables of the Republic of Indonesia
Derivative Control through the Government 20,470,826,194
receivables of the Republic of Indonesia
Bank guarantee Control through the Government 3,114,170,473,267
of the Republic of Indonesia
Irrevocable Letters Control through the Government 413,434,811,203
of Credit of the Republic of Indonesia
Loans provided Control through the Government 4,055,706,475,560
of the Republic of Indonesia
Unutilized loan Control through the Government 2,713,791,668,349
facility of the Republic of Indonesia
PT Rajawali Nusantara Indonesia (Persero) Acceptance Control through the Government 34,069,896,000
and Subsidiaries receivables of the Republic of Indonesia
Acceptances Control through the Government 41,394,179,407
Payables of the Republic of Indonesia
Bank guarantee Control through the Government 36,551,391,071
of the Republic of Indonesia
Loans provided Control through the Government 925,702,116,441
of the Republic of Indonesia
Unutilized loan Control through the Government 115,156,377,054
facility of the Republic of Indonesia
PT Reasuransi Indonesia Utama (Persero) Issued securities Control through the Government 19,998,016,042
and Subsidiaries of the Republic of Indonesia
PT Semen Indonesia (Persero) Tbk and Securities Control through the Government 117,269,293,980
Subsidiaries of the Republic of Indonesia
Export bills and Control through the Government 1,638,492,267,855
other receivables of the Republic of Indonesia
Acceptance Control through the Government 31,933,062,744
receivables of the Republic of Indonesia
Acceptances Control through the Government 7,005,734,836
Payables of the Republic of Indonesia
Bank guarantee Control through the Government 72,760,244,417
of the Republic of Indonesia
Irrevocable Letters Control through the Government 82,114,257,174
of Credit of the Republic of Indonesia
Loans provided Control through the Government 3,019,879,556,918
of the Republic of Indonesia
Unutilized loan Control through the Government 10,226,197,613
facility of the Republic of Indonesia
PT Telkom Indonesia (Persero) Tbk and Securities Control through the Government 221,354,083,701
Subsidiaries of the Republic of Indonesia
Export bills and Control through the Government 254,116,638,456
other receivables of the Republic of Indonesia
394 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Type of Affiliate/ Nature of Affiliate/ Transaction Value
Transacting Party Related Transaction Related Relationship (IDR)
Investments in Control through the Government 369,614,560,000
associate entities of the Republic of Indonesia
and equity
participation
Bank guarantee Control through the Government 1,596,543,919,713
of the Republic of Indonesia
Loans provided Control through the Government 7,577,536,214,515
of the Republic of Indonesia
Unutilized loan Control through the Government 3,687,388,755,183
facility of the Republic of Indonesia
PT Virama Karya (Persero) Bank guarantee Control through the Government 35,648,676,410
of the Republic of Indonesia
Loans provided Control through the Government 54,444,321,155
of the Republic of Indonesia
Unutilized loan Control through the Government 15,555,678,845
facility of the Republic of Indonesia
PT Waskita Karya (Persero) Tbk and Acceptances Control through the Government 18,084,383,770
Subsidiaries Payables of the Republic of Indonesia
Bank guarantee Control through the Government 301,927,001,862
of the Republic of Indonesia
Loans provided Control through the Government 11,476,159,039,155
of the Republic of Indonesia
Unutilized loan Control through the Government 820,897,045
facility of the Republic of Indonesia
PT Wijaya Karya (Persero) Tbk and Export bills and Control through the Government 106,144,434,550
Subsidiaries other receivables of the Republic of Indonesia
Acceptance Control through the Government 17,883,554,478
receivables of the Republic of Indonesia
Acceptances Control through the Government 3,189,000
Payables of the Republic of Indonesia
Bank guarantee Control through the Government 1,761,163,470,708
of the Republic of Indonesia
Irrevocable Letters Control through the Government 22,596,814,802
of Credit of the Republic of Indonesia
Loans provided Control through the Government 1,995,018,367,071
of the Republic of Indonesia
Key Management Loans provided Pengendalian Kegiatan Bank 236,666,767,453
Unutilized loan Pengendalian Kegiatan Bank 61,177,068,710
facility
Customer Deposits Pengendalian Kegiatan Bank 140,859,001,012
Dana Pensiun (“DP”) BNI Issued securities Berdasarkan Kepemilikan dan/ 14,995,388,064
atau Kepengurusan
Dana Pensiun Lembaga Keuangan (“DPLK”) Issued securities Berdasarkan Kepemilikan dan/ 59,981,552,257
BNI atau Kepengurusan
PT Asuransi Tripakarta Bank guarantees Berdasarkan Kepemilikan dan/ 48,286,694,443
atau Kepengurusan
Loans provided Berdasarkan Kepemilikan dan/ 44,442,790
atau Kepengurusan
Unutilized loan Berdasarkan Kepemilikan dan/ 961,205,177
facility atau Kepengurusan
Entity controlled through the Government of Deposits from other Pengendalian melalui 4,164,696,998,874
the Republic of Indonesia banks Pemerintah Republik Indonesia
Entity controlled through the Government of Customer Deposits Control through the Government 112,692,952,012,042
the Republic of Indonesia of the Republic of Indonesia
Total 484,771,618,480,790
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Realization of Balances and Transactions with Affiliated/Related Parties
Information regarding the balances and transactions of each affiliated/related party recorded by BNI can be
found in Note 45 of the Financial Statements, “Transactions with Related Parties,” which is an integral part
of this annual report. The realization of balances and transactions with affiliated/related parties is presented
as follows:
Realization of Balances and Related Party Transactions in the Period of Financial Year 2023 and 2024
Percentage of Increase (Decrease)
2024 2023 Total Assets 2023-2024
Related Party Balances in Assets
(IDR-billion) (IDR-billion) 2024 2023 Nominal
Percentage (%)
(%) (%) (IDR-billion)
Current Accounts with Other
43 52 0.0 0.0 (9) (17.3)
Banks
Placements With Other Banks 1,620 1,211 0.1 0.1 409 33.8
Marketable Securities 10,157 11,428 0.9 1.1 (1,271) (11.1)
Government Bonds 126,661 125,021 11.2 11.5 1,640 1.3
Bills and Other Receivables 6,209 10,085 0.5 0.9 (3,876) (38.4)
Acceptances Receivables 2,825 3,159 0.3 0.3 (334) (10.6)
Derivative Receivables 342 38 0.0 0.0 304 800.0
Loans 159,403 126,359 14.1 11.6 33,044 26.2
Investment in Associates and
13,118 11,661 1.2 1.1 1,457 12.5
Equity Investments
Total Assets with Related Parties 320,378 289,014 28.4 26.6 31,364 10.9
Total Consolidated Assets 1,129,806 1,086,664 100.0 100.0 43,142 4.0
Asset balances from related parties increased by IDR31.4 trillion or 10.9% compared to the previous year.
This increase was dominated by an increase in the balance of related party loans granted amounting to
IDR33.0 trillion or 26.2% from the previous year.
Percentage of Increase (Decrease)
Related Party Balances 2024 2023 Total Assets 2023-2024
in Liabilities (IDR-billion) (IDR-billion) 2024 2023 Nominal
Percentage (%)
(%) (%) (IDR-billion)
Customer Deposits 112,834 152,080 11.7 16.3 (39,246) (25.8)
Deposits from other banks 4,165 2,705 0.4 0.3 1,460 54.0
Securities Issued 1,892 1,765 0.2 0.2 127 7.2
Borrowings 1,574 824 0.2 0.1 750 91.0
Subordinated Securities 3 3 0.0 0.0 0 0.0
Derivative Liabilities 155 136 0.0 0.0 19 14.0
Acceptances Payables 901 1,071 0.1 0.1 (170) (15.9)
Total Liabilities with Related
121,523 158,584 12.6 17.0 (37,061) (23.4)
Parties
Total Consolidated Liabilities 962,619 931,931 100.0 100.0 30,688 3.3
Liability balances from related parties decreased by IDR37.1 trillion or 23.4% compared to the previous year.
This decrease was dominated by a decrease in the balance of related party customer deposits amounting to
IDR39.2 trillion or 25.8%.
396 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Prohibitions, Restrictions and/or
Significant Barriers to Transferring Funds
Between Banks and Other Entities in One
Business Group
BNI provides funds to related parties (individuals and groups, including Executive Officers, Board of
Directors, and Commissioners of the Bank) based on internal policies fairly with reasonable conditions after
approval from the Board of Commissioners. Transactions on the provision of funds to related parties are
explained in the chapter on Material Conflict of Interest Transactions and Transactions with Affiliated Parties/
Related Parties.
Total of Fund Provisions to Related Parties up to December 2024
Subject Amount (IDR-billion)
Total of Provision of Funds 2,192
Capital 152,307
LLL (10% of Capital) 15,231
Over (Under) LLL 13,039 (Under BMPK)
Types of Fund Provisions to Related Parties up to December 2024
Related Parties Type of Provision of Funds Provision of Funds (IDR-Billion)
PT Bank Syariah Indonesia (Tbk) Securities 14
BNI Finance Loans, Bank Guarantees 1,657
BNI Life Insurance Bank Guarantees 4
BNI Sekuritas Loans 200
Hibank Bank Guarantees 151
Individual Loans 167
Total Provision of Funds to Related Parties 2,192
Capital 152,307
LLL (10% of Capital) 15,231
Over (Under) LLL 13,039 (Under BMPK)
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Changes in Legislation
That Have a Significant
Impact on BNI
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
Law Number 1 of - The selected Electronic Certification Provider - Changing provisions - BNI is required This does
2024 on the Second (PSrE) must have received recognition from that are considered to include child not impact
Amendment to the Minister by being affiliated with the open to multiple protection in the Financial
Law Number 11 of parent PSrE organized by the Minister. interpretations products, services Statements.
2008 on Electronic - Mutual Recognition is carried out by - To provide legal and features
Information and Foreign PSrEs that have been registered in certainty and protect organized by
Transactions Indonesia. the public interest in BNI through the
- For electronic transactions that have high the use of information Electronic System.
risks, BNI must use Electronic Signatures technology and - BNI is required
secured by Electronic Certificates. electronic transactions to use electronic
- The preparation of international contracts signatures
with standard clauses made by the with electronic
Electronic System Provider must be certificates
regulated by Indonesian law if the service for electronic
user originates and is in the jurisdiction transactions that
of Indonesia, the implementation of have high risks.
the contract is within the jurisdiction - BNI is required
of Indonesia and the Electronic System to carry out
Provider carries out business activities in the orders from the
territory of Indonesia. Government in
- It is prohibited to intentionally: order to create a
1. Attack the honor/good name of others digital ecosystem
by using Electronic Information and/or and there is a risk
Electronic Documents. of being subject
2. Use Electronic Information and/or to administrative
Electronic Documents with threats of sanctions if BNI
violence, defamation and revealing does not carry out
secrets with the aim of benefiting oneself these orders.
or others. - BNI is required
3. Disseminate Information and/or to prepare
Electronic Documents containing false/ standard clauses
misleading information that can cause in international
material losses for consumers and electronic contracts
unrest in society. in carrying
4. Sending Information and/or Electronic out electronic
Documents containing threats of transactions
violence to users of its services. which are stated
- The Electronic System Organizer may in international
terminate access if there are findings and electronic contracts
orders from the Government regarding the in accordance with
existence of Information and/or Electronic the provisions of
Documents containing prohibited content in Law No. 1 of 2024.
the BNI Electronic System.
- The Electronic System Organizer is required
to carry out orders from the Government in
order to create a digital ecosystem and there
is a risk of being subject to administrative
sanctions if BNI does not carry out these
orders.
Government - Regulates the write-off of bad debts for To provide easy access to - BNI is required to This does
Regulation MSMEs in various economic sectors which financing for micro, small ensure that debtors not impact
Number 47 of 2024 provide a legal basis for BNI to write off and medium enterprises who wilål be written the Financial
concerning the Write- MSME bad debt bills by means of write-off through write-offs and off or write-off Statements.,
off of Bad Debts in and write-off of bad debt collections. write-offs. bad debts are in as the loans
Micro, Small, and - Write-off of bad debts by BNI is carried out accordance with the have been
Medium Enterprises on: criteria for credit written off
(MSMEs) 1. Bad debts that have been restructured or financing that prior to the
in accordance with the provisions can be written off write-off.
applicable to BNI; and and written off in
2. BNI has made optimal collection efforts accordance with the
including restructuring efforts, but are provisions of PP No.
still uncollectible. 47 of 2024.
398 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
Write-off of bad debts does not eliminate - BNI needs to
BNI's right to collect against the bad debts. prepare internal
- BNI writes off bad debts that have been provisions regarding
written off in the form of: the write-off and
1. MSME credit or financing which is a write-off of bad
government program whose funding debts in accordance
source is from BNI and the program has with the provisions
been completed when this PP comes into of PP No. 47 of 2024.
effect
2. MSME credit or financing outside the
government program whose distribution
uses funds from BNI
3. MSME credit or financing due to
natural disasters such as earthquakes,
liquefaction or other natural disasters
determined by the central government,
regions and/or authorized agencies
- Credit or financing that can be written off
must meet the following criteria:
1. The principal value of bad debts is a
maximum of IDR 500 million per debtor
per customer;
2. Has been written off for at least 5 (five)
years when this PP comes into effect;
3. Not credit or financing guaranteed
by insurance or credit or financing
guarantees and
4. There is no credit or financing collateral
or there is credit or financing collateral
but in a condition that does not allow it
to be sold or the collateral has been sold
out but cannot pay off the customer's
loan/obligations.
- BNI submitted a report on the realization
of the implementation of the write-off of
bad debts to the Minister who handles
government affairs in the BUMN sector.
Regulation of the - Financial Services Institutions (LJK) can In order to implement BNI is required to This does
Minister of Finance become Working Partners in managing more effective, provide interest not impact
Number 44 of excess and shortages of Government Cash optimal and adaptive or returns on the the Financial
2024 concerning by submitting an application to become a management of excess placement of state Statements.
the Strategy and Working Partner to the Director General of and shortage of central money as one of
Implementation Treasury as the Authorized State Treasurer government cash to the the instruments for
of Management (BUN) of the Center. development of cash managing excess
of Surplus and - One of the instruments for managing excess management practices. central government
Shortfalls of Central and shortages of central government cash cash.
Government Cash is by placing state money in Commercial
Banks and withdrawing state money from
Placement Accounts at Commercial Banks.
- The Authorized BUN of the Center can
place state money in Commercial Banks
after coordinating with the Governor of BI.
Placement of State Money is carried out in
the form of overnight, deposit on call and
time deposit and Commercial Banks provide
interest or yields on the placement of state
money.
- Withdrawals on the placement of state
money in Commercial Banks are carried out
at maturity or before maturity by referring to
the Agreement for the implementation of the
placement of state money in Commercial
Banks.
Regulation of the - Prohibition of Financial Services Institutions Providing legal certainty - Prohibition for BNI This does
Minister of Finance (LJK) from serving the opening of new for LJK in submitting to: not impact
Number 47 of 2024 financial accounts or new transactions reports containing a. Open new the Financial
concerning the related to old financial accounts owned by financial information financial Statements.
Third Amendment individuals and/or entities that refuse to for tax purposes and to accounts or new
to Regulation of comply with the provisions of the financial regulate anti-avoidance transactions
the Minister of account identification procedures and provisions in accordance related to
Finance Number documentation. with common reporting old financial
70/-MK/03/2017 - Prohibition for LJK from entering into standards. accounts for
concerning Technical agreements and/or practices with the individuals
Instructions intent and purpose of avoiding obligations and/or entities
Concerning Access to as stipulatedå in laws and regulations that refuse
Financial Information governing access to financial information to follow the
for Tax Purposes for tax purposes. financial account
identification and
documentation
procedures;
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
- Prohibition for LJK from making false b. Make
statements or hiding or reducing actual agreements
information from information that must be and/or practices
submitted. with the intent
- Changes regarding the provisions for and purpose
imposing sanctions in the event of of avoiding
indications of violations of the fulfillment obligations
of provisions regarding access to financial as stipulated
information for tax purposes. in laws and
regulations
governing access
to financial
information for
tax purposes;
c. Make false
statements
or hide or
reduce actual
information from
the information
that must be
submitted.
Regulation of the - The implementation of tax rights and - Arrangement of laws BNI needs to adjust This does
Minister of Finance fulfillment of tax obligations by Taxpayers is and regulations in the reporting system not impact
Number 81 of carried out electronically, namely through the scope of business and tax payment the Financial
2024 concerning the taxpayer portal, other pages/applications processes, information mechanism in Statements.
Tax Provisions in integrated with the Directorate General of technology and accordance with the
the Framework Taxes administration system and/or contact databases to Core Tax Administration
of Implementing center. implement a more System (SIAP).
the Core Tax - Deposits and reporting of tax obligations transparent, effective,
Administration for Corporate Taxpayers who have Branch efficient, accountable
System (SIAP) Offices are carried out centrally. and flexible tax
- Changes in the due date for tax deposits administration system
and reporting to be simultaneous on the update.
15th (fifteenth) of the following month for all - Strengthening
types of taxes. previous regulations.
- Changes in the format of tax deduction - Adjustment of state
evidence documents, the format of the financial policies to the
Annual Corporate Income Tax Return report, economic situation.
and so on.
Regulation of the - Bank business taxpayers can charge for the - Provide convenience − BNI needs to adjust Has been
Minister of Finance write-off of bad debts through the formation in calculating the the calculation applied
Number 74 of of reserves, namely the charge for the write- cost of forming of BNI reserves to the
2024 concerning off of bad debts through provisions formed reserves for doubtful calculated according calculation of
the Establishment since the initial recognition of receivables. accounts for banking to SAK for each tax expense
of Reserves for - The calculation of reserves is calculated businesses and other credit quality based and deferred
Doubtful Accounts in accordance with Financial Accounting business entities on staging. tax assets
that May be Standards (SAK) with certain limitations that distribute credit, − BNI needs to adjust
Deducted from Gross (applied to the calculation of the carrying leases with option the policy regarding
Income value of the reserve for bad debts at the end rights, consumer the calculation
of the tax year determined by the OJK for finance companies and of BNI reserves
each group of receivables quality including factoring companies calculated according
receivables quality groups based on good, for tax purposes. to SAK for each
less good and bad stages (staging) or - Alignment of tax credit quality based
other receivables quality groups (based on provisions on the on staging.
collectability). calculation of the cost
of forming reserves
for doubtful accounts
for banks for tax
purposes.
Financial Services − The obligation to report ownership or any In order to improve the BNI needs to make This does
Authority Regulation changes in share ownership of a public quality of information adjustments regarding not impact
Number 4 of 2024 company applies to: disclosure by certain reporting obligations the Financial
concerning Reports 1. Members of the board of directors or shareholders and on ownership reports Statements.
of Ownership or members of the board of commissioners supervision carried out or any changes in
Any Changes in who own shares with voting rights either on share ownership share ownership of
Ownership of Public directly or indirectly. reports, adjustments to public companies and
Company Shares and 2. Any party who owns shares with voting international standards/ reports on share pledge
Reports of Activities rights of at least 5% (five percent), comparative study activities of public
of Pledge of Public including when there is a decrease in results in other countries companies.
Company Shares the percentage of share ownership and expanding the
with voting rights to less than 5% (five scope of regulations to
percent). include other types of
3. Parties who are controllers of the Public transactions carried out
Company. by shareholders of Public
Companies such as share
pledge activities.
400 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
− The period for fulfilling the reporting
obligation is as follows:
1. Reporting of ownership or any changes
in share ownership of a Public Company
must be done immediately no later
than 5 (five) working days since the
occurrence of ownership of voting rights
over shares or any changes in ownership
of voting rights over shares of the Public
Company.
2. Reporting of activities to pledge shares
of a Public Company immediately no
later than 5 (five) working days since the
signing of the Agreement on activities
to pledge shares of a Public Company
which results in the fulfillment of the
number of shares pledged by 5% (five
percent) of voting rights.
3. In the event that the OJK has provided
an electronic reporting system,
submission of reports as referred
to in letters a and b must be done
immediately, no later than 3 (three)
working days.
Financial Services - Financial Services Institutions (LJK) are Integration of OJK - BNI is required to This does
Authority Regulation required to prepare and submit anti-fraud provisions related to submit a report on not impact
Number 12 of 2024 strategy policies and fraud incident reports, the implementation of the implementation the Financial
concerning the both routine and incidental reports, and late anti-fraud strategies that of the Anti-Fraud Statements.
Implementation of submission fines that are adjusted to the have been in effect in Strategy to OJK.
Anti-Fraud Strategies complexity of business activities. several financial services - BNI is required to
for Financial Services - LJK are required to determine a work sectors and the expansion submit a report on
Institutions program to achieve the target of of coverage to apply to Fraud incidents
implementing an anti-fraud strategy. all LJK with significant
- LJK are required to submit a report on the impacts to OJK
implementation of an anti-fraud strategy within a maximum
every semester. period of 3 (three)
- LJK are required to submit a report on working days after it
changes to the anti-fraud strategy no later is known that Fraud
than 7 (seven) working days since the has occurred with
changes are made. significant impacts
- LJK are required to implement a Fraud
Detection System accompanied by
increased understanding of related internal
and external parties, and supported by
the implementation of adequate risk
management.
POJK No. 4 of • Members of the Board of Directors or In order to improve the BNI is required to This does
2024 concerning members of the Board of Commissioners quality of information report to OJK on the not impact
Ownership Reports who hold shares with voting rights, either disclosure by certain Ownership Report the Financial
or Any Changes in directly or indirectly, are required to submit shareholders and the or Any Changes in Statements.
Ownership of Public a report on their ownership of voting rights oversight conducted Ownership of Public
Company Shares and over shares and any changes in ownership on share ownership Company Shares
Reports on Activities of voting rights over shares of the public reports, adjustments are from members of the
Securing Public company to OJK. made in accordance with Board of Directors or
Company Shares • The report must be submitted immediately, international standards/ members of the Board
no later than 5 (five) working days from the comparative studies of Commissioners who
occurrence of the ownership of voting rights in other countries and hold shares with voting
over shares or any changes in ownership to expand the scope of rights, either directly or
of voting rights over shares of the public regulations. indirectly.
company.
• The report on ownership of voting rights
over shares or any changes in ownership
of voting rights over shares of the public
company must contain at least:
1. name, residence, and nationality;
2. name of the public company’s shares;
3. number of shares and percentage of
ownership of shares with voting rights
over the public company’s shares before
and after the transaction;
4. type of transaction conducted;
5. number of shares purchased, sold, or
transferred;
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
POJK No. 5 of 2024 • Adjustment of bank supervisory status and Alignment and BNI has updated the This does
concerning the supervisory actions. updating of provisions Company Guidelines not impact
Determination of • Applicable to banks other than systemic in connection with the to align with the the Financial
Supervisory Status banks. issuance of the Law provisions as stipulated Statements.
and Handling of • Adjustment of the establishment and capital on Development and in the POJK.
Issues in Commercial mechanism for intermediary banks. Strengthening of the
Banks Financial Sector (Law No.
P2SK).
PADG No. 3 of 2024 • Addition of Open Market Operation (OMO) Strengthening monetary BNI has updated the This does
concerning the instruments in the form of repo transactions operation strategies Company Guidelines not impact
Fourth Amendment and domestic non-deliverable forward integrated with the to align with the the Financial
to PADG No. 22/23/ (DNDF) transactions with a non-auction development of the provisions as stipulated Statements.
PADG/2020 on the mechanism. money market and foreign in the PADG.
Implementation • Bank Indonesia may accept all or part of the exchange market.
of Open Market repo transaction proposals for conventional
Operations OMOs submitted by conventional
OMO participants using a non-auction
mechanism.
• Bank Indonesia may reject DNDF transaction
proposals on a non-auction basis based on
certain considerations.
PBI No. 2 of • Providers conduct periodic evaluations As a mitigation for Cyber BNI is required to This does
2024 concerning of the Information System Security and Risk, it is necessary to develop strategies and not impact
Information System Cyber Resilience (KKS) strategic plan in establish regulations and policies for Information the Financial
Security and Cyber accordance with the developments in cyber oversight for information System Security and Statements.
Resilience for risk. system security and cyber Cyber Resilience,
Payment System • KKS policies, standards, and procedures resilience for Payment conduct periodic
Providers, Money encompass human, process, and technology System Providers, Money evaluations of these
Market and Foreign aspects, which at a minimum include: Market participants, and policies, and activate
Exchange Market - Data, application system, and Foreign Exchange Market a Cyber Incident
Participants, and information technology infrastructure participants, as well as Response Team at the
Other Parties security; other parties regulated organizational level.
Regulated and - Third-party security; and and supervised by Bank
Supervised by Bank - Consumer protection and fraud Indonesia.
Indonesia prevention.
• Providers establish a Cyber Incident
Response Team at the organizational level
that plays a role in handling cyber incidents.
PBI No. 5 of 1. PBI SK SP adjusts several terminologies, As a fulfillment of the BNI is required to This does
2024 concerning particularly aligning the terminology of Law on Development obtain a Competency- not impact
Competency the Payment System and Rupiah Currency and Strengthening of Based Training the Financial
Standardization in Processing (SPPUR) to SP (Payment the Financial Sector (UU Certificate in the Statements.
the Payment System System), which also includes Rupiah P2SK), which among Payment System and/
Field (PBI SK SP) currency processing activities. other things regulates or a Payment System
and PADG No. 17 2. SK SP encompasses Payment System the enhancement Competency Certificate
of 2024 concerning Activities, which include: of the quality of no later than 6 months
Implementation - Operational activities of the payment human resources in from the effective
of Competency system; the financial sector, date of assuming the
Standardization in - Operational activities of Rupiah currency including the payment position.
the Payment System processing services; system sector, Bank
Field - Foreign exchange trading activities and Indonesia re-regulates
the carrying of foreign banknotes. the implementation
3. SK SP is implemented through the of Competency
application of: Standardization in the
- National Work Competency Standards Payment System.
of Indonesia (SKKNI) in the Payment
System; and
- National Qualification Framework of
Indonesia (KKNI) in the Payment System.
4. The Qualification Levels in the Payment
System consist of:
- Payment System Qualification Level 4 for
Implementers;
- Payment System Qualification Level 5 for
Supervisors; and
- Payment System Qualification Level 6 for
Executive Officials and Board Members.
5. The implementation of SK SP is carried out
through:
- Competency-Based Training (PBK) in the
Payment System organized by Payment
System Training Institutions (LPK); and
- Competency Certification in the Payment
System organized by Professional
Certification Institutions (LSP) in the
Payment System.
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
PBI No. 6 of 2024 • Regulations related to the roles of Bank Indonesia conducts BNI has made This does
concerning the participants, types, transaction scopes, and comprehensive (end- adjustments to its not impact
Money Market and forms of licensing in the Money Market and to-end) regulation, internal Company the Financial
Foreign Exchange Foreign Exchange Market (PUVA) development, and Guidelines related to Statements.
Market • Bank Indonesia's authority to establish the supervision of Products, this.
use of identity standards for participants in Pricing, PUVA participants,
PUVA transactions, regulate mechanisms, and the provision
and set the timing for PUVA transactions of Financial Market
(as well as the obligation of participants to Infrastructure to create a
comply). more organized and well-
• Forms of Licensing in the Money Market and functioning Money Market
Foreign Exchange Market. and Foreign Exchange
Market.
PADG No. 6 of 1. Bank obligations related to the inflow and In order to strengthen the BNI has made This does
2024 concerning placement of Export Proceeds in Foreign oversight mechanism over adjustments to its not impact
Amendments to Exchange from Natural Resources (DHE the inflow, placement, internal Company the Financial
PADG No. 4 of 2023 SDA) to ensure, among other things: and utilization of Export Guidelines related to Statements.
on Export Proceeds - The inflow and placement of funds Proceeds this.
and Import Payment originating from DHE SDA by the Bank
Foreign Exchange are conducted through instruments in Foreign Exchange
available domestically. from Natural Resources
- Exporters with Export Values of less than (DHE SDA) into the
USD 250,000.00 who deposit DHE SDA Indonesian financial
into the DHE SDA Mutual Fund have system to support the
submitted a voluntary declaration letter. optimization of DHE
2. Regarding the utilization of DHE SDA: utilization, additional
- The transfer from conventional foreign regulations have been
currency term deposit transactions in the established for Banks
open market at Bank Indonesia to Bank and the Indonesia Export
swaps with Bank Indonesia must be Financing Agency (LPEI)
accompanied by a declaration letter from in managing DHE SDA to
the Exporter. clarify the obligations set
- Bank Indonesia may request the Bank forth in Bank Indonesia
to provide information on the utilization Regulations regarding
of placement instruments in the form Export Proceeds and
of rupiah credit collateral and FX swap Import Payment Foreign
transactions of Exporters with the Bank. Exchange.
POJK No. 12 of • Types of acts classified as fraud include: The increasing complexity • BNI is required This does
2024 concerning the corruption, asset misuse, financial statement of business activities in to develop and not impact
Implementation of fraud, deception, leakage of confidential the financial services submit an anti-fraud the Financial
Anti-Fraud Strategies information, and/or other actions that can be sector has made Financial strategy policy Statements.
for Financial Service equated with fraud in accordance with the Service Institutions (LJK) and fraud incident
Institutions provisions of laws and regulations. more exposed to the risk reports (routine/
• Financial Service Institutions (LJK) of fraud, which can result incident reports),
ensure that the organizations they control in losses to the financial implement a Fraud
(including subsidiaries and/or foundations) services industry, the Detection System,
have an Anti-Fraud Policy (SAF) and government, and/or the and have a work
implement it. public. unit or function for
• Changes in the scope of parties involved in the implementation
implementing SAF include non-bank LJK. of the anti-fraud
• Criteria for fraud incidents that must be strategy.
reported in the Significant Fraud Incident • BNI must ensure
Report include: that its subsidiaries
a. Significant violations of laws and have an Anti-Fraud
regulations committed by the fraud Policy (SAF) and
perpetrator; implement it.
b. Fraud incidents that could jeopardize the • BNI is required to
continuity of the LJK’s business; and/or submit the first SAF
fraud incidents that have the potential to Implementation
attract public attention or diminish the Report no later than
reputation of the LJK. January 31, 2025.
PBI No. 7 of 2024 1. The Foreign Funding Ratio of Banks (RPLN) The necessity of BNI has made This does
concerning the is the ratio of Short-Term Liabilities to Bank macroprudential policy adjustments to its not impact
Foreign Funding Capital calculated on a daily basis. Bank instruments to manage internal Company the Financial
Ratio of Banks and Indonesia sets the maximum RPLN limit at banks' short-term foreign Guidelines related to Statements.
PADG No. 7 of 2024 30% with an addition or reduction of the funding sources by this
concerning the percentage of the countercyclical parameter. considering financial and
Implementation 2. Short-Term Liabilities included in the RPLN economic cycles, as well
Regulations of the consist of Short-Term Bank Foreign Loans, as a risk-based approach
Foreign Funding Short-Term Domestic Foreign Currency and strengthening the
Ratio of Banks Bonds, and/or Short-Term Time Deposits. principles of prudence in
3. Components not included in the calculation the management of banks'
of Short-Term Liabilities are as follows: foreign funding.
a. Short-Term Foreign Loans
b. Deposits owned by non-residents
c. Deposits or time deposits owned by non-
residents intended for temporary storage
of capital contribution funds as referred
to in OJK Regulations.
2024 Annual Report
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2024 Report Profile Analysis on Company Performance Functions
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
d. Deposits, savings, and time deposits:
• Owned by foreign state
representatives and international
institutions, including staff members
of foreign state representatives and
international institutions;
• Owned by non-residents placed
in the foreign branches of banks
headquartered in Indonesia and
used for the distribution of credit or
financing to non-residents;
POJK No. 13 of • The definition of the Basic Interest Rate Referring to the P2SK Law, BNI has made This does
2024 concerning for Credit (SBDK) has been changed to where commercial banks adjustments to its not impact
Transparency and indicate the lowest effective interest rate, to are required to ensure internal Company the Financial
Publication of the avoid confusion with interest rates that are transparency in interest Guidelines related to Statements.
Basic Interest Rate specific or related to certain policies. rates to encourage this
for Conventional • The SBDK set by the Bank considers efficiency in the
Commercial Banks benchmark interest rates such as the BI determination of banking
7-day repo rate and the LPS guarantee interest rates to support
interest rate. economic financing in
• The announcement of the SBDK to the the form of transparency
public is made through the website, each in the components of the
Conventional Commercial Bank office, and calculation of the bank's
digital channels. basic interest rate, namely
• Banks are required to maintain 5 years of the Cost of Funds (HPDK),
historical SBDK information. overhead, and margin.
PADG No. 10 of 1. Financial activities in the Bilateral To encourage the use of BNI has made This does
2024 concerning Transactions of Rupiah and Won include: Rupiah and Won for the adjustments to its not impact
the Settlement of a. Opening or Designation of Special settlement of bilateral internal Company the Financial
Bilateral Transactions Purpose Non-Resident Accounts (SNA) in transactions between Guidelines related to Statements.
between Indonesia Rupiah and Won; Indonesia and South this
and South Korea b. Management of SNA in Won; Korea.
using Rupiah and c. Opening or Designation of Sub-SNA in
Won Won;
d. Management of Sub-SNA Balances in
Won and Rupiah, including:
• Management of Sub-SNA Balances in
Won;
• Addition to Sub-SNA Balances in
Won;
• Reduction of Sub-SNA Balances in
Won; and
• Management of Sub-SNA Balances in
Rupiah;
e. Transfer of Rupiah and Won; and
f. Financing.
2. Transactions of Won against Rupiah include:
a. Spot transactions;
b. Forward transactions;
c. Swap transactions;
d. Cross currency swap transactions;
e. Domestic non-deliverable forward
transactions; and/or
f. Other transactions as determined by
agreement between Bank Indonesia and
the Bank of Korea.
3. The implementation of transactions under
the Bilateral Transactions scheme of Rupiah
and Won is exempt from the prohibition
on conducting domestic non-deliverable
forward transactions in South Korea in Won
against Rupiah.
PADG No. 11 of 2024 1. The scope of regulation, development, and Regulation, development, BNI has made This does
concerning Foreign supervision of Foreign Exchange Market and supervision in adjustments to its not impact
Exchange Market transactions includes: the Foreign Exchange internal Company the Financial
Transactions • Designation of types of Foreign Market are carried out Guidelines related to Statements.
Exchange Market transactions; with a transformative this
• Underlying transactions in the Foreign perspective that aligns
Exchange Market; and with the direction
• Prohibitions and limitations on Foreign of Bank Indonesia's
Exchange Market transactions. transformation and takes
2. Regulations regarding foreign exchange into account international
market products include contracts and best practices to support
written confirmations, including the use optimal and efficient
of smart contracts, benchmark rates that domestic foreign
can be used in foreign exchange market exchange liquidity,
transactions, and foreign exchange market thereby accelerating the
transactions. realization of a modern
and advanced Foreign
Exchange Market.
404 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
PADG No. 13 of 2024 • Regulating the forms and types of Money As a basis for the BNI has made This does
concerning Money Market instruments, the use of benchmark regulation and adjustments to its not impact
Market Transactions rates in the Money Market, and the issuance supervision of the internal Company the Financial
of Money Market instruments. mechanisms of Money Guidelines related to Statements.
• Regulations regarding the implementation Market Transactions this
of Money Market Transactions, which and the mechanism for
include types of transactions, criteria, establishing Benchmark
qualifications of participants, transaction Prices in the Money
mechanisms, transaction timing, transaction Market.
settlement, and standardization of money
market transactions.
POJK No. 15 of • Banks are required to have an integrity- • Emphasis on the • BNI has established Impacting
2024 concerning based financial reporting process to ensure importance of internal control the Financial
the Integrity of Bank the truthfulness, accuracy, and transparency integrity behavior policies and Reports,
Financial Reporting of the Financial Information and Financial from the Board of procedures in the where BNI
Reports produced. Directors, Board financial reporting must ensure
• The Board of Directors, Board of of Commissioners, process of the Bank. an integrity-
Commissioners, and Executive Officers Sharia Supervisory • BNI is required based
are prohibited from taking actions that Board, and all other to form a special financial
intentionally cause: individuals involved working unit reporting
- Financial Information and/or Financial in the preparation of or appoint an process.
Reports of the Bank not to reflect the financial reports in Executive Officer
actual condition of the Bank; accordance with the responsible for
- Manipulation of Financial Information Banking Law as last preventing fraud
and/or Financial Reports of the Bank; amended by the P2SK or manipulation
- Financial Reports of the Bank not to Law. in the Financial
comply with Financial Accounting • The implementation Information and/or
Standards and OJK regulations of internal controls in Financial Reports of
regarding the recording of financial the financial reporting the Bank.
transactions; and/or process or internal
- Financial Information and/or Financial control over financial
Reports of the Bank not to comply with reporting (ICOFR) in
the provisions of laws and regulations in several countries to
the financial services sector. encourage reliable
• Banks are required to establish and financial reports
implement internal control policies and that comply with
procedures in the financial reporting process accounting standards.
(establishment to be carried out by the
President Director after obtaining approval
from the Board of Commissioners).
• Banks are required to form a special
working unit that may be combined with
the working unit handling risk management
functions, compliance functions, or anti-
fraud functions.
• The Board of Directors must submit an
internal control report in the financial
reporting process of the Bank to OJK.
The internal control report in the financial
reporting process of the Bank must at least
contain:
- A statement from the Board of Directors
regarding their responsibility for the
implementation of internal controls in
the financial reporting process of the
Bank; and
- The results of the Board of Directors’
assessment of the effectiveness
of internal controls in the financial
reporting process of the Bank.
• Affiliated Parties are prohibited from
intervening with the Board of Directors,
Board of Commissioners, Controlling
Shareholders, and/or Executive Officers in
the financial reporting process of the Bank.
Intervention actions are actions that:
- Harm or potentially harm the Bank; and/
or
- Cause the Bank to be non-compliant with
the provisions of laws and regulations in
the financial reporting process.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
PADG No. 14 of 1. The designation of the Bank as the ACCD In order to encourage the BNI has made This does
2024 concerning the Bank of Indonesia by BI is carried out with development of bilateral adjustments to its not impact
Second Amendment consideration of: transactions using Rupiah internal Company the Financial
to PADG No. a. Size; and Yen. Guidelines related to Statements.
22/20/PADG/2020 b. Interconnectedness; and this
concerning the c. Complexity.
Settlement of 2. The opening of the Rupiah SNA is
Bilateral Transactions conducted by:
between Indonesia a. Opening a new Rupiah SNA account at
and Japan the ACCD Bank of Indonesia; or
b. Designating an existing account held
by the ACCD Bank of Japan at the ACCD
Bank of Indonesia.
3. The opening of the Yen SNA is conducted
by:
a. Opening a new Yen SNA account at the
ACCD Bank of Japan; or
b. Designating an existing account held by
the ACCD Bank of Indonesia at the ACCD
Bank of Japan.
PADG No. 15 of 1. Settlement of Bilateral Transactions In order to encourage the BNI has made This does
2024 concerning the Using Rupiah and Yuan (Local Currency use of Rupiah and Yuan. adjustments to its not impact
Amendment to PADG Settlement), hereinafter referred to as internal Company the Financial
No. 23/16/PADG/2021 LCS Rupiah and Yuan, is the settlement Guidelines related to Statements.
concerning the of transactions conducted bilaterally by this
Settlement of business actors in Indonesia and China
Bilateral Transactions using Rupiah and Yuan, both onshore Yuan
between Indonesia and offshore Yuan.
and China using 2. The designation of the Bank as the ACCD
Rupiah and Yuan Bank of Indonesia by BI is carried out with
through Banks consideration of:
a. Size;
b. Interconnectedness; and
c. Complexity.
3. The opening of the Rupiah SNA is
conducted by:
a. Opening a new Rupiah SNA account at
the ACCD Bank of Indonesia; or
b. Designating an existing account held
by the ACCD Bank of China at the ACCD
Bank of Indonesia.
4. The opening of the Yuan Sub-SNA is
conducted by:
a. Opening a new Yuan Sub-SNA account at
the ACCD Bank of Indonesia; or
b. Designating an existing account held by
Indonesian Customers at the ACCD Bank
of Indonesia to become a Yuan Sub-SNA.
SEOJK No. 13/ PUJK is required to prepare and submit the As a guideline for PUJK BNI is required to This does
SEOJK.08/2024 following reports: regarding the preparation submit the Financial not impact
concerning the 1. Financial Literacy Reports and submission of Literacy and Financial the Financial
Preparation and a. Activity plan report to enhance Financial financial literacy and Inclusion Report to Statements.
Submission of Literacy; and financial inclusion plan OJK.
Financial Literacy b. Realization report of activities to enhance reports and realization
and Financial Financial Literacy. reports, including the
Inclusion Plan 2. Financial Inclusion Reports format, preparation, and
Reports and a. Activity plan report to enhance Financial procedures for submitting
Realization Reports Inclusion; and financial literacy and
b. Realization report of activities to enhance inclusion reports.
Financial Inclusion.
PADG No. 22 of • The Reporter of the Report on the In order to enhance BNI is required to This does
2024 concerning Implementation of Competency the efficiency of report submit the Report on not impact
the Report on the Standardization in the Payment System submission and improve the Implementation the Financial
Implementation Sector is the SK SP Actors and the SK SP the quality of report of Competency Statements.
of Competency Organizers, and is required to prepare data, Bank Indonesia has Standardization in the
Standardization in and submit the report to BI in a complete, developed a metadata- Payment System Sector
the Payment System accurate, current, comprehensive, and based reporting system to BI.
Sector timely manner. that can accommodate
• The Reporter must appoint and register the the online submission
reporting officers and responsible parties of the Report on
into the Bank Indonesia reporting system. the Implementation
• The reports submitted by the Reporter of Competency
consist of: Standardization in the
- Periodic reports, which are submitted Payment System Sector.
quarterly and annually, and
- Incidental reports.
• Reports must be submitted by the Reporter
quarterly, annually, and incidentally in
accordance with the deadlines set by BI.
406 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
PADG No. 23 of a. Obligations of the Primary Dealers in the Regulation, development, BNI has registered with This does
2024 concerning Money Market and Foreign Exchange and supervision of the BI to become a Primary not impact
the Primary Dealers Market (PUVA): to act as market makers, Money Market and Dealer in the Money the Financial
in the Money actively engage in OPT transactions, actively Foreign Exchange Market Market and Foreign Statements.
Market and Foreign conduct transactions in the Money Market are directed towards Exchange Market.
Exchange Market and Foreign Exchange Market, and fulfill building a modern and
other obligations to carry out activities in advanced Money Market
the Money Market and Foreign Exchange and Foreign Exchange
Market as stipulated by BI, providing data, Market to support the
information, reports, explanations, and/or effectiveness of monetary
clarifications related to the execution of their policy, financial system
role as Primary Dealers in PUVA to BI. stability, and synergy in
b. Activities of the Primary Dealers in PUVA: economic financing.
accessing facilities provided for Primary
Dealers in PUVA, participating in OPT
transactions with other Primary Dealers in
PUVA, obtaining information related to their
role as Primary Dealers in PUVA, and/or
other activities as determined by BI.
c. Submission of data, information, reports,
explanations, and/or clarifications by
Primary Dealers in PUVA to BI: surveys,
reporting, and/or other methods as
stipulated by Bank Indonesia.
d. Reporting by Primary Dealers in PUVA:
periodic reports and incidental reports.
SEOJK No. 18/ This SEOJK regulates the self-assessment of As a guideline for the BNI is required This does
SEOJK.08/2024 compliance with consumer protection and implementation of self- to conduct a self- not impact
concerning Self- community provisions in the financial services assessment of compliance assessment of the Financial
Assessment of sector, including: with consumer protection compliance with Statements.
Compliance with a. the format and preparation of the self- and community provisions consumer protection
Consumer Protection assessment report; in the financial services and community
and Community b. the submission of the self-assessment sector. provisions in the
Provisions in the report; financial services sector
Financial Services c. the responsible parties for the report; and and submit it to OJK.
Sector d. the procedures for submitting the self-
assessment report.
POJK No. 26 of 1) Adjustment of the scope of subsidiaries Alignment and updating BNI is required to This does
2024 concerning (investee) of Commercial Banks to align with of provisions in relation to ensure that the not impact
the Expansion of the P2SK Law. the issuance of the P2SK capital participation the Financial
Banking Business 2) Commercial Banks conducting conventional Law. conducted (by BNI and Statements.
Activities business activities are prohibited from its Subsidiaries) is in
making Capital Participation except to accordance with the
Financial Services Institutions (LJK) and/or provisions as regulated
other companies that support the banking in the POJK.
industry.
3) In the event that a subsidiary of a
Commercial Bank in the form of a financial
services institution engages in capital
participation, the Commercial Bank must
ensure that the capital participation by the
subsidiary is conducted in:
a. financial services institutions;
b. other companies that support the
banking industry;
c. non-financial institutions that support
Islamic banking financing;
d. (specifically for capital participation by
subsidiaries of Commercial Banks that
operate based on Sharia Principles).
4) The transfer of receivables by Banks
includes Commercial Banks, Islamic
Commercial Banks, Rural Banks (BPR), and
Islamic Rural Banks (BPR Syariah).
5) Guarantees by Commercial Banks must
refer to internationally applicable standards/
practices.
6) Implementation of Electronic Signatures
(TTE) and electronic agreements in the
provision of Bank products, in accordance
with the provisions of legislation.
7) Bank activities as organizers of Foreign
Exchange Trading Business Activities
(KUPVA).
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
POJK No. 28 of 1) The scope of parties classified as Actors To support the BNI is required to have This does
2024 concerning includes individuals, corporations, business strengthening of and implement policies not impact
the Management entities both in the form of legal entities and supervision and law and procedures related the Financial
of Information on those not in the form of legal entities, or enforcement as well to the Actor Information Statements.
the Track Record of other bodies. as the enhancement of System (SIPELAKU).
Actors through the 2) The scope of parties classified as Users integrity in the financial
Actor Information includes Financial Services Institutions services sector, it is
System in the (LJK) and parties conducting activities in the necessary to provide data
Financial Services financial services sector. and information on the
Sector 3) Requirements for Users to obtain Access Track Record of Actors
Rights to the Actor Information System in the financial services
(SIPELAKU). sector through the Actor
4) Criteria for Users' considerations in Information System in the
accessing and using Track Records in Financial Services Sector
SIPELAKU. (SIPELAKU).
5) Coverage and sources of data and/or
information contained in the Track Records
in SIPELAKU.
6) Obligations and prohibitions for Users in
the use and management of Track Records in
SIPELAKU.
7) Administrative sanctions for violations of
obligations and prohibitions regulated in
this Financial Services Authority Regulation.
POJK No. 30 of 2024 • Controlling Shareholders (PSP) and/or Alignment and updating • BNI is required This does
concerning Financial Ultimate Controlling Shareholders (PSPT) of provisions related to to seek approval not impact
Conglomerates and of Financial Conglomerates are required Financial Conglomerates from OJK for the the Financial
Parent Companies to establish a Parent Company of Financial and Parent Companies of establishment of the Statements.
of Financial Conglomerates (PIKK) if the Financial Financial Conglomerates Parent Company
Conglomerates Conglomerate (KK) meets the criteria: in relation to the issuance of Financial
a. the total assets of the Financial of the P2SK Law. Conglomerates
Services Institutions (LJK) in the (PIKK) and
Financial Conglomerate are at least IDR subsequently hold
100,000,000,000,000.00 (one hundred a General Meeting
trillion rupiah), and consist of at least 2 of Shareholders
(two) LJKs in 2 (two) different sectors (RUPS) (after
within the Financial Conglomerate; or obtaining OJK
b. the total assets of the Financial approval) that
Services Institutions (LJK) in the includes an agenda
Financial Conglomerate are at least for the approval
IDR 20,000,000,000,000.00 (twenty of amendments
trillion rupiah) but less than IDR to the articles of
100,000,000,000,000.00 (one hundred association as
trillion rupiah), and consist of at least 3 regulated in the
(three) LJKs in 3 (three) different sectors POJK.
within the Financial Conglomerate. • BNI is required
• The establishment of PIKK must obtain to prepare a
approval from OJK. strategic plan
• The LJK designated as the Operational PIKK for the Financial
must submit documents no later than 6 Conglomerate
months after meeting the conditions as a KK and have a
that is required to establish a PIKK. corporate charter
• The Operational PIKK must hold a General for the Financial
Meeting of Shareholders (RUPS) that Conglomerate.
includes an agenda for the approval of
amendments to the articles of association
(after obtaining OJK approval) which must
at least include:
a. the authority, responsibilities, and term
of office of directors overseeing the
management functions or units of the
Financial Conglomerate;
b. a clause stating that members of the
board of directors overseeing the
management functions or units of the
Financial Conglomerate must obtain
approval from the Financial Services
Authority before carrying out their
actions, duties, and functions; and
c. prohibitions for PIKK as at least
regulated in the Financial Services
Authority Regulation.
• PIKK is required to prepare a strategic
plan for the Financial Conglomerate in the
form of a corporate plan for the Financial
Conglomerate (prepared by the board of
directors of PIKK and approved by the board
of commissioners of PIKK).
• PIKK is required to prepare and have
a corporate charter for the Financial
Conglomerate.
408 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Significant Changes from Impact and Adjustments Impact on
Legislation Previous Regulations or Main Points of Reasons for Changes Made by BNI and Financial
New Regulations Subsidiaries Statements
POJK No. 44 of 2024 • Banks and Affiliated Parties are required Alignment in relation to BNI is required to This does
concerning Bank to keep confidential information regarding the issuance of the P2SK make adjustments to not impact
Secrecy Depositor Customers and their Deposits Law. the relevant internal the Financial
and/or Investor Customers and their Company Guidelines. Statements.
Investments.
• In the event that:
a. Depositor Customers are also Debtor
Customers;
b. Depositor Customers are also Customers
receiving facilities;
c. Investor Customers are also Customers
receiving facilities; or
d. Investor Customers are also Debtor
Customers,
the obligation of Banks and Affiliated
Parties to maintain the confidentiality
of information regarding Customers
is carried out in their capacity as
Depositor Customers and their Deposits
and/or Investor Customers and their
Investments.
• The obligation to keep confidential
information regarding Depositor Customers
and their Deposits and/or Investor
Customers and their Investments does not
apply, among others, to:
a. the interests of the judiciary in civil
cases between Banks and Customers,
Customers and Customers, and related
to Customers;
b. the interests of the judiciary in criminal
cases;
c. requests from curators appointed based
on court decisions regarding bankruptcy
or requests from liquidators appointed
based on court rulings in the context of
asset settlement;
d. requests, approvals, or powers of
attorney from Depositor Customers and/
or Investor Customers made in writing;
e. requests from legitimate heirs of
Depositor Customers and/or Investor
Customers who have passed away;
f. information exchange between Banks;
• In conducting the opening of Bank Secrecy,
Banks are required to have internal
procedures regarding the opening of Bank
Secrecy.
OJK is authorized to grant written
permission to open Bank Secrecy for:
a. the interests of the judiciary in criminal
cases;
b. fulfilling mutual legal assistance in
criminal matters; and
c. the settlement of receivables that have
been submitted to the State Receivables
Committee.
• In the context of information exchange
between Banks, the board of directors of
a Bank or equivalent may disclose Bank
Secrecy to another Bank.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Changes in Accounting Policies
and Their Impact on BNI
Changes in PSAK and ISAK Numbering in Indonesian SAK
Explanation of Changes in Accounting Policies : The Financial Accounting Standards Board of the Indonesian Institute of
Enacted Accountants has ratified the Indonesian Financial Reporting Standards
Framework (KSPKI) and changes to the numbering of Statements of
Financial Accounting Standards (PSAK) and Interpretations of Financial
Accounting Standards (ISAK) in the Indonesian Financial Accounting
Standards. These changes are intended to distinguish PSAK and ISAK
that refer to IFRS Accounting Standards from PSAK and ISAK that do not
refer to these standards. The change in numbering does not affect the
substance of the regulations in each PSAK and ISAK in the Indonesian
SAK.
Impacts on BNI : This change does not have a material impact on reporting or substantial
impact on accounting policies at BNI and its subsidiaries.
Amendment to PSAK 116: Leases
Explanation of Changes in Accounting Policies : The amendments to PSAK 116 aim to address the gap in how sellers-
Enacted lessees should measure right-of-use assets arising from leasebacks. The
current amendments to PSAK 116 govern how to measure lease liabilities,
sellers-lessees determining 'lease payments' and revisions to lease
payments. However, this amendment does not result in sellers-lessees
recognizing any gains or losses related to their respective right of use.
Impacts on BNI : This amendment does not have a significant impact on BNI and its
subsidiaries because BNI's accounting policies are basically still relevant
to this amendment.
Amendment to PSAK 201: Presentation of Financial Statements
Explanation of Changes in Accounting Policies : The amendment to PSAK 201 clarifies one of the criteria in classifying
Enacted liabilities as long-term, requiring an entity to have the right to defer
settlement of the liability for at least 12 months after the reporting period.
When an entity classifies a liability arising from a loan agreement as a
long-term liability and the liability is subject to covenants that the entity
must comply with within twelve months of the reporting date, then the
entity shall disclose information in the notes that enables users of the
financial statements to understand the risk that the liability will be repaid
within twelve months of the reporting period.
Impacts on BNI : This amendment does not have a material impact on reporting or
substantial impact on the accounting policies of BNI and its subsidiaries.
Amendments to PSAK 207: Cash Flow Statement and PSAK 107: Financial Instruments: Disclosures
Explanation of Changes in Accounting Policies : Amendments to PSAK 207 and PSAK 107 that require specific disclosures
Enacted about Supplier Finance Arrangements (SFAs). These amendments
respond to investors who have expressed a strong need for more
information about SFAs in order to assess how these arrangements affect
an entity’s liabilities, cash flows, and liquidity risk.
Impacts on BNI : This amendment does not have a material impact on reporting or
substantial impact on accounting policies at BNI and its subsidiaries.
410 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Bank Health Level
Bank Health Level (TKB) is the result of a condition assessment carried out based on the following 4
assessment conducted on a Bank’s risk and (four) factors:
performance. Amongst the benefits of the Bank 1. Risk Profile
Health Level assessment are identifying issues early, Risk Profile Assessment is carried out by
determining future business strategies, preparing assessing the Inherent Risk (risk inherent in
and taking corrective actions for weaknesses/issues the Bank’s activities) and the Quality of Risk
found, providing a basis for the process of linking Management Implementation (KPMR) for 8
capital to risk as one of the bases in decision-making, types of risk.
and increasing competitiveness. 2. Governance (Good Corporate Governance)
Governance Assessment is an assessment of
BNI Health Level Assessment is carried out in the quality of Bank management regarding
accordance with Financial Services Authority the implementation of Governance principles.
Regulation (POJK) No. 4/POJK.03/2016 dated January 3. Profitability (Earnings)
26, 2016 concerning Assessment of the Health Level Assessment of the profitability factor includes
of Commercial Banks and Ministerial Regulation evaluation of profitability performance,
(Permen) for State-Owned Enterprises (BUMN) profitability sources, sustainability of
No. PER-2/MBU/03/2023 concerning Guidelines for profitability, and profitability management.
Governance and Significant Corporate Activities of 4. Capital
State-Owned Enterprises. Assessment of capital factors includes
evaluation of capital adequacy and capital
management adequacy. In assessing capital
A. Bank Health Level Based on Financial adequacy, BNI links capital adequacy to its
Services Authority (OJK) Regulations risk profile.
Based on the provisions of POJK No. 4/
POJK.03/2016, the assessment of the Bank’s Bank Health Level Assessments are reported to the
Health Level is carried out using a risk approach regulator (OJK) every 6 months (semesterly) in the
(Risk-based Bank Rating) both individually and June and December periods. The result of Bank BNI
on a consolidated basis, with the scope of the Health Level assessment for the period December
31, 2024, is presented in the following table:
Assessment (Rating)
Assessment Factor
As of December 31, 2024 As of December 31, 2023
Risk Profile 2 2
Good Corporate Governance 2 2
Earnings 2 2
Capital 2 2
Bank Health Composite Rating 2 2
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
The results of the Bank BNI Health Level assessment for the period December 31, 2024 are ranked “Healthy”,
which means that:
1. BNI’s condition is generally healthy, so it is considered capable of facing significant negative impacts
from changes in business conditions and other external factors.
2. The rating of the assessment factors (Risk Profile, Governance, Profitability and Capital) is generally
good. If there are weaknesses, then in general these weaknesses are less significant.
B. Bank Health Level Based on the Regulations of the Ministry of State-Owned Enterprises
(BUMN)
Based on BUMN Ministerial Regulation No. PER-2/MBU/03/2023, Bank Health Levels are assessed using
Ratings which are based on ratings carried out by National Rating Companies, International Rating
Companies, and National Rating Companies affiliated with International Rating Companies.
The rating carried out to assess the Bank’s Health Level is carried out 1 (one) time in 1 (one) year based on
the performance of the consolidated audit financial report for the relevant financial year and submitted
to the Ministry of BUMN no later than May of the current year.
In order to comply with Article 80 paragraph (1) of the Minister of State-Owned Enterprises Regulation
Number PER-2/MBU/03/2023 concerning Guidelines for Governance and Significant Corporate Activities
of State-Owned Enterprises, Bank Health Level Assessment through Ratings is carried out by the
International Rating Agency (Fitch Ratings, Moody’s, and S&P) and the National Rating Agency (Pefindo)
with the Health Level results for PT Bank Negara Indonesia (Persero) Tbk as follows:
Final Rating
Rating Agency Rating Health Level Classification
Fitch Ratings BBB-/Stable AAA Very Healthy
Moody’s Baa2/Stable AAA Very Healthy
S&P BBB/Stable AAA Very Healthy
Pefindo idAAA/Stable AAA Very Healthy
Thus, the Soundness Level for PT Bank Negara Indonesia (Persero) Tbk is AAA with a Very Healthy
classification.
PMN Additional
Use Report
During 2024, BNI did not receive any additional State Capital Participation (PMN).
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Implementation of
National Strategic Projects
or Other Assignments
Throughout 2024, BNI did not record any National Strategic Project (PSN) or other Government assignments.
Information regarding other assignments carried out by BNI has been fully described in the TJSL chapter of
the special assignment sub-chapter in this Annual Report.
Year of
Assignment from
Legal Basis Commencement Compensation Description
the Government
of Assignment
PKS No. 02/5.4/PKS/ 2017 Distribution of Social Third party Total Beneficiaries: 5,757,453
HK.01/01/2024 dan Assistance for the Basic fund Nominal: IDR13,556,445,600,000
No. INS1/004/PKS/2024 Food Program
PKS No. 4/3.4/ 2016 Distribution of Social Third party Total Beneficiaries: 2,781,066
HK.01/1/2024 and Assistance for the PKH fund Nominal: IDR7,264,380,958,326
No. INS1/006/PKS/2024 Program
PKS No. 2023 Distribution and Third party Total Beneficiaries: 9,709 Health
HK.01.03/A/651/2024 Management of Health fund Centers
Operational Assistance Nominal: IDR8,100,000,000,000
Funds for Health Centers
in the 2024 Fiscal Year
Distribution of Incentive
PKS No. 11/PMO/ Total Beneficiaries: 1,530,968
Funds in the Pre- Third party
PK.PKP/PKS/08/2021 2020 Nominal: IDR6,430,065,600,000
Employment Card fund
and No. DIR/612.1 Fiscal Year 2024
Program
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05
2024 Management Company Management Discussion and Business Support
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Business Support
Function
Human Capital 416
Information Technology 432
Information Technology Governance 444
Service Digitization 451
Services and Networks 459
Customer Experience Center 460
Data Management & Analytics 463
Service Quality Function 466
Business Support
Function
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t
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Human
Capital
HUMAN CAPITAL ROADMAP
BNI has prepared a Corporate Plan to realize the vision of "Becoming the Leading Financial Institution in
Sustainable Service and Performance". One part of the Corporate Plan is the Human Capital aspect, which in
2024 will be compiled into the Human Capital (HC) Roadmap as an integrated Human Capital management
strategy. The stages of preparing the HC Roadmap in 2024 include three phases, namely the “Diagnose”,
“Design”, and “Deliver” phases. The “Deliver” phase will begin in 2025.
