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Page 1
Annual Public Expose
PT Bank BTPN Syariah Tbk
Financial Performance as of 30 June 2026
Jakarta, 07 September 2026
Page 2
BTPN Syariah Overview
Our Journey Shareholders Composition Rating
• 2008: Established PT Bank SMBC Indonesia Tbk Sharia Business Unit (formerly
known as PT Bank Tabungan Pensiunan Nasional Tbk) AAA idn Fitch Ratings
• 2010: Launched piloting TUR project serving productive inclusive segment,
started with 3 communities in Banten & Pandeglang areas Stable Outlook
• 2011: Started massive roll out (area expansion)
• Spin-off as PT BTPN Syariah on 14 July 2014
• Listed as PT BTPN Syariah Tbk on 8 May 2018
• Changed name into PT Bank BTPN Syariah Tbk on 4 June 2020 70%
• Officially became Bank BUKU 3 Category according to the approval of The
Financial Services Authority on 7 July 2020
• Classified as KBMI 2 (Bank With Core Capital Above IDR 6tn) in Oct-21
• Today: Spread across 26 provinces, with ~14.5k employees (~ 94% female and ~
PT Bank SMBC Indonesia Tbk *Rating confirmed as of February 2026
52% high school graduates)
Public
Customers and Coverage
(Serving Java, Sumatera, Nusa Tenggara, Kalimantan and Sulawesi)
Serving 7mn Customers,
~3.81mn Active
15 kantor cabang dan
15 Branch Office 27 KFO
and
Coverage 247.0k Communities, 25 Functional
in 2,650 Sub-Districts Operational Office
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Target Markets, Vision and Mission
Target Markets VISION
“To be the best Sharia Commercial Bank for financial inclusion,
Employee Self Employed
making a difference in the lives of millions of Indonesians”
Very Large & Medium Other Financing
Business MISSION
Rich Companies
“Together we create opportunities for growth and a more meaningfu
Small
life”
Middle & Loan size ≤ Rp 5bn
High Income
monthly
Potential customers: 500K Values (PRISMA)
income: Micro
> Rp5mn Loan size: ≤ Rp 200mn PRofessional lntegrity Mutual Respect Teamwork
Potential customers: 6.3mn
Low Micro
Loan size: ≤ Rp 50mn Pilot Business
Single Identity: #bankirpemberdaya
Low Income Potential customers: 9mn
monthly income: implementing Corporate Mission and Vision, a shared
≤ Rp 5mn Ultra Micro/Mass-Market Main identity is needed to unite all the employees in one spirit.
Loan size: ≤ Rp 10mn Business #bankirpemberdaya is the spirit that awakens all BTPN
Potential customers: 48.7mn Syariah employees to their mandate of being a different
kind of banker.
A banker that chooses to gather funds from the privileged
BTPNS Funding & Financing
Source: BPS, team analysis families. Taking different path in order to fulfill their calling
BTPNS Funding
to be of benefit to others.
BTPNS Financing
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BTPN Syariah Financing Customers – “Main Business”
Their work Ultra Micro/Mass-Market Customers Their Needs
(Community consist of 10 – 15 people):
• Sell goods • Basic needs
• Produce • Education for children
4 Key Behaviours:
• Raise livestock Courage Discipline • Improving living condition
Hard work Solidarity
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Management
Board of Commissioners Sharia Supervisory Board
Mulya Effendi Siregar Dewie Pelitawati Ongki W. Dana Sendiaty Sondy H. Ikhwan Abidin, MA H. Muhamad Faiz, MA Cecep Maskanul Hakim
President/Independent Independent Commissioners Commissioners Chairman of the Sharia Member of the Sharia Member of the Sharia
Commissioner Commissioner Supervisory Board Supervisory Board Supervisory Board
Board of Directors Board of Management
Hadi Wibowo Dewi Nuzulianti Fachmy Achmad Dwiyono B Winantio Robertus J Hadisurya Dharma Putera Roy Iskandar
President Director Arief Ismail Director Information Technology Risk Management Retail Financing
Director Director
Compliance Director and Head Head Business Head
Corporate Secretary
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Social Impact Scorecard : Positive Changes, Better for Community
Portrait of Customer Condition After 5 Years
Do all household members What type of toilet arrangements does
Widest floor type?
ages 6 to 18 go to school? the household have?