Key Objective
To become a leading financial institution through high-performing, future-proofed, and impact
oriented people
High-Performing Future-Proofed Impact-Oriented
People Workforce Leaders
Achieve best-in-class Ensure employee are equipped Line and functional leaders
productivity for key business with skills and competencies who are capable, inspirational,
battlegrounds to meet business needs, today, and able to build teams that
and tomorrow deliver sustainable outcomes
Holistic performance management system
Growth-oriented, multi-faceted talent management system
Next-gen digital human capital tools
Strong collaboration between business, finance & human capital
By implementing the HC Roadmap, BNI ensures that human capital management aligns with best industry
practices to provide value for the company's business while boosting the achievement of its vision and
goals. In general, the components in the BNI HC Roadmap consist of:
1. Key Objective: The goal of HC management is to ensure BNI's vision is achieved through high-performing
employees and impactful leaders for the team and the company.
2. High-Performing People: Productive employees according to their respective functions and responsibilities.
3. Future-Proofed Workforce: Employees who are prepared to have the skills and competencies to meet
current and future business needs.
4. Impact-Oriented Leaders: Competent, inspirational leaders who can build their teams to produce optimal
output.
5. Enablers: The HC Roadmap is supported by enablers as a foundation consisting of holistic performance
management policies, talent management policies, development of human capital tools & technology
and supported by strong collaboration from business, finance, & human capital units.
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While running the above, in 2024, BNI remained focused on driving sustainable business growth through the
transformation of work culture initiated in 2023 and strengthening well-being programs to drive employee
productivity.
CULTURAL TRANSFORMATION TO DRIVE SUSTAINABLE BUSINESS GROWTH
VISI
Strategy To become the leading financial institution in
Strategy sustainable service and performance
BNI Strategic Objectives 2021-2025
Transformation Theme 2022-2025:
Transformation
Theme
2022-2025: RACE Risk Culture Agile Collaboration Execution
Oriented
Core Values
Trustworthy Competent Harmonious Loyal Adaptive Collaborative
We, BNI people, have We, BNI people, define
the best competence integrity as an essential
We, BNI people, are
and character as a basic value in building trust
committed to providing We, BNI people, are
attitude in conducting from all stakeholders,
the best service to always proactive in
Beliefs business activities, prioritizing the company’s
customers to grow innovating and making
oriented towards interests and carrying out
together and build improvements to
achieving superior business activities with
mutually beneficial generate optimal results.
performance to make the principles of Good
partnership relationships.
the company a Market Corporate Governance
Leader. (GCG).
Since 2023, BNI has had a BNI Cultural Transformation Management framework implemented and monitored
to date. The main components of the framework are:
1. Transformation theme, a cultural element that is considered important and needs to be the focus in the
BNI Transformation process so that BNI can #LeapHigher.
2. Core Values, principles that are believed to be important in running the BNI organization, as well as being
the identity and glue of the SOEs Work Culture to support continuous performance improvement
3. Belief, a hypothesis/assumption/matter that BNI believes to be something good and true, formed by
experience and direct behavior.
BNI is optimistic that these three aspects drive a sustainable performance growth to realize its strategic
objectives and stated Vision.
BNI knows very well that effective internalization of cultural transformation requires the support of change
agents who can act as role models. The RACE Network team has been established to act as a change agent
network mainly tasked with internalizing work culture transformation to BNI & BNI Group.
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WORK CULTURE TRANSFORMATION MILESTONE
2022 2023 – 2024
Development of a framework for work culture transformation Launching of work culture transformation management
through leadership alignment culture transformation. framework & preparation of unit work culture program along
with the formation of RACE champions (culture change agents)
and debriefing through trainee for trainer program.
2024 & Beyond
Continuous monitoring by conducting culture site visits, Focus
Group Discussions, Implementation Program Presentation &
Implementation of BNI Culture Fest. Internalization of the cultural
program that has been initiated is then monitored to ensure
its sustainable implementation with one of the transformation
milestones carried out this year being BNI Culture Fest.
BNI HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE
BNI has a Human Capital management organization under direct oversight of the Human Capital &
Compliance Director and SEVP Human Capital. BNI’s Human Capital management organization consists of
the Human Capital Strategy Division with the authority to determine Human Capital policies, the Human
Capital Services Division that plays a role in operationalizing Human Capital policies, BNI University that is
responsible for developing employee capabilities, and HC Business Partner that functions in carrying out its
role as a strategic partner. In running its functions while ensuring they align with the company's strategy
and objectives, the HC function collaborates closely with the business and finance functions.
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Human Capital & Compliance Director
SEVP Human Capital
Human Capital Human Capital HC Business
BNI University Compliance Legal Policy Governance
Strategy Services Partner
HC Policy &
Talent Acquisition Banking Academy 1
Analytics
Department Department
Department
HC Individual
Performance Outsourcing
Banking Academy 2
Management & & Partnership
Job Evaluation Department
Department
Department
Strategy,
HC Culture & HC Benefit Services
Governance &
Engagement & Operation
Assessment
Department Department
Department
HC Career
Management & HC Digital Services
Development Department Learning Consultant
Department
HC Talent
Management Industrial Relation
& Succession Department
Department
Employee
HC Compensation &
Misconduct
Benefit Department
Department
EMPLOYEE PROFILE Increasing Employee Productivity Through
Performance Culture
As of December 31, 2024, BNI had a total headcount The achievement of the Company’s strategy and
of 27,203 employees, down 367 employees or 1.3% business certainly depends on the efforts and
compared to the figure of December 31, 2023, when role of employees (Hi-Movers) in increasing their
the Bank had 27,570 employees. The size of BNI's productivity. BNI’s performance cycle is a continuous
workforce in 2024 aligned with its corporate strategy cycle consisting of Goal Setting to determine
to increase productivity, which was paired with the intended performance targets, Performance Driving
optimization of business process improvements & aimed at driving performance achievement, and
service digitalization. This is reflected in employee Performance Evaluation as a mechanism for
productivity as measured based on the earning per evaluating employee performance.
employee (EPE) measurement matrix of IDR779.6
million/employee or an increase of 3.4% from 2023. Optimal productivity starts with transparent,
measurable, and sustainable performance
Further information about the profiles of BNI management. A utilized performance monitoring
employees is available in the Company Profile tools let managers monitor their unit's performance
Chapter in this Annual Report. periodically based on accurate data.
IMPLEMENTATION OF THE HUMAN CAPITAL Besides, we realize that humans remain the most
MANAGEMENT STRATEGY IN 2024 important element in supporting performance
development. Hence, we have integrated coaching
In 2024, BNI's Human Capital management into the performance management process, with a
strategy was focused on how to enhance employee central role by line managers.
productivity by strengthening performance culture
as the Bank executed an end-to-end human capital As ones that understand the dynamics of their own
strategy that covered strategic workforce planning, units, line managers are trained to provide coaching
discipline performance management, learning effectively. Here, not only do they help employees
& development, career management, reward & understand their unit's strengths and challenges,
recognition, and employee well-being. but they also act as mentors who provide practical
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guidance in achieving performance targets. With a BNI pairs this effort with recruitment through several
personal and solution-based coaching approach, programs, including the Officer Development
line managers can create a work environment that Program (ODP) and the Assistant Development
encourages collaboration, innovation, and team Program (ADP). The program's objective is to ensure
growth. the Bank has adequate talents to meet current
business needs and to develop these talents into its
This integrated approach is one aspect that future leaders.
can encourage employee productivity through
increasing overall unit productivity, more timely Employee recruitment is carried out through
project completion, and employee satisfaction a number of sourcing channels to get the best
with the performance management process. It also employees who will have a career with BNI,
brings more harmonious relationship between including:
line managers and their units, helping to create an
inclusive and results-oriented work culture. 1. Campus hiring with partnering universities.
2. Collaboration with government offices like
Strategic Workforce Planning Aligned with Ministry of SOEs, Education Fund Management
BNI's Business Strategy Institute (LPDP), diaspora student associations.
3. Early Recruitment Program (ERP) which is a
For it to appropriately respond to evolving banking special recruitment path through providing
business trends and future challenges, BNI scholarships to outstanding students from
needs highly competent human resources that leading universities to become prospective BNI
can compete at both national and global levels. employees.
One priority is to ensure we have employees in 4. Ministry of SOEs programs such as the Joint SOE
each function to help BNI achieves its business Recruitment Program (RBB) as a form of BNI's
strategies. Consistent with these strategies, this commitment to providing employment
year's workforce planning focused on strengthening
corporate and international banking, IT, and digital End to End Performance Cycle Supported by
business while increasing CASA and FBI. Integrated Applications
In alignment with the strengthening of performance
culture, all stages of the performance cycle at BNI are
supported by DigiHC, a digital platform accessible
to all employees via their gadgets. The use of this
application enables employees to monitor and
manage their performance in an integrated manner.
Goal Setting
Goal Setting
Daily Planner On Going
Feedback
Performance Performance
Evaluation Driving
Multirater Performance Reward
Evaluation System
Performance Cycle Performance Boosting with DigiHC
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Leaders Succession through Growth Oriented assessment results. Furthermore, employees will
& Multi-Faceted Talent Management System have a one-on-one discussion with their direct
This year, we are committed to continuing to superiors to settle on which development plan
strengthen our talent management strategy for both will run in the following year. The IDP data
the succession of future leaders who are resilient, offers guidance for BNI University in providing
adaptive, and able to face dynamic business capability improvement programs that are in line
challenges. Through a growth-oriented and multi- with employee needs.
faceted talent management system, we create
an integrated, relevant, and organizationally 3. Career Acceleration
appropriate development ecosystem. In 2024, some Consistent with KBUMN’s mission and the
career development programs were implemented, company’s strategy to facilitate young talents
including: with qualified competencies to fill leadership
positions, BNI offers a career acceleration
1. Competency Enhancement program. This program is a designated path that
As an initial step, we’ve been running a allows employees to get promoted to higher
Competency Enhancement Program by positions in a shorter period of time than the
compiling a new competency dictionary that standard. Participating employees are selected
aligned with the organizational strategic needs. strictly to ensure that they have the competency
This competency dictionary not only covers and learning agility. This program should give
technical skills (hard competency), but also the talents direct access to opportunities that can
leadership and behavioral competencies (soft prepare them for broader leadership roles in the
competency) as the foundation for end-to-end organization.
human capital management, including employee
recruitment, development, and promotion 4. Global Postgraduate Program (GPP)
processes. The objective of this competency To increase BNI employees’ competitiveness so
dictionary compilation is to ensure that each they have competence at the global level, BNI
individual had clear guidance to improve gives its best talents the opportunity to develop
their capabilities in accordance with business themselves granting Masters Scholarships at the
demands and organizational transformation. Top 30 Best Universities in the World. As part of
our efforts to build leaders with global insight, we
In this renewed competency, BNI has set two continue the Global Postgraduate Program (GPP).
categories of competency size: the 9 wondrs or 9 This program gives opportunities for talented
competencies that all employees ought to possess employees to continue their postgraduate
and role specific competencies as competencies education at leading universities in the world.
that everyone needs to effectively discharge their Through GPP, we equip participants with global
respective tasks and responsibilities in relation to insight, international networks, and the ability
a particular role or position. to face business challenges on an international
scale.
2. Individual Development Plan
To support the individual development journey, 5. Succession Planning
we’ve implemented a personalized Individual While focusing on individual development,
Development Plan (IDP) according to the needs we also strengthen the succession planning
of each employee. The IDP has been designed process as part of our comprehensive talent
to help employees identify development goals, management strategy. Succession planning
training opportunities, and relevant exposure. is designed to identify, develop, and prepare
With an approach that focuses on individual potential employees who assume key roles in the
needs, BNI ensures that each employee had clear organization. This process is run systematically
guidance to optimize their potential. by involving evaluation of competency,
performance, and potential, and matching them
BNI makes it mandatory for each employee to with long-term business needs.
prepare an Individual Development Plan (IDP)
consisting of hard competency, soft competency
and leadership competency based on the
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Through integrated succession planning, BNI Employee Competency Development in
not only ensures leadership succession in the Supporting Business Productivity
future, but also creates opportunities for talent To support continuous performance improvement
to develop. This is an important part of building and global competitiveness, BNI has prepared a
organizational stability and resilience amidst development program that aligns with its corporate
dynamic business changes. vision, mission, and strategy. There has been a
change in the mindset of Human Capital management
6. Self Development Program (SDP) to Co-Creation Centric 20:40:40, by collaborating the
In addition to supporting employee capability roles of HC Unit as Strategic Partner (20%), Leader
improvement through Study at Top 30 Global as Coach (40%), and Employee as Performer (40%).
Universities, BNI also supports employees who Hence, as part of HC management in employee
wish to complete tåheir Bachelor’s, Master’s, development management, we have divided
and Doctoral degrees at the best universities responsibilities between employees as the main
in Indonesia independently through the Self focus of development, direct superiors as coaches
Development Program. who give motivation and explore their potential,
and the Human Capital Team as a strategic partner
7. Executive Development Program for BOD - 1 that synergizes all infrastructure and elements that
BNI has prepared a special development program help develop employee capabilities.
for employees at the BoD-1 level through a
series of executive training in collaboration with Employee development management is carried
prominent global business schools and coaching/ out to fulfill 3 Aspects of Employee Development
mentoring with professionals and senior leaders consisting of Hard Competency (Knowledge and
from leading companies. Skill), Soft Competency (including Behavioral
Competency and Motivation), and Leadership
Competency based on the Learning Value Chain
(LVC), with the following stages.
No. Stages Description
Conducting employee development needs analysis, based on the Development Need
1. Learning Need Diagnostic
Analysis (DNA) and Learning Need Analysis (LNA) processes.
Learning Design & Developing development programs based on employee competency gaps according to
2.
Development level and position, both for current and future roles.
Learning Delivery & Implementing development programs by paying attention to the proportions: 10% (Formal
3.
Deployment Learning) – 20% (Social Learning) – 70% (Experiential Learning).
Conducting an evaluation of the learning process that has been carried out based on the
Learning Impact response to learning, increased knowledge, changes in attitude, to the impact on achieving
4.
Measurement business targets. The evaluation results will serve as the basis for making continuous
improvement at each stage in LVC.
In addition to the learning impact measurement mentioned above, an evaluation of the use of the education
and training budget is periodically made to show the total realization of training costs for all employees
and training costs per employee. This is done to ensure that the use of the budget complies with regulatory
provisions and the selection of the best delivery method (best practices).
There are various learning infrastructures that are used in the process of improving employee competency,
especially to instill a culture of Self Directed Learning. One of the digital platforms used in the development
process is BNI Smarter as the main learning media for all BNI employees in addition to collaboration with
well-known Digital Learning Platforms such as GoFluent, LinkedIn Learning, Moody's, and so on.
To prepare employees who are future ready and global savvy, BNI University also collaborates with various
other International Educational Institutions such as IMD, Harvard Business School, Columbia Business
School, and so on for selected talents to prepare employees as BNI Future Leaders.
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LEADERSHIP DEVELOPMENT PROGRAM TESTIMONY BRANCH MANAGEMENT TESTIMONY
COURSE PROGRAM
HENDRO WIDIARTO
HESTI NATALIA LODOROHI
Branch Business Manager Branch Manager
Ende Branch, Malang Branch,
Regional Office 08 Regional Office 18
I would like to express my sincere gratitude to BNI for providing The Branch Management Course (BMC) provided an invaluable
this opportunity. It is truly an honor for me to participate in learning experience that significantly changed my approach
the Firstline Management Leadership Program (FMLP). to my role as Branch Manager at one of BNI’s branches. The
Each training session was highly engaging, with interactive training program equipped me with comprehensive, practical
discussions that offered a wealth of new perspectives. As knowledge. With its relevant and in-depth curriculum, I gained
a leader, I now understand that success is not just about the a clear understanding of various operational, service, business,
results, but also about appreciating every step of the process. and credit-related aspects that had previously been gaps in my
A team develops through the process, and it is essential for us capabilities.
to actively participate in this journey to build a team grounded
in integrity, intelligence, and energy. I feel incredibly fortunate to have learned directly from
instructors who are highly experienced professionals at the
As Jack Welch said, “Before you are a leader, success is all RCEO level, General Managers, and even Directors, as well as
about growing yourself. When you become a leader, success is experts in management and business. Their insights were not
all about growing others.” only practical but also provided me with a strategic perspective
on how to manage a branch holistically.
As leaders, we must inspire our teams and guide them towards
meaningful goals. When they have a clear sense of purpose, I learned how to make data-driven decisions while remaining
they will take full responsibility for their work. There is no fixed sensitive to the needs of my team and customers. The materials
formula for leadership, but one thing is certain: a leader is presented not only enhanced my professional competencies
responsible for the people (the team) who are accountable for but also improved my technical skills and broadened my
the results. understanding of effective leadership.This training is a valuable
investment that has truly prepared me to face challenges and
Through programs like this, BNI, via BNI University, is laying lead my branch toward greater achievements.
the groundwork for future leaders who will help BNI grow
stronger, more resilient, and bigger in the face of the ongoing
challenges and changes, both from within and outside the
organization.
Optimum Reward & Remuneration Strategy achievement, and realizing the Employee Value
Employee remuneration is adjusted to internal Proposition (EVP). The remuneration philosophy
provisions with due consideration of applicable laws applied by BNI is total rewards, which is a single
so it remains within or above the minimum wage package of rewards/awards given to employees,
standards set by the government. Determination both in cash and non-cash.
of the wage structure and scale in the form of a
salary range according to the workload is reviewed Supporting Performance Culture through a
periodically to ensure BNI's remuneration is Harmonized Remuneration Strategy
competitive in the labor market. The provision of To support the creation of a performance-based work
remuneration at BNI does not discriminate against culture, BNI implements a remuneration strategy
gender, race, or ethnicity but is purely determined that aligns awards with performance achievements.
based on position and encourages a performance This strategy includes:
culture. • Periodic Incentive Review: A comprehensive
review of the incentive scheme to ensure
BNI implements a Reward & Remuneration strategy relevance and effectiveness in motivating
aimed at increasing effectiveness in attracting, employees to achieve their best performance.
motivating, and retaining targeted talented groups • Performance-Based Rewards: Variable reward
with outstanding performance and competence components, such as annual bonuses, incentives,
to support BNI's vision & mission, strategy discretionary bonuses, and retention programs,
are given based on evaluations of company, unit,
and individual performance.
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• Awards for Outstanding Employees: BNI Program (PPIP), Old Age Security, and Pension
appreciates employee contributions through the Security. For employees who are about to enter
Best Employee Award and long-service awards, retirement age, BNI also provides a Retirement
which aim to increase work enthusiasm and Preparation Period, as well as seminars or
create a positive work environment. workshops related to entrepreneurship, health
and financial management to provide for
Policy Alignment in BNI Group prospective retirees to remain prosperous and
As part of an integrated group, BNI's Reward & productive in retirement.
Remuneration policies are aligned with BNI Group 4. WE (Working Environment), a conducive work
to ensure consistency and strategic alignment in environment that can influence employee
supporting common goals. This alignment includes performance, thereby creating a condition that
remuneration structures, additional benefits, and supports optimal performance, including work
employee development programs, thus creating space, breastfeeding room and sports facilities in
synergy between business units within the group. the work environment.
5. GO (Growth Opportunities), an opportunity
Total Rewards Philosophy: FoR MoRe Benefit WE given to employees to develop their potential
GO [ACGS B.6.3] and career, including career development from
The Total Rewards philosophy at BNI is a holistic clerical to officer through the Internal ODP
approach to rewarding employees, including: Program, providing Master’s Scholarships
1. FoR (Foundational Rewards), a fixed income Overseas, internships at Overseas Offices (KLN),
received by employees in the form of fixed as well as assignments to Subsidiaries and other
salaries & allowances. SOEs.
2. MoRe (Motivational Rewards), a variable
reward component given in an effort to increase CREATING AN INCLUSIVE, CONDUCIVE
employee motivation at work and improve AND PRODUCTIVE WORK ENVIRONMENT
performance culture, and is given based on the FOR ALL EMPLOYEES
Company performance, unit performance and
individual employee performance, both as a Improving Employee Experience through
short term and long term reward, and includes Integrated Digital Infrastructure
annual bonuses, incentives, discretionary BNI has several integrated applications that are
bonuses, employee share ownership programs, intended to improve employee experience and
retention programs, as well as recognition in the effectiveness of Human Capital Management,
the form of the Best Employee Award and Long including DigiHC and BNI Smarter. DigiHC is one app
Service Award. for all that BNI Hi-Movers can use daily in human
3. Benefits, as rewards given in an effort to provide capital, from attendance, surveys, work plans
comfort for employees while working at BNI and and daily realizations, financial information, and
after work, including health insurance while still ongoing feedback, to getting information updates
active through the health insurance program on the latest human capital policies.
and mandatory BPJS Health program, as well
as preparation of health funds for retirement To improve employee competence, we operate the
through the Retirement Health Fund Program BNI Smarter application that all employees can use
(DKMP), as well as benefits for retirement in to plan, monitor, and record learning realization
the form of a Defined Benefit Pension Program according to their development needs.
(PPMP), and/or a Defined Contribution Pension
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Appreciation for Outstanding Employees through the Best Employee Award
As a form of appreciation from Management to high-performing employees who have also become role
models for their respective work units, on July 3, 2024, BNI held another Best Employee event to reward
50 (fifty) of its employees who had consistently delivered their best for the company. The award-winning
ceremony was attended by all members of the Board of Directors and the Board of Commissioners.
EMPLOYEE TESTIMONY EMPLOYEE TESTIMONY
A. ARDHIZA SAVITRI
SEPTIAJI TRI WIBISONO
Branch Business Manager Commercial Banking Relationship
– Pekalongan Branch Office – Manager Makassar Commercial
Regional Office 5 Business Center Commercial
Banking 2 Division
The management appreciation through the BEE Award, not The company's trust given through the "Top 50 BNI Best
only gave me the opportunity to learn and develop directly, Employee 2024" award not only makes me feel appreciated,
but also became a reinforcement of steps to continue learning, but also strengthens my pride and loyalty to BNI and motivates
growing and giving the best for BNI. Currently, I am given a new me to improve my performance and desire to contribute
mandate to oversee the business and services at the forefront significantly to BNI's progress in the future.
as Branch Business Manager. I am sure this opportunity will
be able to increase my sharpness in managing the business My deepest gratitude for the appreciation that BNI management
and be the best opportunity for my career development in the has given me. This award means a lot and motivates me to
future. continue to give my best in every task and responsibility given.
I would like to thank BNI and all colleagues and leaders at BNI I am proud to be a BNI Hi-Movers person!
Regional Office 05 who have succeeded in building a positive
work environment and continue to motivate me and other Hi
Movers BNI to continue to work and achieve.
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Respectful Working Place (RWP) as an Effort that all its policies and actions adhere strictly to
to Create a Safe, Comfortable, and Equality- internationally recognized human rights principles.
Respecting Work Environment Through a collaborative approach with stakeholders,
BNI highly upholds the principle of equality and BNI has been seeking to create a safe working
dignity of every individual and imposes a strict policy environment, celebrate diversity, and support
against sexual harassment and discrimination of any protecting the rights of every individual and our
form. BNI is committed to creating an inclusive and surrounding communities. This commitment serves
diversity-respecting work environment by operating as the foundation on which the Bank can keep the
a safe reporting channel, running a transparent trust of while giving positive impacts to the broader
handling mechanism, and providing continuous community.
education to raise awareness and prevent actions
that are against these values. Recruitment of Disabled Employees
One of BNI’s efforts to create inclusivity is by preparing
Following up on the direction of KBUMN through a disability-friendly work environment, both in terms
Letter no. SE-1/MBU/01/2024 dated January 18, of infrastructure and career opportunities. Hence,
2024, BNI has issued regulations in the Company BNI recruits people with disabilities every year to
Guidelines Instruction Number IN/013/HCS/001 give everyone from the society, without exception,
regarding the implementation of Respectful equal opportunities to work, contribute, and have a
Working Place (RWP) which aims to create a safe, career at BNI.
comfortable work environment, respect and
protect human dignity, prioritize mutual respect, Healthy, Comfortable and Safe Work
free from discrimination, exclusion or restrictions, Environment to Increase Employee
bullying and harassment and various other forms Productivity [ACGS B.6.1]
of violence, both mental and physical, for all BNI BNI is committed to providing a safe, healthy
Group employees. and decent work environment for all employees.
Through the implementation of high occupational
Child Labor and/or Forced Labor Policy safety standards, regular training and adequate
As part of its social and ethical responsibility, health facilities, BNI also ensures protection against
BNI ensures that its entire operations remain work risks while creating a work atmosphere that
in compliance with national labor laws and can support employee welfare. This commitment
international standards that prohibit child labor and and initiative are supported by proactive policies
forced labor. Through a strict recruitment process to continue to improve the quality of the work
and regular audits, BNI fulfils its commitment to environment in order to increase productivity and
protecting workers’ human rights and supporting mutual comfort.
fair and sustainable labor practices.
In addition, BNI realizes that one of the important
Commitment to Upholding Human Rights aspects of sustainable and growing employee
As a form of responsibility for sustainable and productivity is strengthening the employee well-
inclusive development, BNI is committed to being, and therefore, in 2024, BNI initiated an
upholding Human Rights (HAM) in every aspect employee well-being program through the BNI
of its operations. By promoting the values of Holistic Employee Wellbeing Program which focuses
justice, equality, and transparency, BNI makes sure on mental & physical health, financial health and
social health.
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Practices Governance Responsibility Commitment Statements
yee Well
Emplo -Be
I i ng
BN
HEALTH
Mental & Physical
Consultation
• EAP 2.0
• BNI Daycare
FINANCIAL
Financial
Consultation
• EAP 2.0 -
Financial Checkup
Happy & Healthy • New Retirement
BNI Hi-Movers Health Fund
(DKMP)
SOCIAL
Social Communities
46 Society (Community)
1. Maintaining Employee Mental and Physical BNI Little Explorers
Health
BNI Employee Assistance Program 2.0
BNI always strives to provide a healthy,
comfortable and safe workplace, through well- BNI provides employee performance support
being programs, especially programs that facilities through BNI Little Explorer Daycare, a
can support employee mental and physical program designed for BNI female employees
health. BNI realizes that mentally and physically who have mothered children and to support
healthy employees can work more optimally their welfare and productivity. BNI Little
and productively. In 2024, BNI collaborated Explorer Daycare is a childcare program with
with consultants to get their consulting services comprehensive facilities, including play areas
(employee assistance program) where they with open-ended toys that can train children’s
developed an app that can be accessed by imagination, infrastructure that is guaranteed
employees. This application lets employees to be clean and safe, professional staff who
consult with experts on their mental health and pay regular visits from Child Psychologists and
physical health; the app can also create systematic Pediatricians and nutritious food made and
programs to support the improvement of mental monitored by Nutritionists. This program also
and physical conditions that are personalized provides a quality curriculum that has been
according to the health needs and objectives of adjusted to the growth and development of
each employee. children through a routine activity schedule.
To maximize employee safety and trust in this
program, parents can monitor their children’s
daily activities through a special parent
application that is directly connected in real-time
to the daycare area CCTV system.
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BNI Little Explorers Daycare Facilities
Front Desk BNI Little Explorers Daycare Playground Playground
Children’s Bedroom Multifunctional Room Children’s Study Room
Supported by applications that make it easy for employees to monitor children's activities and development
while in daycare.
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DAYCARE PROGRAM EMPLOYEE TESTIMONY DAYCARE PROGRAM EMPLOYEE TESTIMONY
ARNI WIJAYATI
ANDHIKA NUGRAHA PURWANDAKA
SYAHPUTRA
AMGR Payroll Business Partnership
AMGR Business Development – - Payroll Business Value Proposition
Business Development Department & Cust. Journey Department -
– Commercial Banking 1 Division Consumer Segment Division
I feel very helped as an employee whose spouse works and The benefits of daycare held in the office are getting closer to
does not live in the city, so that we feel calmer and more the child. Reducing anxiety as a working parent while working
comfortable leaving our children at a daycare located in the and being separated from the child temporarily, because now
same building as where I work. if something happens, you can meet the child more quickly.
In addition to being easy to monitor, the existence of the With daycare in the office, parents can work more focused
daycare also greatly helps the child's growth and development because dramas are minimized. I also feel happier because
process by providing the curriculum provided by the daycare. indirectly I have more time to meet the child because we go to
and come home from work together.
This program is very important, especially for employees
whose partners also work so that they cannot entrust their
children to other people, and this program is expected to
continue and be expanded in capacity so that more employees
can take advantage of the program.
2. Maintaining Employee Financial Health
To support employee welfare, BNI provides consultation services with financial planners through an
application that employees can access. This initiative has been designed to help employees manage their
personal finances more wisely and in a planned manner. This program aims to provide not only knowledge
but also practical skills that employees can apply instantly to their everyday routines. The ultimate objective
is to improve employee financial literacy, create financial stability, and support employee productivity at
work.
EMPLOYEE TESTIMONY EMPLOYEE TESTIMONY
FARAH DIBA
AZIZAH YULIA SAFITRI NURAISYAH PUTRIE
Retail Relationship Manager - AMGR Business Owner Partnership -
Retail Productive Business Center Business Owner Value Proposition &
Jatinegara Customer Journey Dept - Consumer
Segment Division
This program really helps me in my process of achieving mental, Through the Instinct application, I have the opportunity to
physical and financial health, especially because it is facilitated consult with experts regarding the often-disturbing emotions I
by Management as a whole and is free of charge where the cost experience, yet struggle to manage. Additionally, I can express
of consulting with professionals is quite expensive. my feelings without the concern of them being known by my
colleagues. The Employee Assistance Program (EAP) has been
This program also makes me more aware of myself and feel incredibly helpful and valuable to me, providing much-needed
more supported by management and have a place to tell support.
stories related to professional and personal.
After consulting with experts in the Instinct application, I can
clearly know and be aware of the conditions I am experiencing
so that as soon as possible I will restore my mood or overcome
the unpleasant feelings that are felt so that they do not affect
my performance in the work environment.
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Retirement Health Fund (DKMP): Healthy Investment for a Prosperous Future [ACGS B.6.3]
BNI understands that retirement is when employees get to enjoy the fruits of their labor and live a comfortable
and peaceful life. One of the challenges employees usually find after retirement is how to continue having
access to quality health services. Addressing this need, BNI presents the Retirement Health Fund (DKMP), an
innovative program designed to provide comprehensive health protection for employees after they retire.
As old age requires more health services, DKMP has been presented as a strategic solution to ensure that
employees not only have access to financial protection but also live a peaceful life long after retirement.
DKMP provides benefits in the form of guaranteed access to health care, reducing concerns about unexpected
health costs and helping employees enjoy retirement with optimal quality of life.
3. Maintaining Social Health
BNI believes that building a healthy balance between work and personal life can create a conducive work
environment to increase employee productivity. One effort to encourage and realize this is forming a
community for employees, with the aim of facilitating the employees in expressing their hobbies and
talents while maintaining their physical and mental health.
BNI has more than 25 employee communities of different interests collectively run under one forum
called the "46 Society." It is a designated forum that not only lets employees collaborate, but also allows
them to prove themselves at events where they get to represent BNI.
COMMUNITY TESTIMONY COMMUNITY TESTIMONY
46 VOLI 46 CYCLIST
Persatuan Bola Voli BNI 46 (PBV BNI 46) is a community that Since its establishment, 46Cyclist has reached its 12th
facilitates employees in developing their volleyball talents and anniversary, with BNI Management consistently providing
interests, while also fostering team spirit, work-life balance, support, both financially and through facilitating necessary
and enhancing BNI’s image through both internal and external permissions. Several major events organized by 46Cyclist have
competitions. been attended by representatives of Hi-Movers Cyclists from all
BNI Regional Offices and the Headquarters.
In carrying out community activities, we consistently apply
collaboration with all units across each region and maintain The goal of founding 46Cyclist was to promote physical fitness
effective and efficient communication with BNI Management. through cycling activities, which contribute to increased
This approach ensures we consistently achieve positive results, productivity among Hi-Movers, strengthen relationships
while also promoting health and motivation in our daily work. between employees across different units/divisions/branches,
reduce the gap between management levels and staff, and
We are deeply grateful to BNI 46 for its unwavering support promote cycling as a key sport within BNI (embodying BNI's
of the employee volleyball community. This support not only "Go Green" program and "Bike to Work" initiative).
strengthens our enthusiasm but also enhances our playing
skills and strengthens the bonds of friendship among team The Hi-Movers Cyclists, whether engaging in large or small
members. We take pride in being part of the BNI 46 team, which group activities or individual cycling, experience increased
values the balance between work and personal hobbies. Thank happiness, satisfaction, and benefits for both physical and
you for this opportunity! mental health. Hi-Movers Cyclists with a high level of well-
being are better equipped to face challenges and obstacles
in their daily work, socialize effectively, and manage stress
efficiently.
IMPACT ON HUMAN CAPITAL MANAGEMENT STRATEGIC INITIATIVES IN 2024
All the strategies and initiatives BNI executed in running its Human Capital throughout 2024 had a key
objective of producing Highly Engaged & Highly Productive Employees, consistent with its Human Capital
management framework. We can see the positive impacts of the strategy execution and initiatives in the
higher score of 35% in Employee Engagement Score (EES) from 34% earned in the previous year.
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The realization of total headcount in 2024 was 27,203 1. Improvement of Performance Management
employees with an increase of employee productivity Policy
of IDR779.6 million/employee measured based Encouraging optimal performance through
on the earning per employee (EPE) measurement structured and data-based performance
matrix 2023. management, through:
• Improvement of the end-to-end performance
APPRECIATION AND AWARDS IN 2024 management cycle that includes goal setting,
performance driving, and performance
BNI spends each passing year with continuous appraisal
participation in activities involving external parties • Improvement of the capabilities of first-line
both nationally and internationally to evaluate its leaders in managing the performance of their
Human Capital management. In 2024, BNI again units.
garnered appreciation and awards in Human Capital 2. Strengthening Recruitment and Onboarding
management, including the following: Programs
Aiming to obtain the best talent with a fast and
1. Forbes World's Best Employer - Forbes accurate recruitment process according to the
PT Bank Negara Indonesia (Persero) Tbk (BNI) needs of the organization by:
made an achievements when it was named • Increasing collaboration between Human
amongst the World's Best Employers 2024 Capital and units in implementing recruitment.
released by Forbes, or in 718th place. This • Optimizing the onboarding process to
recognition confirms BNI's commitment to accelerate the adaptation and productivity of
creating a superior work environment and new employees.
supporting employee welfare and career 3. Improvement of employee career management
development policies
2. Best Employer Brand - LinkedIn Talent Award This initiative aims to provide career
In the 2024 LinkedInTalent Awards for the category competence-based paths (including generalists
of Companies with over 10,000 employees, BNI & specialists) through AI to improve career
was named one of the companies leading the management policies while ensuring alignment
future of the world of work by demonstrating with organizational needs.
adaptability, innovation, and creativity. 4. Improving Employee Capabilities
3. Indonesia Human Capital Award X – Economic Improving employee competencies to support
Review business achievements, including through
In this activity, BNI won 3 (three) awards, namely: training programs tailored to individual and
• The Best Human Capital Director – 2024 organizational competency needs analysis.
• Best Company in Strategic Sustainability 2024 5. Improvement of Strategic Workforce Planning
• Best Company in Human Capital 2024 Ensuring appropriate workforce planning in line
4. Stellar Workplace Award 2024 – Kontan & with digital transformation and business process
OneGML improvement
• Stellar Workplace Recognition in Employee 6. Strengthening Programs of Culture and Risk
Commitment Culture
• Stellar Workplace Recognition in Employee Shaping a work culture that aligns with the
Satisfaction company's values and vision, through:
• Re-alignment of BNI's cultural program.
STRATEGIC INITIATIVES FOR HUMAN • Strengthening risk culture to support good
CAPITAL MANAGEMENT IN 2025 governance.
Aligned with the Human Capital Roadmap 2025– 7. Optimizing total rewards
2029, the year 2025 marks a pivotal moment for Increasing employee satisfaction and motivation
BNI to strengthen Human Capital (HC) management through competitive total reward policies and
as a strategic element in supporting the success of encouraging performance culture
dynamic business transformation. Human Capital 8. Advancing Human Capital Technology &
must take a proactive role in formulating policies Digitalization
and initiatives that align with the company’s Optimizing the use of technology to support the
strategy, effectively address challenges, and seize efficiency and effectiveness of Human Capital
opportunities to drive sustainable business growth. management.
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Information
Technology
INFORMATION TECHNOLOGY IN BNI INFORMATION TECHNOLOGY VISION
BNI BUSINESS ACHIEVEMENT AND AND MISSION
TRANSFORMATION
To strengthen competitiveness and business growth VISION
in the digital era, Information Technology (IT) plays
an important role in BNI’s business achievement To be the primary enabler in
and transformation. IT supports BNI’s business driving BNI's transformation
transformation in terms of operations, improving towards sustainable business
customer service and creating innovations that are growth.
relevant to increasingly dynamic market needs.
During 2024, BNI continued to carry out various
initiatives to support digital transformation, which This vision is in line with BNI’s vision, namely
referred to the Corporate Plan to answer the need for “Becoming the Leading Financial Institution in
business expansion and optimize operations. With Sustainable Service and Performance”. IT as an
the aspiration statement “4-t-6 Technology Formula enabler supports BNI in realizing its vision to
of Transforming BNI with IMPACT” or abbreviated as become the leading financial institution in service
“46 with IMPACT”, the vision, mission and main IT and performance by encouraging BNI to transform
program are formulated which will be a reference in for sustainable business growth by providing the
mapping IT projects in the next 5-year strategic plan. best experience for customers and increasing
BNI’s IT initiatives focus on 4 (four) IT missions, overall efficiency.
namely Enterprise Agility to quickly adapt to market
and environmental changes in a productive manner,
Data Driven Transformation where decisions, actions MISSION
and business processes are guided by insights
gained from data analysis, Future-Proof Innovation 1. Fostering Core of Excellence with
to remain relevant and effective with future market Enterprise Agility
needs, and Revolutionize Beyond Ecosystem to 2. Catalyst for Data Driven Transformation
include cross-industry collaboration in the use of 3. Fortify Resilience with Future-proof
new technologies. Innovation
4. Revolutionize beyond Ecosystem
BNI’s IT plays an active role in fulfilling IT solution
support for business needs, especially in the context
of supporting BNI’s business achievements and
transformation. This has been demonstrated by The elaboration of the IT Vision is conveyed in 4 BNI
increasing IT investment with the CAPEX budget IT Missions, as follows:
increasing by 154% (YoY), which was fully absorbed
according to the IT budget planning. This IT 1. Fostering Core of Excellence with Enterprise
investment was used to resolve business demands Agility
and prepare Reliable, Available, Scalable and Secure
(IT RASS) IT capabilities. This mission relates to efforts to increase
productivity through sustainable initiatives
including HR transformation, increasing
collaboration between teams, centralizing
work functions in certain areas (Center of
Excellence), and adopting an agile approach
in IT organizational activities in order to build
a strong foundation for BNI in its sustainable
transformation journey.
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2. Catalyst for Data-Driven Transformation well as performance monitoring against relevant
This mission relates to the role of IT as a key KPIs. This demonstrates that BNI’s IT processes
driver in changing the way banks operate by and governance are in line with best practices.
maximizing data, where IT is not only a technical This is supported by efforts to enhance IT Maturity
supporter but also a catalyst in changing through fulfilling gaps in assessment results,
organizational culture, business processes, and including meeting obligations to regulators and
data-driven decision-making. By utilizing data shareholders.
effectively, banks can make better business
decisions, improve efficiency, provide a more 2. INDI 4.0 Level 4 (Already Implemented)
personalized customer experience, and increase In order to fulfill the implementation of the
competitiveness and relevance in the digital era. Indonesia Industry 4.0 Readiness Index (INDI
4.0) assessment for State-Owned Enterprises
3. Fortify Resilience with Future-proof Innovation (BUMN) as outlined in the MoU between KBUMN
This mission relates to efforts to strengthen and the Ministry of Industry No. MoU-03/
the bank’s resilience to various risks, both from MBU/04/2021 No. 1 of 2021, BNI has conducted
within and outside the organization. This includes a self-assessment of INDI 4.0 and reported the
the ability to deal with disruptions, regulatory results to the Ministry of SOEs as of December
changes, cyber-attacks, and other business 30, 2024, with a level 4 result (level: already
uncertainties. In its implementation, this is implemented). The monitoring of INDI 4.0
supported by technological innovations that are achievement can be fulfilled through periodic
not only relevant today but can also survive and evaluations and adaptations to changes in the
thrive in the future. business environment, continuous investment in
technology, and human resource development,
4. Revolutionize beyond Ecosystem including the establishment of an innovation and
This mission relates to efforts to carry out creativity culture, as well as implementing strong
innovative transformations beyond the governance. The success in maintaining the INDI
boundaries of the traditional banking ecosystem. 4.0 level demonstrates BNI’s readiness as a bank
With this mission, BNI continues to develop that complies with industry standards.
through innovative propositions and seeks new
opportunities outside conventional banking 3. Disaster Recovery Capability
services with ecosystem expansion, which can To ensure the continuity of IT operations, including
also help BNI maintain its competitive advantage. in the event of disasters or mass disruptions, BNI
utilizes a disaster recovery backup system, with
BNI INFORMATION TECHNOLOGY placements at separate data centers functioning
EXCELLENCE as a Disaster Recovery Center (DRC) and with
redundancy configurations functioning as
BNI’s advantages in IT have supported BNI’s business High Availability (HA). Furthermore, to ensure
continued growth, and includes: the readiness of the backup system in facing
1. IT Maturity Level 4 (Predictable) emergency conditions, testing of the operation
To support the achievement of business switch from the main system to the secondary
objectives through the effective and efficient or backup system (Switch Over) and back to the
use of information technology, BNI implements main system (Switch Back) is conducted. The
the COBIT 5 and COBIT 2019 frameworks as Switch Over and Switch Back (SO-SB) activities
references for IT governance and management. are performed to test the secondary or backup
Success in the application of these COBIT system in running services, especially for critical
frameworks is measured as the level of IT and transactional applications. This automation
Maturity, which indicates how well IT practices initiative provides customers with a sense of
are applied and integrated. security and trust.
BNI’s IT Maturity has been successfully maintained 4. Core Banking Optimization
at a capability level of 4 (predictable) through BNI has successfully increased the capacity and
periodic evaluations, continuous improvement capability of its Core Banking system through
efforts, management commitment to support various optimization initiatives. The results
these enhancement initiatives, employee training of these efforts are significant, with a 242%
and competency development, increased acceleration in the End of Day (EOD) process, a
awareness and ownership of IT governance, as 233% acceleration in the End of Month (EOM)
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process, and a 500% acceleration in repost Emphasizing Hyper-Personalization by utilizing data
transaction processes. This improvement not and analytics to offer more personalized services
only strengthens operational efficiency but also tailored to the needs of each customer, wondr
ensures faster and more accurate services for by BNI is equipped with 3 Financial Dimensions:
customers. Transactions, Insights, and Growth as key features to
provide the best banking experience in transactions
5. Sustained Endpoint Security and future planning.
BNI continuously maintains and enhances
security for endpoints, which are devices The increasing demand for transactions among the
connected to the computer network on both the public makes the Transaction feature wondr by BNI
server and client sides that serve as endpoints aimed at supporting customers’ fast, secure, and
in data exchange, including protection from convenient financial needs in real-time. Features
external threats. This is carried out to ensure the such as domestic transfers, international transfers,
reliability of BNI’s IT system security while also e-wallet top-ups, TapCash top-ups, QRIS payments,
protecting sensitive data from cybersecurity bill payments, and scheduled transfer arrangements
threats. can all be done in just three simple steps to help
customers manage their daily transactions. Each
6. IT Competency Model process in the Transaction feature of wondr by BNI
As a measure of human resource quality, BNI’s prioritizes an intuitive and self-explanatory flow
IT Work Unit (SKTI) implements a standardized design based on in-depth research to provide a
framework to manage and develop employee much more enjoyable user experience.
competencies in the IT field, including skills,
performance management, community, and In line with the increasing financial literacy of the
career paths. The utilization of the IT Competency Indonesian public, wondr by BNI presents the
Model enables employees to enhance their Insights feature to assist BNI customers in checking
expertise in line with their daily activities to their financial health. Customer transactions
support the company’s objectives. conducted across all BNI channels, whether through
ATMs, EDCs, or digital channels, will immediately
REALIZATION OF IT IMPLEMENTATION appear and be categorized according to modern
PROGRAM societal needs such as Food & Beverages, E-wallet
Top Up, Monthly Bills, Transportation, Shopping,
BNI’s IT plays an active role in fulfilling IT solution Lifestyle, and others. This feature will also provide
support to address business development needs an easily understandable diagram comparing the
through IT implementation programs, particularly customer’s income and expenses over a month. It is
in the context of supporting BNI’s business hoped that this will help the Indonesian public to be
achievements and transformation. In 2024, we have more prudent in managing their finances.
undertaken several initiatives to support the bank’s
business strategy and BNI’s growth. The following Future planning has become a common practice
are some of BNI’s IT implementation programs, among the Indonesian public today. In addition
along with their achievement percentages and to providing a transaction experience and robust
evaluations: spending behavior insights, wondr by BNI is also
equipped with the Growth feature, which focuses
Banking Services Development in the Retail on future planning by providing various hyper-
Area personalized financial product options according
This development focuses on providing an optimal to the needs and risk profiles of customers,
user experience, increasing service adoption, and such as time deposits, savings, and investment
supporting business growth. One of the standout IT instruments, to encourage customers to grow
developments in 2024 is wondr by BNI. and develop financially according to their future
dreams. wondr by BNI also provides users access
wondr by BNI is a new banking app from BNI to view all their assets within the BNI ecosystem
equipped with the latest technology and global and its subsidiaries, such as Savings and Current
standards, featuring a more modern and fresh Accounts, Time Deposits, and Investments (Mutual
interface and providing a better user experience. Funds, Bonds, Stocks, DPLK, and Bancassurance) on
a single screen.
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Banking Services Development in the
Wholesale Area
This development focuses on creating a digital
ecosystem that supports efficiency, personalization,
and automation of services for corporate customers.
The establishment of this ecosystem is realized with
the launch of the flagship wholesale platform in the
form of BNIdirect.
BNIdirect is a tangible manifestation of BNI’s
commitment to accelerating digital transformation
in the wholesale banking sector. By providing
cutting-edge features, reliable security systems,
and an innovative approach focused on user needs,
this platform is designed to meet the ever-evolving
business requirements. As a leading solution,
BNIdirect offers a one-stop solution for various
financial needs of customers.
BNI ensures that BNIdirect has a user-friendly
interface designed for ease of navigation and
provides 24/7 real-time accessibility through various
platforms, both via the web (https://direct.bni.co.id/)
The development of the wondr by BNI application and mobile applications. Additionally, this platform
has reached its first release with its launch on July supports multilingual features (Indonesian, English,
5, 2024. Furthermore, until the end of 2024, wondr and Mandarin), providing flexibility for customers
by BNI is in a coexistence phase with BNI Mobile from diverse backgrounds. To enhance convenience,
Banking, where the migration of existing features is BNI provides a dedicated team ready to assist
underway, with completion expected in the coming customers from the pre-transaction phase to the
months. Once the migration of these features is fully post-transaction phase, ensuring an optimal service
completed, wondr by BNI will replace BNI Mobile experience at every step of using this platform.
Banking as the personal digital channel for BNI
customers. Security remains a top priority. BNIdirect offers
flexible user access management features and is
wondr by BNI has been downloaded more than equipped with authorization systems through hard
6.1 million times throughout 2024 since its tokens (BNI e-Secure) or soft tokens (mobile tokens).
launch and shows an active transaction user rate With this feature, customers have full control
of approximately 65%, which has consistently over every transaction made, ensuring maximum
increased compared to BNI Mobile Banking. This protection at every stage of operations.
demonstrates BNI’s commitment to continue
being the main transaction platform of choice for
customers.
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As of October 2024, BNIdirect, with its new IT System and Infrastructure Hygiene
capabilities, has been officially introduced to the Capabilities Enhancement
public. Now, BNIdirect offers seamless access to a The enhancement of IT System and Infrastructure
wide range of wholesale products, including Cash Hygiene Capabilities aims to ensure that the
Management, Supply Chain, Trade and more, with technology information systems and infrastructure
enhanced features that further simplify transactions remain reliable, secure, and aligned with evolving
for customers. business needs.
The number of BNIdirect users has reached 173 Core Banking Optimization
thousand customers as of December 2024, an BNI has successfully increased the capacity and
increase of 14.2% from the same position in the capability of its Core Banking system through
previous year. From this number, the transaction various optimization initiatives. The results of these
volume generated by BNIdirect reached IDR7,931 efforts are significant, with a 242% acceleration in
trillion, an increase of 23.3% from the previous year. the End of Day (EOD) process, a 233% acceleration
in the End of Month (EOM) process, and a 500%
Internal Bank Capabilities Enhancement as acceleration in repost transaction processes. This
Enterprise Support improvement not only strengthens operational
This fulfillment focuses on strengthening operational efficiency but also ensures faster and more accurate
efficiency, improving service quality, and supporting services for customers.
a comprehensive digital transformation strategy.
Several solutions launched to support Enterprise Configuration Management Database
Support include an Operational Data Store, Master Enhancements in incident and problem management
Data Management, and BNI Anti Money Laundering are made to serve as a reference for impact analysis
System. of occurring problems.
Operational Data Store REALIZATION OF SHAREHOLDER
The implementation of the Operational Data Store ASPIRATIONS PROGRAM IN 2024
(ODS) allows historical transaction data to be
obtained and recorded in near real-time to support BNI supports and accommodates Shareholder
faster information requests, analytics, and reporting Aspirations (APS) to grow BNI through various IT
needs. programs in 2024 as follows:
Master Data Management 1. Strategic Information Technology Plan (RSTI)
BNI implements Master Data Management (MDM) As a form of BNI’s commitment to align its IT
as a primary data management system that ensures strategy with the needs and direction of the
consistency, accuracy, and integrity of data across Bank’s business, the RSTI has been updated in
the bank’s systems and processes. MDM integrates, 2024 to align with BNI’s Corporate Plan for the
centralizes, and manages critical data, such as period 2024-2028. The updating of the RSTI is
customer data, products, accounts, and transactions, carried out to ensure that IT implementation
resulting in a reliable Single View of customers. continues to follow the Board of Directors’
policies, business strategies, and the execution
BNI Anti Money Laundering (AML) System of BNI’s transformation while considering IT
The development of the BNI AML System is designed trends and regulations in the banking sector both
to prevent and detect money laundering and terrorist locally and globally.
financing. BNI implements a comprehensive AML
program to ensure compliance with regulations, This RSTI serves as a roadmap for BNI’s
particularly POJK No. 8 of 2023, and to maintain the digital transformation, with the primary goal
integrity of the financial system. With enhancements of optimizing the use of technology to support
to the BNI AML System, BNI avoids the risk of operations, enhance efficiency, and drive
exposure to fines of approximately IDR126.4 billion innovation. The preparation of the RSTI is based
in 2024. on BNI’s vision and mission, which is in line
with the Regulation of the Minister of SOEs
No. PER-02/MBU/02/2018 regarding Principles
of Information Technology Governance and
the Decree of the Minister of SOEs No. K-145/
MBU/05/2021 regarding the Master Plan for
Information Technology of the Ministry of State-
Owned Enterprises for 2021-2024.
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As of December 2024, BNI has achieved a implementing strong governance. The success
progress rate of 92.04% of the strategic IT in maintaining the INDI 4.0 level demonstrates
projects set for implementation in 2024. This BNI’s readiness as a bank that complies with
achievement reflects the commitment of IT to industry standards.
continue supporting BNI’s ongoing efforts to
integrate IT strategy into the company’s business 4. BUMN Digital Talent Program
strategy. To support the BUMN Digital Talent Program,
since 2022, the Bank has been developing the
2. Evaluation of the Effectiveness of Information capabilities of IT & Digital employees, which
Technology (IT) Implementation include IT & Digital Bootcamp, IT Capability
In relation to the evaluation of IT implementation, Training, Digital Capability Training, IT Security
the Ministry of SOEs has established an Training, Data Management Training, and
international standard IT governance framework Certification. Learning is conducted through
and set implementation priorities as guidelines classical training, online training, knowledge
for evaluating governance, performance, and supplement webinars, daily exercise employee
the utilization of technology in each SOE. The programs, and learning modules on BNI Smarter.
framework for assessing IT implementation
uses the Control Objectives for Information and The realization of the Digital Talent development
Related Technologies (COBIT) 2019 with a two- program implementation until Q4 2024 is 94.18%
dimensional process capability model based on or 27,305 employees out of a total of 28,991 BNI
process category (domain) and capability level Group employees.
categories.
The implementation of digital talent development
BNI’s IT Maturity has been successfully maintained is carried out through the execution of a learning
at a capability level of 4 (predictable) through plan for developing digital talent capabilities
periodic evaluations, continuous improvement based on a learning roadmap that has been
efforts, management commitment to support prepared according to the development needs
these enhancement initiatives, employee training analysis.
and competency development, increased
awareness and ownership of IT governance, as 5. Cybersecurity Profiling and Ensuring Readiness
well as performance monitoring against relevant of Human Resources, Processes, and Technology
KPIs. This demonstrates that BNI’s IT processes Infrastructure Supporting Cybersecurity
and governance are in line with best practices. BNI has conducted cybersecurity profiling to
This is supported by efforts to enhance IT Maturity understand risks and ensure the readiness of
through fulfilling gaps in assessment results, human resources, processes, and technology
including meeting obligations to regulators and infrastructure while considering the principles of
shareholders. Confidentiality, Integrity, and Availability (CIA) as
well as applicable laws and regulations.
3. Follow-Up on INDI 4.0 Assessment Results
In order to fulfill the implementation of the Regarding human resource readiness, BNI has
Indonesia Industry 4.0 Readiness Index (INDI provided training and awareness on information
4.0) assessment for SOEs as outlined in the MoU security to all employees through the Learning
between KBUMN and the Ministry of Industry Mandatory-Security Awareness program, with
No. MoU-03/MBU/04/2021 No. 1 of 2021, BNI participation reaching 25,132 out of a total of
has conducted a self-assessment of INDI 4.0 26,176 employees (96%) by the end of December
and reported the results to the Ministry of SOEs 2024. Meanwhile, the Bank has also implemented
as of December 30, 2024, with a level 4 result and updated policy and procedure documents to
(level: already implemented). The monitoring of detect and respond to incidents. As of December
INDI 4.0 achievement can be fulfilled through 2024, a total of 50 procedure/standard documents
periodic evaluations and adaptations to changes have been reviewed, and 5 new procedure/
in the business environment, continuous standard documents have been implemented.
investment in technology, and human resource Updates to technology infrastructure, including
development, including the establishment of a security devices, are continuously being carried
culture of innovation and creativity, as well as out.
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IT Solution Development Based on IT 4. Operational Services
Application Architecture Ensures that the bank’s operations run smoothly,
BNI has developed a Strategic Information securely, and compliantly. It consists of five focus
Technology Plan (RSTI) to optimize and align capabilities:
business objectives with IT strategy. This step a. Remittance: Money transfer services between
facilitates the bank in creating effective and efficient banks, both domestic and international.
IT solutions, thereby optimizing IT development b. Statements: Provision of periodic account
costs. One component of the RSTI is the Enterprise transaction reports for customers.
Architecture based on the TOGAF Framework, c. Merchant: Payment management services for
which is established as a development standard, merchants, including credit card, debit card,
encompassing Business Architecture, Application and other payment processing.
Architecture, Technology Architecture, Data d. Clearing & Settlement: The process of settling
Architecture, and Security Architecture. transactions between banks to ensure funds
are transferred correctly.
BNI’s Enterprise Architecture has become the e. Loan Operation: Management and
standard in the development of IT systems and administration of loans, from application to
applications, both for Digital Bank products and repayment.
Open Banking. The alignment among components 5. Enterprise Support
of the Enterprise Architecture supports BNI in Provides support for all functions at the enterprise
providing innovative solutions for business process level. It consists of four focus capabilities:
enhancement, thus facilitating the integration of a. Finance & Accounting: Management of the
BNI’s solutions with stakeholders. bank’s finances and accounting, including
financial reporting, budget control, and audits.
The Enterprise Architecture Landscape has adopted b. Human Resources Management:
the Banking Industry Architecture Network (BIAN) Management of human resources, including
and is categorized as follows: recruitment, training, development, and
1. Channels employee performance management.
This includes all interaction channels connecting c. Content & Document Management: A system
the bank with its customers. It consists of three for managing content and documents to store,
focus capabilities: organize, and access information efficiently.
a. Bank (Assisted) Channels (Subdomain): d. Team Collaboration: Tools and platforms
Facilitates direct interaction with officers. that support team collaboration, such as
b. Customer Channels (Subdomain): Supports communication, document sharing, and
self-service for customers. project management.
c. Open Banking. 6. Integration
2. Customer Relationship Management Ensures interoperability between systems,
Manages customer relationships including API Management, Messaging, and Data
comprehensively, from Customer, Marketing and Integration. It consists of three focus capabilities:
Sales, to Service. a. API Management: Management of Application
3. Products & Services Programming Interfaces (APIs) to enable
Covers the bank’s portfolio of products and secure and efficient communication and data
services. It consists of six focus capabilities: exchange between applications.
a. Credit Card: Credit card purchase services, b. Enterprise Service Bus: Middleware
including additional benefits such as reward infrastructure that integrates various
points and cashback. applications and services within the
b. Treasury: Management of liquidity, organization to enable smooth communication
investments, and financial risks of the bank. and data exchange.
c. Trade Finance: Support for trade processes, c. Transaction Switch: A system that processes
such as letters of credit and bank guarantees. and routes financial transactions among
d. Loan, Payment: Loan services and various various payment systems and networks.
payment methods. 7. Risk & Compliance
e. Card Management: Management of the Manages risks and ensures compliance, covering
lifecycle of banking cards. Operational Risk Management, Market Risk
f. Core Banking: The main core system that Management, Credit Risk Management, and
manages the bank’s daily operations. Financial Crime Compliance. It consists of six
focus capabilities:
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a. Credit Risk: Management of risks related BNI also ensures digital services reliability for
to the possibility of default by borrowers or customers, by increasing capacity (capacity
other parties indebted to the bank. planning), and digital system capabilities by
b. Enterprise Risk: Comprehensive risk applying the appropriate latest technology for
management across BNI, covering various BNI’s business. For continuous infrastructure
types of risks that may affect the bank’s rejuvenation, and in line with the Software-Defined-
strategy. Everything paradigm to simplify the IT infrastructure
c. Operational Risk: Management of risks arising governance and operations, BNI has implemented
from failures in internal processes, people, a Software-Defined Data Center using Cloud and
systems, or external factors that may disrupt Virtualization, Software-Defined Storage based on
the bank’s operations. Hyperconverged technology, as well as Software-
d. Asset & Liabilities Management: Management Defined Network and Software-defined Wide Area
of the bank’s assets and liabilities to ensure a Network.
balance between risk and return, as well as
maintaining liquidity and profitability. BNI has implemented the CMDB (Configuration
e. Regulatory: Compliance with applicable Management Database) tool, which is an important
regulations and laws in the banking sector to aspect in implementing IT Service Management
ensure the bank’s operations are in accordance to improve reliable IT services for BNI businesses.
with legal and industry standards. In addition, BNI has Real Time Monitoring Tools
f. Anti-Money Laundering: Programs to prevent that are not only used for monitoring but also for
and detect money laundering and terrorist predictive capacity planning and automated task
financing, including customer identity operations through the use of Artificial Intelligence
verification and monitoring of suspicious (AI). Together with the Helpdesk and IT Service
transactions. Management, BNI ensures excellent service
8. Enterprise Information System monitoring and remediation 24 x 7.
Managing the company’s data and information,
which includes Big Data, Data Science, Business With these efforts, BNI is committed to continuously
Intelligence, and Data Governance. It consists of maintaining the reliability and availability of
two focus capabilities, namely: excellent digital services, ensuring that customers
a. Business Intelligence & Analytics: The feel safe and comfortable in utilizing the various
collection, analysis, and presentation of digital banking products and services provided.
business data to support better decision-
making. Use of Performance Monitoring and
b. Information Governance: A framework Management Platform at BNI
and policies for effectively and securely BNI has implemented an artificial intelligence (AI)-
managing information, encompassing data based application performance monitoring and
management, compliance with regulations, management platform to analyze and optimize
and protection of sensitive information, as application performance, infrastructure, and user
well as ensuring data integrity and security. experience. This platform plays an important role
in helping BNI’s DevOps, Developer, and IT teams
Information Technology Infrastructure detect performance issues quickly and ensure the
Bank Negara Indonesia (BNI) is supported by 3 system runs efficiently.
Data Centers (DC) and certified by the Uptime
Institute to support the best digital services for all The main features used at BNI include:
customers. As part of the commitment to provide 1. Full Stack Monitoring: Comprehensive
reliable services, BNI consistently ensures service monitoring from the front-end to the back-end
availability through testing the Disaster Recovery of the application, including servers, databases,
Plan (DRP) by continuing to increase Switch Over and networks.
& Switch Back (SO-SB) activities, to test the backup
system in running services, especially for critical
and transactional applications. With a minimum
uptime of 99.90% in 2024, an optimal, sustainable
service was provided, to increase the level of service
availability and to provide a sense of security and
comfort for customers in using various BNI digital
services.
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2. Real User Monitoring: Monitoring real user activity to understand the user experience directly.
3. Synthetic Monitoring: Automatic application testing with user simulations to detect problems before real
users experience them.
4. Infrastructure Monitoring: Monitoring IT infrastructure such as servers, networks, and hardware to
ensure optimal performance.
5. Distributed Tracing: Tracking request flows through various services and application components to
identify the source of performance problems.
6. AI-Powered Root Cause Analysis: Analysis of the cause of performance problems using artificial
intelligence to quickly find the root cause.
7. Auto Discovery & Auto Instrumentation: Automatic detection and application of monitoring tools on
application components without manual intervention.
8. Cloud-Native Monitoring: Monitoring of applications running in the cloud environment to ensure
performance and scalability.
BNI applications monitored with this platform include various digital banking services and internal systems,
all of which contribute to improving operational efficiency and service quality to customers.
Information Security Controls
POJK COBIT
ISO NIST
27001
PLAN DO IDENTIFY DETECT
ACT CHECK PROTECT RESPOND
RECOVER
To support BNI’s commitment to protecting customer data and maintaining safe IT operations, it continues
to strengthen cyber security through a variety of efforts, including:
1. Strengthening the information security function by developing the CISO (Chief Information Security
Officer) function in an effort to focus on BNI cyber security;
2. Continuously implementing governance, regulations and compliance so that information security runs
well, and in accordance with internal regulations, statutory provisions and applicable best practices;
3. Continuously implementing a security architecture for information security for assets, data, applications,
endpoints, networks and security parameters to ensure the principles of confidentiality, integrity and
availability run well;
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4. Collaborating with official state bodies (BI, e. Periodically carrying out security testing
OJK and BSSN), security device principals and on BNI applications to strengthen BNI
other cybersecurity activist communities to applications from cyber attacks.
obtain information on threats and weaknesses,
the latest technology and products, as well as 3. Detect
support when incidents occur; a. Implementing security solutions using
5. At the end of 2024, BNI carried out an Information machine learning and artificial intelligence
Security Audit within BNI conducted by BNI security systems;
Internal Audit (IAD) and was certified with b. Implementing security solutions for end point
ISO 27001:2013 - The Information Security security with improvements in control, data
Management System in The Provision of Open privacy and cyber attack protection;
API Services with the results of the criteria c. Conducting 24x7 proactive monitoring of
“Certified”. cyber threats; and
d. Continuously reviewing the current security
BNI has commitment to continuously develop controls and updating them;
cybersecurity to safegured innovations in banking
services for more properly maintained customer 4. Respond
trust and comfort. This effort is made in consistency a. Instigating customer protection mechanisms
in line with the direction of business development against fraudulent transactions caused by
towards digital banking. BNI has also made other banking malware or social engineering;
efforts to ensure business sustainability are kept b. Carrying out Threat Hunting using detection
from cybercrime threats under the following mechanisms and taking down fake websites
domains: carrying BNI’s name;
1. Identify 5. Recover
a. Continuously implementing governance, a. Collaborating with official state bodies (BI,
regulations and compliance so that information OJK and BSSN), security device principals
security runs well, and is in accordance with and other cybersecurity activist communities
internal regulations, statutory provisions and to obtain information on threats and
applicable best practices; weaknesses, the latest technology and
b. Developing security aspects in every products, as well as support when incidents
application development by applying the occur;
Secure SDLC framework so that security
is involved in all phases of demand and Strengthening the 5 domains above is BNI’s effort
delivery. In addition, security plays an active to increase cyber maturity by focusing on the Cyber
role in security testing, both after the project Security Framework (CSF). Efforts to increase cyber
is completed, and periodically in testing and maturity are carried out on aspects of people,
production environments; processes, and BNI technology using a holistic
approach. From the people’s side, increasing cyber
2. Protect security awareness is a crucial step. In addition,
a. Continuously implementing security advanced training programs for IT Security and
architecture for information security for assets, incident response teams must be strengthened so
data, applications, endpoints, networks and that they have the ability to identify, analyze, and
perimeter security to ensure the principles of respond to attacks quickly. Strengthening the culture
confidentiality, integrity and availability run of cyber security throughout the organization,
well; from the executive level to operational staff, will
b. Implementing multilayer of defense security help reduce risks caused by human factors. In
devices that refer to international standards addition, BNI is in the process of increasing cyber
as implemented in national banking; resources with professional cyber talent acquisition
c. Educating employees to increase awareness and training programs to improve the skills of the
of cyber security and on a regular basis carry cyber resources it has. In this process, cyber talent
out phishing simulations for employees; supporting BNI has increased 3-fold in the 2022-
d. Continuously organizing awareness education 2024 period.
through Human Capital competency
development programs; and
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From the process side, BNI continuously develops BNI pays more attention to the trend of cyber attacks
mature policies and procedures that are in line with that are currently spreading to customers and
the Cyber Security Framework (CSF). This includes implements several safeguards on the customer
creating or updating all procedures that support side, including:
cyber security and protection. Implementation 1. Multi-factor authentication and face recognition
of periodic cybersecurity audit processes has (liveness detection) mechanisms to improve
been carried out to identify gaps and ensure security and reduce the risk of misuse of customer
compliance with security standards. Currently, BNI identities.
has a cybersecurity governance team tasked with 2. Continuous education is carried out to customers
monitoring the implementation of policies and about self-protection through password security,
ensuring effective coordination between divisions internet banking security, mobile banking
in responding to cyber threats. security, ATM transaction security, and others.
From a technological perspective, investment in BNI IT Strategic Plan
the latest security technology is very important to Throughout the fiscal year, BNI’s IT program has
anticipate cyber threats that are always evolving proven to be able to consistently support business
in line with technological developments. BNI has growth through expanded market access and
implemented next-generation firewall solutions operational efficiency. Efforts to improve digital
and intrusion prevention systems (IPS), supported technology capabilities are expected to bring BNI
by a Security Operation Center team that works 24 into a bank that is able to compete in the digital
x 7 to improve threat detection and response in an era and inspire the banking services industry in the
integrated manner. Endpoint detection and response future.
(EDR) technology is also crucial in monitoring
endpoint activity. In addition, the implementation of As a guideline for implementing IT support to
end-to-end data encryption, identity management, achieve business objectives and support BNI’s
integration of security information and event current Corporate Plan, an IT Strategic Plan (RSTI)
management (SIEM) systems will ensure strong 2024-2028 has been prepared. The RSTI initiative
and proactive security. By combining elements plan is 4 missions derived from the IT Vision and
of people, processes, and technology, BNI Bank further elaborated into six main IT programs.
can achieve higher cyber maturity sustainably and
adaptively to evolving threats.
Fostering Core of
Excellence with
Catalyst for Fortify Resilience with REVOLUTIONIZE
ENTERPRISE DATA DRIVEN FUTURE-PROOF BEYOND
AGILITY TRANSFORMATION INNOVATION ECOSYSTEM
P1 P2 P3 P4 P5 P6
Inspiring Maximazing Productivity Automate IT Cultivate Transforming in
Innovation and Growth with Optimization Resilience Sustainable the Digital and
Transformation Data Insights through and Hygiene Technology with a Cognitive Age
through and Innovative Automation for Smooth Unified, Scalable to Empower
Collaboration and Personalization and Data-driven Operations and & Future-ready People and
Agile IT Efficiency Reliable Delivery Platform Improve Customer
Experience
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Here is how the six main IT programs is described: 5. Cultivate Sustainable Technology with a Unified,
1. Inspiring Innovation and Transformation through Scalable & Future-ready Platform
Collaboration and Agile IT This program highlights the importance of
This program emphasizes the importance building a solid, flexible, and future-ready
of collaboration and the application of Agile technology foundation. This means creating
methodology in the IT organization to drive an integrated platform that can grow with the
innovation and continuous transformation at growth of the bank’s business while ensuring the
BNI. sustainability of technology in the long term.
2. Maximizing Growth with Data Insights and 6. Transforming in the Digital and Cognitive Age
Innovative Personalization to Empower People and Improve Customer
This program seeks to maximize data utilization Experience
to drive business growth through a deep This program underlines the importance of banks
understanding of customers and the provision of adapting to rapid changes in the digital era and
personalized services. utilizing cognitive technology to provide better
3. Productivity Optimization through Automation services to customers. The core of this program is
and Data-driven Efficiency a deep digital transformation, where technology
This program seeks to increase the productivity is not only a tool but also a key driver in providing
and efficiency of bank operations through added value to customers and society.
automation of business processes and optimal
utilization of data. This RSTI will continue to be reviewed and updated
4. Automate IT Resilience and Hygiene for Smooth in accordance with updates to the Corporate Plan,
Operations and Reliable Delivery Board of Directors’ Policy, business strategy, and
This program highlights the importance of BNI’s transformation strategy. This review also
automation in maintaining the resilience and considers information technology trends and
security of IT systems at BNI. With automation, regulations in the banking sector, both locally and
BNI can ensure smooth operations, uninterrupted globally. This step is a form of BNI IT’s commitment
service delivery, and minimize cybersecurity to always align strategy with the needs and direction
risks. of the Bank’s business.
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Information Technology
Governance [ACGS (B).D.5.1]
In IT development, BNI works to build its resilience to all exposures to risks, both within and outside the
organization. This involves enhancing the ability to deal with disruptions, regulatory changes and cyber
attacks, and other business uncertainties. In practice, the Bank has paired the above efforts with technological
innovations that are relevant to today’s needs and able to survive with further development far into the
future. [ACGS (B).D.5.1]
BNI continues to strengthen cyber security by implementing various initiatives to manifest its commitment
to protecting customer data and maintaining the sustainability of IT operations to remain secure. Some of the
efforts BNI has made in this cyber security domain involve strengthening the information security function
through the development of the CISO (Chief Information Security Officer) function and applying governance,
regulation, and compliance to ensure information security runs effectively. BNI also implements an effective
information security architecture involving the protection of assets, data, applications, endpoints, networks,
and security parameters by adopting a defense-in-depth approach to ensure the practical application of the
principles of confidentiality, integrity, and availability.
To ensure the continuity of information technology (IT) operations, including in the event of a disaster or mass
disruption, BNI has implemented a disaster recovery backup system. This measure involves storing data in
a separate structure that functions as a Disaster Recovery Center (DRC) and implementing a redundancy
configuration that functions as High Availability (HA) to optimally and continuously run IT Services.
IT governance is designed to ensure that all significant risks are identified, managed, and reported to the
Board of Directors.
INFORMATION TECHNOLOGY IN BNI BUSINESS ACHIEVEMENT AND TRANSFORMATION
Information Technology (IT) Governance is a framework and process BNI has adopted to ensure its IT aligns
with strategic objectives in the pursuit of optimal business value. The objective of Information Technology
Governance is to manage risks in the InformationTechnology (IT) sector, increase effectiveness and efficiency,
and ensure compliance with applicable IT regulations.
BNI implements IT Governance through the alignment of IT Strategic Plan with business strategy, resource
optimization, IT utilization, performance measurement, and effective risk management with due compliance
with the provisions of the Financial Services Authority and Bank Indonesia regulations. The implementation
of IT Governance at BNI includes the following:
Active
Supervision
of Board of
Directors and Board of
Commissioners
Adequacy of IT Utilization Policies
and Procedures
Adequacy of the Process for Identifying,
Measuring, Monitoring and Controlling IT
Utilization Risks
Internal Control System
for IT Utilization
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The use of IT at BNI is regulated in policies, standards and procedures that are applied consistently
and continuously in accordance with the provisions in OJK Regulation No. 11/POJK.03/2022 concerning
Implementation of Information Technology by Commercial Banks.
01 02 03 04
Bank IT Governance Bank IT Architecture IT Risk Management Resilience and
Cybersecurity
05 06 07
Use of IT Data Management
Placement of Electronic and Personal Data
Service Providers Systems Protection
08 09 10 11
IT Service Providers Internal Control and Reporting Bank Digital Maturity
by Bank Internal Audit Level Assessment
Currently, BNI IT Governance is broadly divided into 4 (four) scopes: Planning, Development, Operational,
and IT Security.
IT IT IT
Planning Development Operational
IT Security
INFORMATION TECHNOLOGY PLANNING
IT planning includes several processes and activities, including:
1. Preparing an IT Strategic Plan to describe the roadmap, BNI’s technology strategy, the Information
Technology Work Unit vision and mission, the main principles that serve as a reference in the development
and use of Information Technology to meet current and future business needs, in line with the BNI long
term strategic plan.
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The IT Strategic Plan consists of several parts, an Architecture Review Forum (ARF) and Release
namely: Control Board (RCB) activities.
a. IT Business Alignment 1. The Architecture Review Framework (ARF) is
b. IT Enterprise Architecture & IT Resource an activity for further review and evaluation of
Capability the proposed architecture in IT projects aimed
c. IT Roadmap at ensuring alignment with the architecture
d. IT Investment Plan standards and strategies at BNI. The ARF involves
evaluating the architectural design, identifying
2. Annual IT Plan including: potential risks and issues that may arise,
a. IT Application Development Plan ensuring compliance with established standards
b. IT Infrastructure Development Plan and guidelines, while also fostering potential
c. IT HC Education and Training Plan innovations within it. With the ARF, BNI can ensure
d. IT Governance Improvement Plan that each IT project proceeds as planned, reduce
e. Investment Cost and Operational Cost Budget the likelihood of work duplication, and enhance
f. IT Work Unit’s performance indicators relating the quality and speed of IT project completion.
to risk levels, and the scale of IT project 2. The Release Control Board (RCB) aims to conduct
priorities, linked to the Bank’s business and IT reviews and verifications of promotion readiness
Strategic Plans. both administratively and technically, including
the completeness of documents, permits,
INFORMATION TECHNOLOGY and infrastructure readiness, to subsequently
DEVELOPMENT provide approval for the promotional plans of
each development that has been carried out. The
IT governance covers the end-to-end IT development RCB evaluates the release plans, coordinates
process of implementing the Software Development with the involved teams to minimize negative
Life Cycle (SDLC), both waterfall and agile. In impacts, and ensures compliance with standards
2024, BNI developed a New SDLC procedure with and regulations. With the RCB in place, BNI
flow development in the demand and delivery can ensure that each release can be conducted
phases. The demand phase starts with the process safely, efficiently, and in alignment with business
of registering IT development initiatives, defining objectives.
requirements, implementation approach selection,
prioritization to the formation of a project charter. In addition, for the establishment of service
The delivery phase starts with project kick off, standards and supporting infrastructure, we have
detailing requirements & design, development, implemented Application Criticality assessment.
testing, deployment preparation, release control Through the application criticality assessment,
board, migration, Production Trial Run (PTR), golive, priorities, resource allocation, and necessary risk
up to project closure. mitigation strategies for an application will be
determined.
In the demand phase, there is enrichment of
activities or planning processes to ensure the quality INFORMATION TECHNOLOGY OPERATIONS
of projects to be implemented that provide benefits
for the Bank, including: IT operations includes processes and activities,
1. Preparing a Feasibility Study (FS), a process of including data center operational management,
explaining project implementation objectives, communication systems and networks management,
brief project scope, budget requirements, and system incidents/problems management,
the benefits to be obtained by the Bank. FS is operational management of IT systems by third
used as a benchmark for feasibility testing of IT parties, and IT operations risk management.
project proposals (cost & benefit analysis).
2. Prioritizing IT project proposals, a process of INFORMATION TECHNOLOGY SECURITY
reviewing and analyzing the IT project proposals
feasibility referring to the FS, to ensure that the BNI’s IT security governance focuses on a cyber
proposed project that are prioritized can provide security framework divided into 3 (three) pillars,
the best benefits (business value) for the Bank. namely:
1. Governance: includes security awareness,
During the delivery phase, there will be an enrichment information security provisions and development
of activities or implementation processes to ensure of team and organizational capabilities;
that the quality of delivery or development results
is optimal and in line with user needs, by having
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2. Protection: consists of a multi-layer defense BNI’s IT development fulfilled the requirements
mechanism, security assessment (penetration to upgrade ISO 9001:2008 to ISO 9001:2015 after
testing and vulnerability Assessment), as well as establishing mechanisms and quality standards
incident management and forensics; that focus on Bank performance with a risk-based
3. Operation: includes 24x7 Security Operation thinking approach so that the IT unit will be more
Center (SOC), threat intelligence, network proactive in preventing and reduce undesirable
and endpoint security, as well as user access effects, and will always improve the system on an
management BNI maintains a balance ongoing basis (continuous improvement) so as to
between People, Process and Technology maintain ISO 9001:2015 certification.
aspects when selecting a framework. Based
on these considerations, BNI’s IT governance International Standard to Manage
implementation adopts the frameworks that are Information Security – ISO/IEC 27001
appropriate to the IT service areas at BNI. ISO 27001 is an international standard for Information
Security Management Systems (ISMS). ISO 27001
Control Objectives for Information and is a widely chosen information security framework
Related Technologies (COBIT) standard that is, has wide acceptance, is trusted by
Control Objectives for Information and Related many organizations, and is a reference for other
Technologies (COBIT) is widely recognized as an IT information security frameworks such as the NIST
management and IT governance framework. COBIT Cybersecurity Framework, SANS, etc. ISO 27001
regulates IT management to meet the needs of BNI standardization can be used to improve IT security
stakeholders through managing process groups and and has a positive correlation to increase the level
enablers, where business goals are mapped to IT of trust of both customers, business partners/third
goals, and achievement and maturity are measured. parties and organizations.
BNI’s IT management uses the COBIT framework as To strengthen BNI in competing with its peers and
a reference for its governance as there is synergy the fintech industry, ISO 27001 standardization is
between business goals and IT goals, it is focused important, and will reap the following benefits:
on data and information, it can be flexible to follow 1. Make BNI more competitive in the banking,
the Company’s work direction, and it can be used in fintech and other financial institutions industry in
conjunction with other framework standards. providing a positive image and good perception
Thus, COBIT assists BNI in ensuring that IT in securing customers and business partners/
management is in line with business strategy and third parties.
provides optimal added value. 2. Improve information security governance in
accordance with applicable national and/or
Information Technology Information Library international standards so that it will be relatively
(ITIL) easier to obtain permits from regulators.
Information Technology Information Library (ITIL) 3. Make it easier for BNI to improve control
is standard framework for IT Service Management of information security over digital banking
(ITSM), which BNI IT uses to align IT support services business processes.
to BNI business. ITIL focuses on IT processes,
procedures, tasks and service levels to support INFORMATION TECHNOLOGY STEERING
the Bank’s strategy, provides added value, and COMMITTEE
maintains IT competency levels. With ITIL, BNI IT
operations set a baseline as a service benchmark, as BNI’s Board of Directors established an information
a basis for planning, implementing and measuring technology steering committee through Board of
its achievements. Directors’ Decree No. KP/364/DIR/R dated August 13,
2021 concerning the Arrangement of the Technology
International Organization for Management Committee (TMC). The TMC was
Standardization 9001 (ISO 9001) established to assist the Board of Commissioners
The IT of BNI has implemented ISO 9001 since and Board of Directors in carrying out supervision
2007 with the scope of IT Operation and IT Security of Information Technology (IT) activities. Detailed
Management. ISO 9001 is a quality management information on the Technology Management
system standard specifically designed to ensure Committee can be found in the Corporate
that BNI can meet the different aspirations of its Governance Chapter of this Annual Report. The TMC
stakeholder but remain in full compliance with
all prevailing regulations on all its products and
activities.
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membership structure has been updated through enhance the capabilities of IT human resources
CDV Memo No. CDV/2/1209/R dated December 23, and fulfill formations in line with evolving business
2024 concerning Updating KMT Decree. needs while creating IT personnel capable of
becoming digital talents to support BNI’s digital
IT HC DEVELOPMENT AND CERTIFICATION transformation. The implementation of the IT Skill-
PROGRAM based Organization is continuously instilled as a
culture within the IT Work Unit (SKTI) to ensure that
Increasing IT HC competency is very necessary the organization becomes increasingly agile and
to realize IT strategic plans, and for IT HC, BNI digitally oriented.
has designed and implemented a systematic and
structured employee competency development With the above efforts, the Information Technology
plan. This helps improve the quality of IT strategic Work Unit (SKTI) will have a competent pool of IT HR
plans and create competitive advantage for that aligns with industry needs. In addition, BNI also
BNI’s business. The Bank realizes that program continues to improve IT HR engagement to keep it
adjustments are needed so that the developments in line with the goals and vision of BNI IT mission.
carried out remain in line with changes in the digital
era. IT AUDIT IMPLEMENTATION
BNI through the IT Work Unit equips IT HR with As a form of BNI’s commitment to applying good
various training to develop soft skills and hard skills. Technology Governance, BNI conducts regular
Soft skill development is carried out through digital audits. BNI organized an independent audit of
leadership training, technology presentation skills, the implementation of Information Technology by
and communication & negotiation skills. Meanwhile, Internal Audit. The BNI’s audits are carried out and
equipping hard skill involves project management guided by the Minister of SOEs Regulation No. PER-2/
training, IT architecture, programming, CI/CD, MBU/03/2023 concerning Guidelines for Governance
secure coding, cloud security, and so on. and Significant Corporate Activities of SOEs,
especially article 210. For their implementation, the
Throughout 2024, BNI sent IT HR to various audits conducted by the Bank included an evaluation
education and training, including the following: of the implementation of the IT Strategic Plan and an
1. COBIT (Control Objective for Information and evaluation of the effectiveness of IT implementation
Related Technology) 2019 Certification
2. Professional Scrum Master (PSM) & Certification As well as being a form of BNI’s compliance with
3. Project Management Inbound Bootcamp regulatory and compliance aspects, the audit carried
4. Data Analytic & Visualization out by BNI is also to check BNI’s level of readiness
5. Business Intelligence in managing Information Technology. In 2024,
6. Professional Scrum Product Owner (PSPO) BNI followed up on 24 types of audits for various
7. Business Technology Requirement Architecture activities, including BI mandatory security audits,
(BTRA) strategic project audits, IT procurement audits, and
8. Open shift essentials: Hybrid cloud, Multi cloud, other audit activities.
GitOps
9. Google Analytics 4 SYNERGY IN THE APPLICATION OF
10. Couchbase INFORMATION TECHNOLOGY WITH
11. Design Thinking SUBSIDIARIES
12. Microsoft Excel Dashboard & Report
13. Modern Application Development Training BNI’s information technology development adopts
14. Record of Processing Activities (ROPA) an IT Agile and Lean Organization that can strengthen
15. Web Methods Integration Server collaboration/synergy between BNI and subsidiaries
16. Agile Working and Scrum Methodology with the aim of efficiency and optimization of IT
resources, thereby increasing effectiveness and
BNI has also supported and facilitated IT HR to also cost efficiency by providing added value to support
take online training in various learning platforms service and business activities. Several potential
such as Udemy, LinkedIn Learning, and other digital synergies in order to support subsidiary
platforms. company, including:
1. Synergy of Capabilities & Integration
IT SKILL-BASED ORGANIZATION a. BNI Multifinance
Carrying out synergy in Joint Financing and
In response to future challenges, BNI’s IT has Collection Payment processes.
implemented an IT Skill-based Organization that
adheres to international industry standards to
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b. BNI Life 11. Infobank Banker of The Year – Toto Prasetio on
Carrying out synergy in the process of making November 29, 2024
insurance policies and autodebit premium
insurance payments. INFORMATION TECHNOLOGY FUTURE
c. hibank DEVELOPMENT PLAN
Carrying out synergy in the integration of ATM
& EDC transactions through aggregators. Based on with the Minister of SOEs Regulation
d. BNI Sekuritas No. Per-2/MBU/03/2023 concerning Guidelines for
Carrying out synergy in the integration of RDN Governance and Corporate Activities of SOEs, BNI
transaction process and Investor Account is developing information technology and reliable
Management. and safe IT services by prioritizing the principle of
e. BNI Ventures benefit. IT service development is carried out based
f. BNI Asset Management on best practices and refers to the IT Strategic Plan.
2. Technology Synergy The IT work unit defined four strategic missions in
3. Sourcing Synergy the IT Strategic Plan, namely Enterprise Agility, Data
Utilizing BNI’s extensive infrastructure and Driven Transformation, Future-Proof Innovation and
network to support the expansion of subsidiaries Revolutionize Beyond Ecosystem.
in various regions.
In accordance with this, BNI will continue in the
IT AWARDS IN 2024 future to instigate improvements and upgrades to IT
capabilities. In 2025, BNI will go deeper to improve
During 2024, various efforts made by BNI in the IT security, with several other IT focuses, including:
sector achieved good results as evidenced by the 1. Ecosystem Value Chain Command Center
acquisition of awards in the IT sector as follows: An initiative that connects all necessary
1. Indonesia Domestic Digital Transformation Bank information from various information sources
of theYear at the Asian Banking & Finance Awards for the relevant roles/divisions capable of
2024 on July 4, 2024. displaying information, insights, and analyses
2. Indonesia Domestic SME Partnership Initiative of for customers and the ecosystem in an integrated
the Year at the Asian Banking & Finance Awards manner. This strategic initiative has the following
2024 on July 4, 2024. core capabilities:
3. Winner in the Digital Transformation and Hybrid a. Ecosystem value chain & deep tier analysis
Cloud Infrastructure Category at the Red Hat b. Transaction behavior analysis & alerts
APAC Innovation Awards 2024 (Organizer: Red c. Integrated customer 360, insights and
Hat APAC) on August 29, 2024. recommendations
4. Best Mobile Banking Initiative – Indonesia (wondr
by BNI) at the Global Retail Banking Innovation With these core capabilities, the Ecosystem Value
Award 2024 (Organizer: The Digital Banker) on Chain Command Center initiative can contribute
September 5, 2024. to increasing branch productivity (revenue per
5. The 2nd Best - Mobile Banking at the Infobank 21st branch) and enhancing RM productivity (monthly
Banking Service Excellence Awards (BSEA) 2024 loan disbursement per RM).
on July 2, 2024
6. The 2nd Best - SMS Banking di Infobank 21st 2. Integrated & Connected Experience
Banking Service Excellence Awards (BSEA) 2024 An initiative that integrates various channels
on July 2, 2024 to maintain consistency and a unified brand
7. Platinum Trophy – 10 Consecutive Years in experience across all touchpoints. This strategic
E-Banking (Organizer: Infobank 21st Banking initiative has the following core capabilities:
Service Excellence Awards (BSEA) 2024 on July a. Integrated service strategy
2, 2024 b. Contact center as engagement hub
8. Golden Trophy – 5 Consecutive Years in Digital c. Orchestrated operations
Channel (Organizer: Infobank 21st Banking
Service Excellence Awards (BSEA) 2024) on July With these core capabilities, the Integrated &
2, 2024 Connected Experience initiative can contribute
9. The Best Overall – E-Banking (Organizer: Infobank to improving the Cost-to-Income Ratio (CIR).
21st Banking Service Excellence Awards (BSEA) )
on July 2, 2024
10. The 2nd Best Overall – Digital Channel (Organizer:
Infobank 21st Banking Service Excellence Awards
(BSEA) 2024) on July 2, 2024
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3. Intelligent Document Processing With these core capabilities, the Centralized
An initiative to streamline workflows that are Common Function, Capabilities, and COE
document-intensive and can automatically initiative can contribute to improving the Cost-
capture, analyze, and process information. to-Income Ratio (CIR).
This strategic initiative has the following core
capabilities: 7. Secure, Hygiene and Modernize IT
a. Automated document classification Secure, Hygiene and Modernize IT is an initiative
b. Rapid data extraction for standardizing IT and the overall application
c. Comprehensive document management landscape based on the objectives served at
each layer for optimal operations and complexity
With these core capabilities, the Intelligent management.
Document Processing initiative can contribute to
improving the Non-Performing Loan (NPL) ratio. This strategic initiative has the following core
capabilities:
4. Workforce Transformation a. Application rationalization & lifecycle
An initiative that drives talent growth through management
upskilling, the use of AI, and enhancing talent b. Next-Gen security operations
development to strengthen capabilities. This c. Technology innovation adoption
strategic initiative has the following core
capabilities: With these core capabilities, the Secure, Hygiene,
a. Integrated HC platform and Modernize IT initiative can contribute to the
b. Competency development Long-Term Plan target of improving the Cost-to-
c. Performance monitoring Income Ratio (CIR).
With these core capabilities, the Workforce 8. Centralized IT Monitoring & Automated
Transformation initiative can contribute to Operations
increasing branch productivity (revenue per Centralized IT Monitoring & Automated
branch) and enhancing RM productivity (monthly Operations is an initiative for a single view for
loan disbursement per RM). monitoring and observability across various
BNI IT environments by combining data from
5. Data Analytics and Generative AI Ops-Dev-Infra sources while leveraging AI/ML to
Data Analytics and Generative AI is an initiative uncover insights. This strategic initiative has the
to enhance insights through continuous data following core capabilities:
analytics and improve BNI’s capabilities with a. Simplified service management
Generative AI. This strategic initiative has the b. Resilient operations
following core capabilities: c. AI operations
a. Scalable AI implementation
b. Self-service analytics With these core capabilities, the Centralized IT
c. Strong data governance Monitoring & Automated Operations initiative
can contribute to improving the Cost-to-Income
With these core capabilities, the Data Analytics Ratio (CIR).
and Generative AI initiative can contribute to
loan growth and deposit growth. 9. Subsidiary Synergy
Subsidiary Synergy is an initiative to enhance
6. Centralized Common Function, Capabilities and synergy among subsidiaries, optimize alignment
COE in system integration, streamline processes, and
Centralized Common Function, Capabilities ensure resources can work together seamlessly.
and COE is an initiative to centralize common This strategic initiative has the following core
functions and capabilities (Bank Wide) to enhance capabilities:
efficiency, security, compliance, and reduce a. Integrated digital channels
costs. b. Joint business initiatives
c. Infrastructure harmonization
This strategic initiative has the following core
capabilities: With these core capabilities, the Subsidiary
a. Enterprise-wide COE Synergy initiative can contribute to the growth of
b. Centralized operations the subsidiaries’ Earnings After Tax (EAT).
c. Lean operating model
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Service
Digitization
As one of the first banks to offer digital banking, BNI into technology and global industrial developments
has been very consistent with digital innovations to in general and in banking in particular. Some of the
accelerate digital transformation across its business adopted key technologies have made significant
lines and operations. BNI believes that digital contributions to the needs of BNI's digital banking
innovation will greatly contribute to operational and product and service developments in recent years.
profitability achievements.
BNI service products supported by the development
In recent years, the development of information of digital technology include the following:
and digital technology e.g. the increasingly popular
use of the internet, Artificial Intelligence (AI), BNIdirect
Data Analytics, Cloud, and the Internet of Things
(IoT) trend has brought major changes virtually BNIdirect offers a range of excellent features to
every industrial sector. The trend is marked by the support the needs of customer segments and
increasing use of communication networks and the has assigned a dedicated team who assits new
internet for so many different purposes, automation customers during the pre- to post-transaction
processes integrated with the help of AI, decision periods within the platform.
making process using insights generated from data 1. Integrated Solution
analysis, optimize usage of the Cloud for business BNIdirect brings together various financial
and personal needs, and connecting various services that were previously spread across
everyday devices to the internet. The dynamics different platforms into one centralized system.
then influence customer behavior and encourage This integration not only simplifies financial
the creation of more innovative and more adaptive management but also increases operational
business models. efficiency since it reduces time and costs involved.
As a one-stop solution, BNIdirect supports
With this in mind, BNI makes continuous customers in making complex transactions in a
improvements with various innovations to create more organized manner.
new customer-driven products and services. 2. Financial Dashboard and Digital Onboarding
BNI’s commitment is to maintain and improve BNIdirect provides a financial dashboard with
service quality while proactively encouraging and 360-degree visibility covering cash flow, loans,
developing digital solutions for customers. That’s deposits, and financial trends based on real-
why BNI keeps adapting to changes in customer time data. This easily accessible informative
behavior towards digital as it explores innovations display helps customers make faster amd more
and learns the latest trends in technology use. accurate strategic decisions. In addition, the
digital onboarding process allows customers to
In order to optimize innovation both in terms of register, set up services, and start transactions
technology and business process optimization, BNI without the hassle of going through manual
has since 2007 used the services of an Independent procedures, creating a smoother and more
International Research and Advisory Institution to efficient onboarding experience.
get references, descriptions, trends, and insights
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BNIDIRECT PARTNERSHIP • BNI Smart Tenant
Smart Tenant is an area management ecosystem
Through strategic partnerships with various solution developed by BNI together with platform
institutions such as schools/universities, healthcare solution provider partners to meet the digitalization
institutions, and governments, BNIdirect expands needs in area management. By integrating
its capabilities in providing integrated cash flow various services, Smart Tenant supports area
management solutions. This collaboration enables managers, tenants, and regulators in meeting
BNIdirect to provide services that are more in line management, monitoring, and transaction needs
with the needs of each sector, wether for financial efficiently in one digital ecosystem. This solution
management in education, healthcare, or for reflects BNI's commitment to encouraging
government administration. With the support of digital transformation that increases the ease,
these partners, BNIdirect can ensure more effective, transparency, and efficiency of competitive area
efficient, and reliable solutions in supporting management.
increasingly complex financial operations in each
sector. BNIdirect BUSINESS
• Campus Financial Ecosystem (CFEST) In supporting MSMEs to go global, BNIdirect presents
CFEST is an integrated digital solution from various superior features that are specifically
BNI designed to support the transformation designed for the specific needs of MSMEs, helping
of the higher education ecosystem. CFEST to build an integrated business ecosystem. The
provides convenience for universities, lecturers, main value offered through BNIdirect is “Simplify
students, and parents in managing academic Transaction, Personalized, and Comprehensive
activities to financial transactions digitally. With Financial Report”, which is the core of the MSME
a modern and cashless-based system, CFEST customer experience.
not only accelerates digitalization in the campus
environment, but also strengthens BNI's role in This platform makes it easy to manage daily
driving innovation in the education sector. transactions efficiently without a complicated
process, supporting payments and receipts quickly,
• BNI Smart Healthcare safely, and reliably. BNIdirect is also equipped with
BNI Smart Healthcare is a digital healthcare features that allow customers to categorize and mark
ecosystem solution that integrates BNI's system transactions based on their type, providing better
with healthcare technology provider partners guidance for monitoring frequent transactions,
to support transformation in the healthcare while paying special attention to areas that require
industry. This solution is designed to improve more detailed management.
operational efficiency, accelerate digitalization,
and encourage collaboration between patients, In addition, BNIdirect simplifies the approval process
hospitals, healthcare workers, and healthcare with a modern and intuitive user interface (UI/UX)
support companies. With an integrated approach, design. This new look ensures that MSME customers
BNI Smart Healthcare strengthens BNI's can easily understand and access existing features,
commitment to presenting technology-based without requiring intensive training. This feature
innovations to support the growth of a more also supports a simple user journey, making the
modern healthcare sector. transaction experience more enjoyable and efficient.
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To support strategic decision-making, BNIdirect 1. Software Development Kits (SDKs): Where
provides integrated financial reports that facilitate SDKs function as important tools that empower
MSMEs in business planning, credit applications, and developers to create applications and connect
financial analysis. With real-time access to financial with BNI API. Within the BNI API Digital Services
positions such as cash balances, receivables, and Portal, SDKs can be accessed in multiple
liabilities, customers can manage their finances languages, including JavaScript, PHP, and
effectively, drive business growth, and increase Python, providing a versatile and comprehensive
competitiveness, both in local and global markets. resource for developers.
2. Feature-rich sandbox environment and sandbox
Through a deep understanding of MSME needs, filling automation: Developers can access the
BNIdirect is not only a transaction platform, but also sandbox in minutes, allowing them to run a
a strategic partner that supports the sustainability series tests before releasing an application.
and success of MSME businesses in the digital era. 3. Postman Collection: This feature provides
convenience for clients or prospective clients
With these features, BNI through BNIdirect wants by simplifying the service testing process
to ensure that every customer’s transaction needs, for importing data by presenting a visual
both large and small, can be met easily, safely, and representation of the requests and responses of
reliably. each service.
4. Sample data filling automation feature: This
BNIdirect API feature allows automatic generation of sample
data, making it easier for partners or potential
In reaching out to various digital ecosystems, partners to test services and receive sample
especially those that are relevant to people’s current responses via the BNI API Digital Service Portal.
lifestyles, BNI provides open banking facilities 5. SNAP API: Open Application Programming
through API services that can be accessed by various Interface (API) Standardization Initiative by Bank
e-commerce, ride-hailing platforms, financial Indonesia to encourage a strong, competitive
technology (fintech), various university startups, and innovative payment system industry while
corporate SOEs, Ministries, etc. Digital initiatives improving the security and reliability of the
carried out by BNI through open banking services payment system infrastructure.
include products, digital platforms, and service
expansion in ecosystems based on a business to It has remained BNI’s commitment to improve digital
business to consume (B2B2C) model. In 2024, five transaction solutions in Indonesia through its 290
new features were added to the BNI Digital Services regulator-approved API services. A testament to this
API to improve the user experience and meet the strong commitment to digital innovation through
growing needs of our customers: Open API is that during the period of 2020 to 2024,
the Bank garnered six awards, including ‘The Best
Overall Developer Portal’ it won in s toe from 2020
to 2022; and most recently, the Bank was named
‘Indonesia Domestic Digital Transformation Bank
of the Year’, ‘Indonesia Domestic SME Partnership
Initiative of the Year’, and ‘Indonesia Domestic API
Initiative of the Year’ by Asian Banking & Finance
Awards 2024.
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BNIdirect RECEIVABLES BNI CREDIT CARD MOBILE
BNI Receivables has come to support customer As well as using the Mobile Banking application,
needs in managing fund receipts effectively. This BNI credit card services can also be accessed via the
service is designed to make it easiear to identify BNI Credit Card Mobile application. This application
partners or customers who make payments through makes it easy for credit card holders to receive
the Virtual Account feature, which functions as a their transaction information via their smartphone.
unique identification number. Every transaction BNI Credit Card Mobile is equipped with features
made on the Virtual Account is automatically such as billing information, recorded transactions,
recorded and posted directly to the customer’s main instalment conversions, bill payments and insurance
account, ensuring that the reconciliation process registration, cash withdrawals, as well as credit limit
runs quickly, accurately, and seamlessly. increase application services, data updates and
submission of new credit card applications. BNI
Through the BNI Receivables platform, customers Credit Card Mobile also provides information about
can take advantage of various superior features, BNI Credit Card promos and products.
such as:
• Real-Time Payment Identification: Ensures E-KYC BIOMETRIC FACE RECOGNITION &
transparency and ease of monitoring payments LIVENESS
from partners or customers.
• Comprehensive Transaction Reports: Provides The use of the Biometric Face Recognition &
detailed reporting that can be customized to Liveness feature as e-KYC in the digital credit card
customer needs. application process provides convenience, security
• Reconciliation Efficiency: Reduces manual and comfort for prospective card holders in the
workload and the risk of errors in recording credit card application process.
transactions.
DIGITAL CARD ISSUANCE
With high flexibility and scalability, BNI Receivables
assists customers from various sectors, including Digital Credit Cards can be issued to applicants who
corporations, educational institutions, and apply for BNI credit cards via digital channels, so that
e-commerce, in managing cash flow efficiently. the card holders can use their digital credit cards
to make transactions at e-commerce merchants or
BNIdirect TRADE carry out transactions through BNI Mobile Banking.
As part of BNI’s digital innovation, BNIdirect Trade VIRTUAL CARD NUMBER BNI CREDIT CARD
presents the GB Online service designed to improve
efficiency and effectiveness in managing bank BNI Credit Card feature that is used as an alternative
guarantees for customers. This service comes with payment for more effective and efficient credit card
various features, such as e-Application for online transactions, and offers comfort and convenience in
submission, e-Tracking for real-time monitoring online transactions (card not present) with a unique
of issuance status, e-Reporting which presents virtual number as a replacement for the original
reports of bank guarantees issued or received, credit card number that will be used on the BNI
and e-Checking which allows verification of the Corporate Credit Card.
validity of documents through a digital platform.
In addition, this service is backed by the BNI m-BG QRIS SOURCE OF DOMESTIC
Checking feature, which allows for mobile document GOVERNMENT CREDIT CARD (KKPD)
validation using QR Code, providing flexibility and FUNDS
reliability of service anytime and anywhere.
QRIS payment feature with Domestic Government
Credit Card funding sources using BNI Mobile
Banking aims to facilitate operational spending
and official travel of work unit, both at central and
regional levels with the Government Credit Card
(KKP) payment scheme whose processing is carried
out through domestic principals.
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CONTACTLESS FEATURES BNI Agen46 features a range of superior
functionalities designed to optimally meet the
With its Contactless features, credit card holders needs of both customers and agents. These features
can make transactions easily, quickly and safely by accommodate account opening, cash deposits/
simply holding or tapping the credit card on the EDC withdrawals, fund transfers to other BNI accounts
Contactless machine, without having to use a PIN as well as interbank transfers, purchase of digital
(up to a certain nominal amount). Transactions can products (such as phone credit, data packages,
be made at any time by card holders at merchants transportation tickets), bill payments (such as PLN,
showing the contactless symbol. PDAM, IPL, SPC), disbursement of government
assistance (such as PKH, basic necessities, and
BNI MOBILE BANKING subsidies), as well as referrals for other BNI
products (such as People’s Business Credit (KUR),
BNI Mobile Banking is one of BNI’s digital services to BNI Wirausaha (BWU), and BNI Credit Cards).
meet customer needs (customer centric) and provide
convenience for customers in carrying out end-to- In 2024, Agen46 introduced a range of new features
end banking transactions, from the onboarding user designed to enhance user experience and meet
process to transactions. evolving needs:
• Agen46 Self Registration: A new facility
Currently, a variety of digital banking products allowing the community to register as agents
and services that focus on BNI Mobile Banking independently through a digital platform, without
have been developed, considering that BNI Mobile the need to visit a branch office.
Banking offers customers convenience in making • Student Savings Account Opening: Supporting
transactions easily, anytime and anywhere. In 2024, financial literacy among the younger generation
the development of our mobile banking platform by providing easy and affordable access to
focused on three main aspects: enhancing security, savings accounts for students.
improving existing features, and optimizing services • Incoming Remittance Feature: Facilitating cross-
to provide the best experience for customers. This border money transfers, expanding agent
strategic initiative aligned with our commitment services to cater to customers with international
to maintaining user trust while ensuring that our transaction needs.
services remain relevant, responsive, and secure • PLN Feature Update: Offering a more convenient,
amidst technological advancements and cyber fast, and accurate experience for electricity bill
threats. payments.
• ASDP FerizyTicket Purchase: Enhancing customer
BNI AGEN46 experience when purchasing Ferizy tickets,
particularly by allowing real-time transaction
BNI Agen46 is BNI’s agency service that provides status checks.
the opportunity for the community to act as an • PELNI Ticket Purchase: Simplifying the process
extension of BNI in delivering banking services. With for agents to serve customers needing PELNI
BNI Agen46, customers can access banking services tickets with a quick and efficient process.
without having to visit a branch office, eventually • Username Customization: Allowing agents
enhancing financial inclusion across various regions the flexibility to choose and customize their
in Indonesia. usernames, making it more personal.
• Integrated Digital Complaint Handling:
To date, BNI Agen46 offers several transaction Developing an integrated online complaint
channels that facilitate both Agen46 customers and handling system that is easily accessible,
agents in providing banking services, including efficient, and cost-free, facilitating BNI Agen46 in
Android/iOS Mobile Apps, Web, and Electronic Data managing its operations and business.
Capture (EDC). • Self-Promotion Media: BNI Agen46 can design
and print promotional posters and banners
directly through the BNI Agen46 application to
enhance the effectiveness of their local marketing
efforts.
• Security Enhancements: Implementing the latest
security systems in the BNI Agen46 application.
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wondr by BNI 7. High Performance and Scalable Backend System
The microservices architecture supports fast
The year 2024 marked our commitment to processing, reliable scalability, and uptime of up
continuously deliver modern, secure mobile to 99.99%, maintaining service reliability even
banking services that meet customer needs. during activity spikes.
Through various strategic innovations, we have 8. Single Sign-On for Efficient Operations
focused on enhancing technology performance, The Single Sign-On (SSO) system simplifies
user experience, and operational efficiency. Here are access for operational teams, enhancing
our key achievements: efficiency in supporting customer services.
1. Modernization of the Mobile Application Platform 9. Integrated Monitoring Dashboard
We have updated the mobile application The all-in-one dashboard provides real-time
architecture with the latest technology to improve oversight of application and backend system
performance, stability, and scalability. This step performance, ensuring that technical issues can
ensures that the application remains reliable be addressed before impacting users.
and capable of meeting the evolving needs of
customers. With these innovations, we remain committed to
2. Enhanced User Experience delivering services that are relevant, secure, and
An intuitive interface and simplified transaction integrated with customers’ financial and lifestyle
processes support user convenience. Security needs.
is prioritized with the implementation of multi-
factor authentication and data encryption. BNI DigiCS & DigiCS LITE
As a result, customer satisfaction levels have
significantly increased. [ACGS B.4.1] BNI DigiCS & DigiCS Lite are self-service machines
3. Digitalization of KYC Processes via Video Call that replace the activities of Customer Service (CS)
The implementation of a video call-based KYC officers. With BNI DigiCS & DigiCS Lite, customers
system facilitates users in verifying their identities can carry out CS activities independently (self-
without having to visit a branch, ensuring service). The features in this service include opening
efficiency and data security in compliance with an account, changing cards, unblocking debit cards,
regulations. activating e-channel, resetting pins, purchasing and
4. Personal Finance Management (PFM) Feature topping up Tapcash, and printing mutation/account
We have introduced a PFM feature that helps history.
customers manage their finances through
automatic recording, transaction categorization, With the DigiCS & DigiCS Lite services, CS officers
and AI-based financial recommendations, making in branches can focus on CS advisory and sales
the application a holistic financial solution. activities. Besides that, this service also reduces
5. Integration of Digital Lifestyle customer waiting time. Activities can be carried
Our application is now integrated with lifestyle out quickly, easily and safely thanks to such user-
services, such as purchasing whoosh train tickets, friendly technology. More details can be found at:
creating a seamless experience for customers’ https://digitalservices.bni.co.id.
financial and lifestyle needs.
6. Flexible Native Mobile Application
Our application is designed to be compatible
across various devices, offering a hyper-
personalized experience tailored to individual
customer needs.
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BNI DPLK SURE BNI NEW PREPAID SYSTEM
BNI DPLK SURE is an application to support the BNI has developed a system to support the prepaid
BNI DPLK business in providing convenience and card product business of Bank BNI, namely
solutions for managing retirement planning for TapCash. Several features are already operational
BNI DPLK customers. The services provided by BNI and available for customers, including Online
DPLK SURE consist of account opening, deposits, Top-up for TapCash and Retry Update Balance.
claims, balance information, and fund management The Retry Update Balance feature is a standout
according to the investment package chosen by the feature within the BNI New Prepaid System, as
customer. Apart from that, BNI DPLK Sure is also it provides convenience for customers to ensure
connected to BNI Mobile Banking, BNI ATM, and that their balance is successfully updated even in
BNI Direct so that customers can make transactions the event of a failure during the Update Balance
anytime and anywhere. The BNI DPLK Investment process. Through this feature, customers are given
Package consists of various products, namely up to three opportunities to tap Update Balance to
deposits, bonds, mutual funds, sharia mutual funds, ensure that the balance on their card is synchronized
and others. correctly. Furthermore, the BNI New Prepaid System
is equipped with the Reversal Pending End of Day
Then, apart from the main services for customers, (EOD) feature. This feature is designed to provide
there are other modules in DPLK Sure, such as additional protection to customers in situations
reconciliation, integration, daily accrual modules, where the top-up process is pending. If the balance in
reporting modules to regulators and operational pending status is not updated by the end of the day,
monitoring, which strengthen the reliability of the system will automatically perform a reversal,
DPLK Sure, while also meeting the requirements of returning the pending balance to the customer's
regulators. account. With this feature, customers can feel more
at ease knowing that their balance is secure and will
DPLK BNI became a market leader in the pension not be lost.
fund management industry in Indonesia since 2001.
As of December 31, 2024, DPLK BNI’s AUM (Asset The combination of these features demonstrates
Under Management) reached Rp 33.3 trillion with the commitment of the BNI New Prepaid System
a total of more than 900 thousand customers, both to provide more reliable, secure, and user-friendly
corporate and individual. services, thereby enhancing customer satisfaction
in their transactions.
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SIMPONI DPLK BNI TapcashGO
The DPLK Simponi website is an application that BNI TapCash is a refillable chip-based electronic
supports the development of the DPLK (Financial money that can replace cash and used for payments
Institution Pension Fund) business and aims to at merchants in collaboration with BNI.
foster business growth by integrating information
technology, human resources, comprehensive Here are some of the benefits of using BNI tapcash.
banking products and services, as well as the Faster payment transactions (transactions < 2
market potential available. The pension program seconds). Available for both BNI customers and
from the Financial Institution Pension Fund of non-customers. Can be topped up. No minimum
PT. Bank Negara Indonesia (DPLK BNI) has been transaction value. Can be transferred to any party.
operating since 1994 based on the Pension Fund Does not require PIN and signature.
Law. This program is open to all segments, including
civil servants/private employees, state-owned BI SNAP (NATIONAL STANDARD OPEN API
enterprises (BUMN)/regional-owned enterprises PEMBAYARAN)
(BUMD), professionals, and business practitioners
who seek financial security in retirement. BI SNAP is a nationally applicable messaging
standard, which regulates the implementation of
This application provides convenience and solutions Payment Open Application Programming Interfaces
for managing the retirement planning of DPLK BNI (API) to improve access and digital payment services
customers. The services available on SIMPONI in Indonesia.
DPLK BNI include account opening, fast tracking of SNAP BI aims to:
disbursements, data updates, balance information, • Ensure customer data security
and fund management according to the investment • Prevent misuse of personal data
package chosen by customers. The DPLK BNI • Create a healthy, competitive, and innovative
Investment Packages consist of various products, payment system industry
including Deposits, Bonds, Mutual Funds, Sharia • Promote integration, interconnection,
Mutual Funds, and others. In addition to these main interoperability, and security and reliability.
services for customers, there are other services
such as branch location information, dashboards, SNAP BI standardizes several things, such as:
consolidated balances, e-statements, e-claims, auto- Communication protocol
debit, transaction history, and RC mutations. • API architecture type
• Fund structure and format
In 2024, a system upgrade was implemented to • Authentication, authorization, and encryption
ensure users had the best experience. This system methods
renewal was designed to enhance three main • Provisions on API access management
aspects: improved system security, faster and more • Data request and response formats
responsive performance, and new features to meet
users' current needs.
BNI MERCHANT (EDC AND QRIS)
This is a mobile-based application used by BNI
merchants to support their daily QRIS and EDC
transactions. BNI Merchant is equipped with superior
features, including same-day merchant payments,
digital merchant registration, real-time transaction
notifications and biometric login technology. In the
future, superior features will be added, including
cashier features and after sales service features.
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Services and
Networks
BNI remains committed to providing the best process both through e-channels and wondr.
banking services to customers through a Through the features offered in the new outlet
combination of digital and face-to-face services format, including the placement of Branch Digital
to improve customer experience and facilitate Assistants throughout the office network, BNI
customers in making transactions at the Bank. BNI believes that customers will experience a fast,
keeps expanding its networks and services through easy, safe, and transparent digital technology-
Branch Transformation as one of its main focuses in enabled banking experience. BNI has also presented
answering various customer needs. banking cafés that add to customer convenience
in transacting at BNI Outlets and e-Channels. In
STRATEGIES AND POLICIES IN 2024 addition, in penetrating business acquisitions in the
Housing, School, University, and Public Area areas,
In the increasingly competitive and fast-paced BNI optimized 16 (sixteen) of its O-branches in 2024
banking industry in the current digital era, BNI into mobile banking cafés.
remains committed to transforming banking
services to meet increasingly complex customer STRATEGIES AND WORK PLANS FOR 2025
demands. In 2024, BNI focused on transforming its
office network to improve customer service with BNI will remain committed to providing banking
reliable e-channels and digital through BNI ATM, services to meet increasingly complex customer
CRM, DigiCS, wondr & BNIdirect; growth in outlet needs. In 2025, BNI will continue its network
productivity and operational process efficiency. The and service transformation through Branch
branch transformation was supported by: Transformation by executing the following strategies
• Office network optimization, by strengthening and work plans:
optimal office networks with 4 (four) new outlet
formats for business penetration of all customer 1. Optimizing the distribution network, both office
segments with due consideration of market and e-channels & digital networks that are
distribution and coverage. integrated in line with the customer journey and
• Strengthening sales models & business operating model based on advisory & service-to-
processes that support branch productivity. sales.
• Optimization of O-branch into a mobile banking 2. Strengthening the sales model & sales
café for acquisition penetration in Housing, management depending on the type of outlet
School, University and Public Area areas. and the potential of each region.
• Placements of Branch Digital Assistants, to 3. Optimizing the growth opportunities for
optimize Shifting Transactions to increase derivative businesses (value chain) from the
customer transactions. wholesale customer ecosystem in a close-loop
manner, from wholesale customers, distributors,
PERFORMANCE IN 2024 suppliers, to payroll, as well as working on
superior business potential to increase CASA &
Until December 2024, in line with its network and FBI.
service-related strategy and policies, BNI made 4. Streamlining the process at outlets through
adjustments in 246 of its office networks into 4 digitalization and accelerating the migration of
(four) new outlet formats; Super Flagship, Business transactions to digital channels.
Flagship, Thematic and Digital First, which provide
convenience for customers in making banking
transactions with a digitally integrated service
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Customer
Experience Center
Customer Experience Center was formed by BNI 1. Improving employee competency through
with several functions as i.e. touch points, voice of training that can form a digital mindset, analytical
customer, financial counsel, mediation to regulators, thinking, communication skills, sales skills, and
consumer protection, and telesales. One of the service oriented.
center’s main functions is to serve as one of BNI's 2. Accelerating complaint resolution through data
touch points that always deliver fast, affordable, input accuracy and improving the Service Level
yet still the best services for customers where the Agreement (SLA) for complaint resolution.
customers can get information, make transactions 3. Reviewing and creating Standard Operating
and get solutions to every problem through an Procedures (SOP) as process improvements,
integrated omni channel platform. The objective is improving service quality, and mitigating risks to
to create positive perception through the customer the implementation of employee activities.
journey to build strong relationships with customers 4. Optimizing digital services to improve service &
and push repetitive business growth. sales.
5. Improving business processes through
Customer Experience Center services consist of: optimizing data analytics and voice of customers
- 24-Hour Phone Service: BNI Call 1500046 (access that support the company's business.
from within the country) or +62-21-30500046 6. Optimizing the supervisory function of the
(from abroad), 1500098 (Emerald Customers), implementation of work activities according to
and 1500146 (Merchant Care and Agen46). SOP, authority management and data access
- E-mail: bnicall@bni.co.id. arrangements to reduce the risk of operational
- BNI Live Chat: Chat with us at www.bni.co.id, fraud.
WhatsApp 0811-588-1946, Ask BNI at BNI Mobile
Banking, and BNI Call Virtual Assistant.