Soil or bamboo
Yes 93.2% 9.2% Toilets with good sanitation systems
90.8% 7.1%
82.4%
79.6%
86.6% 4.1%
71.4%
Year 1 Year 3 Year 5 Year 1 Year 3 Year 5 Year 1 Year 3 Year 5
Does the household have Does the household have
What is the main cooking fuel?
refrigerator or freezer? motorcycle or motorized boat?
Gas/LPG, kerosene, electricity, others
Yes 87.4%
Yes
99.1% 93.7% 94.1%
75.1%
96.5% 63.0%
92.9%
89.4%
Year 1 Year 3 Year 5 Year 1 Year 3 Year 5 Year 1 Year 3 Year 5
*Questions are derived based on Survey Sosial Ekonomi Nasional (SUSENAS), from Biro Pusat Statistik (BPS) Indonesia
**BTPN Syariah is not the sole determining factor of the customers’ welfare improvement
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Group Financing: Focus on internal business process improvement while driving sustainable
growth… (1/2)
a Trend x-days (1- 30 days past due) b Trend NPF
X-days Formula = total financing with day past due of 1–30 / total financing NPF Formula = total financing in Collectibility Levels 3–5 / total financing
1.3 X - Days (%) NPF and NPF Net
1.1 Dec Jun Dec Jun Dec Jan Feb Mar Apr May2 Jun
23 24 24 25 25 26 26 26 26 6 26
0.8 0.8
NPF (%) 2.95 3.12 3.97 3.34 2.92 2.90 2.90 2.85 2.85 2.85 2.74
0.6
0.5 0.5 0.5 0.5 0.5
NPF net (%) 0.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.3
WO (bn)* 125 169 139 75 71 50 45 47 47 39 33
Dec-23 Jun-24 Dec-24 Jun-25 Dec-25 Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26
*WO <2026 presented in monthly average number
c Trend Outstanding Flag Restructuring Financing d Trend On time payment at the customer meeting
(Disciplined the Restructure – only allow for natural disaster since 2023) On time payment formula = Total number of on time payment per prs / total prs of performing customer
Progress Restructure (IDR bn) On Time Payment (%)
688
Covid 1st Wave Covid 2nd Wave Non-Covid
34%
94.2 94.2 94.4 94.8 95.1 95.1 95.2
92.8
338 89.8
315 323 295 282 240 83.6
46%
39% 208
100% 100%
171
96% 97% 98%
43% 77 43 100% 76.4
20% 61% 100%
87% 0%
18% 27% 11% 4% 3% 2% 0% 0% 0%
12% 2% 0% 0% 0%
0% 0% 0% 0%
Dec-23 Jun-24 Dec-24 Jun-25 Dec-25 Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26
Dec-23 Jun-24 Dec-24 Jun-25 Dec-25 Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26
Note: 2023 Restru, Q1 (1.4T), Q2 (1.1T), Q3 (0.8T), Q4 (0.7T)
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Group Financing: Focus on internal business process improvement while driving sustainable
growth… (2/2)
e Vintage x-days by new booking (up to MOB-6) bf Vintage attendance rate by new booking (up to MOB-6)
Vintage X Days = the proportion of accounts that become delinquent each month since disbursement (MOB : Vintage Attendance Rate = the proportion of customers who attend each month since disbursement, divided by the total
month on book), divided by the total number of accounts disbursed number of customers disbursed
Vintage x-days% by new booking Vintage Attendance% by new booking
3.69%
Booking Year 2023 Booking Year 2023 Booking Year 2024 Booking Year 2025 Booking Year 2026
Booking Year 2024 2.63% 97.6%
96.9%
Booking Year 2025 1.98%
94.4%
84.0%
Booking Year 2026 1.33%
1.32% 87.3%
82.1% 80.5%
0.88%
79.2% 77.6%
0.62% 67.4% 66.3%
MOB0 MOB1 MOB2 MOB3 MOB4 MOB5 MOB6 MOB0 MOB1 MOB2 MOB3 MOB4 MOB5 MOB6
g Implementation of New Model of Solidarity Fund (UPS) h Trend Portfolio Java and Non Java Composition (%)
UPS Portfolio Composition (%)
37% 38.8% 40.3% 41.2% 41.5% 41.3% 41.2% 41.2% 41.2%
#of Sentra with UPS #of Sentra which all
Total Sentra member filled up the
envelopes 100% UPS envelops
(247.0k) 136.5k (55%) 136.5k (52% ) 63% 61.2% 59.7% 58.8% 58.5% 58.7% 58.8% 58.8% 58.8%
Note :
1Q’26 - Envelope 100% & all member filled up (50%) Dec-23 Jun-24 Dec-24 Jun-25 Dec-25 Mar-26 Apr-26 May-26 Jun-26
FY’25 - Envelope 100% & all member filled up (43%) Java Non-Java
1H’25 - Envelope 100% & all member filled up (34%)
Note : RR Java (95%), Non Java (97%)
FY’24 - Envelope 100% & all member filled up (26%)
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Update on “Non Group Financing” initiatives as of June 2026
Individual Financing (IF)
▪ Individual Financing (IF) product continued for limited implementation to serve the segment in Tier 2 and Tier 3 through TUR graduate selection model for
ETB and using a soft collateral business model for NTB.
▪ In 2Q 2026, total outstanding of IF Rp 59.7 billion with total of 4.368 customers and repayment rate 97.2%. The scaling up of the IF NTB model to 60
location across Indonesia, will be fully executed this July 2026.
Funding – Wealth Management
▪ The Bank sees an opportunity to increase fee-based income while offering Sharia-compliant investment solutions to meet customers’ needs for asset preservation,
diversification, and spiritual objectives.
▪ The offering consists of three core products:
1. Sharia Bonds (Sukuk) (selling primary sukuk for ST15, SR024 and ST16 (total AUM: Rp 16.9 bn). On progress on regulatory approval for secondary market license.
2. Bancassurance: In collaboration with Allianz Syariah - Launch product Guardia Rencana Syariah (total AUM: Rp 1,5 bn).
3. Cash Waqf Linked Deposit - Launch CWLD 1,2,3,4,5 ,6 (total AUM: Rp 3.7 bn)
Non Banking FI (NBFI)
Net Margin NBFI & Liquid Inv vs Margin Expense
(in Rp bio) ▪ Considering the strengths of the Parent Bank and the SMBC Group, as well as the potential for business synergies in the review and recommendation process, and
taking into account the Bank’s substantial liquid assets and the limited market for Sharia securities, The Bank sees an opportunity to enhance income through
financing to Non-Banking Financial Institutions (NBFIs).
▪ These counterparties are assessed to have relatively low risk due to regulatory supervision and the Bank’s focus on NBFI customers within the Parent Bank’s
existing network with short tenor financing (below 12 months).
▪ As of June 2026: Counterparties include Pegadaian, CIMB Niaga Auto Finance, Sarana Multi Infrastruktur & Sarana Multigriya Financial.