- Social Media Platforms: Instagram at @ ACHIEVEMENTS IN 2024
bni46, Facebook at BNI, and X at @BNI & @
BNICustomerCare. Various strategies and policies that have been
- CX wondr is a video banking service connected implemented have succeeded in making the
to the wondr by BNI application to make it easier Customer Experience Center achieve achievements
for customers who experience problems during throughout 2024, including:
activation or when opening a savings account 1. The Best Call Center from the Bank Service
through the wondr by BNI application. Excellence Award 2024
- CX Sales is an outbound campaign to convey BNI 2. The Best Overall Contact Center from the Bank
product offers to prospective customers. Service Excellence Award 2024
3. The Best Phone Banking from the Bank Service
Excellence Award 2024
STRATEGIES AND POLICIES IN 2024 4. The 2nd Best Social Media from the Bank Service
Excellence Award 2024
Customer Experience Center is committed to 5. Gold Winner of The Best Customer Experience
always maintaining and improving the quality from The Best Contact Center Indonesia 2024
of service by making continuous improvements 6. Silver Winner of The Best People Development
through various innovations that focus on customer from The Best Contact Center Indonesia 2024
centric to improve customer experience as a form 7. Gold Winner of The Best Agent Digital Media
of supporting BNI's strategy towards a sustainable Sosial from The Best Contact Center Indonesia
business. In 2024, Customer Experience Center has 2024
realized the following strategic plans and policies: 8. Bronze Winner of The Best Agent Digital Chat
from The Best Contact Center Indonesia 2024
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9. Bronze Winner of The Best Agent English from As a concrete manifestation of its commitment
The Best Contact Center Indonesia 2024 to consumer protection, BNI has established
a Consumer Protection Department under the
In addition, Customer Experience Center is also Customer Experience Center Division. This
becoming a benchmarking place in the field of department aims to ensure that the implementation
Customer Experience for other companies in of consumer protection is tangibly felt by consumers
Indonesia, this shows that BNI is a benchmark for and the public. Its functions and scope include
Customer Experience Centers in Indonesia. planning and execution, socialization and education
on consumer protection, monitoring and evaluating
STRATEGIES AND WORK PLANS FOR 2025 consumer protection activities, and reporting to BNI
Management (the Board of Directors and Board of
In line with BNI's 2024-2028 Corporate Plan, the Commissioners) as well as to regulators such as
Customer Experience Center is committed to the Financial Services Authority (OJK) and Bank
maintaining and improving service quality and Indonesia (BI).
supporting the creation of branch transformation,
increasing transactions and market share growth. BNI has a consumer protection policy through
The 2025 strategy and work plan are outlined in 5 company guidelines that are adhered to by all
(five) main focuses, as follows: BNI employees. With the existence of consumer
1. Adding Customer Experience features to the protection company guidelines, all BNI employees
wondr by BNI application to make it easier for are expected to have a good understanding in
retail customers to transact and interact with implementing consumer protection including in
BNI. carrying out BNI product and service activities in
2. Adding Customer Experience features to the BNI accordance with the provisions stipulated by the
Direct application so that wholesale customers regulator, including:
can submit complaints more easily, cheaply 1. Product and/or service design.
and quickly and track the status of complaint 2. Provision of product and/or service information.
resolution. 3. Delivery of product and/or service information.
3. Improving the sales process that prioritizes 4. Marketing of products and/or services.
Customer Experience through the use of a new 5. Preparation of agreements related to products
design for multi-product sales so that sales and/or services.
are more productive and have an impact on 6. Provision of services for the use of products and/
achieving fee-based income. or services.
4. Integration of all call center telephone numbers 7. Handling complaints and resolving disputes over
as a risk mitigation to prevent fraudulent fake call products and/or services.
center numbers.
5. Maintaining consistency in improving Customer BNI has proactively implemented various strategic
Experience through improving HR competency steps in implementing consumer and community
or people development. protection, including by conducting socialization
and education on consumer protection both online
CONSUMER PROTECTION and offline.
BNI is committed to consumer protection and the Online socialization and education are carried out
community by providing the best service and product through social media Instagram and Tiktok with
delivery in accordance with customer needs as a the account name @cxc.protection which contains
form of compliance with regulators in accordance educational content with themes including:
with applicable regulations, including POJK No. 1. Safe Tips for Financial Transactions
22 of 2023 concerning Consumer and Community 2. Beware of Banking Crime Modes
Protection in the Financial Services Sector and Bank 3. Avoid Online Gambling (Judol)
Indonesia Regulation No. 3 of 2023 concerning Bank 4. Beware of Illegal/Fake Investment Traps
Indonesia Consumer Protection and other relevant 5. Introduction to Official BNI Products and Services
laws and regulations.
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BNI's contribution in implementing consumer PERSONAL DATA PROTECTION
protection consistently and massively through
social media has received the 2024 Joint Consumer BNI recognizes that customer trust is a highly
Protection Movement (Geber PK) Contributor valuable asset. Therefore, BNI is committed to
Appreciation from BI. ensuring that customer information or Personal Data
remains secure during the Personal Data Processing
Furthermore, BNI has also implemented various (and during the Retention Period) in accordance
offline consumer protection socialization and with Law No. 27 of 2022 dated October 17, 2022,
education agendas, including: concerning Personal Data Protection.
1. Consumer Protection Education for Students and
Pupils throughout South Jakarta at the Indonesia In implementing this commitment, BNI has
Banking School Kemang Jakarta on January 22, established a Data Protection Officer (DPO)
2024 with OJK. responsible for monitoring and ensuring compliance
2. Consumer Protection Education for Students in with Personal Data Protection regulations.
Klungkung Bali on June 3, 2024 with BI. Throughout 2024, BNI made continuous adjustments
3. Consumer Protection Education for the to internal policies and procedures, conducted
Community and the Waste Care Community in training and socialization for all employees,
Bantargebang Bekasi on June 14, 2024 with OJK. recorded personal data processing, assessed the
4. Consumer Protection Education for Students at impact of personal data protection, managed risks
Trisakti University Jakarta on October 15, 2024 related to third parties, established mechanisms
with OJK. for handling personal data protection failures, and
utilized electronic systems equipped with adequate
The active role of the BNI Board of Directors as a security levels based on applicable regulations.
form of BNI's commitment and seriousness in
implementing consumer protection can also be seen Currently, customer consent for optimal service by
from the participation of the BNI Board of Directors receiving promotions/information/product/service
in various consumer protection agendas, including: offers from BNI can be provided through various
1. Consumer Protection Education with the Director available channels, including the nearest branch
of Network & Services to Indonesian Migrant office, wondr, BNI Mobile Banking, and DigiCS. The
Workers in Hong Kong on February 25, 2024. provision of personal data to the BNI Group and/
2. Protection Education with the Director of Network or Business Partners is based on the consent of
& Services to Indonesian Migrant Workers in the respective customers. In this regard, BNI has
Japan (Tokyo and Osaka) on June 29-30, 2024. established a Privacy Notice (accessible at the link
3. Consumer Protection Education with the Network https://www.bni.co.id/id-id/individu/pemberitahuan-
& Services Director to Construction Workers in privasi) as a form of transparency regarding how
the Nusantara Capital City (IKN) on August 16, BNI collects, uses, and protects customer personal
2024. data.
In addition, BNI currently also has friendly service To provide the best personal data protection,
and infrastructure standards and makes it easier for BNI is committed to continuously evaluating the
people with disabilities to access financial services, implementation of personal data protection on a
both savings products and business capital support regular basis in line with technological advancements
in the form of credit/financing for disabled MSMEs. and applicable regulations.
These various facilities make it easier for customers
with disabilities to transact and interact with BNI.
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Data Management
& Analytics
STRATEGIES AND POLICIES FOR 2024 In 2024, BNI in Data Management & Analytics
focused on the following:
Data Management & Analytics is BNI’s key strategy 1. Improving human resources (HR) capabilities in
in managing, storing, and analyzing data to support data engineering, data analytics, data science,
a better, more efficient, and more accurate business and data visualization through on-the-job
decision-making. A combination of proper data development, training and certification that
management and advanced analytical techniques, could accelerate innovations and adaptation to
allows BNI to build competitive advantages, improve industrial developments.
operational efficiency, and accelerate business 2. Improving business performance and realizing
innovations in the pursuit of its stated Vision of sustainable value creation through the
becoming a Financial Institution with Sustainable development of advanced analytics and the
Service and Performance Excellence. application of the latest technology to encourage
market-driven innovations.
In practice, the 3 (three) key strategies of the Data 3. Increasing the success rate and contribution to
Management & Analytics Division (DMA) will significant business impact by implementing
support BNI’s business performance and keep it more focused strategies, optimizing operational
within regulatory compliance: processes, and utilizing data and technology to
make more informed decisions.
1. Development of HR capabilities through training 4. Improving overall bank performance through
and certification to accelerate adaptation to comprehensive monitoring, backed by
change, build a data-savvy culture, and improve improving business initiative monitoring
understanding of data usage in business decision capabilities using automation solutions that also
making. increased dashboard visibility and accessibility;
2. Implementation of advanced analytics to and improving operational processes by
generate quality leads that contribute to implementing automation solutions in the
improving business performance, especially in Regulatory Report Solution (RRS), and pairing
digital channels. the effort with strengthening business processes
3. Utilization of the latest technology and by adding capacity and capabilities of Business
improvement in technological capabilities to Intelligence tools.
provide added value for retail customers through 5. Increasing the capacity and capability of Big
the implementation of need-based product Data to support the processing of larger and
personalization using a recommendation system. more complex information, and increasing the
availability and reliability of the Data Platform to
During 2024, BNI successfully conducted an ensure fast, safe, and consistent access to data
analysis of business potential, potential leads, that are needed in strategic decision making.
reports and dashboards that have been utilized 6. Strengthening the data governance function
to support the achievement of business targets. to ensure more structured, transparent, and
BNI makes continuous improvements in the data secure data management that aligned with the
management aspect, modernizes reports in the form implementation of the Personal Data Protection
of dashboards and quality data analytics system Law (UU PDP) to comply with regulations, protect
and HR capabilities that are expected to improve user privacy, and increase stakeholder trust in
the quality of analysis results to assist in decision data management.
making. BNI also produces AI-based analysis using
state-of-the-art methods that are utilized to improve
business, operations and risk. The results of the
analysis are manifested in several priority projects
for RACE digital transformation to drive business
growth in each segment.
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INNOVATIONS IN 2024 d. Provision of Datamart Notification System
Providing an automatic notification system
The DMA Division makes continuous improvements to monitor the availability of tables in the
with a laid focus on providing data and analytics to datamart. This system checks the tables that
support the BNI Transformation Project. Here are form the datamart extracted directly from the
some of the activity highlights of the DMA Division database server before they are loaded into
in 2024: the datamart, ensuring the adequacy and
1. Increasing the capacity of the war room to support accuracy of the data available for operational
more effective data visualization and making and analytical needs.
them accessible by more users, as well as easy e. Implementation of the Personal Data
dashboard access through the integration of Protection Law (UU PDP)
LDAP user logins, which is expected to increase Supporting the implementation of the PDP
the number of viewers and facilitate use by Law passed on September 20, 2022 to
various related parties. ensure BNI’s compliance with government
2. As part of efforts to support digital transformation regulations. Compliance support efforts
and integrated data management, Data include the creation of Records of Processing
Management and Governance continues to Activities (ROPA) to document the bank’s
develop strategic initiatives that focus on personal data processing activities, procure a
efficiency, accuracy, and regulatory compliance. PDP Law Consultant to assist in implementing
Some of the main activities carried out include: best practices for implementing the PDP Law,
a. Dashboard Server Capacity Expansion. and share preparations for implementing the
Expanding the Dashboard server capacity by PDP Law in BNI’s Subsidiaries and BNI’s KLN.
adding nodes to allow access by more users 3. Launch of BNI Campaign Management,
simultaneously in a specific point of time. This including centralization of lead management,
step aims to support increased operational tracking and monitoring of campaign programs,
efficiency and scalability of the analytical and evaluating programs through campaign
system used by various work units. analytics. Campaign management should
b. Big Data Capacity Expansion increase its effectiveness.
Developing Big Data infrastructure by adding 4. In early 2024, BNI launched a series of digital
11 new nodes and increasing storage capacity. innovations, including the implementation
This initiative allows faster data access and of chatbot product knowledge in the New
larger processing capacity, while meeting the Digisiales application, online gambling and fraud
needs of increasingly complex data analysis. transaction analytics using graph analytics and
c. Implementation of SSDP (Self-Service Data machine learning, and developed merchant
Preparation) analysis and product recommendations for
Implementing SSDP to support self-service consumer banking. Also undertaken were credit
applications in the Regional Control Function card revolving and churn analysis, determining
(RCF) area. This solution enables end-to-end transaction branches based on location, and
data provision through web-based access, clustering branch transformation. BNI also
hence, supporting the implementation of launched of PMS Digital Assistant and the first
the SSOT (Single Source of Truth) concept. phase of Generative AI to further strengthen
The solution allows for more accurate and customer service and experience.
efficient data processing.
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STRATEGIES AND WORK PLANS FOR 2025 5. Implementation of campaign management to
support business improvement and centralization
The DMA Division supports business growth of leads management.
in accordance with the Bank’s Business Plan by 6. Implementation of advanced analytics methods
increasing system and human resource capabilities, to provide leads/solutions/recommendations, as
clear and transparent reports, delivering excellent well as AI-based innovation as a manifestation of
analytical results, and strengthening the data value creation for business.
governance function. In 2025, DMA will focus on 7. Exploration of the latest technology data in the
implementing the following strategies: market to optimize work processes in DMA and
business processes.
1. Effectiveness of analytics/leads that improve 8. Supporting the formation of a strong data culture
business performance including segments, through self-service dashboards.
products, and channels. 9. Improving Human Resources (HR) capabilities
2. Improvement of data management platform for through development, training and certification.
various business support needs.
3. Implementation of Data Lake House to support
scalability of data processing, storage and
analysis in supporting various types of reports,
dashboards and analytics.
4. Implementation of Metadata Management
Platform to support data governance framework
and single source of truth.
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Service Quality
Function
IMPROVING SERVICE QUALITY AS ONE work culture, prudential principles and the
OF THE STRATEGIES TO ENCOURAGE BNI implementation of risk culture and anti-
BUSINESS ACCELERATION fraud awareness.
Service quality improvement is one key strategy that The FLA program consists of 3 (three)
BNI has adopted to accelerate business growth with stages and each stage has the following
the acquisition of new customers while maintaining learning methods:
the loyalty of its existing ones. With higher
service quality, BNI can face the increasingly tight • Basic
competition, capitalize on growth opportunities in The applied method at this stage is
the digital era, and further cement its position in the self-learning with a delivery format in
banking market. BNI will continue to create excellent the form of e-learning, post-test, and
services across touch point network, that functions micro learning. Frontliners will receive
to support BNI as the Bank makes consistent efforts materials related to the introduction
to become the Leading Financial Institution in and general knowledge of the company,
Service and Performance, which will ultimately lead BNI products and services that can
to the creation of a positive experience that can be accessed through the Frontliner
build long-term relationships and increase customer Academy feature in BNI Smarter.
satisfaction and loyalty towards BNI.
• Intermediate
INITIATIVES AND SERVICE DEVELOPMENT This stage is an advanced stage after
STRATEGY participants have completed the entire
series of learning at the Basic stage,
As competition in the banking business increases, the materials are adjusted according to
BNI has been more consistent in undertaking the position (Customer Service, Teller,
initiatives and executing improvement strategies to BNI Digital Assistant, and Frontliner as
produce added value for service quality that aligns Roster). At this stage, participants will
with customer needs. also receive materials with the form as
During 2024, BNI took 3 (three) strategic steps delivered in the Basic stage.
to improve service quality; Increasing Customer
Preferences, Increasing Outlet Productivity, and • Advanced
Optimizing Service Digitalization. This is the final stage of the FLA
program after participants have
1. Customer Preference Enhancement completed the Basic and Intermediate
a. Enhancing the capabilities of officers at stages. In the final stage of the FLA
all customer touch points to provide fast, program, the training is divided into
personalized, solution and business creation two sessions, namely Self Learning and
services. This strategy includes: In Class Training sessions.
i) Frontliner Academy (FLA) To see how participants understand the
A learning program delivered on an material and how the training goes, an
integrated learning platform that is easily evaluation will be conducted at each
accessible with materials in the form of stage as follows: Circle-1 Evaluation
soft skills and hard skills according to the (Learning Reaction) for the Advance
competencies needed by all frontliners. stage; Circle-2 Evaluation (Learning
This program aims to support the Gain) for the Basic, Intermediate and
improvement of competency standards Advance stages; Circle-3 Evaluation (on
in BNI products and services knowledge, The Job Behavior) specifically for the
Advance stage and Circle-4 Evaluation
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(Result) specifically for the Advance customer satisfaction through the 7P
stage with the target of opening a aspects: Product, Price, Place, Promotion,
New CIF account (excluding Walk-in People, Process, and Physical Environment
customers who come to the outlet/ as well as employee satisfaction
banking hall). with assessment aspects including
Coordination, Communication and
ii) Sharing Information Regarding Operations Cooperation; Work Results/Output; Work
and Services (SIS OLA) of Branches/ Process; Commitment/SLA; Employees;
Outlets and Provision of Data/Information.
A program initiated to improve the ii) Service Experience Index (SEI)
performance of frontliner officers A system for measuring and monitoring the
in delivering services and solutions quality of BNI services covering all regions,
according to customer expectations branches and outlets, which is carried
and personalizing services according to out periodically and continuously. SEI is
customer segments and needs. This online measured through 3 (three) dimensions
run program is also an effort to achieve with strong level of independence,
business targets faster while increasing allowing the measurement results to
the business potential of each customer reflect the outlet’s service conditions more
who comes by improving service quality realistically. The three dimensions are:
and product knowledge. 1. Dimension 1: BNI Service Performance
in National Banking Industry
iii) BNI Excellence Leader (BEL) 2. Dimension 2: Customer Experience
A consistent and sustainable refreshment 3. Dimension 3: People Competency
program for Leaders run to improve SEI is also one of BNI’s efforts to encourage
understanding and knowledge of all outlets to increase business through
service aspects that are points in service improvements and enhancements in
assessments and to make Leaders role customer service quality and to provide
models in service activities. support for achieving BNI’s service and
business targets.
iv) Fun Referral iii) Branch Visit & Fact Finding
A program run under collaboration with A program aimed at improving the quality
BNI Life that serves as one of the enablers of frontliner services to support the outlet’s
to increase awareness and self-confidence business improvement and increase the
of all Frontliners and Leaders at Outlets unit’s Compliance Risk Awareness in
in offering BNI Life insurance products to carrying out operational activities and
accelerate BNI and BNI Life businesses. services according to regulations.
iv) Online CCTV Monitoring
v) TFT Customer Service Officers One of the monitoring tools is CCTV media,
A Quick Win program to improve the aiming to measure the consistency of
capabilities of Customer Service officers frontliner service when serving customers
who will become facilitators with at branches/outlets in real time.
comprehensive material provision. v) CCTV Outlet Monitoring
Apart from using online CCTV media
b. Measuring and monitoring service quality for real-time monitoring, BNI also
performance to accelerate business at outlets maximizes monitoring through CCTV
and as a medium to obtain direct feedback outlet recordings to track frontliner service
from customers on business, service and activities and ensuring compliance with
operational improvements. established service standards.
vi) BNI Service Rating
i) Customer Satisfaction Survey (CSS) This is one of the tools or aids used by
A survey conducted to identify and BNI to measure the level of customer
measure the level of satisfaction of BNI’s satisfaction (feedback) on the services
external and internal customers on the received. Customers provide direct
quality of services provided. This survey assessment (rating), enabling follow-up
is the voice of customers that evaluates actions for improvement or enhancement
(evaluation) at each branch office and
outlet.
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services to customers which varies depending
2. Improvement of Outlet Productivity on the city tiering (Top Metro, Metro, Urban
Enhancing the capability of service officers and Rural) and transaction complexity.
capable of identifying customer needs
with service solutions by increasing digital The outlet format has been set to make
transactions via shifting transactions to digital differention based on customer location and
while strengthening and optimizing automation specific needs. The outlet is supported by a
and digital devices to improve the quality of layout that carries the concept of zoning and
service to customers. Given below are some of features integrated e-channels and digital
the activities carried out: tools.
a. Selling Skill for Roaster Training New Outlet Format:
This is one of the capability developments for • Super Flagship
critical frontliner positions (CS and Teller) in Super Flagship is an outlet format for
improving the capabilities of officers who will branch offices that functions as a financial
be shifted to Roster (Sales Farmer). supermarket for all customers, especially
wholesale and priority banking customers,
b. New Channel Model dominated by Emerald’s AUM (Asset
BNI has carried out Corporate Transformation Under Management) portfolio and a high
Program as a comprehensive business number of diamond clients in the Top
transformation effort in all aspects and Metro city tiers.
decided on 5 (five) outlet formats, for branch
offices and sub-branch offices, namely Super
Flagship, Business Flagship, Thematic, Digital
First and Smart Conventional. The outlet
format refers to the type of location and
business model used to provide banking
• Business Flagship
This outlet format has relatively complete facilities in terms of people, authority, infrastructure and
can be equipped with a business lounge (according to needs), especially to support the activities
of wholesale and commercial/SME customers with a high number of transactions. The Business
Flagship Outlet can function as a community center for all customers, especially wholesale
customers in the Top Metro, Metro and Urban city tiers.
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• Thematic
A format for a branch office outlet that is adjusted to the lifestyle of its surroundings, such as
tourist locations (experience center), education, business (community center), upscale residence,
hospital and can also be adjusted to the scope of business handled by the OBO (Outlet Business
Optimization) outlet or to serve wholesale transactions. Thematic Outlets are in the Top Metro,
Metro and Urban city tiering.
• Digital First
This outlet format is specifically designed for sub-branch offices that are dominated by simple
transactions and can be completed at any available e-channel machine with complete features.
Digital First outlets are located in the Top Metro, Metro and Urban city tiers and in urban ceters
such as malls, stations or airports, to facilitate fast-moving customer transactions.
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• Smart Conventional
This outlet format is specifically designed for branch offices and sub-branch offices. Smart
Conventional has a relatively the same appearance as the existing ones, the only different is they
come with e-channel machines and customer service using a flow that is oriented towards digital
transactions. Smart Conventional outlets are located in the Urban and Rural city tiering.
3. Service Digitalization Optimization iv).T-Care
The service strategy of all digital channels as A machine that can be used for banking
automation-based banking services and self- transactions via Self Service to avoid
services for all customers/potential customers to queueing at the Teller.
enjoy with prioritized digital process through fast,
reliable and personalized services. The strategy is b. Biometric Fingerprint
executed as: A verification tool for the accuracy of
customers/protective customer identities
a. Branch Digital Services by matching fingerprints when opening an
i). DigiCS account or data maintenance and supervisor
A customer service machine that can be authorization. This Biometric Fingerprint also
used for self-service with various features serves to expedite and simplify the process
that can be accessed by walk-in customers of opening a BNI account for new customers
both BNI and non-BNI Customers. and mitigate the risk of processes without
ii) DigiCS Lite customer presence. With this tool, operational
BNI’s digital channel to improve customer risks (fraud) caused by account opening,
experience through speed of digital data maintenance, and transactions without
services as well as customer education. customer presence as well as misuse of User
DigiCS can mitigate the risk of fraud in ID/Password can be mitigated.
officer services.
iii). BNI SPRINT (Self Service Passbook Printer) The biometric fingerprint module consists of:
BNI Channel that prints account transaction • Enroll (customer fingerprint recording)
history on savings books in the form of • Account Opening
receipts and can be sent via e-mail using a • Transaction
Chip Debit Card as a verification tool. BNI • Customer Data Maintenance
SPRINT functions to optimize customer • Supervisor Authorization
service tasks at Branch Offices in serving
Customers as one form of branchless As of December 31, 2024, the biometric
transformation in the digital era. fingerprints system had been implemented
in 1,765 from 1,780 BNI outlets with the
following data:
• 197 Branch Offices (100%)
• 1.583 Sub-Branch Offices (99.05%)
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BNI’S ACHIEVEMENT IN OFFERING QUALITY SERVICE AT EVERY TOUCH POINT
BNI embraces its commitment to maintain and improve the quality of service at every touch point that leads
to the creation of customer satisfaction and loyalty. This strategy has been adopted to realize BNI's Vision of
becoming a Financial Institution with Sustainable Service and Performance Excellence. In 2024, BNI again
garnered a series of awards that fell under satisfactory qualifications. Some of the awards BNI received
were from Infobank Magazine and Marketing Research Indonesia (MRI) for the Conventional Bank category,
namely:
1. The Best Overall Contact Center
2. The Best Phone Banking
3. The Best Call Center
4. The Best Overall E-Banking
5. The Best Branch ATM
6. The 2nd Best Social Media
7. The 2nd Best Mobile Banking
8. The 2nd Best Overall Digital Channel
9. The 2nd Best SMS Banking
10. The 3rd Best Conventional Bank in Service Execellence
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Capital & Risk
Management
Practices
Capital 474
Risk Management Practices 476
Risk Exposure Disclosure 518
Capital & Risk
Management
Practices
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Capital
MANAGEMENT POLICY ON CAPITAL 2. Calculate KPMM according to BNI’s risk profile.
STRUCTURE Based on POJK No. 11/POJK.03/2016 concerning
Minimum Capital Requirements for Commercial
The aim of capital structure management and capital Banks as amended several times, most recently
adequacy is to ensure that BNI consistently maintains by POJK No. 27 of 2022 dated December 26, 2022,
sufficient capital to cover risks and support its states that risk profile rank 2 (low to moderate)
business strategy while complying with regulatory has a minimum CAR of 9% to less than 10%.
requirements. In calculating capital adequacy, BNI BNI’s KPMM matches BNI’s risk profile at 9.80%.
refers to the provisions of the Financial Services 3. Apart from calculating KPMM based on minimum
Authority (FSA), including the following: capital according to the risk profile, BNI also
1. Financial Services Authority Regulation No. 11/ calculates additional capital as a buffer, if a
POJK.03/2016 concerning Minimum Capital financial and economic crisis occurs which could
Requirements for Commercial Banks as amended disrupt the stability of the financial system. The
several times, most recently by Financial additional capital is in the form of:
Services Authority Regulation No. 27 of 2022 a. Capital Conservation Buffer of 2.5% (two point
dated December 26, 2022. five percent) of Risk Weighted Assets (RWA).
2. Financial Services Authority Circular No. 26/ b. Countercyclical Buffer of 0% (zero percent) of
SEOJK.03/2016 dated July 14, 2016 concerning Risk Weighted Assets (RWA).
Minimum Capital Requirements for Commercial c. Capital Surcharge for Systemic Banks is 1.5%
Banks according to Risk Profile and Fulfillment of (one point five percent) of Risk Weighted
Capital Equivalency Maintained Assets. Assets (RWA).
To measure BNI’s capital ability to absorb risk, In terms of capital structure, until December 2024,
BNI calculates the Minimum Capital Requirement BNI has core capital (Tier-1) of IDR142,043,039
(KPMM) through the following stages: million (bank only) and IDR147,431,803 million
1. Calculate the minimum capital adequacy of 8% (consolidated) as well as supplementary capital
of total RWA using the risk weighted asset (RWA) (Tier-2) of IDR10,264,378 million (bank only) an
measurement methods in accordance with IDR10,456,938 (consolidated) with Tier-1 CAR
regulatory requirements, as follows: ratios reaching 19,96% (bank only) and 20.24%
a. Credit Risk: Standardized Approach and (consolidated).
Internal Rating Based Approach.
b. Market Risk: Standardized Approach and
As of December 31 2024, BNI has a CAR of 21.40%
Simplified Standardized Approach.
(bank only) and 21.67% (consolidated). BNI’s total
c. Operational Risk: Standardized Approach.
minimum CAR is at the level of 13.80%, so BNI’s CAR
in 2024 has met the provisions of the banking and
financial services regulator.
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CAPITAL STRUCTURE DETAILS
A detailed description of the capital structure is presented as follows:
Capital Structure
Description 2024 (Rp-billion) 2023 (Rp-billion)
Core Capital (Tier 1) 142.043 130.938
Main Core Capital (CET 1) 132.386 121.699
Complementary Capital (Tier 2) 10.264 11.079
Total Capital Available 152.307 142.016
RWA for Credit Risk 660.200 609.161
RWA for Market Risk 14.162 2.812
RWA for Operational Risk 37.411 34.967
Total RWA 711.774 646.939
CAR ratio 21,40% 21,95%
Ratio CET 1 18,60% 18,81%
Ratio Tier 1 19,96% 20,24%
Ratio Tier 2 1,44% 1,71%
Minimum CAR Based on Risk Profile 9,80% 9,80%
CAR Minimum + Buffer 13,80% 13,80%
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Risk Management
Practices
In 2024, the financial services sector remained stable Within BNI, risk management practices have been
and contributed to national growth, supported aligned with business strategies that emphasize
by strong capital levels and high solvency, as a proactive and forward-looking nature aimed
well as a manageable risk profile amid ongoing at maximizing added value for all stakeholders,
global uncertainties as tensions in trade wars and managing capital comprehensively, and ensuring
geopolitical issues escalated and global commodity profitability and sustainable business growth.
prices normalized. The global economy generally In conducting its business activities, BNI has
sent weakening signal, with U.S. economic data continued to develop innovative products and
recorded lower than expectations amid persistent services. Supported by digital technology and
inflation.This has led the market to raise expectations reliable networks, BNI consistently implements a
for two (2) cuts in the Fed Fund Rate (FFR) in 2024, Risk Management process in every business and
higher than the guidance from The Fed of one (1) cut. operational activity that allows BNI to mature into a
sound and sustainably growing bank.
Global geopolitical tensions were reportedly
increasing in line with the high political dynamics in To ensure that Risk Management runs effectively,
the U.S., as well as potential instability in the Middle it is essential that to base its implementation on
East and Russia due to the escalation of the war in Risk Governance, which clearly governs roles
the Ukrainian border region. and responsibilities, decision-making processes,
linkages between risk management functions, and
These developments have caused both risk the establishment of policies that ensure that risks
premiums and risk yields to increase globally. are managed well.
The trend prompted capital flight from emerging
markets, including Indonesia, leading to weaker Additionally, BNI implements responsible banking
financial markets in most of emerging markets. practices with a focus on sustainable finance and
the management of environmental, social, and
Domestically, economic performance remained governance (ESG) aspects. Each year, BNI sets
stable. Core inflation was under control. with the targets to improve economic performance and
trade balance surplus continueing, indicating that green financing. To achieve economic performance
external resilience remains intact. Strong economic targets, BNI undertakes digital transformation and
growth was also reflected in rising income and strengthens intermediation performance in line with
employment absorption. However, it remained national recovery.
important to note that the recovery of purchasing
power was currently progressing relatively slowly. Meanwhile, in managing its green portfolio, BNI
continues to strive to enhance its green portfolio
In facing these conditions, it was important for BNI and achieve environmental performance from green
to apply an integrated risk management approach bonds. BNI will assess potential debtors based
to identify, measure, monitor, and control all risk on their ESG management. Initial assessments of
exposures. Therefore, sound risk management ESG aspects in the credit process are conducted in
practices became essential in protecting capital and accordance with applicable policies at BNI. Under
optimizing returns against business risks. the management of the Enterprise Risk Management
Division and Policy Governance, BNI manages the
green portfolio and periodically evaluates credit
policies and relevant ESG aspects.
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As a state-owned bank that serves as a key driver Financial Services Authority Regulation No. 27 of
in the implementation of sustainable finance 2022 dated December 26, 2022.
in Indonesia, BNI embraces its commitment to 10. Financial Services Authority Regulation
internalize sustainability principles, including a No. 5 of 2024 dated March 27, 2024 concerning
commitment to financing sustainable activities. Determination of Supervisory Status and
Handling of Commercial Bank Problems
BASIS FOR APPLICATION OF RISK 11. Financial Services Authority Regulation
MANAGEMENT No. 37/POJK.03/2019 dated December 19, 2019
concerning Transparency and Publication of Bank
The implementation of BNI Risk Management is Reports
based on national and international regulations,
including Law, Regulations of the Ministry of State- BANK RISK MANAGEMENT POLICY
Owned Enterprises (BUMN), Regulations of the
Lembaga Penjamin Simpanan (PLPS), Regulations Risk is the potential loss due to the occurrence of
of the Financial Services Authority (FSA), Bank a certain event. Risk in the banking context is a
Indonesia Regulations (PBI), and Basel Committee potential event, both expected and unexpected,
on Banking Documents Supervision (BCBS). Several which may cause a negative impact on the Bank’s
regulations related to the Bank’s Risk Management income and capital.
include:
1. Law of the Republic of Indonesia No. 4 of 2023 Risk management is a series of methodologies
dated January 12, 2023 concerning Financial and procedures used to identify, measure, monitor
Sector Development and Strengthening and control risks arising from all Bank business
2. Law of the Republic of Indonesia No. 27 of 2022 activities, including efforts to mitigate and/or
dated October 17, 2022 concerning Personal Data minimize financial and nonfinancial losses that
Protection may arise from Bank products or activities, the
3. Regulation of the Minister of State-Owned relationship between Bank with customers, other
Enterprises (BUMN) No. PER-2/MBU/03/2023 third parties and within the Bank.
dated March 3, 2023 concerning Guidelines for
Governance and Significant Corporate Activities The risk management policy is designed to ensure
of State-Owned Enterprises that the Bank is able to manage risks in a structured
4. Deposit Insurance Corporation (LPS) Regulation manner, reduce potential losses that could
No. 2 of 2024 dated August 13, 2024 concerning compromise financial stability, and support long-
Resolution Plan for Commercial Banks term growth.
5. Financial Services Authority Regulation No. 4/
POJK.03/2016 dated January 26, 2016 concerning During 2024, BNI has adequate policies, risk
Assessment of the Health Level of Commercial tolerance and risk limits which are regularly
Banks reviewed and approved by the Board of Directors
6. Financial Services Authority Regulation No. 18/ and Board of Commissioners. BNI also has
POJK.03/2016 dated March 16, 2016 concerning adequate processes for identifying, measuring,
Implementation of Risk Management for monitoring and controlling risks on an ongoing
Commercial Banks, as partially revoked by basis for all material risk factors, supported by a Risk
Financial Services Authority Regulation No. 13/ Management Information System. The effectiveness
POJK.03/2021 dated July 30, 2021 regarding of the implementation of the BNI Risk Management
Implementation of Commercial Bank Products Information System includes:
7. Financial Services Authority Regulation No. 38/ 1. Availability of information that is accurate,
POJK.03/2017 dated July 12, 2017 concerning complete, informative, timely, and can be used
the Implementation of Risk Management on by the Board of Commissioners, Directors
a Consolidated Basis for Banks that Exercise and related work units in implementing Risk
Control over Subsidiaries Management to assess, monitor and mitigate
8. Financial Services Authority Regulation No. risks faced by BNI, both overall risks and per type
17/POJK.03/2014 dated November 18, 2014 of risk.
concerning the Implementation of Integrated 2. The effectiveness of implementing Risk
Risk Management for Financial Conglomerates Management includes policies, procedures and
9. Financial Services Authority Regulation No. 11/ setting risk limits.
POJK.03/2016 concerning the Minimum Capital 3. Effectiveness of model risk management through
Adequacy Requirements of Commercial Banks the Model Risk Management Framework which
as amended several times, most recently by
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includes Model Risk Assessment, Model Control 6. Best available information
Framework, Model Life Cycle Management, BNI accommodates risk management input
Model Inventory and Policy & Governance in based on historical and current information as a
order to minimize potential losses that occur in the basis for future expectations. Risk management
process of model development, implementation explicitly addresses limitations and uncertainties
and use. associated with information and expectations.
4. Availability of information about the results BNI delivers the latest, clear and available
(realization) of implementing Risk Management information to relevant stakeholders.
compared to targets set by BNI in accordance 7. Human Resources (HR) and Cultural Factors HR
with risk management implementation policies behavior and culture significantly influence all
and strategies. aspects of risk management at every level and
stage.
Risk Management Principles 8. Continuous Improvement
To implement effective risk management, BNI BNI always makes continuous improvements to
applies the following principles: the risk management process through learning
1. TIntegrated and experience.
BNI implements risk management as an integrated
activity for every part of an organization. Objectives of Implementing Risk
2. Structured and Comprehensive Management at BNI
BNI implements a structured and comprehensive The implementation of Risk Management at BNI has
approach to risk management that will contribute the following objectives:
to consistent and comparable results. 1. Manage the risks inherent in BNI’s relatively
3. Customized complex products, activities and business
BNI develops risk management frameworks and activities.
processes that are adapted to the organizational 2. Provide an overview to Management regarding
context, both internal and external, according to possible losses that BNI could experience in the
organizational goals. future.
4. Inclusive 3. Improve systematic decision-making methods
BNI adapts and involves stakeholders according and processes based on the availability of risk
to their knowledge, views and perceptions. information.
This will result in awareness and informed risk 4. Maintain and improve the assessment of BNI’s
management. Risk Profile individually, consolidated and
5. Dynamic integrated as a Financial Conglomeration.
Risks can arise, change or disappear according 5. Manage BNI’s adequate capital structure to cover
to changes in the organizational context, both risks that may arise.
internal and external. BNI has implemented risk 6. Provide a more accurate basis for measuring
management to anticipate, detect, accept and BNI’s performance.
respond to changes and events appropriately 7. Create and maintain BNI’s strategic position and
and on time. reputation.
8. Create competitive advantages and maintain
sustainable growth so as to increase BNI’s
shareholder value.
9. Implement risk management at BNI as a center of
excellence supported by adequate competency
and understanding of every aspect of risk
resulting from the Bank’s activities and products.
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RISK MANAGEMENT FRAMEWORK
The risk management framework begins with the establishment of a risk strategy and risk appetite that
is aligned with BNI’s strategy and business objectives. Risk management is carried out based on the
risk operating model which includes Risk Governance, Risk Management Process, Policy and Tools &
Methodology. Risk management is supported by adequate Information Technology, adequate quality and
quantity of human resources, and strengthening risk awareness through internalization of risk culture.
The risk management framework is depicted in the following chart:
Business Strategy and Goals
Alignment
1 Risk Strategy and Risk Appetite
Risk Operating Model
Tools &
2 Governance 3 Process 4 Policy 5 Metodologi
6 Information
KomiteTechnology
Audit
7 HR & Risk Culture
1. Risk Strategy and Risk Appetite The risk management strategy is prepared with
Risk management strategies are formulated in consider the following things:
accordance with the overall business strategy by a. Economic and industrial developments and
taking into account the level of risk to be taken their impact on BNI’s risk exposure.
(risk appetite) and risk tolerance (risk tolerance). b. BNI organization, including adequacy
The aim of establishing a risk management of human resources and supporting
strategy is to ensure that risk exposure is infrastructure.
managed in a controlled manner in accordance c. Financial condition includes the ability to
with internal policies and procedures as well as generate profits, and BNI’s ability to manage
applicable laws and other provisions. risks that arise as a result of changes in
external and internal factors.
The risk management strategy is prepared to d. Internal portfolio mixes and diversification.
include several principles, namely:
a. Long term orientation to ensure BNI’s BNI’s risk management strategy includes Risk
business continuity. Appetite Statement and Risk Threshold Value at
b. Comprehensive in nature, able to control enterprise/corporate level which contains risk
and manage BNI risks both individually and capacity, risk appetite, risk tolerance, and risk
consolidated with Subsidiary Companies limit in a reliable and accountable manner and
and integrated within the BNI Financial provides the most optimal value for BNI with the
Conglomeration. following provisions:
c. Fulfillment of required capital adequacy and
adequate resource allocation.
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K C A PAC I T BNI RISK APPETITE STATEMENT
RIS Y
OLERA
KT NC
IS PPET
KA The type and magnitude of risk exposure are
R
I
E
S
measured using a risk measurement methodology
TE
RI
RISK that is linked to risk appetite, risk tolerance,
LIMIT
predetermined limits, and capital availability and
planning.
Benefits of setting a Risk Appetite Statement:
a. A clear and explicit risk appetite statement is part
of the risk management implementation strategy
a. Risk Capacity so that risk management implementation can be
This is the maximum risk that can be borne more effective.
by the Bank based on the availability of b. The existence of a risk appetite statement will
capital, borrowing capability, liquidity and in provide clearer direction for all employees
accordance with regulatory limits. in making decisions, thereby encouraging
b. Risk Appetite consistent decision-making that is in line with the
The level of risk to be taken (Risk Appetite) Bank’s strategic targets.
is the level and type of risk that the Bank is c. The same understanding of all units regarding
willing to take in order to achieve the Bank’s the predetermined risk appetite can increase the
objectives. awareness of all units and individuals regarding
c. Risk Tolerance risk, thereby strengthening the risk culture.
Is the maximum level and type of Risk set by d. Risk appetite helps provide certainty and manage
the Bank. Risk Tolerance is a description of the the expectations of the Bank’s stakeholders.
level of Risk to be taken. e. The existence of a risk appetite will assist
d. Risk Limit Management in allocating resources to the
Is a limit to monitor that risk exposure does right business units (main priority) in order to
not deviate too much from the risk target and obtain the expected results (expected return) in
remains within the risk appetite and/or risk accordance with the resources invested.
tolerance set to be carried out by the business f. Risk appetite will encourage each unit to improve
unit. its strategic planning by identifying risks that can
be taken and risks that must be avoided.
g. The existence of a risk appetite that is aligned
with the Bank’s business targets is expected to
encourage increased achievement of the Bank’s
performance (growth, efficiency, profits, increase
in share prices, etc.).
h. There is harmony between strategic planning,
capital management, and performance
management with risk management.
i. Strengthening the internal control system.
j. Meet Regulator requirements.
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BNI sets risk appetite and risk tolerance in line with the Bank’s strategic objectives, which are used as
a reference for the level of risk the Bank will take in achieving business objectives. BNI’s Risk Appetite
Statement (RAS) for 2024 is as follows:
Risk Appetite Risk Appetite Statement
Capability Maintain capital in accordance with the level of risk and review it periodically.
Profitablity Maintain sustainable profitability in the long term to support capital growth and bank performance
Credit Risk a. Maintaining quality credit growth focusing on priority sectors. Providing credit to industrial sectors
and high-risk business activities is carried out very carefully and selectively.
b. Manage concentration risk at a level that produces optimum returns.
c. Improving credit quality and effectiveness of problem credit management.
Market Risk Maintaining the level of Market Risk in accordance with regulations while still paying attention to
achieving business targets.
Liquidity Risk Maintain liquidity availability in accordance with regulations while still paying attention to achieving
business targets.
Operational Risk a. Intolerance to internal fraud.
b. Integrity is fully integrated into all decision-making and planning processes.
c. The Bank has a low risk appetite for operational risk, necessitating continuous improvement in the
quality of Risk Identification and Control.
d. Strong risk management for the continuity of IT services.
e. Maintain the implementation of IT projects according to the predetermined schedule.
f. Strong Business Continuity Management (BCM) to minimize the impact of external events on human
resources, services, and BNI’s assets.
Legal Risk Minimize potential losses due to legal problems in BNI business activities.
Strategic Risk a. Generate sustainable income with controlled risk.
b. Maintain capital in accordance with regulatory requirements and needs during normal and crisis
times.
c. Maintain sustainable business performance with controlled risk.
d. Maintain the Bank’s Health Level at a minimum of a Healthy rating.
Risk Compliance Continuously minimize fines from Regulators so that they decrease over time
Reputational Risk a. Maintaining BNI’s rating remains investment grade.
b. Enhance trust and positive perception through the Customer Journey to support business growth.
The governance for determining risk management
strategies consist of:
a. The Risk Management Strategy is one of the bases (references) in determining the business strategy
outlined in the BNI Bank Business Plan (RBB) which is determined annually and submitted to the
Regulator.
b. The risk management strategy is prepared and prepared by the Risk Management Work Unit, decided
by the Board of Directors through the Risk Management & Anti-Fraud Committee Meeting of the Risk
Management Sub Committee and approval is sought from the Board of Commissioners.
2. Risk Governance
It regulates roles and responsibilities, interrelationships between functions, as well as the establishment
of policies to ensure that risks are properly managed. In its implementation, risk management governance
is implemented based on the Three Lines Model concept. The functions and roles of each line in the three
lines model of risk governance are as follows:
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BOARD OF COMMISSIONERS
Accountability to stakeholders for organizational oversight
The Role of the Board of Commissioners: Integrity, Leadership and Transparency
BOARD OF DIRECTORS INTERNAL AUDIT
Actions (including risk management) to achieve
EXTERNAL AUDIT
organizational objectives Independent Assurance
Risk taking units or 1st-line roles Risk Control Unit or 2nd-Line Roles are Risk Assurance Unit or 3rd-
are responsible for the risks Responsible for preparing the Bank’s Line Roles are Responsible for
taken, execution, and results risk management framework, policies, independently assessing the
(day-to-day risk management principles, and methodology. effectiveness of risk management
& control). • Prepare proposed risk management implementation.
• responsible for managing strategies and policies, including • Conduct independent and
and controlling risks inherent risk appetite and limits. periodic internal audits on
in the daily activities (day- • Develop risk management the implementation of risk
to-day) of the business or its frameworks, policies, principles, management and internal
functions. tools, methodologies, and control.
• identify, measure, monitor, standards. • Prepare recommendations and
and control risks inherent • As a risk oversight unit, it carries input/corrective actions and
in business activities/ out overall risk aggregation and monitor their implementation.
functions in accordance reporting. • Report audit results to the
with the strategy/policy/risk • Provide advice or recommendations Audit Committee and key
parameters that have been to 1st-Line Roles in implementing stakeholders according to
implemented by 2nd line risk policies according to authority. authority
roles. • Escalating important problems/
decisions to Senior Management/
Directors/Risk Management
Committee.
Legend:
Accountability, Delegation, Direction, Resourcing, Alignment, Communication,
Reporting and Supervision Coordination, and Collaboration
It is essential to back the three lines model with The risk management process at BNI includes
internal control function at BNI and all Subsidiaries identification, measurement, monitoring and control
to ensure that the entire inherent control functions of all risks as well as disclosure of these processes.
run optimally.
1) Risk Identification
3. Risk Management Process Carried out proactively on all business activities
in order to analyze the source, level of possibility
of risk arising and the impact it causes.
1 2
2) Risk Measurement
Carried out in order to determine the magnitude
Risk of risk exposure as a reference for carrying
Identification Risk out control and for the purposes of calculating
Measurement
minimum capital requirements.
3) Risk Monitoring
3 Carried out to ensure that risks are managed
Risk
Monitoring
4 properly, including by:
a) Monitoring compliance with regulations
b) Predetermined risk tolerances and limits
Risk
Control c) Monitoring of stress testing results
d) Risk mitigation efforts that have been carried
out
5
Disclosure
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4) Risk Control The Risk Management Policy is elaborated into
Focused on risks that can be disruptive Bank operational Risk Management Procedures,
business continuity. The risk control process is which serve as a reference for risk management
adjusted to the risk exposure and risk level and implementation for each Risk Management Unit
tolerance to be taken. and are adequately documented.
5) Submit a Risk Report (Disclosure), which includes:
a) Risk Management Report to Regulators The Risk Management Procedures are further
b) Risk Management Report to the Board of elaborated on as Technical Guidelines for Risk
Directors Management, which contain specific procedures
c) Risk Management Information Report to the related to a product and/or specific activity
public
The Policies, Procedures, and Technical
4. Risk Management Policy Guidelines for Risk Management are reviewed
BNI has established a Risk Management Policies, periodically to align with regulatory changes and
which cover the General Risk Management the Bank’s business developments
Policy, the Integrated General Risk Management
and Capital Policy, as well as the General 5. Tools and Methodology
Internal Control System Policy. These serve In implementing risk management, BNI has
as the Company Guidelines that provide the already in place the tools and methodologies
fundamental rules for the implementation to enhance the quality of risk management.
of corporate activities in managing risks and Several tools and methodologies that have been
internal controls at BNI and the Financial implemented include but are not limited to:
Conglomeration, with a particular focus on risks
relevant to BNI’s business activities.
1) Credit Risk : • Internal Rating System (IRS 2.0) is an application for assessing the credit risk exposure of
each debtor
• RM Tools, an application to increase the efficiency of the credit process by digitizing
various processes to make them more integrated so as to optimize the RM sales journey
• Loan Management System (LMS) is a tool for improving end-to-end credit digitalization
to simplify and speed up the debtor acquisition process, as well as strengthening the
underwriting process to be more standardized with measurable risks.
• Single Integrated Monitoring (SIMON) is a debtor monitoring tool as an early warning
system to detect debtors with potential problems and monitor their action plans
• Central Limit System, as one-stop information regarding limits and facility grade for each
debtor or group
• Model Risk Management (MRM) is a methodology for optimizing the validation process,
increasing model life cycle efficiency, and reducing the emergence of model risks from
implemented models.
2) Market Risk : Kondor Global Risk (KGR) Market Risk is an application used to monitor market risk
3) Operational Risk : New Periscope, which includes Risk Control Self-Assessment (RCSA), Operational Risk Event
(ORE), and Business Continuity Management (BCM) modules
6. Information Technology
Risk management is supported by adequate Information Technology. BNI has sufficient Information
Technology in managing the tools and methodologies of risk management. These management activities
are supported by the Information Technology Work Unit (SKTI), which is responsible for providing
direction and planning through the execution of all strategic Information Technology initiatives at BNI.
7. Human Resources (HR) and Risk Culture
One of the initiatives to enhance the Quality of Risk Management Implementation is through the
improvement of Human Resources (HR) quality and the development of a strong risk culture. Risk culture
is the collective form of values, perceptions, behaviors, and attitudes of every BNI employee towards risk
and its management. The risk culture also serves as a unifying force to align all employee perceptions
and perspectives to achieve the established goals. The existence of a Risk Culture significantly influences
the effectiveness of risk management implementation, and ultimately, the sustainable performance of
BNI.
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To enhance risk culture and risk awareness, BNI Risk, Market Risk, Operational Risk, Liquidity
has implemented several risk culture programs Risk, Legal Risk, Strategic Risk, Reputation
during 2024, including: Risk, Compliance Risk, Intra-group Transaction
a. Enhancement and maintenance of Operational Risk and Insurance Risk. Risk identification
Risk Awareness through socialization in the using complete, accurate and relevant data or
form of materials such as videos, posters, information.
Personal Computer (PC) wallpapers, bulletins,
and both online and offline training conducted 2. Integrated Risk Measurement
continuously. Integrated risk measurement is carried
b. Increasing awareness of ESG risk out through assessment of Integrated Risk
management through posters urging the Profiles, determination of Integrated Risk
limitation of consumption of Bottled Drinking Appetite, Integrated Risk Limits and Leading
Water (AMDK). Risk Indicators for all LJK members of the BNI
c. Assistance to Subsidiary Companies in Financial Conglomeration as well as Integrated
implementing Risk Management, including Stress Testing.
the assessment of the Risk Maturity Index
(RMI) for 2024, the adequacy of scoring 3. Integrated Risk Monitoring
methods as tools in the credit process at BNI BNI, as the Main Entity, monitors Integrated Risk
Finance, and the Internal Model Methodology in the BNI Financial Conglomerate based on the
with BNI Asset Management and BNI Life. results of assessments/calculations:
d. Support for Risk Management Implementation a. Risk Profile of each LJK member of the BNI
at Overseas Offices (KLN), specifically Financial Conglomeration.
Basic Risk Management Training focused b. Integrated Risk Profile.
on strengthening the Risk Management & c. Leading Risk Indicator.
Internal Control (RMIC) functions at Overseas d. Integrated Risk Appetite
Offices (KLN). e. Integrated Risk Limit
f. Integrated Minimum Capital Requirement
In addition, BNI also strengthens behavior through (KPMM).
initiatives that bring a new spirit to enhance
work culture and performance as part of the In addition to conducting monitoring based
implementation of the transformation spirit to drive on the above assessments, BNI, as the Main
performance achievements through the BNI Culture Entity, also actively performs On-Site Visits
Fest 2024. and Off-Site Reviews of the implementation
of risk management at each Financial Services
IMPLEMENTATION OF INTEGRATED RISK Institution (LJK). Risk monitoring is focused
MANAGEMENT on significant risks and the adequacy of Risk
Management tools at each member LJK of the
BNI also needs to pay attention to all risks inherent KK BNI.
in BNI Financial Conglomeration which can affect the
continuity of its business. Members of BNI Financial 4. Integrated Risk Control
Conglomeration as of December 31, 2024 include BNI as the Main Entity carries out integrated
BNI Finance, BNI Life, BNI Sekuritas, BNI Asset risk control, especially risks that could disrupt
Management, BNI Securities Pte. Ltd. and hibank. the business continuity of the BNI Financial
Conglomerate.
Integrated Risk Management Process
BNI, as the Main Entity together with every Financial Integrated risk control methods are carried out,
Services Institution (LJK) member of the BNI among others, by:
Financial Conglomeration, is obliged to carry out a a. Establish risk limits, namely:
Risk Management process for each risks according 1) Overall Risk Limit (integrated limit of BNI
to the type of risk that must be managed in an Financial Conglomeration)
integrated manner. 2) Limit for each type of risk
3) Risk Limit for each Financial Services
1. Integrated Risk Identification Institution member of BNI Financial
The BNI Financial Conglomerate is required to Conglomeration that has Risk Exposure
manage 10 (ten) types of risk, including: Credit b. Establish appropriate risk mitigation methods.
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c. Approval or escalation mechanism if the The global economic conditions remained stable
overall risk limit is exceeded. in line with the easing of pressures in the global
d. Feedback/corrective action mechanism on financial markets, particularly after Trump was
the results of monitoring the Integrated Risk officially re-elected as the US President and with
profile monetary policy easing in various major countries
in response to slowing inflationary pressures.
Integrated Risk control methods must be
reviewed periodically. Amidst global challenges, the domestic economy
remained stable, with core inflation under control.
Policies and Procedures This has had a positive impact on the performance
In implementing Integrated Risk Management, BNI and quality of banking credit in Indonesia and
as the Main Entity establishes the following policies also credit performance at BNI. BNI captures this
and procedures: potential through various initiatives to encourage
1. General Integrated Risk Management and prudent credit growth with continuously improving
Integrated Capital Policy achievements. In December 2024, BNI’s credit
2. Integrated Risk Management Procedures realization was IDR761.55 trillion or grew 10.7% YoY
Integrated Risk Management procedures include, from IDR687.91 trillion, an increased compared to
but are not limited to: growth in 2023 of 7.0% YoY.
a. Organization, accountability and levels of
delegation of authority in implementing The main driver of BNI’s credit growth was the
Integrated Risk Management. Corporate segment which recorded an increase of
b. Integrated Risk Appetite Procedures. 20.06% YoY, followed by the Consumer business
c. Integrated Risk Limit Procedures. segment at 14.48%, most of which was channeled
d. Integrated Risk Profiling Procedures. in the form of home ownership and payroll loans.
e. Intra-Group Transaction Risk Management To maintain asset quality, BNI’s credit distribution
Procedures. is focused on Top Tier customers in a number of
f. Integrated Capital Procedures industries and continues to strive to build overall
g. Leading Risk Indicator procedures. relationships with customers to ensure integrated
h. New Business Line Procedures. financial solutions (close loop transactions).
i. Integrated Stress Testing Procedures
j. Integrated Risk Culture Procedures BNI’s credit quality continues to improve throughout
2024 and shows recovery. An encouraging trend
TYPES OF RISKS AND HOW TO MANAGE can be seen from the gradual reduction in the
THEM gross nonperforming loan (NPL) ratio driven by the
application of risk management discipline in credit
There are 8 (eight) risks managed by BNI as a Bank distribution and monitoring. BNI’s gross NPL ratio
and 10 (ten) risks managed by BNI as a financial in December 2024 was recorded at 1.97%, decreased
conglomerate, namely credit risk, market risk, from the position at the end of 2023 of 2.1% BNI’s
liquidity risk, operational risk, legal risk, reputation NPL improvement was supported by improved
risk, strategic risk, compliance risk, intra-group credit quality in the Corporate segment from 0.93%
transaction risk, and insurance risk. to 0.70%.
CREDIT RISK MANAGEMENT The same trend occurred in the number of
loans restructured. As of December 2024, BNI
Credit Risk is the risk of loss due to the failure of recorded that the amount of credit included in the
another party to fulfill its obligations to the Bank, restructuring was IDR66.56 trillion (bank only),
including credit risk due to debtor failure, credit decreased compared to the period at the end of 2023
risk due to concentrated provision of funds (credit which reached ID75.3 trillion. Specifically, loans that
concentration risk), credit risk due to counterparty were restructured in connection with the COVID-19
failure (counterparty credit risk), credit risk due to pandemic also experienced improvement, which in
failure settlement (settlement risk) and credit risk December 2024 it was IDR7.42 trillion or 0.97% of
due to country risk. total loans, an improvement compared to December
2023 of IDR26.6 trillion or 3.87% of total loans.
Credit risk can originate from various Bank business
activities, such as providing loans, purchasing
securities, acceptances, inter-bank transactions,
trade financing transactions, exchange rate and
derivative transactions, as well as commitment and
contingent obligations, where lending is the largest
source of credit risk.
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BNI also measures the Loan at Risk (LaR) ratio to System tools as one stop information related to
describe a wider range of credit risks. LaR is the limit and facility grade for each debtor or group.
sum of loans with collectibility 1 (current) which 3. Carry out the better control mechanisms to
are restructured, collectability 2 (Special Mention) ensure that monitoring tools for debtors are
and collectibility 3, 4 and 5 which are classified as implemented consistently, with discipline and
Non-Performing Loan (NPL). In December 2024, quality so that BNI can determine appropriate
BNI’s total LaR reached IDR78.6 trillion or 10.3% action plans for each debtor and monitor their
of total credit, an improvement from the previous implementation.
year of IDR89.0 trillion or 12.9% of total credit. 4. Faster and earlier implementation of remedial
Improvements in the LaR ratios occurred in all action to speed up improvements in the
segments supported by a decrease in restructuring performance of debtors with potential problems
loans in line with efforts to improve the end to end and to mitigate potential risks.
credit process and also supported by BNI’s policy of 5. Conduct regular and in-depth credit training
tightening creditworthiness analysis by utilizing big to increase credit knowledge and abilities and
data, developing tools and early warning systems, increase awareness.
which helped reduce the potential for future non-
performing loans. Governance and Organization
The application of the four eyes principles in the credit
In line with the improvement in credit quality, the process at BNI is implemented in the credit approval
cost of credit ratio continues to improve, where until process carried out through the Credit Committee,
December 2024 it was recorded at 1.1%, down from which is a forum with credit decision officials who
1.3% in 2023. Going forward, BNI will continue to have the authority to decide on proposed credit
control the cost of credit both in the medium and long in accordance with the specified limits. Credit
term in the range of 1.0%. Although credit quality is Committee members consist of business unit and
relatively improving, BNI continues to anticipate a business risk unit officials. Business units and
potential decline in credit quality by strengthening business risk units act as first line roles (risk owners)
the coverage ratio at an adequate level. At the end of who are tasked with managing and controlling credit
2024, the NPL coverage ratio and LaR coverage ratio risk in the unit’s daily operational activities.
were maintained at 255.8% and 48.8%, respectively.
BNI has made changes to the authority to decide
Currently, BNI has developed a concept and credit related to the implementation of NWOW from
mechanism for implementing an end-to-end credit an organizational aspect, one of which is by adding
process that is more prudent, measurable with new functions to credit decision officials, namely
consistent and disciplined control as an effort to Senior Business Executive (SBX) and Senior Credit
build a better credit risk culture, namely as follows: Risk Executive (SCX) in the Corporate, Enterprise,
1. Establish Risk Acceptance Criteria to implement Commercial Segments as well as the Remedial
aggressive, selective and quality BNI expansion. Recovery unit.
This is intended so that BNI in expanding can
maintain the quality of its credit which not only As an effort to accelerate credit quality
includes loans for domestic businesses but also improvement, BNI formed an organization for the
international businesses through the Foreign Optimization Team for Handling LaR. The formation
Office. of this organization was carried out to monitor credit
2. Development of tools in order to improve the quality and handle low quality debtors more quickly
quality and efficiency of the credit analysis process and intensively which focuses on the management
consisting of the development of RM Tools, Loan process, decisions, action plans and monitoring
Management System (LMS), Credit Scoring of Loan at Risk (LaR) debtors in accordance with
Model for credit processes up to IDR10 billion, the targets and objectives set. Apart from team
Internal Rating System (IRS 2.0) Application organization, optimizing LaR Handling, the Remedial
to assess the credit risk exposure of each Recovery Unit also has a role in handling problem
debtor, Single Integrated Monitoring (SIMON) debtor credit. BNI carries out faster and earlier
Framework, Credit Card Behavior and Collection, remedial actions to accelerate improvements in the
KUR Behavior and Collection, Customer Prime performance of debtors with potential problems and
and Dashboard Turn Around Time Control and to mitigate potential risks.
Monitoring. BNI also develops Central Limit
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The Risk Management Work Unit and Policy Credit policies and procedures and Credit Risk
Governance unit act as second line roles in charge Management have been standardized into the
of preparing credit infrastructure such as preparing Company Guidelines. The Company Guidelines
credit policies and procedures, determining limits used are currently available in the form of online
on credit decision authority, preparing rating and guidelines, namely BNI e-PP (electronic Company
scoring systems, together with business units Guidelines).
monitoring credit portfolios, as well as preparing
other tools. necessary to support credit activities. Risk Management Process
The credit risk management process is implemented
The Internal Audit Unit (IAD) as a third line role throughout the credit process, starting from credit
actively participates in maintaining the quality of marketing until the credit is paid off. This process
the credit portfolio through immediate post reviews, takes place continuously in a value chain activity
namely carrying out checks on several debtors which begins with determining strategy and
immediately after the credit is disbursed. IAD also planning, customer insight, portfolio planning,
carries out sampling checks on debtors to maintain product development, credit processing, credit
the quality of debtors who have received credit administration, intensive monitoring and portfolio
facilities. optimization.
Policies and Procedures In credit operational activities within the scope of
Establishment of Credit Risk Management Policies individual customers, the credit risk management
and Procedures is aimed, among other things, at process is carried out by both the Business Unit
supporting healthy credit provision, identifying and the Business Risk Unit through the stages
and handling problem loans as well as monitoring of identification (including verification of data
and controlling Credit Risk. Credit Policies and correctness), measurement (use of credit analysis
Procedures are prepared as a basis for carrying out tools), monitoring (review of customer ratings and
activities in the credit process so that credit quality early warning system periodically, through visits to
can be maintained while still paying attention to the customers), as well as control (including through
established business targets. BNI has a Bank Credit setting limits, covenants and mitigating factors).
Policy (KPB) which is decided by the Credit and
Business Policy Committee Forum and approved by 1. Credit Risk Identification
the Board of Commissioners. Furthermore, the KPB Credit risk identification is carried out in order
is translated into Credit Company Guidelines which to analyze the sources and possibilities of credit
are decided by the Credit Procedures Committee risk that have the potential to have a negative
Forum (KPP). impact on the achievement of the Bank’s targets,
which is carried out periodically according to the
This policy is prepared in more detailed credit characteristics of the product and type of activity.
procedures as guidelines that regulate end to
end credit process activities so that credit quality Credit risk identification is carried out at the
can be maintained while still paying attention transactional (individual) and portfolio levels. At
to the established business targets. Some credit the individual level, credit quality assessment
procedures are Business Banking Credit Procedures is carried out based on analysis of business
for Corporate Segment, Commercial Segment, prospects, financial performance and debtor’s
Small Segment, Credit Manual for Overseas Branch, ability to pay. At the portfolio level by identifying
Consumer Credit, Trade Finance, Credit Law and concentration risk based on idiosyncratic factors,
Credit Administration Management. namely factors that are specifically related to
each debtor and systematic factors, namely
Apart from that, BNI also has a General Risk macroeconomic factors and financial factors that
Management Policy which is derived in the form of can influence market performance/conditions.
Credit Risk Management Procedures and outlined Credit risk identification at the portfolio level is
in detail in the form of Technical Guidelines such as also carried out by preparing an Industrial Risk
technical guidelines for determining Loan Exposure analysis in prospective economic sectors.
Limits, Credit Risk Premium, Credit Risk Stress
Testing, Internal Rating Based, Scoring System,
Calculation of Risk Weighted Assets, Industry Risk
Rating and Credit Model Validation.
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2. Credit Risk Measurement BNI uses the Standardized Approach method
Credit risk measurement is an inseparable part for calculating Risk Weighted Assets (RWA) for
and series of the process of implementing credit Credit Risk in assessing the adequacy of fulfilling
risk management where the Bank will calculate the Minimum Capital Requirement (KPMM). In
credit risk exposure so that it can estimate the order to complete the measurement system of
impact of losses that may arise, where the results credit risk, stress testing is carried out, namely by
of the risk measurement will be used to control estimating the bank’s potential losses in abnormal
credit risk. market conditions using certain scenarios to see
the sensitivity of BNI’s performance to changes
For credit processing in the wholesale segment, in risk factors and identifying factors that have a
BNI already has a debtor rating model in the form significant impact on BNI’s portfolio and capital
of an Internal Rating System, while for the retail adequacy. Credit risk stress testing is carried
segment a debtor scoring system is used to assist out periodically or can also be carried out at any
in analyzing debtor quality in the credit approval time according to needs, considering economic
process. The internal rating system is intended conditions or according to the needs/requests of
to enable the Bank to identify early changes in regulators.
the debtor’s risk profile. Currently, BNI’s internal
rating system is used to determine the amount BNI develops a credit risk stress testing
of reserves that must be established. Meanwhile, methodology/model by considering the
for the retail segment, a scoring system is used, characteristics of the product or activity and
which includes Application score (for Griya, Non aligning it with regulatory provisions. If the
Griya, Credit Card, KUR, and Small Segment stress testing results show a vulnerability, an
products up to IDR10 billion), Behavior score (for appropriate strategy will be implemented.
Credit Card and KUR products), and Collection
score (for Credit Card and KUR products). 3. Credit Risk Monitoring
Application score is used to help analyze debtor Credit risk monitoring is carried out on all credit
quality in the credit approval process. Behavior risk exposures, especially those that are material
score is used as a monitoring tool/early warning in nature as well as losses that can be incurred
system, dunner strategy, and tactical cross sell/ by all functional activities. Risk monitoring aims
up sell. Meanwhile, Collection score is used to to observe and ensure that the implementation
optimize the credit collection process. of the entire credit risk management process is
running well and that the existing potential credit
To regulate the composition of the loan portfolio, risk is still within the permitted risk limits. Credit
BNI has a Loan Exposure Limit (LEL) which risk monitoring is carried out at the transactional
functions to limit the risk of concentration of (individual) level and at the portfolio level. At the
loan exposure based on economic sectors in individual level, among others, by monitoring
each credit business segment, and serves as the debtor’s current business and financial
a guideline for business units to carry out loan conditions, monitoring compliance with the terms
expansion. To assess the risks of each type of of the Credit Agreement or other transaction
industry, BNI has an Industry Risk Rating (IRR) contracts, assessing the adequacy of collateral
and Financial Ratio Standards which are used periodically, monitoring potential problem loans
as one of the factors in assessing the quality in a timely manner to take corrective action.
of debtors from an industrial perspective. In
addition, BNI has also established prospective Monitoring credit risk at the portfolio level
economic sectors and Industry Risk Appetite is carried out, among other things, through
as a guideline for business units as a series of monitoring the loan portfolio, namely growth,
processes in pipeline management to obtain quality and concentration of loans, monitoring
quality prospective customers. loan exposure compared to the Loan Exposure
Limit, as well as monitoring the Maximum
Lending Limit.
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In supporting the credit risk monitoring process aspects, while for the productive retail segments up
BNI has several tools that have been implemented to IDR10 billion, a debtor scoring system is used for
such as Single Integrated Monitoring (SIMON), assisting in analyzing the quality of debtors in the
BNIMove Monitoring Dashboard, RM Tools credit process.
(Connect) and Behavior & Collection Modeling.
In addition, BNI is currently developing tools In addition, in order to improve the capability and
to support the entire credit risk management quality of credit risk management implementation,
process in the form of Loan Monitoring System BNI has improved risk management and credit
(LMS) Retail and LMS Wholesale. processes, among others:
1. Enhancement Internal Rating Based (IRB) Model
4. Credit Risk Control and Rating System Structure, which aims to be a
Credit Risk Control is carried out in order to solution for:
prevent deeper losses due to Credit Risk which a. Providing the best results (best return),
is supported by several credit risk management evaluating and analyzing strategies and
tools both at the individual and portfolio supporting the decision-making process by
exposure levels. Several ways to control Credit developing risk based pricing, risk based
Risk include credit risk mitigation, determining performance and portfolio management.
the level of authority for credit approval, a b. Carrying out monitoring (tools monitoring) on
system for early detection of problem loans, the performance of Corporate, Medium and
portfolio risk management, setting concentration Small debtors.
risk targets in the Bank’s Business Plan, as well as c. Calculation of CKPN is in accordance with
regular concentration risk analysis. PSAK 109.
Within the scope of the entire portfolio, monitoring The benefits of enhancing the IRB Model for BNI
and reporting of credit exposure is carried out include:
periodically to Management, including through a. Improving BNI credit quality.
the Loan Portfolio Report. In addition, monitoring b. Assist business units in selecting prospective
is also carried out on credit concentration, both debtors.
concentration on certain economic sectors and c. Becomes an early warning signal in monitoring
concentration on certain segments. Periodically managed debtors, thereby reducing the
in the Risk Management & Anti-Fraud Committee provisions that need to be formed.
Forum, the Risk Management Sub-Committee
(KRA-RMC) evaluates the achievement of targets, 2. Implementation of the Integrated Decision
determines steps and coordinates follow- Automated System (IDEAS) which can be a
up improvements, as well as evaluates the tool for BNI to move more flexibly and quickly
effectiveness of the corrective steps that have in capturing dynamic and competitive market
been taken. changes, while still minimizing risk through the
implementation of a credit scorecard through
5. Credit Risk Management Information System the use of more comprehensive customer data
Credit risk management information system throughout the customer life cycles. Currently the
regarding credit portfolio, asset quality, remedial IDEAS decision engine has been integrated with
recovery, provisioning, calculation of Risk several surrounding systems at BNI, including:
Weighted Assets for Credit Risk and Credit Risk a. Consumptive eLO for BNI Griya and BNI Flexi
Stress Testing. products
b. Productive eLO for KUR, BWU and BCM
Tools and Methods products
In order to support operational business processes c. eFORM Credit Card
and credit risk management, BNI has several credit d. Common Collection – CWX Credit Card
risk management tools both at the individual and product
portfolio exposure levels. For credit processing for e. Cardlink – core credit card system
individual exposures in the wholesale segment, BNI f. Customer behavior based on iCONS and
has a rating model in the form of an internal rating Cardlink transactions
system where the parameters include sharpening g. Fleksi Mbanking Digital Loan Program
of Environmental, Social and Governance (ESG)
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To ensure that the Bank’s portfolio is not must reflect changes in related conditions in one
concentrated on certain debtors and economic period. Calculation of loss recognition for future
sectors, credit restrictions have been set risks (Expected Credit Loss/ECL) requires forward
according to risk appetite and risk tolerance. looking estimates of Probability of Default (PD), Loss
The ERM Division has also prepared an Industry Given Default (LGD) and Exposure at Default (EAD).
Risk Appetite (IRA) which uses consideration
factors including the Industry Risk Rating (IRR), In accordance with accounting requirements, the
Prospective Economic Sector and Environmental scope of financial assets assessed for calculating
Impact from the economic sector which refers to Expected Loss or Allowance for Impairment Losses
the implementation of Environmental Social and (CKPN) based on PSAK 109 is:
Governance principles in accordance with POJK a. Financial assets that are debt instruments are
No. 51 of 2017 concerning the Implementation measured at amortized cost or measured at fair
of Sustainable Finance for Financial Services value through other comprehensive income
Institutions, issuers and Companies, meanwhile, (FVOCI) including loans and debt securities.
to anticipate LLL exceedances, BNI has set a b. Loan commitments issued are not measured
house limit with a more prudent limit than the at fair value through profit or loss or Fair Value
LLL limit in accordance with the Regulator’s through Profit or Loss (FVTPL).
provisions. c. Financial guarantee contracts issued that are
within the scope of PSAK 109 and are not
To regulate loan portfolio concentration, BNI has measured at FVTPL.
a Loan Exposure Limit (LEL) which functions to
limit the risk of concentration of loan exposure in Calculation of impairment is carried out using 2
each economic sector in each business segment, (two) methods, namely individual or collective
and serves as a guideline for loan expansion impairment:
for one year. To assess industrial risk, BNI a. Individual Impairment
implements the Industry Risk Rating (IRR) and According to PSAK 109, ECL for individual loans
standard financial ratios which are used as one is calculated using the Discounted Cash Flow
of the factors in assessing debtor quality from method that has considered the existing forward-
the Debtor Industrial Sector side. looking scenarios based on 3 (three) scenarios,
namely reasonable, optimistic and pessimistic
As part of measuring credit risk and to anticipate economic conditions.
changes in macro factors that influence the bank, b. Collective Impairment Collective Impairment
BNI periodically carries out credit risk stress Impairment with collective methodology is
testing to assess changes in the credit portfolio applied to portfolios that do not meet the criteria
and their impact on the bank as well as the bank’s of individually calculated portfolios.The collective
ability to face these conditions. impairment calculation uses the Probability
of Default (PD), Loss Given Default (LGD), and
To integrate documentation in the credit process, Exposure at Default (EAD) components.
BNI has used the e-PAK application for corporate
credit which helps the end-to-end credit process The definition of default used in calculating the
along with documentation which is carried out Probability of Default and Loss Given Default for
by integrating several existing tools credit portfolios, apart from referring to regulatory
regulations regarding Asset Quality Assessment for
Establishment of Allowance for Impairment Commercial Banks and future changes, BNI also
Losses (CKPN) uses the definition of default, namely the number
The formation of BNI’s Allowance for Impairment of days in arrears of more than 90 days, internal
Losses (CKPN) follows the implementation of default rating, or collectibility equal to or more
Statement of Financial Accounting Standards (PSAK) than 3. For non-credit portfolios, the definition of
No. 109 “Financial Instruments” as an accounting default refers to regulatory regulations regarding
standard that regulates financial instruments and is the assessment of Commercial Bank Asset Quality
effective as of January 1, 2020. PSAK 109 requires and rating assessments published by external
the inclusion of information relating to past events, rating agencies. Based on the general approach to
current conditions and estimates of future economic calculating impairment of PSAK 109, financial assets
conditions. Projections of changes in credit losses
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are categorized into 3 (three) stages. Each stage Loss Given Default (LGD)
shows the credit quality of the related financial In calculating CKPN PSAK 109, the estimated Loss
assets, namely: Given Default (LGD) value considers BNI recovery
data from defaulted accounts. There are 2 (two) LGD
1. Stage 1: includes financial instruments that do segmentations, namely Secured LGD and Unsecured
not experience a significant increase in credit risk LGD. Secured LGD consists of an Appreciating
compared to the risk level at initial recognition Model, a Depreciating Model and a Static Model. For
or have low credit risk at the reporting date. For Unsecured LGD, it consists of the Discounted Debit
these assets, the ECL calculation will apply for Balance Difference Model. In the LGD calculation,
a maximum of 12 months or according to the there is a Recovery Secured component, which is a
remaining tenor. recovery that is met by collateral or the LGD portion
2. Stage 2: includes financial instruments that have of the collateral recovery which has been discounted
experienced an increase in credit risk since initial according to the workout period. Unsecured
recognition (except for credit risk at the reporting recovery is recovery that comes from cash recovery
date which was relatively low) but experienced that has been discounted according to the workout
conditions or met the requirements for default. period. Direct Costs are direct costs that arise during
For these assets, the ECL calculation will apply the billing process or guarantee execution.
throughout the remaining tenor or according to
the expected remaining tenor. Lifetime ECL is the Collateral Recovery/Recovery Secured is divided
expected credit loss expected from all default into 3 (three) types, namely appreciated collateral,
events that may occur over the expected life of depreciated collateral and static collateral.
the financial instrument. Determining and managing/ changing rules to
3. Stage 3: includes financial instruments that have group collateral segmentation into the three types
been objectively proven to be impaired at the of collateral is carried out periodically.
reporting date. This stage consists of debtors
who experience default. For the Unsecured Recovery Rate calculation,
the observed population is accounts that have
Probability of Default (PD) experienced default but are still in default status
Probability of Default (PD) is the main component until the end of the modelling cut off period and
in calculating CKPN and for assessing the potential have a default age that exceeds the work out period
default of a group of debtors based on productive limit.
asset quality indicators for each asset. To fulfill the
rules and principles of PSAK 109, PD needs to be Exposure at Default (EAD)
formed into a transition that has a time dimension Exposure at Default (EAD) is an estimate of the
known as PD forward looking. carrying amount at the time of default, considering
the cash flow of the related financial instrument,
PD forward looking will define the potential for as well as the possibility of additional withdrawals
default not limited to 1 (one) year but up to the from the credit limit up to the date of default. EAD
longest tenor owned by the bank. Forward looking also considers payment and amortization schedules
PD will be distributed in each year/month of facility as well as changes in the utilization of undrawn
tenor projections. This distribution is known as PD balances leading up to a default.
forward looking term structure.
EAD modeling will be carried out based on the
The PD forward looking term structure required for characteristics of the relevant financial instruments,
CKPN calculations is adjusted to the stage at each which are divided into several categories, namely
facility. In generating PD values, BNI uses 3 (three) installment credit, revolving credit, trade finance
approaches based on the availability of portfolio products and treasury.
data, namely the Vasicek Model, Bayesian Skalar
Model (Internal Rating), and Transition Matrix Model. Some facilities will be subject to a credit conversion
factor (CCF) rate in their EAD term structure. CCF
will be imposed on facilities that have the following
criteria:
1. Has a withdrawal allowance that can be used
again if the principal payment is made.
2. The credit disbursement mechanism can be
carried out without going through a credit risk
analysis mechanism.
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Expected Credit Loss (ECL) the fairness of prices for treasury transactions and
In general, CKPN is measured by the lifetime investigating off market occurrences and reviewing
Expected Credit Loss (ECL) value, if there has been them. use limits. In addition, to complement the
a significant increase in credit risk since initial existing market risk management function, BNI
recognition. If at the reporting date, there has also has a Middle Office function which is tasked
been no significant increase in credit risk since with monitoring, controlling and reporting risks in
initial recognition, then the CKPN measurement of Treasury transactions.
financial assets is carried out at a maximum ECL of
12 months. The back-office function is in the Banking Operations
Division, namely carrying out confirmation,
MARKET RISK MANAGEMENT bookkeeping and settlement activities for Treasury
transactions.
Market risk is the risk on the balance sheet and
administrative account positions, including Policies and Procedures
derivative transactions, due to overall changes in In order to support business targets while still
market conditions, including the risk of changes in paying attention to the principle of prudence, BNI
option prices. has a Company Guide for Treasury and International
Business. In addition, in order to manage Market
As a bank, BNI is prohibited from carrying out equity Risk effectively, BNI is guided by the Company’s
(share) and commodity transactions. The application Market Risk Management Guidelines. The Company
of risk management for equity and commodity risks Guidelines contain procedures and methodologies
is implemented in the case of consolidation with as well as market risk management models, which
Subsidiary Companies. Most of the Trading Book are prepared and reviewed and validated periodically
Market Risk originates from Treasury business by the Enterprise Risk Management Division.
activities, both Domestic and Overseas, while
Banking Book Market Risk, especially Interest Rate Risk Management Process
Risk in the Banking Book and Net Open Position Identification, measurement, monitoring and
(PDN), originates from all company activities. BNI control of market risks are carried out by units that
always monitors and manages market risks wisely are independent from the business units.
and continuously (sustain). 1. Market Risk Identification
BNI carried out risk identification tailored to
Governance and Organization the market risk inherent in the Bank’s business
In order to manage market risk effectively and activities. The objectives of Market Risk
independently, Treasury business activities are Identification are:
divided into 3 (three) parts, namely front office, a. Determining transactions/products exposed
middle office and back office. The front office as a to Market Risk
business unit strives to achieve business targets by b. Classify Market Risk based on existing criteria
carrying out business activities and connecting with c. Facilitate the measurement of Market Risk
customers. However, as part of the internal control and its control
system, the front office also functions as a first line
role which will attempt to limit and anticipate market 2. Market Risk Measurement
risks caused by changes in exchange rates and Periodic Market Risk measurement is carried out
interest rates according to predetermined limits. In on all trading book and banking book portfolios
carrying out its activities, the Treasury business is exposed to Market Risk. BNI conducts Market
limited by the Risk Appetite and Risk Limit proposed Risk measurement using Standard Method in
by the Enterprise Risk Management Division to accordance with POJK No. 23/SEOJK.02/2022
the Risk Management & Anti-Fraud Committee, and Internal Method. The Standard Method
Risk Management Sub-Committee (KRARMC). is used to calculate Market Risk Minimum
Treasury transaction limits are proposed by the Capital Adequacy (CAR), while daily market risk
Policy Governance Division through the Credit and management uses the Internal Method (Value at
Business Policy Committee, while counterparty Risk) and sensitivity (DV01) for securities.
limits are determined by the Business Risk Unit.
The portfolio coverage calculated in KPMM using
The Enterprise Risk Management Division as a the Standard Method is the trading book portfolio
second line role carries out the function of monitoring for interest rate risk and the trading book and
market risk and compliance with risk limits, banking book portfolio for exchange rate risk for
including market risk limits, authority limits and both Domestic and Overseas Office portfolios.
counterparty limits, validating fixing prices, checking
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For internal purposes, BNI has also carried a. Value at Risk Limit (VaR Limit), which is the
out calculations using the Internal Method, maximum potential loss that may occur at a
calculating Value at Risk (VaR), which is a value certain time in the future with a certain level
that describes the maximum potential for of confidence.
losses experienced by the Bank as a result of b. Stress Value at Risk Limit (SVaR Limit), which
market movements that influence the Bank’s risk is a measurement of market risk adjusted
exposure under normal market conditions. to abnormal conditions in the market or the
maximum potential loss when the market is
Domestic and Foreign Office market risk exposure abnormal.
(Value at Risk) is always monitored on a daily c. Budget Loss Limit which is used to limit the
basis and submitted to Management on a weekly realization of losses from business activities.
and monthly basis. The price valuation policy d. Management Action Trigger (MAT), namely
currently used for actively traded instruments is the limit for taking action against the risk of
mark-to-market, while the valuation method for changes in value that are detrimental (early
less actively traded instruments uses fair prices warning signal). MAT completes the loss limit
from independent sources. budget in the form of a certain percentage of
the loss limit budget.
Interest Rate Risk in the Banking Book (IRRBB) is e. Securities purchase limits are used to limit
a risk resulting from movements in interest rates the concentration of corporate securities
in the market that are contrary to the position purchases based on the rating and type of
of the Banking Book, which has the potential to securities currency.
have an impact on the Bank’s capital and income f. Limit Interest Rate Risk in Banking Book
both now and in the future. (IRRBB) uses the Net Interest Income (NII)
method and the Economic Value of Equity
3. Market Risk Monitoring (EVE) approach to limit interest rate risk in the
The Market Risk monitoring and reporting banking book.
process is carried out periodically, including: g. Nominal open position limit, namely the
a. Monitoring and reporting on the magnitude maximum nominal open position limit that a
of Market Risk for all Bank portfolios exposed dealer can make.
to Market Risk. h. Dollar Value of 1 Basis Point (DV01) limit, to
b. Monitoring and reporting on Market Risk limit complement the nominal open position limit,
compliance (realized Market Risk exposure a DV01 limit is established, which is a limit on
compared to the limit). the sensitivity of securities prices to changes
c. Follow-up recommendations for exceeding in interest rates.
limits and/or abnormal market conditions, i. Delta option limit, is a limit on the sensitivity
and/or other conditions that lead to an of options prices to the price of the underlying
increase in potential Market Risk. asset.
j. Overall internal PDN limit (absolute), namely
The development of risks in the banking book the maximum limit of PDN management.
portfolio as a whole is closely monitored
periodically in accordance with the measurement 5. Market Risk Management Information System
method determined by the regulator, namely The market risk management information system
monitoring the Net Open Position (PDN) for is used to support the processes of identifying,
exchange rate risk and interest rate risk in measuring, monitoring, and controlling market
the banking book gap, and is conveyed to risks. The Market Risk Management Information
management through the Risk Management System is built by periodically quantifying market
Committee Forum and Anti Fraud Risk risk exposures. The quantification process is run
Management Sub Committee. in the form of reports on market risk exposure,
which cover comparisons between market risk
4. Market Risk Control parameters and limits, calculations of Risk-
Market Risk Control is carried out in order to Weighted Assets (RWA) for market risk, and
prevent deeper losses due to Market Risk through market risk stress testing, which are prepared as
the establishment of market risk limits in the daily, weekly, and monthly reports.
Treasury Division and Overseas Offices, among
others, as follows:
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Tools and Methods conditions of macroeconomic factors and market
In order to increase market risk capabilities, factors at that time. Each Foreign Office also carries
monitoring support tools have been developed that out Stress Testing in accordance with internal
can improve the quality and accuracy of monitoring regulations and local Regulatory regulations. The
results, including the following: results of the stress testing are used to prepare a
a. In accordance with regulatory provisions, BNI Contingency Plan so that risks that occur can still be
measures the impact of changes in interest rates mitigated and managed well.
in the Banking Book (Interest Rate Risk in the
Banking Book/IRRBB). The calculation method LIQUIDITY RISK MANAGEMENT
is carried out using 2 (two) approaches, namely
the Net Interest Income (NII) method and the Liquidity risk is the risk resulting from the inability to
Economic Value of Equity (EVE) method. BNI meet maturing obligations from cash flow funding
carried out an interest rate shock simulation with sources and/ or from high quality liquid assets.
6 (six) scenarios according to Basel and looked
at the impact on BNI’s profitability and capital. Liquidity risk is related to the possibility that the
By considering the complexity of the data, Bank will not be able to fulfill short-term obligations
products and models used, an IRRBB calculation to depositors, investors and creditors, as well as
application has now been developed so that fulfilling minimum statutory reserves, which is due,
the results obtained are expected to be more among other things, to limited access to funding
accurate. or the inability to liquidate owned assets at a
b. The Off Market Price Limit monitoring application reasonable price.
is an application to monitor the fairness of
transaction prices (likely and reasonable), Liquidity risk management aims to minimize the
namely in accordance with the range of daily possibility of the Bank’s inability to obtain cash flow
fluctuations in market rates/prices (expected funding sources, and build the structural liquidity
daily fluctuations possible) at that time. strength of the Bank’s balance sheet to support
c. The transaction authority limit monitoring sustainable long-term growth.
application is an application for monitoring
Transaction Limit (Deal Ticket Size), Position BNI Liquidity Risk can occur due to the inability to
Limit, and Stop Loss Limit (Budget Loss Limit). obtain cash flow funding sources caused by:
d. Credit Counterparty Limit monitoring application 1. Inability to generate cash flows from productive
where there is development of Forex Counterparty assets or from sales of assets, including liquid
Limit calculations using the Credit Conversion assets.
Factor (FKK). 2. Inability to generate cash flow originating from
e. The Value at Risk (VaR) monitoring application raising funds, inter-bank transactions and loans
for (HO) and Overseas Offices (KLN). received.
Meanwhile, market data is obtained from Reuters, Governance and Organization
Bloomberg and other independent sources. Liquidity Risk Management is carried out by the
Enterprise Risk Management (ERM) Division,
Steps to strengthen market risk management in order Treasury Division (TRS), and Overseas Office.
to face changes in economic conditions throughout Liquidity Risk Management Policies and Procedures
2024 include actively monitoring movements in are prepared by the ERM Division, then implemented
market factors that have the potential to impact the by the Treasury Division and all Overseas Offices
Bank. The Bank monitors market indicators through which are realized in liquidity strategy management.
the Early Warning System for the Forex portfolio and The ERM Division also monitors the implementation
the Early Warning System for Interest Rate tools. of liquidity management carried out by the Treasury
Division.
To determine the potential impact of changes in
internal and external conditions on the bank, Scenario Policies and Procedures
Analysis and Stress Testing have been carried out BNI has developed a Risk Management General
periodically and incidentally. Periodic Stress Testing Policy which is further elaborated into Liquidity Risk
uses scenarios that refer to Regulatory provisions Management Procedures which contain guidelines
and the Bank’s internal scenarios. Incidental Stress for the implementation of liquidity risk management,
Testing Scenarios and Scenario Analysis adjust the among others in the form of:
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1. Availability of Liquid Assets: Cash, Minimum 3. Liquidity Risk Monitoring
Statutory Reserve (GWM), Secondary Reserve, In managing liquidity, apart from managing
Tertiary Reserve, Early Warning Indicators, primary reserves (cash and GWM), BNI keeps
Liquidity Contingency Plan Head Office and and maintains secondary reserves to ensure
Overseas Office. liquidity is at a safe level. As a secondary reserve,
2. Liquidity Risk Measurement: Cash Flow BNI maintains and maintains tertiary reserves.
Projection Liquidity Ratio, Maturity Profile, Determination and monitoring of limits, namely
Liquidity Adequacy Ratio, Stress testing. BNI Wide Cash Ceiling limits, Safety Level limits,
3. Calculation of Liquidity Coverage Ratio (LCR) and Maturity Profile limits, and Foreign Currency
Net Stable Funding Ratio (NSFR) Credit limits based on Fund Availability are
4. Monitoring Liquidity Risk. carried out periodically by the ERM Division.
5. Liquidity Risk Control. Determination and monitoring of limits are
6. Determination of Liquidity Limits: Regional and carried out periodically, including:
Bank Cash Ceilings Wide, Safety Level limits, a. BNI Wide Cash Ceiling Limit which is the
Maturity Profile Limits and Foreign Exchange maximum limit for maintaining a total BNI
Credit Limits based on the availability of Foreign Rupiah cash balance consisting of Branch/
Exchange liquidity. Central Cash and Other Cash (ATM Replenish
Cash, ATM Cash and CRM Cash).
Risk Management Process b. Limit Safety Level is the minimum amount of
Liquidity risk management aims to minimize the Secondary Reserve that must be maintained
possibility of the Bank’s inability to obtain cash flow to anticipate TPF withdrawals based on the
funding sources, and build the structural liquidity volatility of each type of DPK and the volatility
strength of the bank’s balance sheet to support of loan disponibles with a certain level of
sustainable long-term growth. confidence.
c. Maturity Profile Limit is the cumulative
1. Liquidity Risk Identification behavioral maturity gap limit up to 1 month.
Liquidity Risk Identification is the process of This limit is a condition on the Rupiah maturity
obtaining and analyzing sources of liquidity risk profile limit and the foreign exchange maturity
inherent in all business activities/transactions/ profile limit.
products that can have a financial impact on d. Restrictions on Foreign Currency Credit
the Bank. Each activity/product/ transaction is based on the Availability of Foreign Currency
analyzed and differentiated to ensure that each Liquidity are a mechanism for controlling
liquidity risk has been identified, measured the maximum amount of foreign currency
accurately, managed according to appropriate funds that can be channeled to provide
methods, and controlled properly. onshore loans, offshore loans and local
loans originating from conventional and non-
2. Liquidity Risk Measurement conventional funding sources, as well as a
Liquidity Risk Measurement Methods include liquidity risk mitigation mechanism based
liquidity ratios including Liquidity Coverage on the availability of funds and not is the
Ratio (LCR) and Net Stable Funding Ratio (NSFR), credit risk limit. Meanwhile, the availability
maturity profiles, cash flow projections, stress of all reserves is monitored daily, weekly
testing and the process of monitoring and/or and monthly by the TRS Division and ERM
reporting Liquidity Risk carried out periodically, Division.
including:
a. Monitoring and reporting the magnitude of 4. Liquidity Risk Controlling
Liquidity Risk for all Bank activities/products Liquidity risk control is carried out in order
that are exposed to Liquidity Risk; to prevent deeper losses due to liquidity risk,
b. Monitoring and reporting on compliance with which is done by setting limits on liquidity risk
Liquidity Risk limits (realization of Liquidity monitoring. Determination and monitoring of
Risk exposure compared to the limit); limits are carried out periodically, including:
c. Monitoring early warning indicators (internal a. BNI Wide Cash Limit, reviewed semi-annually.
and external) to identify potential increases in
Liquidity Risk; And
d. Follow-up recommendations for limit
exceedances and/or abnormal market
conditions, and/or other conditions that lead
to an increase in potential Liquidity Risk.
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b. Limit Safety Level which determines the out using bank-specific scenarios (Idiosyncratic
minimum limit of liquidity reserves that the Scenario) and market stress scenarios (Market Wide
Bank needs to haveand applied according to Scenario). A specific scenario for banks (Idiosyncratic
current liquidity conditions (normal/moderate/ Scenario) uses the assumption that the bank is in
tight). liquidity difficulties due to loss of investor/depositor
c. Maturity Profile Limits, which consist of confidence in the bank.
Rupiah maturity profile limits and foreign
currency maturity profile limits. Meanwhile, the market stress scenario (Market Wide
Scenario) uses the assumption that there will be
5. Liquidity Risk Management Information System disruption to the market/financial system as a whole
The liquidity risk management information which will result in disruption to bank operations.
system is used to support the implementation of
processes of identifying, measuring, monitoring, The results of stress testing from this scenario will
and controlling liquidity risk. This information be used for a liquidity funding plan so that risks that
system provides information related to liquidity occur can still be mitigated and managed well.
risk under both normal and crisis conditions in
the form of daily, weekly, and monthly reports. Liquidity Adequacy Ratio
The liquidity risk management information In order to increase short-term liquidity resilience,
system covers comparisons between liquidity BNI manages the Liquidity Coverage Ratio (LCR) by
parameters against limits and Liquidity Risk maintaining sufficient High-Quality Liquid Assets
Stress Testing. (HQLA) to meet liquidity needs over the next 30
(thirty) day period in a stress scenario, in such a way
Tools and Methods that the bank can maintain the liquidity adequacy
In managing liquidity risk, BNI uses daily cash flow ratio always above 100% both individually (bank
projections and monthly maturity profiles, both only) and consolidated with Subsidiaries. Apart
contractually and behaviorally, in order to determine from the LCR ratio, to manage long-term liquidity
appropriate and accurate strategies to anticipate the resilience, BNI also manages the Net Stable
bank’s liquidity conditions in the future. Funding Ratio (NSFR) ratio by maintaining stable
funds to fund stable assets. BNI maintains an NSFR
Liquidity Early Warning Signal (EWS) ratio above 100% for individual and consolidated
Early warning indicators are described in internal positions with subsidiaries
and external indicators for normal conditions,
moderate conditions or tight conditions for both OPERATIONAL RISK MANAGEMENT
Rupiah and foreign currency. Internal indicators
used include trends in customer funds, dominant Operational Risk occurs due to inadequacy or
customer concentration, and bank liquidity ratios. ineffective internal processes, human error, system
External indicators used include interest rate failure, or external disturbances that affect the Bank’s
trends BI Rate, INDONIA, SOFR TERM, Outstanding operations. Operational Risk Events are risk events
Liquidity in the Market (Market Net Liquidity) and that are inherent in every business and operational
Fed Fund Rate (FFR). process carried out by the Bank that may trigger
further risks such as Reputation Risk, Legal Risk,
Determining bank liquidity in Normal, Moderate or Compliance Risk and other risks if not managed
Tight conditions is a reference in determining the properly.
Safety Level (liquidity reserve limit) that must be
provided by the bank. Furthermore, the determination Policies and Procedures
of liquidity conditions will become a guide in the In order to implement operational risk management,
Liquidity Contingency Plan (LCP), namely a set of BNI refers to the regulations of the Financial Services
guidelines in tight liquidity conditions which include Authority, Bank Indonesia, and International Best
but are not limited to alternative strategic steps. Practices. BNI also has operational risk management
procedures that are developed and evaluated
Liquidity Stress Testing periodically to offer guidelines for all work units
To determine liquidity resilience in crisis periods, in implementing the Bank’s agreed operational
liquidity stress testing has been carried out risk management framework. The Operational Risk
periodically. Stress testing scenarios are carried
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Management Strategy is formulated in accordance to analyze root causes and develop necessary
with the overall business strategy and objectives follow-up actions through preventive measures and
with due consideration of the level of risk risk required remediation actions. Additionally, BNI has
appetite and risk tolerance. an operational risk reporting mechanism used as
a consideration in making strategic decisions and
Governance and Organization escalated to Management, providing them with
The governance of operational risk management is timely information on operational risk events along
implemented based on the Three Lines Model, which with follow-up actions.
separates Operational Work Units (Risk Taking Unit)
as the Risk and Control Owner from independent In calculating the Minimum Capital for Operational
Risk Management Work Unit and the Internal Risk and Risk-Weighted Assets (RWA) for Operational
Audit Work Unit. The Operational Work Unit, in the Risk, BNI uses the Standard Approach in accordance
context of operational risk, partners with the Senior with the regulations from the Financial Services
Operational Risk Executive (SORX) to mitigate risks Authority (OJK), which is used as one of the
faced in their respective coverage areas or sectors. elements in measuring capital adequacy (Capital
The Risk Management Work Unit is responsible for Adequacy Ratio).
monitoring risks and providing policies/procedures
related to risk management as well as reviewing The operational risk management process requires
new bank products. The Internal Audit Work Unit organizational support with a clear understanding
is tasked with ensuring the effectiveness of risk of tasks and responsibilities comprehensively
management and internal controls. understood by all work units. Check & Balance occurs
within the organization so that the operational risk
Risk Management Process management process can proceed as planned.
BNI conducts a Risk Control Self-Assessment (RCSA)
process, which is an identification, measurement, The use and application of information technology
monitoring, and control process for operational risks can support the operational risk management
carried out periodically through self-assessment by process, where the complexity of the bank, process
all work units, aimed at identifying potential control automation, and control process automation can
weaknesses so that risks can be mitigated as early maximize risk mitigation efforts. Additionally,
as possible. In the risk identification process, an integrated data for operational risk can produce
operational risk taxonomy has been established as complete and accurate information that can be used
a reference for mapping all existing risks, making in operational risk management and as supporting
identification more granular and enabling more data in decision-making by management. To meet
focused follow-up and prioritization. these needs, BNI has developed an Operational
Risk Management System (ORMS) named New
The RCSA process, using the Process, Risk, Control, PERISKOP (Operational Risk Device).
and Monitoring (PRCM) approach, serves as the
basis for Control Testing (CT) by SORX to identify the The most important and fundamental foundation in
Control Improvement Plan (CIP) or necessary control operational risk management at BNI is a strong risk
improvements. In addition to being sourced from culture, appropriate employee behavior regarding
RCSA activities, CIP can also arise from follow-up risk & control, and the right mindset towards risk
on operational risk events and other identification management. With these aspects fulfilled, the risk
processes. This aims to ensure that control management process can operate effectively, where
improvements and enhancements are carried out the frontline facing risks can optimally mitigate risks,
continuously and reflect a strong risk culture. complemented by other methodologies, ensuring
that risk management efforts are maximally
Regarding operational risk events, BNI establishes beneficial. Efforts to enhance the operational risk
mechanisms for identifying operational risk events, culture are carried out through various risk awareness
recording, reporting, and analyzing existing programs delivered consistently, continuously, and
events through the Operational Risk Event (ORE) focused through various media such as bulletins,
Management procedure. ORE serves as a means posters, PC wallpapers, videos, etc.
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BUSINESS CONTINUITY MANAGEMENT Standards for implementing digital risk management
and cyber security are also equipped with robustness
Disruptions or disasters caused by natural factors, and cyber security testing, and are supported by
human actions, or system disruptions can occur in effective reporting on the implementation of digital
critical BNI business functions causing disruption to risk management and cyber security so as to create
BNI business activities and services.To anticipate this effective, efficient and safe services.
incident, BNI has implemented Business Continuity
Management (BCM) in all units both at home and Governance and Policy
abroad, which is expected to minimize operational Digital risk management and cyber security
risks in the event of an emergency or disaster. strategies are implemented within an effective
and comprehensive governance corridor, thereby
The implementation of this policy is in line with creating risk management that is proactive and
Regulatory regulations which require Banks to forward looking. The implementation of risk
implement risk control processes that could management governance at BNI is carried out
endanger the Bank’s business continuity, and is in through the General Risk Management Policy
line with the requirements in the Basel II document (KUMR), framework and procedures which are
which requires Banks to have business continuity applied consistently and continuously in accordance
management and emergency plans (Business with regulatory provisions. Implementation of
Continuity Management and Contingency Plan). For risk management governance based on People,
Overseas Offices, BCM is implemented in accordance Process and Technology, is the main foundation
with BCM regulations in the local country. for implementing digital risk management and
cyber security for the Bank in meeting customer
Policies and procedures as part of governance expectations, stakeholders and regulators. Digital
regulate the processes within BCM, from the risk management is carried out on 8 (eight) digital
assessment of potential risks and threats (Threat risk classifications, namely:
Risk Assessment - TRA), identifying critical business 1. Cybersecurity Risk is the risk of cyber-attack
processes (Business Impact Analysis - BIA) for the threats to digital business, identification and
continuity of BNI’s business, creating emergency response to cyber incidents.
response plans (Emergency Response Plan - ERP), 2. Data Privacy Risk is the risk due to the limitations
to developing Recovery Strategies. The governance of information security for activities of use,
of BCM also ensures that testing and simulation processing, storage, transmission, as well as
processes of BCM from critical units are conducted potential privacy violations and data leakage.
regularly, ensuring that each unit can evaluate the 3. Third Party Digital Risk is the risk of cyber
established plans, improve them, and enhance vulnerabilities and weaknesses in information
readiness in facing crisis or disaster conditions. security due to the cooperation of third parties
and external parties who have access to the
BNI has also established a BCM Framework, which Bank’s infrastructure or data.
includes an organizational structure where the 4. Workforce Risk is the risk caused by the lack of IT &
Crisis Management Team (CMT) is formed based Digital skills of employees as well as employees/
on potential crisis scenarios that may occur. BNI’s vendors/outsources who work any device,
CMT consists of a combination of work units that any place, any time for privacy, compliance to
operate according to their expertise in handling authentication, access, and others.
relevant crises, making crisis management efforts 5. Process Automation Risk is the risk of digital
more effective. automation process on the development of
digital transformation.
DIGITAL RISK MANAGEMENT 6. Resiliency Risk is the risk of resilience in
operations and infrastructure when growing
In line with the development of banking business increasingly digital.
innovation that prioritizes platform-based and fully 7. Compliance Risk is the risk of non-compliance
digital through the development of advanced digital with regulatory changes, unavailability of
capabilities with data-based business models, the provisions, or failure to implement applicable
Bank is strengthening risk management, especially standards/regulations from the implementation
related to digital risks, as well as increasing cyber of digital-based business models.
resilience through strengthening cyber security.
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8. Cloud Related Risk is the risk of cloud-based 4. Digital Risk Control
security, by maintaining visibility of the security Digital risk control is conducted to manage
of the use of cloud services and security of the residual risks, referring to established policies
Cloud Service Provider (CSP) and procedures, risk limits, and implemented
risk controls. In digital risk control, risk
Risk Management Process control strategies include strengthening risk
In managing digital and cyber risks, BNI implements controls such as enhancing security solutions,
comprehensive risk management to identify, assess, managing information technology assets, access
measure, monitor, and control digital business risks, management, and others.
including analysis and identification of risks inherent
in digital services, as well as security controls to The Bank’s digital risk management is implemented
mitigate risks and ensure compliance with principles through collaboration between the first line and
of confidentiality, integrity, authenticity, availability, second line, as well as the third line as evaluators
and non-repudiation. The elaboration of the digital and reviewers of risk management implementation.
risk management process is as follows: In its implementation, the Bank also has several
1. Digital Risk Identification programs to strengthen digital risk management
Risk identification is conducted proactively across and cybersecurity, including:
all digital activities, processes, and products by: 1. Digital Product Risk Assessment:This assessment
a. Identifying at-risk assets, including information process aims to identify risks associated with
assets, systems, human resources, and information technology and digital products
company frameworks/guidelines. before they are implemented/enhanced/changed.
b. Identifying sources of threats. This process includes security assessments,
c. Identifying vulnerabilities. compliance, and operational impact of new/
d. Assessing the severity of existing existing products or technologies to reduce
vulnerabilities. potential risks and ensure that digital products
meet established standards, including BNI’s
Digital risk identification is performed across major innovation in 2024, namely the launch of
all Bank environments and at all stages of wondr by BNI and the BNI Corporate Portal.
development, production, maintenance, and ad- 2. Thematic Review: This activity involves
hoc conditions of digital services. comprehensive vulnerability analysis by the
second line through black box testing in the
2. Digital Risk Measurement Bank’s production environment, simulating real
Risk measurement is conducted to understand attacks to identify weaknesses that have not been
the development and extent of digital risk detected by the methods employed by the first
exposure as a reference for control. Identified line.
risks are measured and mapped according to 3. Cyber Resiliency Testing: This serves as a
the likelihood and impact associated with digital monitoring capability and maturity assessment
risks, followed by the implementation of controls, of the Bank’s people, processes, and technology
including preventive, deterrent, detective, in prevention, detection, and remediation, which
corrective, and compensating controls. can be conducted through programs such as
Table-Top Exercises, Computer Security Incident
3. Digital Risk Monitoring Response Team (CSIRT), Social Engineering
Risk monitoring is performed to ensure that Technique Program (SETP), and others.
risks are well managed, including monitoring 4. Digital Risk Research & Development: This
the performance of digital services through log is a process of research and development of
monitoring, Security Operation Center (SOC), methods in digital risk management, including
vulnerability assessments, penetration testing, threat trend analysis, development of tools and
threat intelligence, cyber resiliency testing, techniques for risk mitigation, and innovation in
thematic reviews, and others. the digital risk management process.
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These digital risk management strengthening 1. Legal Risk Identification
programs are conducted continuously, resulting in Legal risk identification is carried out regularly
an effective, rapid, and efficient risk response. and continuously. The legal risk identification
process is carried out by analyzing all sources
LEGAL RISK MANAGEMENT of legal risk, which at least includes legal risks
from BNI products and business activities as well
Legal risk is a risk resulting from lawsuits and/or as legal risks from new products and activities
weaknesses in juridical aspects. BNI’s legal risks can through an appropriate legal risk management
originate, among other things, from weaknesses in control process before they are introduced or
the juridical aspects caused by weak engagements implemented. The process of identifying legal
carried out by BNI, the absence and/or changes in risks inherent in the Bank is carried out using
statutory regulations which cause a transaction indicators/parameters:
carried out by BNI to be not in accordance with the a. Litigation factor, in the form of estimated
provisions, and the litigation process arising from a losses due to litigation compared to the Bank’s
lawsuit. third parties to BNI and BNI to third parties. capital.
b. Engagement Weakness Factor, in the form
Governance and Organization of scoring the results of the review of
Legal risk management is carried out by the Legal Non-Standard Agreements and Standard
Division under the active supervision of the Director Agreements.
of Human Capital & Compliance. In managing c. Absence/Change of Legislation Factor, in the
legal risk, the Legal Division collaborates with the form of percentage of BNI products that have
Legal Management Unit or staff who handle legal not been expressly regulated and have high
functions in Divisions/Units/Regional Offices or complexity/number of BNI products.
other organizational units where the Legal Sector
Work Unit functions as a ‘legal watch’, which provides 2. Legal Risk Measurement
legal analysis/advice to organizational units and/ Legal risk measurement is carried out using
or employees at every level of the organization to comparison parameters between the nominal
minimize the possibility of negative impacts from claim from a third party against BNI’s capital,
weaknesses in juridical aspects, absence and/ indicators of litigation factors, weak engagement
or changes in statutory regulations and litigation factors and factors of absence or changes in
processes. In managing legal risk, the Legal Division legislation in identifying Legal Risk. The results of
collaborates with the Enterprise Risk Management the Legal Risk measurement are reflected in the
Division in regularly assessing and monitoring the Legal Risk Profile.
implementation of Legal Risk Management.
As part of the legal risk measurement, the
Policies and Procedures indicators/parameters as well as the amount of
Implementation of legal risk management refers to weight and ratio used to measure the legal risk
the Company’s Legal Risk Management Guidelines profile are determined by the Legal Division, taking
and other policies related to legal risk management. into account input from the Board of Directors,
In order to stipulate the appropriate Legal Risk Enterprise Risk Management Division and other
Management policies, the Legal Division and units as well as regulatory requirements. Legal
Enterprise Risk Management Division evaluate and risk profile parameters consist of Inherent Risk
update Legal Risk control policies and procedures and Quality of Risk Management Implementation
periodically, in accordance with developments in (KPMR). The results of Legal Risk measurement
applicable regulations and legislation. are reflected in the Legal Risk Profile.
Risk Management Process 3. Legal Risk Monitoring
In carrying out the Legal Risk control function, BNI Legal risk monitoring is carried out by evaluating
implements legal risk management policies in a the inherent legal risk exposure, especially those
process flow consisting of: that are material or have an impact on BNI’s
capital.
Legal Risk Monitoring includes:
a. Litigation Factors: Supervising and/or
handling criminal and civil cases.
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b. Obligation Weakness Factors: Coordinating g. The Legal Division provides training or
with relevant business units in the preparation outreach related to legal issue mitigation to
of cooperation agreements to ensure they units within BNI to enhance understanding/
meet business needs and product regulations legal risk awareness.
while protecting BNI’s interests.
c. Lack/Change of Legislation Factors: 5. Legal Risk Management Information System
Coordinating with relevant business units to The legal risk management information system
ensure the completeness of documentation is used to support the processes of identifying,
so that BNI’s interests are protected and measuring, monitoring, and controlling legal
maintaining the Service Level Agreement risks. The legal risk management information
(SLA) regarding the implementation of each system owned by BNI includes the availability of
BNI product/activity. information for:
a. Periodic reports submitted along with the risk
The results of the monitoring, which include profile provided regularly, including:
evaluations of legal risk exposure, are 1) Data on potential losses.
compiled into a Legal Risk Management 2) Legal reviews, results of standard and
Information System (SIM Legal Risk) that non-standard agreement reviews.
provides periodic reports on legal risk 3) Absence/change of legislation regarding
exposure (monthly, quarterly, and annually), new Bank products/activities and their
including necessary follow-up actions. amendments.
b. Incidental reports:
4. Legal Risk Control 1) Active Case List Report.
Legal risk control is carried out especially for 2) Case Reports to the Board of Directors
activities that could endanger BNI’s business and/or Board of Commissioners.
continuity.
STRATEGIC RISK MANAGEMENT
The legal risk control process is carried out,
among other things, by: Strategic Risk is the risk resulting from inaccuracy in
a. Carry out assessments in the form of juridical making and/or implementing a strategic decision as
studies in the event that there are new bank well as failure to anticipate changes in the business
products or there are additions/changes to environment. BNI’s strategic risks can originate from
features of BNI products. weaknesses in the strategy formulation process and
b. Providing legal advice and/or legal assistance inaccuracies in strategy formulation, inadequate
in the event that there are legal risks in management information systems, inaccurate
operational activities. results of internal and external environmental
c. Conduct regular reviews of standard analysis, overly aggressive strategic goal setting,
agreement formats, especially credit inaccuracies in strategy implementation, and failure
agreements, to ensure compliance with to anticipate changes, business environment.
applicable laws and regulations and other including failures to anticipate technological
provisions. changes, shifts in macroeconomic conditions,
d. Conduct regular reviews of contracts and competitive dynamics in the market, and changes in
agreements between BNI and other parties, related regulatory policies.
among others by scoring the contracts and
agreements. Strategic Risk Management is divided into 2 (two)
e. Carry out intensive monitoring of legal issues, categories, namely:
especially lawsuits based on Unlawful Acts 1. Based on Time Frame: Strategic planning is
involving the Bank as a Defendant or Co- divided into:
Defendant. a. Long-Term Plan: BNI’s planning system with
f. In conducting transactions through the an implementation period of 5 (five) years.
issuance of guarantees such as bank b. Short-Term Plan: BNI’s planning system with
guarantees and pledge agreements, the Bank an implementation period of 1 (one) year to 3
has prepared sample document formats that (three) years.
offer business units reference in making
compliant transactions.
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2. Based on Scope: Strategic planning is divided periodically, in accordance with the Bank’s internal
into: and external developments as well as applicable
a. Bank-Wide Plan: Planning that applies to laws and regulations.
and binds the entire organization within the
company. Risk Management Process
b. Division/Unit/Branch Office Plan: Planning In executing the control function of Strategic Risk,
that is limited to the relevant unit. BNI implements strategic risk management policies
in a process flow that consists of:
Governance and Organization
Strategic Risk Management is carried out by the 1. Strategic Risk Identification
Corporate Planning & Performance Management Strategic risk identification is conducted
Division, under the active supervision of the Finance periodically and continuously. The process of
Director. identifying strategic risks is carried out by:
a. Identifying strategic risk factors inherent in
Strategic Risk Management is carried out through each functional activity that could potentially
a series of strategic planning processes in the form harm BNI, such as policies that are not
of planning and budgeting which includes aligning aligned with BNI’s vision and mission, lack of
company strategy with unit strategy as well as responsiveness to changes, implementation
cascading bank wide targets into unit targets as of policies that do not align with strategic
outlined in the planning document. plans, or implementation that does not adhere
to established schedules.
Strategic planning documents include: b. Analyzing risks, especially for strategies that
1. Corporate Plan require significant resources and/or are high-
A corporate planning document prepared to risk, such as entering new market segments,
achieve the Bank’s long-term goals for 5 (five) acquisition strategies, divestiture, or
years. The Corporate Plan document is reviewed diversification strategies in terms of products
every 5 (five) years to adjust to changes in the and services.
business environment.
2. Bank Business Plan (RBB) 2. Strategic Risk Measurement
A document outlining the Bank’s short-term (one Strategic risk measurement is conducted using
year) and medium-term (three years) business 4 (four) parameters, namely: alignment of
activities. The Bank Business Plan and Unit strategy with business environment conditions,
Business Plan documents are reviewed in the high-risk and low-risk strategies, the Bank’s
first semester of each year and may be reviewed business position against competitors, and the
more frequently if significant changes in the achievement of the Bank Business Plan (RBB).
environment occur.
3. Work Plan and Company Budget (RKAP) Additionally, the quality of risk management
A strategic planning document that contains implementation can be assessed based
the goals and objectives BNI aims to achieve, on governance results, risk management
prepared with consideration of risk factors that frameworks, risk management processes,
may affect the achievement of the established information systems, human resources, and risk
goals. The Work Plan and Company Budget control systems.
(RKAP) document is prepared annually.
Detailed assessments of the strategic risk profile
Policies and Procedures are documented in the strategic risk profile
Policies related to Strategic Risk Management have report, following the BNI Risk Profile Assessment
been outlined in the General Risk Management Procedure.
Policy (KUMR) and the Integrated Risk Management
and Capital Policy (KUMRT). Additionally, strategic 3. Strategic Risk Monitoring
risk management is also governed by the Strategic BNI has a process for monitoring strategic risks
Risk Management Procedure, Strategic Planning conducted periodically. Strategic risk monitoring
Procedure, and Bank Product Implementation considers historical losses caused by strategic
Procedure. Evaluation and/or updating of risk risks and/or deviations in the implementation of
management policies and procedures are conducted strategic plans.
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Strategic issues arising from operational The mechanism for controlling strategic risks is
changes and business environment conditions based on the results of monitoring the following
that negatively impact BNI’s business or financial factors:
condition are reported to the Board of Directors a. BNI’s performance achievements compared to
periodically, accompanied by an analysis of the proportional targets and current year targets
impact on strategic risks and necessary corrective on a monthly basis in the Board of Directors
actions. Changes in macro conditions (external) meeting (Radisi), which can take strategic
are one of the main factors that can affect BNI’s actions to manage strategic risks.
business conditions. To minimize the negative b. The realization of the Business Plan strategy
impact of these changes, BNI continuously for each Division/Unit, allowing for the
monitors macro conditions to review strategy identification of implementation issues and
implementation. work program improvements to ensure that
the established financial targets are achieved
The mechanism for monitoring the achievement quarterly.
of established business plans is conducted by c. The realization of the Bank Business Plan
comparing actual business results against set targets to be reported to the Financial Services
targets, as follows: Authority (OJK) quarterly.
a. Monthly monitoring of BNI’s performance d. The performance achievements of the Bank
and strategy achievements. and all units are conducted semi-annually in
b. Quarterly monitoring of the performance of a Business Meeting forum at the Head Office
Divisions/Units in terms of the realization of and Regional Offices.
Business Plan strategies.
c. Quarterly monitoring of the realization of the The Board of Directors continuously monitors
Bank Business Plan (RBB). the realization of strategy implementation
d. Monitoring of strategic issues and BNI’s and the achievement of targets outlined in the
market share. Bank Business Plan (RBB) periodically. If there
e. Semi-annual monitoring of the performance are any strategy implementations and RBB
of the company and all units conducted in a achievements that do not meet targets, the Board
Business Meeting forum at the Head Office of Directors requests the relevant units to make
and Regional Offices. improvements.
For the bank-wide scope, BNI has established 5. Strategic Risk Management Information System
a work unit that analyzes and monitors the The strategic risk management information
realization of business strategies and work system is used to support the processes
programs against targets, specifically the of identifying, measuring, monitoring, and
Corporate Planning & Performance Management controlling strategic risks. The strategic risk
(CPM) Division, including financial targets. management information system owned by BNI
includes the availability of information for:
For the scope of Divisions/Units, supporting units a. Monthly Performance Monitoring Reports
and/or other specific units are designated to of BNI presented in the Board of Directors
analyze and monitor the realization of business meeting (Radisi).
strategies and work programs against the b. Reports on the Realization of the Bank
implementation targets of those Divisions/Units Business Plan (RBB) to the Financial Services
periodically. Authority (OJK).
c. Reports on the Realization of the Business
4. Strategic Risk Control Plan (BP) for each work unit to the relevant
Strategic risk control is conducted by comparing Sector Director.
actual financial performance with targets
presented to the Board of Directors to ensure COMPLIANCE RISK MANAGEMENT
that the risks taken remain within tolerance
limits and to report significant deviations to the Compliance Risk is the risk resulting from the
Board of Directors. The risk control system is Bank’s failure to comply with and/or implement
approved and reviewed periodically by the Board laws and regulations. BNI compliance risks can
of Directors to ensure its ongoing suitability. originate from, among other things, legal behavior,
namely BNI behavior/ activities that deviate from
or violate statutory provisions or regulations and
organizational behavior, namely BNI behavior/
activities that deviate from or conflict with general
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standards. Compliance risk management is carried c. Various options for BNI’s product and service
out through consistent implementation of an facilities, such as remittance transaction
internal control system. In practice, compliance risk services, which can serve as a gateway for
is inherent in the Bank’s risks related to applicable assets resulting from criminal acts or funding
laws and regulations, such as the Minimum Capital for terrorist activities into the financial system,
Requirement (KPMM), Maximum Lending Limit which can subsequently be utilized for the
(BMPK), Non-Performing Loans (NPL), Net Open benefit of criminals.
Position (PDN), and Minimum Reserve Requirement d. The utilization of information technology
(GWM). systems in the banking business sector can
result in personal data being easily collected
Governance and Organization and transferred from one party to another
BNI has a sufficient compliance risk management without the knowledge of the data owner.
function with clear authority and responsibilities for
each unit or work unit that carries out compliance 2. Compliance Risk Measurement
risk management functions. Compliance Risk Compliance risk measurement is conducted
Management is conducted by the Compliance using indicators/parameters in the form of:
Division (CMP), which is under the active supervision a. The type and significance of the violations
of the Human Capital & Compliance Director. committed.
b. The frequency of violations of provisions (BNI
Policies and Procedures compliance track record).