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Financial Summary – Consolidated
Balance sheet (IDR billion) Income statement (IDR billion)
Jun’25 Dec’25 Jun’26 ∆YoY 1H’25 3Q’25 4Q’25 FY’25 1Q’26 2Q’26 1H’26 ∆YoY
Margin Income 2,604 1,320 1,295 5,219 1,247 1,294 2,540 -2%
Liquidity Asset* 11,275 12,314 11,948 6%
Margin Expense 245 123 122 489 113 117 230 -6%
Financing (gross) 10,145 10,353 11,032 9%
Net Margin Income 2,359 1,197 1,174 4,730 1,134 1,176 2,310 -2%
Allowance for losses (885) (932) (869) -2% Operating Income
2,362 1,200 1,174 4,736 1,136 1,179 2,315 -2%
(exclude recovery)
Total Asset 21,659 22,751 23,302 8% Operating Expense and
1,149 596 584 2,329 597 615 1,212 6%
Bonus Wadiah
Total Third-Party Funds 11,461 12,209 12,180 6% Net Financing Loss 392 208 241 841 133 133 266 -32%
Financing Loss Provision 418 213 246 877 138 138 276 -34%
Total Liabilities 11,967 12,792 13,043 9%
Equity 9,692 9,959 10,258 6% Profit After Tax 644 302 255 1,201 319 336 655 2%
* Liquidity Asset: Cash, GWM and Net Liquid Investment
Key ratios (%)
1Q’25 2Q’25 1H’25 FY’25 1Q’26 2Q’26 1H’26
Cost to Income 48% 48% 48% 49% 52% 52% 52%
ROA 7.4% 7.9% 7.6% 7.2% 7.1% 7.3% 7.2%
ROE 13.8% 14.6% 14.2% 13.0% 13.2% 13.9% 13.5%
CAR 53.5% 54.5% 54.5% 57.7% 59.2% 58.7% 58.7%
Net Financing Loss 8.1% 7.3% 7.7% 8.3% 5.1% 5.0% 5.1%
Loan Provision Coverage (NPF + Restru) 223% 248% 248% 152% 157% 202% 202%
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Financial Ratios Benchmark – May 2026
CAR BOPO NOM
56.9%
72.8% 75.0%
67.5%
7.4%
23.7% 23.7%
4.5%
2.3%
BTPNS Konven BUS BTPNS Konven BUS BTPNS Konven BUS
ROA NPF FDR
85.6% 86.6% 89.5%
7.1%
2.5% 2.0% 2.5% 2.2% 2.3%
BTPNS Konven BUS BTPNS Konven BUS BTPNS Konven BUS
Note : BTPNS (Bank only) Source : Indonesia Banking Statistic Report
| Corporate Presentation 1H 2026 Results
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Customer Program 2026
The Umrah on one
BerAksi Program
Plane Flight Program
393 Customer
Departing in November 2026
• Provide appreciation for good center and customer which consistently attend, make
payment and savings in center meeting.
• An exemplary reward program uniting our inspiring customers • Periodic review every 3 months
from all distribution area to experience the spiritual journey on
One Plane for Umrah Pilgrimage to the Holy Land. • Currently more than 150k communities and more than 1.1
• The distribution of Golden Ticket - Umrah Pilgrimage Reward million customer has received the reward program meeting (PRS).
for eligible customers commence in the fourth week of July
• Customer will receive cash incentives or reward
2026.
| Corporate Presentation 1H 2026 Results
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2026: Strengthen Group Financing, diversify growth
Strengthen
Build and Scale
Group Financing
• Grow financing while
maintaining healthy portfolio
Soft Collateral Wealth Management
quality • Nationwide scale-up, • The Bank will expand wealth
prioritized in Sumatera, Java, management and key Sharia
• Continuously enhance risk and South Sulawesi starting products to strengthen Bank Guidance 2026:
mitigation and business 2nd Semester 2026. customer engagement and Grow NPAT mid double
processes to ensure business loyalty through digit
sustainability • Expand from existing 10 1. Sukuk
2. Bancassurance expansion
areas up to 60 locations.
• Digitize internal and 3. Improved Wealth
external processes in line Management infrastructure
with customer readiness 4. Wider CWLD distribution
(Customer apps: “SiTepat”)
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Awards
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THANK YOU
Names mentioned 19 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Bank Tabungan Pensiunan Nasional Tbk
p.2 ×2
unresolved
org
PT BTPN Syariah
p.2 ×2
unresolved
org
Syariah Tbk
p.2
unresolved
org
Financial Services Authority
p.2
unresolved
org
Bank With Core Capital Above IDR
p.2
unresolved
person
H. Muhamad Faiz
p.5
unresolved
org
Bank Guidance
p.13
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