The implementation of Compliance Risk Management c. Violations of certain financial transaction
refers to the Compliance Risk Management provisions.
Company Guidelines as well as other related
Policies and Procedures, including the Company As part of measuring compliance risk, the
Guidelines for Compliance Work Procedures, Anti- indicators/parameters as well as the weights and
Money Laundering Policies, Prevention of Terrorism ratios used to measure the compliance risk profile
Financing, and Prevention of Funding for the are determined by the Compliance Division,
Proliferation of Weapons of Mass Destruction (APU taking into account input from the Board of
PPT and PPPSPM), Implementation Procedures Directors, the Enterprise Risk Management (ERM)
for the APU PPT PPPSPM Program, Compliance Division, and other Units as well as Regulatory
Charter, Company Guidelines for Procedures for provisions.
Handling Conflicts of Interest, Company Guidelines
for Gratification Control, Company Guidelines for A detailed compliance risk profile assessment
Anti-Bribery Management Systems, and Company is outlined in the compliance risk profile report
Guidelines for Compliance Risk Assessment. guided by the BNI Risk Profile Assessment
Procedure. Compliance Risk Assessment
Risk Management Process is carried out by conducting compliance
In order to contribute to BNI’s healthy and assessments or tests on policies that will/have
sustainable business growth, the Compliance been implemented, new bank products, as well
Division assists the Human Capital & Compliance as compliance opinions on transactions that will
Director in implementing compliance functions be carried out by BNI.
and carrying out compliance risk management
processes, including: Additionally, compliance risk measurement
is conducted through the Compliance Index
1. Compliance Risk Identification (periodically), which is a value indicating the
Compliance risk identification is carried out level of compliance of a unit measured based
to recognize all types of risks inherent in each on established parameters and criteria. The
functional activity that have the potential to harm establishment of Compliance Index (CIX)
BNI, namely factors that can increase compliance parameters is based on incidents/events that
risk exposure, such as: occur from values, behaviors, and actions that
a. The type and complexity of BNI’s business do not comply with regulations, where the types
activities, including new products and of parameters are ranked based on the level
activities. (potential) of losses occurring from the largest to
b. The number (volume) and materiality of smaller levels.
BNI’s noncompliance with internal policies
and procedures, statutory provisions, and/or
regulations as well as sound business ethical
practices and standards.
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3. Compliance Risk Monitoring REPUTATION RISK MANAGEMENT
Compliance risk monitoring includes monitoring
and reporting Compliance Risks that occur to Reputation Risk is the risk resulting from a decrease
the Board of Directors, both at the time of the in the level of stakeholder trust which originates
occurrence of Compliance Risks and periodically from negative perceptions of the Bank. Reputation
regarding: risk originates from events that have harmed the
a. Maximum Lending Limit (BMPK) Bank’s reputation, for example negative news in
b. Net Open Position (PDN) the mass media, violations of business ethics, and
c. Minimum Reserve Requirement (GWM) in customer complaints as well as other things that
both IDR and foreign currencies d. Non- can cause Reputation Risk, for example weaknesses
Performing Loans (NPL) in governance, corporate culture and the Bank’s
d. Minimum Capital Requirement (KPMM) ratio business practices and BNI’s communication
e. Fines and warnings from regulators, such as strategy is less effective.
violations of the Financial Information Service
System (SLIK) Governance and Organization
f. Implementation of new regulations BNI has a sufficient reputation risk management
g. Reporting obligations to external parties function with clear authority and responsibilities
h. BNI’s Composite Compliance Risk Rating. for each unit or work unit that carries out reputation
risk management functions. Reputation risk
4. Compliance Risk ControL management is carried out by the Corporate
Compliance risk control is conducted through Secretary Division (CSE) which is under the active
ex-ante (preventive) actions or measures to supervision of the President Director. Monitoring of
ensure that the policies, provisions, systems, news reports (news management) and management
and procedures, as well as the business activities of communication crises as well as monitoring of
carried out by BNI, comply with the regulations news media or social media opinions/comments
of the Financial Services Authority (OJK), Bank are carried out by the Corporate Secretary Division.
Indonesia (BI), and the Ministry of State-Owned Meanwhile, management of customer complaints/
Enterprises (KBUMN), as well as applicable laws complaints is carried out by the Customer Experience
and regulations, and to ensure BNI’s compliance Center (CXC) Division. Meanwhile, maintaining
with commitments made by the Bank to the BNI’s rating at investment grade, communicating
Regulators (including OJK and BI), and/or other company performance and strategies to analysts and
relevant supervisory authorities. Compliance investors, monitoring and analyzing the company’s
Risk Control is conducted for organizational stock performance, the stock exchange, and peers,
units within the country (including the Head as well as managing cooperation relationships with
Office and Subsidiaries) as well as organizational relevant parties in the Indonesian capital market, is
units abroad, where BNI must ensure adequate conducted by the Investor Relations Division (IRN).
compliance with the laws and regulations in the
countries where BNI’s Overseas Offices (KLN) are Policies and Procedures
located. Policies related to reputation risk management have
been outlined in the General Risk Management
5. Compliance Risk Management Information Policy (KUMR) and the Integrated Risk Management
System and Capital Policy (KUMRT). The procedures
The compliance risk management information for reputation risk management that have been
system is used to support the processes established include the Company Guidelines for:
of identifying, measuring, monitoring, and 1. Reputation Risk Management Procedures
controlling compliance risks. Accurate, complete, 2. Crisis Management
and timely information can be used to assess, 3. Media Relations Management
monitor, and mitigate the risks faced by the Bank 4. Consumer Protection
in determining corrective actions. 5. Customer Complaint Resolution
The results of the identification, measurement, Risk Management Process
monitoring, and control of compliance risks The Corporate Secretary Division (CSE), Customer
are documented in the Compliance Report to Experience Center Division (CXC), and Investor
the President Director through the Director Relations Division (IRN) carry out the functions and
overseeing the compliance function, with copies processes of reputation risk management, including
sent to the Board of Commissioners and the the following processes:
Compliance Risk Profile Report.
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1. Reputation Risk Identification A detailed assessment of the reputation risk
Reputation risk identification is carried out from profile is documented in the reputation risk
several data/information sources, including profile report, guided by the BNI Risk Profile
mass media reports, the BNI website, and social Assessment Procedure.
media network analysis, customer complaints
through customer service or via mass media and 3. Reputation Risk Monitoring
social media, as well as customer satisfaction Reputation risk monitoring is conducted on:
questionnaires. a. News management and crisis communication
management, as well as monitoring opinions/
Reputation risk arises from, among other things: comments on news media or social media and
a. Negative media coverage and/or rumors selecting strategies to respond to developing
about BNI opinions in social media.
b. Ineffective communication strategies of BNI b. Customer complaints in print media, online
c. Inadequate information/services media, and social media, as well as through
d. Disruptions/damage to information BNI Call.
technology systems and devices
Daily, weekly, monthly, quarterly, and annual
The process of identifying stakeholders evaluations of the reputation risks faced by BNI
(interested parties) is also conducted periodically are documented in the Media Monitoring Report.
to anticipate shifts and/or changes in attention
towards the company (stakeholder mapping). 4. Reputation Risk Control
This mapping is conducted regularly and in BNI promptly follows up and addresses customer
writing to be distributed to relevant units. complaints and legal claims that may increase
Reputation Risk exposure and has developed
BNI must record and administer every event mechanisms for effective reputation risk control.
related to Reputation Risk, including the amount Reputation risk control includes:
of loss resulting from the incident in question a. Prevention of events that may lead to
in a data administration. The recording and reputation risk
administration of this data are compiled into b. Recovery of BNI’s reputation after events that
a dataset that can be used to project losses may lead to reputation risk, which involves
for a certain period and activity. Each group of BNI’s immediate response to restore its
data and/or information is handled differently reputation and prevent further deterioration
according to the reputation risk impact it creates. c. Developing the competencies of public
relations staff in the Corporate Secretary
2. Reputation Risk Measurement Division (CSE) and Regional Offices to ensure
Reputation risk measurement is conducted using they have the ability and sensitivity to respond
parameters: to emerging issues and opinions
a. Reputation influence from the Bank’s owners d. Establishing Service Level Agreements (SLA)
and related companies as standards for the speed of response to
b. Violations of business ethics customer complaints
c. Complexity of the Bank’s products and e. Establishing Crisis Contingency Plans that
business collaborations are implemented when crises occur, ranging
d. Frequency, materiality, and exposure of from minor to severe scales
negative news about the Bank
e. Frequency, materiality, and customer Mitigation of Reputation Risk and events that
complaints may lead to Reputation Risk is conducted with
consideration of the materiality of the issues and
As part of measuring reputation risk, the costs. However, Reputation Risk may be accepted
indicators/parameters as well as the weights and as long as it remains within the level of risk that
ratios used to measure the reputation risk profile will be taken.
are determined by the Corporate Secretary
Division (CSE), Customer Experience Center
Division (CXC), and Investor Relations Division
(IRN), taking into account input from the Board
of Directors, the Enterprise Risk Management
Division, and other Units as well as Regulatory
provisions.
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5. Reputation Risk Management Information as well as improving the reporting process
System and coverage, among other things, if there are
The reputation risk management information material changes in business activities, products,
system is used to support the processes transactions and risk factors. To assess material
of identifying, measuring, monitoring, and intra-group financial relationships between
controlling reputation risks. The reputation risk LJKs in the BNI Financial Conglomeration, it is
management information system at BNI includes measured based on the value of BNI’s financial
the availability of information for: transactions with LJK members of the BNI
a. Media Monitoring Information System Financial Conglomeration, as well as between
b. Events that may lead to reputation risk, both in fellow LJKs in the BNI Financial Conglomeration.
written form and through electronic systems,
including discussions in board/management 4. Intra-group Transaction Risk Control
meetings Intra-group transaction risk control on BNI
c. Early warning system mechanisms to provide Financial Conglomeration is carried out with
signals to management so that necessary notice:
actions and mitigations can be taken a. Composition of inherent risk parameters of
intragroup transactions in the integrated risk
INTRA-GROUP TRANSACTION RISK profile assessment;
MANAGEMENT b. Fulfillment of the arm’s length principle
(transaction fairness) regarding intra-group
Intra-group transaction risk is a risk resulting from transactions;
an entity’s dependence, either directly or indirectly, c. Availability and completeness of intra-group
on other entities within a Financial Conglomeration transaction documentation; and
in order to fulfill written and unwritten agreement d. Fulfillment of applicable legal/regulatory
obligations, whether followed by a transfer of funds provisions for each intra-group transaction.
and/or not followed by a transfer of funds.
INSURANCE RISK MANAGEMENT
The intra-group transaction risk management
process includes: Insurance risk is a risk resulting from the failure
of an insurance company to fulfill its obligations
1. Intra-group Transaction Risk Identification to policyholders as a result of inadequacies in the
Identification of intra-group transaction risks is risk selection process (underwriting), determining
carried out by analyzing the types of products premiums (pricing), use of reinsurance, and/or
and/or transactions between LJKs in the BNI handling claims.
Financial Conglomerate which could give rise to
intra-group transaction risks in the BNI Financial The insurance risk management process includes:
Conglomerate. 1. Identification Identification of group insurance
risks is carried out by analysis of factors that
2. Intra-group Transaction Risk Measurement can increase insurance risk exposure, such
The aim of measuring intra-group transaction as inadequacies in the risk selection process
risk is to obtain a ranking of the level of risk (underwriting), premium determination (pricing),
of the Financial Conglomerate’s intra-group use of reinsurance, and/or claims handling.
transactions. What BNI needs to do as the main
entity in measuring intra-group transaction risk 2. Measurement Measuring the insurance risks
is to develop a methodology for measuring intra- faced by BNI can be done using the parameters
group transaction risk and evaluate the suitability Technical Risk, Dominance of Insurance Risk in
of assumptions, data sources and procedures Overall Business Lines, Product Risk Mix and
used to measure intra-group transaction risk. Types of Benefits and Reinsurance Structure.
3. Intra-group Transaction Risk Monitoring 3. Monitoring Insurance Risk Monitoring includes
Intra-group transaction risk monitoring is carried monitoring and reporting Insurance Risks that
out by evaluating intra-group transaction risk occur to the Board of Directors at any time when
exposure that is material or has an impact on the the Insurance Risk occurs or periodically to:
capital condition of the Financial Conglomerate;
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a. Ratio of Technical Reserves to Net Premiums. • Liquidity Risk
b. Claim Ratio. The Enterprise Risk Management (ERM)
c. Net Premium Ratio to Own Capital. Division has monitored branch offices’ liquidity
d. Lapse Ratio. by fulfilling the Maturity Profile and Reserve
e. Domination of insurance risk over all business Requirement periodically using the traffic light
lines. approach.
f. Reinsurance Management
In connection with the implementation of the New
Monthly evaluations of insurance risks faced by Way of Working (NWOW), in the Overseas Office
BNI are outlined in the Leading Risk Indicator (KLN) there is a strengthening of the KLN risk
Report which is submitted to the Director of the management function in terms of the first line (1st),
Risk Management Sector. second line (2nd) and third line (3rd):
• On the 1st line side, the overseas offices have
4. Control Insurance risk control is carried out by a Risk Management & Internal Control (RMIC)
maintaining insurance risk ratios at their threshold function under the oversight of the Risk &
and carrying out improvement initiatives to Business Support Deputy General Manager. Also
improve ratios that are still considered high in place is a SORX Wholesale & International
risk and ensuring that the risks taken are still Banking (SORX1) function that has a coordination
within tolerance limits and reporting significant line to RMIC KLN. SORX1 has provided Process,
deterioration to the Board of Directors. Risk, Control & Monitoring (PRCM) tools as a
guide for RMIC to conduct control testing on the
RISK MANAGEMENT FOR OVERSEAS established risk controls.
OFFICES (KLN) • On the 2nd line side, an overseas offices Risk
Management Team has been set up under the
BNI has tools of risk management at its overseas oversight of the Enterprise Risk Management
branches, including credit risk, market risk and (ERM) Division which also has a coordination line
liquidity risk. with RMIC, functioning to ensure that well-run
• Credit Risk risk management framework there. In addition,
The Enterprise Risk Management (ERM) Division there is also strengthening of Operational risk
has carried out identification and monitoring of and KLN Compliance risk under the oversights
everseas branches’ credit risk using the Internal of the Operational Risk Management (ORM)
Rating Based (IRB) model through the Internal Division and the Compliance Division (CMP).
Rating System 2.0 (IRS) tool which is monitored • On the 3rd line side, the Internal Audit function
quarterly as an early warning system if a decrease remains the duty of Head Office (IAD) Internal
in the debtor’s rating is indicated. Audit.
In addition, in the credit process for determining Currently, BNI has 8 (eight) overseas offices
the pipeline, the ERM Division has determined consisting of 6 (six) branches with licenses as
a Risk Acceptance Criteria (RAC) for the Branches and 2 with licenses as Representative
recommended economic sectors that cover 5 Offices, where each has different operational
(five) aspects: Market; Operational; Environment, complexities from one another that makes it
Social and Governance; Partners; and Price. necessary to determine the minimum requirement
standards for each one of them.
• Market Risk
The Enterprise Risk Management (ERM) Division The Enterprise Risk Management (ERM) Division
through the Middle Office function has set limits has determined the minimum requirement
for Treasury transactions consisting of Budget standards in the form of parameters/indicators that
Loss Limit for Forex and Securities FVOCI must be met by each overseas offices using the Risk
transactions, Deal Ticket Size Limit, and Net Open Management Implementation Quality Assessment
Position Limit and has set Management Action (KPMR) approach as stipulated in SEOJK No.14/
Trigger (MAT) through MAT Traffic Light as a limit SEOJK.03/2017 concerning Bank Health Level
for taking action against changes in value that Assessment.
result in losses.
RISK MANAGEMENT OF NEW PRODUCTS
AND ACTIVITIES
Every Bank product development plan goes through
a risk management process including identification,
measurement, monitoring and control on 8
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(eight) types of risks including credit, market, (PMU) Team*. This team serves an advisory
liquidity, operational, legal, strategic, compliance function, assisting product owners in expediting
and reputation risks which are packaged in a processes while ensuring that all potential risks are
comprehensive study of the bank’s new product and identified and appropriate mitigation measures are
activity risks. The Bank’s product risk management implemented.
is run based on internal provisions that refer to
regulatory provisions. Any plan to issue new Bank products for a period
of 1 (one) year is reported to the Regulator, the
In order to issue new products, BNI has policies and Financial Services Authority and Bank Indonesia (if
procedures to manage the risks inherent in new the product contains Payment Service Provision and
products which include: Payment Infrastructure Provision activities) in the
1. Business review to determine whether the new Bank Product Implementation Plan (RPPB) contained
products provide benefits or are consistent with in the Bank Business Plan (RBB).
BNI’s vision and mission.
2. Systems, procedures (Standard Operating In July 2024, or on July 5, 2024, BNI released wondr
Procedures) and authority in managing new by BNI, a new mobile banking app that has been
products. featured with the latest technology with global
3. Identification of all risks (credit, market, liquidity, standards, offering more personal services and
operational, legal, reputation, strategic and tailored to the needs of each customer in managing
compliance risks) inherent in new products, finances and planning for the future. In addition, in
both those related to business activities and October 2024, BNI also developed a product in the
customers. form of the BNI Corporate Portal which is a desktop
4. Trial period for risk measurement and monitoring website-based application that integrates BNI
methods for new products. wholesale channels into Single Access (SSO/Single
5. Accounting information system for new products. Sign On), and provides a Hybrid Digital Onboarding
6. Legal analysis for new products. feature. For this innovation, BNI has conducted a
7. Transparency of information to customers. risk study on each feature contained in wondr by
8. Customer protection in accordance with BNI (both development features and new features)
provisions on Consumer Protection. and the BNI Corporate Portal.
9. Protection of Personal Data.
BNI RISK PROFILE ASSESSMENT
Considering that it has now entered the digital
era and that there is a growing demand from Risk Profile Assessment is a comprehensive
customers for digital-based Bank products, then, for description of the risks inherent in the Bank’s
when developing digital-based products, BNI first operational activities. The Risk Profile is prepared
ensures that it is technologically ready to run risk as one of the assessment components in the Bank
management, especially security control, to ensure Health Level report which is prepared quarterly for
the fulfillment of the principles of confidentiality, BNI Individual and semi-annually for BNI Financial
integrity, authenticity, availability, and non- Conglomerate (Integrated).
repudiation.
BNI RISK PROFILE INDIVIDUALLY
In addition, as an organizer of Financial Sector
Technology Innovation (ITSK), BNI applies the Risk Profile Assessment is an assessment of the
principles of (1) Governance, (2) Risk management, Inherent Risk and the Quality of Risk Management
(3) Security and reliability of information systems, Implementation in the Bank’s operational activities.
including cyber resilience, (4) Consumer protection The risks that must be assessed consist of 8 (eight)
and protection of personal data, and (5) Regulatory types of risks. In assessing the Risk Profile, the Bank
Compliance. BNI also implements cyber risk pays its due attention to the regulated scope of risk
management in accordance with best practices management.
including aspects of protecting confidentiality,
integrity and availability of information in supporting Inherent Risk Assessment
the continuity of business processes. Inherent Risk Assessment is an assessment of the
risks inherent in the Bank’s business activities, both
As part of efforts to improve and accelerate quantifiable and non-quantifiable, which have the
processes in the development of the Bank’s products potential to affect the Bank’s financial position.
and activities, BNI has established a dedicated
unit, the *Project Product Life Cycle Management
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The characteristics of the Bank’s inherent risk concerning the implementation of Risk Management
are determined by internal and external factors, for Commercial Banks. The Quality of Bank Risk
including business strategy, business characteristics, Management Implementation varies greatly
complexity of the Bank’s products and activities, the according to the scale, complexity and level of the
industry in which the Bank runs the business, and Bank’s Risk Tolerance. Thus, in assessing the Quality
macroeconomic conditions. of Risk Management Implementation, it is necessary
to consider the characteristics and complexity of the
The inherent risk is assessed with due consideration Bank’s business. Assessment of the quality of Risk
of quantitative and qualitative parameters/ Management implementation is an assessment of 4
indicators. The level of inherent risk for each type (four) interrelated aspects, namely:
of Risk is deteremined with due reference to the 1. Risk governance
general principles of assessing the Health Level of 2. Risk Management Framework
Commercial Banks. The determination is categorized 3. Risk Management Process, adequacy of human
into: resources and adequacy of management
1. Rank 1 (Low) information systems
2. Rank 2 (Low to Moderate) 4. Adequacy of the Risk control system, taking into
3. Rank 3 (Moderate) account the characteristics and complexity of the
4. Rank 4 (Moderate to High) Bank’s business
5. Rank 5 (High)
The KPMR level is determined comprehensively
to identify s the strengths and weaknesses of each
Assessment of The Quality of Risk pillar of Risk Management. The KPMR level for each
Management Implementation Risk is categorized into 5 (five) levels, namely:
The sssessment of the quality of Risk Management 1. Rank 1 (Strong)
implementation reflects the adequacy of the 2. Rank 2 (Satisfactory)
Risk control system that covers all pillars of Risk 3. Rank 3 (Fair)
Management implementation as stipulated in 4. Rank 4 (Marginal)
the provisions of the Financial Services Authority 5. Rank 5 (Unsatisfactory)
BNI Risk Profile Assessment Results
The results of the BNI Risk Profile self-assessment individually as of December 31, 2024 fell under rank 2
(Low to Moderate) with an Inherent Risk Rating of Low to Moderate and a Risk Management Implementation
Quality (KPMR) rating of Satisfactory, with the following details:
Risk Management Implementation
Type of Risk Inherent Risk Composite Risk
Quality
Credit Risk Moderate Fair 3
Market Risk Low to Moderate Satisfactory 2
Liquidity Risk Low to Moderate Satisfactory 2
Operational Risk Moderate Fair 3
Legal Risk Low Satisfactory 1
Strategic Risk Moderate Satisfactory 2
Compliance Risk Low to Moderate Satisfactory 2
Reputational Risk Low Satisfactory 1
Composite Rating Low to Moderate Satisfactory 2
BNI RISK COMPOSITE RATING ASSESSMENT
Based on the Regulation of the Minister of SOEs No. PER-2/MBU/03/2023 concerning Guidelines for
Governance and Significant Corporate Activities of State-Owned Enterprises and Technical Instructions No.
SK-7/DKU.MBU/10/2023 concerning Technical Instructions for Reporting Risk Management of State-Owned
Enterprises, SOEs shall make composite risk rating assessment through quarterly self-assessment to provide
an evaluation that encourages SOEs to improve its risk management practice that provides protection and
value creation for SOEs.
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The composite risk rating assessment is based on 2 (two) assessment variables, namely (1) assessment
of the Quality of Risk Management Implementation, and (2) assessment of Performance Achievement. The
results of the BNI composite risk rating assessment for the fourth quarter of 2024 fell under Rank 2 (well-
controlled risk).
INTEGRATED BNI RISK PROFILE
Based on the results of the Integrated Risk Profile assessment of 10 (ten) types of risks as of December 31,
2024, it fell under rating 2 (low to moderate) with an Inherent Risk Rating of Low to Moderate, while the
Integrated Risk Management Implementation Quality (KPMR) assessment of BNI was Satisfactory, which
means that:
1. The potential for losses faced by the Financial Conglomerate as a whole is relatively low during a certain
period of time in the future.
2. The composite Risk Management Implementation Quality is adequate, although there are minor
weaknesses that need management attention but can be resolved in normal business activities.
The results of the Integrated Risk Profile assessment in detail are as follows:
Risk Management Implementation
Type of Risk Inherent Risk Composite Risk
Quality
Credit Risk Moderate Fair 3
Market Risk Low to Moderate Satisfactory 2
Liquidity Risk Low to Moderate Satisfactory 2
Operational Risk Moderate Fair 3
Legal Risk Low Satisfactory 1
Strategic Risk Moderate Satisfactory 2
Compliance Risk Low to Moderate Satisfactory 2
Reputational Risk Low Satisfactory 1
Intragroup Transaction Risk Low Satisfactory 1
Insurance Risk Low to Moderate Fair 2
Composite Rating Low to Moderate Satisfactory 2
RISK MATURITY INDEX (RMI)
The Risk Maturity Index (RMI) is an index used to measure the level of design quality and effectiveness of
the implementation of Risk Management in giving protection and creating value. In compliance with the
Regulation of the Minister of SOEs No. PER-02/MBU/03/2023 dated March 24, 2023, BNI shall make regular
RMI assessments with due consideration of the decision of the deputy for finance and risk management
KBUMN No. SK-8/DKU.MBU/12/2023 dated December 6, 2023 concerning Technical Instructions for
Risk Maturity Index Assessment. The RMI assessment is based on performance, such as combining RMI
assessments based on 5 (five) dimensions: (1) risk culture & capabilities, (2) risk organization & governance,
(3) risk & compliance framework, (4) risk processes & controls, and (5) risk models, data, and technology,
with performance realization consisting of the Final Rating Health Level and the Risk Composite Rating.
BNI has implemented RMI assessment since 2021, and made periodic improvements. In accordance with the
direction of KBUMN, BNI conducted an RMI assessment in 2024 with an assessment observation period of
January 1 to December 31, 2023, carried out by an independent assessor who assessed the maturity of risk
management. The RMI assessment in 2024 was carried out with the scope of the entire entity, reffered here
as BNI and its Subsidiaries, such as BNI Sekuritas, BNI Finance, BNI Life, BNI Ventures, hibank, BNI Asset
Management and BNI Securities. The results of the BNI RMI assessment in 2024 are on the spectrum of the
Good Practice Phase sub-level of the Good Practice Phase (+).This shows BNI’s commitment to implementing
mature risk management both in terms of culture and capability, fulfillment of the organization and its
governance, the framework and provisions that cover, processes and controls over risk as well as models,
data and information technology that are enablers of increasingly optimal risk management.
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Based on the results of the 2024 RMI assessment, IMPROVING HUMAN RESOURCES
BNI has implemented strong risk management CAPABILITIES RELATED TO RISK
practice dimensions, including: MANAGEMENT
1. Risk Culture and Capability Dimension: BNI
has had continuously implemented risk culture In order to implement quality risk management, BNI
instillation programs. There is also a risk skills manages Human Resources (HR) and develops the
improvement curriculum that has been adjusted quality of its HR sustainably:
to the position level. 1. Establishment of the Risk Academy Unit through
2. Risk Organization and Governance Dimension: the following programs:
BNI has fulfilled the Risk Management Organ a. User RM Tool Connect Workshop
in accordance with PER-2/MBU/03/2023, and b. Effective Collaborative Leadership &
implemented the Three-Line Risk Governance Collection Strategy
Model well. BNI has also made periodic c. Credit Quality Improvement Strategy Training
evaluations and optimizations to improve risk (Restructuring) in 2024
governance. d. KBUMN Risk Based Planning & Risk Modeling
3. Risk Framework and Compliance Dimension: Training
BNI has successfully implemented an effective e. Effective Model Risk Management (MRM)
risk management framework for key risks, Training
especially in mitigating data confidentiality risks f. Palm Oil Plantation Industry Analysis
and corporate continuity plans. g. Webinar “Early Warning Systems: Detecting
4. Risk Process and Control Dimension: BNI and Preventing Liquidity Risks.”
has implemented the process of identifying, h. Workshop on Alignment of Company
assessing, treating, and reporting risks Guidelines (PP) Operational Risk Management
effectively, with good understanding and Procedures
implementation at every level. i. Association of Certified Anti-Money
5. Risk Model, Data, and Technology Dimension: Laundering Specialists (ACAMS)
BNI has an information system that is used j. Anti Fraud Awareness Webinar “Social
consistently to support the management of Engineering: Definition, Types, and Prevention
some key risks. BNI also has a special risk Methods”
model and analytics team, using tools and k. Anti Fraud Awareness Webinar “Avoid Online
methodologies to manage key risks, and using a Gambling and Illegal Online Loans”
risk data quality maintenance framework. l. Anti Fraud Awareness Webinar “Smart and
Wise in Managing Personal Finances”
Based on the overall assessment by independent m. Anti-Fraud 360 Seminar
parties, BNI has succeeded in mapping several areas n. Procurement Fraud Training
of improvement that have been carried out in the o. Making Operational Risk Management Videos
short, medium, and long term. BNI has developed p. Firm Workshop - Wide Stress Testing using
many initiatives to support the bank’s performance. Web App & Mobile App
Such as strengthening cyber risk management in q. BCM Framework Workshop & Preparation of
accordance with the IT & digital risk management CMT Pandemic Playbook - CMT Cyber
framework. Strengthening market and liquidity r. Preliminary Proactive Control Design Forum
risks by developing simulations and stress tests to (PCDF) Training
anticipate dynamic global and domestic conditions. s. 2024 Carbon Emission Operational Data
Improving compliance risk management with Reporting Training
the increasing popularity of RegTech (Regulatory t. Greenhouse Gas (GHG) Calculation,
Technology, which means the application of Mitigation, Audit, & Reporting
technology for regulatory reporting functions, e.g., u. Indonesian Sustainable Finance Taxonomy
LBUT/Antasena, SIPENA). Classification Training (TKBI)
v. Risk Management Training for Risk
Management & Internal Control (RMIC)
Overseas Offices (KLN)
w. Sharing Session on Non-Performing Loan
(NPL) Credit Management and Write-Offs in
KLN Singapore and KLN Hong Kong
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x. Risk Maturity Index (RMI) Workshop RISK MANAGEMENT ACTIVITY REPORT 2024
y. Quality Assurance Improvement Programs
Workshop In relation to the implementation of effective and
z. ORIC SORX2 Brevet efficient risk management, risk management has
aa. Financial Risk Management (FRM) been carried out through several risk management
Training/Certification activities, as follows:
bb. Reinforcement Workshop AMGR, MGR,
AVP, ORIC, SORX1, SORX2, and SORX3 1. Individual BNI Risk Management Activity Report
cc. Risk Management Certification Levels (JK) a. Implementation of periodic BNI Risk Appetite
4 (four), 5 (five), 6 (six), and 7 (seven) Statement (RAS) review and communicating
dd. Training on Trainers (ToT) Qualification the results of the 2024 Risk Appetite Statement
Levels 6 (six) and 7 (seven) (RAS) review to all BNI units to be used as a
ee. Credit Legal Aspects: Legal Strategy guideline in BNI’s business activities.
b. Preparation of strategies and implementation
2. Risk Management Certification and Refreshment of risk management in the BNI Bank Business
Ownership of the Risk Management Certificate Plan (RBB) 2024/2026 through direct
for HR is determined for Members of the coordination with each risk management unit.
Board of Directors, Members of the Board of c. implementation of a review of the calculation
Commissioners, Independent Parties of the parameters for BNI’s Risk Profile and Bank
Risk Monitoring Committee, Executive Officers Health Level (TKB) through coordination
and Officers other than Executive Officers in with each risk management unit to be further
the risk management work unit, compliance implemented in the assessment of BNI’s Risk
work unit and internal audit work unit as well Profile quarterly and BNI’s Bank Health Level
as the main operational work unit that makes (TKB) semi-annually.
and implements decisions on risks including d. Reviews of BNI Risk Management Policy every
credit, treasury, information technology, and 1 (one) time and 1 (one) year, namely General
finance. For those who have received Risk Risk Management Policy, General Integrated
Management Certification, BNI continues to Risk Management Policy, and Integrated
carry out education with a refreshment program Capital and General Internal Control System
to maintain the competence of the holder or Policy.
owner of the Risk Management Certificate in the e. Review of Company Guidelines (PP) for
field of Bank risk management at least 1 (one) Risk Management, including Credit, Market,
time in 1 (one) year after the issuance of the Risk Liquidity, Operational, Legal, Compliance, and
Management Certificate. Forms of maintenance Reputation Risk Management Procedures.
program activities include in-house training, In addition, a review is also carried out on
seminars, socialization of provisions from the Action Plan Procedure (Recovery Plan),
authorized authorities, workshops, workshops, Resolution Plan Procedure, Internal Capital
e-learning, and/or work portfolios related to Bank Adequacy Assessment Process Procedure,
Risk Management. Risk Appetite Statement Determination
Procedure, Risk Maturity Index Procedure,
3. E-Learning Method Procedure and Technical Instructions for Risk
Risk management education is also carried out Profile Assessment.
by BNI through the e-learning method which can f. Assessment of risk maturity level (Risk
be done independently by all BNI employees Maturity Index) with the scope of the entity,
through the BNISmarter portal. This aims to namely BNI and BNI Subsidiaries, namely
increase the knowledge and risk awareness of all BNI Securities, BNI Finance, BNI Life, BNI
BNI employees through materials that have been Ventures, hibank, BNI Asset Management and
prepared as learning materials. BNI Securities.
g. The preparation of the Risk Exposure and
4. Socialization and Education Capital Publication Report quarterly and
BNI supports all employees in participating in review of the Long Form Report (Risk
education and socialization through seminars Management) and Annual Report annually
and training organized by external and internal through coordination with related divisions
parties. and units.
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h. Risk analysis/assessment on new Bank 5) Socialization to all Subsidiaries regarding
products and Bank activities along with a the General Policy for Integrated Risk
review of the fulfillment of follow-up actions Management and Integrated Capital at BNI
on risk mitigation recommended in the risk and the provisions of the Ministry of SOEs
assessment document, through intense No. PER-2/MBU/03/2023
coordination between business units and risk 6) Basic Risk Management training with
units and coordination with regulators, both a focus on strengthening the Risk
with the Financial Services Authority and Management & Internal Control (RMIC)
Bank Indonesia. function of KLN
i. Follow-up actions on the results of the 7) Support for requests for risk studies on
resolvability test conducted by the Deposit KLN Singapore Wealth Management
Insurance Corporation will be prepared services and Bank Indonesia Market Entry
through coordination with related divisions Permits for Long-Term Non-Conventional
and units to be submitted to the Deposit Overseas Funding
Insurance Corporation according to the 8) Support for the need for internal and
timeline. external audits of branch offices
j. Preparation of Internal Risk Analysis (IRA), 9) Support for Overseas Branch
including analysis of 8 (eight) types of risk, Standardization & Centralization project
monitoring of Risk Appetite, Risk Tolerance, o. Calculation of Risk Weighted Assets (RWA) for
and trigger level Recovery Plan on a monthly Credit Risk, Market Risk, and Operational Risk
basis. p. Calculation of credit risk stress testing
k. Implementation of Governance and through Bottom-Up Stress Test and Stress Test
Significant Corporate Activities of State- Recovery Plan calculations
Owned Enterprises, namely the preparation q. Review of Loan Exposure Limit (LEL) and
of the BNI Company Work Plan and Budget Reviews of Credit Risk Premium (CRP)
(RKAP) on an annual basis along with its calculations, as well as monitoring of loan
realization on a quarterly basis. space available periodically and monitoring
l. Update of BNI Recovery Action Plan Document of Credit Risk Appetite realization
2024. r. Preparation of loan portfolio analysis/study,
m. BNI’s participation in COP29, the United monitoring of realization of 25 Core Debtors,
Nations (UN) Climate Change Conference and calculation and reporting of BNI credit
held in Baku, Azerbaijan in November quality, including restructuring credit to
2024, and the holding of the BNI ESG and regulators
Sustainability Transition Event or BEST Event s. Review of Industry Risk Rating (IRR), Industry
with the theme “Energy Sectors Foresight Risk Appetite, and Risk Appetite Criteria
to Encounter the Indonesian Sustainable (RAC) per prospective economic sector for
Finance Taxonomy (TKBI)” which discussed wholesale and retail segments
the sustainable finance taxonomy, regional t. Monitoring of Business Banking debtor rating
development landscape, and implementation system in corporate, medium, and small
steps in Indonesia. segments as well as monitoring of Early
n. Implementation of assistance to Subsidiaries Warning System (EWS) in corporate and
and KLN includes: public company segments
1) Assistance in credit risk management u. Market risk monitoring, including Value at
to Subsidiaries through a review of the Risk (VaR), Stress Value at Risk (SVaR), Budget
credit risk profile calculation methodology Loss and Management Action Trigger (MAT),
and sharing sessions on credit scoring EWS Forex, EWS Securities, Off Market
methodology Price (middle office), and Fairness of JIBOR
2) Sharing sessions related to the Climate Quotation
Risk Stress Test (CRST) Methodology and v. Evaluation of Interest Rate Risk in Banking
Implementation with BNI Singapore Book (IRRBB) calculation
3) Socialization related to the Operational Risk
Management Framework to Subsidiaries
4) Sharing sessions, including routine
checkpoints related to the implementation
of the Personal Data Protection Law in all
Subsidiaries
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w. Review of Liquidity Risk limits, including BNI BNI carries out stress testing periodically as a basis
Wide and Regional Cash Ceilings in both for consideration for decisions and directions of the
Rupiah and Foreign Currency, Maturity Profile Board of Directors and Board of Commissioners or
Limits in both Rupiah and Foreign Currency, in making Bank decisions as well as in compliance
Safety Levels in both Rupiah and Foreign with applicable regulatory provisions both in
Currency, and EWS Liquidity in both Rupiah Indonesia and regulatory provisions at each Foreign
and Foreign Currency Office (KLN). In addition to being a basis for decision-
x. Periodic liquidity monitoring, including making and compliance with regulations, stress
Primary Reserve (PR), Liquidity Reserve (CL), testing also aims to estimate the magnitude of losses
Macroprudential Intermediation Ratio (RIM), that will arise as well as the resilience of the Bank’s
Foreign Currency Credit Provision Indicator, capital in absorbing these losses and identify steps
LDR Ratio, and AL/DPK and AL/NCD Ratio that must be taken to mitigate risks and maintain the
y. Calculation of Liquidity Coverage Ratio resilience of the Bank’s capital. In terms of liquidity,
(LCR) and Net Stable Funding Ratio (NSFR) the stress test functions to estimate the adequacy
Individually and Consolidated of the Bank’s liquid assets to fulfill obligations, both
contractual and behavioral.
2. BNI Risk Management Activity Report on
Consolidated and Integrated In implementing stress testing, BNI carries out
a. Preparation of Integrated Risk Appetite 2 (two) approaches, namely using historical or
Statement review hypothetical scenarios to measure the impact of
b. Review of Integrated Risk Management an extreme condition or series of events (scenario
General Policy and Integrated Capital. stress testing) and testing the sensitivity of the
c. Assessment of Integrated Risk Profile Bank’s exposure, activities, and risks to a particular
d. Calculation of Minimum Capital Adequacy variable or parameter (sensitivity analysis). The
Obligation on a Consolidated and Integrated implementation of stress testing at BNI covers
basis the main types of risk, namely Credit Risk, Market
e. Review of Leading Risk Indicator (LRI) Risk and Liquidity Risk, where the calculations use
methodology statistical models and financial models developed
f. Review of integrated risk profile methodology. by BNI considering historical data and hypotheses.
g. Assessment of Bank Health Level on a
Consolidated basis. The results of stress testing carried out by BNI
h. Implementation of discussion forums that throughout 2024 show that BNI’s capital is still able
discuss important issues related to both to absorb losses that arose and is able to maintain
business and risk in all Subsidiaries. sufficient liquidity with rapid anticipation in terms
i. Implementation of a Monthly Risk Forum of asset and liability management as well as the
with an agenda to discuss key risk indicators readiness of policies to support funding plans. In
from each Subsidiary to strengthen addition, BNI has also established risk mitigation for
the implementation of Subsidiary risk possible losses that may arise.
management.
j. Regular checkpoints related to updates on RECOVERY ACTION PLAN
the progress of the Risk Maturity Index
assessment of all Subsidiaries with the scope The Recovery Action Plan is a plan to address
of the entity, namely BNI and BNI Subsidiaries, financial problems that may occur in the Bank,
namely BNI Securities, BNI Finance, BNI Life, as stated in the Recovery Action Plan document,
BNI Ventures, hibank, BNI Asset Management, which is reviewed periodically. The preparation
and BNI Securities, as well as coordination of the Recovery Action Plan is a fulfillment of OJK
related to the follow-up of all Subsidiaries Regulation Number 5 of 2024, dated March 27, 2024,
on RMI improvement recommendations as a concerning the Determination of the Supervision
form of monitoring the Main Entity. Status and Handling of General Bank Problems,
which is intended as a commitment from the Bank,
SIMULATION OF WORST CONDITIONS AND controlling shareholders and/or other parties to
STRESS TESTING handle problems using the Bank’s own resources
and the Bank’s business approach.
Stress testing is one of the risk management tools
used by BNI to evaluate the impact of a severe but
plausible scenario on the Bank’s financial condition.
2024 Annual Report
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The preparation of the BNI Recovery Action Plan has BNI is not required to submit a periodic Resolution
the following objectives: Plan for the 2024 period because based on the results
1. To ensure that BNI has a plan to address financial of the assessment of changes in BNI’s financial
problems that may occur. condition, it was found that both the Total Assets,
2. To ensure that BNI has determined recovery Total Liabilities, and/or Total Equity components
options as a choice of actions to be taken to in the audited financial publication report as of
respond to the financial stress experienced. June 30, 2022 (according to the date of the first
3. To ensure that BNI has a mechanism related submission of the Resolution Plan report) compared
to the implementation, evaluation and testing to the conditions as of June 30, 2024 for individual
(stress testing) as well as updating the recovery data, all are less than 20% (twenty percent), as the
action plan. limit for material changes in financial condition.
BNI has submitted the 2024/2025 Recovery Action In 2024, BNI submitted a follow-up to the results
Plan Document to the Financial Services Authority of the resolvencies test conducted by the Deposit
(OJK) according to the timeline. Insurance Corporation (LPS) on the Resolution Plan
Document first submitted by BNI in 2022.
RESOLUTION PLAN
CLIMATE RISK STRESS TEST (CRST)
The Resolution Plan is a handling or resolution plan
by the Deposit Insurance Corporation (LPS) when a Climate Risk Stress Test (CRST) aims to analyze and
Bank is declared a Bank in Resolution, stated in the evaluate the impact of climate change on financial
Resolution Plan document which is reviewed every performance and the health level of financial
2 (two) years, if the Bank experiences a significant institutions using the Network for Greening the
change in financial condition to assets, liabilities, Financial System (NGFS) simulation. BNI has
and/or equity in accordance with the Deposit reported the results of the Climate Risk Stress Test
Insurance Corporation Regulation. The preparation (CRST) calculation according to OJK’s direction with
of the Resolution Plan is a fulfillment of the Deposit a coverage of 6 (six) productive sectors and property
Insurance Corporation Regulation No. 2 of 2024 ownership credit (mortgage), with the following
concerning the Resolution Plan for Commercial details:
Banks. The Resolution Plan is a commitment from 1. Agriculture, Forestry, and Fisheries
the Bank, controlling shareholders and/or other 2. Mining and Quarrying
parties to realize an effective Bank resolution in 3. Procurement of Electricity, Gas, Steam/Hot Water
order to reduce systemic disruptions to the stability and Cold Air
of the financial system and minimize the use of 4. Construction
public funds (APBN) in the Bank’s resolution. 5. Transportation and Warehousing
6. Processing industry (primarily in the metal,
The preparation of the BNI Resolution Plan has the paper, chemical, and textile industries)
following objectives:
1. Ensure that BNI has a plan to address problems In an effort to support the commitment to
when the Bank is declared a Bank in Resolution. sustainability and climate change mitigation, BNI
2. Ensure that BNI has determined resolution has developed the Climate Risk Stress Test (CRST)
options as a choice of actions to be taken to Tool. This tool is designed to assist BNI in calculating
respond to systemic disruptions to the stability CRST, which aims to analyze and evaluate the impact
of the financial system experienced. of climate change on financial performance and
3. Ensure that BNI has a mechanism related to the the health level of financial institutions using the
implementation, evaluation and testing (stress Network for Greening the Financial System (NGFS)
testing) as well as updating the resolution plan. scenario simulation in accordance with OJK’s
516 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
direction. The NGFS scenarios used in the stress As part of a strategic step to support a green economy,
test include orderly (Net Zero 2050), disorderly BNI has expanded the scope of financing emission
(delayed transition), and hothouse world (Current calculations, which previously only covered the
policies) scenarios with short-term time horizons Corporate, Enterprise, and Medium segments, now
(2024, 2025, 2026) and long-term (2030, 2040, and covering the Micro, Small, and Medium Enterprises
2050). In addition to calculating the Stress Test on (MSMEs) segment. This step was taken to ensure
climate change, the CRST tool was also developed to that all BNI financing segments contribute to efforts
calculate BNI’s financing emissions using the PCAF to reduce carbon emissions.This expansion is also in
(Partnership for Carbon Accounting Financials) line with BNI’s commitment to support sustainable
methodology. and environmentally friendly MSME growth.
2024 Annual Report
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Risk Exposure
Disclosure
1. CREDIT RISK
Disclosure of Qualitative Information related to Credit Risk in General
Description Definition
Qualitative Information related to Credit Risk in General Disclosure of Qualitative Information related to Credit Risk in
General has been submitted through the Risk Management
Implementation Report for Credit Risk as part of the Bank’s
Health Level Report for the period December 31, 2024.
Disclosure of Credit Quality of Assets
1) Disclosure of Credit Quality of Assets - Bank Only
(in million Rupiah)
December 31, 2024
Gross Carrying Amount CKPN Allowances for
Allowances for
Impairment Net Value
Past Due Past Undue Impairment Stage 2 and Losses (IRB (a+b+c)
Stage 1
Receivables Receivables Losses (d+e) Stage 3 Approach)
a b c d e f g
1 Loan 15,228,783 746,321,521 38,328,598 34,314,319 4,014,278 723,221,706
2 Securities 316,989 127,184,192 35,871 - 35,871 127,465,309
3 Administrative
Account 929,702 137,032,311 - - - 137,962,012
Transactions
4 Total 16,475,473 1,010,538,023 38,364,469 34,314,319 4,050,150 988,649,027
518 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Disclosure of Credit Quality of Assets - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2024
Gross Carrying Amount CKPN Allowances for
Allowances for
Impairment Net Value
Past Due Past Undue Impairment Stage 2 and Losses (IRB (a+b+c)
Stage 1
Receivables Receivables Losses (d+e) Stage 3 Approach)
a b c d e f g
1 Loan 15,313,935 760,570,701 38,684,520 34,553,349 4,131,171 737,200,116
2 Securities 316,989 130,273,925 35,875 - 35,875 130,555,039
3 Administrative
Account 929,702 140,956,448 - - - 141,886,149
Transactions
4 Total 16,560,625 1,031,801,074 38,720,395 34,553,349 4,167,046 1,009,641,304
2024 Annual Report
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Disclosure of Changes in Loan and Past Due Securities
1) Disclosure of Changes in Loan and Past Due Securities - Bank Only
(in million Rupiah)
December 31, 2024
a
1 Past Due Loan and Securities on last reporting period 15,498,518
2 Past Due Loan and Securities since last reporting period 11,733,800
3 Past Undue Loan and Securities that return to receivables 196,588
4 Write-Off Value 18,668,815
5 Other Movements 7,178,857
6 Past Due Loan and Securities on last reporting period
15,545,771
(1+2-3-4+5)
2) Disclosure of Changes in Loan and Past Due Securities - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2024
a
1 Past Due Loan and Securities on last reporting period 15,567,452
2 Past Due Loan and Securities since last reporting period 11,735,122
3 Past Undue Loan and Securities that return to receivables 196,588
4 Write-Off Value 18,668,815
5 Other Movements 7,193,753
6 Past Due Loan and Securities on last reporting period
15,630,924
(1+2-3-4+5)
520 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
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Additional Disclosures regarding Credit Quality of Assets (CRB)
A. QUALITATIVE
Based on additional disclosures related to Credit Quality of Assets, “Paid Claims” refers to the portfolio
category of matured claims as stated in Appendix A of Financial Services Authority Circular Letter No. SEOJK
24/SEOJK.03/2021. Meanwhile, the definition of “Claims that Have Impaired Value” are claims that have
been identified as having decreased value, namely at stage 2 (unfavorable assets) and stage 3 (unfavorable
assets). There are also “Claims that are past due (more than 90 days), which are not considered to have
decreased in value.” This can happen if there are claims that meet “Paid Claims” but are still at stage 1.
As a form of commitment to the convergence of International Financial Reporting Standards (IFRS), the
Financial Accounting Standards Board of the Indonesian Accountants Association (DSAK IAI) has ratified
PSAK 109 concerning Financial Assets. PSAK 109 was ratified by adopting IFRS 9, which contains the concept
of calculating future credit losses (ECL). The model development process at BNI has been carried out by the
model development team and validated by external and internal validators.
The ECL determination is classified for each segment with the aim of classifying debtors who have similar
characteristics so that a more accurate Probability of Default (PD) projection used in the ECL calculation is
obtained.
The model used in forming bank CKPN is:
• The transition matrix model is a modeling method that uses changes in the quality of productive assets
in a certain period as its basis.
• The Bayesian Scalar Model is a PD calculation model for assets that have an internal rating.
• The Vasicek model is applied for segmentation that relies on external ratings in the modeling process.
The CKPN calculation for assets classified as Amortized Cost will be calculated using different forward-looking
horizons according to each risk level (staging), namely for the next 12 months for stage 1 (performing), as
well as over the life of the claim (lifetime) for stage 2 (under performing) and stage 3 (non-performing).
Stage is determined by the presence of a Significant Increase in Credit Risk (SICR), and also debtor staging
is determined based on a combination of:
1. Internal Rating
2. External Rating
3. Historical Restructuring
4. Determination of Interest
2024 Annual Report
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B. QUANTITATIVE
Disclosure of Net Receivables by Region
1) Disclosure of Net Receivables by Region - Bank Only
December 31, 2024
Net Receivables by Region
No. Portofolio Category Sulawesi,
Sumatera Jawa (Excl.
Bali & Nusa Jakarta & Office
and Jakarta and Total
Tenggara and Banten Overseas
Kalimantan Banten)
Papua
a b c d e f g h
1 Government
- - 785 184,109,560 33,143,596 217,253,942
Receivables
2 Public Sector Entities
12,322,735 1,402,504 17,535,577 84,741,113 252,632 116,254,562
Receivables
3 Multilateral
Development Banks
- - - - - -
and International
Institutions Receivables
4 Bank Receivables 1,068,538 300,235 600,519 55,819,668 17,723,021 75,511,980
5 Receivables in the form
- - - - - -
of Covered Bond
6 Securities Companies
and Other Financial
11,751 30,780 127,865 22,591,270 - 22,761,666
Services Institutions
Receivables
7 Receivables in the
form of Securities/
Subordinated
- - - 125,414 - 125,414
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by
16,034,236 13,893,589 26,430,354 12,387,584 1,277 68,747,040
Residential Property
9 Loans Secured by
2,483,944 1,800,790 4,705,684 948,387 121 9,938,925
Commercial Real Estat
10 Loan by Land
Acquisition, Land
20,714 64,163 37,933 3,574 - 126,384
Processing and
Construction
11 Loan by Employee or
18,157 12,289 41,048 23,693 589 95,776
Pensioner
12 Micro Business, Small
Business, and Retail 30,727,844 27,142,642 43,117,273 49,463,919 5,318 150,456,996
Portfolio Receivables
13 Corporate Receivables 86,920,107 51,892,889 76,481,853 171,093,620 30,243,183 416,631,652
14 Past Due Receivables 851,162 671,850 2,730,336 1,461,537 528,666 6,243,552
15 Other Assets 3,404,335 2,529,343 4,737,764 46,828,647 779,439 58,279,529
Total 153,863,523 99,741,074 176,546,991 629,597,988 82,677,842 1,142,427,417
522 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Net Receivables by Region
Sulawesi, Bali & Jawa (Excl.
Sumatera and
Nusa Tenggara and Jakarta and Jakarta & Banten Office Overseas Total
Kalimantan
Papua Banten)
i j k l m n
- - 10,345 226,326,889 27,678,094 254,015,328
11,434,375 1,308,638 20,806,057 70,021,961 227,344 103,798,375
- - - - - -
670,248 354,096 628,267 45,942,961 15,913,201 63,508,773
- - - - - -
8,191 38,478 155,214 23,088,299 - 23,290,182
- - - 110,096 - 110,096
14,549,071 13,393,179 23,613,009 9,934,487 422 61,490,168
2,128,545 1,034,211 4,109,018 741,266 125 8,013,165
27,607 63,461 28,442 562 - 120,072
26,323 16,728 57,339 31,595 1,479 133,463
27,780,613 26,511,455 45,361,621 43,066,803 1,965 142,722,456
81,406,864 36,104,775 71,854,405 160,245,553 27,723,485 377,335,082
714,242 605,627 2,026,043 1,136,865 292,803 4,775,579
3,212,305 2,508,589 4,591,192 44,899,812 606,977 55,818,874
141,958,384 81,939,237 173,240,952 625,547,149 72,445,895 1,095,131,617
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
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2) Disclosure of Net Receivables by Region - Bank Consolidated with Subsidiaries
December 31, 2024
Net Receivables by Region
No. Portofolio Category Sulawesi,
Sumatera Jawa (Excl.
Bali & Nusa Jakarta & Office
and Jakarta and Total
Tenggara and Banten Overseas
Kalimantan Banten)
Papua
a b c d e f g h
1 Government
- - 785 189,119,165 33,143,596 222,263,546
Receivables
2 Public Sector Entities
12,322,735 1,402,504 17,535,577 84,741,113 252,632 116,254,562
Receivables
3 Multilateral
Development Banks
- - - - - -
and International
Institutions Receivables
4 Bank Receivables 1,102,247 300,235 607,766 58,172,922 17,723,021 77,906,191
5 Receivables in the form
- - - - - -
of Covered Bond
6 Securities Companies
and Other Financial
11,751 30,780 127,865 22,928,960 - 23,099,356
Services Institutions
Receivables
7 Receivables in the
form of Securities/
Subordinated
- - - 748,360 - 748,360
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by
16,093,555 13,893,589 26,528,258 13,051,092 1,277 69,567,770
Residential Property
9 Loans Secured by
2,569,429 1,800,790 5,348,553 4,251,399 121 13,970,291
Commercial Real Estat
10 Loan by Land
Acquisition, Land
20,714 64,163 37,933 3,574 - 126,384
Processing and
Construction
11 Loan by Employee or
18,157 12,289 41,048 23,693 589 95,776
Pensioner
12 Micro Business, Small
Business, and Retail 30,755,423 27,142,642 43,125,823 55,248,729 5,318 156,277,934
Portfolio Receivables
13 Corporate Receivables 86,935,034 51,892,889 76,684,309 175,441,797 30,243,183 421,197,211
14 Past Due Receivables 851,177 671,850 2,730,543 1,462,956 528,666 6,245,192
15 Other Assets 3,404,335 2,529,343 4,737,764 47,863,388 779,439 59,314,270
Total 154,084,556 99,741,074 177,506,223 653,057,148 82,677,842 1,167,066,842
524 Transforming the Future, Empowering Indonesia
Page 527
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Net Receivables by Region
Sulawesi, Bali & Jawa (Excl.
Sumatera and
Nusa Tenggara and Jakarta and Jakarta & Banten Office Overseas Total
Kalimantan
Papua Banten)
i j k l m n
- - 10,345 233,518,357 27,678,094 261,206,796
11,434,375 1,308,638 20,806,057 70,021,961 227,344 103,798,376
- - - - - -
675,136 354,096 642,968 47,754,160 15,913,201 65,339,561
- - - - - -
8,191 38,478 155,214 23,501,986 - 23,703,869
- - - 11,948,126 - 11,948,126
14,571,774 13,393,179 23,697,158 10,442,135 422 62,104,668
2,177,376 1,034,211 4,388,488 2,646,743 125 10,246,943
27,607 63,461 28,442 562 - 120,072
26,323 16,728 57,339 31,595 1,479 133,464
27,801,099 26,511,455 45,363,809 45,385,811 1,965 145,064,139
81,413,559 36,104,775 71,862,899 162,411,158 27,723,485 379,515,876
714,254 605,627 2,028,568 1,142,702 292,803 4,783,954
3,212,305 2,508,589 4,591,192 46,566,905 606,977 57,485,968
142,061,999 81,939,237 173,632,479 655,372,201 72,445,895 1,125,451,811
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Disclosure of Net Receivables by Economic Sector
1) Disclosure of Net Receivables by Economic Sector - Bank Only
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2024
1 Agriculture, Forestry,
- 6,613,154 - - - -
and Fisheries
2 Mining and Extracting - 3,295,440 - - - -
3 Processing Industry - 11,026,822 - - - -
4 Electricity, Gas, Hot
- 8,740,803 - - - -
Water and Cold Water
5 Water Management,
Waste Management,
- - - - - -
Garbage Management
and Recycling
6 Construction - 18,679,143 - - - -
7 Wholesale and
Retail Trade; Car and
- 19,853,423 - - - -
Motorcycle Repair &
Maintenance
8 Transportation &
- 8,944,218 - - - -
Warehousing
9 Accommodation and
- - - - - -
Restaurants
10 Information and
- 4,176,020 - - - -
Communications
11 Finance and Insurance
- 7,919,390 - 75,511,980 - 22,761,666
Activities
12 Real Estate - 179,999 - - - -
13 Professional, Science,
- 56,113 - - - -
and Technical Activities
14 Lease and Lease
without Option Rights,
Labor, Travel Agents, - 781,160 - - - -
and Other Business
Support Activities
15 Government, Defense,
and Mandatory Social
217,253,942 - - - - -
Security
Administration
16 Education - - - - - -
17 Human Health and
- - - - - -
Social Activities
18 Arts, Entertainment,
- - - - - -
and Recreation
19 Other Services
- - - - - -
Activities
526 Transforming the Future, Empowering Indonesia
Page 529
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
i j k l m n o p q
- 319,377 523,018 - - 6,910,141 32,755,788 399,750 -
- 64,347 11,656 - - 422,398 46,888,910 96,920 -
- 739,596 592,462 - - 5,017,545 121,259,755 1,596,233 -
- 19,933 6,983 - - 123,061 22,271,932 11,161 -
- 5,283 4,810 - - 81,923 274,462 2,548 -
- 254,865 100,273 126,384 - 2,242,783 31,003,021 137,408 -
- 5,076,309 3,347,718 - - 36,304,902 37,521,753 1,638,965 -
- 244,609 160,457 - - 2,724,648 17,713,644 298,799 -
- 420,587 1,115,284 - - 2,782,526 12,617,503 185,089 -
- 36,057 6,925 - - 203,695 20,225,737 39,747 -
- 3,065 - - - 73,304 8,539,128 534 -
- 108,013 205,093 - - 906,757 18,794,183 35,761 -
- 23,723 4,619 - - 162,435 455,956 7,019 -
- 148,986 69,453 - - 1,448,011 4,702,364 155,150 -
- - - - - 9,506 2,154 9 -
- 8,244 15,340 - - 184,828 361,464 2,729 -
- 96,497 58,627 - - 609,176 2,159,295 12,371 -
- 16,868 14,561 - - 258,956 403,911 5,968 -
- 134,215 182,662 - - 930,305 239,025 2,468 -
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
1) Disclosure of Net Receivables by Economic Sector - Bank Only
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
20 Household Activities
as Employer: Activities
that produce
goods and services by - - - - - -
households that are
used to meet
their own needs
21 International Agencies
and Other Extra-
- - - - - -
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 25,988,877 - - - -
24 Others - - - - - -
Total 217,253,942 116,254,562 - 75,511,980 - 22,761,666
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2023
1 Agriculture, Forestry,
- 7,376,252 - - - -
and Fisheries
2 Mining and Extracting - 100,199 - - - -
3 Processing Industry - 11,595,646 - - - -
4 Electricity, Gas, Hot
- 6,173,022 - - - -
Water and Cold Water
5 Water Management,
Waste Management,
- - - - - -
Garbage Management
and Recycling
6 Construction - 21,215,205 - - - -
7 Wholesale and
Retail Trade; Car and
- 15,957,504 - - - -
Motorcycle Repair &
Maintenance
8 Transportation &
- 6,974,048 - - - -
Warehousing
528 Transforming the Future, Empowering Indonesia
Page 531
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
- 3,048 4,400 - - 8,641 933 528 -
- - - - - 8,062 - 382 -
- 53,216,181 3,153,528 - 88,541 24,114,153 - 819,406 -
- 7,807,240 361,055 - 7,235 64,929,241 38,440,734 794,606 -
125,414 - - - - - - - 58,279,529
125,414 68,747,040 9,938,925 126,384 95,776 150,456,996 416,631,652 6,243,552 58,279,529
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
i j k l m n o p q
- 459,795 474,918 - - 9,979,521 36,798,792 377,207 -
- 59,726 7,320 - - 307,933 43,354,460 141,670 -
- 873,642 428,838 - - 5,214,469 104,061,940 981,175 -
- 15,014 10,233 - - 130,844 23,539,606 10,757 -
- 14,293 6,782 - - 125,869 294,393 1,850 -
- 265,005 59,930 120,072 - 1,722,999 23,358,786 267,411 -
- 5,441,152 3,061,873 - - 39,535,503 35,810,836 1,116,159 -
- 368,961 103,806 - - 2,278,343 15,680,211 175,585 -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
529
Page 532
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
9 Accommodation and
- - - - - -
Restaurants
10 Information and
- 5,788,061 - - - -
Communications
11 Finance and Insurance
- 4,723,971 - 63,508,772 - 23,290,181
Activities
12 Real Estate - 212,449 - - - -
13 Professional, Science,
- 49,827 - - - -
and Technical Activities
14 Lease and Lease
without Option Rights,
Labor, Travel Agents, - 1,361,101 - - - -
and Other Business
Support Activities
15 Government, Defense,
and Mandatory Social
241,784,178 - - - - -
Security
Administration
16 Education - - - - - -
17 Human Health and
- - - - - -
Social Activities
18 Arts, Entertainment,
- - - - - -
and Recreation
19 Other Services
- - - - - -
Activities
20 Household Activities
as Employer: Activities
that produce
goods and services by - - - - - -
households that are
used to meet
their own needs
21 International Agencies
and Other Extra-
- - - - - -
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 22,271,090 - - - -
24 Others 12,231,150 - - - - -
Total 254,015,328 103,798,376 - 63,508,772 - 23,290,181
530 Transforming the Future, Empowering Indonesia
Page 533
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
- 355,686 302,712 - - 3,142,590 11,399,981 265,742 -
- 31,178 6,762 - - 282,047 15,194,783 4,453 -
- 3,340 2,305 - - 57,742 6,638,112 1,448 -
- 60,867 86,766 - - 921,962 16,802,043 143,754 -
- 36,915 12,195 - - 210,032 529,486 11,345 -
- 185,462 56,862 - - 1,571,470 4,925,845 111,685 -
- - - - - 5,255 1,252 - -
- 11,854 20,777 - - 199,327 416,132 1,149 -
- 82,517 46,246 - - 652,663 1,803,901 9,299 -
- 15,622 10,345 - - 164,121 150,064 661 -
- 34,739 57,486 - - 350,959 157,746 404 -
- 3,968 1,172 - - 17,768 1,502 252 -
- 1,340 - - - 10,023 2,822 103 -
- 47,258,235 2,995,767 - 123,257 20,158,582 9,794 653,498 -
- 5,910,859 260,073 - 10,206 55,682,436 36,402,594 499,974 -
110,096 - - - - - - - 55,818,874
110,096 61,490,167 8,013,166 120,072 133,463 142,722,456 377,335,082 4,775,579 55,818,874
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
531
Page 534
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Economic Sector - Bank Consolidated with Subsidiaries
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2024
1 Agriculture, Forestry,
- 6,613,154 - - - -
and Fisheries
2 Mining and Extracting - 3,295,440 - - - -
3 Processing Industry - 11,026,822 - - - -
4 Electricity, Gas, Hot
- 8,740,803 - - - -
Water and Cold Water
5 Water Management,
Waste Management,
- - - - - -
Garbage Management
and Recycling
6 Construction - 18,679,143 - - - -
7 Wholesale and
Retail Trade; Car and
- 19,853,423 - - - -
Motorcycle Repair &
Maintenance
8 Transportation &
- 8,944,218 - - - -
Warehousing
9 Accommodation and
- - - - - -
Restaurants
10 Information and
- 4,176,020 - - - -
Communications
11 Finance and Insurance
- 7,919,390 - 77,906,191 - 23,036,903
Activities
12 Real Estate - 179,999 - - - -
13 Professional, Science,
- 56,113 - - - -
and Technical Activities
14 Lease and Lease
without Option Rights,
Labor, Travel Agents, - 781,160 - - - -
and Other Business
Support Activities
15 Government, Defense,
and Mandatory Social
222,263,546 - - - - -
Security
Administration
16 Education - - - - - -
532 Transforming the Future, Empowering Indonesia
Page 535
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
i j k l m n o p q
- 331,775 860,635 - - 6,973,122 32,755,788 399,750 -
- 69,642 31,209 - - 423,042 46,888,910 96,920 -
- 888,518 2,251,131 - - 5,112,466 121,971,793 1,596,233 -
- 19,933 189,307 - - 124,700 22,271,932 11,161 -
- 5,283 5,295 - - 82,391 416,601 2,548 -
- 286,369 189,144 126,384 - 2,252,021 31,008,351 137,408 -
- 5,387,257 4,324,917 - - 37,656,529 38,311,805 1,638,980 -
- 253,898 163,165 - - 2,767,036 18,118,195 299,244 -
- 445,925 1,197,576 - - 2,801,532 12,658,653 185,089 -
- 36,811 77,613 - - 204,690 20,349,054 39,747 -
- 3,065 9,186 - - 83,128 8,915,005 534 -
- 109,049 484,174 - - 907,559 19,003,549 36,223 -
- 94,756 13,401 - - 163,671 815,888 7,019 -
- 168,536 130,054 - - 1,448,813 4,763,037 155,150 -
- - - - - 9,506 2,154 9 -
- 8,244 19,694 - - 184,828 361,464 2,729 -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
533
Page 536
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Economic Sector - Bank Consolidated with Subsidiaries
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
17 Human Health and
- - - - - -
Social Activities
18 Arts, Entertainment,
- - - - - -
and Recreation
19 Other Services
- - - - - -
Activities
20 Household Activities
as Employer: Activities
that produce
goods and services by - - - - - -
households that are
used to meet
their own needs
21 International Agencies
and Other Extra-
- - - - - -
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 25,988,877 - - - -
24 Others - - - - - 62,453
Total 222,263,546 116,254,562 - 77,906,191 - 23,099,356
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2023
1 Agriculture, Forestry,
- 7,376,252 - - - -
and Fisheries
2 Mining and Extracting - 100,199 - - - -
3 Processing Industry - 11,595,646 - - - -
4 Electricity, Gas, Hot
- 6,173,022 - - - -
Water and Cold Water
5 Water Management,
Waste Management,
- - - - - -
Garbage Management
and Recycling
6 Construction - 21,215,205 - - - -
534 Transforming the Future, Empowering Indonesia
Page 537
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
- 117,665 58,627 - - 616,683 2,159,295 12,371 -
- 51,128 19,617 - - 258,956 403,911 5,968 -
- 157,436 193,218 - - 946,823 561,857 2,468 -
- 3,048 4,434 - - 8,641 933 528 -
- - - - - 8,062 - 382 -
- 53,254,119 3,156,164 - 88,541 24,126,030 - 820,123 -
- 7,807,240 361,055 - 7,235 68,962,579 38,440,734 794,606 -
748,360 68,074 230,675 - - 155,126 1,018,302 - 59,314,270
748,360 69,567,770 13,970,291 126,384 95,776 156,277,934 421,197,211 6,245,192 59,314,270
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
i j k l m n o p q
- 470,319 507,542 - - 9,979,541 36,798,792 377,207 -
- 85,051 11,657 - - 307,938 43,354,460 141,668 -
- 1,010,309 1,260,758 - - 5,247,115 104,430,469 981,175 -
- 15,014 10,233 - - 130,851 23,539,606 10,757 -
- 14,293 7,349 - - 125,869 294,393 1,850 -
- 303,249 94,248 120,072 - 1,725,482 23,409,060 272,635 -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
535
Page 538
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Securities
Development Companies
Receivables
Public Sector Banks and and Other
Government Bank in the
No. Economic Sectors Entities International Financial
Receivables Receivables form of
Receivables Institutions Services
Covered Bond
Receivables Institutions
Receivables
7 Wholesale and
Retail Trade; Car and
- 15,957,504 - - - -
Motorcycle Repair &
Maintenance
8 Transportation &
- 6,974,048 - - - -
Warehousing
9 Accommodation and
- - - - - -
Restaurants
10 Information and
- 5,788,061 - - - -
Communications
11 Finance and Insurance
- 4,723,971 - 65,339,560 - 23,703,868
Activities
12 Real Estate - 212,449 - - - -
13 Professional, Science,
- 49,827 - - - -
and Technical Activities
14 Lease and Lease
without Option Rights,
Labor, Travel Agents, - 1,361,101 - - - -
and Other Business
Support Activities
15 Government, Defense,
and Mandatory Social
248,975,646 - - - - -
Security
Administration
16 Education - - - - - -
17 Human Health and
- - - - - -
Social Activities
18 Arts, Entertainment,
- - - - - -
and Recreation
19 Other Services
- - - - - -
Activities
20 Household Activities
as Employer: Activities
that produce
goods and services by - - - - - -
households that are
used to meet
their own needs
21 International Agencies
and Other Extra-
- - - - - -
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 22,271,090 - - - -
24 Others 12,231,150 - - - - -
Total 261,206,796 103,798,376 - 65,339,560 - 23,703,868
536 Transforming the Future, Empowering Indonesia
Page 539
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
in the
Micro
form of Loan by Land
Loans Business,
Securities/ Loans Acquisition,
Secured by Loan by Small
Subordinated Secured by Land Corporate Past Due
Commercial Employee Business, Other
Receivables, Residential Processing Receivables Receivables
Real or Pensioner and Retail Assets
Equity Property and
Estat Portfolio
and Other Construction
Receivables
Capital
Instruments
- 5,652,598 3,664,638 - - 40,321,588 36,324,301 1,116,665 -
- 377,193 108,905 - - 2,307,414 16,090,511 175,585 -
- 373,492 574,359 - - 3,147,729 11,402,046 265,742 -
- 44,071 153,566 - - 283,511 15,211,300 4,453 -
- 3,340 6,746 - - 57,742 6,638,112 1,448 -
- 61,388 133,837 - - 922,764 16,952,922 146,182 -
- 96,686 22,610 - - 211,405 873,970 11,345 -
- 198,560 92,623 - - 1,571,555 5,096,224 111,685 -
- - - - - 5,255 1,252 - -
- 11,854 23,456 - - 199,327 416,132 1,149 -
- 82,517 46,389 - - 652,663 1,803,901 9,299 -
- 15,622 10,345 - - 164,121 150,064 661 -
- 34,923 63,750 - - 352,982 158,474 404 -
- 3,968 1,222 - - 17,768 1,502 263 -
- 1,340 - - - 10,023 2,822 103 -
- 47,286,126 2,997,790 - 123,257 20,171,182 9,794 653,705 -
- 5,962,755 454,919 - 10,206 57,150,315 36,402,594 499,974 -
11,948,126 - - - - - 153,176 - 57,485,967
11,948,126 62,104,668 10,246,943 120,072 133,463 145,064,140 379,515,877 4,783,955 57,485,967
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
537
Page 540
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Disclosure of Net Receivables by Remaining Contract Term
1) Disclosure of Net Receivables by Remaining Contract Term - Bank Only
December 31, 2024
No. Net Receivables by Remaining Contract Term
Portofolio Category
> 1 year until > 3 years Non-
< 1 year > 5 years Total
3 years until 5 years Contractual
a b c d e f g h
1 Government
25,273,574 41,421,801 35,440,947 61,289,159 53,828,461 217,253,942
Receivables
2 Public Sector Entities
50,034,683 12,999,868 8,052,088 36,207,916 8,960,007 116,254,562
Receivables
3 Multilateral
Development Banks
- - - - - -
and International
Institutions Receivables
4 Bank Receivables 46,566,369 3,590,455 2,711,204 1,289,860 21,354,092 75,511,980
5 Receivables in the form
- - - - - -
of Covered Bond
6 Securities Companies
and Other Financial
2,798,033 12,435,616 5,910,751 1,617,266 - 22,761,666
Services Institutions
Receivables
7 Receivables in the form
of Securities/
Subordinated
- - - - 125,414 125,414
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by
5,217,740 3,110,362 6,845,205 53,573,733 - 68,747,040
Residential Property
9 Loans Secured by
1,569,397 1,938,992 2,497,436 3,933,099 - 9,938,925
Commercial Real Estat
10 Loan by Land
Acquisition, Land
99,476 24,896 2,012 - - 126,384
Processing and
Construction
11 Loan by Employee or
3,867 4,929 9,664 77,316 - 95,776
Pensioner
12 Micro Business, Small
Business, and Retail 40,509,721 31,533,955 32,823,086 43,108,963 2,481,271 150,456,996
Portfolio Receivables
13 Corporate Receivables 156,763,120 46,497,902 97,380,409 111,535,677 4,454,544 416,631,652
14 Past Due Receivables 2,612,576 1,706,728 426,478 1,497,770 - 6,243,552
15 Other Assets - - - - 58,279,529 58,279,529
Total 331,448,555 155,265,505 192,099,280 314,130,759 149,483,317 1,142,427,417
538 Transforming the Future, Empowering Indonesia
Page 541
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Net Receivables by Remaining Contract Term
> 1 year until 3 > 3 years until 5
< 1 year > 5 years Non-Contractual Total
years years
i j k l m n
72,513,655 37,058,346 26,501,624 51,439,414 66,502,289 254,015,328
46,055,892 11,657,090 11,053,797 34,733,734 297,863 103,798,376
- - - - - -
43,718,664 6,557,927 1,649,606 1,570,296 10,012,279 63,508,772
- - - - - -
586,571 10,883,127 7,501,429 4,319,055 - 23,290,182
- - - - 110,096 110,096
6,044,346 2,606,302 5,774,177 47,065,343 - 61,490,168
1,239,494 1,664,589 2,074,955 3,034,128 - 8,013,166
113,002 4,979 2,091 - - 120,072
4,573 8,704 10,776 109,411 - 133,464
34,531,251 34,511,177 33,575,028 38,437,218 1,667,782 142,722,456
145,498,314 44,055,207 85,604,840 98,932,643 3,244,077 377,335,081
1,848,325 803,594 844,994 1,278,666 - 4,775,579
- - - - 55,818,874 55,818,874
352,154,087 149,811,042 174,593,317 280,919,908 137,653,260 1,095,131,612
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
539
Page 542
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Remaining Contract Term - Bank Consolidated with Subsidiaries
December 31, 2024
No, Net Receivables by Remaining Contract Term
Portofolio Category
> 1 year until > 3 years Non-
< 1 year > 5 years Total
3 years until 5 years Contractual
a b c d e f g h
1 Government
27,368,236 41,558,134 35,440,947 61,360,947 56,535,281 222,263,546
Receivables
2 Public Sector Entities
50,034,683 12,999,868 8,052,088 36,207,916 8,960,007 116,254,562
Receivables
3 Multilateral
Development Banks
- - - - - -
and International
Institutions Receivables
4 Bank Receivables 46,677,766 3,598,739 2,728,494 1,306,279 23,594,912 77,906,191
5 Receivables in the form
- - - - - -
of Covered Bond
6 Securities Companies
and Other Financial
2,928,298 12,538,678 5,991,808 1,640,571 - 23,099,356
Services Institutions
Receivables
7 Receivables in the form
of Securities/
Subordinated
- - - - 748,360 748,360
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by
5,761,082 3,191,548 6,902,801 53,637,116 75,224 69,567,770
Residential Property
9 Loans Secured by
3,576,799 2,189,781 2,786,536 5,186,500 230,675 13,970,291
Commercial Real Estat
10 Loan by Land
Acquisition, Land
99,476 24,896 2,012 - - 126,384
Processing and
Construction
11 Loan by Employee or
3,867 4,929 9,664 77,316 - 95,776
Pensioner
12 Micro Business, Small
Business, and Retail 41,914,902 31,646,834 32,850,671 43,502,054 6,363,472 156,277,934
Portfolio Receivables
13 Corporate Receivables 159,273,381 46,903,164 97,683,300 112,103,992 5,233,373 421,197,211
14 Past Due Receivables 2,613,072 1,707,194 426,694 1,497,770 462 6,245,192
15 Other Assets - - - - 59,314,270 59,314,270
Total 340,251,563 156,363,765 192,875,016 316,520,462 161,056,035 1,167,066,842
540 Transforming the Future, Empowering Indonesia
Page 543
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Net Receivables by Remaining Contract Term
> 1 year until 3 > 3 years until 5
< 1 year > 5 years Non-Contractual Total
years years
i j k l m n
78,341,048 37,325,510 26,517,007 51,503,524 67,519,706 261,206,795
46,055,892 11,657,090 11,053,797 34,733,734 297,863 103,798,376
- - - - - -
44,438,990 6,677,116 1,658,143 1,575,184 10,990,128 65,339,561
- - - - - -
786,446 10,957,899 7,620,469 4,319,055 20,000 23,703,869
- - - - 11,948,126 11,948,126
6,469,011 2,679,476 5,782,708 47,121,578 51,896 62,104,669
2,101,668 1,880,297 2,182,194 3,887,929 194,854 10,246,942
113,002 4,979 2,091 - - 120,072
4,573 8,704 10,776 109,411 - 133,464
35,294,359 34,589,143 33,601,807 38,443,237 3,135,593 145,064,139
146,984,456 44,354,061 85,809,071 99,124,211 3,244,077 379,515,876
1,849,597 805,165 850,247 1,278,687 257 4,783,953
- - - - 57,485,967 57,485,967
362,439,042 150,939,440 175,088,310 282,096,550 154,888,467 1,125,451,809
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
541
Page 544
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Disclosure of Receivables and Allowances by Region
1) Disclosure of Receivables and Allowances by Region - Bank Only
December 31, 2024
Region
No. Portofolio Category Sulawesi,
Sumatera Jawa (Excl.
Bali & Nusa Jakarta & Overseas
and Jakarta and Total
Tenggara Banten Office
Kalimantan Banten)
and Papua
a b c d e f g h
1 Receivables 163,115,806 103,602,518 194,782,081 670,577,895 86,291,139 1,218,369,440
2 Impaired Receivables
a. Not Yet Due 11,475,974 3,815,891 16,236,902 40,354,901 - 71,883,667
b. Past due 2,260,923 1,643,832 6,824,341 6,306,039 277,419 17,312,555
3 Allowances for
Impairment Losses - 883,537 732,123 1,167,011 2,171,796 189,514 5,143,980
Stage 1
4 Allowances for
Impairment Losses - 1,800,338 956,794 2,983,974 10,982,436 - 16,723,542
Stage 2
5 Allowances for
Impairment Losses - 2,120,605 1,010,585 6,733,408 8,512,517 67,759 18,444,875
Stage 3
6 Written-off Receivables 1,730,025 1,802,753 8,046,289 6,475,832 613,917 18,668,815
2) Disclosure of Receivables and Allowances by Region - Bank Consolidated with Subsidiaries
December 31, 2024
Region
No. Portofolio Category Sulawesi,
Sumatera Jawa (Excl.
Bali & Nusa Jakarta & Overseas
and Jakarta and Total
Tenggara Banten Office
Kalimantan Banten)
and Papua
a b c d e f g h
1 Receivables 163,353,616 103,602,518 195,773,511 724,889,386 86,291,139 1,273,910,170
2 Impaired Receivables
a. Not Yet Due 11,490,388 3,815,891 16,253,324 40,440,869 - 72,000,471
b. Past due 2,277,357 1,643,832 6,854,443 6,344,145 277,419 17,397,196
3 Allowances for
Impairment Losses - 884,922 732,123 1,172,608 2,281,983 189,514 5,261,149
Stage 1
4 Allowances for
Impairment Losses - 1,801,804 956,794 2,984,847 11,032,874 - 16,776,319
Stage 2
5 Allowances for
Impairment Losses - 2,137,024 1,010,585 6,769,524 8,646,233 67,759 18,631,126
Stage 3
6 Written-off Receivables 1,730,025 1,802,753 8,046,289 6,475,832 613,917 18,668,815
542 Transforming the Future, Empowering Indonesia
Page 545
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Region
Sulawesi,
Jawa (Excl.
Sumatera and Bali & Nusa Overseas
Jakarta and Jakarta & Banten Total
Kalimantan Tenggara Office
Banten)
and Papua
i j k l m n
152,538,579 86,471,551 194,780,409 696,792,977 77,872,524 1,208,456,040
13,067,363 4,594,862 21,497,011 55,107,842 1,006,874 95,273,951
2,644,302 1,610,719 6,387,370 6,549,388 145,596 17,337,375
854,709 703,768 1,111,441 1,958,359 216,206 4,844,485
2,218,980 1,245,444 3,117,054 12,938,960 161,415 19,681,853
2,664,202 1,110,346 10,703,386 10,044,501 351,331 24,873,766
1,600,187 1,418,736 3,507,497 7,863,917 - 14,390,337
(in million Rupiah)
December 31, 2023
Region
Sulawesi,
Jawa (Excl.
Sumatera and Bali & Nusa Overseas
Jakarta and Jakarta & Banten Total
Kalimantan Tenggara Office
Banten)
and Papua
i j k l m n
152,654,469 86,471,551 195,217,086 752,704,710 77,872,524 1,264,920,340
13,097,598 4,594,862 21,524,877 55,424,706 1,006,874 95,648,918
2,649,916 1,610,719 6,420,616 6,555,352 145,596 17,382,199
855,279 703,768 1,113,598 2,014,992 216,206 4,903,844
2,222,026 1,245,444 3,117,850 12,959,096 161,415 19,705,832
2,674,064 1,110,346 10,749,630 10,138,139 351,331 25,023,510
1,600,187 1,418,736 3,507,497 7,863,917 - 14,390,337
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
543
Page 546
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Disclosure of Receivables and Allowances by Economic Sectors
1) Disclosure of Receivables and Allowances by Economic Sectors - Bank Only (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2024
1 Agriculture,
Forestry, and 49,180,133 2,183,278 1,132,927 300,815 376,001 755,057 1,488,683
Fisheries
2 Mining and
51,704,587 5,692,552 149,675 90,882 973,178 70,672 252,992
Extracting
3 Processing
160,932,041 19,019,447 3,997,082 400,210 1,737,061 10,304,118 5,727,340
Industry
4 Electricity, Gas,
Hot Water and 32,151,571 780,955 33,662 76,661 57,320 22,502 239,567
Cold Water
5 Water
Management,
Waste
Management, 377,653 18,741 5,699 1,972 5,607 3,150 5,159
Garbage
Management and
Recycling
6 Construction 60,412,334 15,031,369 423,456 119,642 6,990,017 411,842 1,145,292
7 Wholesale and
Retail Trade; Car
and Motorcycle 110,875,505 6,963,821 3,627,188 717,807 1,704,136 2,064,940 4,335,120
Repair &
Maintenance
8 Transportation &
33,237,176 5,175,146 1,560,591 138,438 1,686,094 1,291,050 382,883
Warehousing
9 Accommodation
18,160,722 2,016,064 784,282 130,116 322,843 632,093 670,430
and Restaurants
10 Information and
28,038,148 142,035 87,347 42,565 11,832 47,600 21,852
Communications
11 Finance and
Insurance 105,952,400 6,107 1,645 75,468 1,965 793 117,350
Activities
12 Real Estate 22,263,849 8,206,481 81,449 58,180 1,942,179 58,871 774,771
13 Professional,
Scientific and
767,142 32,230 17,108 6,471 6,005 13,382 22,436
Technical
Activities
14 Lease and Lease
without Option
Rights, Labor,
Travel Agents,
7,988,293 465,656 413,998 46,005 103,440 264,009 582,169
and Other
Business
Support
Activities
15 Government,
Defense, and
Mandatory 219,102,642 - 16 1,063,508 - 7 2,962
Social Security
Administration
16 Education 586,694 33,847 6,107 4,881 10,324 3,378 5,045
17 Human Health
and Social 3,032,428 72,530 30,024 21,258 20,273 17,652 21,895
Activities
544 Transforming the Future, Empowering Indonesia
Page 547
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1) Disclosure of Receivables and Allowances by Economic Sectors - Bank Only (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
18 Arts,
Entertainment, 731,433 107,718 14,149 4,928 8,313 8,182 2,776
and Recreation
19 Other Services
1,522,371 23,925 3,216 20,270 6,294 1,619 2,139
Activities
20 Household
Activity as 18,895 251 1,729 290 67 1,201 722
Employer
21 International
Agencies and
Other Extra-
8,712 - 665 119 - 283 498
International
Agencies
Activities
22 Household 82,881,951 2,606,626 1,813,903 742,707 519,857 1,099,941 2,448,328
23 Non-Business 169,240,176 3,299,266 1,546,938 1,080,783 240,736 569,859 418,407
24 Others 59,202,586 5,621 1,579,699 - - 802,674 -
Total 1,218,369,440 71,883,667 17,312,555 5,143,980 16,723,542 18,444,875 18,668,815
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2023
1 Agriculture,
Forestry, and 57,070,903 3,011,633 882,221 449,964 440,427 813,157 806,999
Fisheries
2 Mining and
48,024,345 5,634,493 338,658 142,487 1,006,557 212,434 899,913
Extracting
3 Processing
148,262,813 22,571,237 3,940,861 558,481 1,839,861 14,411,305 2,426,581
Industry
4 Electricity, Gas,
Hot Water and 30,142,263 179,356 239,764 93,194 18,635 245,206 36,692
Cold Water
5 Water
Management,
Waste
Management, 465,773 38,995 3,832 3,086 12,283 1,982 3,376
Garbage
Management and
Recycling
6 Construction 56,940,007 16,806,227 1,232,125 131,639 7,243,670 1,078,258 1,402,258
7 Wholesale and
Retail Trade; Car
and Motorcycle 109,255,168 9,451,602 3,053,243 600,553 1,947,119 2,290,152 4,088,154
Repair &
Maintenance
8 Transportation &
30,225,587 13,608,120 726,376 91,621 2,585,878 1,312,792 256,130
Warehousing
9 Accommodation
16,876,371 2,983,186 946,221 188,619 617,318 751,479 584,788
and Restaurants
10 Information and
21,315,320 168,719 10,840 31,245 37,186 6,386 110,564
Communications
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
545
Page 548
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
11 Finance and
Insurance 99,097,600 289,702 119,574 142,590 30,813 118,126 -
Activities
12 Real Estate 21,365,107 8,927,007 645,641 82,386 2,349,874 525,596 347,324
13 Professional,
Scientific and
936,955 73,475 30,130 7,151 11,703 21,447 16,546
Technical
Activities
14 Lease and Lease
without Option
Rights, Labor,
Travel Agents,
9,049,816 733,406 514,976 39,754 156,776 481,714 338,876
and Other
Business
Support
Activities
15 Government,
Defense, and
Mandatory 243,898,629 2,961 - 666,046 642 - -
Social Security
Administration
16 Education 729,253 236,101 2,282 2,812 76,138 1,133 9,630
17 Human Health
and Social 2,848,780 45,644 21,709 22,152 8,287 12,410 1,697
Activities
18 Arts,
Entertainment, 345,747 102,982 962 1,767 4,507 302 825
and Recreation
19 Other Services
605,905 2,625 588 6,069 495 184 181,492
Activities
20 Household
Activity as 25,677 4,131 773 317 559 521 -
Employer
21 International
Agencies and
Other Extra-
14,763 852 150 102 137 47 341
International
Agencies
Activities
22 Household 72,567,384 1,989,113 1,572,759 622,554 440,248 1,037,920 2,182
23 Non-Business 169,423,031 8,408,248 1,444,712 959,884 852,739 733,245 2,875,971
24 Others 68,968,842 4,135 1,608,978 12 - 817,969 -
Total 1,208,456,040 95,273,951 17,337,375 4,844,485 19,681,853 24,873,766 14,390,337
546 Transforming the Future, Empowering Indonesia
Page 549
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Disclosure of Receivables and Allowances by Economic Sectors -
Bank Consolidated with Subsidiaries (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2024
1 Agriculture,
Forestry, and 49,592,694 2,194,091 1,133,250 305,537 376,647 755,381 1,488,683
Fisheries
2 Mining and
51,730,846 5,697,411 149,691 90,976 974,097 70,688 252,992
Extracting
3 Processing
163,546,200 19,048,091 4,007,664 416,541 1,739,020 10,314,700 5,727,340
Industry
4 Electricity, Gas,
Hot Water and 32,334,109 780,977 33,669 78,547 57,325 22,508 239,567
Cold Water
5 Water
Management,
Waste
Management, 520,327 18,750 5,705 3,431 5,609 3,157 5,159
Garbage
Management and
Recycling
6 Construction 60,563,328 15,036,030 439,302 120,312 6,991,080 427,688 1,145,292
7 Wholesale and
Retail Trade; Car
and Motorcycle 114,322,007 6,992,157 3,654,090 736,396 1,707,667 2,098,047 4,335,120
Repair &
Maintenance
8 Transportation &
33,696,577 5,175,146 1,562,696 142,693 1,686,094 1,292,710 382,883
Warehousing
9 Accommodation
18,330,601 2,042,285 784,305 131,156 322,858 634,976 670,430
and Restaurants
10 Information and
28,232,443 142,035 87,347 43,331 11,832 47,600 21,852
Communications
11 Finance and
Insurance 108,290,254 6,107 6,940 80,183 1,965 6,088 117,350
Activities
12 Real Estate 22,263,849 8,206,481 100,872 60,939 1,942,179 77,831 774,771
13 Professional,
Scientific and
1,206,978 32,230 17,108 7,947 6,005 13,382 22,436
Technical
Activities
14 Lease and Lease
without Option
Rights, Labor,
Travel Agents,
8,129,378 465,659 413,998 47,133 103,441 264,009 582,169
and Other
Business
Support
Activities
15 Government,
Defense, and
Mandatory 223,353,297 - 16 1,063,508 - 7 2,962
Social Security
Administration
16 Education 591,012 33,847 6,107 4,895 10,324 3,378 5,045
17 Human Health
and Social 3,061,067 72,530 30,024 21,464 20,273 17,652 21,895
Activities
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
547
Page 550
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Disclosure of Receivables and Allowances by Economic Sectors -
Bank Consolidated with Subsidiaries (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
18 Arts,
Entertainment, 770,722 107,718 14,149 5,159 8,313 8,182 2,776
and Recreation
19 Other Services
1,894,527 24,217 3,278 21,876 6,362 1,681 2,139
Activities
20 Household
Activity as 18,971 251 1,770 291 67 1,242 722
Employer
21 International
Agencies and
Other Extra-
8,712 - 665 119 - 283 498
International
Agencies
Activities
22 Household 82,937,456 2,606,786 1,816,590 742,905 519,894 1,102,421 2,448,328
23 Non-Business 205,669,044 3,312,049 1,548,262 1,135,750 285,268 664,841 418,407
24 Others 62,845,769 5,621 1,579,699 65 - 802,674 -
Total 1,273,910,170 72,000,471 17,397,196 5,261,149 16,776,319 18,631,126 18,668,815
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2023
1 Agriculture,
Forestry, and 57,114,249 3,022,083 882,221 450,141 440,924 813,157 806,999
Fisheries
2 Mining and
48,058,561 5,641,327 340,920 142,567 1,007,471 216,321 899,913
Extracting
3 Processing
149,628,359 22,607,701 3,940,861 566,856 1,842,092 14,411,305 2,426,581
Industry
4 Electricity, Gas,
Hot Water and 30,142,270 179,356 239,764 93,194 18,635 245,206 36,692
Cold Water
5 Water
Management,
Waste
Management, 466,336 38,995 3,832 3,092 12,283 1,982 3,376
Garbage
Management and
Recycling
6 Construction 57,083,914 16,823,657 1,237,823 132,129 7,244,639 1,091,491 1,402,258
7 Wholesale and
Retail Trade; Car
and Motorcycle 111,394,399 9,473,290 3,068,431 609,435 1,947,776 2,315,452 4,088,154
Repair &
Maintenance
8 Transportation &
30,676,744 13,608,458 726,376 95,846 2,586,239 1,312,792 256,130
Warehousing
9 Accommodation
17,201,183 3,248,215 946,221 189,091 633,167 754,715 584,788
and Restaurants
548 Transforming the Future, Empowering Indonesia
Page 551
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
for for for
Economic Written-off
No. Receivables Impairment Impairment Impairment
Sectors Not Yet Due Already Due Receivables
Losses - Losses - Losses -
Stage 1 Stage 2 Stage 3
10 Information and
21,491,964 168,719 10,840 32,045 37,186 6,386 110,564
Communications
11 Finance and
Insurance 100,403,352 295,938 126,023 145,402 33,185 124,575 -
Activities
12 Real Estate 21,584,989 8,934,663 660,168 83,335 2,349,874 544,833 347,324
13 Professional,
Scientific and
1,351,854 73,475 30,130 8,474 11,703 21,447 16,546
Technical
Activities
14 Lease and Lease
without Option
Rights, Labor,
Travel Agents,
9,268,296 733,406 514,976 41,320 156,776 481,714 338,876
and Other
Business
Support
Activities
15 Government,
Defense, and
Mandatory 251,022,434 2,961 - 666,046 642 - -
Social Security
Administration
16 Education 731,910 236,101 2,282 2,821 76,138 1,133 9,630
17 Human Health
and Social 2,848,923 45,644 21,709 22,154 8,287 12,410 1,697
Activities
18 Arts,
Entertainment, 345,747 102,982 962 1,767 4,507 302 825
and Recreation
19 Other Services
615,082 2,647 588 6,133 500 184 181,492
Activities
20 Household
Activity as 25,773 4,176 773 318 559 555 -
Employer
21 International
Agencies and
Other Extra-
14,763 852 150 102 137 47 341
International
Agencies
Activities
22 Household 72,612,638 1,991,888 1,573,458 622,740 440,373 1,040,494 2,182
23 Non-Business 211,151,967 8,408,248 1,444,712 988,549 852,739 809,038 2,875,971
24 Others 69,684,634 4,135 1,608,978 288 - 817,969 -
Total 1,264,920,341 95,648,917 17,382,198 4,903,845 19,705,832 25,023,508 14,390,339
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
549
Page 552
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
1) Disclosure of Receivables by Past Due Days - Bank Only
December 31, 2024
No. Receivables by Past Due Days
Exposure Type
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
a b c d e f
1 Loan included in Past Due Receivables 1,135,521 2,401,620 7,840,994 11,378,135
2 Securities included in Past Due Receivables 316,989 - - 316,989
Total 1,452,510 2,401,620 7,840,994 11,695,124
2) Disclosure of Net Receivables by Past Due Daays - Bank Consolidated with Subsidiaries
December 31, 2024
No. Receivables by Past Due Days
Exposure Type
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
a b c d e f
1 Loan included in Past Due Receivables 1,138,807 2,401,784 7,922,186 11,462,777
2 Securities included in Past Due Receivables 316,989 - - 316,989
Total 1,455,796 2,401,784 7,922,186 11,779,766
Additional Disclosures regarding Treatment of Troubled Assets (CRB-A)
A. QUALITATIVE
Non-performing assets are Assets categorized as “Substandard”, “Doubtful”, or “Loss”. in accordance with
POJK No.40/POJK.03/2019 concerning Asset Quality of Commercial Banks
Asset Restructuring is an improvement effort made by the Bank in lending activities against counterparties who
have difficulty in fulfilling their liabilities. Criteria for Assets that are Restructured Assets are counterparties
experiencing difficulties in the payment of principal and/or interest
550 Transforming the Future, Empowering Indonesia
Page 553
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Receivables by Past Due Days
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
g h i j
1,098,798 2,586,571 8,374,097 12,059,467
291,324 - 242,790 534,114
1,390,122 2,586,571 8,616,887 12,593,581
(in million Rupiah)
December 31, 2023
Receivables by Past Due Days
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
g h i j
1,100,803 2,586,925 8,443,151 12,130,878
291,324 - 242,790 534,114
1,392,127 2,586,925 8,685,941 12,664,992
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
551
Page 554
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
B. QUANTITATIVE
Disclosure of Performing and Non-Performing Assets
1) Disclosure of Performing and Non-Performing Assets - Bank Only (in million Rupiah)
December 31, 2024
Non Performing
(Quality of KL, D, M)
Performing
(Quality of L and DPLK) Not Impaired Receivables
Impaired Receivables
Have Arrears > 90 Days Have Arrears ≤ 90 Days
Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross
for Gross for Gross for Gross for
Carrying
Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount
Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities 127,184,192 35,872 - - 316,989 - - -
2 Loan
a. Corporate 386,364,794 11,154,336 8,718,649 5,898,157 - - - -
b. Retail 136,200,201 3,440,838 3,695,202 1,921,243 - - - -
3 Administrative
Account 137,034,006 - 582,065 - 345,942 - - -
Transactions
2) Disclosure of Performing and Non-Performing Assets - Bank Consolidated with Subsidiaries (in million Rupiah)
December 31, 2024
Non Performing
(Quality of KL, D, M)
Performing
(Quality of L and DPLK) Not Impaired Receivables
Impaired Receivables
Have Arrears > 90 Days Have Arrears ≤ 90 Days
Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross
for Gross for Gross for Gross for
Carrying
Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount
Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities 130,273,925 35,875 - - 316,989 - - -
2 Loan
a. Corporate 393,056,151 11,198,145 8,718,649 5,898,157 - - - -
b. Retail 143,896,020 3,670,956 3,779,844 2,004,721 - - - -
3 Administrative
Account 140,956,448 - 582,065 - 345,942 - - -
Transactions
552 Transforming the Future, Empowering Indonesia
Page 555
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Performing and Non-Performing Assets
1) Disclosure of Performing and Non-Performing Assets - Bank Only (in million Rupiah)
December 31, 2023
Performing
Non Performing
(Quality of L and Stage 1 Stage 2 Stage 3
(Quality of KL, D, M)
DPLK)
Allowances Allowances Allowances Allowances Allowances
Gross Gross Gross Gross Gross
for for for for for
Carrying Carrying Carrying Carrying Carrying
Impairment Impairment Impairment Impairment Impairment
Amount Amount Amount Amount Amount
Losses Losses Losses Losses Losses
a b c d e f g h
1 Securities - - - - - - - - - -
2 Loan
a. Corporate 29,382,960 9,233,176 4,919,692 3,188,142 1,101,882 24,465 23,528,156 5,542,235 9,672,614 6,854,618
b. Retail 4,530,848 878,126 1,436,813 727,379 775,257 16,487 3,681,772 818,527 1,510,631 770,490
3 Administrative
Account 2,281,272 - 17,579 - 1,821,151 - 464,920 - 12,779 -
Transactions
2) Disclosure of Performing and Non-Performing Assets - Bank Consolidated with Subsidiaries (in million Rupiah)
December 31, 2023
Performing
Non Performing
(Quality of L and Stage 1 Stage 2 Stage 3
(Quality of KL, D, M)
DPLK)
Allowances Allowances Allowances Allowances Allowances
Gross Gross Gross Gross Gross
for for for for for
Carrying Carrying Carrying Carrying Carrying
Impairment Impairment Impairment Impairment Impairment
Amount Amount Amount Amount Amount
Losses Losses Losses Losses Losses
a b c d e f g h
1 Securities - - - - - - - - - -
2 Loan
a. Corporate 29,434,198 9,237,013 4,919,692 3,188,142 1,101,882 24,465 23,553,235 5,543,212 9,698,772 6,857,478
b. Retail 4,565,356 883,847 1,483,543 773,939 785,724 16,576 3,698,839 820,754 1,564,337 820,456
3 Administrative
Account 2,281,272 - 17,579 - 1,821,151 - 464,920 - 12,779 -
Transactions
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Quantitative Disclosures related to MRK Techniques Qualitative (CRC)
Description Definition
Collateral revaluation policy In calculating Risk-Weighted Assets for Credit Risk (ATMR
Credit) using the Standardized Approach, the Bank may
recognize collateral, guarantees, credit insurance, or other
credit risk mitigation (CRM) techniques to reduce the value
of ATMR Credit.
The use of collateral-based CRM techniques may include cash
deposited with the funding bank, demand deposits, savings,or
time deposits issued by the funding bank, gold stored at
the funding bank, Government Securities (SUN) issued
by the Government of the Republic of Indonesia, including
government bonds and treasury bills as defined under the
relevant Government Securities Law, State Sharia Securities
(SBSN) as defined under the State Sharia Securities Law,
Bank Indonesia Certificates (SBI) and Sharia Bank Indonesia
Certificates (SBIS), and Rated securities assessed by a credit
rating agency recognized by the Financial Services Authority
(OJK). For guarantee-based CRM techniques, only guarantees
issued by entities classified under the Government of
Indonesia, foreign governments, multilateral development
banks, international institutions, banks, securities companies,
and other financial institutions are recognized. For credit
risk mitigation through insurance or guarantees, banks may
utilize credit guarantees from guarantee institutions or credit
insurance provided by licensed insurance companies. CRM
techniques can be recognized only if they meet the criteria
and requirements set out in SEOJK No. 24/SEOJK.03/2021 on
Credit Risk ATMR Calculation.
Collateral held by banks is subject to regular reviews, with
a minimum frequency of once every 24 months for debtors
classified as quality 1 and 2, and at least once every 12 months
for loans classified as quality 3, 4, and 5.
Disclosure on Use of External Credit Ratings (CRD)
The Bank utilizes rating agencies in accordance with the provisions of rating institutions based on SEOJK
24/SEOJK.03/2021, namely Pefindo and Fitch Ratings Indonesia for IDR-denominated ratings, as well as S&P,
Moody’s, and Fitch International for ratings in currencies other than IDR. The portfolio categories that require
ratings include Claims on Sovereign, Claims on Public Sector Entity, Claims on Banks, Claims on Securities
Companies and Other Financial Institutions, and Claims on Corporates.
554 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Quantitative Disclosures related to MRK Techniques
1) Quantitative Disclosures related to MRK Techniques - Bank Only (in million Rupiah)
December 31, 2024
Guaranteed
Not Guaranteed Receivables
Guaranteed Receivables
Guaranteed Receivables by
Receivables Secured by
Receivables Using Guarantee,
by Credit
Using MRK MRK Security and/
Collateral Derivatives
Techniques Techniques or Credit
Insurance
a b c d e
1 Loan 689,531,252 33,690,454 3,922,153 29,768,301
2 Securities 127,465,308 - - -
3 Total 816,996,560 33,690,454 3,922,153 29,768,301
4 Past Due Loan and Securities 5,636,112 532,100 2,738 529,362
2) Quantitative Disclosures related to MRK Techniques - Bank Consolidated with Subsidiaries (in million Rupiah)
December 31, 2024
Guaranteed
Not Guaranteed Receivables
Guaranteed Receivables
Guaranteed Receivables by
Receivables Secured by
Receivables Using Guarantee,
by Credit
Using MRK MRK Security and/
Collateral Derivatives
Techniques Techniques or Credit
Insurance
a b c d e
1 Loan 701,962,459 35,237,657 5,469,357 29,768,301
2 Securities 130,555,039 - - -
3 Total 832,517,497 35,237,657 5,469,357 29,768,301
4 Past Due Loan and Securities 5,721,264 532,100 2,738 529,362
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Page 558
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Disclosure of Credit Risk Exposure and Impact of MRK Techniques
1) Disclosure of Credit Risk Exposure and Impact of MRK Techniques - Bank Only
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average Risk
of Financial TRA of Financial TRA RWA Weight
Position Position (e/(c+d))
a b c d e f
1 Government Receivables 215,624,730 6,061,746 215,433,956 1,629,211 225,019 0.1%
2 Public Sector Entities
106,420,219 22,011,551 98,660,355 9,834,343 47,300,591 43.6%
Receivables
3 Multilateral Development
Banks and International - - - - - 0.0%
Institutions Receivables
4 Bank Receivables 62,218,644 24,893,021 56,190,025 13,293,336 26,536,103 38.2%
Securities Companies and
Other Financial Services 22,655,436 174,256 22,640,563 106,230 15,703,894 69.0%
Institutions Receivables1)
5 Receivables in the form of
- - - - - 0.0%
Covered Bond
6 Corporate Receivables
- General Corporate 362,232,546 40,510,611 360,917,046 18,064,240 343,263,531 90.6%
Exposure2)
Securities Companies and
Other Financial Services - - - - - 0.0%
Institutions Receivables3)
Special Financing Exposure4) 36,334,866 - 36,334,866 - 33,342,596 91.8%
7 Receivables in the form of
Securities/Subordinated
125,414 - 125,414 - 283,534 226.1%
Receivables, Equity and
Other Capital Instruments
8 Micro Business, Small
Business, and Retail 137,810,302 42,856,024 116,805,627 12,646,694 103,227,950 79.7%
Portfolio Receivables
9 Loans Secured by Real
- - - - - 0.0%
Estate
Loans Secured by
Residential Property which
the payments Are Not 68,667,295 675,278 68,179,341 67,528 33,853,192 49.6%
Materially Dependent on
Property Cash Flow
Loans Secured by
Residential Property which
the payments Are Materially 12,213 46 10,841 5 9,951 91.8%
Dependent on Property
Cash Flow
Commercial Property
Backed Loans whose
Payments are Not Materially 9,787,460 156,893 7,251,870 15,689 6,243,397 85.9%
Dependent on Property
Cash Flows
Commercial Property
Backed Loans whose
Payments are Materially 135,776 - 110,137 - 116,781 106.0%
Dependent on Property
Cash Flows
10 Loan by Land Acquisition,
Land Processing and 125,969 4,154 125,684 415 126,157 100.0%
Construction
556 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average Risk
of Financial TRA of Financial TRA RWA Weight
Position Position (e/(c+d))
11 Past Due Receivables 6,181,709 618,434 5,649,609 61,843 4,858,204 85.1%
12 Other Assets 58,279,529 - 58,279,529 - 45,061,483 77.3%
Total 1,086,612,106 137,962,012 1,046,714,863 55,719,535 660,152,383 59.9%
1) Represents receivables included in the Securities Companies and Other Financial Services Institutions Receivables Portfolio Category as in Appendix A of this FSA
Circular Letter.
2) Represents receivables that are included in the scope of Corporate Receivables - general corporate exposure Portfolio Category as in Appendix A of this FSA Circular
Letter (excluding numbers 3) and numbers 4)).
3) Represents Securities Companies and Other Financial Services Institutions Receivables that are not included in the Portfolio Category as in number 1).
4) Represents receivables that fall within the scope of the Corporate Receivables - Special Financing Exposure category (with and without ratings) as in Appendix A of
this FSA Circular Letter.
2) Disclosure of Credit Risk Exposure and Impact of MRK Techniques - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average Risk
of Financial TRA of Financial TRA RWA Weight
Position Position (e/(c+d))
a b c d e f
1 Government Receivables 220,634,335 6,061,746 220,443,561 1,629,211 225,019 0.1%
2 Public Sector Entities
106,420,219 22,011,551 98,660,355 9,834,343 47,300,591 43.6%
Receivables
3 Multilateral Development
Banks and International - - - - - 0.0%
Institutions Receivables
4 Bank Receivables 64,606,143 24,913,576 58,576,351 13,300,047 27,545,320 38.3%
Securities Companies and
Other Financial Services 22,930,673 330,388 22,915,800 168,683 15,838,970 68.6%
Institutions Receivables1)
5 Receivables in the form of
- - - - - 0.0%
Covered Bond
6 Corporate Receivables
- General Corporate 366,083,016 42,168,357 363,247,765 18,756,378 345,950,580 90.6%
Exposure2)
Securities Companies and
Other Financial Services - - - - - 0.0%
Institutions Receivables3)
Special Financing Exposure4) 36,357,817 - 36,357,817 - 33,365,547 91.8%
7 Receivables in the form of
Securities/Subordinated
748,360 - 748,360 - 1,840,900 246.0%
Receivables, Equity and
Other Capital Instruments
8 Micro Business, Small
Business, and Retail 143,476,114 43,243,840 122,445,954 12,801,820 108,546,128 80.3%
Portfolio Receivables
9 Loans Secured by Real
- - - - - 0.0%
Estate
Loans Secured by
Residential Property which
the payments Are Not 69,419,951 869,605 68,931,203 135,602 34,274,675 49.6%
Materially Dependent on
Property Cash Flow
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average Risk
of Financial TRA of Financial TRA RWA Weight
Position Position (e/(c+d))
Loans Secured by
Residential Property which
the payments Are Materially 12,213 46 10,841 5 9,951 91.8%
Dependent on Property
Cash Flow
Commercial Property
Backed Loans whose
Payments are Not Materially 13,588,151 734,521 11,052,560 246,365 9,509,059 84.2%
Dependent on Property
Cash Flows
Commercial Property
Backed Loans whose
Payments are Materially 135,776 - 110,137 - 116,781 106.0%
Dependent on Property
Cash Flows
10 Loan by Land Acquisition,
Land Processing and 125,969 4,154 125,684 415 126,157 100.0%
Construction
11 Past Due Receivables 6,183,349 618,434 5,651,249 61,843 4,859,364 85.1%
12 Other Assets 59,314,270 - 59,314,270 - 46,048,140 77.6%
Total 1,110,036,355 140,956,219 1,068,591,908 56,934,712 675,557,182 60.0%
1) Represents receivables included in the Securities Companies and Other Financial Services Institutions Receivables Portfolio Category as in Appendix A of this FSA
Circular Letter.
2) Represents receivables that are included in the scope of Corporate Receivables - general corporate exposure Portfolio Category as in Appendix A of this FSA Circular
Letter (excluding numbers 3) and numbers 4)).
3) Represents Securities Companies and Other Financial Services Institutions Receivables that are not included in the Portfolio Category as in number 1).
4) Represents receivables that fall within the scope of the Corporate Receivables - Special Financing Exposure category (with and without ratings) as in Appendix A of
this FSA Circular Letter.
Exposure Disclosure Based on Asset Class and Risk Weight
1) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20% 50%
1 Government
216,569,462 112,010 358,156
Receivables
Portfolio Category 20% 50%
2 Public Sector
Entities 32,639,102 72,822,514
Receivables
Portfolio Category 0% 20% 30% 50%
3 Multilateral
Development
Banks and
- - - -
International
Institutions
Receivables
558 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
Net Receivables After FKK
100% 150% Others
and MRK Techniques
23,539 - - 217,063,168
Net Receivables After FKK
100% 150% Others
and MRK Techniques
376,219 2,656,863 - 108,494,697
Net Receivables After FKK
100% 150% Others
and MRK Techniques
- - - -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
559
Page 562
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 20% 30% 40% 50%
4 Bank Receivables 26,596,736 6,369,805 3,378,681 28,105,105
Securities
Companies and
Other Financial
2,187,526 339,618 - 1,518
Services
Institutions
Receivables1)
Portfolio Category 10% 15% 20% 25% 35% 50%
5 Receivables
in the form of - - - - - -
Covered Bond
Portfolio Category 20% 50% 65%5)
6 Corporate
Receivables -
General 22,812,491
20,443,411 -
Corporate
Exposure2)
Securities
Companies and
Other Financial
- - -
Services
Institutions
Receivables3)
Special
Financing - -
Exposure4)
Portfolio Category
7 Receivables
in the form
of Securities/
Subordinated
Receivables,
Equity and
Other Capital
Instruments
Portfolio Category 45%
8 Micro Business,
Small Business,
and Retail 6,465,213
Portfolio
Receivables
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60% 65%5) 70%
9 Loans Secured
by Real Estate
Loans Secured
by Residential
Property which
the payments
Are Not - 6,241,372 3,242,832 14,564,136 11,221,500 6,826,687 - 6,419,350
Materially
Dependent on
Property Cash
Flow
560 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
Net Receivables After FKK
75% 100% 150% Others
and MRK Techniques
4,524,982 508,053 - - 69,483,361
20,218,131 - - - 22,746,793
Net Receivables After FKK
100% Others
and MRK Techniques
- - -
Net Receivables After FKK
75% 80% 85% 100% 130% 150% Others
and MRK Techniques
11,351,024 - 37,280,089 284,789,576 - 2,304,696 - 378,981,287
- - - - - -
- 23,027,735 7,929,540 5,377,591 - - 36,334,866
Net Receivables After FKK
100% 150% 250% 400%5) Others
and MRK Techniques
20,000 - 105,414 - - 125,414
Net Receivables After FKK
75% 85% 100% Others
and MRK Techniques
105,502,228 830,063 16,654,817 - 129,452,321
Net Receivables After FKK
75% 85% 90% 100% 105% 110% 150% Others
and MRK Techniques
- -
18,386,871 1,344,122 - - - 68,246,869
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Page 564
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
without loan
sharing
approach5)
using a loan
sharing approach
(guaranteed)5)
using a loan
sharing approach
(guaranteed)5)
Loans Secured
by
Residential
Property
which the
2,043 56 190 864
payments
Are Materially
Dependent on
Property Cash
Flow
Loans Secured
by
Commercial
Property
which the
- - - - - 786,833 -
payments
Are Materially
Dependent on
Property Cash
Flow
without loan
sharing
approach5)
using a loan
sharing approach
(guaranteed)5)
using a loan
sharing approach
(guaranteed)5)
Loans Secured
by Commercial
Property
which the
payments 17,347
Are Materially
Dependent on
Property Cash
Flow
Loan by Land
Acquisition, Land
Processing and
Construction
Portfolio Category 50%
10 Past Due
2,474,595
Receivables
562 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
- -
- -
- -
420 6,187 1,087 - 10,846
3,721,466 1,905,181 854,078 - - 7,267,559
- -
- -
- -
23,758 63,550 5,482 - 110,137
126,100 - - 126,100
Net Receivables After FKK
100% 150% Others
and MRK Techniques
2,680,687 556,170 - 5,711,452
2024 Annual Report
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Page 566
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20%
11 Other Assets 13.626.708 -
1) Claims that fall within the portfolio category of claims on securities companies and other financial institutions, as outlined in Annex A of this Financial Services Authority Circular
Letter No 24/SEOJK.03/2021.
2) Claims that fall within the portfolio category of claims on corporations – general corporate exposure, as outlined in Annex A of this Financial Services Authority Circular Letter
No 24/SEOJK.03/2021 (excluding points 3) and 4)).
3) Claims on securities companies and other financial institutions that do not fall within the portfolio category specified in point 1).
4) Claims that fall within the portfolio category of claims on corporations – special financing exposure (both rated and unrated), as outlined in Annex A of this Financial Services
Authority Circular Letter No 24/SEOJK.03/2021.
5) Not applicable in accordance with this Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
December 31, 2024
No Risk Weight
Net Receivables Statement of Financial Position TRA Net Receivables (before FKK imposition)
1 < 40% 332,590,298 32,076,215
2 40%-70% 147,325,332 33,236,546
3 75% 148,299,222 38,254,530
4 80% 23,027,735 -
5 85% 41,154,365 2,050,906
6 90%-100% 342,770,042 32,006,348
7 105-130% 5,447,323 46
8 150% 6,090,908 337,422
9 250% 105,414 -
10 400% - -
11 1250% - -
2) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20% 50%
1 Government
221,579,067 112,010 358,156
Receivables
Portfolio Category 20% 50%
2 Public Sector
Entities 32,639,102 72,822,514
Receivables
564 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
Net Receivables After FKK
100% 150% 1250%5) Others
and MRK Techniques
43,820,607 827,183 - 5,031 58,279,529
December 31, 2024
FKK Average Net Receivables (After imposition of FKK and MRK Techniques)
39.65% 345,308,928
36.38% 159,417,738
40.27% 163,705,121
0.00% 23,027,735
10.00% 41,359,456
46.98% 357,806,974
10.00% 5,447,328
77.22% 6,351,481
0.00% 105,414
0.00% -
0.00% -
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
Net Receivables After FKK
100% 150% Others
and MRK Techniques
23,539 - - 222,072,772
Net Receivables After FKK
100% 150% Others
and MRK Techniques
376,219 2,656,863 - 108,494,697
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
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Page 568
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20% 30% 50%
3 Multilateral
Development
Banks and
- - - -
International
Institutions
Receivables
Portfolio Category 20% 30% 40% 50%
4 Bank
27,995,258 6,369,805 3,425,463 28,105,105
Receivables
Securities
Companies and
Other Financial
2,187,526 339,618 337,690 1,518
Services
Institutions
Receivables1)
Portfolio Category 10% 15% 20% 25% 35% 50%
5 Receivables
in the form of - - - - - -
Covered Bond
Portfolio Category 20% 50% 65%5)
6 Corporate
Receivables -
General 23,115,704 20,443,411 -
Corporate
Exposure2)
Securities
Companies and
Other Financial
- - -
Services
Institutions
Receivables3)
Special
Financing - -
Exposure4)
Portfolio Category
7 Receivables
in the form of
Securities/
Subordinated
Receivables,
Equity and
Other Capital
Instruments
Portfolio Category 45%
8 Micro Business,
Small Business,
and Retail 6,465,213
Portfolio
Receivables
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60% 65%5)
70%
9 Loans Secured
by Real Estate
566 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
Net Receivables After FKK
100% 150% Others
and MRK Techniques
- - - -
Net Receivables After FKK
75% 100% 150% Others
and MRK Techniques
5,472,716 508,053 - - 71,876,399
20,218,131 - - - 23,084,483
Net Receivables After FKK
100% Others
and MRK Techniques
- - -
Net Receivables After FKK
75% 80% 85% 100% 130% 150% Others
and MRK Techniques
11,351,024 - 37,901,672 286,887,637 - 2,304,696 - 382,004,143
- - - - - -
- 23,027,735 7,952,491 5,377,591 - - 36,357,817
Net Receivables After FKK
100% 150% 250% 400%5) Others
and MRK Techniques
20,000 - 728,360 - - 748,360
Net Receivables After FKK
75% 85% 100% Others
and MRK Techniques
107,345,163 940,343 20,497,055 - 135,247,775
Net Receivables After FKK
75% 85% 90% 100% 105% 110% 150% Others
and MRK Techniques
- -
2024 Annual Report
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Page 570
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
without loan
sharing - 6,296,187 3,289,131 14,721,554 11,340,830 6,858,159 - 6,819,765
approach5)
using a loan
sharing approach
(guaranteed)5)
using a loan
sharing approach
(guaranteed)5)
Loans Secured
by
Residential
Property
which the
payments
Are Materially
Dependent on
Property Cash
Flow
Loans Secured
by
Commercial
Property
which the
2,043 56 190 864
payments
Are Materially
Dependent on
Property Cash
Flow
without loan
sharing - - - - - 1,371,086 -
approach5)
using a loan
sharing approach
(guaranteed)5)
using a loan
sharing approach
(guaranteed)5)
Loans Secured
by Commercial
Property
which the
payments
Are Materially
Dependent on
Property Cash
Flow
Loan by Land
Acquisition, Land
17,347
Processing and
Construction
568 Transforming the Future, Empowering Indonesia
Page 571
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
18,393,837 1,347,341 - - - 69,066,804
- -
- -
- -
420 6,187 1,087 - 10,846
3,870,825 5,202,936 854,078 - - 11,298,925
- -
- -
- -
23,758 63,550 5,482 - 110,137
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
569
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Loan by Land
Acquisition,
Land
Processing and
Construction
Portfolio Category 50%
10 Past Due
2,475,556
Receivables
Portfolio Category 0% 20%
11 Other Assets 13,718,613 -
1) Claims that fall within the portfolio category of claims on securities companies and other financial institutions, as outlined in Annex A of this Financial Services Authority Circular
Letter No 24/SEOJK.03/2021.
2) Claims that fall within the portfolio category of claims on corporations – general corporate exposure, as outlined in Annex A of this Financial Services Authority Circular Letter
No 24/SEOJK.03/2021 (excluding points 3) and 4)).
3) Claims on securities companies and other financial institutions that do not fall within the portfolio category specified in point 1).
4) Claims that fall within the portfolio category of claims on corporations – special financing exposure (both rated and unrated), as outlined in Annex A of this Financial Services
Authority Circular Letter No 24/SEOJK.03/2021.
5) Not applicable in accordance with this Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
December 31, 2024
No Risk Weight
Net Receivables Statement of Financial Position TRA Net Receivables (before FKK imposition)
1 < 40% 346,475,341 32,137,738
2 40%-70% 155,609,016 33,588,397
3 75% 172,044,721 38,294,547
4 80% 23,027,735 -
5 85% 48,541,912 2,995,250
6 90%-100% 351,624,514 33,602,818
7 105-130% 5,464,755 46
8 150% 6,610,745 337,422
9 250% 728,360 -
10 400% - -
11 1250% - -
570 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
126,100 - - 126,100
Net Receivables After FKK
100% 150% Others
and MRK Techniques
2,681,366 556,170 - 5,713,092
Net Receivables After FKK
100% 150% 1250%5) Others
and MRK Techniques
44,675,801 914,825 - 5,031 59,314,270
December 31, 2024
FKK Average Net Receivables (After imposition of FKK and MRK Techniques)
39.65% 352,370,705
36.42% 160,938,640
40.27% 166,652,115
0.00% 23,027,735
20.10% 45,392,292
46.65% 364,626,097
10.00% 5,447,328
77.22% 6,439,123
0.00% 728,360
0.00% -
0.00% -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
571
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Exposure Disclosure Based on Asset Class and Risk Weight
1) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Only
No Portfolio Category Net Receivables ATMR
1 Total Exposure to QCCP 5,031 101
2 Exposures transacted with QCCP - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
3 Segregated initial margin - -
4 Nonsegregated initial margin - -
5 Prefunded default fund contribution 5,031 101
6 Unfunded default fund contribution - -
7 Total Exposure to NonQCCP - -
8 Exposures transacted through nonQCCP - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
9 Segregated initial margin - -
10 Nonsegregated initial margin - -
11 Prefunded default fund contribution - -
12 Unfunded default fund contribution - -
13 Total Exposure to QCCP and NonQCCP 5,031 101
572 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Exposure Disclosure Based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
No Portfolio Category Net Receivables ATMR
1 Total Exposure to QCCP 5,031 101
2 Exposures transacted with QCCP - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
3 Segregated initial margin - -
4 Nonsegregated initial margin - -
5 Prefunded default fund contribution 5,031 101
6 Unfunded default fund contribution - -
7 Total Exposure to NonQCCP - -
8 Exposures transacted through nonQCCP - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
9 Segregated initial margin - -
10 Nonsegregated initial margin - -
11 Prefunded default fund contribution - -
12 Unfunded default fund contribution - -
13 Total Exposure to QCCP and NonQCCP 5,031 101
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
573
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Qualitative Disclosure Regarding Counterparty Credit Risk
Qualitative
Banks must provide:
(a) Risk management objectives The risk management and policies objectives related to loan risk due to counterparty
and policies related to loan risk failure (Counterparty Credit Risk/CCR) include
due to counterparty loan risk, 1. Fulfilling regulatory requirements so that the Bank has policies, processes and
including: systems to manage loan risk due to counterparty failure/CCR, as implemented in
accordance with the complexity of BNI exposures that give rise to CCR.
2. Standardizing loan risk management due to counterparty/CCR failure including
identification, measurement, management, approval and internal CCR reporting.
When carrying out Counterparty transactions, BNI must assess the creditworthiness
of the Counterparty and take into account the consequences of settlement and pre-
settlement loan risks.
574 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Qualitative
(b) The method used to apply the Counterparty Credit Risk/CCR exposure calculated at BNI uses the precautionary
operating limits defined on principle and includes FX Forward Derivative Transactions, FX Swap, Cross Currency
internal capital for counterparty Swap (CCS) and Interest Rate Swap (IRS). The method used to determine operating
loan exposures and for CCP limits for Counterparty Credit Exposures consists of limits for (i) Financial Institution (FI)
exposures; debtors and (ii) Non-Financial Institution (Non-FI) debtors.
1. Determination of Limits for Financial Institutions (FI)
Operational limits on Counterparty Credit Risk Exposure for FI debtor derivative
transactions are carried out by determining the Counterparty Limit (CL). CL is given
to domestic and foreign banks, remittance agencies and other domestic financial
institutions that are guaranteed by the Government with correspondent status.
Analysis of granting or adding CL is carried out by the Business Unit and Risk Unit
at the Head Office, however other Business Units (such as Trade Finance or Treasury)
and Overseas Branch Offices can submit input on granting or adding CL.
Determination of the Maximum Counterparty Limit:
a. The maximum limit for new and review CL facilities is generally set in the form of a
Global Line that does not exceed BNI’s Maximum Lending Limit (BMPK).
b. For overseas correspondents, the maximum limit for new CL facilities and reviews
is determined by the correspondent category based on:
1) Credit Rating, at least one of 3 (three) international institutions, namely S&P,
Moody’s, Fitch; as well as
2) Country Risk, based on the International Country Risk Guide (ICRG).
Maximum CL Facility Matrix based on Credit Rating and Country Risk:
a. Category I correspondents when determining and reviewing CL use the
Counterparty Limit Application Package (CLAP) analysis, and the Global Line form.
The CL amount is set at a maximum LLL at “very low”, “low”, “moderate” risk
countries with a maximum of USD 10 million for “high” risk countries that do not
exceed the LLL.
b. Category II correspondence in CL determination and review using the CLAP
analysis and the Global Line form. The CL amount is set at a maximum LLL at
“very low”, “low”, “moderate” risk countries with a maximum of USD 10 million for
“high” risk countries that do not exceed the LLL.
c. Category III correspondence in CL determination and review using the CLAP
analysis and the Global Line form. The maximum CL amount is USD 10 million for
“very low”, “low”, “moderate” risk countries that do not exceed the LLL. CL is not
given for “high” risk countries
An explanation of the correspondent categories is as follows:
Category I covers correspondents with a credit rating > BBB- to AAA
Category II covers correspondents with a credit rating > CCC+ to BB+
Category III covers correspondents with a credit rating < CCC+ and/or correspondents
that do not have a rating
2. Determination of Limits for Non-Financial Institutions (Non-FI)
Application of operating limits to Counterparty Credit Risk Exposure for Derivative
transactions are carried out by providing a Treasury Line to customers. Treasury lines
are a facility provided to customers (debtors and non-debtors) as a maximum limit
for derivative transaction risk exposure in accordance with the provisions regulated
by the Regulator.
The process for proposing a Treasury Line facility for each type of customer is as
follows:
a. Debtor
The process of providing Treasury Line facilities to debtors is carried out in the
same way as the process of providing loan facilities.
1) If the debtor applies for a Treasury Line facility not at the same time as the loan
facility, then the application process uses the Treasury Line facility form.
2) If the debtor applies for a Treasury Line facility at the same time as the loan
facility, then the Treasury Line application process uses the Credit Application
Tool (PAK).
Debtors can carry out derivative transactions with BNI without a Treasury Line
facility as long as they submit collateral in the form of a Marginal Deposit.
b. Non Debtor
1) Can directly carry out transactions with the BNI Treasury Unit without setting
up a Treasury Line facility and must submit collateral in the form of a Marginal
Deposit of 1.2 x the Credit Conversion Factor (FKK) x the Transaction Notional.
2) Transactions are based on derivative transaction agreements.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
575
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Qualitative
(c) Policies related to guarantees Policies related to guarantees/guarantees against Counterparty Credit Risk Exposure.
and risk mitigation and Derivative transactions carried out at BNI are classified as follows:
assessment of counterparty a. Debtor
risk, including exposure towards 1) The guarantee is adjusted to the guarantee provisions of the applicable Business
CCP; Banking segment, namely:
• Full cover guarantee, decision authority rests with the Credit Committee
according to authority on the basis of Total Exposure
• Full cover guarantee in the form of a combination of cash, collateral and other
assets.
2) Conditions for fulfilling collateral refer to requirements for fulfilling sufficient
collateral for a Working Capital Loan
3) If there are other matters to consider, the amount of collateral can be determined
based on risk analysis and business potential to obtain approval from the Credit
Committee.
For debtors without a Treasury Line, the collateral is in the form of a Marginal
Deposit of 1.2 x FKK x the Transaction Notional.
b. Non Debtor
1) Collateral in the form of a Marginal Deposit of 1.2 x FKK x the Transaction
Notional and direct transactions with the BNI Treasury Unit based on a Derivative
Transaction Agreement
2) The collateral in point b.1) above is blocked and tied to a pledge accompanied by
a power of attorney for disbursement on the transaction due date.
Risk mitigation and assessment related to Counterparty Credit Risk Exposure. Derivative
transactions carried out at BNI are carried out through Treasury Line Facility Monitoring
and Treasury Line Facility Reviews
a. Monitoring Treasury Line Facilities
• Debtor
Carried out by the Risk Management and Treasury unit.
• Non Debtor
Carried out by the Treasury unit by ensuring that the collateral is still blocked and
pledged until the transaction matures.
b. Review of Treasury Line Facilities
1. Debtor
Carried out by the Business and Risk unit.
2. Non-Debtor
Carried out by the Treasury unit
Use of the Treasury Line facility is carried out by calculating the transaction Credit
Conversion Factor (FKK). FKK is a percentage that shows the amount of loan risk arising
from Forex or Derivative transactions at a certain tenor. The FKK table is reviewed
periodically (every 6 months) by the Risk Management Unit and submitted to the
relevant units.
(d) Policies related to wrong-way Policies related to mitigating wrong-way risk exposure at BNI are carried out through:
risk exposure; 1. Routine monitoring to identify early deviations in the movement of transaction
indicators from original market predictions, including the mark to market activities
and stress tests to compare with the Budget Loss Limit,
2. Applying Stress Tests based on scenarios of changes in Interest Rates and Exchange
Rates periodically (every 6 months), or incidentally to measure the level of risk/
impact that may occur, and reporting to Management,
3. If a certain tiering of the Budget Loss Limit has been exceeded, corrections and
mitigation steps are taken in stages using the Management Action Trigger (MAT)
mechanism.
(e) Impact on the value of collateral When a loan rating downgrade occurs, a temporary freeze limit mechanism is used to
required to provide for a loan carry out a more in-depth study on the potential risks faced. Then, mitigation steps can
downgrade. be taken in the form of a top up of the collateral value.
576 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Analysis of Net Credit Risk due to Counterparty Failure Based on the Approach Used
a b c d e f
Alpha
Potential
used for
Replacement Future Net
No EEPE regulatory ATMR
Cost (RC) Exposure Receivables
EAD
(PFE)
calculations
1 SA-CCR (for derivatives) 21,713,934 4,942,712 1,4 37,319,304 19,833,311
2 Internal Model Method - -
(for derivatives and SFTs)
3 Simple Approach for credit - -
risk mitigation (for SFTs)
4 Comprehensive Approach - -
for credit risk mitigation
(for SFTs)
5 VaR for SFTs - -
6 Total 19,833,311
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
577
Page 580
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
CCR Exposure by Portfolio and Risk Weight under Standardized Approach
a b c d e f g h i
Total Net
Risk Weight 0% 10% 20% 50% 75% 100% 150% Others
Receivables
Portfolio Category
Sovereigns 176,098 - - - - - - - 176,098
Non-central government public
- - 416,886 8,543,121 - - - - 8,960,007
sector entities (PSEs)
Multilateral development banks
- - - - - - - - -
(MDBs)
Banks - - 6,929,361 16,221,595 - - - - 23,150,956
Securities firms - - - - - - - - -
Corporates - - - - - 4,444,936 - - 4,444,936
Regulatory retail portfolios - - - - - 2,481,271 - - 2,481,271
Other assets - - - - - - - - -
Total 176,098 - 7,346,247 24,764,716 - 6,926,208 - - 39,213,269
Net Receivables from Credit Derivatives
a b
Protection purchased Protection sold
Notional Value - -
Single-name credit default swaps - -
Index credit default swaps - -
Total return swaps - -
Credit options - -
Other credit derivatives - -
Total Notional Value - -
Fair value - -
Positive fair value (asset) - -
Negative fair value (liability) - -
578 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Qualitative Disclosures on Securitization Exposures
Qualitative
Qualitative Disclosure
A) Banks should articulate their risk management objectives
and policies concerning securitization activities, along with
the key features of these activities, in accordance with the
framework outlined below. In the event that the bank holds
securitization positions within its statement of financial
position or engages in off-balance sheet transactions, it
should provide a detailed explanation of the following aspects,
distinguishing between different activities in each regulatory
book.
(a) The bank’s objectives regarding securitization and re- BNI engages in securitization activities as part of its business
securitization activities, including the transfer of credit risk transactions through securities investments. In these
from the underlying securitization exposure from the bank activities, BNI assumes the role of an investor by purchasing
to another entity, as well as the nature of the risks assumed Asset-Backed Securities (EBA). BNI conducts securitization
and those retained. in alignment with prudent practices and sound corporate
governance while carefully considering both business and
risk aspects.
Risks that may arise in BNI’s securitization activities as an
Investor include:
(1) Credit risk/default
Investors will experience losses if the issuer/issuer of
Securities experiences a decline in performance, which
affects the ability to pay for coupons and principals of
securities.
(2) Interest rate risk where Securities can experience price
fluctuations due to the influence of changes in interest
rates. The price of Securities will fall if there is an increase
in interest rates.
(3) Early repayment
If there is an early repayment (early call), it will affect the
yield received.
(b) The bank must provide a list: In EBA securitization, BNI operates as an investor and,
therefore, does not required to provide a list of Special
Special Purpose Entities (SPEs) in which the bank acts
Purpose Entities (SPEs).
as a sponsor—but not as an originator, such as in an
Asset-Backed Commercial Paper (ABCP) conduit—while
specifying whether the bank consolidates the SPE within
the regulatory consolidation scope.
Affiliated entities that (i) are regulated or advised by the
bank and (ii) invest not only in securitization exposures
originated by the bank but also in Special Purpose Entities
(SPEs) sponsored by the bank.
a list of entities with implicit support from the bank and the
associated impact on capital for them
(c) Summary of bank accounting policies related to Accounting Policies in terms of EBA Securitization are as
securitization activities. follows:
1. Purchased securities are categorized based on the business
model that manages the Securities and the characteristics
of the Securities’ contractual cash flows. These categories
include:
a. Measured at amortized acquisition cost
b. Measured at fair value through other comprehensive
income (FVOCI)
c. Measured at fair value through profit or loss (FVTPL)
2. Purchased securities are recorded on the transaction date
unless otherwise stated by the relevant regulator to be
recorded on the settlement date
3. In the case of purchasing securities in the form of bonds
purchased between interest payment dates, the interest
payment is not part of the acquisition cost, but is included
in the interest income item that will still be received
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
579
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Qualitative
4. At the time of initial recognition, the Bank records
Securities/Equity transactions at fair value, namely:
Category of Securities Recorded at the Time of Purchase
Measured at amortized cost at the fair value of the
securities, taking into account transaction income/
expenses that can be directly attributed to the acquisition
of the securities.
Measured at fair value through other comprehensive
income (FVOCI) at the fair value of the securities,
accounting for transaction income/expenses directly
attributable to the acquisition of the securities.
Measured at fair value through profit or loss (FVTPL) at the
fair value of the securities
5. The quality/collectibility of Securities is determined as:
(1) Current
(3) Substandard
(5) Loss
6. Allowance for Losses on Securities
The allowance for securities losses is calculated using two
approaches: the calculation based on POJK, referred to as
the Allowance for Asset Quality Assessment (PPKA), and
the calculation based on PSAK 71, known as the Expected
Credit Loss (ECL).
7. In terms of EBA securitization, BNI acts as an investor in
the purchase of KIK EBA PT Indonesia Power which is
included in the category measured at fair value through
other comprehensive income (FVOCI).
(d) If applicable, the names of the credit rating institutions BNI does not use credit rating institutions (ECAIs) in the case
(ECAIs) used for the securitization by the appointed agent. of EBA securitization, considering that BNI acts as an investor.
(e) Banks must explain the function of internal assessments BNI must conduct internal risk assessments to identify,
monitor, and evaluate investment risks. These assessments
include analysis of bond purchase limits and values as well
as review of limits and review of investment activities.
In the context of securities purchases, internal assessments
are primarily carried out by establishing limits based on
specific indicators and criteria, including:
1. Securities Purchase Limit
In its role as an investor, BNI can purchase Securities if
the issuer of the Securities has a purchase limit set by the
Business and Risk Unit. The determination of these limits,
among others, takes into account:
a. Issuer/Issuer Rating
b. Securities Rating
c. Issuer/Issuer Performance
2. Securities Concentration Limit
Taking into account the concentration of securities based
on the issuer (Corporate and Government Securities) and
concentration based on currency type (IDR and Foreign
Exchange).
3. Corporate Securities Liquidity Level Limit
Taking into account the rating of Corporate Securities and
the classification of Securities.
580 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Securitization Exposure in Banking Book
Bank as originator Bank as sponsor Bank as investor
No English
Traditional Synthetic Sub-total Traditional Synthetic Sub-total Traditional Synthetic Sub-total
1 Retail (total) –
- - - - - - - - -
of which
2 Residential
- - - - - - - - -
mortgage
3 Credit card - - - - - - - - -
4 Other retail
- - - - - - - - -
exposures
5 Re-securitisation - - - - - - - - -
6 Wholesale (total)
- - - - - - - - -
– of which
7 Loans to
- - - - - - - - -
corporates
8 Commercial
- - - - - - - - -
mortgage
9 Lease and
- - - - - - - - -
receivables
10 Other wholesale - - - - - - - - -
11 Re-securitisation - - - - - - - - -
Securitization Exposure on Trading Book
Bank as originator Bank as sponsor Bank as investor
No English
Traditional Synthetic Sub-total Traditional Synthetic Sub-total Traditional Synthetic Sub-total
1 Retail (total) –
- - - - - - - - -
of which
2 Residential
- - - - - - - - -
mortgage
3 Credit card - - - - - - - - -
4 Other retail
- - - - - - - - -
exposures
5 Re-securitisation - - - - - - - - -
6 Wholesale (total)
- - - - - - - - -
– of which
7 Loans to
- - - - - - - - -
corporates
8 Commercial
- - - - - - - - -
mortgage
9 Lease and
- - - - - - - - -
receivables
10 Other wholesale - - - - - - - - -
11 Re-securitisation - - - - - - - - -
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
581
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Securitization exposure in the banking book when the bank is the originator or sponsor and its capital
requirements
Exposure value
(based on Risk Weight)
No >100% to
≤20% >20% to 50% >50% to 100% 1250%
<1250%
Risk Weight Risk Weight Risk Weight Risk Weight
Risk Weight
1 Total exposures - - - - -
2 Traditional securitisation - - - - -
3 Of which securitisation - - - - -
4 Of which retail underlying - - - - -
5 Of which wholesale - - - - -
6 Of which re-securitisation - - - - -
7 Of which senior - - - - -
8 Of which non-senior - - - - -
9 Synthetic securitisation - - - - -
10 Of which securitisation - - - - -
11 Of which retail underlying - - - - -
12 Of which wholesale - - - - -
13 Of which re-securitisation - - - - -
14 Of which senior - - - - -
15 Of which non-senior - - - - -
Securitization exposure on the banking book and capital requirements - Bank as investor
Exposure value
(based on Risk Weight)
No >100% to
≤20% >20% to 50% >50% to 100% 1250%
<1250%
Risk Weight Risk Weight Risk Weight Risk Weight
Risk Weight
1 Total exposures - - - - -
2 Traditional securitisation - - - - -
3 Of which securitisation - - - - -
4 Of which retail underlying - - - - -
5 Of which wholesale - - - - -
6 Of which re-securitisation - - - - -
7 Of which senior - - - - -
8 Of which non-senior - - - - -
9 Synthetic securitisation - - - - -
10 Of which securitisation - - - - -
11 Of which retail underlying - - - - -
12 Of which wholesale - - - - -
13 Of which re-securitisation - - - - -
14 Of which senior - - - - -
15 Of which non-senior - - - - -
582 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Exposure value RWA
Capital charge after cap
(based on regulatory approach) (based on regulatory approach)
IRB RBA IRB RBA IRB RBA
IRB SA/ IRB SA/ IRB SA/
(including 1250% (including 1250% (including 1250%
SFA SSFA SFA SSFA SFA SSFA
IAA) IAA) IAA)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
Exposure value RWA
Capital charge after cap
(based on regulatory approach) (based on regulatory approach)
IRB RBA IRB RBA IRB RBA
IRB SA/ IRB SA/ IRB SA/
(including 1250% (including 1250% (including 1250%
SFA SSFA SFA SSFA SFA SSFA
IAA) IAA) IAA)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
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2024 Report Profile Analysis on Company Performance Functions
2. MARKET RISK
Disclosure of Market Risk Using the Standardized Approach
1. Bank Only
Capital Charge Under the Standardized Capital Charge Under the Standardized
Risk
Approach per Desember 2024 Approach per Desember 2023
GIRR Risk 469,733,08
Non-Securitized CSR 211,079,44
Non-CTP Securitized CSR -
CTP Securitized CSR -
Equity Risk -
Commodity Risk -
Foreign Exchange Risk 112,101,24
DRC – non Securitized -
DRC - non-CTP Securitized -
DRC - CTP Securitized -
RRAO -
Total 792,913,76
2. Bank Consolidated with Subsidiaries
Capital Charge Under the Standardized Capital Charge Under the Standardized
Risk
Approach per Desember 2024 Approach per Desember 2023
GIRR Risk 472,256,21
Non-Securitized CSR 212,749,87
Non-CTP Securitized CSR -
CTP Securitized CSR -
Equity Risk 33,759,10
Commodity Risk -
Foreign Exchange Risk 112,076,60
DRC – non Securitized 21,266,10
DRC - non-CTP Securitized -
DRC - CTP Securitized -
RRAO -
Total 852,107,88
Disclosure of Market Risk Using Internal Method
December 31, 2024
No Type of Risk
Daily average VaR Maximum VaR Minimum VaR End of Period VaR
1 Interest Rate Risk 269,649 351,999 187,516 301,467
2 Exchange Rate Risk 8,287 20,486 3,277 10,659
3 Option Risk - - - -
Total 277,936 372,486 190,793 312,126
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Individual Risk Management Implementation Report for IRRBB
In million Rupiah EVE NII
Periode T T-1 T T-1
Parallel Up (621,647) 2,296,568 (3,147,981) (2,605,851)
Parallel Down 327,217 (4,176,526) 3,352,213 2,768,027
Steepener (6,356,751) (308,096)
Flattener 4,457,396 (324,472)
Short Rate Up 3,115,055 731,009
Short Rate Down (5,858,776) (3,392,722)
Absolute Negative Maximum Value 6,356,751 4,176,526 3,147,981 2,605,851
Tier 1 Capital 142,119,632 138,206,082 39,259,572 38,581,491
(for EVE) or Projected Income (for NII)
Maximum amount divided by Tier 1 capital 4.47% 3.02% 8.02% 6.75%
(for Δ EVE) or Projected Income (for Δ NII)
T = Reporting Period December 2024
T - 1 = Reporting Period September 2024
(in million Rupiah)
December 31, 2024
Daily average VaR Maximum VaR Minimum VaR End of Period VaR
272,556 325,264 223,506 254,764
12,495 23,217 8,533 13,732
- - - -
285,051 348,481 232,039 268,496
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Individual Risk Management Implementation Report for IRRBB
Qualitative Analysis
1 Interest rate risk in the Banking Book or Interest Rate Risk in the Banking Book, hereinafter abbreviated as IRRBB, is a
current and future risk to the Bank’s capital and profitability (earnings) caused by movements in interest rates in the
market which have an impact on the Banking position Book.
Included in the IRRBB is gap risk that arises from the term structure of banking book instruments; basis risk which
describes the impact of relative changes in interest rates on financial instruments assessed using different interest
rate curves; option risk arising from financial derivative positions or from the option risk element inherent in financial
instruments.
2 The Bank manages IRRBB exposure using an economic value approach and a profitability/income approach (earning
based measures). As an implementation of segregation of duty, the Treasury Division acts as a unit that functions to
manage interest rate risk and the Risk Management Division acts as a unit that monitors interest rate risks that arise.
For the purpose of controlling and mitigating interest rate risk in the banking book, the Bank establishes controls both
quantitatively in the form of applying limits and risk appetite. The Bank also carries out qualitative risk control such as
management strategies, risk transfer through the Funds Transfer Pricing (FTP) mechanism and also hedging strategies.
3 The IRRBB calculation is carried out on a quarterly basis which then become part of the Risk Profile, part of the Bank’s
Health Level Self Assessment, part of the Quantitative Information on Risk Exposure, and part of the Disclosure of Risk
Management Practices.
In order to measure IRRBB exposure, the Bank uses economic value and profitability as the basis for the measurement
method. Measuring the economic value of equity (economic value of equity), hereinafter referred to as EVE, measures
changes in the economic value of the Bank’s assets, liabilities and off-balance sheet accounts due to movements in
interest rates. Currently, the Bank measures changes in EVE (ΔEVE) as the maximum decrease in the economic value of
the banking book in six standard interest scenarios defined by the Basel Committee on Banking Supervision (BCBS) and
FSA as stated in SEOJK IRRBB no SEOJK/12/2018.
Measuring bank profitability (earnings-based measure) looks at the estimated changes in net interest income, hereinafter
abbreviated to NII (net interest income) caused by movements in interest rates in the market for a certain period. For
this reason, the Bank measures changes in NII (ΔNII) as the maximum decrease in NII if there is a scenario of parallel
increases or decreases in interest rates as defined by the Basel Committee on Banking Supervision (BCBS) and SEOJK
IRRBB no SEOJK/12/2018, compared to financial planning Bank for a 12 month period.
4 In measuring EVE, the Bank uses the standardized approach SEOJK IRRBB No. SEOJK/12/2018, which the interest rate
shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down);
3) a sloping interest rate shock (steepener shock) with a combination of decreasing short-term interest rates and
increasing longterm interest rates (short rates down and long rates up);
4) a flattening interest rate shock with a combination of increasing short-term interest rates and decreasing long-term
interest rates (short rates up and long rates down);
5) rising short-term interest rate shock (short rates shock up); And
6) short-term interest rate shock decreases (short rates shock down).
In measuring NII, the Bank uses the standardized approach SEOJK IRRBB No. SEOJK/12/2018, where the interest rate
shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down).
In the future, for risk control purposes, the Bank will also evaluate IRRBB exposure using internal stress scenarios for
EVE and NII measurements.
5 There were no differences in methodology or modeling assumptions in the calculations used in the internal management
system. In other words, the Bank uses the Standardized Approach as a reference in calculating IRRBB for internal
management purposes
6 Currently the Bank has a hedging instrument in the form of an Interest Rate Swap (IRS) to offset potential losses that
arise if there is a potential loss on AFS securities. The bank also carries out daily MTM on the IRS instrument.
7 a For the EVE method, the bank calculates all cash flows from the principal value and interest payments which includes
the commercial margin (client rate) discounted at the risk free rate at the reporting date;
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Qualitative Analysis
b The Bank uses a portfolio replication model and/or uniform slotting method in determining slotting and average
repricing maturities for NMD by taking into account the caps and provisions on average terms as stated in the SEOJK
IRRBB.
The Bank has interest rate exposure from Non-Maturity Deposits (NMDs) positions originating from wholesale
and retail customers. To manage interest rate risk, the Bank carries out two-stage modeling in accordance with the
provisions of SEOJK IRRBB. In the first stage, the Bank analyzes changes in volume to determine the portion of NMD
that is stable in the sense that it has a small possibility of being withdrawn by customers. In the second stage, the
Bank measures the proportion of core savings from stable NMD that customers will not withdraw even if there are
large changes in market interest while the Bank does not adjust the interest on the NMD in question.
The main dimensions that influence the maturity of core NMDs (Core Deposits) are the elasticity of deposit interest
to changes in market interest rates, volatility of deposit volumes and other factors including customer behavior and
macroeconomics.
By paying attention to the NMD modeling limitations that apply to the Standardized Approach, the Bank determines
the distribution and average repricing maturity maturity using a replicating portfolio approach and/or uniform slotting
method depending on the availability and reliability of data for each relevant NMD category at this time. consisting
of wholesale NMD, transactional retail NMD and non-transactional retail NMD. Modeling parameters are based on
historical observations, statistical analysis and management assessments.
Banks carry out risk modeling or estimation to determine prepayment rates for fixed interest loans and early
withdrawal rates for time deposits if these risks are not adequately mitigated, for example through fine provisions.
c The Bank performs risk modeling or estimation to determine the prepayment rate for fixed rate loans and early
withdrawal rate for term Deposits if these risks are not adequately mitigated, for example through penalty provisions.
early withdrawal rate for Term Deposits if these risks are not adequately mitigated for example through penalty
provisions.
In estimating the prepayment rate, the Bank uses statistical methods based on historical data in analyzing accelerated
credit repayment rates. Several main dimensions that influence customer repayment rates include: market interest
rates, credit interest rates, credit nominal, and several other factors.
Meanwhile, in estimating the early withdrawal rate, the Bank uses the Exponential Weighted Moving Average (EWMA)
method.
This model assumes that tomorrow’s projected results are influenced by today’s actual data and past data. Several
main dimensions that influence customer withdrawal rates include: deposit interest rates, deposit nominal and
several other factors.
d There are no other assumptions used by the Bank apart from the assumptions set by the SEOJK IRRBB.
e The Bank calculates the IRRBB for each material currency and then aggregates them. The aggregation methodology
is carried out by simple addition.
Quantitative Analysis
1 The average period for interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for 1.11 years;
- Transactional Retail for 3.32 years;
- Non-Transactional Retail for 1.64 years.
The average interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for 1.09 years;
- Transactional Retail for 3.72 years;
- Non-Transactional Retail for 1.70 years.
2 The longest interest rate adjustment period (repricing maturity) for the Rupiah includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
The longest interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Consolidated IRRBB Calculation Report with Subsidiaries
In million Rupiah EVE NII
Period T T-1 T T-1
Parallel Up (6,155) 2,766,734 (3,114,315) (2,706,931)
Parallel Down (342,507) (4,440,463) 3,318,547 2,869,107
Steepener (6,922,874) (1,061,165)
Flattener 5,082,35 630,323
Short Rate Up 3,899,955 1,532,843
Short Rate Down (6,695,067) (4,299,691)
Absolute Negative Maximum Value 6,922,874 4,440,463 3,114,315 2,706,931
Tier 1 Capital 147,431,803 143,500,145 40,603,033 39,881,101
(for EVE) or Projected Income (for NII)
Maximum amount divided by Tier 1 capital 4.70% 3.09% 7.67% 6.79%
(for Δ EVE) or Projected Income (for Δ NII)
T = Reporting Period December 2024
T - 1 = Reporting Period September 2024
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Practices Governance Responsibility Commitment Statements
Implementation of Risk Management for Consolidated IRRBB with Subsidiaries
Qualitative Analysis
1 Interest rate risk in the Banking Book or Interest Rate Risk in the Banking Book, hereinafter abbreviated as IRRBB, is a
current and future risk to the capital and profitability (earnings) of the Bank and Subsidiaries caused by movements in
interest rates in the market which have an impact in the Banking Book position.
Included in the IRRBB is gap risk that arises from the term structure of banking book instruments; basis risk which
describes the impact of relative changes in interest rates on financial instruments assessed using different interest
rate curves; option risk arising from financial derivative positions or from the option risk element inherent in financial
instruments.
2 Banks and Subsidiaries manage IRRBB exposure using an economic value approach and a profitability/income approach
(earning based measures). As an implementation of segregation of duty, there is a separation between the unit that
functions to manage interest rate risk and the unit that monitors interest rate risk that arises.
For the purpose of controlling and mitigating interest rate risk in the banking book, the Bank and Subsidiaries establish
controls both quantitatively in the form of implementing limits and risk appetite. The Bank and Subsidiaries also carry out
qualitative risk control such as management strategies, risk transfer through the Funds Transfer Pricing (FTP) mechanism
and also hedging strategies.
3 The IRRBB calculation is carried out on a quarterly basis which will then become part of the Risk Profile, part of the Bank’s
Soundness Level Self Assessment, part of the Quantitative Information on Risk Exposure, and part of the Disclosure of
Risk Management Practices.
In order to measure IRRBB exposure, the Bank and Subsidiaries use economic value and profitability as the basis for the
measurement method. Measurement of the economic value of equity (economic value of equity), hereinafter referred to
as EVE, measures changes in the economic value of assets, liabilities and administrative accounts (off balance sheet) of
Banks and Subsidiaries caused by movements in interest rates. Currently, the Bank and Subsidiaries measure changes
in EVE (ΔEVE) as the maximum decrease in the economic value of the banking book in six standard interest scenarios
defined by the Basel Committee on Banking Supervision (BCBS) and FSA as stated in SEOJK IRRBB no SEOJK/12/ 2018.
Measuring bank profitability (earnings-based measure) looks at the estimated changes in net interest income, hereinafter
abbreviated to NII (net interest income) caused by movements in interest rates in the market for a certain period. For this
reason, the Bank and Subsidiaries measure changes in NII (ΔNII) as the maximum decrease in NII if there is a scenario of
parallel increases or decreases in interest rates as defined by the Basel Committee on Banking Supervision (BCBS) and
SEOJK IRRBB no SEOJK/12/2018, compared with financial planning of the Bank and Subsidiaries for a 12 month period.
4 In measuring EVE, the Bank and Subsidiaries use the SEOJK IRRBB standardized approach no SEOJK/12/2018, which the
interest rate shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down);
3) a sloping interest rate shock (steepener shock) with a combination of decreasing short-term interest rates and
increasing longterm interest rates (short rates down and long rates up);
4) a flattening interest rate shock with a combination of increasing short-term interest rates and decreasing long-term
interest rates (short rates up and long rates down);
5) rising short-term interest rate shock (short rates shock up); And
6) short-term interest rate shock decreases (short rates shock down).
In measuring NII, the Bank and Subsidiaries use the SEOJK IRRBB standardized approach no SEOJK/12/2018, which the
interest rate shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down).
In the future, for risk control purposes, the Bank and Subsidiaries will also evaluate IRRBB exposure using internal stress
scenarios for EVE and NII measurements.
5 There were no differences in methodology or modeling assumptions in the calculations used in the internal management
system. In other words, the Bank and Subsidiaries use the Standardized Approach as a reference in calculating IRRBB
for internal management purposes.
6 Currently, the Bank has a hedging instrument in the form of an Interest Rate Swap (IRS) to offset potential losses that
arise if there is a potential loss on AFS securities. The bank also carries out daily MTM on the IRS instrument.
2024 Annual Report
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Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Qualitative Analysis
7 a. For the EVE Method, the Bank and Subsidiaries calculate all cash flows from the principal amount and interest
payments which include the commercial margin (client rate) discounted at the risk free rate at the reporting date;
b. The Bank and Subsidiaries use the portfolio replication model and/or uniform slotting method in determining the
slotting and average repricing maturities for NMD by taking into account the caps and provisions on the average term
as stated in the SEOJK IRRBB.
The Bank and Subsidiaries have interest rate exposure from Non-Maturity Deposits (NMDs) positions originating
from wholesale and retail customers. To manage the interest rate risk, the Bank and Subsidiaries carried out two-
stage modeling in accordance with the provisions of the SEOJK IRRBB. In the first stage, the Bank and Subsidiaries
carry out an analysis of changes in volume to determine the portion of NMD that is stable in the sense that it has a
small possibility of being attracted by customers. In the second stage, the Bank and Subsidiary Companies measure
the proportion of core savings from stable NMD that customers will not withdraw even if there are large changes in
market interest, while the Bank and Subsidiary Companies do not adjust the interest on the NMD in question.
The main dimensions that influence the maturity of core NMDs (Core Deposits) are the elasticity of deposit interest
to changes in market interest rates, volatility of deposit volumes and other factors including customer behavior and
macroeconomics.
By taking into account the NMD modeling limitations that apply to the Standardized Approach, the Bank and
Subsidiaries determine the distribution and average repricing maturity maturity using a replicating portfolio
approach and/or uniform slotting method depending on the availability and reliability of data for each relevant
NMD category. Currently it consists of wholesale NMD, transactional retail NMD and non-transactional retail NMD.
Modeling parameters are based on historical observations, statistical analysis and also professional judgment.
c Banks and Subsidiaries carry out risk modeling or estimation to determine prepayment rates for fixed interest loans
and early withdrawal rates for time deposits if these risks are not adequately mitigated, for example through fine
provisions.
In estimating the prepayment rate, the Bank and Subsidiaries use statistical methods based on historical data in
analyzing accelerated credit repayment rates. Several main dimensions that influence customer repayment rates
include: market interest rates, credit interest rates, credit nominal, and several other factors.
Meanwhile, in estimating the early withdrawal rate, the Bank and Subsidiaries use the Exponential Weighted Moving
Average (EWMA) method. This model assumes that tomorrow’s projected results are influenced by today’s actual
data and past data. Several main dimensions that influence customer withdrawal rates include: deposit interest rates,
deposit nominal and several other factors.
d There are no other assumptions used by the Bank and Subsidiaries apart from the assumptions set by the SEOJK
IRRBB.
e Banks and Subsidiaries calculate IRRBB for each material currency and then aggregate them. The aggregation
methodology is carried out by simple addition.
1 The average period for interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for 1.01 years
- Transactional Retail for 2.15 years
- Non-Transactional Retail for 1.31 years
The average interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for 0.81 years
- Transactional Retail for 2.04 years
- Non-Transactional Retail for 1.16 years
2 The longest period of interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
The longest interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
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3. LIQUIDITY RISK
Disclosure of Liquidity Coverage Ratio for Bank Only for the Position as at December 2024
(in million Rupiah)
Value of HQLA
After Deduction of
Value of Outstanding
(Haircut), Outstanding
Liabilities and
Liabilities and
Commitments/
Commitment Times
Value of Contractual
Run-Off Rate or Value
Claims
of Contractual Claims
Times Inflow Rate
HIGH QUALITY LIQUID ASSET (HQLA)
1 Total High Quality Liquid Asset (HQLA) 175,929,525
CASH OUTFLOW
2 Retail deposits and deposits from Micro and Small 399,933,940 28,349,082
Business:
a. Stable deposit/funding 232,886,244 11,644,312
b. Less Stable deposit/funding 167,047,696 16,704,770
3 Funding from corporate customers consisting of: 376,829,505 95,277,596
a. Operational deposits 277,374,926 60,102,586
b. Non-operational deposit and/or other non- 99,454,579 35,175,010
operational liabilities
c. Marketable securities (bank issued debt notes) - -
4 secured funding 530,667
5 Additional requirement, consisting of: 260,764,472 126,482,075
a. Cash outflow on derivative transaction 112,000,263 112,000,263
b. Cash outflow on additional liquidity - -
c. Cash outflow on lost funding - -
d. Cash outflow on withdrawal of commitments of loan 6,563,142 656,314
and liquidity facility
e. Cash outflow on other contractual liability related to - -
lending
f. Cash outflow on other lending contingencies 130,917,689 2,542,120
g. Other contractual cash outflows 11,283,378 11,283,378
TOTAL CASH OUTFLOW 250,639,421
CASH INFLOW
6 Secured lending 8,220,390 -
7 Claims from counterparty 57,164,951 17,530,205
8 Other cash inflows 116,733,451 114,200,155
TOTAL CASH INFLOW 182,118,792 131,730,360
TOTAL ADJUSTED VALUE1
TOTAL HQLA 175,929,525
TOTAL NET CASH OUTFLOWS 118,909,061
LCR (%) 147.95%
Description:
1. Adjusted values are determined after applying haircuts, run-off rates, and inflow rates, along with the maximum limits for High-Quality Liquid Asset (HQLA)
components. This includes, for example, the maximum limits for HQLA Level 2B and HQLA Level 2, as well as the maximum allowable cash inflows that can be
included in the Liquidity Coverage Ratio (LCR) calcula-tion.
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2024 Report Profile Analysis on Company Performance Functions
Analysis of Liquidity Coverage Ratio Development for Bank Only
Analysis
1 LCR Individual (Bank Only) position in Q4 2024 was 147.95% above the required provision of 100%.
2 LCR in Q4 2024 decreased by 0.32% compared to Q3 2024 previously from 148.27% to 147.95% due to an increase in Net
Cash Outflow of IDR6.94 trillion.
3 The composition of HQLA as of Q4 2024 was still dominated by HQLA Level 1 of 99.36%. Meanwhile, HQLA Level 2A
was 0.51% and Level 2B was 0.13%, still below the maximum HQLA limit required.
4 Bank liquidity can be maintained properly in accordance with regulations and supports bank business activities.
5 There are no cash inflows and cash outflows from the LCR calculation that are not included in the LCR template.
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Practices Governance Responsibility Commitment Statements
Disclosure of Liquidity Coverage Ratio for Bank Consolidated with Subsidiaries for the Position
as at December 2024
(in million Rupiah)
Value of HQLA
After Deduction of
Value of Outstanding
(Haircut), Outstanding
Liabilities and
Liabilities and
Commitments/
Commitment Times
Value of Contractual
Run-Off Rate or Value
Claims
of Contractual Claims
Times Inflow Rate
HIGH QUALITY LIQUID ASSET (HQLA)
1 Total High Quality Liquid Asset (HQLA) 181,310,377
CASH OUTFLOW
2 Retail deposits and deposits from Micro and Small
403,722,223 28,714,280
Business:
a. Stable deposit/funding 233,158,841 11,657,942
b. Less Stable deposit/funding 170,563,382 17,056,338
3 Funding from corporate customers consisting of: 381,489,848 96,911,959
a. Operational deposits 279,185,740 60,553,633
b. Non-operational deposit and/or other non-
102,304,108 36,358,326
operational liabilities
c. Marketable securities (bank issued debt notes) - -
4 Secured funding 530,667
5 Additional requirement, consisting of: 263,226,340 127,121,005
a. Cash outflow on derivative transaction 112,000,263 112,000,263
b. Cash outflow on additional liquidity - -
c. Cash outflow on lost funding - -
d. Cash outflow on withdrawal of commitments of loan
8,356,645 825,084
and liquidity facility
e. Cash outflow on other contractual liability related to
- -
lending
f. Cash outflow on other lending contingencies 131,122,023 2,548,250
g. Other contractual cash outflows 11,747,409 11,747,409
TOTAL CASH OUTFLOW 253,277,912
CASH INFLOW
6 Secured lending 9,475,677 34,401
7 Claims from counterparty 32,536,656 17,802,975
8 Other cash inflows 118,256,724 115,107,430
TOTAL CASH INFLOW 160,269,057 132,944,806
TOTAL ADJUSTED VALUE1
TOTAL HQLA 181,310,377
TOTAL NET CASH OUTFLOWS 120,333,106
LCR (%) 150.67%
Description:
1 Adjusted values are calculated after the imposition of haircuts, run-off rates, and inflow rates as well as the maximum limit of HQLA components, e.g. HQLA Level
2B and HQLA Level 2 maximum limits as well as the maximum limit of cash inflows that can be taken into account in the LCR.
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2024 Report Profile Analysis on Company Performance Functions
Analysis of Liquidity Coverage Ratio Development for Bank Consolidated with Subsidiaries
Analysis
1 BNI Consolidated LCR position in Quarter IV 2024 of 150.67% above the required provision of 100%.
2 BNI Consolidated LCR in Quarter IV 2024 of 150.67% decreased by 1.65% compared to Quarter III 2024 of 152.33% due to
an increase in Net Cash Outflow of IDR 7.32 trillion.
3 BNI consolidated liquidity can be maintained properly in accordance with regulations and supports the bank’s business
activities.
4 There are no cash inflows and cash outflows from the LCR calculation that are not included in the LCR template.
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Practices Governance Responsibility Commitment Statements
Disclosure of Net Stable Funding Ratio, Bank Only
December 2024 Position
(in million Rupiah)
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
ASF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
1 Capital: 177,705,552 - - - 177,705,552
2 Capital as CAR POJK 177,705,552 - - - 177,705,552
3 Other capital components - - - - -
4 Deposits from individual customers and
funding from micro and small business 320,563,841 29,580,204 25,602,353 2,544,231 378,290,629
customers:
5 Stable deposits 225,227,935 - - - 225,227,935
6 Less stable deposits 95,335,906 29,580,204 25,602,353 2,544,231 153,062,694
7 Funding from corporate customers: 144,169,560 35,794,478 9,610,884 13,683,062 203,257,984
8 Operational funding 144,169,560 - - - 144,169,560
9 Other funding from corporate customers - 35,794,478 9,610,884 13,683,062 59,088,424
10 NSFR for derivative liabilities - - - - -
11 Other liabilities: - - 34,633 5,181 39,813
12 NSFR for derivative liabilities - - -
13 Equity and liability components other
- - 34,633 5,181 39,813
than the above category
14 Total ASF 759,293,978
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
15 Total HQLA for the calculation of NSFR - 612,884 238,964 13,453,434 14,305,282
16 Deposit with other financial institutions for
10,770,936 - - - 10,770,936
operational purposes
17 Loans in Current and Special Mention
Category (Performing) and marketable - 83,660,051 129,131,591 255,103,902 467,895,544
securities
18 To financial institutions secured by
- 728,126 - - 728,126
HQLA Level 1
19 To financial institutions secured by non-
HQLA Level 1 and unsecured loan to - 671,021 1,950,358 34,590 2,655,969
financial institutions
20 To non-financial institutions, individual
customers, and micro and small
business customers, Government
of Indonesia, government of other - 69,731,953 123,092,588 190,674,934 383,499,475
countries, Bank Indonesia, central banks
of other countries, and public sector
entities, including those that:
21 Meet the qualification for 35% or less
risk weighted in accordance with SE - 7,872,352 14,634,599 6,622,766 29,129,717
OJK on RWA Credit Risk
22 Loans secured with unpledged
residential properties, including those - 1,420,992 1,844,873 48,325,536 51,591,401
that:
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
595
Page 598
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
23 Meet the qualification for 35% or less
risk weighted in accordance with SE - 313,250 532,644 14,625,242 15,471,136
OJK on RWA Credit Risk
24 Marketable Securities not under pledge,
not in default, and not classified as
- 11,107,958 2,243,773 16,068,842 29,420,573
HQLA, including shares traded at the
stock exchange
25 Assets with interdependent liability match - - - - -
26 Other assets: 756 24,936,326 549,878 51,527,857 77,846,586
27 Tradable physical commodities,
- - - -
including gold
28 Cash, marketable securities and other
assets recorded as initial margin in
derivative contracts and cash or other - - 17,000 17,000
assets delivered as default fund to the
central counterparty (CCP)
29 NSFR of derivative assets 136,672 23,833 110,033 270,538
30 NSFR of derivative liabilities before
- - - -
deduction of variation margin
31 All other assets not included in the
756 24,760,692 526,044 51,400,824 76,688,317
above categories**)
32 Administrative Account 1,547,379 714,110 930,590 3,360,744
33 Total RSF 584,219,330
34 Stable Funding Ratio (%) 132.48%
Analysis of the Development of Net Stable Funding Ratio of Bank Only
Qualitative Analysis
1 Individual NSFR for December 2024 was 132,48% and was still above the required provisions, namely 100%.
2 Individual NSFR for the position in December 2024 compared to the NSFR for the position in September 2024 increased
from 136,57% to 132,48%. In December 2024, there was an increase in Total Available Stable Funding (ASF) of around
2.55% and in Required Stable Funding (RSF) of around 5.71%.
3 The growth rate of Available Stable Funding (ASF) amounted to IDR18.86 trillion. Meanwhile, the growth rate of Required
Stable Funding (RSF) reached IDR30.98 trillion, primarily driven by the increase in performing loans classified as Current
and Special Mention, as well as securities.
596 Transforming the Future, Empowering Indonesia
Page 599
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Net Stable Funding Ratio for the Bank Consolidated with Subsidiaries
December 2024 Position
(in million Rupiah)
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
ASF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
1 Capital: 184,153,312 - - - 184,153,312
2 Capital as CAR POJK 184,147,168 - - - 184,147,168
3 Other capital components 6,144 - - - 6,144
4 Deposits from individual customers and
funding from micro and small business 321,497,663 32,202,752 25,742,699 2,568,014 382,011,128
customers:
5 Stable deposits 225,420,632 70,521 28,709 20,553 225,540,416
6 Less stable deposits 96,077,031 32,132,231 25,713,990 2,547,461 156,470,712
7 Funding from corporate customers: 146,120,883 37,975,513 9,735,261 13,683,062 207,514,719
8 Operational funding 146,120,883 151,240 26,377 - 146,298,500
9 Other funding from corporate customers - 37,824,273 9,708,884 13,683,062 61,216,219
10 NSFR for derivative liabilities - - - - -
11 Other liabilities: 159,997 - 445,155 3,200,292 3,805,444
12 NSFR for derivative liabilities - - -
13 Equity and liability components other
159,997 - 445,155 3,200,292 3,805,444
than the above category
14 Total ASF 777,484,603
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
15 Total HQLA for the calculation of NSFR - 711,560 281,038 13,465,673 14,458,271
16 Deposit with other financial institutions for
10,778,624 286,486 - - 11,065,110
operational purposes
17 Loans in Current and Special Mention
Category (Performing) and marketable 13,196 85,870,144 131,479,079 260,126,200 477,488,619
securities
18 To financial institutions secured by
- 728,126 - - 728,126
HQLA Level 1
19 To financial institutions secured by non-
HQLA Level 1 and unsecured loan to 13,196 858,558 1,950,607 76,103 2,898,464
financial institutions
20 To non-financial institutions, individual
customers, and micro and small
business customers, Government
of Indonesia, government of other - 71,611,562 125,198,183 195,318,218 392,127,962
countries, Bank Indonesia, central banks
of other countries, and public sector
entities, including those that:
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
597
Page 600
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
Carrying Value Based On Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
21 Meet the qualification for 35% or less
risk weighted in accordance with SE - 9,751,961 16,740,194 11,266,049 37,758,204
OJK on RWA Credit Risk
22 Loans secured with unpledged
residential properties, including those - 1,538,993 1,999,308 48,455,531 51,993,832
that:
23 Meet the qualification for 35% or less
risk weighted in accordance with SE - 431,250 687,079 14,755,237 15,873,567
OJK on RWA Credit Risk
24 Marketable Securities not under pledge,
not in default, and not classified as
- 11,132,905 2,330,981,15 16,276,349 29,740,235
HQLA, including shares traded at the
stock exchange
25 Assets with interdependent liability match - - - - -
26 Other assets: 513,325 24,936,326 586,828 51,810,107 77,846,586
27 Tradable physical commodities,
- - - -
including gold
28 Cash, marketable securities and other
assets recorded as initial margin in
derivative contracts and cash or other - - 17,000 17,000
assets delivered as default fund to the
central counterparty (CCP)
29 NSFR of derivative assets 136,672 23,833 110,033 270,538
30 NSFR of derivative liabilities before
- - - -
deduction of variation margin
31 All other assets not included in the
513,325 24,799,655 562,995 51,683,074 77,559,049
above categories**)
32 Administrative Account 1,691,142 714,110 955,493 3,360,744
33 Total RSF 584,219,330
34 Stable Funding Ratio (%) 133.08%
Qualitative Analysis of Net Stable Funding Ratio for Bank Consolidated with Subsidiaries
Qualitative Analysis
1 The consolidated NSFR as of December 2024 stood at 133.08%, exceeding the regulatory requirement of 100%.
2 Compared to the NSFR position in September 2024, the December 2024 NSFR declined from 137.33% to 133.08%. As of
December 2024, there was an increase of approximately 2.52% in Available Stable Funding (ASF) and a 5.79% increase in
Required Stable Funding (RSF).
3 The growth rate of Available Stable Funding (ASF) amounted to IDR19.09 trillion. Meanwhile, the growth rate of Required
Stable Funding (RSF) reached IDR31.98 trillion, primarily driven by the increase in performing loans classified as Current
and Special Mention, as well as securities.
598 Transforming the Future, Empowering Indonesia
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Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Encumbered Assets Table
(in million Rupiah)
a b c d
Assets held or
agreed with the
Unencumbered
Encumbered Assets Central Bank but Total
Assets
not yet used to
generate liquidity
Assets in the statement of
financial position may be 10,892,911 90,701,675 73,770,695 175,365,281
presented in detail as required.
Qualitative Analysis
a. Encumbered assets are bank assets restricted, both legally and contractually by the Bank, for supporting liquidity.
Encumbered assets do not include assets being placed with or pledged to Bank Indonesia but yet to be used to create
liquidity. Currently, the Bank has encumbered assets of IDR10.89 T in the form of repo transactions.
b. Currently, the Bank has assets that are being placed with or pledged to Bank Indonesia amounting to IDR90.70 T in the form
of Secondary Reserves (PLM). The assets pledged to Bank Indonesia have not been used to generate liquidity but are still
calculated as HQLA as stipulated in the POJK Liquidity Coverage Ratio for Commercial Banks.
c. Unencumbered assets are assets that qualify as High Quality Liquid Asset (HQLA) as stipulated by the POJK on Liquidity
Coverage Ratio for Commercial Banks. Currently, the Bank has unencumbered assets of IDR73.77 T, including cash,
placements with Bank Indonesia, government securities, corporate securities.
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
599
Page 602
Performa Management Company Management Discussion and Business Support
2024 Report Profile Analysis on Company Performance Functions
4. OPERATIONAL RISK
Disclosure of Operational Risks Quantitative for Bank Only
December 31, 2024
No The approach used Internal Loss Minimum
Business Indicator
Multiplier Factor Operational Risk RWA
Components
(FPKI) Capital (MMRO)
1 Approach Basic Indicator 4,813,384 0.62 2,992,869 37,410,865
Disclosure of Operational Risks Quantitative for Bank Consolidated with Subsidiaries
December 31, 2024
No The approach used Internal Loss Minimum
Business Indicator
Multiplier Factor Operational Risk RWA
Components
(FPKI) Capital (MMRO)
1 Approach Basic Indicator 4,838,206 0.63 3,037,782 37,972,275
600 Transforming the Future, Empowering Indonesia
Page 603
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2023
Internal Loss Multiplier Minimum Operational Risk
Business Indicator Components RWA
Factor (FPKI) Capital (MMRO)
4,450,593 0.63 2,797,350 34,966,876
(in million Rupiah)
December 31, 2023
Internal Loss Multiplier Minimum Operational Risk
Business Indicator Components RWA
Factor (FPKI) Capital (MMRO)
4,515,914 0.63 2,862,050 35,775,619
2024 Annual Report
PT Bank Negara Indonesia (Persero) Tbk
601
Names mentioned 95 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.2 ×5
unresolved
org
Minister of State-Owned Enterprise
p.2
unresolved
org
Bank Indonesia
p.6 ×6
unresolved
org
Bank Indonesia's
p.6
unresolved
org
PT BNI Life Insurance
p.9
unresolved
org
Bank BRI
p.10
unresolved
org
PT Bank BNI Syariah
p.10
unresolved
org
PT Bank Mandiri Syariah
p.10
unresolved
org
Bank BRI Syariah Tbk
p.10 ×2
unresolved
org
PT Bank Mayora. Bank Mayora
p.11
unresolved
org
PT BNI Modal Ventura
p.11 ×2
unresolved
org
Syariah Indonesia Tbk
p.11
unresolved
org
Bank Deposits
p.32 ×2
unresolved
org
Indonesia Stock Exchange
p.33 ×2
unresolved
org
HSBC Corp.
p.37 ×3
unresolved
org
Ministry of Communication
p.40
unresolved
org
Ministry of Indonesia Incorporated Hong Kong
p.40
unresolved
person
Friderica Widyasari
p.40
unresolved
person
Kusumaningtuti
p.40
unresolved
person
Joko Widodo
p.40
unresolved
person
Ahmad Jazuli
p.40
unresolved
org
Ministry of Trade
p.41
unresolved
org
Ministry of Agriculture
p.41
unresolved
org
Directorate General of National Export Development
p.41
unresolved
org
Bank BNI Educates
p.41
unresolved
org
Minister of SOEs Erick
p.42
unresolved
org
Ministry of Indonesian Diaspora
p.42
unresolved
org
Ministry of Foreign Affairs.
p.42
unresolved
org
Ministry of SOEs
p.42 ×5
unresolved
org
Ministry of Environment
p.42
unresolved
org
Ministry of Energy Minister of State-Owned Enterprises
p.42
unresolved
person
Ir. H. Joko
p.43
unresolved
org
Minister of State-Owned
p.43
unresolved
person
Hashim Djojohadikusumo
p.43
unresolved
org
Ministry of State-
p.43
unresolved
org
Minister of SOEs No. PER-
p.48
unresolved
org
Ministry of SOEs Letter No. S-
p.48
unresolved
—
Mansury
· Commissioner
p.54
unresolved
person
GMS
· Commissioner
p.54 ×6
unresolved
—
Seto
· Commissioner
p.54
unresolved
—
Slamet
· Commissioner
p.54
unresolved
org
Indonesia (Persero) Tbk.
p.59
unresolved
org
Multinational Corporation
p.61
unresolved
org
Bank BNI’s
p.62
unresolved
org
Ministry of State-Owned
p.62
unresolved
org
Minister of SOEs We
p.70
unresolved
person
Silvano Winston Rumantir
p.74
unresolved
person
Corina
p.74
unresolved
person
Agung
p.74
unresolved
—
Setyawan
· Director
p.74
unresolved
org
PT BNI Multifinance
p.82 ×2
unresolved
org
PT BNI Life Insurance Total Assets
p.82
unresolved
org
BNI Remittance Ltd.
p.82 ×2
unresolved
org
PT Bank Hibank Indonesia Authorized Capital
p.82
unresolved
org
PT BNI Modal Ventura IDR
p.82
unresolved
org
PT BNI Asset Management IDR
p.82
unresolved
org
PT BNI Life Insurance Centennial Tower
p.84
unresolved
org
PT Bank Hibank Indonesia
p.84
unresolved
org
Government of the Republic of Indonesia
p.86
unresolved
org
Minister of Justice
p.86
unresolved
org
Bank Tabungan
p.86
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